Caritor. Suhasini j 0412

7/29/2019 Caritor. Suhasini j 0412

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Stress at Work

M.P.Birla Institute of Management 1

STRESS AT WORK

Submitted By

SUHASINI.J

(REG.NO:04XQCM 6033)

Of

M.P.BIRLA INSTITUTE OF MANAGEMENT

Associate Bharatiya Vidya Bhavan,# 43, Race Course Road,

Bangalore-560001.

2004-2006


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Declaration

I hereby declare that this report titled Stress at work is a record of independent work

carried out by me, towards the partial fulfillment of requirements for MBA course of

Bangalore University at M.P.Birla Institute of Management. This has not been submittedin part or full towards any other degree or diploma.

Dat e: J. Suh asin i

Place: ( 04XQCM 6033)


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Principals Certificate

This to certify that this report titled Stress at Work has been prepared by J.Suhasini

bearing the registration number 04 XQCM6033 under the guidance and supervision of Prof.

Sumithra Sreenath, MPBIM, Bangalore. This has not formed a basis for the award of any

degree/diploma of any university.

Place: Bangalore Principal

Date: (Dr.N.S.Malavalli)


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GUIDES CERTIFICATE

This is to certify that the Project Report entitled Stress at work, done by J.Suhasini

bearing registration No.04XQCM6033 is a bonafide work done carried under my guidance

during the academic year 2005-2006 in a partial fulfillment of the requirement for the award

of MBA degree by Bangalore University. To the best of my knowledge this report has not

formed the basis for the award of any other degree.

Date: Prof. Sumithra Sreenath,

Place: Bangalore M.P.B.I.M.


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ACKNOWLEDGEMENT

I take this opportunity to sincerely thank to Dr.N.S.Malavalli, Principal, M.P.Birla Institute of

Management, Bangalore, who has given his valuable support during my project.

I would like to express my profound gratitude to Sumithra Sreenath. Professor, M.P.Birla

Institute of Management, Bangalore, for her constant support, encouragement and

guidance throughout this research work .

I equally thank all the respondents who have rendered their sincere opinions and

suggestions and helped me successfully complete this research work.

Last but not the least, I express my sincere gratitude to my family and friends who have

directly or indirectly helped me complete this project.

J.Suhasini.


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CONTENTS

CHAPTERSPARTICULARS

PAGE

NUMBERS

1 EXECUTIVE SUMMARY6

PART A - THEORETICAL SETTINGS

82 INTRODUCTION

17

INDUSTRY PROFILE3

224 COMPANY PROFILE

31LITERATURE REVIEW5

376

RESEARCH OBJECTIVE , SCOPE ANDLIMITATION

397 RESEARCH METHODOLOGY

PART B SURVEY FINDINGS

ANALYSIS AND INTERPRETATION41

8

PART C CONCLUSION

MAJOR FINDINGS OF RESEARCH83

9

10 RECOMMENDATIONS87

DIRECTIONS FOR FURTHERRESEARCH

91

11

ANNEXURE

12 QUESTIONNAIRE92

13 SELECT BIBILIOGRAPHY95


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EXECUTIVE SUMMARY

Organizational life with too much stress leads to rust out and burnout that

ultimately makes the organizational life unpleasant and tiring and unproductive.The Stress and Strain and its associates burnout and rust phenomena are highly

individualistic and greatly differ from company to company. Stress itself is a

function of a number of variables; the nature of the work itself is a major Stressor.

There is a need for research to identify the link between the nature of the work

and the mindset of the employees towards the work. This is the prime motivator

for taking up the research project Stress at work at CARITOR.

Caritor, incorporated and headquartered in the USA, is a global IT Consulting

& Systems Integration firm that delivers high-quality IT services to leading clients

around the world .

The research was made on employees who are under the pay rolls of the

company. It covers only a part of universe as the sample. From the study it was

found that, the female employees are found to be more prone to stress

compared to their male counterparts. The reason can be attributed to the fact that

most women suffer from peer pressure from their male counterparts.. Both the

male and female employees feel that work environment has an impact on their

performance. The employees are found to be content with the present work

environment in the company. The satisfaction of employees is dependent on the

quality of work life.

Thus, the analysis of the employees stress level in their work is an essentia

aspect as it brings out the chances of overall improvement in both the company an

the employees.


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INTRODUCTION

What is Stress?

Stress is a normal component of the bodys response to demands that are placed on

it. When we are frightened or angry, the body responds to this stress with a number

of physical reactions that prepare it for action. Factors that trigger this stress response

are known as stressors.

Stressors are encountered in almost every aspect of our lives. Excess stress, or distress,

has been identified as an important factor in many types of illness. Occupational stress is

often the combined effect of several stressors. Job stressors include physical and

organizational factors.

What is Job Stress?

Job stress can be defined as the harmful physical and emotional responses that occur

when the requirements of the job do not match the capabilities, resources, or needs of the

worker. Job stress can lead to poor health and even injury.

The concept of job stress is often confused with challenge, but these concepts are not the

same. Challenge energizes us psychologically and physically, and it motivates us to learn

new skills and master our jobs. When a challenge is met, we feel relaxed and satisfied.

Thus, challenge is an important ingredient for healthy and productive work. The importance

of challenge in our work lives is probably what people are referring to when they say "a little

bit of stress is good for you. In general, the combination of high demands in a job and a low

amount of control over the situation can lead to stress.


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The bodys pre-programmed response to stress has been called the Generalized

Stress Response and includes:

Increased blood pressure

Increased metabolism (e.g.. faster heartbeat)

Decrease in protein synthesis, intestinal movement and allergic response

Increased cholesterol and fatty acids in blood for energy production

systems

Localized inflammation (redness, swelling, heat and pain)

Faster blood clotting

Increased production of blood sugar for energy

Increased stomach acids.


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What are the Causes of Job Stress?

Nearly everyone agrees that job stress results from the interaction of the worker and the

conditions of work. Views differ, however, on the importance of worker characteristics

versus working conditions as the primary cause of job stress.The other causes of job

stress are:

Work Overload

Unreasonable Job Demands

Role Ambiguity

Career Concerns

Inadequate Training

Interpersonal Relationships

Incompetent Support Personnel

Job Security

Role Isolation

Sex/Race/Age Discrimination

Too many bosses

Low morale among workers

Risk of injury and disease

Performance Monitoring

WORK STRESS:

Stress has become an inevitable part of everyday life. However one has to have certain

amount of stress to function efficiently. This stress is called driving stress. In the

absence of this stress, performance will fall down. But, stress should not increase beyond

a certain level. When it goes beyond this level it becomes a hazard (Danger). It results in


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the physical strain, and psychological problems, which again reduces the productivity of

the individual.

RESPONSES OF HUMAN BODY TO STRESS:

STIMULI

Amity Enmity

(Friendly) (Unfriendly)

Maintains right

Body-mind equilibrium

Charged Defeated

(Ready) (Not Ready)

Fight Flight

Reaction Reaction

Positive effects Body-mind equilibriumon the system is upset

EUSTRESS

Negative effects on the system

STRESS


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CLASSIFICATION OF STRESS:

Stress has positive and negative aspects. The positive aspects of stress is caused

by good feeling (E.g. An employee is offered a job promotion at another location ) this is

called EUSTRESS. Eustress is not damaging (or) bad and is something people should

seek out rather than avoid.

SOURCES OF STRESS:

The physical and mental condition of person alters while undergoing stress. Due to

these changes, several symptoms arise in physical, psychological and behavioral

aspects of an individual. These stresses arise from sources which are called stressors

and they can be broadly classified as:

1. Environmental Stressors,

2. Organizational stressors,

3. Group stressors, and

4. Individual stressors.

1.Environmental stressors:

Organizations are not separate; they are a part of the society. Besides the

environmental this affects the society and also the organization. Thus, it also affects the

individual. The speed at which technology is changing the world is also affecting

the societies, companies and organizations. This has overall effects on the employee, as

an individual also. E.g. rising prices, status problems, lack of privacy, missed contact, etc.,


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2.Organizational stressors:

The stressors occur not only outside the organization, but also inside the

organization. Organizational stressors are associated with changes in the

organizational environment.

Organizational stressors can be categorized into

Policies and strategies

Structure and Design,

Process and Working conditions.

They can be work overload, under experience, pay inequality, crowded working are, heat,

poor lighting etc., and act as stressors

3.Group stressors:

People usually are members of various formal and informal groups. These groups have

great influence on individual members behavior. Thus, it is also a source of stress. Thegroup stressors can also be categorized into three types.

Lack of group cohesiveness (Unity),

Lack of social support,

Interpersonal and intergroup conflict.

4.Individual Stressors:

Apart from the other stressors, there are also other individual factors, which cause stress.

They are as follows

Conflict of role (E.g.: Wife mother (or) executive)

Life and career Changes,


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Conflict of goal (Among several goals).

CONSEQUENCES OF STRESS:

Stress is inevitable in peoples lives. Stress in jobs seems to benefit from a mild level of

stress, the consequences of high level of stress, which is harmful to individuals,

are classified into three:

1) Physical Consequences,

2) Psychological Consequences, and

3) Behavioral consequences.

1)Physical consequences:

Stress has a tremendous impact on physical health of individuals and employees. A high

level of stress is accompanied by high blood pressure, which can result in heart problems,

ulcers and arthritis. Doctors report 90% of p atients complain of stress related problems.

2)Psychological consequences:

High level of stress may be caused and accompanied by anger, anxiety,

depression, nervousness, irritability and tension. These results in reduced self- esteem,

resentment, and inability to concentrate and take decisions, and job dissatisfaction.

All these result in poor job performance.

3)Behavioral consequences:

Stress, if sustained over long period, negatively affects the employees behavior. This can

be seen in these habits. They can be under eating (or) over eating, sleeplessness,


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increased smoking, and drinking or drug abuse. This leads to late coming to work,

absenteeism (or) being out by the company.

All these aspects eventually create problems for organizations. As hiring new

employees and training them is very expensive. Besides stress it can cause errors,

accidents, loss of life too. Extreme case stress is also called Burn out. This can be

observed by severe exhaustion, depersonalization and diminished personal

accomplishment. They are mentally depressed; they are impatient and are unwilling to talk

to others.

BURNOUT:

Stress is like electric power. It can make a bulb light up and provide brilliant illumination.

However, if the voltage is higher than what the bulb can take, it can burn the bulb out. The

phenomenon of burnout is a harmful effect of stress resulting in loss of effectiveness.

Burnout can be defined as the end result of stress experienced but not properly coped

with, resulting in the symptoms of exhaustion, irritation, ineffectiveness, inaction,

discounting of the self and others, and health problems (hypertension, ulcers, and heartailments).

The opposite phenomenon of glow-up occurs when stress is properly channeled,

resulting in a feeling of challenge, high job satisfaction, creativity, effectiveness,

and better adjustment to work and life. One study has shown that stress tolerance is

higher in individuals with greater impulse control (voluntary delay of gratification of

physical and physiological needs) or self-control.


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CCOOPPIINNGG SSTTRRAATTEEGGIIEESS::

Stress cannot be removed but it can be reduced. Thus there is no stress

elimination, but stress reduction (or) coping. Research has shown that the social and

emotional support available to the person can help him or her to cope with stress

effectively. People maintaining close interpersonal relationships with friends and family

are able to use more approach strategies.

Organizations should effectively utilize its human resources to achieve the

human resources to achieve the organizational goals and create meaningful and

enriching jobs.

Organizations must adapt to the changing social, economic, political and

technological improvements. Thus, the organizational structure should be flexible

so as to accommodate such changes.

Planning should be done well in advance so that organizations will know what to

do next. This can meet both individual and organizations requirement and itreduces stress at all levels.


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INDUSTRY PROFILE

Information Technology

Overview

India's IT market reached a turn over of US$ 16.2 billion in 2004-05. The IT Sector

employs 697,000 people and this is likely to reach 2 million by 2014. IT Companies are

expected to account for 8-10% of GDP by 2008 from 1.4% in 2001

India has emerged as a global player in Information Technology with software

exports of US Dollars12 billion in 2003-2004 and $ 17.2 billion in 2004-2005. The revenue

from exports of IT and related services is expected to reach US$ 57 billion by 2008,

according to a McKinsey report. Of the Fortune 500 companies 220 outsource their

software from India.80 out of world's 117 SEI CMM level-5 companies are from India.India's

IT and IT-enabled services exports go to 133 countries. Indian IT companies train people in

55 countries. India's IT workforce is 650,000. This is projected to reach 2 million in the next

ten years.

Computer software

India has become one of the most preferred destinations for sourcing software and

IT enabled services. India in comparison to other low cost locations ranks high in several

critical parameters including, level of government support, quality of the labour pool, English

language skills, cost advantage, project management skills, entrepreneurial culture, strong

customer relationships and exposure to new technologies. India's strength has been

enhanced by the industry's strong focus on quality software and processes. This is evident

from the fact that a large number of Indian companies have received SEI-CMM Level 5 andISO-level certifications.

Additionally, a favorable time zone difference with North-America and Europe helps

organizations achieve 24x7 internal operations and customer service. Indian IT software

and services industry is expected to account for about 2.64 per cent of India's GDP and
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21.3 per cent of exports during 2003-04 and is projected to grow to 7% of India's GDP and

35% of exports by 2008.

India's vibrant IT software and services industry has been projected to reach an

export potential of $57-65 billion for the software and services sector by 2008. This implies

a share of 6% of the relevant global market. The ITES-BPO sector exports is likely to reach

US $ 21-22 billion by 2008.

The number of professionals employed in India by IT and ITES sectors is estimated

at 813,500 by March, 2004 of which 260,000 were in the IT software and services export

industry; nearly 245,500 in ITES-BPO sector; 28,000 in the domestic software market and

over 280,000 in user organizations.

Indias Strengths in Software Industry

The Indian software industry truly symbolizes India's strength in the knowledge

based economy. Highly skilled human resources coupled with low wage structure and world

class quality have transformed India into a global powerhouse in the Information

Technology (IT) software services and solutions sectors.

Despite a slowing global economy, Indian Software exports grew by 23 percent in

2001-02, while overall exports fell down by 2 per cent.

India currently exports software to around 95 countries around the globe and more than 250

Fortune 500 companies have outsourced some part of their software requirements from

India. North America and Europe accounted for 86% of Indian exports in 2000-2001.

The growth of India as a software hub has also been facilitated by the initiatives

taken by the Union and State Governments. Many State Governments have set up Hi-Tech

Parks and implemented e-governance projects.

Many global software majors have set-up operations in India. They include Microsoft,

Oracle, Adobe among others.


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The Government has also announced incentives for adhering to Quality Standards

such as ISO 9000, SEI CMM by providing import duty concessions. Similarly, Exim bank

subsidizes the cost of acquiring the quality standard by around 50%.

The growth of the sector has also been enhanced by a Flourishing Venture Capital

(VC) industry. The VC industry was estimated to be worth around US$ 408 million in 2000

and is expected to grow to US$ 10 billion by 2008. This shows a CAGR of around 50 per

cent.

Policy Initiatives

In the fast paced technology sector such as Electronics and Information Technology,the characteristics which underpin the industry and services are fast technological

developments, reducing business cycle times, just-in-time and time to market. To give a

boost to the Electronics and Information Technology Industry, a number of policy measures

were taken during the year and procedures further simplified.

1. Export Promotion Capital Goods (EPCG)Scheme:

Import of capital goods upto 10 years old and import of capital goods for pre-production and

post-production facilities has also been permitted under the scheme. Import of spares has

also been permitted to facilitate upgradation of existing plant and machinery.

2. Rationalization of Tariff Structure: Following important measures have been taken

by the Government to promote indigenous manufacture.

Customs duty on specified raw materials/inputs for manufacture of electronic

components has been reduced to zero per cent.

Customs duty on specified capital goods used for manufacture of electronic

goods has been reduced to zero per cent.

Excise duty on computers has been reduced to 8% from 16% and

microprocessors, hard disc drives, floppy disc drives and CD ROM drives

have been exempted from Excise duty.


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Customs duty has been reduced to 10% on electronic components and on

ITA-1 items as per the commitment.

Software Technology Park (STP)/EHTP/EOU/SEZ units are now required to be only net

positive foreign exchange earners and there will not be any minimum export performance

requirement. Period of utilization of raw materials prescribed has been increased from 1

year to 3 years. Export/Import of all products through post parcel/courier has also been

allowed .

3.Special Economic Zones (SEZ) Scheme

Sales from Domestic Tariff Area (DTA) to SEZs will be treated as export. This has

entitled domestic suppliers to Drawback/Duty Entitlement Pass Book (DEPB) benefits,

Central Sales Tax (CST) exemption and Service Tax exemption. Restriction of one year

period for remittance of export proceeds has been removed for SEZ units. Export/Import of

all products through post parcel/courier has also been allowed for SEZ units.

4.Reduction of Transaction Cost

High priority has been accorded to the Electronic Data Interchange (EDI)

implementation programme covering all major community partners in order to minimise

transaction cost, time and discretion. Customs clearances will be based on self assessment

and selective examination. Round the clock electronic filing of customs documents for

clearance of goods, presently available in 9 customs formations, is being extended to 23

customs formations. Applications filed electronically through the DGFT's website

(www.nic.in/eximpol) shall have a 50% lower processing fee as compared to manual

applications.


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Duty / Tariff Structure

1.Customs Duty

Peak rate of customs duty has been reduced to 20%. Special Additional Duty (SAD)

of 4% has been abolished. Customs duty on project imports with investment of at least Rs.

5 crore in plants and machinery reduced from 25% to 10%. Customs duty on computers

and peripherals reduced to 10% and storage devices, integrated circuits, microprocessors,

data display tubes and deflection components of colour monitors continue at zero per cent.

Customs duty on Information Technology Agreement (ITA-1) bound items has been

reduced as per commitments. Customs duty on specified raw materials/inputs used formanufacture of electronic components or optical fibres/cables and capital goods used for

manufacture of electronic goods has been reduced to zero per cent. Specified infrastructure

equipment for basic/cellular/internet, V-SAT, radio paging and public mobile radio trunked

services and parts of such equipments exempted from basic customs duty. Customs duty

on cellphones has been reduced from 10% to 5%. Laptops brought as part of baggage

have been exempted from customs duty.

2.Central Excise Duty

Excise duty on computers has been reduced from 16% to 8%. Microprocessors, hard

disc drives, floppy disc drives and CD ROM driveshave been exempted from excise duty.

Pre-loaded software on PCs, audio CDs, recorded VCDs and DVDs, cellular phones, radio

trunking terminals, portable receivers for calling, alerting or paging; parts, components and

accessories of mobile handsets including cellular phones have been exempted from excise

duty.


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COMPANY PROFILE:

Corporate Overview

Caritor, incorporated and headquartered in the USA, is a global IT Consulting &

Systems Integration firm that delivers high-quality IT services to leading clients around the

world. We have been playing the role of a trusted IT partner to our clients since 1993 by

helping them translate their IT vision into solid, measurable value. Today we have a presence

that spans the USA, UK, France, the Middle-East, India and Singapore with over 2900

Caritorians working across these locations to deliver winning solutions for our clients.

Caritor offers cost-effective and intelligent IT solutions to clients in the Financial

Services, Communications, Retail, Manufacturing, High-Technology, Travel & Transportation

and Public Sector industries. We offer IT services in the areas of Application Development,

Application Management, Enterprise Business Solutions, Software Testing and Systems

Integration through a global delivery model that ensures security, cost-effectiveness andquality for clients.

Since our inception we have firmly believed in ensuring the highest quality and

security for the IT solutions that we deliver to clients. Our quality and security processes &

certifications are a testament to this commitment - we are one of the very select companies in

the world to be certified at SEI-CMM Level 5, PCMM Level 5, CMMI Level 5, ISO:9001 and

the BS7799 standards. As part of our continuing quality initiatives we are also rolling out Six-

Sigma processes internally

As a testament to our growth, capabilities and long-term customer relationships

Citigroup Venture Capital International (CVC), a business unit of Citigroup Alternate

Investments, came on board as partner for strategic initiatives in December 2004 through a
http://www.caritor.com/index.html


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private investment deal. In our quest to develop new competencies and serve newer markets

we also acquired idgo group, a Paris-based provider of high-end IT consulting services to the

Telecommunications & Financial Services industries in Europe, in June 2005.

History

The original dream

"My dream is to create an enduring and long lasting global IT Institution, which has the

ability to create leaders and affect the lives of people over generations."

- Mani Subramanian, Founder - Chairman and CEO

Caritor (earlier known as 'IT Solutions') was founded as a U.S. Corporation in the

San Francisco Bay Area, California on January 15, 1993 by Mani Subramanian, our

Founder-Chairman & CEO. Mani is an Engineer and MBA by profession who immigrated to

the United States in the fall of 1992.

With $150,000 in start-up capital, the former president of Wipro Systems set out to

create a new-generation software-solutions company. Of course he had under his belt solid

management experience of around 22 years, first at the Tata Group, where he expanded its

IT services into other countries, and later at Wipro, where he increased revenue more than400 percent in 3 years.

A Strong Foundation

Our Founder's desire to establish a global software company was based upon his

own core values and the belief that there would be an ever-growing demand for IT

resources that could only be satisfied by a global supply. He was also convinced that the

best value to the customer would be only served by having a strong local presence wherethe demand was substantial.

Mani's dream is to create an enduring and long lasting global IT Institution, which

has the ability to create leaders and affect the lives of people over generations. This


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institution should provide accountable value proposition consistently to customers by

offering competitive solutions leveraging Global Sourcing software delivery business model.

Based on his belief that for a company to be truly global, it has to have a rich home

market, Mani chose the San Francisco Bay Area to start the company. There is no marketmore appropriate than Silicon Valley, for its wealth of technology, and California, for the

size of the economy. If we could succeed in the Silicon Valley, we could gain recognition

elsewhere in the world.

Core Values

Customer Partnership

We approach every customer with a view to build a professionally enduring relationship

Integrity

We demonstrate integrity and have the intellectual honesty to refuse opportunities that we

cannot fulfill to the satisfaction of our customers

Result orientation

We leverage technology with a single-minded focus on delivering leadership results for our

customers

Accountability

We promote accountability at all levels and honor what we commit to our customers

Flexibility

We encourage flexibility to help us serve our customers with technology optimal and cost

effective solutions

Global Autonomy

We ensure global standards while enabling local autonomy to deliver high-quality,

responsive and personalized service


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Expertise

Business is about results, and not just returns

Customers mean much more than just another sale

People are as important as profits.

Caritor believes that technology is just the means to an end. Even though we

operate in the technology industry as a consulting organization, we focus on business

processes to build "business solutions" keeping technology in the background, as a mere

enabler.

Technologically, we are a client/server company that has successfully transitioned

into Internet technologies, E-Commerce and E-Business applications. We also possess

strong expertise in Unix and NT systems. Our work in databases has extended into OLTP

systems all the way from post-implementation services to ERP applications.

We have the ability to quickly master any technology - be it legacy or state-of-the art,

and harness the learning to deliver appropriate solutions for our customers.

One of the fundamental principles around which Caritor was built was to have a

strong local presence in the markets we serve. The leadership in these local markets not

only facilitates acceptance of the Caritor business model with potential customers, but also

brings scalability to local operations

Our self-developed software architecture- CAFe (Caritor Application Framework for

eBusiness Solutions) is used for web-enabling complex IT projects. We are able to provide

our customers with increased value due to the productivity and quality gains achieved

through the usage of the CAFe and other re-usable components built over a period of time


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Meaning of Caritor

The word Caritor has its origin in two languages. "Cari" is derived from the Latin

word "Caritas", signifying the concept of caring. Cari demonstrates relationship building

through customer care and value creation. It stands for our values-driven culture. "tor" hasSpanish origins and is derived from the word "Toreador", signifying the boldness and

strength of a bull fighter. It symbolizes the can-do spirit and entrepreneurial drive of our

organization. It brings out the ability and courage to take on heavy odds and win. The

complete name "Caritor" signifies our agressiveness in being a caring partner for our

customers.

Signoff Line

The Signoff line signifies our distinct focus on and approach to delivering value

while empowering our customers' vision. Our core competence is to bridge the gap

between the vision and the value of our customers' organizations through our products and

services. This unique mind set and approach enables us to add long term and sustainable

value to our customers' businesses while building an enduring partnership.

Significance of the Symbol

The Symbol in essence represents the character of the people who represent this

company -A character that is


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Grounded firmly on a foundation that is as

strong and caring as the mother Earth - as

represented by the globe

Always on the move in terms of intellectual

advancement and learning to better serve our

customers as evidenced by the globe on its

natural axis of rotation.

Determined enough to dare to dream and

preserve to reach for the stars - as

symbolized by the unflinching human

character stretching out to reach for the star.

Overall, the symbol brings together into perfect harmony the essential

elements of the character required in a person to succeed at Caritor.

INDUSTRIES & SERVICES:

The industriesthat the Caritor is into are,

Financial Services

Telecommunications

Retail & Consumer Products

Manufacturing & Logistics

Travel & Transportation

Public Sector

Caritor provide servicesin the following domains

Architecture & design

Systems Integration

Enterprise Business Solutions
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- Enterprise Resource Planning

- Business Intelligence & Data Warehousing

- Product Lifecycle Management

Application Management

Testing & Validation

Technology Services

Application Portfolio Management.


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Company Profile:

Name CARITOR

Address

100, Suraj United Manor,Bull Temple Road, Basavanagudi,

Bangalore,04

Phone 080.2667 8355 URL www.caritor.com

Key Contacts

Sl No Name Designation e-mail

1 Mani Subramanian Chairman & CEO

2 Jim Puthuff COO [email protected]

3 Chris Setterington EVP & CFO

4 Srikanth Rao EVP, Human Capital

Company Size 3500 Annual Turnover ($ Millions)

Key Services Areas Technologies Clients

Architecture & Design SAP Honeywell

Systems Integration Java, C, C++, .NET Orange

Enterprise Business Solutions Winrunner, Testing S/w TJX

Application Management Oracle, SQL, Access Scottish Life

Application Development Unix Unisys

Testing & Validation Helphire

Application Portfolio Mgmt.

Strategic Partners

Honeywell Inclination Towards Outsourcing

Microsoft

SAP Legend Against
http://www.caritor.com/mailto:[email protected]:[email protected]://www.caritor.com/


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For

NA-

Remarks 31st fastest growing, privately held US company

LITERATURE REVIEW

Purpose:


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The purpose of literature review is to identify the problem statement,

understand the secondary data that has been gathered in the field of study and to make

new findings on the problem statement.

Methodology:

Methodology that is followed for literature review are different facets of information

sources concerning to motivation factors of employee satisfaction. Different sources used

in order to collect the information or data are:

Magazines and journals

The internet

Publications

Articles

The following articles have been analyzed and used in the research for better

understanding of the topic.

Title: Employee Stress and Performance

Author: David Lee

Website referred: [email protected]

Creating a high performance organization requires understanding what factors

influence performance. One of the most significant factors is stress. Initiatives like ,The


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Learning Organization, Process Re-engineering, Diversity Training, Collaborative Team

Work, and The High Performance Organization are all impacted by the way people are

affected by stress. Some of the topics that were covered in this website are as follows:

Stress, Threat, and "Numbing Out"

Implications for the Workplace.

Stress and the Loss of Creativity

Uncontrollable Stress and the Dumping Down Process.

Implications For The Workplace.

To create a high performance organization, an organization that brings out the best

in its people, we need to understand how stress affects people' s intellectual,

emotional, and interpersonal functioning. By drawing on the wealth of research

available, we can make recommendations, which increase the probability that people

will not be compromised by stress, but instead, perform at optimal levels.

Title: What can be done to reduce stress

Author: Alma Dell Smith, Ph.D

1. The first step is to learn to recognize when you' re feeling stressed. Early warning

signs of stress include tension in your shoulders and neck, or clenching your hands

into fists.

2. The next step is to choose a way to deal with your stress. One way is to avoid the

event or thing that leads to your stress ,but often this is not possible. A second

way is to change how you react to stress. This is often the best way.

Tips for dealing with stress

Don' t worry about things you can' t control, like the weather.

Prepare to the best of your ability for events you know may be stressful, like


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job interview.

Try to look at change as a positive challenge, not a threat.

Work to resolve conflicts with other people.

Ask for help from friends, family or professionals.

Set realistic goals at home and at work.

Exercise on a regular basis.

Eat well-balanced meals and get enough sleep.

Meditate.

Get away from your daily stresses with group sports, social events and

hobbies.

Try to look at change as a positive challenge, not a threat.

Title: Journaling for Stress Reduction and Performance Improvement

Author: Kathleen D. Spector, Ph.D.

Website Referred: http://www.jobstresshelp.com/

How to get all the information organized and useful? It seemed overwhelming, if

notnear impossible at times. It was at this time that it rediscovered the value of keeping a

journal; a place to record our thoughts, organize our ideas, and plant our emotions. The

process of keeping a journal not only helps us to reduce stress but also helps to

recognize activity that helps us to achieve the results desired.

To get started, listed are some rituals that will ' kick start' out process and get on

our way . some suggested ways of incorporating reflection into the process in order to

increase self-awareness, identify activity that increases performance (and detractsfrom

achievement), and encourages behavior that reduces stress.

Some of the rituals that helps us to be organized and be free of Stress are:


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Ritual 1: Journal Aesthetics

Ritual 2: Consolidate

Ritual 3: Commit to a specific time of day

Ritual 4: Be Brief (Use bullet points)

Ritual 5: Review the past for better results in the future.

Title: Stress Burnout

Information: Mayo Clinical Staff

Burnout is a state of physical, emotional and mental exhaustion caused by

long-term exposure to demanding work situations. Causes of Stress burnout are:

Lack of control. Perhaps you' re unable to influence decisions that affect

your job, such as which hours you' ll work or which assignments you get. Perhaps you'

re unable to control the amount of work that comes in.

Unclear job expectations. Examples include uncertainty over what degree

of authority you have and not having the necessary resources to do your work.

Dysfunctional workplace dynamics. Examples are working with an office bully,

being undermined by colleagues or having a boss who micromanages your work.

Mismatch in values. If your values differ from the way your company does

business or handles employee grievances, it will wear on you after a while.

Extremes of activity. When a job is always monotonous or chaotic, you' ll need

constant energy to remain focused. Over time this energy drain can lead to burnout.


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Title: Facts about Workplace Stress

Author: Ira S. Wolfe

Website referred:www.super-solutions.com

Every employee feels work-related stress. Many employers take it in stride

that they complain about their jobs, their bosses, their co-workers. So is that

occasional outburst that just releases enough pressure to allow you to calm down

and get back to work. Workplace stress costs the nation more than $300 billioneach year in health care, missed work and stress reduction efforts.(Source:

American Institute of Stress)

Only 45 percent of private-sector employees are covered by or participate

in employer-sponsored programs, employers who provide health insurance

benefits experienced on average cost of $3,80 per hour for participating

employees in 2003.That cost has more than doubled in four years. (Source:

Employment Policy Foundation, Employment Trends)

1 out of 5 workers are at risk for stress related health problems.(Source:

LLuminari Landmark Study)

1 in 10 are so tired at the end of the workday that they do not enjoy their non-

work time. (Source: LLuminari Landmark Study)

1 in 5 stated that their work regularly interfered with their responsibilities at home

and kept them from spending time with their family.(Source: LLuminari

Landmark Study)


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Workers who report they are stressed incur health care costs that are 46 percent

higher, or $600 more per person, than other employees.(Source: NIOSH)


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RESEARCH OBJECTIVE ,SCOPE, AND LIMITATION

NEED FOR THE STUDY:NEED FOR THE STUDY:

The Stress and strain of IT sector and its associate burnout and rust phenomena

are highly individualistic and greatly differ from company to company. Stress itself is a

function of a number of variables; the nature of the work itself is a major Stressor. There is

a need for research to identify the link between the nature of work and the mindset of the

employees towards the work. This prompts the need to study about the stress

management and find solutions.

PROBLEM STATEMENT:

To identify the level of stress among the employees for the first three levels in

CARITOR,Bangalore.

PPRRIIMMAARRYY OOBBJJEECCTTIIVVEE::

To analyze the various causative factors by which the employees get stress

at work place Caritor India, Bangalore

SSEECCOONNDDAARRYY OOBBJJEECCTTIIVVEESS::

To analyze the work nature of employees and its association with stress.

To examine the typical ways by which the stress would be de-stressed.

To recommend appropriate stress-coping strategies with respect to IT services.


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SSCCOOPPEE OOFF TTHHEE SSTTUUDDYY

1. The study mainly covers all the employees of Caritor India Bangalore taking

into consideration of levels such as Level 1, Level 2 and Level 3.

2. The study covers the employees who are under the pay rolls of the company.

3. The study covers only a part of the universe as the sample i.e. only 100

employees were chosen out of more than 3500 for surveying purposes.

4. The need for this aspect in the organization is mainly to understand the

stress level in employees.

LLIIMMIITTAATTIIOONNSS OOFF TTHHEE SSTTUUDDYY

This study suffers from the following limitations:-

The research has been attempted to understand the stress level of employees only

at Caritopr India,Bangalore.

Since the period of study is limited to three months, the researcher could not make

an in-depth study

Due to time constraint, the study could cover only permanent employees


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RESEARCH METHODOLOGY

Descriptive Research design has been used for the purpose of the study.

The ideology of using this research design is that the researcher can know more

about the problem being studied and new ideas can be generated.

SSaammpplliinngg TTeecchhnniiqquuee::

Convenience Sampling was used for the purpose of the study so that the sample could be

split into different groups based on the convenience of the researcher.

SSaammppllee SSiizzee::

A sample size of 100 has been chosen for the study.

SSaammppllee PPrroocceedduurree::

Samples have been selected using Random sampling method. This method of

sampling involves selecting samples on a random basis.

CCoonnttaacctt MMeetthhoodd::

Contact with the employees has been made through a structured questionnaire.

DDaattaa SSoouurrcceess::Primary data

This is the data collected from the employees of Caritor India Private Limited India,

Bangalore


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SSeeccoonnddaarryy ddaattaa::

The secondary data sources utilized are:

Magazine

www.caritor.com

http://hrnet

SSTTAATTIISSTTIICCAALL TTOOOOLLSS UUSSEEDD FFOORR AANNAALLYYSSIISS::

PPEERRCCEENNTTAAGGEE AANNAALLYYSSIISS::

Percentage refers to a special kind of ratio used in making comparison between two

or more series of data. Percentage is used to describe relationships and can also be used

to compare the relative terms between the distribution of two or more series of data.

Percentage of respondents = (No of respondents/ Total no of respondents) * 100

WWEEIIGGHHTTEEDD AAVVEERRAAGGEE::

Weighted average is calculated as follows, Weighted average = sumWi (Xi) / n

Where,

Wi - Weightage

Xi Number of Respondents

n Total number of responses.


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GENDER WISE CLASSIFICATION OF THE EMPLOYEES

Gender Frequency % of Responses

Male 60 60

Female 40 40

Total 100 100

TABLE 5.1

.Male Female

CHART 5.1

OBSERVATION:

From the table it is observed that -

60% of the respondents are male . 40% respondents are female.

INFERENCE:

It is inferred that majority of the respondents are male i.e. in IT sector male

employees are more than female employees.


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AGE WISE CLASSIFICATION OF EMPLOYEES

Age No of respondents % of Responses

Less than 21years 5 5

21 to 30 years 90 90

Above 30 years 5 5

Total 100 100

TABLE 5.2

SOURCE: Field investigation

Less than 21years 21 to 30 years Above 30 years

CHART 5.2


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OBSERVATION:


90% of the respondents belong to the age group of 21 to 30 years.

5 % of the respondents belong to the age group of less than 21 years.

5% of the respondents belong to the age group of greater than 30 years.

INFERENCE:

From the table it is inferred that majority of the respondents belong to the age group

of 21to 30 years.


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INCOME WISE CLASSIFICATION OF EMPLOYEES

Income No of respondents % of Responses

Less than 15000 12 12

15000 to 20000 65 65

Above 20000 23 23

Total 100 100

TABLE 5.3


0

10

20

30

40

50

60

70

Less than 15000 15000 to 20000 Above 20000

CHART 5.3


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OBSERVATION:

From the table it is observed that

12% of the respondents earnings are less than Rs15000.

65% of the respondents earnings are between Rs15000 and Rs 20000,

23% of the respondents earnings are greater than Rs20000.

INFERENCE:

From the table it is inferred that majority of the respondents earnings are between

Rs15000 and Rs20000.


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MARITAL STATUS WISE CLASSIFICATION OF EMPLOYEES

Marital Status No of respondents % of Responses

Married 21 21

unmarried 79 79

Total 100 100

TABLE 5.4


Married unmarried

CHART 5.4

OBSERVATION:


21% of the respondents are married.

79 % of the respondents are unmarried.

INFERENCE:

From the table it is inferred that majority of the respondents are unmarried.


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EXPERIENCE WISE CLASSIFICATION OF EMPLOYEES

Experience No of respondents % of Responses

Less than 2 years 34 34

2 years to 3 years 52 52

Above 3 years 14 14

Total 100 100

TABLE 5.5


Less than 2 years 2 years to 3 years Above 3 years

CHART 5.5


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OBSERVATION:


34% of the respondents have experience less than 2 years

52 % of the respondents have experience of 2 to 3 years

14% of the respondents have more than 3 years of experience

INFERENCE:

From the table it is inferred that majority of the respondents have 2 to 3 years of

experience.


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FACILITIES FOR TAKING BREAKS

BREAK FACILITIES No of respondents % of Responses

Good 35 35

Not a problem 21 21

Slight problem 43 43

Major problem 1 1

Total 100 100

TABLE 5.6


0

5

10

15

20

25

30

35

40

45

Good Not a problem Slight problem Major problem

CHART 5.6


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OBSERVATION:


35% of the respondents feel that break facilities is good.

21% of the respondents feel that break facilities is not a problem.

43% of the respondents feel that there is slight problem in the break facilities .

1% of the respondents feel that there is a major problem in the break facilities.

INFERENCE:

From the table it is inferred that there is a slight problem in the break facilities.


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ABSENTEEISM WITH UNRELATED REASONS AMONG RESPONDENTS

Absenteeism(unrelated reason) No of respondents % of Responses

Always 69 69

Sometimes 29 29

Never 2 2

Total 100 100

TABLE 5.7


Always Sometimes Never

CHART 5.7


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OBSERVATION:


69% of respondents give always-false reasons.

29% of the respondents sometimes give false reasons .

2 % of the respondents never give false reasons.

INFERENCE:

From the table it is inferred that the majority of the respondents are absent to work

for the reasons other than what they quote.


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BETTERMENT OF POSTIONS AND ACHIVEMENTS

Strive for betterment No of respondents % of Responses

Always 93 93

Sometimes 7 7

Never 0 0

Total 100 100

TABLE 5.8


0

10

20

30

40

50

60

70

80

90

100

Always Som etim es Nev er

CHART 5.8


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OBSERVATION:


93% of respondents always strive for betterment of their position and

achievement.

33% of the respondents sometimes strive for betterment of their position

and achievement .

0% of the respondents never strive for betterment of their position and

achievement.

INFERENCE:

From the table it is inferred that the majority of the respondents strive fo

betterment of their position and achievement.


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SATISFACTION WITH JOB ASSIGNMENTS

JOB SATISFACTION No of respondents % of Responses

Very happy 8 8

Happy 29 29

Just satisfied 45 45

Dissatisfied 18 18

Total 100 100

TABLE 5.9


0

5

10

15

20

25

30

35

40

45

Very Good Good Just satisfiedDissatisfied

CHART 5.9


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OBSERVATION:


8% of the respondents are very happy with their job assignments .

29% of the respondents are happy with their job assignments .

45% of the respondents are just satisfied with their job assignments

.

18% of the respondents are dissatisfied with their job assignments .

INFERENCE:

From the table it is inferred that majority of the respondents are just satisfied

with their job assignments


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HAVE LESS TIME FOR HOBBIES AND THEMSELVES

Less time No of respondents % of Responses

Always 88 88

Sometimes 9 9

Never 3 3

Total 100 100

TABLE 5.10



CHART 5.10


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OBSERVATION:


88% of respondents always have less time for their hobbies and to take care

of themselves.

9% of respondents sometimes have less time for their hobbies and to take

care of themselves.

3% of respondents enough time for their hobbies and to take care of

themselves.

INFERENCE:

From the table it is inferred that majority of the respondents are always have

less time for their hobbies and to take care of themselves.


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FLEXIBILITY OF WORKING HOURS

FLEXI WORKING No of respondents % of Responses

Good 53 53

Not a problem 20 20

Slight problem 16 16

Major problem 11 11

Total 100 100

TABLE 5.11


0

10

20

30

40

50

60

Good Not a problem Slight problem Major problem

CHART 5.11


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OBSERVATION:


53% of respondents feel that policy of flexi working hours is good.

20% of respondents do not have any problems with the policy of flexi working

hours.

16% of respondents have slight problems with the policy of flexi working hours.

11% of respondents have major problems with the policy of flexi working hours.

INFERENCE:

From the table it is inferred that majority of the respondents feel that policy of

flexi working hours is good.


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WORKING HOURS

WORKING HOURS No of respondents % of Responses

< 40 Hours 0 0

40 hours 50 hours 36 36

50 hours 60 hours 53 53

>60 hours 11 11

Total 100 100

TABLE 5.12


< 40 Hours 40 hours 50 hours 50 hours 60 hours >60 hours

CHART 5.12


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OBSERVATION:


There are no respondents who work for less than 40 hours in a week.

36% of respondents working hours range between 40 hours 50 hours per week.

53% of respondents working hours range between 50 hours 60 hours per week.

11% of respondents work for more than 60 hours in a week.

INFERENCE:

From the table it is inferred that majority of the respondents working hours

range between 50 to 60 hours per week. The number of working hours exceed

the normal amount of working hours for any employee .


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AUTHORITY AND RESPONSIBILITY SITUATION OF RESPONDENTS

Opinion No of respondents % of Responses

Sufficient 16 16

Insufficient 84 84

Total 100 100

TABLE 5.13


Sufficient Insufficient

CHART 5.13

OBSERVATION:


16% of the respondents feel that the authority and responsibility assigned to

them is sufficient.

84% of the respondents feel that the authority and responsibility assigned to

them is insufficient..

INFERENCE:

From the table it is inferred that majority of the respondents feel that the

authority and responsibility assigned to them is insufficient..


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COMPENSATION PACKAGE

Compensation package No of respondents % of Responses

Very good 4 4

Good 17 17

Satisfied 23 23

Dissatisfied 56 56

Total 100 100

TABLE 5.14


Very good Good Satisfied Dissatisfied

CHART 5.14


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OBSERVATION:


4% of the respondents are very happy with their compensation

package.

17% of the respondents are happy with their compensation

package..

23% of the respondents are just satisfied with their compensation

package.

56% of the respondents are dissatisfied with their compensation

package..

INFERENCE:

From the table it is inferred that majority of the respondents are dissatisfied

with their compensation package.


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OPPURTUNITIES FOR PROMOTION AND GROWTH

Promotion opportunities No of respondents % of Responses

Very good 27 27Good 42 42

Few 21 21

No 10 10

Total 100 100

TABLE 5.15


0

5

10

15

20

25

30

35

40

45

Very good Good Few No

CHART 5.15


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OBSERVATION:


27% of the respondents feel that the opportunities for promotion and growth

are very good in the company.


are good in the company.


are few in the company.

27% of the respondents feel that there are no opportunities for promotion

and growth in the company.

INFERENCE:

From the table it is inferred that majority of the respondents feel that the

opportunities for promotion and growth are good in the company.

.


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APPRECIATION OF EFFORTS FROM MANAGERS

Appreciation No of respondents % of Responses

Very good 6 6

Good 17 17

Satisfied 22 22

Dissatisfied 55 55

Total 100 100

TABLE 5.16


0

10

20

30

40

50

60


CHART 5.16


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OBSERVATION:


6% of the respondents are very happy with the kind of appreciation that

they get for their efforts from their managers.

17% of the respondents are happy with the kind of appreciation that they

get for their efforts from their managers.

22% of the respondents are just satisfied with the kind of appreciation that


55% of the respondents are dissatisfied with the kind of appreciation that


INFERENCE:

From the table it is inferred that majority of the respondents are dissatisfied

with the kind of appreciation that they get for their efforts from their managers.


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SUPERIMPOSING OF WORK AND HOME ISSUES

Superimpose No of respondents % of Responses

Always 91 91

Sometimes 7 7

Never 2 2

Total 100 100

TABLE 5.17


0

10

20

30

40

50

60

70

80

90

100


CHART 5.17


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OBSERVATION:


91% of respondents always superimpose their work and home issues.

7% of respondents sometimes superimpose their work and home issues.

2% of respondents never superimpose their work and home issues.

INFERENCE:

From the table it is inferred that majority of the respondents always superimpose

their work and home issues.

.


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TRAINING FOR CURRENT WORK

Training No of respondents % of ResponsesVery good 11 11

Good 20 20

Sufficient 18 18

Insufficient 46 46

No 5 5

Total 100 100

TABLE 5.18


Very good Good Sufficient Insufficient No

CHART 5.18


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OBSERVATION:


11% of respondents feel that the training given to them to perform their current work

is very good .


is good .


is sufficient.


is insufficient..

5% of respondents feel that there is no training given to them to perform their

current work .

INFERENCE:

From the table it is inferred that majority of the respondents feel that the training

given to them to perform their current work is insufficient..


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TEAM PLAYER

Team player No of respondents % of Responses

Very good 31 31

Good 52 52

Average 17 17

Total 100 100

TABLE 5.19


0

10

20

30

40

50

60

Very good Good Average

CHART 5.19


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OBSERVATION:


31% of the respondents are very good team players.

52% of the respondents are good team players.

17% of the respondents are average team players

INFERENCE:

From the table it is inferred that majority of the respondents are god team players.


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FEEL GUILTY WHEN THEY RELAX

Feel guilty No of respondents % of Responses

Always 4 4

Sometimes 35 35

Never 61 61

Total 100 100

TABLE 5.20



CHART 5.20


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OBSERVATION:


4% of respondents always feel guilty when they relax.

35% of respondents sometimes feel guilty when they relax.

61% of respondents never feel guilty when they relax.

INFERENCE:

From the table it is inferred that majority of the respondents never feel guilty when

they relax.


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TABLE SHOWING SUPERIMPOSING OF OFFICIAL AND PERSONAL ISSUES.

weighted Average tools applied by giving the weightage as follows.

RatingScale


Weightage 3 2 1

Table showing the Weightage Average based on marital status

Marial status Always Sometimes Never Total Average

Married 21 0 0 63 3

Unmarried 70 7 2 226 2.86

Married = (63+0+0)/63 = 63/21=1.

Unmarried = (210+14+2)/79 = 226/79 = 2.86

Inference:

From the table it is inferred that the employees who are married

superimpose official and personal issues.


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TABLE SHOWING THE RELATIONSHIP OF THE EMPLOYEE EXPERIENCE

WITH REGARD TO THE STARTING PROBLEMS IN THEIR WORK.

Weighted Average tools applied by giving the weightage as follows.

RatingScale


Weightage 3 2 1

Table showing the Weightage Average based on experience.

Experience Always Sometimes Never Total Average

Less than 2

years0 5 44 54 1.10

2 years to 3

years0 7 42 56 1.14

Above 3 years 0 0 2 2 1

Less than 2 yrs = (0+10+44)/49 = 54/49 = 1.10

2 3yrs = (0+14+42)/49 = 56/49 = 1.14

Greater than 3 yrs= (0+0+2)/2 = 1

Inference:

From the table it is inferred that the employees whose experience is less than a year have

starting problems with their work.


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TABLE SHOWING THE RELATIONSHIP BETWEEN MARITAL

STATUS AND URGE TO CHANGE JOB FREQUENTLY.


RatingScale


Weightage1 2 3 4

Table showing the Weightage Average based on marital status

Marial

status Very good Good Satisfied Dissatisfied Total Average

Married 4 14 3 0 41 1.95

Unmarried 0 3 29 56 317 4.012

Married = (4+28+9+0)/21=1.95.

Unmarried = (0+6+87+224)/79=4.012

Inference:

From the table it is inferred that the employees who are unmarried have

the urge to change their job frequently


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TABLE SHOWING THE RELATIONSHIP BETWEEN THE YEARS OF EXPERIENCE

AND URGE FOR AUTHORITY AND RESPONSIBILITY


Rating Scale Insufficient Sufficient

2Weightage 1

Table showing the Weightage Average based on experience.

Experience Insufficient Sufficient Total Average

Less than 2 years 23 11 34 1.67

2 years to 3 years 32 20 52 1.61

Above 3 years 05 9 14 1.35

Less than 2 yrs = (46+11)/34 =1.676

2 3yrs = (64+20)/52 = 1.61

Greater than 3 yrs= (10+9)/14 = 1.35

Inference:

From the table it is inferred that the employees who have less years of experience have

greater urge for authority and responsibility.


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MAJOR FINDINGS OF THE RESEARCH

It is observed that 60% of the respondents are male and 40% respondents are female

It is noted that 90% of the respondents belong to the age group of 21 to 30 years, 5%

of the respondents belong to the age group of less than 21 years. 5% of th

respondents belong to the age group of greater than 30 years.

Almost 12% of the respondents earnings are less than 15000, 65 %

the respondents earnings are between 15000 and 20000, 23% of the responden

earnings are greater than 20000.

Nearly 79% of the respondents are married, 21 % of the respondents are unmarried.

It is seen that 34% of the respondents have experience less than 2 years,52% of

the respondents have experience of 2 to 3 years and 14% of the respondentshave more than 3 years of experience.

It is observed that 35% of the respondents feel that break facilities is good,21% of

the respondents feel that break facilities is not a problem,43% of the respondents

feel that there is slight problem in the break facilities,1% of the respondents feel that

there is a major problem in the break facilities.

It is noted that 69% of respondents always give false reasons for being absent,29%

of the respondents sometimes give false reasons ,and 2 % of the respondents

never give false reasons.


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About 93% of respondents always strive for betterment of their position and

achievement, 33% of the respondents sometimes strive for betterment of their

position and achievement ,and 0% of the respondents never strive for

betterment of their position and achievement.

It is observed that 8% of the respondents are very happy with their job

assignments ,9% of the respondents are happy with their job assignments, 45% of

the respondents are just satisfied with their job assignments ,and 18% of the

respondents are dissatisfied with their job assignments .

Nearly 88% of employees always have less time for Hobbies and themselves, 12%

the respondents sometimes have time for Hobbies and themselves and 0 % of th

respondents time for Hobbies and themselves.

It is noted that 53% of respondents feel that policy of flexi working hours is

good,20% of respondents do not have any problems with the policy of flexi working

hours, 16% of respondents have slight problems with the policy of flexi workinghours and11% of respondents have major problems with the policy of flexi working

hours.

It is observed that there are no respondents who work for less than 40 hours in a

week,36% of respondents working hours range between 40 hours 50 hours per

week, 53% of respondents working hours range between 50 hours 60 hours per

week and 11% of respondents work for more than 60 hours in a week.

About 16% of the respondents feel that the authority and responsibility assigned to

them is sufficient and 84% of the respondents feel that the authority and

responsibility assigned to them is insufficient.


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About 4% of the respondents are very happy with their compensation

package,17% of the respondents are happy with their compensation package,23%

of the respondents are just satisfied with their compensation package, and 56% of

the respondents are dissatisfied with their compensation package.

It is observed that 27% of the respondents feel that the opportunities for promotion

and growth are very good in the company,42% of the respondents feel that the

opportunities for promotion and growth are good in the company,21% of the

respondents feel that the opportunities for promotion and growth are few in the

company., and 27% of the respondents feel that there are no opportunities for

promotion and growth in the company.

It is noted that 6% of the respondents are very happy with the kind of appreciation

that they get for their efforts from their managers,17% of the respondents are

happy with the kind of appreciation that they get for their efforts from their

managers,22% of the respondents are just satisfied with the kind of appreciation

that they get for their efforts from their managers , and 55% of the respondents are

dissatisfied with the appreciation that they get for their efforts from their managers.

It is observed that 91% of respondents always superimpose their work and home

issues,7% of respondents sometimes superimpose their work and home issues, and

2% of respondents never superimpose their work and home issues.

About 11% of respondents feel that the training given to them to perform their current

work is very good ,20% of respondents feel that the training given to them to perform

their current work is good ,18% of respondents feel that the training given to them to

perform their current work is sufficient, 46% of respondents feel that the training

given to them to perform their current work is insufficient, and 5% of respondents

feel that there is no training given to them to perform their current work .


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It is observed that 31% of the respondents are very good team players,52% of the

respondents are good team players, and 17% of the respondents are average team

players.

It is noted that 4% of respondents always feel guilty when they relax,35% of

respondents sometimes feel guilty when they relax, 61% of respondents never feel

guilty when they relax.


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RREECCOOMMMMEENNDDAATTIIOONNSS

1. The employees must be given more responsibilities and power, which shall enable

them to make their own decisions.

2. Authority should be given to the employees at various levels, which shall enable

them to make their own decisions.

3. The employees must be provided adequate training programs to improve the

skills, so that they would gain confidence in doing any sort of work.

4. Arranging Yoga, Meditation sessions etc for employees to overcome stress.

5. Giving varied tasks to employees for rectifying monotonous in job.

6. Once in two months outing / get together can be arranged in a location other tha

work place.

7. Installation of gym/spa in office premises to enable the employees to relax

themselves during leisure hours. everal corporate programs should be

designed by the company to take stress out of the job or at least minimize

distress and reduce costs. The company can hold sessions that teach

relaxation and coping stress strategies. Gyms and wellness programs areessential. The company can also provide worker incentives that include rebates

on fees for programs for losing on weight and keeping it off.

8. The frequency of breaks in between work hours should be increased.


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9. A music hall should be built to entertain employees.

10. Pleasant pictures and sayings should be pasted allover the work place.

11. Redress of employee grievances should be made immediately.

12. Utmost care should be taken that the employees are not working for more than

nine hours a day.

13.The management should check whether the employees are satisfied with all the

aspects of the job. Job redesign reinforced with job rotation and job

enrichment is quite helpful.

14. Our Personal enquiry with employees of the companies reveals that

mentoring goes beyond sustaining a companys greatness to enhancing the

personal greatness of its workers. The company can introduce a formal

mentoring program which enable the employees to reduce the stress

intensity, if not terminating it completely

15. The company can also introduce the concept of self -managed work

teams. There can be a positive linkage between employee empowerment and

stress reduction.

16. The company should run Employee Assistance Program(EAP) to help

stressed staff cope better. EAP acts as a bridge between the employer and the

employees operating on the belief that the workforce is one living unit and not

merely a mechanical body of people, EAP provides much needed relief to

employees with work-related or personal problems and include face-to face

counseling, helpiness and such other initiatives.


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17. The company should ensure enabling environment of the workplace by:

Setting clearly measurable goals and defined objectives for the employees

Ensuring the individuals are well matched to their jobs.

Training, retaining employees, particularly in interpersonal skills.

Religiously investigating stress levels and their likely causes.

Providing necessary guidance and suppose for those experiencing high stress

levels.

Soliciting ideas from employees to combat stress.

Encouraging flexible hours of working.

18. The company must provide Social support to the employees. The social

support can be in the for of emotional support among colleagues, through the

exchange of knowledge or information or in the form of actual help on the job in

addition to ones own work responsibilities. Supportive relationships at work

can serve as a form of protection for employees as a shield from stressors.

19. The company should promote adaptive workplace culture which would ensure

workplace experience more enjoyable.Mentorship programs facilitate this culture.

20. Assessing levels of stress is of utmost importance. There are several ways b the

company can diagnose the intensity or severity of stress in any company. surveying

employees, either using a questionnaire or in person about their workplace can

be revealing. Conducting focus groups will be very effective

in stress management. There are also several stress measurement scales that can

be used to measure employee stress.


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Some of the popular scales are

(a)Michigan stress assessment

(b) occupational stress Indicator and

(c) Job stress survey and life events scale.

I recommend the use of these for the company.

21. The trust of good stress management initiatives should be not only on

identifying the sources of stress, but also troubleshooting solutions based on th

input, interaction and needs of all concerned. The company should make

efforts to help employees realize that managing stress is nothing bu

managing oneself and ones life more effectively.

In the sum, it should be recognized that stress is more than a matter of

emotional problem and personality conflicts. It is a problem that affects the

corporate balance sheet. Manifestations of stress can lead to low productivity,absenteeism, and employee turnover. Unless the company tackles the root

causes of high stress be it unrealistic targets, excessive workload, staff shortages

or other factors stress can boomrang into bigger problems. What is required is

our effective stress management embedded in the sound and realistic human

resource management policies.


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DDIIRREECCTTIIOONNSS FFOORR FFUURRTTHHEERR RREESSEEAARRCCHH

The following recommendations are made to improve upon the findings of this

project.

1. Measurement of Stress levels in IT Services sector.

2. Behavioral Symptoms of Individual Stress.

3. Impact of Positive Stress on Labour Productivity.

4. Leveraging the Organizational Stress to Organizational effectiveness.

In my view the afore-said areas constitute Green Pasture in this important

Field of research.


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QQUUEESSTTIIOONNNNAAIIRREE

I, SUHASINI, student of MPBInstitute of Management, Bangalore pursuing MBA

Degree Course. As a part of my Academic Curriculum, I have undertaken a

research Project on STRESS ..AT WORK. I have been authorized by our

Institute to carry out this survey-based research project. The following is the

Questionnaire for the survey. I request you Kindly to spare your valuable time and

give responses to the questions enveloped in the questionnaire. I must state that

your responses are of immense use to my research project. I assure you that

your responses will be kept strictly confidential and shall only be used for

academic purpose.

PERSONAL PROFILE

NAME(OPTIONAL):

GENDER: Male

Female

AGE : < 21 years

21 30 years

> 30 years

MARITAL STATUS: Married

Unmarried

DESIGNATION:

7/29/2019 Caritor. Suhasini

Documents

Caritor. Suhasini j 0412