CHAPTER-1

INTRODUCTION
 INTRODUCTION
“Stress is a dynamic condition in which an individual is confronted with an opportunity,
constraint or demand related to what he or she desires and for which the outcome is perceived to
be both uncertain and important”.

Stress is not necessarily bad in and of itself. While stress is typically discussed in a
negative context, it also has positive value. It is an opportunity when it offers potential gain.
Sometimes individuals use stress positively to rise to the occasion and perform at or near their
maximum. The more working definition of stress is as follows;

“An adaptive response, mediated by individual differences and/or psychological

processes that a consequence of any external action, situation, or event that places excessive
psychological and/or physical demands on a person”.

More typically, stress is associated with constraints and demands. The constraints prevent
you from doing what you desire. The demands refer to the loss of sometime desired.

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 is not.

Stress has been called “the invisible”. It is a disease that may affect you,
your organization, and any of the people in it, so you cannot afford to ignore it.
 NEED OF THE STUDY
Stress management in the workplace is a useful skill that many don’t take
advantage of. Many of us and leaders alike get caught up in day to day tasks. To many job
responsibilities might keep you busy. The result is that stress management is often overlooked or
ignored as a solution to business problems.

Whatever reason you have for not using stress management techniques is a big mistake.
Stress in life today is widespread and has no boundaries. We all deal with stress daily, at work
and at home. Stress comes in all forms and can affect emotions and physical abilities.

In the workplace, stress can cause all kinds of business issues and concerns. These issues and
concerns left unaddressed will ultimately hurt morale and profits. One simple solution to
managing stress is to understand what stress management is and how to handle workplace stress.
But before we get into solutions explore more reasons why stress management in the workplace
is important.
 OBJECTIVES OF THE STUDY

 To find out the overall organizational stress levels in HERO MOTO

 To find out the probable causes of stress in organization.
 To recognize various problem areas, which is stress causing.
 To study how it does helps in improving job performance by identifying the effects of
stress on individual.
 To find out how stress reduction strategies are carried out in the organization and
functions.
 To generate appropriate solutions for the present stress causing problems in organization.
 SCOPE OF THE STUDY

The scope of the study is extended only to the employees working in HERO MOTO It does
not cover employees working in other branches of HERO MOTO To fulfill the objectives of
this research, the study is undertaken to analyse the stress management at HERO MOTO

Stress is an all too common part of life today. Something few individuals can avoid. In fact, a
nationwide survey conducted by a large BPO company showed that nearly 46% of American
workers believe their jobs are highly stressful.

This growing evidence suggests that high levels of stress adversely affect physical health,
psychological well-being and many aspects of task performance.

Concern about the impact of stress on people, has its roots in medicine and specifically in the
pioneering work of Hans selye, the recognized father of stress. In his search for a hormone by
chance he discovered that tissue damage is a non specific response to virtually all noxious
stimuli. He called this phenomenon the general adaption syndrome and about a decade later he
introduced the terms “stress” in his writings.

The most common and worldwide problem faced by a modern organization is “Stress”. Stress is
“wear and Tear”. It is a dynamic condition in which an individual is confronted with opportunity,
constrains or demands related to what he desires and for which the outcome is perceived to be
both uncertain and important. Stress can create and positive or negative feelings, as a positive
influence, stress can help compel us to Action, it can result in feelings of distrust, depression,
which in turn can lead to health problems, such as headaches, upsets & stroke
 METHODOLOGY
Research in common parlance refers to a search for knowledge. The advanced learner’s
dictionary of current English lays down the meaning of research as “a careful investigation of
enquiry especially through search for new facts in any branch of knowledge.”

The systematic approach concerning generalization and the formulation of a theory is also
research. The purpose of research is to discover answers to questions through the application of
scientific procedures.

RESEARCH DESIGN

“A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.”
- JOHN.W.BEST

Research may be defined as “any organized inquiry designed and carried out to provide
information for solving a problem”.

- EMORY

“Research is essentially an investigation, a recording and an analysis of evidence for the purpose
of gaining knowledge”.

- ROBERT ROSS

DESCRIPTIVE RESEARCH DESIGN

 Descriptive research design studies are those studies, which are concerned with
describing the character of a group.
The researcher makes a plan of the study his research work. That will enable the researcher to
save and resources such a plan of study or blue print or study is called a research design.
 DATA COLLECTION

The study was based on questionnaire method. The study was about the STRESS
MANAGEMENT

There are two types of data collection:

 Primary data
 Secondary data
Primary data

The primary data are those, which are collected a fresh and for the first time happen to be
original in character. It has been collected through a Questionnaire and personal Stress
interview

Secondary data

Secondary data are those which have already been collected by someone else and which
have already been passed through the stratified process. It has collected through the books,
journals & Internet.
 LIMITATIONS OF THE STUDY
1. The sample size chosen is covered only a small portion of the whole population of HERO
MOTO

2. The study is confined to limited period i.e. 45 DAYS

3. Accuracy of the study is purely based on the information as given by the respondents.

4. Data collected cannot be asserted to the free from crores, as the sample size restricted

to the employees.
 CHAPTER PLAN:
 I would like to choose five Chapters for my project work.

RESEARCH INSTRUMENT

 Questionnaire containing both closed and open ended questions.

SAMPLE UNIT

 Sample unit is 100

 Total Employee strength of the particular branch is above eighty.

SAMPLE PROCEDURES

 In this study convenient sampling method was adopted. First the each
organization was divided into different departments like Operations, Customer
Services, Human Resources, Internet Marketing and under writing departments.
From this department, the respondents were selected on the basis of convenience.
 NEED & IMPORTANCE OF STRESS ANAGEMENT
Employees stress is a growing concern for organizations today. Stress can be defined as a lively
circumstance in which people face constraints, opportunities, or loss of something they desire
and for which the consequence is both unpredictable as well as crucial. Stress is the response of
people to the unreasonable/excessive pressure or demands placed on them.

Stress is not always negative. It may also bring out the best in individuals at times. It may induce
an individual to discover innovative and smarter way of doing things. This positive dimension of
stress is called as Enstress. But usually, the term stress has a negative implication and this
negative aspect of stress is termed as distress. For instance - When a subordinate is harassed or
warned by his superior, unhappiness of unsuitable job, etc. We can say that “Stress causes some
people to break, and other to break records.”

The Stress Management in the Workplace training program delivers trademarked stress
management tools that are unmatched in the measured results they will produce for you and your
organization.
Stress management in the workplace requires more than helpful tips. Changing economic times
have us pulled in multiple directions. The pressures and demands between work and personal life
are blurred. As a result, the consequences of stress in the workplace come from what is
happening to each of us both on and off the job.
Through highly interactive learning, participants apply these stress management training tools to
getting more of what's important to them done in less time. Organizational skills are improved so
that less things "fall through the cracks."
A realistic and positive Big Picture view is instilled that helps keep all stresses in perspective.
Specific practical tools are learned that produce immediate results. Applications have a positive
impact on stress levels both on and off the job.
 CHAPTER-2
COMPANY PROFILE
&
INDUSTRY PROFILE
 CORPORATE PROFILE

Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is the world's largest manufacturer of
two - wheelers, based in India.
In 2001, the company achieved the coveted position of being the largest two-wheeler
manufacturing company in India and also, the 'World No.1' two-wheeler company in terms of
unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position till
date.

Today, every second motorcycle sold in the country is a Hero Honda bike. Every 30 seconds,
someone in India buys Hero Honda's top-selling motorcycle – Splendor.

Vision
The Hero Honda story began with a simple vision – the vision of a mobile and an empowered
India, powered by Hero Honda. This vision was driven by Hero Honda’s commitment to
customer, quality and excellence, and while doing so, maintaining the highest standards of ethics
and societal responsibilities. Hero Honda believes that the fastest way to turn that dream into a
reality is by remaining focused on that vision.

Strategy
Hero Honda’s key strategy has been driven by innovation in every sphere of activity – building a
robust product portfolio across categories, exploring new markets, aggressively expanding the
network and continuing to invest in brand building activities.

Manufacturing
Hero Honda bikes are manufactured across three globally benchmarked manufacturing facilities.
Two of these are based at Gurgaon and Dharuhera which are located in the state of Haryana in
northern India. The third and the latest manufacturing plant is based at Haridwar, in the hill state
of Uttrakhand.
Technology
In the 1980’s Hero Honda pioneered the introduction of fuel-efficient, environment friendly
four-stroke motorcycles in the country. Today, Hero Honda continues to be technology pioneer.
It became the first company to launch the Fuel Injection (FI) technology in Indian motorcycles,
with the launch of the Glamour FI in June 2006.
Products
Hero Honda's product range includes variety of motorcycles that have set the industry standards
across all the market segments. The company also started manufacturing scooter in 2006. Hero
Honda offers large no. of products and caters to wide variety of requirements across all the
segments.

Distribution
The company's growth in the two wheeler market in India is the result of an intrinsic ability to
increase reach in new geographies and growth markets. Hero Honda's extensive sales and service
network now spans close to 4500 customer touch points. These comprise a mix of authorized
dealerships, Service & Spare Parts outlets, and dealer-appointed outlets across the country.
Brand

The company has been continuously investing in brand building utilizing not only the new
product launch and new campaign launch opportunities but also through innovative marketing
initiatives revolving around cricket, entertainment and ground- level activation.

Hero Honda has been actively promoting various sports such as hockey, cricket and golf. Hero
Honda was the title sponsor of the Hero Honda FIH Hockey World Cup that was played in Delhi
during Feb-March 2010. Hero Honda also partners the Commonwealth Games Delhi 2010.
2010-11 Performance

Total unit sales of 54,02,444 two-wheelers, growth of 17.44 per cent

Total net operating income of Rs. 19401.15 Crores, growth of 22.32 per cent
Net profit after tax at Rs. 1927.90 Crores
Total dividend of 5250% or Rs. 105 per share including Interin Dividend of Rs. 70 per share on
face value of each share of Rs. 2 each
EBIDTA margin for the year 13.49 per cent
EPS of Rs. 96.54
2009-10 Performance

Total unit sales of 46,00,130 two-wheelers, growth of 23.6 per cent

Total net operating income of Rs. 15860.51 Crores, growth of  28.1 per cent
Net profit after tax at Rs. 2231.83 Crores, growth of 74.1 per cent
Final dividend of 1500% or Rs. 30 per share on face value of each share of Rs. 2
EBIDTA margin for the year 17.4  per cent
EPS of Rs. 111.77, growth of 74.1  per cent

HERO HONDA'S MISSION  

Hero Honda’s mission is to strive for synergy between technology, systems and human
resources, to produce products and services that meet the quality, performance and price
aspirations of its customers. At the same time maintain the highest standards of ethics and social
responsibilities.

This mission is what drives Hero Honda to new heights in excellence and helps the organization
forge a unique and mutually beneficial relationship with all its stake holders.

  HERO HONDA'S MANDATE  

Hero Honda is a world leader because of its excellent manpower, proven management, extensive
dealer network, efficient supply chain and world-class products with cutting edge technology
from Honda Motor Company, Japan. The teamwork and commitment are manifested in the
highest level of customer satisfaction, and this goes a long way towards reinforcing its leadership
status
 BOARD OF DIRECTORS

No. Name of the Directors Designation

1 Mr. Brijmohan Lall Munjal Chairman & Whole-time Director
2 Mr. Pawan Munjal Managing Director & C.E.O.
3 Mr. Toshiaki Nakagawa Joint Managing Director
4 Mr. Sumihisa Fukuda Technical Director
5 Mr. Sunil Kant Munjal Non-Executive Director
6 Mr. Suman Kant Munjal Non-Executive Director
7 Mr. Takashi Nagai Non-Executive Director
8 Mr. Yuji Shiga Non-Executive Director
9 Mr. Pradeep Dinodia Non-executive & Independent Director
10 Gen. (Retd.) V. P. Malik Non-executive & Independent Director
11 Mr. Analjit Singh Non-executive & Independent Director
12 Dr. Pritam Singh Non-executive & Independent Director
13 Ms. Shobhana Bhartia Non-executive & Independent Director
14. Mr. M. Damodaran Non-executive & Independent Director
15. Mr. Ravi Nath Non-executive & Independent Director
16. Dr. Anand C. Burman Non-executive & Independent Director

BRIEF PROFILE OF DIRECTORS

    MR. BRIJMOHAN LALL MUNJAL

  Mr. Brijmohan Lall Munjal is the founder Director and Chairman of the Company and the $ 3.2
billion Hero Group. He is the Past President of Confederation of Indian Industry (CII), Society of
Indian Automobile Manufacturers (SIAM) and was a Member of the Board of the Country's
Central Bank (Reserve Bank of India). In recognition of his contribution to industry, Mr. Munjal
was conferred the Padma Bhushan Award by the Union Government.

  Mr. Brijmohan Lall Munjal is currently on the board of the following companies:  

No. Name of Company Nature of Office

1 Hero Honda Motors Limited Chairman and Whole-time Director
2 Hero Honda Finlease Limited Chairman and Director
3 Munjal Showa Limited Chairman and Director
4 Easy Bill Limited Director
5 Rockman Industries Limited Director
6 Shivam Autotech Limited Director
KEY MILESTONES OF HERO HONDA  

Year Event
1983 Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed
Shareholders Agreement signed
1984 Hero Honda Motors Ltd. incorporated
1985 First motorcycle "CD 100" rolled out
1987 100,000th motorcycle produced
1989 New motorcycle model - "Sleek" introduced
1991 New motorcycle model - "CD 100 SS" introduced
500,000th motorcycle produced
1992 Raman Munjal Vidya Mandir inaugurated - A School in the memory of founder Managing Director,
Mr. Raman Kant Munjal
1994 New motorcycle model - "Splendor" introduced
1,000,000th motorcycle produced
1997 New motorcycle model - "Street" introduced
Hero Honda's 2nd manufacturing plant at Gurgaon inaugurated
1998 2,000,000th motorcycle produced
1999 New motorcycle model - "CBZ" introduced
Environment Management System of Dharuhera Plant certified with ISO-14001 by DNV Holland
Raman Munjal Memorial Hospital inaugurated - A Hospital in the memory of founder Managing
Director, Mr. Raman Kant Munjal
2000 4,000,000th motorcycle produced
Environment Management System of Gurgaon Plant certified ISO-14001 by DNV Holland
Splendor declared 'World No. 1' - largest selling single two-wheeler model
"Hero Honda Passport Programme" - CRM Programme launched
2001 New motorcycle model - "Passion" introduced
One million production in one single year
New motorcycle model - "Joy" introduced
5,000,000th motorcycle produced
2002 New motorcycle model - "Dawn" introduced
 New motorcycle model - "Ambition" introduced
Appointed Virender Sehwag, Mohammad Kaif, Yuvraj Singh, Harbhajan Singh and Zaheer Khan
as Brand Ambassadors
2003 Becomes the first Indian Company to cross the cumulative 7 million sales mark
Splendor has emerged as the World's largest selling model for the third calendar year in a row
(2000, 2001, 2002)
New motorcycle model - "CD Dawn" introduced
New motorcycle model - "Splendor +" introduced
New motorcycle model - "Passion Plus" introduced
New motorcycle model - "Karizma" introduced
2004 New motorcycle model - "Ambition 135" introduced
Hero Honda became the World No. 1 Company for the third consecutive year.
Crossed sales of over 2 million units in a single year, a global record.
Splendor - World's largest selling motorcycle crossed the 5 million mark
New motorcycle model - "CBZ*" introduced
Joint Technical Agreement renewed
Total sales crossed a record of 10 million motorcycles
2005 Hero Honda is the World No. 1 for the 4th year in a row
New motorcycle model - "Super Splendor" introduced
New motorcycle model - "CD Deluxe" introduced
New motorcycle model - "Glamour" introduced
New motorcycle model - "Achiever" introduced
First Scooter model from Hero Honda - "Pleasure" introduced
2006 Hero Honda is the World No. 1 for the 5th year in a row

15 million production milestone achieved

2007 Hero Honda is the World No. 1 for the 6th year in a row
New 'Splendor NXG' launched
New 'CD Deluxe' launched
New 'Passion Plus' launched
New motorcycle model 'Hunk' launched
20 million production milestone achieved
2008 Hero Honda Haridwar Plant inauguration
 New 'Pleasure' launched
Splendor NXG lauched with power start feature
New motorcycle model 'Passion Pro' launched
New 'CBZ Xtreme' launched
25 million production milestone achieved
CD Deluxe lauched with power start feature
New 'Glamour' launched
2009 Hunk' (Limited Edition) launched
Splendor completed 11 million production landmark
New motorcycle model 'Karizma - ZMR' launched
Silver jubilee celebrations

New model Splendor Pro launched

2010
Launch of new Super Splendor and New Hunk

New licensing arrangement signed between Hero and Honda

2011
Launch of new refreshed versions of Glamour, Glamour FI, CBZ Xtreme, Karizma
Crosses the landmark figure of 5 million cumulative sales in a single year

PROMINENT AWARDS TO THE COMPANY  

Year Awards & Recognitions

Two-wheeler Manufacturer of the Year award by Bike India magazine.

2011
Adjudged the "Bike Manufacturer of the Year" at the Economic Times ZigWheels Car and
Bike Awards.
-   CNBC Awaaz - Storyboard special commendation for "Effective rebranding of a new
corporate entity" by CNBC Awaaz Consumer Awards
-  "Most Recommended Two-Wheeler Brand of the Year" award by CNBC Awaaz
Consumer Awards
-   Colloquy Loyalty Awards "Innovation in Loyalty Marketing International 2011" for
Hero GoodLife
-  "Best Activity Generating Short or Long-Term Brand Loyalty" by the Promotion
Marketing Award of Asia Order of Merit for Hero GoodLife
-   Ranked No 1 brand in the Auto (Two-Wheelers) category in the Brand Equity "Most
Trusted Brand" 2011 survey
 Company of the Year awarded by Economic Times Awards for Corporate Excellence 2008-
09.

CNBC TV18 Overdrive Awards 2010 'Hall of Fame' to Splendor

2010 NDTV Profit Car & Bike Awards 2010 -

 Two-wheeler Manufacturer of the Year

 CnB Viewers' Choice Two-wheeler of the Year (Karizma ZMR)

Bike Maker of the Year by ET-ZigWheels Car & Bike of the Year Awards 2009
2009 'Two-wheeler Manufacturer of the Year' by NDTV Profit Car & Bike Awards 2009 and
Passion Pro adjudged as CNB Viewers' Choice two-wheeler

Top Indian Company under the 'Automobile - Two-wheelers' sector by the Dun &
Bradstreet-Rolta Corporate Awards

Won Gold in the Reader's Digest Trusted Brand 2009 in the 'Motorcycles' category

NDTV Profit Business Leadership Awards 2009 - two-wheeler category

2008 NDTV Profit Business Leadership Award 2008 - Hero Honda Wins the Coveted "NDTV
Profit Business Leadership Award 2008"
TopGear Design Awards 2008 - Hunk Bike of the Year Award
NDTV Profit Car India & Bike India Awards - NDTV “Viewers’ Choice Award” to Hunk
in Bike category
IndiaTimes Mindscape and Savile Row ( A Forbes Group Venture ) Loyalty Awards -
“Customer and Brand Loyalty Award” in Automobile (two-wheeler) sector
Asian Retail Congress Award for Retail Excellence (Strategies and Solutions of business
innovation and transformation) - Best Customer Loyalty Program in Automobile category

NDTV Profit Car India & Bike India Awards - Bike Manufacturer of the year

Overdrive Magazine - Bike Manufacturer of the year

TNS Voice of the Customer Awards:
 No.1 executive motorcycle Splendor NXG

 No.1 standard motorcycle CD Deluxe

 No. premium motorcycle CBZ Xtreme

2007 The NDTV Profit Car India & Bike India Awards 2007 in the following category:
  Overall "Bike of the Year" - CBZ X-treme

 "Bike of the Year" - CBZ X-treme (up to 150 cc category)

 "Bike Technology of the Year" - Glamout PGM FI

"Auto Tech of the Year" - Glamout PGM FI by Overdrive Magazine.

"Bike of the Year" - CBZ X-treme by Overdrive Magazine.

Ranked CBZ X-treme "Bike of the Year" - by B S Motoring Magazine

“Most Trusted Company” , by TNS Voice of the Customer Awards 2006.

CD Deluxe rated as "No 1 standard motorcycle" by TNS Voice of the Customer Awards 2006.
2006 Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler
Company).

One of the 8 Indian companies to enter the Forbes top 200 list of world’s most reputed
companies.

No. 1 in automobile industry by TNS Corporate Social Responsibility Award.

Best in its class awards for each category by TNS Total Customer Satisfaction Awards
2006:
 Splendor Plus (Executive)

 CD Deluxe (Entry)

 Pleasure (Gearless Scooters)

Splendor & Passion - Top two models in two wheeler category by ET Brand Equity Survey
2006.

Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler
Company).
 Top Indian company in the Automobile - Two Wheeler sector by Dun & Bradstreet -
American Express Corporate Awards 2006.

Hero Honda Splendor rated as India's most preferred two-wheeler brand at the Awaaz
Consumer Awards 2006.

Certificate of Export Excellence for outstanding export performance during 2003-04 for two-
wheeler & three- wheelers - Complete (Non SSI) by Engineering Export Promotion Council.

The NDTV Profit Car India & Bike India Awards 2006 in the following category:
 Bike Maker of the Year

 Bike of the Year - Achiever

 Bike of the Year - Achiever (up to 150 cc category)

 Bike of the Year - Glamour (up to 125 cc category)

 NDTV Viewers' Choice Award to Glamour in the bike category

CORPORATE SOCIAL RESPONSIBILITY (CSR)  

 STAKEHOLDER TIES AT THE GRASSROOTS

  Hero Honda Motors takes considerable pride in its stakeholder relationships, especially ones
developed at the grassroots. The Company believes it has managed to bring an economically and
socially backward region in Dharuhera, Haryana, into the national economic mainstream.

An Integrated Rural Development Centre has been set up on 40 acres of land along the Delhi-
Jaipur Highway. The Centre-complete with wide approach roads, clean water, and education
facilities for both adults and children-now nurtures a vibrant, educated and healthy community.

The Foundation has adopted various villages located within vicinity of the Hero Honda factory at
Dharuhera for integrated rural development. This includes:

 Installation of deep bore hand pumps to provide clean drinking water.

  Constructing metalled roads and connecting these villages to the National Highway (NH
-8).

 Renovating primary school buildings and providing hygienic water and toilet facilities.

 Ensuring a proper drainage system at each of these villages to prevent water-logging.

 Promoting non-conventional sources of energy by providing a 50 per cent subsidy on

biogas plants.

The Raman Munjal Vidya Mandir began with three classes (up to class II) and 55 students
from nearby areas. It has now grown into a modern Senior Secondary, CBSE affiliated co-
educational school with over 1200 students and 61 teachers. The school has a spacious
playground, an ultra-modern laboratory, a well-equipped audio visual room, an activity room, a
well-stocked library and a computer centre.

The Raman Munjal Sports Complex has basketball courts, volleyball courts, and hockey and
football grounds are used by the local villagers. In the near future, sports academies are planned
for volley ball and basket ball, in collaboration with National Sports Authority of India.

Vocational Training Centre

In order to help local rural people, especially women, Hero Honda has set up a Vocational
Training Centre. So far 26 batches comprising of nearly 625 women have been trained in
tailoring, embroidery and knitting. The Company has helped women trained at this centre to set
up a production unit to stitch uniforms for Hero Honda employees. Interestingly, most of the
women are now self-employed.

   Adult Literacy Mission

This Scheme was launched on 21st September, 1999, covering the nearby villages of Malpura,
Kapriwas and Sidhrawali. The project started with a modest enrolment of 36 adults. Hero Honda
is now in the process of imparting Adult Literacy Capsules to another 100 adults by getting
village heads and other prominent villagers to motivate illiterate adults.

   Marriages of underprivileged girls

Marriages are organized from time to time, particularly for girls from backward classes, by the
Foundation by providing financial help and other support to the families.

   Rural Health Care

Besides setting up a modern hospital, the Foundation also regularly provides doorstep health care
services to the local community. Free health care and medical camps are now a regular feature in
the Hero Group's community outreach program

KEY POLICIES    AN ENVIRONMENTALLY AND SOCIALLY, AWARE COMPANY  

At Hero Honda, our goal is not only to sell you a bike, but also to help you every step of the way
in making your world a better place to live in. Besides its will to provide a high-quality service to
all of its customers, Hero Honda takes a stand as a socially responsible enterprise respectful of its
environment and respectful of the important issues.
Hero Honda has been strongly committed not only to environmental conservation programmers
but also expresses the increasingly inseparable balance between the economic concerns and the
environmental and social issues faced by a business. A business must not grow at the expense of
mankind and man's future but rather must serve mankind.
"We must do something for the community from whose land we generate our wealth."
A famous quote from our Worthy Chairman Mr.Brijmohan Lall Munjal.

  Environment Policy

  We at Hero Honda are committed to demonstrate excellence in our environmental

performance on a continual basis, as an intrinsic element of our corporate philosophy.
To achieve this we commit ourselves to:

 Integrate environmental attributes and cleaner production in all our business processes
and practices with specific consideration to substitution of hazardous chemicals, where
viable and strengthen the greening of supply chain.
 Continue product innovations to improve environmental compatibility.
 Comply with all applicable environmental legislation and also controlling our
environmental discharges through the principles of "alara" (as low as reasonably
achievable).

 Institutionalise resource conservation, in particular, in the areas of oil, water, electrical

energy, paints and chemicals.

 Enhance environmental awareness of our employees and dealers / vendors, while

promoting their involvement in ensuring sound environmental management.
 Quality Policy

  Excellence in quality is the core value of Hero Honda's philosophy.

We are committed at all levels to achieve high quality in whatever we do, particularly in our
products and services which will meet and exceed customer's growing aspirations through:

 Innovation in products, processes and services.

 Continuous improvement in our total quality management systems.

 Teamwork and responsibility.

 Safety Policy

  Hero Honda is committed to safety and health of its employees and other persons who may
be affected by its operations. We believe that the safe work practices lead to better business
performance, motivated workforce and higher productivity.
We shall create a safety culture in the organization by:

 Integrating safety and health matters in all our activities.

 Ensuring compliance with all applicable legislative requirements.

 Empowering employees to ensure safety in their respective work places.

 Promoting safety and health awareness amongst employees, suppliers and contractors.

 Continuous improvements in safety performance through precautions besides

participation and training of employees.
 INTRODUCTION ABOUT PHOENIX

DEALER PROFILE (PHOENIX MOTORS)

PHOENIX MOTORS PVT LTD is dealership type of business. PHOENIX MOTORS PVT
LTD. is established on 21st march 2003. The business is running by only one man. The owner
name is ch .madhu mathi the firm is located at habsiguda in Hyderabad.

Generally the sale will be either on cash basis or on institutional basis. Bank like ICICI,
HDFC and CENTURION are providing loans to customers.

Advertising strategy of phoenix motors:

They are giving the ads through newspapers, wall paintings, hoardings and field staff. They

are upgrading sales by introducing the schemes, group bookings, institutional sales and customer

door-to-door activities.

Categorization of Staff members:

Staff members are categorized for technicians, 25 members are allotted for field staff, 5

members are recruited for sales for persons, 5 persons are placed for evaluating for spare parts, 5

members are allotted for managerial accounts and another 3 persons for cash transaction and

other members are allotted for remaining work.

Customer relationship:

They entertain the showroom providing a customer’s huge having pool game, internet

facility and television with home there system. They provide bile maintenance programs on

every week.

According to other dealers PHOENIX motors in first in sales and best in service. They treat

customer, is the very important person at PHOENIX motors customer satisfaction is their motto,

why because, they will satisfied customer is the best advertisement. They provide better value for

the customers and as well as employees also. At PHOENIX motors the customer is the boss.

SALES STRATEGY OF PHOENIX MOTORS:

Average they are selling 25 vehicles per day. PHOENIX motors PVT L.T.D is the

A.P s NO.1 dealership in sales and other activities? It is a QLAD (qualify leader through quality

dealer). At PHOENIX motor they gave the quality service to the customers why because ‘the

cost is long forgotten but the quality is remembered for ever”. They treat quality has a...

Q Quest for excellence

U Understanding customer’s needs

A Action to achieve customer’s appreciation.

L Leadership determined to be a leader

I involving all the people

T Team spirit to work for a common goal

 WARRANTY ON PROPRIETARY ITEMS:

Warranty on proprietary items like Tyros, Tubes and Battery etc, will be directly

handled by the respective original manufactures (OEM’s) except AMCO for batteries and

Dunlop and Falcon tires and Tubes. In case of any defect in proprietary items, other than the

above two mentioned OEM’S the dealers must approach the Brach office dealer of the respective

manufacture. For AMCO batteries and Dunlop and falcon tires, tubes claims will be accepted at

our authorized dealerships per the mutually agreed terms and conditions between HERO

HONDA and of these two OEM’s in case the claim is not accepted for invalid reasons. Then the

claim along with the refusal note form the OEM can be sent to the warranty section at gorgon

plan after due to recommendation of the area service engineer. If any other six services or

subsequent paid services is not availed as per the recommended schedule given in the owner’s

manual. If HERO HONDA recommended engine oil is not used. To normal wear & tear

components like bulbs, electric wiring, filters, spark plug, clutch plates, braded shoes, fasteners,

shim washers, oil seals, gaskets, rubber parts (other than tyre and tube) plastic components,

chain$ sprockets and in case of wheel rim misalignment or bend.

If there is any damage due o modification or fittings of accessories other than ones recommended

by HERO HONDA. If the motor has been used in any competitive events like tracking races or

rallies. If there is any damage to the painted surface due to industrial pollution or other

extraneous factors. For clams made for any consequential damage due to any previous

malfunction. For normal phenomenon like noise, vibration, oil seepage, which do not affect the

performance of the motorcycles.

SOCIAL SERVICE ACTIVITIES

PHOENIX motors participate and conduct social service activities. Recently the phoenix

motors organized a BLOOD DONATION CAMP for the trust on 21 st January 2006.they

motivated on the consumers to participated in this camp and also provide certificate for the

customers

THE MARKETED BIKES OF PHOENIX (All Hero Moto Corp.)

  
CUSTOMER RELATIONSHIP:

      To entertain the customers the showroom providing a customers huge having pool game,
Internet facility and television with home theatre system. They provide bike maintenance
programs on every week.   According to other dealers PHOENIX motors in first in sales and best
in service. They treat customer, is the very important person at PHOENIX motors customer
satisfaction is their motto, why because, the well satisfied customer is the best advertisement.
They provide better value for the customers and as well as employees also. At PHONIX motors
the customer is the boss.

SOCIAL SERVICE ACTIVITIES     

   PHOENIX Motors participates in social service activities. The Phoenix motors organize
a BLOOD DONATION CAMP for the trust in every year. They motivated on the customers to
participated in this camp and also provide Certificate for the customers.

HISTORY OF THE TWO WHEELERS:

The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an internal –

combustion engine (or, less often by an electric engine). The automobile was the reply to the
19th –century reams of self-propelling the horse-drawn bikeriage. Similarly, the invention of the
motorcycle created the self –propelling bicycle. The first commercial design was three-wheeler
built by Edward Butler in Great Britain in 1884. This employed a horizontal single-cylinder
gasoline engine mounted between two steer able front wheels and connected by a drive chain to
the rear wheel. The 1900s saw the conversion of many bicycles or pedal cycles by adding small,
centrally mounted spark ignition engine engines. There was then felt the need for reliable
constructions. This led to road trial tests and competition between manufacturers. Tourist
Trophy (TT) races were held on the Isle of main in 1907 as reliability or endurance races. Such
were the proving ground for many new ideas from early two-stroke-cycle designs to
supercharged multivalent engines mounted on aerodynamic, bikebon fiber reinforced bodywork.

INVENTION OF TWO WHEELERS:

The invention of two wheelers is a much-debated issue. “Who invented the first
motorcycle?” May seem like a simple question, “safety”, bicycle, i.e., bicycle with front and
rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel. Those
bicycles in turn described from high-wheel bicycles. The high –wheelers descended from an
early type of pushbike, without pedals, propelled by the rider’s feet pushing against the ground.
These appeared around 1800, used iron banded wagon wheels, and were called “bone-crushers”,
both for their jarring ride, and their tendency to toss their riders. Gottiieb Daimler (who credited
with the building the first motorcycle in 1885, one wheel in the front and one in the back,
although it had a smaller spring-loaded outrigger wheel on each side. It was constructed mostly
of wood, the wheels were of the iron-banded wooden-spooked wagon-type and it definitely had a
“bone-crusher” chassis!

FURTHER DEVELOPMENTS:

Most of the developments during the early phase concentrated on three and four-wheeled
design since it was complex enough to get the machines running with out having to worry about
them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller,
patented in Munich in 1894. In 1895, the French firm of DeDion-button built and engine that
was to make the mass production and common use of motorcycle possible. The first motorcycle
with electric start and a fully modem electrical system; the Hence special from the Indian
Motorcycle Company astounded the industry in 1931. Before World War 1, IMC was the largest
motorcycle manufacturer in the world producing over 20000 bikes per year.

INCREASING POPULARITY:

The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle
company introduced the model H racer, and placed it on sale. During World War 1, all branches
of the armed forces in Europe used motorcycles principally for dispatching. After the war, it
enjoyed a sport vogue until the Great Depression began in motorcycles lasted into the late 20 th
century; weight the vehicle being used for high-speed touring and sport competitions. The more
sophisticated of a 125cc model. Since then, an increasing number of powerful bikes have blazed
the roads.

INDUSTRY PROFILE

HISTORICAL INDUSTRY DEVELOPMENTS:

Indian is the second largest manufacturer and producer to two wheelers in the World. It
stands next only to Japan and China in terms of the number of V produced and domestic sales
respectively. This destination was achieved due to variety of reason like restrictive policy
followed by the government of India towards the passenger bike industry, rising demand for
personal transport, inefficiency in the public transportation system etc. The Indian two-wheelers
industry made a small beginning in the early 50s when Automobile products of India (API)
started manufacturing scooters in the country. Until 1958, API and Enfield were the sole
producers.

The two –wheelers market was opened were opened to foreign competition in the mid-
80s. And the then market leaders-Escorts and Enfield – were caught unaware by the onslaught of
the 100cc bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency
low power bikes, demand swelled, resulting in Hero Honda –then the only producer of four
stroke bikes (100cc category), gaining a top slot.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and
Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively.
These two players initially started with assembly of CKD Kits, and later on progressed to
indigenous manufacturing.

The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new
entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s.
The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990.

In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles.
Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero
Honda showed a marginal decline in 1992.

The reason for recession in the sector were the incessant rise in fuel prices, high input costs
and reduced purchasing power due to significant like increased production in 1992, due to new
entrants coupled with recession in the industry resulted in companies either reporting losses or a
fall in profits.

The two-wheelers market has had a perceptible shift from a buyers market to a sellers
market with a variety of choice, players will have compete on various fronts viz. pricing,
technology product design, productivity after sale service, marketing and distribution. In the
short term, market shares of individual manufacturers are going to be sensitive to capacity,
product acceptance, pricing and competitive pressures from other manufacturers.
 As incomes grow and people grow and people feel the need to own a private means of
transport, sales of two-wheelers will rise. Penetration is expected to increase to approximately to
more than 25% by 2005.

The motorcycle segment will continue to lead the demand for two-wheelers in the
coming years. Motorcycle sale is expected to increase by 20% yoy as compared to 1% growth in
the scooter market and 3% by moped sales respectively for the next two years.

The four-stroke scooters will add new dimension to the two-wheeler segment in the coming
future.The Asian continent is that largest user of the two-wheelers in the world. This is due to
poor road infrastructure and low per capita income, restrictive policy on bike industry. This is
due to oligopoly between top five players in the segment, compared to thirsty manufacturers in
the bike industry.

Hero MotoCorp Ltd.., is one of the leading companies in the two-wheeler industry. At
present it is the market leader in the motorcycle segment with around 47% the market share
during FY 2000 –01. During the year, company posted a 41.15% yoy rise in turnover to Rs.31,
686.5mn in motorcycles which driven by a 35.17% yoy rise in Motorcycle sales volumes. The
company has emerged as one of the most successful players, much ahead of its competitions an
account of its superior and reliable product quality complemented with excellent marketing
techniques. The company has been consistently addressing the growing demand for motorcycles
and has been cumulative customer base of over 4 million customers, which is expected to reach
5min mark with rural and semi-urban segment being the new class of consumers.
CHAPTER-3
REVIEW OF
LITERATURE
 REVIEW OF LITERATURE

Meaning of stress management:

“Stress is a dynamic condition in which an

individual is confronted with an opportunity,
constraint or demand related to what he or she
desires and for which the outcome is perceived to be
both uncertain and important”.

Stress is not necessarily bad in and of itself. While stress is typically discussed in
a negative context, it also has positive value. It is an opportunity when it offers potential
gain. Sometimes individuals use stress positively to rise to the occasion and perform at or
near their maximum.

The more working definition of stress is as follows;

“An adaptive response, mediated by individual differences and/or psychological

processes that a consequence of any external action, situation, or event that places
excessive psychological and/or physical demands on a person”.

More typically, stress is associated with constraints and demands. The constraints
prevent you from doing what you desire. The demands refer to the loss of sometime
desired.

Two conditions are necessary for potential stress to become actual stress. There must be
uncertainty over the outcome must be important. Stress is highest for those individuals
who perceive they are uncertain as to whether they will win or lose and lowest for those
individuals who think that winning or losing is a certainty. But importance is also critical.
If winning or losing is an important outcome, there is no stress.
 The different types of stress:-

There are three types of stress that people experience.

1. Ecustress: Ecustress is a type of short term stress that provides immediate strength. It
arises at points of increased physical activity, enthusiasm and creativity. It is a
positive stress that arises when motivation and inspiration are needed. A gymnast
experience ecustress before a competition.
2. Distress: Distress is a negative stress brought about my constant readjustment or
alterations in a routine. It creates feelings of discomfort and unfamiliarity. There are
two types of distress. Acuter stress is an intense stress that arrives and disappears
quickly. Chronic stress is a prolonged stress that exists for weeks, months or even
years. Someone how is constantly relocating or changing jobs may experience
distress.
3. Hyper Stress:- Hyper stress occurs when an individual is pushes beyond he or she can
handle. It results from being over loaded or over worked. When some is hyper
stressed, even little things can trigger a strong emotional response. A wall stress
trader is likely to experience hyper stress.

Approaches to manage stress:

There are three major approaches to manage stress:

1. Action-oriented approach: This approach is suitable can be changed if an effective action

is taken. It involves managing and overcoming stressful situations and changing them
into advantageous situations. Here, skills are introduced to enable people to perform their
jobs actively, work well with their boss and co-workers, and change their surroundings to
eliminate environmental stress. Besides, this approach helps in overcoming the stress of
work overloaded, eliminating the stress of problem jobs, and dealing with problem
people, managing performance stress and avoiding burnout.
2. Emotional-oriented approach: This approach is subtle but plays an effective role in
managing stress. When no action can change a situation, people need to change the way
they look at that situation which causes them stress, this approach is less attractive than
 the action-oriented approach since stress can recur at a later point of time. Sometimes
because of negative thinking, harshness and unjust nature, people find it difficult to
maintain cordial behaviour with their friends and colleagues, which cause the
development of stress.
3. Acceptance-oriented approach: When neither the right action nor a change of emotion
works in controlling stress, this approach is applicable. People have to accept the
situation as it is since it cannot be changed. For example, the death of a loved one in the
family has to be accepted as it is.

Corporate stress:

Stress has become a part and parcel of human life and is more pronounced in corporate
life. While the idea to excel in life is a great thing to have, the same should not result in such a
stressful situation where the individual is forced to devote more time in solving stress- related
problems than in achieving his objectives. This is what is happening in the present-day corporate
environment with deadlines hanging over one’s head, day in day out. Employees are
experiencing work-related stress a little too frequently resulting in their inability to cope with
both official and domestic lives, since it manifests on psychological, physiological and
behavioural planes. Companies are doing their best to remedy the situation through recreational
facilities, flexible timings, forced holidays, yoga centres, gymnasiums and even with art of living
programs. Whatever may be done at the organizational level to alleviate and free people from
stress, unless it is addressed at an individual level no tangible result can be achieved.

Stress has got a lot to do with a person’s attitude to start with and the next is the priority
of things in life. People want to achieve too much in too short time, in the process achieving too
little or nothing, but landing up with lots of stress and the associated problems. Hence, a regular
introspection is the first logical step in the fight against stress.

Stress is additive and workplace stress can become cumulative with the one at home or
vice versa thus each making the other worse. The situation is further aggravated with more and
more women entering the workforce and the pressures mount when they have to balance
workplace and family responsibilities. A recent worldwide survey indicated that working women
with children under the age of 13 are getting into high-stress situations.
 Individual level techniques for coping with stress involve physical exercise, relaxation,
getting away from work, putting off all communication gadgets, taking up meditation and
spending quality time with family. Basically a person is free to choose his own response to any
situation and perceive challenges in life either at work or at home and that’s what is going to
decide whether one is getting into a manageable stress situation or the stress is getting the better
of him.

Defusing corporate stress:

The health and wellness of workers is not only a matter of serious concern for the employees
themselves, but also for the employer. It is a well acknowledge truth that better the health of
workers, the greater will be the productivity, profit and corporate success. It is therefore the duty
of the employer to ensure that workers are made to work in a congenial work environment,
conductive to their well-being, free of mental, physical and social stressors.

The following are the measures that aim at reducing employee stress in an organizational setting:

 The employer should ensure that the workplace environment is conductive to the well-
being of employees.
 The job profile of employees should be made in such a way that they find it meaningful,
exciting, challenging and enterprising.
 The employer should avoid setting unattainable deadlines for workers which expose the
employees to greater magnitudes of stress.
 Working hours should be made more flexible and the time schedule must be realistic.
 The employees should be provided with job security, good salary, promotional
opportunities and satisfactory retirement benefits that boost their morale.
 The employers should facilitate participative decision-making; provisions for free
interactions with colleagues and co-workers should be available.
 The employers should provide the workers with facilities for yoga, exercise, relaxations,
etc.
 FACTOR THAT CAUSES STRESS

There are three potential stressors:

1. Environmental factors:- Just as environmental uncertainty influences the design of an

organization’s structure, it also influences the stress levels among employees in that
organization.
Changes in the business cycle create among economic uncertainties.
When the economy is contracting, people become increasingly anxious about their
security. Downward swings in the economy are often accompanied by permanent
reductions in the work force, temporary layoffs, reduce pay, short workweeks and the
like.
The second source of environment stress is political uncertainties. If the political
environment in the country is not stable then it can cause mare stress.
The technological uncertainties like new innovations can make employees skill
and experience obstacle in a very short period of time can be the third reason for
environmental stress.
2. Organizational stress:- Numerous factors within the organization can cause stress.
Pressure to avoid errors or complete tasks in a limited time period, work overload, a
demanding and insensitive boss and unpleasant co-workers are a few examples.
a) Task demands are factors related to a person’s job. They include the design of
individual’s job, working conditions and the physical work layout. Autonomy,
task variety, degree of automation will impact the stress levels.
b) Role demands relate to pressures placed on a person as a function of the particular
role he or she plays in the organization.
 Role conflicts create expectations that may be hard to reconcile or satisfy.
 Role overload is experienced when the employees is expected to do more
than time permits.
 Role ambiguity is not sure what he or she is to do.
c) Interpersonal demands are pressure created by other employees. Lack of social
support from colleagues and poor interpersonal can cause considerable stress,
especially among employees with high social need.
 d) Organisational structure defines the level of differentiation in the organization, the
degree of rules and lack of participation in decisions that an employee’s are
examples of structural variables that might be potential sources of stress.
e) Organizational leadership represents the managerial style of the organization’s
senior executives. Some chief executive officers create a culture characterized by
tension, fear, and anxiety. They establish unrealistic pressure to perform in the
short run, impose excessively tight controls, and routinely fire employees who
don’t measure up.
f) Organization’s life stage that is, where it is in this four-stage cycle creates
different problems and pressures for employees

3. Individual differences:-
The ability to handle the stress differs from person to person. This difference is due to
following variables:
a) Perception:- Perception is moderate relationship between a potential stress
condition and an employee’s reaction to it.
b) Job Experience: Experience is said to be greater teacher. For many people
uncertainty and newness is creator of stress. But for the people who gained
experience the stress will disappear or at least significantly decreased.
c) Social support: Increasing evidence shows that social support that is collegial
relationships with co workers or supervisors can buffer the impact of stress. The
logic underlying this moderating variable is that social support acts as a palliative,
mitigating the negative effects of even high-stress jobs.
d) Belief in locus of control: Those with an external locus believe their lives are
controlled by outside forces. Those with an internal locus of control there believe
they control their own destiny. Evidence indicates that internals perceive their
jobs to be less stressful than do externals.
When internals and externals confront a similar stressful situation, the
internals are likely to believe they can have a significant effect on the
results. They, therefore act to take control of events. Externals are more
likely to be passive and defensive. Rather than do something to reduce the
stress, they acquiesce.
 e) Hostility:- The recent researches showed that “the person characterized by feeling
a chronic sense of time urgency and by an excessive competitive drive and who
aggressively involved in a chronic, incessant struggle to achieve more and more
in less time, and if required to do so, against the opposing efforts of other of other
things or other persons” will be exposed negative effects of stress. So the
chronically angry, suspicious and mistrustful person is the one at risk.

Stress management tools:

Following are some practical ways to benchmark the current stress levels and monitor future
stress-related conditions:

 Absences: Maintaining a register for marking the number of absentees at a regular

interval of time can reveal the cause of stress. There may be a chance that the number is
increasing due to the increased stress.
 Professional assistance: Professional trainers can help employees to trace out the roots
cause of stress which develops into physical ailments and guide them accordingly.
 Complaints or grievances: Departments with the greater number of complaints have to be
facilitated with some stress-control strategies.
 Errors in judgement or misstatements: Some employees are prone to errors and make
wrong decisions. Hence, companies should monitor their employee’s decision-making
and estimate the cost of a wrong decision to the company.
 Personal relationships: The behaviour of people changes as per the situation. Hence,
companies should be proactive by taking appropriate action whenever required so that
stressful relationships are prevented.
 Customer service problems: Companies can analyze if their employees are facing stress
because of customer service problems and can take measures to reduce the errors
involved while taking customers orders, shipping, invoicing, etc.
 Quality problems: A quality report should contain the description of stress-related
activities and their trends among certain employees or departments. This can help in
finding the cause of stress and eliminating it.

Stressors are additive:-

A fact that tends to be overloaded when stressors are reviewed individually is that stress is an
additive phenomenon. Stress builds up. Each new and persistent stressor adds to an individual’s
stress level.

A single stressor may seem relatively unimportant in and of itself, but it is added to an already
high level of stress, it can be the straw that breaks the camel’s back. If we want to appraise the
total amount of stress an individual is under, we have to sum up his or her opportunity stresses,
constrain stresses and demand stresses.

Consequences of stress:-

Stress shows itself in a number of ways such as high blood pressure, ulcers, irritability, difficulty
in making routine decisions, loss of appetite, accident proneness and the like. These can be
subsumed under three general categories: Physiological and behavioural systems.

Physiological symptoms: The research conducted by scientist has given the conclusion that stress
could create changes in metabolism, increase heart and breathing rates, increase blood pressure,
bring on headaches and induce heart attacks.

Psychological symptoms: Stress can cause dissatisfaction. Job related stress can cause job related
dissatisfaction. In fact, is “the simplest and most obvious psychological effect of stress”. But
stress shows itself in other psychological states for instance tension, anxiety, irritability, boredom
and procrastination.

Behavioural symptoms: It related stress symptoms include changes in productivity, absence and
turn over as well as changes in eating habits, increased smoking or consumption of alcohol, rapid
speech, fidgeting and sleep disorders.

The significant amount of research has stress performance relationship. The most widely
studied pattern in the stress performance literature is the inverted U relationship.
 High

Performance

Low Stress High

The logic underlying the inverted U is that low to moderate levels of stress stimulate the body
and increase its ability to react. Individuals then often perform their tasks better, more intensely,
or more rapidly. But much stress places unattainable demands or constraints on a person which
results in lower in lower performance.
 According to father of stress Hans the causes of stress are as Organizational stressors are as
follow

Organizational processes: Working conditions

 Tight controls  Crowded work area

 Only downward communication  Noise, heat or cold
 Little performance feedback  Polluted air
 Centralized decision making  Unsafe, dangerous conditions
 Lack of participation in decision  Poor lighting
making  Physical or mental strain

Job
stress

Organizational structure and design: Administrative policies and strategies:

 Centralization and formalization  Downsizing

 Line-staff conflicts  Competitive pressures
 Specialization  Rotating work shifts
Amodel
Role of Stress: and conflict
ambiguity  Bureaucratic rules
 No opportunity for promotion  Advanced technology
 Restrictive,
Potential sourceuntrusting culture Consequences
Environmental Factors: Physiological symptoms:

 Economic  Headaches
uncertainty
Individual differences:  High blood pressure
 Political  Heart disease
uncertainty  Perception
 Job experience
 Social support
 Belief in locus of
control
 hostility
Organizational Factors:

 Task and role Psychological symptoms:

demands
 Anxiety
 Interpersonal
 Depression
demands
 Satisfaction
 Organizational Experienced stress
structure and

Behavioural symptoms:

Individual Factors:  Productivity

 Absenteeism
 Family  Turnover
problems
 Economic
Stress co
problems
 There are two types of strategies to cope up with stress. They are

1. Individual Strategies 2. Organizational Strategies

1. Individual Strategies: It consists of 5 techniques. They are

a) Time management: Many people manage time poorly. Because of this work will be
overloaded afterwards. To avoid this, person should adapt time management
technique. It is a practice of taking control over how you spend time, is a valuable
management skill.

Time management: Prioritizing tasks

Perform as time Perform as Perform immediately

allows scheduled
(eg: medical
(eg: routine fitting)

Lowest Priority Highest Priority

b) Exercise: Physical exercise of various types such as walking, jogging, playing,

swimming, yoga etc., is good strategy to overcome stress.
c) Relaxation: Relaxation through the techniques of bio-feedback and meditation is
favorable to cope the stress.
d) Cognitive therapy: it is a contemporary technique to overcome stress, as suggested by
psychologist. In this lectures and interactive sessions are arranged to help employees
about,
 Recognize events at work and what cognitions they elicit.
 Become aware of effects of such cognitions on their physiological and
emotional responses.
 Systematically evaluate the objectives consequences of events at work.
 Replace self-defeating cognitions that unnecessarily arouse strain.
 e) Networks: Networks of close associates and colleagues who are good and confidence
builders bring the stressful situation.

2. Organizational Strategies:
Organizational Strategies are as follows:
 Sound organizational climate: It facilitates an employee to overcome the stress. Its
participative nature, supportiveness etc., are advantages.
 Job enrichment: It is a technique to reduce the monotonous and disinteresting
jobs, thus facilitate to overcome stress.
 Role clarity: clear roles, defined objectives reduce the stress caused due to role
conflict.
 Career planning and counselling: This techniques guide employees to overcome
personal as well as professional stress.
 Goal setting: A recent research concluded that individuals perform better when
they have specific and challenging goals and receive feedback on how well they
are progressing towards these goals.
 Selection and placement: These decisions should consider the fact that individuals
with little experience or an external locus of control tend to be more stress prone.
 Redesigning jobs: More autonomy, more responsibility, more meaningful work
and individual feedback reduce stress because these factors give the employees
these factors give the employee greater control over work activities and lessen
dependence on others.
 Employee involvement: This acts as motivator to employee so that he feels
empowered a experience less stress.
 Organizational communication: This provides role clarity to the employee so that
it reduces stress to some extent.
 Wellness program: These programs improve the employees total physical and
mental condition. Examples of this are workshops to quit smoking, control
alcohol use etc.
Stress management at Reliance Communication:

Stress is dynamic condition in which an individual is confronted with an opportunity,

constraints or demand related to what he or she desires and for which the outcome is perceived to
be both uncertain and important. So stress arises in an uncertain situation. It has both positive as
well as negative effects. Mostly it is used in negative aspect. The factors causing stress are
organizational factors and individual factors.

Remedial measures adopted by Reliance broad brand to reduce stress:

Reliance had adopted a few stress removal techniques in its

1. Primary prevention: A category of stress prevention techniques aimed at

eliminating stressors from people’s lives.(by staying physically fit).

2. Secondary Prevention: A category of stress prevention techniques aimed at

minimizing he effects in people’s lives.(by radical changing organization).

Tertiary Prevention: A category of stress prevention techniques aimed stress related symptoms.
(having physicians treat employees for various illness
Stress management refers to a wide spectrum of techniques and psychotherapies aimed at
controlling a person's levels of stress, especially chronic stress, usually for the purpose of
improving everyday functioning.

In this context, the term 'stress' refers only to a stress with significant negative consequences,
or distress in the terminology advocated by Hans Selye, rather than what he calls eustress, a
stress whose consequences are helpful or otherwise positive.

Stress produces numerous symptoms which vary according to persons, situations, and
severity. These can include physical health decline as well as depression. The process of
stress management is named as one of the keys to a happy and successful life in modern
society.Although life provides numerous demands that can prove difficult to handle, stress
management provides a number of ways to manage anxiety and maintain overall well-being.

Despite stress often being thought of as a subjective experience, levels of stress are readily
measureable using various physiological tests, similar to those used in polygraphs.

Many practical stress management techniques are available, some for use by health
practitioners and others for self-help, which may help an individual to reduce stress, provide
positive feelings of being in control of one's life and promote general well-being.

The effectiveness of the different stress management techniques can be difficult to assess, as
few of them have received significant attention from researchers. Consequently, the amount
and quality of evidence for the various techniques varies widely. Some are accepted as
effective treatments for use in psychotherapy, whilst others with less evidence favoring them
are considered alternative therapies. Many professional organizations exist to promote and
provide training in conventional or alternative therapies.
There are several models of stress management, each with distinctive explanations of
mechanisms for controlling stress. Much more research is necessary to provide a better
understanding of which mechanisms actually operate and are effective in practice.

Historical foundations [edit]Walter Cannon and Hans Selye used animal studies to establish
the earliest scientific basis for the study of stress. They measured the physiological responses
of animals to external pressures, such as heat and cold, prolonged restraint, and surgical
procedures, then extrapolated from these studies to human beings.[2][3]

Subsequent studies of stress in humans by Richard Rahe and others established the view that
stress is caused by distinct, measureable life stressors, and further, that these life stressors can
be ranked by the median degree of stress they produce (leading to the Holmes and Rahe
Stress Scale). Thus, stress was traditionally conceptualized to be a result of external insults
beyond the control of those experiencing the stress. More recently, however, it has been
argued that external circumstances do not have any intrinsic capacity to produce stress, but
instead their effect is mediated by the individual's perceptions, capacities, and understanding.

Transactional model [edit]Richard Lazarus and Susan Folk man suggested in 1984 that stress
can be thought of as resulting from an “imbalance between demands and resources” or as
occurring when “pressure exceeds one's perceived ability to cope”. Stress management was
developed and premised on the idea that stress is not a direct response to a stressor but rather
one's resources and ability to cope mediate the stress response and are amenable to change,
thus allowing stress to be controllable.

In order to develop an effective stress management programme it is first necessary to identify

the factors that are central to a person controlling his/her stress, and to identify the
intervention methods which effectively target these factors. Lazarus and Folkman's
interpretation of stress focuses on the transaction between people and their external
environment (known as the Transactional Model). The model contends that stress may not
be a stressor if the person does not perceive the stressor as a threat but rather as positive or
even challenging. Also, if the person possesses or can use adequate coping skills, then stress
may not actually be a result or develop because of the stressor. The model proposes that
people can be taught to manage their stress and cope with their stressors. They may learn to
change their perspective of the stressor and provide them with the ability and confidence to
improve their lives and handle all of types of stressors.

Health realization/innate health model [edit]The health realization/innate health model of

stress is also founded on the idea that stress does not necessarily follow the presence of a
potential stressor. Instead of focusing on the individual's appraisal of so-called stressors in
relation to his or her own coping skills (as the transactional model does), the health
realization model focuses on the nature of thought, stating that it is ultimately a person's
thought processes that determine the response to potentially stressful external circumstances.
In this model, stress results from appraising oneself and one's circumstances through a
mental filter of insecurity and negativity, whereas a feeling of well-being results from
approaching the world with a "quiet mind".[5][6]

This model proposes that helping stressed individuals understand the nature of thought—
especially providing them with the ability to recognize when they are in the grip of insecure
thinking, disengage from it, and access natural positive feelings—will reduce their stress.

Stress prevention & resilience [edit]Although many techniques have traditionally been
developed to deal with the consequences of stress considerable research has also been
conducted on the prevention of stress, a subject closely related to psychological resilience-
building. A number of self-help approaches to stress-prevention and resilience-building have
been developed, drawing mainly on the theory and practice of cognitive-behavioural
therapy.
Measuring stress [edit]Levels of stress can be measured. One way is through the use of
psychological testing: the Holmes and Rahe Stress Scale is used to rate stressful life events,
while the DASS contains a scale for stress based on self-report items. Changes in blood
pressure and galvanic skin response can also be measured to test stress levels, and changes in
stress levels. A digital thermometer can be used to evaluate changes in skin temperature,
which can indicate activation of the fight-or-flight response drawing blood away from the
extremities. Cortisol is the main hormone released during a stress response and measuring
cortisol from hair will give a 60-90 baseline stress level of an individual. This method of
measuring stress is currently the most popular method in the clinic.

Effectiveness [edit]Stress management has physiological and immune benefits.

Positive outcomes are observed using a combination of non-drug interventions:

 Treatment of anger or hostility,

 Autogenic training
 talking therapy (around relationship or existential issues)
 Biofeedback
 cognitive therapy for anxiety or clinical depression

Types of Stress [edit]Acute Stress [edit]Acute Stress is the most common form of stress among
humans worldwide. Acute stress deals with the pressures of the near future or dealing with
the very recent past. This type of stress is often misinterpreted for being a negative
connotation. While this is the case in some circumstances, it is also a good thing to have
some acute stress in your life. Running or any other form of exercise is considered an acute
stressor. Some exciting or exhilarating experiences such as riding a roller coaster is an acute
stress but is usually very fun. Acute Stress is a short term stress and in result, does not have
enough time to do the damage that long term stress causes.[13]
Chronic Stress [edit]Chronic Stress is the exact opposite of acute stress. It has a wearing effect
on people that can become a very serious health risk if it continues over a long period of
time. It has been proven that chronic stress can have a huge impact on memory loss. Chronic
stress has also been studied by doctors who have concluded that it can also damage one's
spacial recognition as well. This same study showed that chronic stress produces a decreased
drive of eating. The severity varies from person to person and also sex difference can also be
an underlying factor according to doctors. Women have ben found to be able to take longer
durations of stress than men without showing the same maladaptive changes. Men can deal
with shorter stress duration better than women can but once males hit a certain threshold,
the chances of them developing mental issues increases drastically.

Stress in the Workplace [edit]Stress in the workplace is a commonality throughout the world
in every business. Managing that stress becomes vital in order to keep up job performance as
well as relationship with co-workers and employers. Changing the work environment has
proven to relieve work stress in some workers. Making the environment less competitive
between employees has shown to decrease some amounts of stress. However, each person is
different and some people like the pressure to perform better. Psychologists have found that
the main concern of workers, predictably, is salary. Salary cause huge amounts of stress in
the workplace. Salary effects the way a person works because they always want promotion
and in result, higher salary. This stress has been linked to chronic stress.

Coping with stress in the workplace has become a very important issue to CEOs and
presidents of companies over the years. Providing employers with stress managing programs
such as therapy, communication programs, and a more flexible work schedule. Cultural
differences have also shown to have some major effects on stress coping problems. Eastern
Asian employees may deal with certain work situations differently than a Western North
American employee would. This all ties in with balancing the work environment and
employers feel this has become very important because they want to have diversity in their
companies.
Medical Environment Stress [edit]A study was done on the stress levels in general
practitioners and hospital consultants in 1994. Over 500 medical employees participated in
this study done by Dr. R.P Caplan. These results showed that 47% of the workers scored high
on their questionnaire for high levels of stress. 27% of the general practitioners even scored
to be very depressed. These numbers came to a surprise to Dr. Caplan and it showed how
alarming the large number of medical workers become stressed out because of their jobs.
Managers stress levels were not as high as the actual practitioners themselves. An eye
opening statistic showed that nearly 54% of workers suffered from anxiety while being in
the hospital. Although this was a small sample size for hospitals around the world, Caplan
feels this trend is probably fairly accurate across the majority of hospitals. [16]

Stress Management Programs in Workplace [edit]Many businesses today have began to use
Stress Management Programs for employees who are having trouble adapting to stress at the
workplace or at home. Many people have spill over stress from home into their working
environment. There are a couple of ways businesses today try to alleviate stress on their
employees. One way is individual intervention. This starts off by monitoring the stressors in
the individual. After monitoring what causes the stress, next is attacking that stressor and
trying to figure out ways to alleviate them in any way. Developing social support is vital in
individual intervention, being with others to help you cope has proven to be a very effective
way to avoid stress. Avoiding the stressors all together is the best possible way to get rid of
stress but that is very difficult to do in the workplace. Changing behavioral patterns, may in
turn, help reduce some of the stress that is put on at work as well.

Another way of reducing stress at work is by simply changing the workload for an employee.
Some may be too overwhelmed that they have so much work to get done, or some also may
have such little work that they are not sure what to do with themselves at work. Improving
communications between employees also sounds like a simple approach, but it is very
effective for helping reduce stress. Sometimes making the employee feel like they are a
bigger part of the company, such as giving them a voice in bigger situations shows that you
trust them and value their opinion. Having all the employees mesh well together is a very
underlying factor which can take away much of workplace stress. If employees fit well
together and feed off of each other, the chances of lots of stress is very minimal. Lastly,
changing the physical qualities of the workplace may reduce stress. Changing simple things
such as the lighting, air temperature, odor, and up to date technology.

Intervention is broken down into three steps: Primary, Secondary, Tertiary. Primary deals
with eliminating the stressors all together. Secondary deals with detecting stress and figuring
out ways to cope with it and improving stress management skills. FInally, tertiary deals with
recovery and rehabbing the stress all together. These three steps are usually the most
effective way to deal with stress not just in the workplace, but overall.[17]

A relaxation technique (also known as relaxation training) is any method, process, procedure,
or activity that helps a person to relax; to attain a state of increased calmness; or otherwise
reduce levels of anxiety, stress or anger. Relaxation techniques are often employed as one
element of a wider stress management program and can decrease muscle tension, lower the
blood pressure and slow heart and breath rates, among other health benefits.[1]

People respond to stress in different ways, namely, by becoming overwhelmed, depressed or

both.[2] Yoga, QiGong, Taiji, and other techniques that include deep breathing tend to calm
people who are overwhelmed by stress, while rhythmic exercise improves the mental and
physical health of those who are depressed. People who encounter both symptoms
simultaneously, feeling depressed in some ways and overexcited in others, may do best by
walking or performing yoga techniques that are focused on strength.[2]

"Dejection" and "despair" redirect here. For the poem, see Dejection: An Ode. For other uses
of despair, see despair (disambiguation).
Melencolia I (ca. 1514), by Albrecht DürerDepression is a state of low mood and aversion to
activity that can affect a person's thoughts, behavior, feelings and sense of well-being.[1]
Depressed people may feel sad, anxious, empty, hopeless, worried, helpless, worthless, guilty,
irritable, hurt, or restless. They may lose interest in activities that once were pleasurable,
experience loss of appetite or overeating, have problems concentrating, remembering details,
or making decisions, and may contemplate or attempt suicide. Insomnia, excessive sleeping,
fatigue, loss of energy, or aches, pains, or digestive problems that are resistant to treatment
may also be present.

Depressed mood is not necessarily a psychiatric disorder. It may be a normal reaction to

certain life events, a symptom of some medical conditions, or a side effect of some drugs or
medical treatments. Depressed mood is also a primary or associated feature of certain
psychiatric syndromes such as clinical depression.

Life events [edit]Life events and changes that may precipitate depressed mood include
menopause, financial difficulties, job problems, relationship troubles, separation,
bereavement, and catastrophic injury.

Medical treatments, alcohol and other drugs [edit]Certain medications are known to cause
depressed mood in a significant number of patients. These include hepatitis C drug therapy
and some drugs used to treat high blood pressure, such as beta-blockers or reserpine. High
rates of major depressive disorder occur in heavy alcohol drinkers and those who abuse
alcohol. Whether major depressive disorder causes self-medicating alcohol abuse, or alcohol
abuse increases the risk for the disorder is not known.

Non-psychiatric illnesses [edit]Depressed mood can be the result of a number of infectious

diseases and physiological problems including hypoandrogenism (in men), Addison's disease,
Lyme disease, multiple sclerosis, chronic pain, stroke,[6] diabetes,[7] cancer,[8] sleep apnea,
and disturbed circadian rhythm. It is often one of the early symptoms of hypothyroidism
(reduced activity of the thyroid gland). For a discussion of non-psychiatric conditions that
can cause depressed mood, see Depression (differential diagnoses).

Psychiatric syndromes [edit]A number of psychiatric syndromes feature depressed mood as a

main symptom. The mood disorders are a group of disorders considered to be primary
disturbances of mood. These include major depressive disorder (MDD; commonly called
major depression or clinical depression) where a person has at least two weeks of depressed
mood or a loss of interest or pleasure in nearly all activities; and dysthymia, a state of chronic
depressed mood, the symptoms of which do not meet the severity of a major depressive
episode. Another mood disorder, bipolar disorder, features one or more episodes of
abnormally elevated mood, cognition and energy levels, but may also involve one or more
depressive episodes.[9] When the course of depressive episodes follows a seasonal pattern,
the disorder (major depressive disorder, bipolar disorder, etc.) may be described as a seasonal
affective disorder.

Outside the mood disorders: borderline personality disorder commonly features depressed
mood; adjustment disorder with depressed mood is a mood disturbance appearing as a
psychological response to an identifiable event or stressor, in which the resulting emotional
or behavioral symptoms are significant but do not meet the criteria for a major depressive
episode;[10] and posttraumatic stress disorder, an anxiety disorder that sometimes follows
trauma, is commonly accompanied by depressed mood

Prevention [edit]There is an increasing focus on prevention of mental disorders. Research

has shown a reduction in incidence of new cases of depressive disorders when people
participated in therapeutic interventions, for instance by 22% and 38% in meta-analysesIn a
study of patients with sub-threshold depression, those who received minimal-contact
psychotherapy had an incidence of a major depressive disorder one year later a third lower
(an incidence rate of 12% rather than 18%) than the control group.[22][23] Such
interventions also save costsThe Netherlands mental health care system provides preventive
interventions, such as the Coping with Depression course for people with sub threshold
depression.

A meta-analysis showed that people who followed this course had a 38% lower incidence of
developing a major depressive disorder than the control group.[25] A stepped-care
intervention (watchful waiting, Cognitive behavioral therapy (CBT) and medication for
some) achieved a 50% lower incidence rate in a patient group aged 75 or older.[26] One
study on depression found a neutral effect compared to personal, social, and health
education, and included a comment on potential for increased depression scores from people
who have received CBT due to greater self recognition and acknowledgement of existing
symptoms of depression and especially negative thinking styles.[27] Another study also saw a
neutral result.

A headache or cephalalgia is pain anywhere in the region of the head or neck. It can be a
symptom of a number of different conditions of the head and neck.[1] The brain tissue itself
is not sensitive to pain because it lacks pain receptors. Rather, the pain is caused by
disturbance of the pain-sensitive structures around the brain. Nine areas of the head and
neck have these pain-sensitive structures, which are the cranium (the periosteum of the
skull), muscles, nerves, arteries and veins, subcutaneous tissues, eyes, ears, sinuses and
mucous membranes.

There are a number of different classification systems for headaches. The most well-
recognized is that of the International Headache Society. Headache is a non-specific
symptom, which means that it has many possible causes. Treatment of a headache depends
on the underlying etiology or cause, but commonly involves analgesics.
Pain management (also called pain medicine or algiatry) is a branch of medicine employing
an interdisciplinary approach for easing the suffering and improving the quality of life of
those living with pain.[1] The typical pain management team includes medical practitioners,
clinical psychologists, physiotherapists, occupational therapists, nurse practitioners, and
clinical nurse specialists.[2] The team may also include other mental-health specialists and
massage therapists. Pain sometimes resolves promptly once the underlying trauma or
pathology has healed, and is treated by one practitioner, with drugs such as analgesics and
(occasionally) anxiolytics. Effective management of chronic (long-term) pain, however,
frequently requires the coordinated efforts of the management team.[3]

Medicine treats injury and pathology to support and speed healing; and treats distressing
symptoms such as pain to relieve suffering during treatment and healing. When a painful
injury or pathology is resistant to treatment and persists, when pain persists after the injury
or pathology has healed, and when medical science cannot identify the cause of pain, the
task of medicine is to relieve suffering. Treatment approaches to chronic pain include
pharmacologic measures, such as analgesics, tricyclic antidepressants and anticonvulsants,
interventional procedures, physical therapy, physical exercise, application of ice and/or heat,
and psychological measures, such as biofeedback and cognitive behavioral therapy.
 CHAPTER-4
DATA ANALYSIS
 1 How often do you say the word “I am busy or I am having hard time” At the work
place?

Options Response ( % )
Very often 9

often 26

Rarely 28

Very rarely 25

Never 12

Interpretation:

As is evident from the chart, majority of the respondents (52%) rarely and very rarely
says that they are busy at work place.

2. Do You feel time pressure to complete work?

 Options Response ( % )
Yes 51

No 23

Sometimes 26

Interpretation:

The finally yet importantly, the question asked about the employees, majority of
the employees (51%) of the RELIANCE feel time pressure to complete work.

3. How often you think that Family problems cause stress?

Options Response ( % )
Always 60
 Sometimes 19

Never 21

Interpretation:

As is evident from the chart, majority of the respondents (60%) always think that
family problems cause stress.

4. Do the physical exercise & yoga reduce the stress?

Options Response ( % )
Strongly Agree 75

agree 23

Disagree 12
 Interpretation:

As is evident from the chart, majority of the respondents (68%) strongly agree
with above statement that by doing physical exercise & yoga stress will be
reduced.

5. Do you have any health problems like BP , sugar or else?

Options Response ( % )
Yes 58

No 42
 Interpretation:

As is evident from the chart, majority of the respondents (58%) have health problems like
BP, sugar or else.

6. Whether Lack of communication causes stress?

Options Response ( % )
Accepted 68

Not accepted 32
 Interpretation:

As is evident from the chart, majority of the respondents (68%) accept above
statement i.e. lack of communication causes stress.

7. How often you agree that spending time with your family reduces stress?

Options Response ( % )
Strongly agree 35

Agree 44

Cannot say 9

Disagree 8

Strongly disagree 4
Interpretation:

As is evident from the chart, majority of the respondents (79%) agree with above
statement i.e. appending more time with family reduces stress.
8. Do you feel lack of co-operation in office?

Options Response ( % )
Very often 9

often 26

Rarely 16

Very rarely 17

Never 32

Interpretation:

As is evident from the chart, majority of the respondents (68%) faced lack of co-
operation in office remaining (32%) of employees never faced lack of co-
operation in organization.
9. Do you have any practice in Meditation & prayer for to reduce the stress?

Options Response ( % )
Yes 77

No 9

Sometimes 14

Interpretation:

As is evident from the chart, majority of the respondents (77%) agree with above
statement that meditation & prayer to reduce the stress.
10.How do you feel about the work environment in the organization?

Options Response ( % )
Good 56

Better 26

Bad 11

Worse 7

Interpretation:

As is evident from the chart, majority of the respondents (56%) feel good about
the work environment in the organization.
11. Do the Financial motivations reduce the stress?

Options Response ( % )
Strongly agree 12

Agree 43

Cannot say 32

Disagree 10

Strongly disagree 3

Interpretation:

As is evident from the chart, majority of the respondents (55%) agree with above
statement i.e. financial motivation reduces the stress.

12 .What type of involvement do you have in training & development programs in

Your organization?
 Options Response ( % )
Fully 52

Partially 28

None 20

Interpretation:

As is evident from the chart, majority of the respondents (52%) have full
involvement in training & development programs.

13. Do you agree that Relaxation reduces the stress?

 Options Response ( % )
Strongly agree 32

Agree 48

Cannot say 13

Disagree 6

Strongly disagree 1

Interpretation:

As is evident from the chart, majority of the respondents (80%) agree with above
statement i.e. relaxation (holydays, leaves, family, tours etc.) reduces stress.

14. Whether family counselling is need to overcome the stress?

Options Response ( % )
Accepted 67

Not accepted 33
 Interpretation:

As is evident from the chart, majority of the respondents (67%) accept that family
counseling is needed to plan and overcome the stress.

15. Whether by following safety precautions reduces the stress?

Options Response ( % )
Strongly agree 15

Agree 50

Cannot say 21

Disagree 10

Strongly disagree 4
Interpretation:

As is evident from the chart, majority of the respondents (65%) agree with above
statement i.e. following safety precautions stress is reduced.
 CHAPTER-5

FINDINGS, SUGGESTIONS,
CONCUSIONS
 FINDINGS

 The finding of the present revealed the following.

 Most of the respondent fall under low stress category.

 There is in significance relationship between stress & demography factors i.e. age,
experience & designation.

 The following dimensions of personal policies & practices of the organization have
contributed to stress among employees.

 Respondents who fall under the executive grade are more stressed in comparison with
the other grade.

 The organization falls a very tall structure of stress among hierarchy & this is one of the
reasons for employees being stressed.

 There is no significance difference of stress among employees working in plant & other
departments.

 The employees working in the plat gave a positive response in answering the
questionnaire.
 SUGGESTIONS
A Small percentage of the employees did have high stress. Person facing stress at the
organizational level of lot of psychological problems in the form of decreased motivation,
absenteeism low productivity targets not being achieving etc. as a remedy for the above said
employees facing stress are advised to attend stress management courses which will help them to
build coping strategies and cause out their stress. The stress management cause comprise of a
package program consisting of:

 Relaxation.

 Positive outlook towards works / responsibilities.

 Self analysis through personality type tests.

 Inter personal skill development.

 Protection yoga cum meditation.

 Time management.

 Since T & D job related factors, performance appraisal & job satisfaction were
perceived stressful by the employees, the employees should be counseled regarded
the matter.

 At the individual level the employees could practice a relaxing holiday (where in
quality time is spent with the family) every fortnight or mouth.

 Realize excessive use of tea / coffee cigarette is not answer to stress.

 Try to get 6-7 hrs of continuous sleep per day.

 CONCLUSION
The present study was conducted at SUJALA PIPES the aim was to find the stress
levels, personality type of the employees. This was done using a detailed questionnaire. The
study revealed that fall under low stress category only a small percentage is highly stressed &
needed prevailing in the organization to some extent.

At the end of the study, we can conclude that through there are signs of stress among the
employees & such stress is affecting their behaviors, it can be controlled & reduced
effectively.

This can be done by giving counseling & incorporating the suggestions given here in at
individual & organization level.

QUESTIONNAIRE
1. How often do you say the word “I am busy or I am having hard time” At the work place?
Very often ( ) Often ( ) rarely ( )

Very rarely ( ) Never ( )

2. Do you feel time pressure to complete work?

Yes ( ) No ( ) sometimes ( )

3. How often you think that Family problems cause stress?

Always ( ) Sometimes ( ) Never ( )

4. Do the Physical exercise & Yoga reduce the stress?

Strongly agree( ) Agree( ) Disagree( )

5. Do you have any health problems like BP, Sugar or else?

Yes( ) No( )

6. Whether Lack of communication causes stress?

Accepted ( ) Not accepted ( )

7. How often you agree that spending time with your family reduces stress?
Strongly agree ( ) Agree ( ) cannot say ( ) Disagree ( ) strongly
disagree ( )

8. Do you feel lack of co-operation in office?

Very often ( ) Often ( ) rarely ( ) Very rarely ( ) Never ( )

9. Do you have any practice in meditation & prayer to reduce the stress?

Yes ( ) No ( ) Sometimes( )

10. How do you feel about the work environment in the organization?
Good ( ) Better( ) Bad( ) Worse( )

11. Do the Financial motivations reduce the stress?

Strongly agree ( ) Agree ( ) cannot say ( )

Disagree ( ) strongly disagree ( )

12. Do you participate in training & development programs in your organization?

Fully ( ) Partially ( ) None ( )

13. Do you agree that Relaxation reduces the stress?

Strongly agree ( ) Agree ( ) cannot say ( )

Disagree ( ) strongly disagree ( )

14. Whether family counselling is needed to overcome the stress?

Accepted ( ) Not accepted ( )

15. Whether by following safety precautions reduces the stress?

Strongly agree ( ) Agree ( ) cannot say ( )

Disagree ( ) strongly disagree

**********

Bibliography:

 Stress Management house-By satish Pai, Ravi Shanker, Himalaya publications

  Stress Management-By Meetha Nanda, India Log publications
 Stress Management-By Dr. Andrew Gloizek, Magna publicatuions

Web sites:

www.humanresouyrce.com

www.stressmanagement.com

BIBLIORAPHY

Books for reference:

Fred Luthans : “Organization Behavior”

McGrawHillInternational
Edition.

Stephen P. Robin : “Organization Behavior – concept

Controversies & Applications”

V. Ashwatha Ramaiah : “A celebration called Life”

Unique consultants (P) Ltd.

V. K. Jain : “The management journal of power

professionals”