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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
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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
http://www.caritor.com/about-us/meaning-of-caritor.htmlhttp://www.caritor.com/about-us/meaning-of-caritor.htmlhttp://www.caritor.com/about-us/meaning-of-caritor.html7/29/2019 Caritor. Suhasini j 0412
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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
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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:
From the table it is observed 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 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
SOURCE: Field investigation
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
SOURCE: Field investigation
Married unmarried
CHART 5.4
OBSERVATION:
From the table it is observed that -
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
SOURCE: Field investigation
Less than 2 years 2 years to 3 years Above 3 years
CHART 5.5
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OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
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:
From the table 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.
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
SOURCE: Field investigation
Always Sometimes Never
CHART 5.7
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OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
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:
From the table it is observed that
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
SOURCE: Field investigation
0
5
10
15
20
25
30
35
40
45
Very Good Good Just satisfiedDissatisfied
CHART 5.9
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OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
Always Sometimes Never
CHART 5.10
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OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
0
10
20
30
40
50
60
Good Not a problem Slight problem Major problem
CHART 5.11
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OBSERVATION:
From the table it is observed 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 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
SOURCE: Field investigation
< 40 Hours 40 hours 50 hours 50 hours 60 hours >60 hours
CHART 5.12
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OBSERVATION:
From the table 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.
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
SOURCE: Field investigation
Sufficient Insufficient
CHART 5.13
OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
Very good Good Satisfied Dissatisfied
CHART 5.14
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OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
0
5
10
15
20
25
30
35
40
45
Very good Good Few No
CHART 5.15
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OBSERVATION:
From the table 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.
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
SOURCE: Field investigation
0
10
20
30
40
50
60
Very good Good Satisfied Dissatisfied
CHART 5.16
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OBSERVATION:
From the table it is observed 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.
55% of the respondents are dissatisfied with the kind of appreciation that
they get for their efforts from their managers.
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
SOURCE: Field investigation
0
10
20
30
40
50
60
70
80
90
100
Always Sometimes Never
CHART 5.17
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OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
Very good Good Sufficient Insufficient No
CHART 5.18
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OBSERVATION:
From the table it is observed that
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..
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
SOURCE: Field investigation
0
10
20
30
40
50
60
Very good Good Average
CHART 5.19
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OBSERVATION:
From the table it is observed that
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
SOURCE: Field investigation
Always Sometimes Never
CHART 5.20
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OBSERVATION:
From the table it is observed 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.
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
Always Sometimes Never
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
Always Sometimes Never
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.
Weighted Average tools applied by giving the weightage as follows.
RatingScale
Very good Good Satisfied Dissatisfied
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
Weighted Average tools applied by giving the weightage as follows.
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:
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