04 - Literature Review

CHAPTER-1
1.1 INTRODUCTION
Human Resource Management is an art of managing people at work in
such a manner that they give their best to the organization. In simple
word human resource management refers to the quantitative aspects of
employees working in an organization.
Human Resource Management is also a management function

concerned with hiring, motivating and maintains people in an
organization. It focuses on people in organization.
HRM involves the application of management functions and

principles. The functions and principles are applied to acquisitioning,
developing, maintain, and remunerating employees in organizations.
Decisions relating to employees must be integrated. Decision on

different aspect of employees must be consistent with other human
resource decisions.
Decision made must influence the effectiveness of organization.

Effectiveness of an organization must result in betterment of services
to customers in the form of high-quality product supplied at
reasonable costs.
HRM function is not confined to business establishment only. They

are applicable to non-business organization, too such as education,
health care, recreation etc.
The scope of HRM is indeed vast. All major activities in the working
life of his or her entry into an organization until he or she leaves-come
under the previews of HRM. Specifically, the activities included are
HR planning, job analysis, recruitment and selection, orientation and
placement, training and development, performance appraisal and job
evaluation, employee and executive remuneration, motivation and
communication, welfare, safety and health, industrial relations and the
like. HRM is a broad concept Personnel management and human
resource development is a part of HRM.
Before we define “Human Resource Management”, it seems good to
first define heterogeneous in the sense that they differ in personality,
perception, emotions, values, attitudes, motives and modes of
thoughts.
Human resource management plays an important role in the

development process of modern economy. In fact it is said that all the
development comes from the human mind.
Human Resource Management is a process of producing development,

maintaining and controlling human resources for effective
achievement of organization goals.
CONCEPT OF STRESS
INTRODUCTION TO STRESS
A lot of research has been conducted into stress over the last hundred
years. Some of the theories behind it are now settled and accepted;
others are still being researched and debated. During this time, there
seems to have been something approaching open warfare between
competing theories and definitions: Views have been passionately held
and aggressively defended.
What complicates this is that intuitively we all feel that we know what
stress is, as it is something we have all experienced. A definition
should therefore be obvious... except that it is not.
Definition:
Hans Selye was one of the founding fathers of stress research. His
view in 1956 was that “stress is not necessarily something bad – it all
depends on how you take it. The stress of exhilarating, creative
successful work is beneficial, while that of failure, humiliation or
infection is detrimental. “Selye believed that the biochemical effects
of stress would be experienced irrespective of whether the situation
was positive or negative.
Since then, a great deal of further research has been conducted and
ideas have moved on.
Stress is now viewed as a “bad thing”, with a range of harmful
biochemical and long-term effects. These effects have rarely been
observed in positive situations.
The most commonly accepted a definition of stress (mainly attributed

to Richard S Lazarus) is that stress is a condition or feeling
experienced when a person perceives that “demands exceed the
personal and social resources the individual is able to mobilize.” In
short, it’s what we feel when we think we’ve lost control of events.
This is the main definition used by this section of Mind Tools,

although we also recognize that there is an intertwined instinctive
stress response to unexpected events. The stress response inside us is
therefore part instinct and part to do with the way we think.
The types of stress are as follows
Mechanical
 Stress (physics), the average amount of force exerted per unit

area.
 Yield stress, the stress at which a material begins to deform
plastically.
 Compressive stress, the stress applied to materials resulting in
their compaction.
Biological
 Stress (biological), physiological o psychological stress; some

types include:
 Chronic stress, persistent stress which can lead to illness and
mental disorder
 Eustress, positive stress that can lead to improved long-term
functioning
 Workplace stress, stress caused by employment
Music
 Accent (music).
 Stress (band), an early 80’s melodic rock band from San Diego.
 Stress (punk band), an early 80’s punk rock band from Athens.
 Stress (Neo-Psychedelic band), from the late 1980’s
 Stress, a song by the French band Justice on their debut album.
Other
 Stress (game), card game

 Stress (linguistics), phonological use of prominence in
language
Stress (physics), the average amount of force exerted per unit area
Stress is a measure of the average amount of force exerted per unit

area. It is a measure of the
Intensity of the total internal forces acting within a body across

imaginary internal surfaces, as a reaction to external applied forces
and body forces. It was introduced into the theory of elasticity by
Cauchy around 1822. Stress is a concept that is based on the concept
of continuum. In general, stress is expressed as
Σ=F/A
Where
Σ is the average stress, also called engineering or nominal stress and
F is the force acting over the area A
Chronic Stress
Chronic stress is stress that lasts a long time or occurs frequently.

Chronic stress is potentially damaging.
Symptoms of chronic stress can be:
 Upset stomach
 Headache
 Backache
 Insomnia
 Anxiety
 Depression
 Anger
In the most severe cases it can lead to panic attacks or a panic

disorder.
There are a variety of methods to control chronic stress including

exercise, healthy diet, stress management, relaxation techniques and
adequate rest and relaxing hobbies.
Ensuring a healthy diet containing magnesium may help control or

eliminate stress, in those individuals with lower levels of magnesium
or those who have a magnesium deficiency. Chronic stress can also
lead to a magnesium deficiency, which can be a factor in continued
chronic stress, and a whole host of other negative medical conditions
caused by a magnesium deficiency.
It has been discovered that there is a huge upsurge in the number of

people who suffer from this condition. A very large number of these
new cases suffer from insomnia.
In a review of the scientific literature on the relationship between

stress and disease, the authors found that stress plays a role in
triggering or worsening depression and cardiovascular disease and in
speeding the progression of HIV/AIDS.
Compressive Stress:
Compressive Stress is the stress applied to materials resulting in their

compaction (decrease of volume). When a material is subjected to
compressive stress, then this material is under compression. Usually,
compressive stress applied to bars, columns etc, and leads to
shortening.
Loading a structural element or a specimen will increase the

compressive stress until the reach of compressive strength.
According to the properties of the material, failure will occur as yield

for materials with ductile behaviour (most metals, some soils and
plastics) or as rupture for brittle behaviour (geometries, cast iron,
glass, etc).
In long, slender structural elements -- such as columns or truss bars --
an increase of compressive force F leads to structural failure due to
buckling at lower stress than the compressive strength.
Compressive stress has stress units (force per unit area), usually with
negative values to indicate the compaction. However in geotechnical
engineering, compressive stress is represented with positive values.
Stress in Biological terms:
Stress is a biological term which refers to the consequences of the

failure of a human or animal body to respond appropriately to
emotional or physical threats to the organism, whether actual or
imagined. It includes a state of alarm and adrenaline production, short-
term resistance as a coping mechanism and exhaustion. It refers to the
inability of a human or animal body to respond. Common stress
symptoms include irritability, muscular tension, inability to
concentrate and a variety of physical reactions, such as headaches and
accelerated heart rate.
The term “stress” was first used by the endocrinologist Hans Selye in
the 1930s to identify physiological responses in laboratory animals.
He later broadened and popularized the concept to include the
perceptions and responses of humans trying to adapt to the challenges
of everyday life. In Selye’s terminology, “stress” refers to the reaction
of the organism, and “stressor” to the perceived threat. Stress in
certain circumstances may be experienced positively. Eustress, for
example, can be an adaptive response prompting the activation of
internal resources to meet challenges and achieve goals.The term is
commonly used by laypersons in a metaphorical rather than literal or
biological sense, as catch-all for any perceived difficulties in life. It
also became a euphemism, a way of referring to problems and eliciting
sympathy without being explicitly confessional, just “stressed out”.
It covers a huge range of phenomena from mild irritation to the kind

of severe problems that might result in as real breakdown of health. In
popular usage almost any event or situation between these extremes
could be described as stressful.
What is Stress?
Stress refers to the strain from the conflict between our external
environment and us, leading to emotional and physical pressure. In our
fast paced world, it is impossible to live without stress, whether you
are a student or a working adult. There is both positive and negative
stress, depending on each individual’s unique perception of the tension
between the two forces. Not all stress is bad. For example, positive
stress, also known as eustress, can help an individual to function at
optimal effectiveness and efficiency.
Hence, it is evident that some form of positive stress can add more
color and vibrancy to our lives. The presence of a deadline, for
example, can push us to make the most of our time and produce
greater efficiency. It is important to keep this in mind, as stress
management refers to using stress to our advantage, and not on
eradicating the presence of stress in our lives.
On the other hand, negative stress can result in mental and physical
strain. The individual will experience symptoms such as tensions,
headache, irritability and in extreme cases, heart palpitations. Hence,
whilst some stress may be seen as a motivating force, it is important to
manage stress levels so that it does not have an adverse impact on
your health and relationships.
Part of managing your stress levels include learning about how stress
can affect you emotionally and physically, as well as how to identify if
you are performing at your optimal stress level (OSL) or if you are
experiencing negative stress. This knowledge will help you to identify
when you need to take a break, or perhaps seek professional help. It is
also your first step towards developing techniques to managing your
stress levels.Modern day stresses can take the form of monetary needs,
or emotional frictions. Competition at work and an increased workload
can also cause greater levels of stress.
How do you identify if you are suffering from excessive stress?
Psychological symptoms commonly experienced include insomnia,
headaches and an inability to focus. Physical symptoms take the form
of heart palpitations, breathlessness, excessive sweating and stomach
aches.
What causes stress? There are many different causes of stress, and that
which causes stress is also known as a stressor. Common lifestyle
stressors include performance, threat and bereavement stressors, to
name a few. Performance stressors are triggered when an individual is
placed in a situation where he feels a need to excel. This could be
during performance appraisals, lunch with the boss, or giving a
speech. Threat stressors are usually when the current situation poses a
dangerous threat, such as an economic downturn, or from an accident.
Lastly, bereavement stressors occur when there is a sense of loss such
as the death of a loved one, or a prized possession.
Thus, there are various stressors, and even more varied methods and
techniques of dealing with stress and turning it to our advantages. In
order to do so, we must learn to tell when we have crossed the line
from positive to negative stress.
Good stress v/s Bad stress:
Stress has often been misunderstood to be negative, with few people

acknowledging the importance and usefulness of positive stress. In our
everyday lives, stress is everywhere and definitely unavoidable; hence
our emphasis should be on differentiating between what is good stress,
and what is bad. This will help us to learn to cope with negative stress,
and harness the power of positive stress to help us achieve more.
There are 4 main categories of stress, namely eustress, distress, hyper

stress and hypo stress. Negative stress can cause many physical and
psychological problems, whilst positive stress can be very helpful for
us. Here’s how we differentiate between them.
Eustress:
This is a positive form of stress, which prepares your mind and body
for the imminent challenges that it has perceived. Eustress is a natural
physical reaction by your body which increases blood flow to your
muscles, resulting in a higher heart rate. Athletes before a competition
or perhaps a manager before a major presentation would do well with
eustress, allowing them to derive the inspiration and strength that is
needed.
Distress:
We are familiar with this word and know that it is a negative form of
stress. This occurs when the mind and body is unable to cope with
changes, and usually occurs when there are deviations from the norm.
They can be categorized into acute stress and chronic stress. Acute
stress is intense, but does not last for long. On the other hand, chronic
stress persists over a long period of time. Trigger events for distress
can be a change in job scope or routine that the person is unable to
handle or cope with.
Hyper stress
This is another form of negative stress that occurs when the individual
is unable to cope with the workload. Examples include highly stressful
jobs, which require longer working hours than the individual can
handle. If you suspect that you are suffering from hyper stress, you are
likely to have sudden emotional breakdowns over insignificant issues,
the proverbial straws that broke the camel’s back. It is important for
you to recognize that your body needs a break, or you may end up
with severe and chronic physical and psychological reactions.
Hypo stress
Lastly, hypo stress occurs when a person has nothing to do with his
time and feels constantly bored and unmotivated. This is due to an
insufficient amount of stress: hence some stress is inevitable and
helpful to us. Companies should avoid having workers who experience
hypo stress as this will cause productivity and mindfulness to fall.
If the job scope is boring and repetitive, it would be a good idea to
implement some form of job rotation so that there is always something
new to learn. The types of stress are named as eustress and distress.
Distress is the most commonly-referred to type of stress, having
negative implications, whereas eustress is a positive form of stress,
usually related to desirable events in person’s life. Both can be equally
taxing on the body, and are cumulative in nature, depending on a
person’s way of adapting to a change that has caused it.
Coping with Stress at Work place
With the rapid advancement of technology, the stresses faced at work

have also increased. Many people dread going to work, hence the term
“Monday Blues”. What is the reason for this? There is partly the fear
from being retrenched in bad times, leading to greater job insecurity
on the part of those who remain. Undoubtedly, occupational stress is
one of the most commonly cited stressors faced by people all over the
world.
Stress refers to the pressure and reactions to our environment which

results in psychological and physical reactions. Whilst some stress is
good for motivation and increasing efficiency, too much stress can
result in negative impacts such as reduced effectiveness and
efficiency. More and more people are feeling isolated and disrespected
at work, and this has led to greater occupational stress. Many
companies have taken to consulting experts and professionals on ways
to increase connectedness and motivation of their employees.
Some companies organize parties and make their employees feel

valued at work. These are measures to motivate employees and help
them to feel secure at their jobs, translating into greater productivity.
However, not all companies have such measures in place, and some
have not gotten it quite right. Hence, it is up to you to make sure that
you cope with stress at your workplace and use it to help you work
better. Here are 3 simple steps to help you with coping with stress in
the workplace.
Step 1: Raising Awareness
Help yourself to identify when you are facing rising levels of stress,
tipping the scales from positive to negative. This is important, as being
able to identify signs of being stressed can help you to take steps to
ensure that your overall quality of life does not drop. If left
unacknowledged, the problem will only snowball, leading to
disastrous consequences to your health and overall wellbeing.
You can identify if you are feeling stressed by checking if you have
any physical or psychological reactions, such as excessive sweating or
heart palpitations, or the onset of headaches, irritability or the need to
escape. If you experience any of these reactions, identify if you are
feeling any overwhelming negative emotions and if you are constantly
worried.
Step 2: Identify the Cause
You need to be able to analyze the situation and identify what is

causing the rise in stress. These stressors can be external and internal.
External stressors refer to things beyond your control, such as the
environment or your colleagues at work. Internal stressors refer to
your own thinking and attitude. Often, we only start reacting to stress
when a combination of stressors working together exceeds our ability
to cope.
Keep a diary or a list of events that have caused you to feel strong
negative emotions, or that are likely stressors. This will help you to
identify the causes of your stress. Whilst it is not always possible to
eradicate them, we can change the way that we cope with it.
Step 3: Coping with Stress
In order to deal with the situation that is causing you stress, you need
to calm your mind and body so as to stave off the reactions and cope
with it in a positive way. This can be through different methods, such
as taking time off. If a situation is triggering your stress and you are
unable to calm down, remove yourself from it.
Go outside and take a walk to calm down. Alternatively, you can try
implementing relaxation techniques such as deep breathing. If it is an
internal stressor, stop your thought process until you are able to deal
with it logically.
The key to making these 3 steps work for you is to practice them.
These are not instantaneous solutions, and you need to condition your
mind and practice them so that you can implement it when you are
feeling stressed.
Stress Management
Stress management is the need of the hour. However hard we try to go

beyond a stress situation, life seems to find new ways of stressing us
out and plaguing us with anxiety attacks. Moreover, be it our anxiety,
mind-body exhaustion or our erring attitudes, we tend to overlook
causes of stress and the conditions triggered by those. In such
unsettling moments we often forget that stressors, if not escapable, are
fairly manageable and treatable.
Stress, either quick or constant, can induce risky body-mind disorders.

Immediate disorders such as dizzy spells, anxiety attacks, tension,
sleeplessness, nervousness and muscle cramps can all result in chronic
health problems. They may also affect our immune, cardiovascular
and nervousness and muscle cramps can all result in chronic health
problems. They may also affect our immune, cardiovascular and
nervous systems and lead individuals to habitual addictions, which are
inter-linked with stress.
Workplace Stress
Workplace stress is the harmful physical and emotional response that
occurs when there is a poor match between job demands and the capabilities,
resources, or needs of the worker. Stress-related disorders encompass a
broad array of conditions, including psychological disorders (e.g.,
depression, anxiety, post-traumatic stress disorder ) and other types of
emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive
behaviours(e.g., aggression, substance abuse), and cognitive
impairment(e.g., concentration and memory problems). In turn, these
conditions may lead to poor work performance or even injury.
Job stress is also associated with various biological reactions that may lead
ultimately to compromised health, such as cardiovascular disease.
Stress is a prevalent and costly problem in today’s workplace. About one-
third of workers report high levels of stress. One-quarter of employees view
their jobs as the number one stressor in their lives. Three-quarters of
employees believe the worker has more on-the-job stress than a generation
ago.
Causes of Workplace Stress
Job stress results from the interaction of the worker and the conditions of
work. Views differ on the importance of worker characteristics versus
working conditions as the primary cause of job stress. The differing
viewpoints suggest different ways to prevent stress at work. According to
one school of thought, differences in individual characteristics such as
personality and coping skills are most important in predicting whether
certain job conditions will result in stress-in other words, what is stressful for
one person may not be a problem for someone else. This viewpoint leads to
prevention strategies that focus on workers and ways to help them cope with
demanding job conditions. Although the importance of individual
differences cannot be ignored, scientific evidence suggests that certain
working conditions are stressful to most people. Such evidence argues for a
greater emphasis on working conditions as the key source of job stress, and
for job redesign as a primary prevention strategy. Personal interview surveys
of working conditions, including conditions recognized as risk factor for job
stress, were conducted in Member States of the European Union in 1990,
1995 and 2000. Results showed a trend across these periods suggestive of
increasing work intensity. In 1990, the percentage of workers reporting that
they worked at high speeds at least one-fourth of their working time was
48%, increasing to 54% in 1995 and to 56% in 2000. Similarly, 50% of
workers reported they work against tight deadlines at least one-fourth of
their working time in 1990, increasing to 56% in 1995 and 60% in 2000.
However, no change was noted in the period 1995-2000(data not collected in
1990) in the percentage of workers reporting sufficient time to complete
tasks. A substantial percentage of Americans work very long hours.By one
estimate, more than 26% of men and more than 11% of women worked 50
hours per week or more in 2000. These figures represent a considerable
increase over the previous three decades, especially for women. According
to the Department of Labor, there has been an upward trend in hours worked
among employed women, an increase in extended work weeks(>40 hours)
by men, and a considerable increase in combined working hours among
working couples, particularly couples with young children.
1.2 NEED OF THE STUDY:
 The purpose of the study is to manage stress of employees
 The study will analyze the impact of organizational factors that
contributes stress for the employees
 The study will help to measure levels of stress of the employees
 Suggestions and recommendations to reduce the stress levels of the
employees
 It is need to identify the stress
 In this developing industrial world most of the employees are more
stressed due to pressure, family background and some personal
problems
 The value of the study and possible application of its findings help to
justify its importance and social relevance
1.3 SCOPE OF THE STUDY:
 The scope of the study will helps the organization know what causes
stress and how to reduce stress in work place
 The study will helps to measure level of stress of the employee
 This study helps me to know about the different types of stress in the
workplace
 The study covers how the stress management activities help to retain
the employees organization
 The study covers how the stress affects people at the work
environment
 It is caused by major life events such as illness, the death of a loved
one, a change in responsibilities or changes in the organization
 A study on changing worker demographics and worker safety and
health
1.4 REVIEW OF LITERATURE
1. B.Kishori and B.Vinothini (2016) the authors have found that

productivity of the work force is decisive factor for the success of an
organization is concerned. In an age of highly dynamic and
competitive world, an employee is exposed to all kinds of stressors
that can affect them on all realms of life. The research intended to
study the impact of occupational stress on Nationalized Bank
employees.
2. Pooja Chatterjee(2016) Employees are increasingly recognizing that
work is infringing on their personal lives and they are not happy about
it. Evidence indicates that balancing work and life demands now
surpasses job security as an employee priority. They want a life as
well as a job. The study assess the occupational stress, job satisfaction
and mental health of employees belonging to two professions namely
bank and IT firms comprising of both private as well as public sector.
The need was felt so as to aid the personnel to combat with various
dimensions of occupation stress and job dissatisfaction and to
inculcate feelings of organizational citizenship behavior and
commitment and reduce employee turnover costs and attrition which
is on the rise these days.
3. Priyanka Das1, Alok Kumar Srivastav(2015) they have identified
that banks must manage people at work to improve physical work
environment, If the organizations enhance the psychological well-
being and health of the employees, the organizational revenue will
increase and there will be employee retention as well. Because of “A
Healthy Employee is a Productive Employee”, they concluded that the
level of stress among the select public sector banks are found to be
limited and if the necessary action taken by the management that will
help to relieve the stress of the employees and also help to impact
more productive employees that will help the banks to achieve greater
heights.
4. Enekwe, Chinedu Innocent and Agu, Charles Ikechukwu, et
al.(2014) they have conducted study based on the statistical
calculation, male and female bankers not to differ significantly on
their stress management technique. It can be concluded that stress
management is not gender sensitive or gender centric. This means that
the problem of stress is both genders sensitive. Furthermore, section of
a banker has a significant influence on stress management technique
among bank employees in Nigeria banking industry.
5. Md. HaseburRahman and Md. Kamruzzaman, et al.(2013) the
commercial bank as one the occupational group functional under of
high stress. The variables such as long working hour, workload,
family sympathy, management pressure, mental depression, and job
insecurity perceived stress stressors of commercial bank. Employees
well-being psychological and mentally depress if stress prolong over
the period of time. Effective job design, healthy working environment,
remuneration should be offered to employees to motivate in
competitive jobs of commercial bank.
6. Harish Shukla, RachitaGarg (2013). Examined on “A study on
stress management among the employees of nationalized banks” to
found whether all employee cope with hasty changes in work due to
new advanced technology. Authors tried to know the reasons of stress
among the bank employees and also coping strategies at workplace.
They found that organizational factors such as salary, peer pressure,
ineffective communication were the main source for stress also
individual factors such as family expectations, finally extra-
organizational factors such as inflation, social change, technological
change were the root cause for same. They concluded that
management were used the effective coping strategies for same. They
concluded that management were used the effective coping strategies
for employees like participation for decision making, timely feedback,
and individual strategies such as exercise, mediation, yoga, listening
to good music, healthy lifestyle etc.
7. Noblet, Andrew In his article titled, “Building health promoting
work settings: entifying the relationship between work
characteristics and occupational stress”,(2012) revealed that the
work characteristic, viz, ‘social support’ and ‘job control’ accounted
for range proportions of explained variance in job satisfaction and
psychological health. In addition to these generic variables, several
job-specific stressors were found to be predictive of the strain
experienced by employees.
8. BusharaBano, Rajiv Kumar Jha (2012) in their paper entitled
“Organizational Role Stress among Public and Private Sector
Employees: Difference in job-related problem among public and
private sector employee” to explore the demographic variables. 182
public and 120 private employees were taken as sample in Uttar
Pradesh, India. They found that both of them had moderate level of
stress. There is no significant difference in total stress levels, work
experience and educational qualifications between the employees. By
reducing the work load, decline the role conflict, pay sample salary
and provide training and counselling to employees facilitating their
work performance and job satisfaction.
9. Tyson, Paul D.; Pongruengphant, Rana 70 In their article titled,
“Five-year follow-up study of stress among nurses in public and
private hospitals in Thailand”, (2011) examined the sources of
occupational stress, coping strategies, and job satisfaction. A sample
of 200 nurses was compared to 147 nurses sampled from the same
hospital wards after 5 years and revealed a significant increases in
nurses’ workload, involvement with life and death situations, and
pressure from being required to perform tasks outside of their
competence. Although nurses working in public hospitals generally
reported more stress than private hospitals, surprisingly nurses’
satisfaction with their job increased particularly in public hospitals,
which may be attributable to age, improvements in monetary
compensation, and organizational support.
10. Vijay V.Raghavan, (2010), The effect of flexible work schedule,
employee support and training, and telecommuting as potential coping
resources to relieve stress. Perceived workload, role ambiguity, work
facilitation, and decision latitude are potential stressors of IT
professionals. Removing role ambiguity and improving work
facilitation reduce work-related stress and allowing employees to have
flexible work schedules ease their perceptions of workload.
CHAPTER-2
2.1 INDUSTRY PROFILE
One of the leading sectors of the building materials industry, producing various types
of cement, such as Portland, portland blast-furnace slag, portland-pozzolan, and
special cements; the last category includes decorative, oil-well, aluminous, sulfate-
resistant, and quick hardening cements and cement for hydraulic engineering
structures. A basic binding material, cement is widely used in the national economy,
primarily in the production of concrete, reinforced concrete, and mortars, and in the
asbestos cement, petroleum, and other industries.
The first plant in Russia for the production of portland cement was built in 1839
in St. Petersburg, where another, larger plant was constructed in 1856. Other plants
were later built in Riga (1865-36), Shchurovo (1870), Kunda (Punane-Kunda, 1870),
Podol’sk (1873- 74). Novorossisk (1882). Amvrosievka (1896), and Vol’sk (1897).
The distribution of cement enterprises was extremely uneven: the Novorossiisk,
Vol’sk, and Ukrainian groups of plants accounted for almost half of all cement
production, and those in the East produced less than 5 percent. In 1913 cement
production in Russia totaled 1,777,000 tons. Production dropped sharply during
World War 1; only 36,000 tons was produced in 1920.
For practical purposes, the cement industry as a major, independent sector was built
during the years of Soviet power. During the years of the first five-year plans (1929-
40), old plants were renovated, and several new ones were established, including the
Podgorenskii, Kaspi, and Kuvasai plants. As a result, cement production in 1928
surpassed the 1913 level and by 1940 reached 5,773,000 tons. During the Great
Patriotic War of 1941-45, some plants were occupied by the enemy, and others were
destroyed, which caused production to drop significantly to 1,845,000 tons in 1945;
by 1948, however, production had already surpassed the 1940 level.
Industrialization and the high rate of capital construction demanded accelerated

development of the cement industry. Existing enterprises were expanded, and new
ones were built. Fifty-six new plants were put into operation between 1946 and 1975,
including such major Enterprises as the Pikalevo, Belgorod, Nikolaev, Sebriakovo,
Karaganda, Angarsk, Chimkent, Achinsk, Topki, StaryiOskol, and Kamenets-
Podol’skii plants. In 1962 the USSR became the world leader in cement
production; in 1971 production in the country reached 100 million tons.
Cement production per capita has increased considerably. Based on this index, the
USSR has led such developed countries as the USA (330 kg) and Great Britain (285
kg) since 1966.
The raw material base for the cement industry is the calcareous and argillaceous rock
widely found in deposits in the USSR. In addition to natural raw materials, the cement
industry uses waste materials from other sectors of industry: metallurgical slag, ash
from state regional hydroelectric power plants and steam power plants, overburden
from the extraction of minerals, pyrite cinders, and phosphogypsum. Some plants,
such as the Pikalevo, Achinsk, and Volkhov plants, use nepheline slag. The resulting
high level of cooperation between the cement industry and appropriate sectors of the
national economy ensures the integrated use of raw materials and waste products. The
location of deposits of raw materials and the universal need for cement have made it
Necessary to build cement plants in different regions of the country. In the 1970’s
cement industries were in all the Union republics and major economic regions. The
production of cement in the eastern regions of the country has risen significantly,
from 19.5 percent of the total production in 1940 to 34.5 percent in 1975.
A high level of production concentration is characteristic of the cement industry. The

unit capacity of enterprises rose from 131,000 tons in 1940 to 1.3 million tons in
1975. The sector’s largest enterprises are the cement combine Novorostsement in
Novorossiisk (capacity, million tons), the production association Vol’sktsement (4.2
million tons), the Balakleia combine (3.7 million tons), the Kamenets-Podol’skii plant
(3.7 million tons). And the StaryiOskol plant (3.7 million tons).
The cement industry is a highly mechanized sector of the national economy. Many
plants, such as the Novorostsement combine and the Lipetsk, Karaganda, Balakleia,
and Chimkent plants, have introduced automated control systems for production
processes. An Automated production system is in operation at the P. A.
LudinSebriakovo Cement Plant. During the ninth five-year plan (1971-75), in
conformity with the plan for technological.
Reequipping of the sector, much work was done to modernize and replace existing
equipment and introduce new, highly productive units. New units for the wet process
of production include 5 ×185 m kilns with outputs up to 1,800 tons of clinker per day
and a new 7 x 230 m kiln with an output of 3,000 tons of clinker per day, which was
put into operation in 1973. The first heavy-duty dry-process kiln went into operation
in 1975; it features dimensions of 7.0-6.4×95 m, external heat exchangers, and an
output of 3,000 tons of clinker per day. Gidrofolselfgrinding mills have also been
introduced. Labor productivity in the cement industry rose by a factor of more than
2.5 between 1961 and 1976.
Poland, Rumania, and the German Democratic Republic lead the foreign socialist
countries in cement production.
Among the capitalist countries, the cement industry is most highly developed in the
USA, Italy, The Federal Republic of Germany, and France. The Japanese cement
industry is developing Rapidly.
2.2 COMPANY PROFILE
VIJAY CEMENTS
We are a leading environmentally and socially progressive cement manufacturing

company located in Vellakalpatti, Trichy, Tamilnadu, India. We’ve been in operation
since 1992 and we remain a family-led business with a valuesoriented, people-focused
culture. Our products protect human life and personal property, improve the quality of
life, generate economic prosperity and connect society. Our Values guide how we
conduct ourselves and our business affairs, particularly with regard to our customers,
our employees, our communities and the environment.
VIJAY CEMENT PRIVATE LIMITED CHENNAI
Vijay Cement Private Limited was registered on 14 December, 1992. Vijay Cement
Private Limited's Corporate Identification Number (CIN) is
U02694TN1992PTC069833, Registration Number is 069833.Their registered address
on file is 12 New No 29 Ganapathy Street royapettah, Chennai - 600014, Tamil Nadu,
India.Vijay Cement Private Limited currently have 2 Active Directors / Partners:
Remibai Vijay Cement, Jesuadimai Vijay Cement, and there are no other 25 Active
Directors / Partners in the company except these 2 officials.Vijay CementPrivate
Limited is currently in Active Status.
About Us
Remibai Vijay Cement is a Director registered with Ministry of Corporate Affairs

(MCA). Their DIN is 01100430.
Companies Associated With
Vijay Cement Builders Private Limited
Vijay Cement Builders Private Limited is a Private Company incorporated on 21 June

2010. It is classified as Indian Non-Government Company and is registered at
Registrar of Companies, Chennai. Its authorized share capital is Rs. 10,000,000 and
its paid up capital is Rs. 100,000. Vijay Cement Builders Private Limited's Annual
General Meeting (AGM) was last held on N/A and as per records from Ministry of
Corporate Affairs (MCA), its balance sheet was last filed on N/A. Directors of Vijay
Cement Builders Private Limited are Remibai Vijay Cement and Jesuadimai Vijay
Cement.
Vijay Cement Builders Private Limited's Corporate Identification Number is (CIN)

U70102TN2010PTC076221 and its registration number is 76221.Its Email address is
[email protected] and its registered address is OLD NO 12 NEW NO 29 A
GANAPATHY STREET ROYAPETTAH, CHENNAI - 600014, Tamil Nadu INDIA.
Vijay Cement Logistics Private Limited
Vijay Cement Logistics Private Limited is a Private Company incorporated on 25

August 2008. It is classified as Indian Non-Government Company and is registered at
Registrar of Companies, Chennai. Its authorized share capital is Rs. 10,000,000 and
its paid up capital is Rs. 100,000. Vijay Cement Logistics Private Limited's Annual
General Meeting (AGM) was last held on 27 September 2013 and as per records from
Ministry of Corporate Affairs (MCA), its balance sheet was last filed on 31 March
2013.Directors of Vijay Cement Logistics Private Limited are Remibai Vijay Cement
and Jesuadimai Vijay Cement.Vijay Cement Logistics Private Limited's Corporate
Identification Number is (CIN) U60200TN2008PTC069012 and its registration
number is 69012.Its Email address is [email protected] and its registered
address is 12 Ganapathy Colony First Street Royapettah, Chennai - 600014, Tamil
Nadu INDIA.
Vijay Cement Foundation For Micro Credit
Vijay Cement Foundation For Micro Credit is a Private Company incorporated on 05

June 2009. It is classified as Indian Non-Government Company and is registered at
Registrar of Companies, Chennai. Its authorized share capital is Rs. 0 and its paid up
capital is Rs. 0.Vijay Cement Foundation For Micro Credit's Annual General Meeting
(AGM) was last held on N/A and as per records from Ministry of Corporate Affairs
(MCA), its balance sheet was last filed on N/A. Directors of Vijay Cement
Foundation For Micro Credit are Remibai Vijay Cement and Jesuadimai Vijay
Cement. Vijay Cement Foundation For Micro Credit's Corporate Identification
Number is (CIN) U65929TN2009NPL071845 and its registration number is 71844.Its
Email address is [email protected] and its registered address is 12 New No 29A
Ganapathy Street Royapettah, Chennai - 600014, Tamil Nadu INDIA.
Vijay Cement bluemetals private limited
Vijay Cement Blue metals Private Limited is a Private Company incorporated on 25

August 2010. It is classified as and is registered at Registrar of Companies, Chennai.
Its authorized share capital is Rs. 5,000,000 and its paid up capital is Rs.
100,000.Vijay Cement Blue metals Private Limited's Annual General Meeting (AGM)
was last held on N/A and as per records from Ministry of Corporate Affairs (MCA),
its balance sheet was last filed on N/A. Directors of Vijay Cement Bluemetals Private
Limited are Remibai Vijay Cement and Jesuadimai Vijay Cement. Vijay Cement
Bluemetals Private Limited's Corporate Identification Number is (CIN)
[email protected] and its registered address is OLD NO.12, NEW NO.29A
GANAPATHY STRTEET, ROYAPETTAH, CHENNAI - 600014,
Vijay Cement Readymix Concrete Private Limited
Vijay Cement Readymix Concrete Private Limited is a Private Company incorporated

on 28 July 2000. It is classified as and is registered at Registrar of Companies,
Chennai. Its authorized share capital is Rs. 10,000,000 and its paid up capital is Rs.
500,000.Vijay Cement Readymix Concrete Private Limited's Annual General Meeting
(AGM) was last held on 30 September 2010 and as per records from Ministry of
Corporate Affairs (MCA), its balance sheet was last filed on 31 March 2010.Directors
of Vijay Cement Readymix Concrete Private Limited are Remibai Vijay Cement and
Jesuadimai Vijay Cement.Vijay Cement Readymix Concrete Private Limited's
Corporate Identification Number is (CIN) U24299TN2000PTC045460 and its
registration number is 45460.Its Email address is [email protected]
Vijay Cement Salt Private Limited
Vijay Cement Salt Private Limited is a Private Company incorporated on 31 May

Registrar of Companies, Chennai. Its authorized share capital is Rs. 5,000,000 and its
paid up capital is Rs. 100,000.Vijay Cement Salt Private Limited's Annual General
Meeting (AGM) was last held on N/A and as per records from Ministry of Corporate
Affairs (MCA), its balance sheet was last filed on N/A.Directors of Vijay Cement Salt
Private Limited are Remibai Vijay Cement and Jesuadimai Vijay Cement. Vijay
Cement Salt Private Limited's Corporate Identification Number is (CIN)
[email protected] and its registered address is Old No 12 New No 29A,
Ganapathy Street Royapettah,Chennai-600014,TamilNadu, INDIA.
Vijay Cement Power Corporation Private Limited
Vijay Cement Power Corporation Private Limited is a Private Company incorporated

on 19 October 2009. It is classified as Indian Non-Government Company and is
registered at Registrar of Companies, Chennai. Its authorized share capital is Rs.
50,000,000 and its paid up capital is Rs. 4,134,000.Vijay Cement Power Corporation
Private Limited's Annual General Meeting (AGM) was last held on 29 June 2012 and
as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2012.Directors of Vijay Cement Power Corporation Private
Limited are Remibai Vijay Cement and Jesuadimai Vijay Cement.Vijay Cement
Power Corporation Private Limited's Corporate Identification Number is (CIN)
U40102TN2009PTC073252 and its registration number is 29 73252.Its Email address
is [email protected] and its registered address is 12 New No 29 Ganapathy Street
Royapettah, Chennai - 600014, Tamil Nadu INDIA.
Vijay Cement Water Private Limited
Vijay Cement Water Private Limited is a Private Company incorporated on 30 April

Registrar of Companies, Chennai. Its authorized share capital is Rs. 1,000,000 and its
paid up capital is Rs. 928,000.Vijay Cement Water Private Limited's Annual General
Meeting (AGM) was last held on 29 September 2012 and as per records from
Ministry of Corporate Affairs (MCA), its balance sheet was last filed on 31 March
2012.Directors of Vijay Cement Water Private Limited are Remibai Vijay Cement
and Jesuadimai Vijay Cement.Vijay Cement Water Private Limited's Corporate
Identification Number is (CIN) U41000TN2007PTC063324 and its registration
number is 63324.Its Email address is [email protected] and its registered
address is OLD NO.12, NEW NO.29, GANAPATHY STREET, ROYAPETTAH,,
CHENNAI - 600014, Tamil Nadu, INDIA.
Vijay Cement Milk Products Private Limited
Vijay Cement Milk Products Private Limited is a Private Company incorporated on

30 April 2009. It is classified as Indian Non-Government Company and is registered
at Registrar of Companies, Chennai. Its authorized share capital is Rs. 10,000,000 and
its paid up capital is Rs. 6,126,000. Vijay Cement Milk Products Private Limited's
Annual General Meeting (AGM) was last held on 30 September 2013 and as per
records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed on
31 March 2013.Directors of Vijay Cement Milk Products Private Limited are Remibai
Vijay Cement, Jesuadimai Vijay Cement, Wilson Regeena and 30 Johnson
Mariazeena.Vijay Cement Milk Products Private Limited's Corporate Identification
Number is (CIN) 15203TN2009PTC071489 and its registration number is 71489.Its
Email address is [email protected] and its registered address is 12 New No 29A
Ganapathy Street Royapettah, Chennai - 600014, Tamil Nadu, INDIA.
Corporate Info
To attain leadership in Cement Industry by adopting innovative technologies and

management techniques
Mission
To implement Total Quality Management to attain process optimization and customer

satisfaction
 To institute a Management Model through ISO Standards for excellence

 To Implement Technically advanced and Highly integrated ERP Solution
 To achieve financial stability by minimizing cost of production
 To achieve enhanced productivity to offer cement at affordable price
 To ensure highest standards of safety and efficiency
 To continuously innovate and meet customer needs
Citizen Charter
 Our Company
 Our Business
 Our Commitments
 Business
 General
Our Business :
The company is engaged in the manufacture and selling of Cement, Asbestos Cement
Sheets and Stoneware Pipes. The factories are situated in various districts of
Tamilnadu as under:
o Alangulam Cement Works, Alangulam, Virudhunagar district,

o Ariyalur Cement Works, Ariyalur district,
o Tamilnadu Asbestos (Sheet) , Alangulam, Virudhunagar district,
o Stoneware Pipe Factory, Virudhachalam, Cuddalore district.
Our Commitments:
(A) On achieving excellence in production
1. We are committed to maintain the highest quality standards by ensuring

compliance with all laid down specifications.
2. We shall achieve the highest capacity utilisation of plant and machinery thus
ensuring maximum operational efficiency.
3. We shall involve and motivate all our employees in the process of production
thus ensuring the highest productivity.
4. We shall adopt the latest technologies by modernising the plants and plant
practices besides bringing about continuous process improvements.
(B) On achieving excellence in supply & distribution:
1. We shall make available cement and other products to the common consumers
at affordable prices by only providing for a reasonable margin of profit.
2. We shall ensure supply to all Government Departments / Agencies engaged in
public works activities at price cheaper than those in the market.
3. We shall develop an effective market net work of stockiest and dealers thus
making cement and other products available all over Tamil Nadu and in
neighboring States.
4. We shall adopt a transparent and healthy approach to market cement and other
products thereby setting and example in the industry.
(C) On Environment:
1. Produce eco-friendly quality cement, Asbestos Cement sheets and stoneware

pipes by adopting innovative technologies.
2. Comply with all relevant environmental legislations and regulations.
3. Conserve and optimise the usage of resources namely Power, Coal, other raw
materials like Limestone, and other permissible additives, Fly Ash etc. within
the limits as fixed by Bureau of Indian Standards (BIS).
(D) Human Resources Development:
1. We shall periodically impart training to our employees so as to inculcate in

them a sense of national priority, industrial excellence and consumer
friendliness.
2. We shall maintain harmonious Industrial Relations and enhance the quality of
life of our employees.
3. We shall improve the conditions of the people living in the neighbourhood of
our factories by participating in community development projects in these
areas.
4. We shall imbibe the latest development in cement technology in the world
through purposeful interaction with the cement industry in India and abroad.
5. We shall continue to encourage our Scientists and Engineers engaged in
research and development efforts to produce cement and cement products
adopting eco-friendly technology resulting at, least social and economic costs.
6. We shall continuously improve the Quality Management System by
implementing ISO-9001-2000 and through formation of Quality Circles
among the shop floor employees by inculcating the awareness.
Business:
1. Cement is supplied directly to the Govt. departments and stockists appointed

in various places in Tamilnadu and Kerala. A.C.Sheets are supplied directly to
the stockists and through our depots situated in Pondicherry, Kerala.
Stoneware Pipes are directly supplied from the factory.
2. Quality complaints on Cement, A.C.Sheets and Stoneware Pipes are received
at the respective factories and our quality personnel attend to the same on war
footing basis as and when the situation warrants. Generally the quality
complaints are attended within a week’s time.
3. The company periodically conducts the stockists meeting at various important
cities in Tamilnadu and redresses the stockists / customers’ grievances.
General :
1. Information-cum-facilitation counters are created in our production units for

providing information to the public and other visitors.
2. Continuous committed efforts are being taken by Vijay Cement to use the state
of the art technology machinery wherever required in the manufacturing
system to achieve quality and reduce the cost of production at all possible
levels.
3. For more details about the company, products profile and other details please
browsewww.Vijay Cement.com or contact the company’s Email address:
Vijay [email protected]
4. Liaison is available through the Nodal Officer posted exclusively for this
purpose at Corporate Office and his office/Residential address are given
below:
Plant
Plants – Cement Plants
Alangulam Cement Works
Located at Perambular District, Commercial production was commenced in 1970- 71

with a capital outlay of Rs. 6.66 crores. With the rated capacity of 4 lakh tonnes per
annum, this unit provides direct employment to 787 people and indirect employment
to 2000 people. The Unit manufactures and markets ARASU brand 43 Grade
OPC/PPC Cements in Tamilnadu and Kerala. Major consumption is by Government
Departments for their construction activities such as Bridges, Dams, High raised
Multistorey Buildings etc. It has a wide network of stockists both in Tamilnadu and
Kerala. Modernisation of plant is on.Portland Pozzalana Cement (PPC), Ordinary
Portland Cement (OPC) [43 Grade] are manufactured at this unit.
Trichy Cement Works
Commercial production in this unit was commenced during october 1979. Set up with
a capital outlay of Rs.29 crores and a rated capacity of 5 lakhs tonnes per annum of
cement, this unit provides direct employment 734 people and indirect employment to
1500 people. With the best limestone deposit available it is able to produce the high
quality cement of various grades and supplies to Government Departments and
Public. Wide appreciations have been received from various quarters for its ARASU
brand cement being marketed in Tamilnadu and Kerala.
Asbestos Tamilnadu Asbestos Sheet Plant
Set up with a capital outlay of Rs. 2.60 crores, this unit located at Alangulam,
Virudunagar District, commenced its commercial production in October 1981.
Capacity of the plant is 36000 tonnes of Asbestos sheets per annum. It produces
corrugated, semi – corrugated and plain sheets of 1 metre to 3 metres length with a
standard width of 1.05 metres and thickness of 6 mm. The range includes plain sheets
and accessories. This unit gives a direct employment to 255 people and indirect
employment to 700 people. ARASU Brand AC sheet has earned reputation in the
market and is supplied to Tamilnadu, Kerala, Pondicherry and part of Karnataka.
Pipes
Stoneware Pipes Plant
This plant established at Vridhachalaam, Cuddalore District during 1962 at a capital

cost of Rs.12.90 lakhs was taken over by TANCEM from TACEL during 1989. With
additional investment the total capital cost comes to Rs. 124.60 lakhs. Continuous
Chamber Kiln was put up during 1994 with a view to expand its Capacity to 600 MTs
per month and reduce the cost of production. This unit provides direct employment to
72 people and indirect employment to 100 people . This product is manufactured and
marketed both to Government Sector and Public. This is used mainly for Drainage
purpose. Chennai Metropoliton Water supply and Severage Board is the major
consumer.
Products
Products – Cement
Classification by type :
1. O.P.C
2. P.P.C
Classification by grade :
1. O.P.C : 43, 53
2. P.P.C : Arasu Super Star
Asbestos
Products – Asbestos Sheet
Main Ranges :
Length : 1 metre to 3 metre Corrugated Sheets
Breadth : 1.05 metre Standard
Thickness: 6 mm
Plain Sheets :
Standard Sizes: 8′ x 4′
6′ x 4′ etc.
Accessories :
 Serrated Adjustable ridges (AR10)

 North Light Curve AR9
 Ridge Final AR11 etc
Pipes
Products – Pipes
Salt glazed Stoneware Pipes:
 Standard length – 2 feet

 Sizes Dia - 4″ to 18″
CHAPTER-3
RESEARCH METHODOLODY
3.1 INTRODUCTION
Research is an art of scientific investigation. It is a science of studying how

research is to be carried out. Essentially, the procedures by which researchers go
about their work of describing, explaining and predicting phenomena are called
research methodology. It is also defined as the study of methods by which knowledge
is gained.
3.2 OBJECTIVES OF THE STUDY
Primary Objective:
To analyze the effectiveness of Stress management in vijay cements, Trichy
Secondary Objective:
 To Analyze the attributes influencing the Stress management in Vijay

cements, trichy
 To Test the relationship between demographic profile and likert scale.
 To identify the factors causing stress among the employees.
3.3 RESEARCH DESIGN
A research design is the set of methods and procedures used in collecting and
analyzing measures of the variables specified in the research problem.
Research design is the framework that has been created to find answers to
research questions.
Descriptive research – In this study descriptive research study is applied
Descriptive research is a study designed to depict the participants in an

accurate way. More simply put, descriptive research is all about describing people
who take part in the study.
3.4 SAMPLING TECHNIQUE
CONVENIENCE SAMPLING
Convenience sampling is the most common type of non-probability sampling, which

focuses on gaining information from participants (the sample) who are ‘convenient’
for the researcher to access.
Sampling
Here the sampling universe is 100
Population
The population size is 130
3.5 SOURCES OF DATA
Data refers to the information or facts, however is also includes descriptive facts on
numerical information, qualitative and quantitative information.
Data could be classified as,
 Primary data
 Secondary data
Primary data
Primary data means original data that has been collected specially for the purpose in
mind. It means collecting the data from the internal source.
 Questionnaire or schedule
 Observation
 Feedback form
 Interview
 Consumer panels
Secondary data
Secondary data was collected from periodicals books and documents of the
organization. The secondary data, on the other hand are those which have already
been collected by someone else and which have been passed through the statistical
process.
3.6 STATISTICAL TOOLS USED
Percentage analysis:
Percentage refers to the special kind of ratio. Percentage is used in making

comparison between two or more series of data. Percentage is used to describe
relationship.
Percentage can also be used to compare the relative terms, the distribution of two or
more series of data. Since the percentage reduce everything to common base and
thereby allow meaning comparisons to be made. The data collected through
questionnaire response method was analyzed in the following manner:
 Raw data was coded and tabulated

 The tabulated data was converted into percentage to show the
percentage of opinion among respondents
Percentage analysis thus involves the simple interpretations of the various items taken
up in the questionnaire on a percentage basis from the data collected.
No of Respondants
Simple percentage = × 100
1. Chi-square:
It is one of the simplest and most widely used non- parametric tests in statistical
work. The magnitude of discrepancy between theory and observation i.e. with the
help of the chi-square test we can know whether a discrepancy between theory
and observation can be attributed to change or whether it result from the adequacy
of the theory to fit the observed facts.
( )²
x² = ∑
x² = Greek letter ‘Chi’
oi = Observed frequency
Ei = Expected frequency
2. Paired - t test
The average of the difference d is compared to 0. If there is any significant
difference between the two pairs of samples, then the mean of d is expected to
be far from 0. m and s are the mean and the standard deviation of the
difference(d), respectively. N is the size of d.
t=
/√
3.7 RESEARCH HYPOTHESIS
 To calculate whether there is a significant relationship between experience and

working condition of the employees.
 To find out the paired-t test difference between the level of stress of pre-
counseling and post-counseling is significant
3.8 LIMITATIONS OF THE STUDY
 Time was a major constraint.

 Some of the respondents might have answered in a biased manner.
 The respondents were reluctant to answer due to their busy schedule.
3.9 CHAPTER SCHEME
Chapter – I
 Introduction of the study

 This chapter discussed about the introduction about the study , need , scope of
the study and also the review of literature
Chapter – II
 Profile of the company

 This chapter fully discussed about company profile and industry profile.
Chapter – III
 Research methodology.
 This chapter includes objectives of the study, research design, data collection
and tools used for analysis, hypothesis and it includes limitations of the study.
Chapter – IV
 Data analysis and interpretation.

 This chapter described about some statistical tool used and hypothesis are
tested using simple percentage (%) analysis, chi – square test and Correlation.
Chapter – V
 This chapter should contain findings, suggestions and conclusions about the
study.
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
TABLE SHOWING RESPONDENTS BASED ON AGE WISE
CLASSIFICATION
S.no Opinion Respondents Percentage
1 Less than 20 10 10%
2 21-25 22 22%
3 26-30 26 26%
4 31-35 18 18%
5 Above 36 24 24%
Total 100 100%
Source: Primary Data
INFERENCE:
From the above table that 10% respondents are belongs 20 age group, 22%
respondents are belongs to 21-25 age group, 26% respondents are belongs to 26-30
age group, 18% respondents are belongs to 31-35 age group and 24% respondents are
belong to above 36 age group.
CHART 4.1
CHART SHOWING RESPONDENTS BASED ON AGE WISE
CLASSIFICATION
Age
30
26%
25 24%
22%
percentage
20 18%
15
10
10%
0
Less than 21-25 26-30 31-35 above 36
20
TABLE 4.2
TABLE SHOWING RESPONDENTS BASED ON GENDER
CLASSIFICATION
1 Male 35 35%
2 Female 65 65%
Total 100 100%
INFERENCE:
It is observed from the above table that 35% of respondents are male and 65%
of respondents are female.
CHART 4.2
CHART SHOWING RESPONDENTS BASED ON GENDER
CLASSIFICATION
Gender
70 65%
60
50
percentage
35%
40
30
20
10
0
Male Female
TABLE 4.3
TABLE SHOWING RESPONDENTS BASED ON QUALIFICATION
1 Schooling 10 10%
2 UG 22 22%
3 Diploma 31 31%
4 Nursing 30 30%
5 PG 7 7%
Total 100 100%
INFERENCE:
From the above table that 10% of respondents are schooling, 22% of
respondents are UG, 31% of respondents are Diploma, 30% of the respondents are
Nursing and 7% of respondents are PG.
CHART 4.3
CHART SHOWING RESPONDENTS BASED ON QUALIFICATION
Qualification
35
31% 30%
30
25 22%
percentage
20
15
10%
10 7%
5
0
schooling UG Diploma Nursing PG
TABLE 4.4
TABLE SHOWING RESPONDENTS BASED ON EXPERIENCE
1 Less than 1 year 24 24%
2 1-3 years 38 38%
3 3-5 years 12 12%
4 5-8 years 11 11%
5 Above 8 years 15 15%
Total 100 100%
INFERENCE:
From the above table that 24% of respondents are less than 1 year, 38% of
respondents are 1-3 years, 12% of respondents are 3-5 years, 11% of the respondents
are 5-8 years and 15% of respondents are above 8 years.
CHART 4.4
CHART SHOWING RESPONDENTS BASED ON EXPERIENCE
Experience
40 38%
35
30 24%
percentage
25
20
15%
12% 11%
15
10
0
Less than 1 1-3 years 3-5 years 5-8 years above 8
year years
TABLE 4.5
TABLE SHOWING WORKING CONDITION OF THE ORGANISATION
Before counseling After counseling
Opinion Respondents Percentage Opinion Respondents Percentage
Highly Amicable 32 32% Highly Amicable 40 40%
Cordial 20 20% Cordial 29 29%
Neutral 28 28% Neutral 22 22%
Strained 14 14% Strained 8 8%
Very poor 6 6% Very poor 1 1%
Total 100 100% Total 100 100%
INFERENCE:
Before counseling - From the above table that 32% of respondents are highly
amicable, 20% of respondents are cordial, 28% of respondents are neutral, 14% of
respondents are strained and 6% of respondents are very poor
After counseling - From the above table that 40% of respondents are highly
amicable, 29% of respondents are cordial, 22% of respondents are neutral, 8% of
respondents are strained and 1% of respondents are very poor
CHART 4.5
CHART SHOWING WORKING CONDITION OF THE ORGANISATION
Working condition
35 Working condition
32%
28% 45
30 40 40%
percentage
percentage
25 35
20% 29%
30
20 22%
14% 25
15 20
10 6% 15
10 8%
5
5 1%
0 0
highly ambicale
cordial neutral strainedvery poor highly ambicale
cordial neutral strainedvery poor
TABLE 4.6
TABLE SHOWING TRAINING PROGRAMS CONDUCTED IN THE
ORGANISATION
Excellent 28 28% Excellent 30 30%
Good 48 48% Good 56 56%
Better 20 20% Better 12 12%
Bad 2 2% Bad 1 1%
Worse 2 2% Worse 1 1%
Total 100 100% Total 100 100%
INFERENCE:
Before counseling - From the above table that 28% of respondents are
excellent, 48% of respondents are good, 20% of respondents are better, 2% of
respondents are bad and 2% of respondents are worse.
After counseling – From the above table that 30% of respondents are
excellent, 56% of respondents are good, 12% of respondents are better, 1% of
respondents are bad and 1% of respondents are worse.
CHART 4.6
CHART SHOWING TRAINING PROGRAMS CONDUCTED IN THE
ORGANISATION
Traninig program Traninig program

60 60 56%
48%
50 50
percentage
percentage
40 40
30%
28% 30
30
20%
20 20 12%
10 10
2% 2% 1% 1%
0 0
excellent good better bad worse excellent good better bad worse
TABLE 4.7
TABLE SHOWING JOB FEEL OF THE EMPLOYEES
Challenging 28 28% Challenging 30 30%
Interesting 48 48% Interesting 52 52%
Routine 12 12% Routine 10 10%
Monotone 12 12% Monotone 8 8%
Boring 0 0% Boring 0 0%
Total 100 100% Total 100 100%
INFERENCE:
Before counseling – From the above table that 28% of respondents are
challenging, 48% of respondents are interesting, 12% of respondents are routine, 12%
of respondents are monotone and 0% of the respondents are boring
challenging, 52% of respondents are interesting, 10% of respondents are routine, 8%
of respondents are monotone and 0% of the respondents are boring
CHART 4.7
CHART SHOWING JOB FEEL OF THE EMPLOYEES
Job feel
Job feel
60
48% 60
52%
50
percentage
50
percentage
40
40
28% 30%
30
30
20 20
12% 12% 10%
10
8%
10
0% 0%
0 0
TABLE 4.8
TABLE SHOWING COMPLETION OF THE WORK AT THE SPECIFIED
TIME

Strongly agree 32 32% Strongly agree 43 43%
Agree 36 36% Agree 42 42%
Disagree 8 8% Disagree 5 5%
Strongly disagree 8 8% Strongly disagree 2 2%
Total 100 100% Total 100 100%
INFERENCE:
Strongly agree, 36% of respondents are Agree, 16% of respondents are Neutral, 8% of
respondents are Disagree and 8% of respondents are Strongly disagree
After counseling – From the above table that 43% of respondents are Strongly
agree, 42% of respondents are Agree, 8% of respondents are Neutral, 5% of
CHART 4.8
CHART SHOWING COMPLETION OF THE WORK AT THE SPECIFIED
TIME
work completion
work
40
32% 36%
50
35 45 43%
42%
percentage
40
percentage
30
35
25
30
20 16% 25
20
15
15
10 8% 8% 10
8%
5 5 5%
0 2%
0 Strongly Agree Neutral Disagree Strongly
Strongly Agree Neutral Disagree Strongly agree disagree
agree disagree
TABLE 4.9
TABLE SHOWING WORK OVERLOADED
Total 100 100% Total 100 100%
INFERENCE:
Strongly agree, 36% of respondents are Agree, 28% of respondents are Neutral, 12%
of respondents are Disagree and 4% of respondents are Strongly disagree
After counseling – From the above table that 20% of respondents are Strongly
CHART 4.9
CHART SHOWING WORK OVERLOADED
work overload
work overload
40
36% 30 28% 28%
35
28%
percentage
25
percentage
30
20
20%
25
20%
20 15
12% 12%
15
12% 10
10
5 4% 5
0 0
Strongly Agree Neutral Disagree Strongly Strongly Agree Neutral Disagree Strongly
agree disagree agree disagree
TABLE 4.10
TABLE SHOWING KIND OF STRESS

Physical 36 36% Physical 12 12%
Mental 24 24% Mental 18 18%
Both 34 34% Both 20 20%
None 6 6% None 50 50%
Total 100 100% Total 100 100%
INFERENCE:
physical, 24% of respondents are mental, 34% of respondents are both and 6% of
respondents are none.
physical, 18% of respondents are mental, 20% of respondents are both and 50% of
respondents are none.
CHART 4.10
CHART SHOWING KIND OF STRESS
kind of stress kind of stress

40 36% 60
34% 50%
35
50
percentage
percentage
30 24%
40
25
20 30
15
6% 18% 20%
20
12%
10
10
5
0 0
Physical Mental Both None Physical Mental Both None
TABLE 4.11
TABLE SHOWING LEVEL OF STRESS
Very high 20 20% Very high 8 8%
High 32 32% High 12 12%
Moderate 28 28% Moderate 38 38%
Low 12 12% Low 25 25%
Very low 8 8% Very low 17 17%
Total 100 100% Total 100 100%
INFERENCE:
Before counseling – From the above table that 20% of respondents are very
high, 32% of respondents are high, 28% of respondents are moderate, 12% of
respondents are low and 8% of respondents are very low
After counseling – From the above table that 8% of respondents are very
high, 12% of respondents are high, 38% of respondents are moderate, 25% of
respondents are low and 17% of respondents are very low
CHART 4.11
CHART SHOWING LEVEL OF STRESS
level of stress level of stress

35
32% 40 38%
30 28% 35
percentage
percentage
30
25
20% 25%
25
20
20 17%
15
12% 15
12%
10
8% 10
8%
5 5
0 0
Very high High Moderate Low Very low Very high High Moderate Low Very low
TABLE 4.12
TABLE SHOWING PHYSICAL INCONVENIENCE DUE TO STRESS
Headache 60 60% Headache 20 20%
High blood pressure 12 12% High blood pressure 10 10%
Digestive problem 4 4% Digestive problem 2 2%
Nervousness 12 12% Nervousness 5 5%
None 12 12% None 63 63%
Total 100 100% Total 100 100%
INFERENCE:
Headache, 12% of respondents are high blood pressure, 4% of respondents are
digestive problem, 12% of respondents are nervousness and 12% of respondents are
none.
Headache, 10% of respondents are high blood pressure, 2% of respondents are
digestive problem, 5% of respondents are nervousness and 63% of respondents are
none.
CHART 4.12
CHART SHOWING PHYSICAL INCONVENIENCE DUE TO STRESS
Physical inconvenience
Physical inconvenience
70
70
60% 63%
60
60
percentage
percentage
50
50
40
40
30
30
20 12% 12% 12% 20

20%
10
10%
4% 10
2% 5%
0 0
Headache
High blood Digestive
pressure problem
Nervousness None Headache
High blood pressure
Digestive problem
Nervousness None
TABLE 4.13
TABLE SHOWING KIND OF STRATEGIES
Exercise 12 12% Exercise 24 24%
Listening music 44 44% Listening music 38 38%
Take a walk 12 12% Take a walk 12 12%
Spend time with 20 20% Spend time with 18 18%
children children
None 12 12% None 8 8%
Total 100 100% Total 100 100%
INFERENCE:
exercise, 44% of respondents are listening music, 12% of respondents are take a walk,
20% of the respondents are spend time with children and 12% of respondents are
none.
exercise, 38% of respondents are listening music, 12% of respondents are take a walk,
18% of the respondents are spend time with children and 8% of respondents are none.
CHART 4.13
CHART SHOWING KIND OF STRATEGIES
Kind of strategies Kind of strategies

50
44%
40 38%
45
35
percentage
percentage
40
35 30
30 25 24%
25
20% 20 18%
20
15 12%
15 12% 12% 12% 8%
10
10
5 5
0 0
Exercise Listening Take a Spend None Exercise Listening Take a Spend time None
music walk time with music walk with
children children
TABLE 4.14
TABLE SHOWING COMPANY-WIDE PROGRAMS
Employee 12 12% Employee counseling 12 12%
counseling
Effective Training & 44 44% Effective Training & 44 44%
Development Development
program program
Autonomous work 12 12% Autonomous work 12 12%
groups groups
Health clubs 20 20% Health clubs 20 20%
Hostel/ Transport 12 12% Hostel/ Transport 12 12%
subsidy subsidy
Total 100 100% Total 100 100%
INFERENCE:
Employee counseling, 44% of respondents are Effective Training & Development
program, 12% of respondents are Autonomous work groups, 20% of respondents are
Health clubs and 12% of respondents are Hostel/ Transport subsidy
After counseling - From the above table that 12% of respondents are
Employee counseling, 44% of respondents are Effective Training & Development
program, 12% of respondents are Autonomous work groups, 20% of respondents are
Health clubs and 12% of respondents are Hostel/ Transport subsidy
CHART 4.14
CHART SHOWING COMPANY-WIDE PROGRAMS
Company-wide programs Company-wide

50 50
percentage
percentage
45
40
44% 45 44%
35
40
30 35
25 30
20 20% 25 20%
15
10 12% 12% 12% 20 12% 12% 12%
5 15
0 10
Employee Effective Autonomous Health clubs Hostel/
counseling Training & work groups Transport 5
Development subsidy 0
program Employee
Effective Training
counseling
&Autonomous
Developmentwork
program
Health
groups
Hostel/
clubsTransport subsidy
TABLE 4.15
TABLE SHOWING ROLE MATCHING
Highly satisfied 20 20% Highly satisfied 32 32%
Satisfied 56 56% Satisfied 48 48%
Dissatisfied 5 5% Dissatisfied 2 2%
Highly 3 3% Highly dissatisfied 1 1%
dissatisfied
Total 100 100% Total 100 100%
INFERENCE:
Before counseling – From the above table that 20% of respondents are highly
satisfied, 56% of respondents are satisfied, 16% of respondents are Neutral, 5% of
respondents are dissatisfied and 3% of respondents are highly dissatisfied.
After counseling - From the above table that 32% of respondents are highly
satisfied, 48% of respondents are satisfied, 17% of respondents are Neutral, 2% of
respondents are dissatisfied and 1% of respondents are highly dissatisfied.
CHART 4.15
CHART SHOWING ROLE MATCHING
Role matching Role matching

60 36% 60
48%
50 50
percentage
percentage
40 40
32%
30 30
20
20% 16% 20 17%
10 5% 3% 10
2% 1%
0 0
Highly satisfied
Satisfied Neutral Dissatisfied
Highly dissatisfied Highly satisfied
Satisfied Neutral Dissatisfied
Highly dissatisfied
TABLE 4.16
TABLE SHOWING COMMUNICATING TO THE SUPERIOR
Total 100 100% Total 100 100%
INFERENCE:
of respondents are Disagree and 8% of respondents are Strongly disagree.
After counseling - From the above table that 42% of respondents are Strongly agree,
38% of respondents are Agree, 15% of respondents are Neutral, 5% of respondents
are Disagree and 0% of respondents are Strongly disagree.
CHART 4.16
CHART SHOWING COMMUNICATING TO THE SUPERIOR
Communicating to the superior Communicating to the

40 45
36% 42%
35 32% 40 32%
percentage
percentage
30
35
30
25
25
20
20
15 12% 12% 15%
15
10 8% 10
5%
5 5 0%
0 0
TABLE 4.17
TABLE SHOWING PERSONAL PROBLEM DISTURB
Total 100 100% Total 100 100%
INFERENCE:
After counseling - From the above table that 32% of respondents are Strongly
respondents are Disagree and 6% of respondents are Strongly disagree.
CHART 4.17
CHART SHOWING PERSONAL PROBLEM DISTURB
Personal problem disturb Personal problem disturb

30
28% 35
32%
25 30 28%
25%
percentage
percentage
20% 20% 25
20
15
16% 16% 20
15
10
10 9%
5
6%
5
0 0
TABLE 4.18
TABLE SHOWING ENOUGH TIME TO SPEND WITH YOUR FAMILY &
FRIENDS

Total 100 100% Total 100 100%
INFERENCE:
CHART 4.18
CHART SHOWING ENOUGH TIME TO SPEND WITH YOUR FAMILY &
FRIENDS
Enough time Enough time

30 28% 35
32%
24% 30 28%
25
25%
percentage
percentage
20% 20% 25
20
20
15
15
10 8% 10 9%
5
6%
5
0 0
TABLE 4.19
TABLE SHOWING JOB STRESS LEADS TO JOB DISSATISFACTION

Total 100 100% Total 100 100%
INFERENCE:
CHART 4.19
CHART SHOWING JOB STRESS LEADS TO JOB DISSATISFACTION
Job stress Job stress

40
36% 40 38%
35 35 32%
percentage
percentage
30 30
25
24% 25%
25
20%
20 20
15 12% 15
8%
10 10
5 5 2% 3%
0 0
TABLE 4.20
TABLE SHOWING TIME PRESSURE TO COMPLETE WORK
Total 100 100% Total 100 100%
INFERENCE:
CHART 4.20
CHART SHOWING TIME PRESSURE TO COMPLETE WORK
Time pressure Time pressure

45 35
40% 32%
40
30
percentage
percentage
35
25%
25
30
24% 18%
25 20
20%
20 15%
15
15 10%
10
10 8% 8%
5 5
0 0
TABLE 4.21
TABLE SHOWING LACK OF CO-OPERATION
Total 100 100% Total 100 100%
INFERENCE:
CHART 4.21
CHART SHOWING LACK OF CO-OPERATION
Lack of co-operation Lack of co-operation

40 30
36%
35 25% 25%
25
percentage
percentage
30
20%
20
25 18%
20% 20%
20 15
12%
15
12% 12% 10
10
5
5
0 0
TABLE 4.22
TABLE SHOWING IMPROVING WORKING CONDITION REDUCES THE
STRESS

Total 100 100% Total 100 100%
INFERENCE:
CHART 4.22
CHART SHOWING IMPROVING WORKING CONDITION REDUCES THE
STRESS
Improving working condition Improving working condition

50 40 38%
45
44%
35
percentage
percentage
40
30
35 32%
25
30
22%
25 20
15% 15%
20
16% 15
15 10%
10
10
5% 3% 5
5
0 0
TABLE 4.23
TABLE SHOWING SAFETY PRECAUTIONS REDUCES THE STRESS

Total 100 100% Total 100 100%
INFERENCE:
CHART 4.23
CHART SHOWING SAFETY PRECAUTIONS REDUCES THE STRESS
Safety precautions Safety precautions

40 38% 50
44%
35 33% 45
38%
percentage
percentage
40
30
35
25
30
20 25
17%
15 20
10 8%
15 11%
4% 10 5%
5
5
2%
0 0
TABLE 4.24
TABLE SHOWING TRAINING & DEVELOPMENT PROGRAMS HELP TO
COPE-UP WITH NEW TECHNOLOGY

Total 100 100% Total 100 100%
INFERENCE:
CHART 4.24
CHART SHOWING TRAINING & DEVELOPMENT PROGRAMS HELP TO
COPE-UP WITH NEW TECHNOLOGY
Training & development Training & development programs

45
40% 45
40%
40 40
percentage
percentage
35 32% 35 32%
30 30
25 25
20
16% 20
16%
15 15
10
8% 10 8%
5 4% 5 4%
0 0
CHI-SQUARE TESTING
HYPOTHESIS: 1
To test the association between experience and working condition of the
employees
Null hypothesis (Ho): There is no significant association between experience and
working condition of the employees
Alternative hypothesis (H1): There is a significant association between experience
and working condition of the employees
Relationship between experience and working condition of the employees

Working Highly Cordial Neutral Strained Very Total
condition Amicable poor
Experience
Less than 1 year 3 4 5 4 6 22
1-3 years 2 3 6 3 4 18
3-5 years 5 6 8 4 3 26
5-8 years 4 5 3 5 1 18
More than 8 6 4 3 3 0 16
years
Total 20 22 25 19 14 100
( )²
Chi-Square test = ∑
Degree of freedom = (r-1)*(c-1)

= (5-1)*(5-1)
= 4*4=16
Expected frequency (Ei) = Row total * column total / Net total
Observed Expected (Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2/Ei
frequency(Oi) frequency (Ei)
3 4.4 -1.4 1.96 0.445455

4 4.84 -0.84 0.7056 0.145785
5 5.5 -0.5 0.25 0.045455
4 4.18 -0.18 0.0324 0.007751
6 3.08 2.92 8.5264 2.768312
2 3.6 -1.6 2.56 0.711111
3 3.96 -0.96 0.9216 0.232727
6 4.5 1.5 2.25 0.5
3 3.42 -0.42 0.1764 0.051579
4 2.52 1.48 2.1904 0.869206
5 5.2 -0.2 0.04 0.007692
6 5.72 0.28 0.0784 0.013706
8 6.5 1.5 2.25 0.346154
4 4.94 -0.94 0.8836 0.178866
3 3.64 -0.64 0.4096 0.112527
4 3.6 0.4 0.16 0.044444
5 3.96 1.04 1.0816 0.273131
3 4.5 -1.5 2.25 0.5
5 3.42 1.58 2.4964 0.729942
1 2.52 -1.52 2.3104 0.916825
6 3.2 2.8 7.84 2.45
4 3.52 0.48 0.2304 0.065455
3 4 -1 1 0.25
3 3.04 -0.04 0.0016 0.000526
0 2.24 -2.24 5.0176 2.24
Total 13.90665
Tabulated value = 26.30

Calculated value = 13.90665
Level of significant = sig at 5% level
Null hypothesis is accepted
INFERENCE
The calculated value is less than tabulated value hence there is no significant
association between experience and working condition of the employees
PAIRED-T TEST
HYPOTHESIS: 2
To test is there a difference between the level of stress of before counseling
and after counseling
Null hypothesis (Ho): There is no significant difference between them
Alternative hypothesis (H1): There is a significant difference between them
Level Of Significance = 5%
= 2.776
Test Statistics:
t=
√
Pre-counseling Post-counseling d=P1-P2 di-d (di-d)^2

(P1) (P2)
20 8 12 12 144
32 12 20 20 400
28 38 -10 -10 100
12 25 -13 -13 169
8 17 -9 -9 81
∑di=0 194
𝒔𝟐 =194/4
=48.5
S=6.964
t= .
√
=0
Null hypothesis is accepted
INFERENCE
The calculated value is less than tabulated value hence there is no significant
difference between level of stress before counseling and after counseling.
CHAPTER V
FINDINGS, SUGGESTIONS & CONCLUSION
5.1 FINDINGS
1. It is inferred that 10% of the respondents are from less than 20 age group and
24% of the respondents are from above age group of 36.
2. It is inferred from above table 35% of the respondents are from male and 65%
of the respondents are from female
3. It is inferred that 22% of the respondents are from UG and 31% of the
respondents are from Diploma toward the qualification
4. It is inferred that 38% of the respondents are from 1-3 years and 11% of the
respondents are from 5-8 years toward the experience
5. Before counseling - It is inferred that 32% of the respondents are from highly
amicable and 20% of the respondents are from cordial toward working
condition of the organization
After counseling - It is inferred that 40% of the respondents are from highly
amicable and 29% of the respondents are from cordial toward working
condition of the organization
6. Before counseling - It is inferred that 28% of the respondents are from

excellent and 2% of the respondents are from worse toward training programs
conducted in the organization
After counseling - It is inferred that 30% of the respondents are from

excellent and 1% of the respondents are from worse toward training programs
conducted in the organization

challenging and 48% of the respondents are from interesting toward job feel of
the employees

challenging and 52% of the respondents are from interesting toward job feel of
the employees.
Strongly agree and 36% of the respondents are from Agree toward completion
of the work at the specified time
After counseling - It is inferred that 43% of the respondents are from strongly
agree and 42% of the respondents are from Agree toward completion of the
work at the specified time

Disagree and 4% of the respondents are from Strongly disagree toward work
overload

Disagree and 12% of the respondents are from strongly disagree toward work
overload
physical and 24% of the respondents are from mental toward kind of stress
After counseling - It is inferred that 12% of the respondents are from physical
and 18% of the respondents are from mental toward kind of stress
11. Before counseling - It is inferred that 32% of the respondents are from high
and 12% of the respondents are from low toward level of stress
After counseling - It is inferred that 12% of the respondents are from high and
25% of the respondents are from low toward level of stress
12. Before counseling - It is inferred that 12% of the respondents are from high
blood pressure and 12% of the respondents are from nervousness toward
physical inconvenience due to stress
After counseling - It is inferred that 10% of the respondents are from high
blood pressure and 5% of the respondents are from nervousness toward
physical inconvenience due to stress
exercise and 12% of the respondents are from take a walk toward kind of
strategies
After counseling - It is inferred that 24% of the respondents are from exercise
and12% of the respondents are from take a walk toward kind of strategies
Employee counseling and 44% of the respondents are from Effective Training
& Development program toward company-wide programs

Employee counseling and 44% of the respondents are from Effective Training
& Development program toward company-wide programs
15. Before counseling - It is inferred that 20% of the respondents are from Highly
satisfied and 56% of the respondents are from Satisfied toward role matching
After counseling - It is inferred that 32% of the respondents are from highly
satisfied and 48% of the respondents are from Satisfied toward role matching
16. Before counseling - It is inferred that 36% of the respondents are from Agree
and 12% of the respondents are from Disagree toward communicating to the
superior
After counseling - It is inferred that 38% of the respondents are from Agree
and 5% of the respondents are from Disagree toward communicating to the
superior
Strongly agree and 16% of the respondents are from Strongly disagree toward
personal problem disturb
agree and 6% of the respondents are from strongly disagree toward personal
problem disturb
and 8% of the respondents are from Disagree toward enough time to spend
with your family and friends
and 9% of the respondents are from Disagree toward enough time to spend
with your family and friends
Neutral and 8% of the respondents are from Disagree toward job stress leads
to job dissatisfaction
After counseling - It is inferred that 25% of the respondents are from Neutral
and 2% of the respondents are from Disagree toward job stress leads to job
dissatisfaction
Strongly agree 20% of the respondents are from Neutral toward time pressure
to complete work
agree and 25% of the respondents are from Neutral toward time pressure to
complete work
and 12% of the respondents are from Strongly disagree toward lack of co-
operation
and 20% of the respondents are from strongly disagree toward lack of co-
operation
Strongly agree and 5% of the respondents are from Disagree toward
improving working condition reduces the stress
agree and 15% of the respondents are from Disagree toward improving
working condition reduces the stress
Strongly agree and 4% of the respondents are from Strongly disagree toward
safety precautions reduces the stress
agree and 2% of the respondents are from strongly disagree toward safety
precautions reduces the stress
Strongly agree and 4% of the respondents are from Disagree toward training
and development programs help to cope-up with new technology
After counseling - It is inferred that 32% of the respondents are from Strongly
agree and 4% of the respondents are from Disagree toward training and
development programs help to cope-up with new technology
CHI-SQUARE FINDINGS:
 It is inferred that there is no significant association between experience and

working condition of the employees
PAIRED-T TEST FINDINGS:
 It is inferred that there is no significant association between after counseling

and before counseling of level of stress.
5.2 SUGGESTIONS
 Most of the employees are overloaded with work. The work pressure should
be based on the employees’ ability and capacity. MBO can be adopted to set
standards agreeable to both management and the employees
 They should find new strategy to increase the output and keep them work
without stress.
 The organization may concentrate on key areas in resolving conflicts
 The company can concentrate on the counseling service provided to the
employees which helps the employees to work without any tension or
problems
 They should motivate the employee to keep them enthusiastic get the work
done without stress
 The company could organize counseling programs so as to reduces the
employee stress due to grievances
`
5.3 CONCLUSION
Stress is defined as an adaptive response to an external situation that results in
physical, psychological and / or behavior, for organizational participants.
Stress can manifest itself in both a positive and negative way. Stress is dais to be
positive when the situation offers an opportunity for one to again something,
eustress is the term used to describe positive stress. Eustress is often viewed as
motivator since in its absence the individual lacks that ‘edge’ necessary for peak
performance.
From the projects undergone, the main finding are that job stress among the entire
employee’s as well as the supervisors, but the level of stress differs in each
individual. It’s important to cope with the impact of stress and hence the strategies
suggested could be followed as a measure the reduce stress.
BOOK REFERENCE
 Website General Article and Magazines

 Aswathappa HUMAN RESOURCE MANAGEMENT AND PERSONAL
MANAGEMENT, TATA McGraw Hill, 2003.p.125
 John H.Jackson, Robert L.Mathis HRM (2006)
 S.Schaler, “Definition and Conceptliazation of stress in Organizational
behavior (2004)
WEBSITES
 http://www.stress.org/slide/effects-of-stress
 http://www.stress.org.uk/how-stress-affects-your-body
 http://www.stepsforstress.org
 http://www.helpguide.org/articles/stress/stress-symptoms-signs-and-
causes.html
APPENDIX
QUESTIONARIES:-
NAME :
AGE (in years) : a)(<20) b) (21-25) c)(26-30) d) (31-35) e) (>36)
SEX : a) Male b) Female
MARITAL STATUS : a) Married b) Unmarried
QUALIFICATION :
EXPERIENCE (in years) : a) (<1) b) (1-3) c) (3-5) d) (5-8) e)(>8)
1. How do you feel about the psychological working condition of the organization?
a) Highly Amicable b) Cordial c) Neutral d) Strained e) Very poor
2. What is your opinion about the training programs conducted in the organization?
a) Excellent b) Good c) Better d) Bad e) Worse
3. How do you feel about your job?
a) Challenging b) Interesting c) Routine d) Monotone e) Boring
4. Do you agree that you can complete your work within the specified time?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
5. Do you agree that you are overloaded with work?
6. What kind of stress do you suffer in your job?
a) Physical b) Mental c) Both
7. What is the level of stress that you feel in your job?
a) Very high b) High c) Moderate d) Low e) Very low

8. What kind of physical inconvenience due to stress in your job ?
a) Headache b) High blood pressure c) Digestive problem d) Hypertension

e)Nervousness
9. What kind of strategies personally to manage stress?
a) Exercise b) Meditation c) Listening music d) Take a walk e) Spend time

with children
10. What type of company-wide programs that are/could be adapted to manage stress?
a) Employee counseling b) Effective Training & Development program
c) Autonomous work groups d) Health clubs e) Transport subsidy
11. Do you agree that the role matching with the organization?
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly

dissatisfied
12. Are you comfortable while communicating to your superior?
13. Your personal problems disturb/ interrupt your working hours?
14. Do you agree there is enough time to spend with your family and friends?
15. Do you agree job stress leads to job dissatisfaction?
16. You feel time pressure to complete work?
17. Do you feel lack of co-operation in office?

18. Improving working conditions, reduces the stress?
19. Following safety precautions reduces the stress?
20. Training & Development programs help to cope-up with new technology reduces
the stress?
Any suggestions?

04 - Literature Review

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04 - Literature Review

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CHAPTER-1

Human Resource Management is also a management function

HRM involves the application of management functions and

Decisions relating to employees must be integrated. Decision on

Decision made must influence the effectiveness of organization.

HRM function is not confined to business establishment only. They

Human resource management plays an important role in the

Human Resource Management is a process of producing development,

The most commonly accepted a definition of stress (mainly attributed

This is the main definition used by this section of Mind Tools,

The types of stress are as follows

 Stress (physics), the average amount of force exerted per unit

 Stress (biological), physiological o psychological stress; some

 Stress (game), card game

Stress is a measure of the average amount of force exerted per unit

Intensity of the total internal forces acting within a body across

Σ is the average stress, also called engineering or nominal stress and

F is the force acting over the area A

Chronic stress is stress that lasts a long time or occurs frequently.

Symptoms of chronic stress can be:

In the most severe cases it can lead to panic attacks or a panic

There are a variety of methods to control chronic stress including

Ensuring a healthy diet containing magnesium may help control or

It has been discovered that there is a huge upsurge in the number of

In a review of the scientific literature on the relationship between

Compressive Stress is the stress applied to materials resulting in their

Loading a structural element or a specimen will increase the

According to the properties of the material, failure will occur as yield

Stress in Biological terms:

Stress is a biological term which refers to the consequences of the

It covers a huge range of phenomena from mild irritation to the kind

Good stress v/s Bad stress:

Stress has often been misunderstood to be negative, with few people

There are 4 main categories of stress, namely eustress, distress, hyper

Coping with Stress at Work place

With the rapid advancement of technology, the stresses faced at work

Stress refers to the pressure and reactions to our environment which

Some companies organize parties and make their employees feel

Step 2: Identify the Cause

You need to be able to analyze the situation and identify what is

Step 3: Coping with Stress

Stress management is the need of the hour. However hard we try to go

Stress, either quick or constant, can induce risky body-mind disorders.

1. B.Kishori and B.Vinothini (2016) the authors have found that

Industrialization and the high rate of capital construction demanded accelerated

A high level of production concentration is characteristic of the cement industry. The

We are a leading environmentally and socially progressive cement manufacturing

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