Download - Stress Project Final
“THE STUDY ON STRESS MANAGEMENT IN BISLERI INTERNATIONAL LIMITED
Project report submitted in partial fulfilment of the requirement of
South Asia University for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
2012
Submitted By
NAME : TAMILARASAN.A
ENROLLMENT NO : SAA04F147ELB1HA3
SOUTH ASIA UNIVERSITY
LONDON
BONAFIDE CERTIFICATE
CERTIFICATE
This is to certify that project entitled “THE STUDY ON STRESS MANAGEMENT IN BISLERI
INTERNATIONAL LIMITED “ is submitted by TAMILARASAN. A (ENROLMENT NUMBER -
SAA04M147ELB1HA3), GEMS B SCHOOL, Bangalore. in partial fulfillment of the Eighth trimester
requirement in HUMAN RESOURCE MANAGEMENT for the award of the degree master of business
administration and is certified to be an original and bonafide work.
DECLARATION
I hereby declare that this project entitled “THE STUDY ON STRESS MANAGEMENT IN BISLERI
INTERNATIONAL LIMITED” was sincerely done The study has been undertaken in partial fulfillment
for the Degree of Master of Business Administration at GEMS B School, Chennai affiliated to South
Asia University.
I also declare that this project has not been submitted to any other institutions or university,
for the award of any Degree or Diploma.
Place: Bangalore A.TAMILARASAN
DECLARATION
I hereby declare that this project entitled “THE STUDY ON STRESS MANAGEMENT IN BISLERI
INTERNATIONAL PRIVATE LIMITED, CHENNAI” was sincerely done, during the period from Aug 2012.
The study has been undertaken in partial fulfillment for the Degree of Master of Business
Administration at Easwari Engineering College, Chennai affiliated to Anna University.
I also declare that this project has not been submitted to any other institutions or university,
for the award of any Degree or Diploma.
Place: Chennai TAMILARASAN. A
TABLE OF CONTENTS
CHAPTER
NO
TITLE PAGE
NO
1 CHAPTER -1 INTRODUCTION
1.1 INTRODUCTION
1.2 INDUSTRY PROFILE
1.3 PROFILE OF THE COMPANY
1.4 PRODUCT PROFILE
2 CHAPTER -2 REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE
2.2 RESEARCH REVIEW
3 CHAPTER -3 RESEARCH METHODOLOGY
3.1 RESEARCH METHODOLOGY
3.2 NEED OF THE STUDY
3.3 SCOPE OF THE STUDY
3.4 OBJECTIVES OF THE STUDY
3.5 RESEARCH DESIGN
3.6 SAMPLING DESIGN
3.6.1 SAMPLE AREA
3.6.2 SAMPLE SIZE
3.6.3 SAMPLE UNIT
3.6.4 SAMPLE TECHNIQUE
3.7 FRAMEWORK OF QUESTIONNAIRE
3.8 METHOD OF DATA COLLECTION
3.9 TOOLS USED FOR DATA ANALYSIS
3.10 LIMITATIONS OF THE STUDY
3.11 CHAPTER SCHEME
4 CHAPTER -4
DATA ANALYSIS AND INTERPRETATION
4.1 ANALTICAL APPROACH PROBLEM SOLVING
4.2 PROBLEM INDENTIFICATION
4.3 OBSERVATION
4.4 ANALYSIS
4.5 ACTION
4.6 CHECK
5 CHAPTER-5
SUMMARY OF FINDINGS,SUGGESTIONS & CONCLUSION
5.1 SUMMARY OF FINDINGS
5.2 SUGGESTIONS
5.3 CONCLUSION
BIBLIOGRAPHY
APPENDIX
LIST OF TABLES
TABLE NO TITLE PAGE
NO
1.1 VARIOUS PACKAGING OPTIONS PROVIDED BY BISLERI ALONG WITH
THE TARGET CONSUMERS
4.1 AGE WISE CLASSIFICATION OF EMPLOYEES
4.2 GENDER WISE CLASSIFICATION OF EMPLOYEES
4.3 CLASSIFICATION ON EDUCATIONAL QUALIFICATION
4.4 WORK EXPERIENCE
4.5 STRESS AT WORK
4.6 ABILITY TO COMPETE WITH COLLEAGUES AT WORK
4.7 SUPPORT FROM THE WORK SPOT
4.8 EXPERIENCE ON ARGUMENT OR HEATED CONVERSATIONS WITH CO-
WORKERS OR BOSS
4.9 SMOOTH AND CO-ORDIAL RELATIONSHIP WITH COLLEAGUES AND
PEERS
4.10 RESPONSE AND SUPPORT FROM FAMILY MEMBERS
4.11 ABILITY TO CONCENTRATE ON WORK
4.12 GETTING UPSET ABOUT NOT BEING ABLE TO MAKE PROGRESS IN
THE JOB
4.13 EXPERIENCE ON EXCESSIVE WORK PRESSURE
4.14 DURATION GIVEN TO DO WHAT IS EXPECTED ON THE JOB
4.15 ABILITY TO GET THE NECESSARY INFORMATION TO PERFORM THE
JOB EFFECTIVELY
4.16 GOOD NIGHT'S SLEEP WITHOUT WORRYING ABOUT THE WORK
4.17 COMFORT WITH THE DRESS CODE IN THE ORGANIZATION
4.18 RESTLESSNESS AND UNABLE TO KEEP STIFF WHILE WORKING
4.19 FREQUENTLY SUFFERING FROM HEADACHE WHILE ON JOB
4.20 FEELING OF NOT BEING ABLE TO THINK CLEARLY
4.21 GETTING NERVOUS WHEN NOT MEETING THE ORGANIZATIONAL
REQUIREMENTS
4.22 MANAGING STRESS WITH YOGA AND MEDITATION
4.23 DESTRESS BY SPENDING TIME WITH FAMILY MEMBERS AND
FRIENDS
4.24 OUTINGS DURING THE WEEKENDS EASE WORK STRESS
4.25 COPE-UP WITH NEW TECHNOLOGY BY CONSTANT T & D PROGRAMS
TO REDUCE THE STRESS
4.26 FOR INTERPERSONAL RELATIONSHIP FACTORS
4.27 FOR WORKLOAD FACTORS
4.28 FOR PHYSICAL FACTORS
4.29 FOR EMOTIONAL FACTORS
4.30 FOR COPING STRATEGIES
LIST OF CHARTS
CHART NO TITLE PAGE
NO
4.1 AGE WISE CLASSIFICATION OF EMPLOYEES
4.2 GENDER WISE CLASSIFICATION OF EMPLOYEES
4.3 CLASSIFICATION ON EDUCATIONAL QUALIFICATION
4.4 WORK EXPERIENCE
4.5 STRESS AT WORK
4.6 ABILITY TO COMPETE WITH COLLEAGUES AT WORK
4.7 SUPPORT FROM THE WORK SPOT
4.8 EXPERIENCE ON ARGUMENT OR HEATED CONVERSATIONS WITH
CO-WORKERS OR BOSS
4.9 SMOOTH AND CO-ORDIAL RELATIONSHIP WITH COLLEAGUES AND
PEERS
4.10 RESPONSE AND SUPPORT FROM FAMILY MEMBERS
4.11 ABILITY TO CONCENTRATE ON WORK
4.12 GETTING UPSET ABOUT NOT BEING ABLE TO MAKE PROGRESS IN
THE JOB
4.13 EXPERIENCE ON EXCESSIVE WORK PRESSURE
4.14 DURATION GIVEN TO DO WHAT IS EXPECTED ON THE JOB
4.15 ABILITY TO GET THE NECESSARY INFORMATION TO PERFORM THE
JOB EFFECTIVELY
4.16 GOOD NIGHT'S SLEEP WITHOUT WORRYING ABOUT THE WORK
4.17 COMFORT WITH THE DRESS CODE IN THE ORGANIZATION
4.18 RESTLESSNESS AND UNABLE TO KEEP STIFF WHILE WORKING
4.19 FREQUENTLY SUFFERING FROM HEADACHE WHILE ON JOB
4.20 FEELING OF NOT BEING ABLE TO THINK CLEARLY
4.21 GETTING NERVOUS WHEN NOT MEETING THE ORGANIZATIONAL
REQUIREMENTS
4.22 MANAGING STRESS WITH YOGA AND MEDITATION
4.23 DESTRESS BY SPENDING TIME WITH FAMILY MEMBERS AND
FRIENDS
4.24 OUTINGS DURING THE WEEKENDS EASE WORK STRESS
4.25 COPE-UP WITH NEW TECHNOLOGY BY CONSTANT T & D PROGRAMS
TO REDUCE THE STRESS
LIST OF FIGURES
FIGURE NO TITLE PAGE
NO
1.1 INDIVIDUAL COPING STRATEGIES
1.2 ORGANIZATIONAL COPING STRATEGIES
ABSTRACT
Stress is a phenomenon that we are all familiar with. Reports, articles and new stories
bombard us with news about the increased stress in our daily life and warn us of the dangers of long-
term stress. Work related stress in the life of organized workers, consequently, affects the health of
organization. Stress management is a collection of skills, tools, and techniques that help us reduce,
manage, and even counteract the negative side-effects of stress.
Nowadays the corporate sector is booming in a high speed that the people have to work for
prolonged hours to maintain the standard of living and achieve their basic needs. So is the condition
in the hospitals, colleges, BPO’s and lots of other places. In spite of having the modern technologies
and facilities, people are feeling themselves to be work loaded and stressed. Stress arises because of
many reasons which are discussed in the following project. The project report also contains the
techniques to reduce the stress and methods to overcome such problems. A survey has been
conducted to access the extent of stress the following group undergoes:- working class in hospitals,
BPO’s, other industries and as well as institutes. Stress arises because of unfulfilled wants, lack of job
satisfaction etc.
This project discusses how stress is one of the most influential factors that affect a worker's
behavior and the way they deal with others. The importance in understanding stress is vital as it not
only can negatively affect our interpersonal relationships, but our health as well. Thus the relationship
between from ‘what’ and from ‘where’ this stress arises is identified. The remedy or solution to
reduce the so called stress can also be analyzed.
CHAPTER -1
INTRODUCTION
1.1 INTRODUCTION
People experience stress in private life and at work place. People have to work
effectively against time and within the parameter of various rules and regulations. It is not
always possible to create an organizational climate conducive to work. Various departments,
groups and external environment factors affect individual behavior. Minimal level of stress is
required for organizations to operate effectively. People suffer from high blood pressure, heart
attack when stress is beyond control of the human beings. It is therefore necessary to identify
causes of stress and modify behavior so that the individual energy is directed towards
organizational productivity and healthy organization climate is created.
WHAT IS STRESS?
Stress is a person’s reaction to change. It is a physical and mental response to feelings,
situations, other people, or places. The things that cause stress are stressors. A stressor can be
internal or external. An internal stressor is a feeling or emotion that cause stress. An external
stressor is something outside a person that cause stress. Stressors can be minor, like
misplacing our keys. Stressor also can be major.
PHYSICAL REACTIONS TO STRESS
When a person experiences stress, the brain releases chemicals called epinephrine and
cortisol. Epinephrine is sometimes called adrenaline. A stressor sends these chemicals, or
stress hormones, racing through the body.
Stress hormones prepare the body to protect itself from danger. The hormones signal
blood to move to the heart and other organs. People experiencing stress might suddenly feel
hot. Their heart may beat faster and their muscles may tense. Their hands and feet might feel
cold or clammy. Their senses may become sharper. People might feel like they can smell, see,
and taste things more clearly. Once the stressor disappears, the stress hormones quiet down.
The body gradually goes back to normal.
DEFINITION OF STRESS
Hans Selye was one of the founding fathers of stress research. His view in 1956 was
that “stress is not necessarily something bad – it all depends on how we take it. The stress of
exhilarating, creative successful work is beneficial, while that of failure, humiliation or
infection is detrimental. ”Selye believed that the biochemical effects of stress would be
experienced irrespective of whether the situation was positive or negative.
POTENTIAL SOURCES OF STRESS
(a)Environmental Factors:
Just as environmental uncertainty influences the design of an organization. Changes in
business cycle create economic uncertainties.
Political Uncertainties:
If the political system in a country is implemented in an orderly manner, there would
not be any type of stress.
Technological Uncertainties:
New innovations can make an employee’s skills and experiences obsolete in a very
short period of time. Technological uncertainty therefore is a another type of environmental
factor that can cause stress. Computers, robotics, automation and other forms of technological
innovations are threat to many people and cause them stress.
(b)Organizational Factors:
There are no storages of factors within the organization that can cause stress; pressures
to avoid error or complete tasks in a limited time period, work overload are few examples.
Task demands are factors related to a person’s job. They include the design of the individual’s
job working conditions, and the physical work layout. Role demands relate to pressures placed
on a person as a function of the particular role he or she plays in the organization. Role
overhead is experienced when the employees is expected to do more than time permits. Role
ambiguity is created when role expectations are not clearly understood and employee is not
sure what he / she is to do. Interpersonal demands are pressures created by other employees.
Lack of social support from colleagues and peers. Interpersonal relationships can cause
considerable stress, especially among employed with a high social need.
Organizational structure defines the level of differentiation in the organization, the
degree of rules and regulations, and where decisions are made. Excessive rules and lack of
participation in decision that affect an employee are examples of structural variables that
might be potential sources of stress.
Organizational leadership represents the managerial style of the organizations senior
executive. Some executive officers create a culture characterized by tension, fear, and anxiety.
They establish unrealistic pressures to perform in the short-run impose excessively tight
controls and routinely fire employees who don’t measure up. This creates a fear in their hearts,
which lead to stress.
Organizations go through a cycle. They are established; they grow, become mature,
and eventually decline. An organization’s life stage - i.e. where it is in four stage cycle creates
different problems and pressures for employees. The establishment and decline stage are
particularly stressful.
(c)Individual Factors:
The typical individual only works about 40 hrs a week. The experience and problems
that people encounter in those other 128 non-working hrs each week can spell over to the job.
Family Problems:
National surveys consistently show that people hold family and discipline, troubles
with children are examples of relationship problems that create stress for employee and that
aren’t at the front door when they arrive at work.
Economic Problems:
Economic problems created by individuals overextending their financial resources are
another set of personal troubles that can create stress for employees and distract their attention
from their work.
EFFECTS OR CONSEQUENCES OF JOB STRESS
Effects on the Individual
The impacts of distress on individuals are of following types:
The subjective or intrapersonal effects of stress are feelings of anxiety, boredom,
apathy, nervousness, depression, fatigue, and anger. Sometimes experiencing the stress
may cause aggressive behaviors on the part of the individual.
The cognitive effects include poor concentration, short attention span, mental blocks
and inability to make decisions.
The physiological effects can be seen in increased heart and pulse rate, high blood
pressure, dryness of throat, and excessive sweating.
The behavioral effects arc manifest in such things as accident proneness, drinking,
excessive eating, smoking, impulsive behaviors, depression, and withdrawal behaviors.
The manifest health effects could be stomach disorders, asthma, eczema, and other
psychosomatic disorders. In addition, the mental health, i.e. the ability to function
effectively in one's daily life, will also decline as excessive stress is experienced.
Consequences for the Family
Negative stress, which is handled by individuals in dysfunctional ways, such as
drinking or withdrawal behaviors, will have an adverse effect on their home life. Spouse
abuse, child abuse, alienation from family members, and even divorce could result from
dysfunctional coping mechanisms.
Consequences to Organizations
The adverse consequences on an organization include low performance and
productivity, high rates of absenteeism and poor decision-making. It also leads to loss of
customers because of poor worker attitudes, increased alienation of the worker from the job,
and even destructive and aggressive behaviors resulting in strikes and sabotage. The stresses
experienced by employees who take on critical roles and are responsible for safety can
sometimes be detrimental to the public.
STRESSORS:
A stressor is a chemical or biological agent, environmental condition, external
stimulus or an event that causes stress to an organism. An event that triggers the stress
response may include: environmental stressors, daily stress events, life changes, workplace
stressors, physical stressors.
According to Syele a stressors is “Whatever produces stress with or without
functioning hormonal or nervous systems”.
TYPES OF STRESSORS:
a. Extra Organizational Stressors:
Extra organizational stressors have a tremendous impact on job stress. Taking an open
system perspective of an organization, it is clear that job stress is not just limited to things that
happen inside the organization, during working hours. Extra organizational stressors include
things such as social / technological change, the family, relocation, economic & financial
conditions, race & class, residential or community conditions.
b. Organizational Stressors:
Besides the potential stressors that occur outside the organization, there are also those
associated with the organization itself. Although the organization is made up of groups &
individuals, there are also more macro-level dimensions unique to the organization that
contains potential stressors.
c. Group Stressors:
The group can also be a potential source of stress. Group stressors can be categorized
into three areas.
Lack of group’s cohesiveness
Lack of social support
Intra-Individual, interpersonal & inter-group conflict
d. Individual Stressors:
In a sense, the other stressors (Extra organizational, organizational, & Group stressors)
all eventually get down to the individual level. For example, role conflict, ambiguity, self-
efficacy & psychological hardiness may all affect the level of stress someone experiences.
TYPES OF STRESS:
Good Stress V/S Bad Stress:
Stress has often been misunderstood to be negative, with few people acknowledging
the importance and usefulness of positive stress. In our everyday lives, stress is everywhere
and definitely unavoidable. Hence our emphasis should be on differentiating between what is
good stress, and what is bad. This will help us to learn to cope with negative stress, and
harness the power of positive stress to help us achieve more.
There are 4 main categories of stress, namely
o Eustress
o Distress
o Hyper stress
o Hypo stress.
Negative stress can cause many physical and psychological problems, whilst positive
stress can be very helpful for us. Here’s how we differentiate between them.
STRESS MANAGEMENT
Stress management is the need of the hour. However hard we try to go beyond a stress
situation, life seems to find new ways of stressing us out and plaguing us with anxiety attacks.
Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we tend to overlook
causes of stress and the conditions triggered by those. In such unsettling moments we often
forget that stressors, if not escapable, are fairly manageable and treatable.
DEFINITION:
Stress management encompasses a range of modalities designed to treat the physical
and emotional toll of stress. The approaches used can include bodywork, meditation,
counseling, energy work, and education. Stress management is the amelioration of stress and
especially chronic stress often for the purpose of improving everyday functioning.
A set of techniques used to help an individual cope more effectively with difficult
situations in order to feel better emotionally, improve behavioural skills, and often to enhance
feelings of control.
WORKPLACE STRESS
Workplace stress is the harmful physical and emotional response that occurs when
there is a poor match between job demands and the capabilities, resources, or needs of the
worker. Stress-related disorders encompass a broad array of conditions, including
psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other
types of emotional strain(e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviours
(e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory
problems). In turn, these conditions may lead to poor work performance or even injury. Job
stress is also associated with various biological reactions that may lead ultimately to
compromised health, such as cardiovascular disease.
CAUSES OF WORKPLACE STRESS:
Job stress results from the interaction of the worker and the conditions of work. Views
differ on the importance of worker characteristics versus working conditions as the primary
cause of job stress. The differing viewpoints suggest different ways to prevent stress at work.
According to one school of thought, differences in individual characteristics such as
personality and coping skills are most important in predicting whether certain job conditions
will result in stress. In other words, what is stressful for one person may not be a problem for
someone else. This viewpoint leads to prevention strategies that focus on workers and ways to
help them cope with demanding job conditions.
SIGNS OF WORKPLACE STRESS:
Mood and sleep disturbances, upset stomach and headache, and disturbed relationships
with family; friends are examples of stress-related problems. The effects of job stress on
chronic diseases are more difficult to see because chronic diseases take a long time to develop
and can be influenced by many factors other than stress. Nonetheless, evidence is rapidly
accumulating to suggest that stress plays an important role in several types of chronic health
problems-especially cardiovascular disease, musculo skeletal disorders, and psychological
disorders.
COPING WITH STRESS AT WORK PLACE:
Some stress is good for motivation and increasing efficiency, too much stress can
result in negative impacts such as reduced effectiveness and efficiency. More and more people
are feeling isolated and disrespected at work, and this has led to greater occupational stress.
Many companies have taken to consulting experts and professionals on ways to increase
connectedness and motivation of their employees. Some companies organize parties and make
their employees feel valued at work.
INDIVIDUAL COPING STRATEGIES:
Many strategies for helping individuals manage stress have been proposed.
Fig. 1.1 INDIVIDUAL COPING STRATEGIES
ORGANIZATIONAL COPING STRATEGIES:
The most effective way of managing stress calls for adopting stressors and prevent
occurrence of potential stressors.
Two basic organizational strategies for helping employees manage stress are
institutional programs and collateral programs.
EXERCISE
THE INDIVIDUAL
COPING STRATEGIES
REDUCED STRESS
EXERCISERELAXATIONTIME MANAGEMENTSUPPORTBEHAVIOURAL SELFCONTROLCOGNITIVE THEORYCOUNSELLING
Fig. 1.2 ORGANISATIONAL COPING STRATEGIES
REMEDIES TO REDUCE STRESS
There are two major approaches to reduce stress. They are,
Individual approaches
Organizational approaches
INDIVIDUAL APPROACHES
An employee can take individual responsibility to reduce his/her stress level.
Individual strategies that have proven effective include, implementing time management
techniques, increasing physical exercise, relaxation training, and expanding the social support
network.
Time management
Physical exercise
Relaxation training
Social support
Yoga & Meditation
ORGANIZATIONAL APPROACHES
Several of the factors that cause stress particularly task and role demands and
organizations structure are controlled by management. As such they can be modified or
changed. Some of the strategies that management want to consider include improved personal
self section and job placement, use of realistic goal setting, redesigning of jobs, improved
organizational communication and establishment of corporate wellness programmes.
ORGANIZATIONAL STRATEGIES FOR STRESS REDUCTION
INSTITUTIONALPROGRAMS
COLLATERALPROGRAMS
EMPLOYEE STRESSREDUCTION
Certain jobs are more stressful than others. Individual with little experience or an
external lower of control tend to be more proven to stress. Selection and placement decisions
should take these facts into consideration. Goal setting helps to reduce stress. It also provides
motivation. Designing jobs to give employees more responsibility, more meaningful work,
more autonomy, and increased feedback can reduce stress, because these factors give the
employee greater control over work activities and lessen dependence on others.
Another remedy for reducing stress is cognitive restructuring. It involves two step
procedures. First irrational or maladaptive thought processes that create stress are identified.
The second step consists of replacing these irrational thoughts with more rational or
reasonable ones.
1.2 INDUSTRY PROFILE
In the present scenario many consumers living in urban areas are increasingly looking
towards bottled water as a means of meeting some or all of their daily requirements. There is a
growing concern for the safety and quality of drinking-water.
Consumers may have various reasons for purchasing bottled drinking-water, such as
taste, convenience or fashion, but for many consumers, safety and potential health benefits are
important considerations.
The packaged water business is worth Rs. 1,000 crore, and it is growing at a huge
40%-50% annually. According to the Bureau of Indian Standards there are 1,200 bottled
water factories all over India (of which 600 are in one state -- Tamil Nadu). Over 100 brands
are vying for the Rs 1,000-crore (Rs 10 billion) bottled water market.
OVERVIEW:
The modern water industry operates sophisticated equipment which produces the
purest of water is generally looked upon by the public for its utility as a natural monopoly. In
most of the cases, such industries are owned by the state or the centre. The normal GDP
ranges between 1-2%.
In some countries, notably France, the UK and the Czech Republic, the water industry
is regulated but services are largely operated by private companies with exclusive rights for a
limited period and a well-defined geographical space.
INTERNATIONAL STANDARDS FOR BOTTLED DRINKING WATER:
The intergovernmental body for the development of internationally recognized
standards for food is the Codex Alimentarius Commission (CAC). WHO, one of the co-
sponsors of the CAC, has advocated the use of the Guidelines for Drinking-water Quality as
the basis for derivation of standards for all bottled water.
The CAC has developed a Codex Standard for Natural Mineral Waters and an
associated code of practice. The Codex Standard describes the product and its labeling,
compositional and quality factors, including limits for certain chemicals, hygiene, packaging
and labeling.
The Codex Code of Practice for Collecting, Processing and Marketing of Natural
Mineral Waters provides guidance to the industry on a range of good manufacturing practices
matters. While CAC standards and recommendations are not strictly mandatory, Codex health
and safety requirements are recognized by the World Trade Organization as representing the
international consensus for consumer protection and any deviation from Codex
recommendations may require a scientifically-based justification.
This Commission is currently developing a draft of a Codex Standard for Bottled/
Packaged Waters to cover drinking-water other than natural mineral waters. Under the existing
Codex Standard and Code of Practice, natural mineral waters must conform to strict
requirements concerning, for example, their direct collection and bottling without further
treatment from a natural source, such as a spring or well.
In comparison, the draft Codex Standard for Bottled/Packaged Waters has been
proposed to include waters from other sources, in addition to springs and wells, and treatment
to improve their safety and quality.
Neither the CAC nor WHO offer certification of any bottled or mineral water
products. In this regard, WHO does not permit its name or emblem to be used in connection
with any commercial purposes? While many countries have national standards for bottled
waters and some have national certification schemes, no universally accepted international
certification scheme now exists. Persons seeking information on bottled water certification
should approach the national authorities in the country concerned.
THE POTENTIAL HEALTH BENEFITS OF BOTTLED DRINKING WATER:
In European and certain other countries, many consumers believe that natural mineral
waters have medicinal properties or offer other health benefits. Such waters are typically of
high mineral content and, in some cases, significantly above the concentrations normally
accepted in drinking-water. Such waters have a long tradition of use and are often accepted on
the basis that they are considered foods rather than drinking-water peers. Although certain
mineral waters may be useful in providing essential micro-nutrients, such as calcium, WHO is
unaware of any convincing evidence to support the beneficial effects of consuming such
mineral waters. As a consequence, WHO Guidelines for Drinking-water Quality do not make
recommendations regarding minimum concentrations of essential compounds.
HASSLES CAUSED BY BOTTLING INDUSTRY:
The water industry, which depends on groundwater, is a lucrative business for
several players including private suppliers who sell water to water tankers and big bottled
water companies. Over-extraction has led to the rapid depletion of water tables as well as
deterioration of water quality in most cities. Higher rates of groundwater extraction in coastal
areas have also led to salinity intrusion into coastal aquifers, especially in Tamil Nadu and
Gujarat. Unplanned and uncontrolled groundwater extraction has disturbed the country’s
hydrological balance.
MINERAL WATER INDUSTRY
CURRENT MARKET SCENARIO
A decade ago, the mineral water market had been crawling at the rate of 3-4%, or even
a lower figure. Indians carried drinking water in earthen pitchers, plastic or PUF bottles. But
increasing cases of typhoid and other waterborne diseases began to be reported. In addition to
this, liberalization happened and the mineral water industry began to be stirred and shaken.
The market started growing an astounding rate of over 100% per annum. The fact that there
were very few players in the market meant that their business grew by leaps and bounds.
The market today has grown to Rs11bn. The organized sector - branded mineral water
– has only Rs5bn of market share. The rest is accounted for by the unorganized sector, which
is dominated by small regional players. The market is still growing- at a rate greater than
80% per annum.
In the branded segment, Parle’s Bisleri is the market leader with a share of more than
45%. Parle Agro’s Bailley comes a close second with market share of 15%. Other major
players in the market are Yes of Kotharis, Ganga of T-Series, Himalayan, Hello, Nestlé’s
Pure Life, Pepsi’s Aquafina, Coca-Cola’s –Kinley Prime, and Florida etc. Sensing the
opportunity that this segment holds, MNCs began to draw up plans to enter the market. Today
the market is proving to be yet another battlefield for an ongoing battle between the Desi’s and
MNC’s. In the last few years the industry had around 170 brands. This figure is over 300
presently. The major foreign players are Coca-Cola promoted Kinley, Pepsi’s Aquafina,
Britannia’s Evian, Nestlé’s Perrier, Herbert sons and Danone International.
India’s largest packaged water company Bisleri International Pvt. Ltd is to enter value-
added water business. The company will launch flavored packaged drinking water in the
country by next coming years. They are conducting research and development with at least 12
fruit flavors, such as nimbu paani, strawberry and orange, for flavored water.
With the move, Bisleri aims to strengthen its position in a space in which other
leading beverage companies have also evinced interest. Companies such as Coca-Cola India
Inc., PepsiCo India Holdings Pvt. Ltd and Tata Tea Ltd, also plan to enter the flavored
water business. So far, there is only one prominent player, DS Foods, in the segment. Its
brand, Catch, is priced at Rs30. “The flavored water market is still at a nascent stage in India.
Higher price, limited products and alternative home-made products are some of the
barriers for the growth of this segment, said Puneet Bansal, senior analyst with Datamonitor.
Bisleri’s focus on premium segment, however, is part of its strategy to tap higher-margin
opportunities in the packaged water business. Of last few years, it had launched a premium
water brand Mountain Water, which currently contributes 25-30% to its total sales. The
company plans to launch this brand in Europe soon.
1.3 PROFILE OF THE COMPANY
In 1967, Bisleri an Italian company, was started by Signor Felice Bisleri, who first
brought the idea of selling bottled water in India. He started a company called Bisleri India. In
1969, Ramesh Chauhan, the Chairman of Parle Exports, bought over the brand. In those days,
Bisleri packaged drinking water was available in glass bottles.
Being a returnable package and owing to various other problems such as breakage and
weight, in 1972-73, Bisleri was made available in PVC (Poly Vinyl Chloride) bottles. After
this plastic packaging was introduced, things started to change, and sales increased rapidly.
The upsurge in the sales of Bisleri started in 1993 as Ramesh Chauhan sold off the
Parle stable of brands, including Thums up, Limca and Gold Spot. Recognizing the potential
of the drinking water market, he then went on to concern trade on marketing Bisleri a top
selling brand in India.
THE PRESENT
It was around the year 1995, when Parle Export took charge of the brand operations
and the business took off in the market. With factories across India and a strong distribution
network, Bisleri established itself a force a reckon with in the domestic packaged drinking
water.
Earlier the packaged drinking water market consisted of five star hotels, tourists and
foreigners. As a marketing strategy, a conscious decision was taken by the company that only
40% of the sales should come from these outlets and 60% from general market, i.e. pannwalla,
street shop, general stores and even non-tourists.
This brought about a sea change in the perception of the customer’s mind about
consumption of Bisleri. Earlier, drinking bottled water was considered to be of a status
symbol. That thinking has slowly changed to the point where today, not drinking Bisleri is
considered as being behind. The bottled water proved very economical for the customer.
FUTURE PLANS
Bisleri was the first to market bottled water in a totally virgin market and naturally
people associate the brand with bottled water. Now Bisleri is perhaps already ten steps ahead
of its competitors and will endeavor to widen its gap in the times to come.
Bisleri’s brand positioning stresses on pure, clean and safe drinking water.
Some of the future plans to maintain the top spot that Bisleri commands in the Indian
market are:
New pack sizes in bottles and jars.
Increase the distribution network with an investment of over 200 cr.
Strengthen presence in traditionally weak areas by setting up 12 new bottling facilities
at a cost of rs.150 cr.
TECHNOLOGY DEVELOPMENTS
To make sure that the product that reaches the customers is always of highest standard
and also meets international standards, Bisleri has always been involved in improving its
product packaging. One such recent development is the tamper proof break away seal. Bisleri
also recognizes the need to produce environment friendly products and is working on the PET
project.
The breakaway seal
Keeping in mind customer’s need to recognize a genuine product that cannot be
tampered with, Bisleri developed the breakaway seal. The unique cap has been patented and
cannot be duplicated or tampered with. This technology development in the product ensures
that the customer will only get a highly safe product when they consume Bisleri packaged
drinking water.
Product packaging
To ensure purity of the bottle water, the bottles that are used are blown and filled at the
factory itself, to avoid contamination.
Purification process
At BISLERI plants, water undergoes multi-stage purification process to ensure proper
blend of minerals and complete filtration of microorganisms and toxic substance.
What advantage has Bisleri purification process got over purification done by other
methods? Traditional process of boiling water for purification has its limitations. Boiling may
kill the microbes but cannot remove other physical impurities and toxic substances.
Home appliances available in market for water purification use either filtration
technique or Ultra Violet rays or a combination of both the techniques. These techniques do
not guarantee 100% purity of water.
BISLERI, multi-stage purification process ensures removal of toxic substances as well
as physical and microbiological impurities.
PROTECT YOUR HEALTH WITH BISLERI WHICH USES
6 STAGES OF PURIFICATION
CHLORINATION: Kills micro organisms. Remove organic matter.
ARKAL FILTER: Removes suspended matter and turbidity.
CARBON FILTER: Remove residual chlorine & odors.
REVERSE OSMOSIS: Remove organic material. Control total dissolved solids in the
water.
MICRON FILTRATION: Additional safety measures of filtration.
OZONATION: Ensure water remains bacteria free for longer shelf life.
Product & Packaging
Bisleri is available in a range of sizes.
The Bisleri bottled water range comprises of the conventional 250ml, 500ml, 1 litre
and 2 litre bottles are meant to be disposed. But water in larger quantities(5 litre, 15 litre, 20
litre jars), packed in jars are made in such a way that they are reusable after consumption of its
contents.
VISION:
A major, diversified, transitional, integrated consumer product manufacturing
company, with National Leadership and a strong environment conscience, playing a national
role in safe water and Agro based drinks.
MISSION:
To provide the highest quality product, keeping in mind all aspects including freshness,
purity and safety, and making it easily available to the consumer at a very affordable
price.
To achieve international standard of excellence in all aspects of energy and diversified
business with focus on consumer delight through value and service of product and cost
reduction.
To enhance capital and fixed assets of the group to withstand challenges and tough
market trends.
To attain leadership in developing, adopting and assimilating state or art technology
for competitive advantage.
To provide better quality of product and services through sustained market research
and product and development.
To foster a culture of participation and innovation for employee growth and
contribution.
To cultivate high standard of business ethics, and total quality management for a strong
corporate identity and brand equity with continuous and positive growth.
To help enrich the quality of life of all the communities specially the neglected ones
and preserve ecological balance and heritage through a strong environment conscience.
WHY BISLERI?
Bisleri is totally safe and protects you from all water borne disease.
Bisleri is trusted by 50Lac household across the country.
Bisleri is the brand leader in bottled water category.
The water is purified through six stages of purification process that includes reverse
osmosis and Ozonation.
1.4 PRODUCT PROFILE
The Bisleri product range includes Bisleri mineral water, Bisleri soda and Vedica
natural spring water. Every drop that goes into Bisleri bottle is scientifically purified, as per
international standards, and fortified with minerals, to give ‘The Sweet Taste of Purity’.
Vedica Natural Mountain Water:
Vedica Natural Mountain Water comes to us in all its untouched purity, right from its
source. Gushing from an aquifer with intense pressure, the natural mountain water is pushed
above the ground surface to a height of 5 meters above ground level, powerfully and
consistently. The underground geological origin guarantees that there is no external
Contamination, since the mouth of the water source is covered from rocks on all sides.
Besides, being naturally fortified with silica, the spring is naturally free form any Microbial
infection or pollution. Vedica Natural Mountain Water is also low on sodium, making it the
perfect choice for the health conscious. It has a high proportion of sulphates, which work as
natural detoxifying agents. And it’s clear, sweet taste proves that it is free of calcium
carbonate and magnesium carbonate salts, which give some mineral waters a chalky taste.
Scientifically put, the Total Dissolved Solids in Vedica Natural Mountain Water is225mg/ltr.
It is also high in sulphates, the natural detoxifying agents. Ensuring that all you get with
Vedica Natural Mountain Water is the sweet taste of purity. Vedica Natural Mountain Water is
available in 500 ml and 1 litre bottles.
Bisleri with added minerals:
This product is bottled drinking water at its best. Bisleri with added minerals has a
TDS count (total dissolved solids count) of approximately 100. It contains minerals such as
magnesium sulphate and potassium bicarbonate which are essential minerals for healthy
living. They not only maintain the pH balance of the body but also help in keeping you fit and
energetic at all times.
Bisleri with added minerals is also put through multiple stages of purification to ensure
the elimination of all forms of bacteria. This makes the water you drink completely safe to
consume. Bisleri with added minerals is available in 250ml bottles, 500ml bottles, 1 litre
bottles, 2 litre bottles and 5, 15 and 20 litre jars.
Bisleri Fizzy Soda:
Fizzy soda is cabonated water, and comes under soft drinks segment. It is the most
recent product from Bisleri. “The new Bisleri Fizzy Soda in an astonishing bottle. Hold it
close!!! It has the right mix of minerals and uses the Bisleri pinpoint combination, to get the
great fizz and yet not change the taste of the whisky. Get fizzy!!! With Bisleri fizzy soda.
Table 1.1 VARIOUS PACKAGING OPTIONS PROVIDED BY BISLERI ALONG
WITH THE TARGET CONSUMERS
Size of the bottle Price per bottle Target consumer
250 ml Rs. 6 Conferences, parties and for travel
500 ml Rs. 8 Teenagers, college students and roadside
consumers. Also aimed to supply to the Indian
Railways.
1 litre Rs. 12 General consumers and travelers.
2 litres Rs. 25 Small offices, shopkeepers, households
5 litres Rs. 35(empty jar
deposit Rs. 20/-)
Households, institutes, offices, retail shops,
showrooms
15 litres Rs. 40(plus jar
deposit Rs.50)
Households, institutes, offices, retail shops,
showrooms, schools and colleges
20 litres Rs. 60(empty jar
deposit Rs. 150/-)
Households, institutes, offices, schools and
colleges
500 ml Vedica Rs. 25 Selected malls and high-end hotels
1 litre Vedica Rs. 40 Selected malls and high-end hotels
600 ml Soda Rs. 15 Affluent, urban and health conscious
CHAPTER -2
REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE
The term `stress' is derived from the Latin word `Stringere', which means `to be
drawn tight'. The concept of stress was first introduced by Hans Selye first in life sciences in
1936. Selye defined stress as, "an adaptive response to the external situation that results in
physical, psychological, and/or behavioral deviation for organizational participants." Stress is
an adaptive response of an individual to an external situation as a result of his/her interaction
with the environment. Confronting an opportunity, constraint or demand causes stress, when
the expected outcome is important and uncertain. Stress arises when there is a mismatch
between an individual and his/her environment or an inability to cope with the constraints or
demands encountered. Stress is inevitable in our lives.
Stress is an important and increasing problem in organizations. It is a subject of
interest to researchers across fields. Occupational stress is becoming increasingly globalized
and affects all countries, all professions and all categories of workers, as well as families and
society in general (Ahmad & Ahmad, 1992). But stress is not always negative. It also has
constructive contribution, which is advantageous for organizational growth and productivity.
Hans Selye has very correctly said, "To be totally without stress is to be dead." He adds,
"Complete freedom from stress is death" (Selye, 1974).
In general, stress is conceived of as anxiety and dissatisfaction (Perrewe & Ganster,
1989). Research into stress within the sphere of social and organizational psychology in
general dichotomizes the explanations as far as its origins are concerned, acknowledging that
contingent elements, or individual psychocognitive elements, are sufficient explanation for its
appearance among workers. The dispute therefore comes down to the definition of stress as an
individual response, or as an environmental factor that causes certain psychological reactions
(Caplan & Jones, 1975; Matteson & Ivancevich, 1987; Perrewe & Ganster, 1989).
Cropanzano, Howes, Grandey and Toth (1997, pp. 164-165) also defined stress as
“the subjective feeling that work demands exceed the individual’s belief in his or her capacity
to cope”, which creates the sensation of anxiety and tension that in turn are the evidence of
stress. These authors believe that these circumstances can be costly for organizations and
individuals to the extent that they generally result in an enormous loss of time, a reduction in
production and the occurrence of accidents. For Fontana (1994) stress is the natural result of
the current living conditions in modern society; it is desirable if managed at minimum levels.
Marshall & Cooper (1981) argue that ‘stress’ is a different phenomenon form
‘pressure’. Stress is something more than mere pressure. It carries strong overtones of the
breakdown of normal human performance. In an earlier work, Cooper & Marshall, (1978), the
same two authors concluded that ‗stress is essentially individually defined and must be
understood with reference to characteristics of both the individual and his environment, as it is
the outcome of the two. Fienmann views stress as a psychological response state of negative
effect characterized by a persistent and a high level of experienced anxiety or tension.
Stress is the excitement, feeling of anxiety, and/or physical tension that occurs when
the demands placed on an individual are thought to exceed his ability to cope. This most
common view of stress is often called distress or negative stress. The physical or
psychological demands from the environment that cause this condition are called stressors
(Hellriegel & Slocum, 2004). Holmes & Rahe,(1967) defined stress as a stimulus event that
presents unusual demands. By Ganster and Murphy (2000) Stress is defined as a form of
‘strain’ provoked in response to situational demands labeled ‘stressors’ which occur when
jobs are simultaneously high in demands and low in control.
Stress (psychology), an unpleasant state of emotional and physiological arousal that
people experience in situations that they perceive as dangerous or threatening to their well-
being (Auerbach et al, 2007 / Encarta 2008). An adaptive response, moderated by individual
differences, that is a consequence of any action, situation, or event and that places special
demands on a person (Ivancevich, Konopaske and Matteson, 1987).
A stimulus definition treats stress as some characteristic or event that may result in a
disruptive consequence. In a response definition, stress is seen partially to some stimulus,
called a stressor. A stressor is a potentially harmful or threatening external event or situation.
In a response definition, stress is the consequence of the interaction between an environmental
stimulus (a stressor) and the individual‘s response. That is, stress is the result of a unique
interaction between stimulus conditions in the environment and the individual‘s predisposition
to respond in a particular way.
2.2 RESEARCH REVIEW
Journal Articles And Speeches/Meeting Papers:
1.Differential Effectiveness of Coping in Managing Stress and Burnout in Oncology
Nurses.
Authors: Rounds, James B., Jr.; Zevon, Michael A.
High levels of stress experienced by primary care oncology nursing staff, and the
competency impairment which results from such stress, has become a matter of much
concern in health care settings. This study was conducted to identify the coping strategies
employed by oncology nurses, and to relate these strategies to differential indices of stress
and burnout. Oncology nurses (N=133) at a comprehensive cancer center completed the
Ways of Coping (WC) Checklist, the Job-Related Tension Index, the Emotional Exhaustion
Scale, the Role Conflict scale, the Job Involvement scale, and the Home-Work Conflict
scale. The Job Involvement scale showed a clear and positive relationship to five of the eight
WC scales (Self-Controlling, Seeking Social Support, Accepting Responsibility, Planful
Problem-Solving, and Positive Reappraisal), all of which contained coping responses
characterized by constructive engagement. Role conflict, stress, and burnout indices were
most strongly and positively associated with the WC scales of Confrontive Coping,
Distancing, Accepting Responsibility, and Escape-Avoidance scales, and negatively
associated with the Planful Problem-Solving scale. Type of coping response was
differentially related to the level of reported stress and burnout. Increased use of emotional-
focused coping responses was related to increased reports of stress and burnout.
2.Impact of Stress on the Performance of Construction Project Managers.
Authors: Leung, M., Chan, Y., and Olomolaiye, P.
The work of construction project managers (CPMs) is often highly stressful, due to
time pressures, and due to the uncertainties and the dynamic social structure involved in
construction projects. This study aims to investigate the impact of stress on the performance
of CPMs. Correlation analysis and structural equation modeling are employed to uncover the
relationships between different types of stress (i.e., objective stress, burnout, and
physiological stress) and the work performances (i.e., task performance, interpersonal
performance, and organizational performance) of CPMs. Data were collected from 108
CPMs who work in a variety of construction sectors, including prime contractors,
subcontractors, developers, consultant firms, and the public sector. Results showed that (1)
objective stress reduces the task performance of CPMs while burnout can have a positive
effect on it; (2) interpersonal performance is maximized with a moderate level of objective
stress (i.e., an inverted-U-shaped relationship between these two variables) and increases in
line with the improvement of the task performance of individuals; and (3) organizational
performance has U-shaped relationships with both burnout and physiological stresses and is
worsened by objective stress. Last, it is suggested to stakeholders that regular reviews of job
allocation, stress appraisals, stress management workshops, group or individual counseling,
and psychological treatment or physiotherapy be carried out to optimize the stress and the
performance of CPMs.
3.Predictors of Academic-Related Stress in College Students: An Examination of
Coping, Social Support, Parenting, and Anxiety
Authors: Kimberly Renk, Tara Smith University of Central Florida
This study examined potential predictors of the academic-related stress experienced
by college students. In particular, the relationships among the coping strategies used by
college students, social support, the parenting style used by college students’ mothers and
fathers, college students’ experience of anxiety, and academic-related stress were examined.
Ninety-three undergraduate students enrolled in a psychology course at a large southeastern
university completed a series of self-report questionnaires that measured the variables under
study. Results suggested that anxiety, problem-focused coping, and support from significant
others may serve as potentially important predictors of the academic-related stress
experienced by college students. Thus, identifying college students’ experience with these
variables and addressing these variables in practical settings may help college students
alleviate their experience of academic-related stress and have a less stressful, and possibly
more fulfilling, college career.
4.Sources and effects of Work-related stress in nursing
Authors: Εleni Moustaka , Theodoros C Constantinidis
Introduction: The working environment is one of the most important recourses of
occupational stress. The importance of management of occupational stress is recognized,
besides all by Occupational health and safety since it has been found to be related not only
with loss of productivity and loss of working hours but with the arousal of diseases and
occupational accidents.
Purpose: The aim of this systematic review was the examination of the sources and
consequences of occupational stress on nurses’ adequacy, productivity, efficiency.
Material – method: A systematic review was made in “European Agency for Safety
and Health at Work”, “National Institute for Occupational Safety and Health (NIOSH)”,
“Job Stress Network” web sites for various publications and abstracts around the exact theme
and the “Occupational and Environmental Medicine Journal” using as key words «stress,
occupational stress, and Nursing».
Results: A number of aspects of working life have been linked to stress. Aspects of the work
itself can be stressful, namely work overload and role-based factors such as lack of power,
role ambiguity, and role conflict. Threats to career development and achievement, including
threat of redundancy, being undervalued and unclear promotion prospects are stressful.
Stress is associated with reduced efficiency, decreased capacity to perform, a lack of concern
for the organisation and colleagues.
Conclusions: During last decade there has been increasing recognition of the stress
experienced by hospital nursing staff . Although some stressful situations are specific to a
particular type of hospital unit, nurses are subject to more general stress which arises from
the physical, psychological, and social aspects of the work environment. High levels of stress
result in staff burnout and turnover and adversely affect patient care. Interventions that are
targeted at sources of occupational stress seem to be required in order to support nurses.
5.Job Stress-Prone Type A behavior and personal and organizational consequences
Authors: Muhammad Jamal., Syed Waseeq Ahmed
The research study of Jamal. M* finds that job stressors were significantly related to
employees’ psychosomatic problems, job satisfaction, unproductive time at the job, and
absenteeism. Type A behavior was found to be an important moderator of the stress outcome
relationship.
This study examines the relationship among job stressors (role ambiguity, role
overload, role conflict, resource inadequacy, skill underutilization), Type A behaviour pattern
and employees' psychosomatic complaints, life and job satisfaction, unproductive time at the
job, and absenteeism among middle managers (N = 227) and among blue-collar workers (N =
285). Job stressors were found to be significantly related to all outcome variables, except life
satisfaction. Type A behaviour was associated with a number of job stressors and outcome
variables. In addition, Type A behaviour was found to be an important moderator of the stress-
outcome relationships. Implications of the findings for management and for future research are
highlighted.
CHAPTER -3
RESEARCH METHODOLOGY
3.1 RESEARCH METHODOLOGY
Research methodology is the specification of methods and procedures for acquiring the
information needed to structure or solve problems. It is the overall operational pattern or
framework of the project that stipulates what information is to be collected, from which
sources and with what procedures.
A research methodology is a plan of the proposed research work. In other words
research methodology s the arrangement of condition for collection and analysis of data in a
manner that aims to combine the relevance to the research purpose with economy in
procedure.
3.2 NEED OF THE STUDY
The present world is fast changing and there are lots of pressures and demands at work.
These pressures at work lead to physical disorders. Stress refers to individual’s reaction to a
disturbing factor in the environment. Hence this study would help the organization to know
the factors of stress and to reduce the stress in employees. Since it is a well known fact that
healthy employee is a productive employee.
3.3 SCOPE OF THE STUDY
The scope of the study covers Bisleri International Private Limited, Chennai. The study
covered employees from the middle management of the organization during the time period
July’12-Aug’12.
3.4 OBJECTIVES OF THE STUDY
Primary objective:
To undergo an study about the stress among the employees of BISLERI
INTERNATIONAL PRIVATE LIMITED.
Secondary objective:
To study about the effects of stress on employees in BISLERI INTERNATIONAL
PRIVATE LIMITED.
To identify the factors causing stress among the employees of the organization.
To identify the coping strategies to manage stress.
To analyze the association between the demographic factors of the respondents and
their stress at work.
3.5 RESEARCH DESIGN
Research design is needed because it facilitates the smooth sailing of the various
research operations thereby research as effective as possible yielding maximal information
with minimal expenditure of effort, time and money.There are many kinds of research design
namely exploratory, diagnostic research, descriptive research, hypothesis testing, etc. This
research deals with descriptive research.
The research study undertaken by the researcher in this project is the “Descriptive
Study”. It includes surveys and fact finding enquiries of different kinds. The major purpose of
descriptive research is description of the state of affairs, as it exists at present. The main
characteristics of this method are that the researcher has no control over the variables; it can
only report which has happened or what is happening.
3.6 SAMPLING DESIGN:
3.6.1 Sample Area
The sample area of the study is Bisleri International Private Limited, Chennai.
3.6.2 Sample size
The sample size for the study is 40.
3.6.3 Sample Unit
The employees of Bisleri International Private Limited are the sample unit in the survey.
3.6.4 Sample Technique
Simple random sampling is the simplest form of random sampling. It is the basic
sampling technique where we select a group of subjects, a sample, for study from a larger
group, a population.
3.7 FRAMEWORK OF THE QUESTIONNAIRE:
The tool used for data collecting was questionnaire method. The questionnaire was a
highly structured one with multiple choices.
The reliability of the data collected and the response rate to be achieved depend, to a
large extent, on the design of the questionnaire. This means that each part of the structuring
stage will involve substantial rewriting in order to get the questionnaire right. For the purpose
of this study, closed-ended questions were used. Closed ended questions provide a number of
alternative answers from which the respondent is instructed to choose. They are usually
quicker and easier to answer. Responses are also easier to compare as they have been
predetermined. A Likert-style Rating Scale, where the respondents were asked how strongly
they agree or disagree with the statement on a five point scale, was used to measure responses.
3.8 METHOD OF DATA COLLECTION
Primary Data
Primary data are those that are gathered for a specific purpose or for a specific research
project. The information was collected through a structured questionnaire.
Secondary Data
Secondary data means data that have already been collected and analyzed. The sources
used to collect these types of data are: Books, Journals and Websites.
3.9 TOOLS USED FOR DATA ANALYSIS
Percentage Analysis Method:
It refers to a special kind of ratio. It is used in making comparison between two or
more series of data. Percentage analysis is used to determine relationships between the series
of data.
Finding relative difference becomes easier through percentage analysis.
Percentage = (No. of respondents × 100) / (Total No. of respondents)
Weighted Average Method:
There are cases where the relative importance of the different item is not the same.
When it so, the researcher can use the weighted arithmetic mean. The ‘weight’ stands for the
relative importance of the different items. The formula for computing weighted arithmetic
mean is,
(N1+2N2+3N3+4N4+5N5)
WA=---------------------------------- where, N1, N2, N3, N4, N5 are the respondents.
(N1+N2+N3+N4+N5)
CHI- SQUARE TEST:
It is a non-parametric test and distribution free tests, which are designed to conduct statistical
tests on the samples. They are very easy to compute and understand. They can be used with
types of measurements that prohibit the use of parametric test. Chi-Square describes the
magnitude of discrepancy between theoretical and observed values.
χ2 = Σ (Oi – Ei) ² / Ei
Where,
Oi - Observed Frequency
Ei - Expected Frequency
χ2 – It should be positive and should range from 0 to ∞
Expected value Ei = (Row Total × Column Total) / Grand Total
3.10 LIMITATIONS OF THE STUDY
Time and cost factors were the problems faced by the researcher.
The research has been done only in the Chennai branch.
The findings of the study are solely based on the information provided by the
respondents.
The result holds good only for a short period.
3.11 CHAPTER SCHEME
The first chapter deals with the introduction, profile of the industry and the company.
The second chapter covers the review of literature.
The third chapter focuses on the research methodology scope of the study, objective of
the study, research design, sampling design, framework of the questionnaire, method
of data collection and the limitations of the study.
The fourth chapter deals with the analysis and interpretation of data.
The fifth chapter recapitulates the summary of main findings, suggestions and
conclusion of the study.
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
4.1 AGE WISE CLASSIFICATION OF EMPLOYEES
Table 4.1 AGE WISE CLASSIFICATION OF EMPLOYEES
AGE GROUP FREQUENCY PERCENTAGE
21-30yrs 17 42.5
31-40yrs 15 37.5
41-50yrs 8 20.0
Total 40 100.0
Chart 4.1 AGE WISE CLASSIFICATION OF EMPLOYEES
INFERENCE
It is observed from the survey that 42.5% of the respondents are between (21-30) yrs, 37.5%
of the respondents are between (31-40) yrs, and 20% of the respondents are between (41-50)
yrs.
4.2 GENDER WISE CLASSIFICATION OF EMPLOYEES
Table 4.2 GENDER WISE CLASSIFICATION OF EMPLOYEES
GENDER FREQUENCY PERCENTAGE
Male 30 75.0
Female 10 25.0
Total 40 100.0
Chart 4.2 GENDER WISE CLASSIFICATION OF EMPLOYEES
INFERENCE
It is found from the survey that 75% of the respondents are male and 25% of the respondents
are female.
4.3 CLASSIFICATION ON EDUCATIONAL QUALIFICATION
Table 4.3 CLASSIFICATION ON EDUCATIONAL QUALIFICATION
EDUCATIONAL
QUALIFICATIONFREQUENCY PERCENTAGE
SSLC 1 2.5
UG 25 62.5
PG 11 27.5
TECHNICAL 1 2.5
PROFESSIONAL 2 5.0
Total 40 100.0
Chart 4.3 CLASSIFICATION ON EDUCATIONAL QUALIFICATION
INFERENCE
It is evident from the survey that 5% of the respondents are professionally qualified, 62.5% of
the respondents have graduation, 27.5% of the respondents have post graduation, 2.5% of the
respondents have only finished SSLC.
4.4 WORK EXPERIENCE WITH BISLERI INTERNATIONAL PRIVATE LIMITED
Table 4.4 WORK EXPERIENCE
WORK EXPERIENCE FREQUENCY PERCENTAGE
5yrs &
below23 57.5
5-15yrs 13 32.5
>15yrs 4 10.0
Total 40 100.0
Chart 4.4 WORK EXPERIENCE
INFERENCE
It is found from the survey that 10% of the respondents have more than 15 years of
experience, 32.5% of the respondents have (5-15) yrs of experience and 57.5% of the
respondents have 5 years or less than 5 years of experience.
4.5 STRESS AT WORK
Table 4.5 STRESS AT WORK
FREQUENCY PERCENTAGE
Yes 16 40.0
No 24 60.0
Total 40 100.0
Chart 4.5 STRESS AT WORK
INFERENCE
Of the data collected, it is observed that 60% of the respondents claimed to have no stress at their level of work, whereas 40% of the respondents showed that they were stressed with their work.
4.6 ABILITY TO COMPETE WITH COLLEAGUES AT WORK
Table 4.6 ABILITY TO COMPETE WITH COLLEAGUES AT WORK
FREQUENCY PERCENTAGE
Disagree 2 5.0
Neutral 10 25.0
Agree 19 47.5
Strongly agree 9 22.5
Total 40 100.0
Chart 4.6 ABILITY TO COMPETE WITH COLLEAGUES AT WORK
INFERENCE
It is observed that 47.5% of the respondents agree and 22.5% of the respondents strongly
agree to the above statement, whereas 25% of the respondents are neutral i.e., they neither
agree nor disagree and 5% disagree to the same.
4.7 SUPPORT FROM THE WORK SPOT
Table 4.7 SUPPORT FROM THE WORK SPOT
FREQUENCY PERCENTAGE
Disagree 2 5.0
Neutral 12 30.0
Agree 12 30.0
Strongly agree 14 35.0
Total 40 100.0
Chart 4.7 SUPPORT FROM THE WORK SPOT
INFERENCE
It is evident from the chart that 35% of the respondents strongly agree and 30% of the
respondents agree to the above statement, while the same percentage of the respondents are
neutral and 5% of them disagree to the same.
4.8 EXPERIENCE ON ARGUMENT OR HEATED CONVERSATIONS WITH CO-
WORKERS OR BOSS
Table 4.8 EXPERIENCE ON ARGUMENT OR HEATED CONVERSATIONS WITH
CO-WORKERS OR BOSS
FREQUENCY PERCENTAGE
Strongly Disagree 4 10.0
Disagree 12 30.0
Neutral 15 37.5
Agree 7 17.5
Strongly agree 2 5.0
Total 40 100.0
Chart 4.8 EXPERIENCE ON ARGUMENT OR HEATED CONVERSATIONS WITH
CO-WORKERS OR BOSS
INFERENCE
From the graph it is clear that 17.5% of the respondents agree that they experience argument
or heated conversations with co-workers or boss and 30% of the respondents disagree with the
above statement. While 37.5% of the respondents remained neutral and the rest strongly
agreed and strongly disagreed to the same.
4.9 SMOOTH AND CO-ORDIAL RELATIONSHIP WITH COLLEAGUES AND
PEERS
Table 4.9 SMOOTH AND CO-ORDIAL RELATIONSHIP WITH COLLEAGUES AND
PEERS
FREQUENCY PERCENTAGE
Disagree 1 2.5
Neutral 15 37.5
Agree 10 25.0
Strongly agree 14 35.0
Total 40 100.0
Chart 4.9 SMOOTH AND CO-ORDIAL RELATIONSHIP WITH COLLEAGUES AND
PEERS
INFERENCE
It is evident from the chart that 35% of the respondents strongly agree and 25% of the
respondents agree to the above statement, while 37.5% of the respondents are neutral and only
2.5% of the respondents disagree to the same.
4.10 RESPONSE AND SUPPORT FROM FAMILY MEMBERS
Table 4.10 RESPONSE AND SUPPORT FROM FAMILY MEMBERS
FREQUENCY PERCENTAGE
Disagree 2 5.0
Neutral 5 12.5
Agree 22 55.0
Strongly agree 11 27.5
Total 40 100.0
Chart 4.10 RESPONSE AND SUPPORT FROM FAMILY MEMBERS
INFERENCE
It is observed that 27.5% of the respondents strongly agree and 55% of them agree to the
above statement, whereas 12.5% of the respondents are neutral and only 5% of the
respondents disagree to the same.
4.11 ABILITY TO CONCENTRATE ON WORK
Table 4.11 ABILITY TO CONCENTRATE ON WORK
FREQUENCY PERCENTAGE
Strongly Disagree 7 17.5
Disagree 22 55.0
Neutral 6 15.0
Agree 4 10.0
Strongly agree 1 2.5
Total 40 100.0
Chart 4.11 ABILITY TO CONCENTRATE ON WORK
INFERENCE
From the graph it is clear that 55% of the respondents disagree and 17.5% strongly disagree to
the above statement. Whereas 15% of the respondents remained neutral and only 10% of them
agreed to the statement.
4.12 GETTING UPSET ABOUT NOT BEING ABLE TO MAKE PROGRESS IN THE
JOB
Table 4.12 GETTING UPSET ABOUT NOT BEING ABLE TO MAKE PROGRESS IN
THE JOB
FREQUENCY PERCENTAGE
Strongly Disagree 3 7.5
Disagree 17 42.5
Neutral 8 20.0
Agree 12 30.0
Total 40 100.0
Chart 4.12 GETTING UPSET ABOUT NOT BEING ABLE TO MAKE PROGRESS IN
THE JOB
INFERENCE
It is observed that maximum percentage of the respondents disagree and 30% of the
respondents agree that they get upset thinking that they are not able to progress in their job,
while 7.5% of the respondents strongly disagree and 20% of them remained neutral to the
same.
4.13 EXPERIENCE ON EXCESSIVE WORK PRESSURE
Table 4.13 EXPERIENCE ON EXCESSIVE WORK PRESSURE
FREQUENCY PERCENTAGE
Strongly Disagree 3 7.5
Disagree 12 30.0
Neutral 12 30.0
Agree 13 32.5
Total 40 100.0
Chart 4.13 EXPERIENCE ON EXCESSIVE WORK PRESSURE
INFERENCE
It is clear from the chart that 32.5% of the respondents agree that they experience work
pressure, while 30% of the respondents remained neutral and the same percentage is applied to
the respondents who disagreed for the same. And only a very few respondents strongly
disagreed to the statement.
4.14 DURATION GIVEN TO DO WHAT IS EXPECTED ON THE JOB
Table 4.14 DURATION GIVEN TO DO WHAT IS EXPECTED ON THE JOB
FREQUENCY PERCENTAGE
Strongly Disagree 4 10.0
Disagree 21 52.5
Neutral 8 20.0
Agree 6 15.0
Strongly agree 1 2.5
Total 40 100.0
Chart 4.14 DURATION GIVEN TO DO WHAT IS EXPECTED ON THE JOB
INFERENCE
It is evident that 15% of the respondents agree that they are not given enough time to do what
is expected of them on their job, while 20% of the respondents remained neutral and the
remaining disagree for the same.
4.15 ABILITY TO GET THE NECESSARY INFORMATION TO PERFORM THE
JOB EFFECTIVELY
Table 4.15 ABILITY TO GET THE NECESSARY INFORMATION TO PERFORM
THE JOB EFFECTIVELY
FREQUENCY PERCENTAGE
Neutral 14 35.0
Agree 20 50.0
Strongly agree 6 15.0
Total 40 100.0
Chart 4.15 ABILITY TO GET THE NECESSARY INFORMATION TO PERFORM
THE JOB EFFECTIVELY
INFERENCE
It is observed that almost all the respondents agree that they are able to get the necessary
information to perform their job effectively, while 35% of the respondents remained neutral.
4.16 GOOD NIGHT'S SLEEP WITHOUT WORRYING ABOUT THE WORK
Table 4.16 GOOD NIGHT'S SLEEP WITHOUT WORRYING ABOUT THE WORK
FREQUENCY PERCENTAGE
Disagree 4 10.0
Neutral 8 20.0
Agree 25 62.5
Strongly agree 3 7.5
Total 40 100.0
Chart 4.16 GOOD NIGHT'S SLEEP WITHOUT WORRYING ABOUT THE WORK
INFERENCE
It is evident that 62.5% of the respondents agree that they always get a good night's sleep
without worrying about work, while the 20% of the respondents remained neutral and very
few disagree to the same.
4.17 COMFORT WITH THE DRESS CODE IN THE ORGANIZATION
Table 4.17 COMFORT WITH THE DRESS CODE IN THE ORGANIZATION
FREQUENCY PERCENTAGE
Strongly Disagree 1 2.5
Disagree 2 5.0
Neutral 5 12.5
Agree 25 62.5
Strongly agree 7 17.5
Total 40 100.0
Chart 4.17 COMFORT WITH THE DRESS CODE IN THE ORGANIZATION
INFERENCE
From the graph it is clear that almost all the respondents agree that they are comfortable with
the dress code in the organization, whereas only a very few respondents remained neutral.
4.18 RESTLESSNESS AND UNABLE TO KEEP STIFF WHILE WORKING
Table 4.18 RESTLESSNESS AND UNABLE TO KEEP STIFF WHILE WORKING
FREQUENCY PERCENTAGE
Strongly Disagree 3 7.5
Disagree 24 60.0
Neutral 6 15.0
Agree 7 17.5
Total 40 100.0
Chart 4.18 RESTLESSNESS AND UNABLE TO KEEP STIFF WHILE WORKING
INFERENCE
It is clear that 60% of the respondents disagree and 17.5% of the respondents agree to the
above statement, while the remaining respondents are neutral to the same.
4.19 FREQUENTLY SUFFERING FROM HEADACHE WHILE ON JOB
Table 4.19 FREQUENTLY SUFFERING FROM HEADACHE WHILE ON JOB
FREQUENCY PERCENTAGE
Strongly Disagree 8 20.0
Disagree 20 50.0
Neutral 5 12.5
Agree 6 15.0
Strongly agree 1 2.5
Total 40 100.0
Chart 4.19 FREQUENTLY SUFFERING FROM HEADACHE WHILE ON JOB
INFERENCE
It is clear that 15% of the respondents say that they suffer from headache while doing the job,
while 50% the respondents disagree and a few strongly disagree to the above respondents and
12.5% remained neutral.
4.20 FEELING OF NOT BEING ABLE TO THINK CLEARLY
Table 4.20 FEELING OF NOT BEING ABLE TO THINK CLEARLY
FREQUENCY PERCENTAGE
Strongly Disagree 2 5.0
Disgree 22 55.0
Neutral 11 27.5
Agree 5 12.5
Total 40 100.0
Chart 4.20 FEELING OF NOT BEING ABLE TO THINK CLEARLY
INFERENCE
It is shown that 12.5% of the respondents agree and 55% of the respondents disagree that they
are unable to think clearly and 27.5% of them remained neutral to the same.
4.21 GETTING NERVOUS WHEN NOT MEETING THE ORGANIZATIONAL
REQUIREMENTS
Table 4.21 GETTING NERVOUS WHEN NOT MEETING THE ORGANIZATIONAL
REQUIREMENTS
FREQUENCY PERCENTAGE
Strongly Disagree 5 12.5
Disagree 15 37.5
Neutral 16 40.0
Agree 3 7.5
Strongly agree 1 2.5
Total 40 100.0
Chart 4.21 GETTING NERVOUS WHEN NOT MEETING THE ORGANIZATIONAL
REQUIREMENTS
INFERENCE
It is evident that 37.5% of the respondents disagree to the statement that they get nervous
when they didn’t meet the organizational requirements, while 7.5% of the respondents agree
and 40% of the respondents remained neutral.
4.22 MANAGING STRESS WITH YOGA AND MEDITATION
Table 4.22 MANAGING STRESS WITH YOGA AND MEDITATION
FREQUENCY PERCENTAGE
Disagree 5 12.5
Neutral 24 60.0
Agree 6 15.0
Strongly agree 5 12.5
Total 40 100.0
Chart 4.22 MANAGING STRESS WITH YOGA AND MEDITATION
INFERENCE
It is shown that 60% of the respondents remained neutral and 15% of them agreed to the above
statement.12.5% of the respondents strongly agreed and the same percentage of the
respondents disagree to the same.
4.23 DESTRESS BY SPENDING TIME WITH FAMILY MEMBERS AND FRIENDS
Table 4.23 DESTRESS BY SPENDING TIME WITH FAMILY MEMBERS AND
FRIENDS
FREQUENCY PERCENTAGE
Disagree 2 5.0
Neutral 4 10.0
Agree 19 47.5
Strongly
agree15 37.5
Total 40 100.0
Chart 4.23 DESTRESS BY SPENDING TIME WITH FAMILY MEMBERS AND
FRIENDS
INFERENCE
It is clear that 47.5% of the respondents agree and 37.5% of them strongly agree that spending
time with their family members and friends destress them and 10% of the respondents
remained neutral to the same.
4.24 OUTINGS DURING THE WEEKENDS EASE WORK STRESS
Table 4.24 OUTINGS DURING THE WEEKENDS EASE WORK STRESS
FREQUENCY PERCENTAGE
Neutral 7 17.5
Agree 18 45.0
Strongly agree 15 37.5
Total 40 100.0
Chart 4.24 OUTINGS DURING THE WEEKENDS EASE WORK STRESS
INFERENCE
It is clear that 45% of the respondents agree and 37.5% of the respondents strongly agree that
outings during the weekends ease their work stress and 17.5% of the respondents remained
neutral to the same.
4.25 COPE-UP WITH NEW TECHNOLOGY BY CONSTANT TRAINING AND
DEVELOPMENT PROGRAMS TO REDUCE STRESS
Table 4.25 COPE-UP WITH NEW TECHNOLOGY BY CONSTANT T & D
PROGRAMS TO REDUCE THE STRESS
FREQUENCY PERCENTAGE
Disagree 3 7.5
Neutral 25 62.5
Agree 11 27.5
Strongly agree 1 2.5
Total 40 100.0
Chart 4.25 COPE-UP WITH NEW TECHNOLOGY BY CONSTANT T & D
PROGRAMS TO REDUCE THE STRESS
INFERENCE
It is evident that only 27.5% of the respondents agree that training and development programs
helps them to cope-up with new technology and reduces the stress and 62.5% of the
respondents remained neutral to the same.
WEIGHTED AVERAGE METHOD
SCALE REPRESENTATION
Strongly Agree - 5 Agree - 4 Neutral - 3 Disagree - 2 Strongly Disagree - 1
Table 4.26 FOR INTERPERSONAL RELATIONSHIP FACTORS:
STATEMENTSWEIGHTED
AVERAGE
I am able to compete with my colleagues at work. 3.87
I am able to receive support from my boss, colleagues and juniors. 3.95
I experience argument or heated conversations with co-workers or boss. 2.77
My relationship with colleagues and peers is smooth and co-ordial. 3.92
I am able to receive good support from my family members. 4.05
INFERENCE
Among all the interpersonal relationship factors, all the data tabled showed positive response
from the respondents. The maximum positive response was proved to be from the family
support.
Table 4.27 FOR WORKLOAD FACTORS:
STATEMENTSWEIGHTED
AVERAGE
I find it difficult to concentrate on my work. 2.25
I get upset thinking that I am not able to make progress in my job. 2.72
I experience excessive work pressure. 2.87
I am not given enough time to do what is expected of me on my job. 2.47
I am able to get the necessary information to perform my job
effectively.
3.8
INFERENCE
With respect to the factor of workload most of the respondents gave out positive reactions to
the various variables that were questioned. The maximum positive response was that they
were able to get the required information to perform the job assigned them effectively.
Table 4.28 FOR PHYSICAL FACTORS:
STATEMENTSWEIGHTED
AVERAGE
I always get a good night's sleep without worrying about work. 3.67
I am comfortable with the dress code in the organization. 3.87
I become restless and can’t keep stiff while working. 2.42
I frequently suffer from headache while doing the job. 2.3
INFERENCE
The physical factors expressed by the respondents showed a positive trend with the maximum
representing comfort in the dress code in the organization.
Table 4.29 FOR EMOTIONAL FACTORS:
STATEMENTSWEIGHTED
AVERAGE
I often feel that I am unable to think clearly. 2.47
I get nervous when I didn’t meet the Organizational requirements. 2.5
INFERENCE
From the analysis, it is found that the emotional factors are equally rated on a positive aspect
by the respondents.
Table 4.30 FOR COPING STRATEGIES:
STATEMENTSWEIGHTED
AVERAGE
Yoga and Meditation helps me to manage stress. 3.27
Spending time with my family members and friends destress me. 4.17
Outings during the weekends ease my work stress. 4.2
Training and development programs helps me to cope-up with new
technology and reduces the stress.
3.25
INFERENCE
Among the coping strategies of stress, the respondents have rated outings during the weekends
the highest.
CHI-SQUARE TEST
ASSOCIATION BETWEEN THE GENDER AND STRESS AT WORK
NULL HYPOTHESIS: There is no association between the gender and the stress at work
among the respondents.
ALTERNATIVE HYOPTHESIS: There is association between the gender and the stress at
work among the respondents.
GENDER
STRESSAT WORK
MALE FEMALE TOTAL
YES 11 5 24
NO 19 5 16
TOTAL 30 10 40
CALCULATION:
OBSERVED
FREQUENCY(Oi)
EXPECTED
FREQUENCY(Ei
)
(Oi-Ei) (Oi-Ei)² (Oi-Ei)²/Ei
11 12 -1 1 0.083
19 18 1 1 0.056
5 4 1 1 0.25
5 6 -1 1 0.167
Σχ²=0.556
From the above table, calculated value for chi-square test is 0.556.
Degrees of freedom=(no of rows-1)*(no of columns-1)
= (2-1)*(2-1)
=1
The table value of χ2 for 1 degrees of freedom at 0.05 level of significance is 3.841
Therefore calculated value is lesser than table value, so H˳ is accepted.
INFERENCE
From the statistical analysis, it is proved that there is no association between the gender and
the stress at work among the respondents.
ASSOCIATION BETWEEN THE AGE GROUP AND STRESS AT WORK
NULL HYPOTHESIS: There is no association between the age group and the stress at work
among the respondents.
ALTERNATIVE HYOPTHESIS: There is association between the age group and the stress
at work among the respondents.
STRESS AT WORK
AGEGROUP
YES NO TOTAL
(21-30yrs) 7 10 17
(31-40yrs) 7 8 15
(41-50yrs) 2 6 8
TOTAL 16 24 40
CALCULATION:
OBSERVED
FREQUENCY(Oi)
EXPECTED
FREQUENCY(Ei
)
(Oi-Ei) (Oi-Ei)² (Oi-Ei)²/Ei
7 6.8 0.2 0.04 0.00588
7 6 1 1 0.167
2 3.2 -1.2 1.44 0.45
10 10.2 -0.2 0.04 0.00392
8 9 -1 1 0.11
6 4.8 1.2 1.44 0.3
Σχ²=1.0375
From the above table, calculated value for chi-square test is 1.0375.
Degrees of freedom=(no of rows-1)*(no of columns-1)
= (2-1)*(3-1)
=2
The table value of χ2 for 2 degrees of freedom at 0.05 level of significance is 5.991
Therefore calculated value is lesser than table value, so H˳ is accepted.
INFERENCE
From the statistical analysis, it is proved that there is no association between the age group and
the stress at work among the respondents.
ASSOCIATION BETWEEN THE EXPERIENCE AND STRESS AT WORK
NULL HYPOTHESIS: There is no association between the experience and the stress at work
among the respondents.
ALTERNATIVE HYOPTHESIS: There is association between the experience and the stress
at work among the respondents.
STRESS ATWORK
EXPERIENCE
YES NO TOTAL
5yrs & BELOW 6 17 23
(5-15yrs) 7 6 13
>15yrs 3 1 4
TOTAL 16 24 40
CALCULATION:
OBSERVED
FREQUENCY(Oi)
EXPECTED
FREQUENCY(Ei
)
(Oi-Ei) (Oi-Ei)² (Oi-Ei)²/Ei
6 9.2 -3.2 10.24 1.1130
7 5.2 1.8 3.24 0.6231
3 1.6 1.4 1.96 1.225
17 13.8 3.2 10.24 0.7420
6 7.8 -1.8 3.24 0.4154
1 2.4 -1.4 1.96 0.8167
Σχ²=4.9352
From the above table, calculated value for chi-square test is 4.9352.
Degrees of freedom=(no of rows-1)*(no of columns-1)
= (2-1)*(3-1)
=2
The table value of χ2 for 2 degrees of freedom at 0.05 level of significance is 5.991
Therefore calculated value is lesser than table value, so H˳ is accepted.
INFERENCE
From the statistical analysis, it is proved that there is no association between the experience
and the stress at work among the respondents.
CHAPTER-5
SUMMARY OF FINDINGS, SUGGESTIONS & CONCLUSION
5.1 SUMMARY OF FINDINGS
Out of the total sample majority of the respondents are male and many are between 21
and 50 years. Most of the respondents are under graduates and post graduates.
Maximum number of respondents have an experience of 5 years and below, whereas
32.5% of the respondents have about 5-15 years of experience and very few have a
long association with the organization.
Of the data collected from the respondents the majority claimed to have no stress at
their level of work, whereas minority showed that they were stressed with their work.
Majority of the respondents were able to compete with their colleagues, whereas few
strongly agreed to the point and some remain neutral.
The report strongly felt that 35% of the respondents were able to receive support from
their boss, colleagues and juniors, while 30% of the respondents agreed and the other
30% remain neutral.
37.5% of the respondents remain neutral on experiencing argument or heated
conversations with their co-workers or boss while 30% percentage showed their idea of
disagreeing and17.5% of agreeing on the statement said above.
The data also reflects the maximum response which shows that the relationship of the
respondents with their colleagues and peers is very strong, while some percentage of
the respondents though remained neutral, the others did agree with the point.
As far as the support from the family members are concerned the graph showed
elevational response agreeing to the topic.
Further down it was noted that the maximum percentage of the respondents found it
unsuitable to be labeled that they were finding it difficult to concentrate on their work.
The same trend showed disagreeing once again to the fact that they get upset thinking
that they are not able to make progress in their job. A few though agreed to the
statement.
32.5% of the respondents agreed on experiencing excessive work pressure while the
30% of the respondents who remained neutral and who disagree remained with equal
weightage.
The trend collected from the data once again shot up in favour of disagreeing with the
idea of not being given enough time in doing their job. But few respondents remained
neutral and some agreed to the same.
The needle pointed to the maximum score agreeing that the employees were able to get
the necessary information to perform their job effectively. While 35% of the
respondents remained neutral and 15% of the respondents strongly agreed with the
point.
The physical factor of all the other factors showed a remarkable percentage of the
respondents agreeing to the fact that they always get a good night’s sleep without
worrying about their work.
The respondents to the maximum percentage agreed that they were very comfortable
with their dress code in the organization. And a few did very strongly feel positive
about it.
Most of the respondents disagreed with the fact that they become restless and can’t
keep stiff while working, whereas a few percentage of the respondents did feel that
they agreed to have become restless.
As said in the previous point, the percentage of the respondents who frequently suffer
from headache while doing the job, shot up disagreed to the maximum.
Maximum percentage of the respondents never felt uncomfortable, unclear, nervous
when they were suppose to complete their assignments. Whereas, many tried to remain
neutral on the issue.
Most of the employees remained neutral on the fact that yoga and meditation helps
them to manage stress, very few percentage of the respondents agreed or disagreed on
the issue.
Many of the employees did agree that keeping close to their family and outings during
the weekends eases them of their official stress and 37.5% of the respondents very
strongly agreed to the comment.
Most of the employees remained neutral on the point that training and development
programs helps them to cope-up with new technology and reduce stress, while a few
did agree on the same issue.
By weighted average method, among all the interpersonal relationship factors, all the
data tabled showed positive response from the respondents. The maximum positive
response was proved to be from the family support.
With respect to the factor of workload most of the respondents gave out positive
reactions to the various variables that were questioned. The maximum positive
response was that they were able to get the required information to perform the job
assigned them effectively.
The physical factors expressed by the respondents showed a positive trend with the
maximum representing comfort in the dress code in the organization.
From the weighted average analysis, it is found that the emotional factors are equally
rated on a positive aspect by the respondents.
The coping strategies tabled in the weighted average method showed that apart from
spending time with family, friends, yoga & meditation, use of new technology; outings
during the weekends eased the work stress.
5.2 SUGGESTIONS
A small percentage of the employees did have some kind of stress. The employees
must give importance to time management techniques thereby they can complete their work
within the specified time. Many tasks can be delegated to subordinates without losing
effectiveness so that we can reduce the overload of work.
The employees facing stress from workload factors, emotional factors and any other
individual and organizational factors are advised to attend stress management courses which
will help them to build coping strategies and reduce their stress.
Some of the suggestions to reduce stress are
Set daily goals.
Positive outlook towards works / responsibilities
Reward yourself for accomplishing things.
Get enough sleep.
Manage your time better.
Be willing to compromise.
Learn to forgive.
Take small breaks during work.
Go for vacation with your family/friends.
Realize excessive use of tea / coffee cigarette is not answer to stress.
Listen to good music
5.3CONCLUSION
The present study was conducted at Bisleri International private limited in chennai.
The aim was to find the amount of stress, personality type of the employees. This was done
using a detailed questionnaire. The study revealed that only a small percentage of the
employees are highly stressed & needed prevailing in the organization to some extent.
At the end of the study, it was found that though there are signs of stress among the
employees & such stress is affecting their behaviors, it can be controlled & reduced
effectively.
This can be done by adopting coping strategies to reduce stress & incorporating the
suggestions given here at both individual & organization level.
BIBLIOGRAPHY
Stress management- A comprehensive handbook of techniques and strategies -Jonathan c. smith
Susan.R.Gregson-Stress Management Fred Luthans -“Organization Behavior”, Mc Graw Hill International Edition. “Organization Behaviour” – Concept Controversies & Applications” - Stephen
P.Robbin S.S. Khanka, First Edition (2000), reprint (2006). Organizational Behaviour.
Journals
Leung, M., Chan, Y., and Olomolaiye, P., “Impact of Stress on the Performance of Construction Project Managers” Journal of Construction Engineering and Management
Εleni Moustaka ., Theodoros C Constantinidis., “Sources and effects of Work-related stress in nursing” Health Science Journal Volume 4, Issue 4 (2010)
Kimberly Renk. , Tara Smith. , “Predictors of Academic-Related Stress in College Students: An Examination of Coping, Social Support, Parenting, and Anxiety” Journal of Student Affairs Research and Practice Volume 44, Issue 3 (2007)
Jamal M., Syed Waseeq Ahmed., “Job Stress-Prone Type A behavior and personal and organizational consequences”, Canadian Journal of Administrative
APPENDIX
QUESTIONNAIRE
PERSONAL PROFILE
Kindly provide your valuable personal information. Dept:
1.NAME :
2.AGE GROUP : (21-30yrs) (31-40yrs) (41-50yrs)
3.GENDER : MALE/FEMALE
4.EDUCATIONAL QUALIFICATION: SSLC/UG/PG/TECHNICAL/PROFESSIONAL
5.EXPERIENCE: 5yrs & below (5-15yrs) >15yrs
6. Do you feel stressed at work?
Yes No
Please read the following questions and tick the relevant column:
S.No QuestionsDisagree
Strongly
Disagree Neutra
l
Agree Strongly
Agree
INTERPERSONAL RELATIONSHIP
FACTORS:
7 I am able to compete with my
colleagues at work.
8 I am able to receive support from my
boss, colleagues and juniors.
9
I experience argument or heated
conversations with co-workers or
boss.
10 My relationship with colleagues and
peers is smooth and co-ordial.
11 I am able to receive good support
from my family members.
WORKLOAD FACTORS:
12 I find it difficult to concentrate on
my work.
13 I get upset thinking that I am not
able to make progress in my job.
14 I experience excessive work
pressure.
15 I am not given enough time to do
what is expected of me on my job.
16
I am able to get the necessary
information to perform my job
effectively.
PHYSICAL FACTORS:
17 I always get a good night's sleep
without worrying about work.
18 I am comfortable with the dress
code in the organization.
19 I become restless and can’t keep
stiff while working.
20 I frequently suffer from headache
while doing the job.
EMOTIONAL FACTORS:
21I often feel that I am unable to think
clearly.
22 I get nervous when I didn’t meet the
Organizational requirements.
COPING STRATEGIES:
23Yoga and Meditation helps me to
manage stress.
24 Spending time with my family
members and friends destress me.
25 Outings during the weekends ease
my work stress.
26
Training and development programs
helps me to cope-up with new
technology and reduces the stress.
Please offer suggestions if any for better management of work stress in the Organization:
……………………………………………………………………………………………
WEIGHTED AVERAGE CALCULATIONS
ABILITY TO COMPETE WITH COLLEAGUES AT WORK
WA= [ 0*(1) + 2*(2) + 10*(3) + 19*(4) + 9*(5) ] / ( 0 + 2 + 10 + 19 + 9 )
=155 / 40
= 3.87
SUPPORT FROM THE WORK SPOT
WA= [ 0*(1) + 2*(2) + 12*(3) + 12*(4) + 14*(5) ] / ( 0 + 2 + 12 + 12 + 14 )
= 158 / 40
= 3.95
EXPERIENCE ON ARGUMENT OR HEATED CONVERSATIONS WITH CO-
WORKERS OR BOSS
WA= [ 4*(1) + 12*(2) + 15*(3) + 7*(4) + 2*(5) ] / ( 4 + 12 + 15 + 7 + 2 )
= 111 / 40
= 2.77
SMOOTH AND CO-ORDIAL RELATIONSHIP WITH COLLEAGUES AND PEERS
WA= [ 0*(1) + 1*(2) + 15*(3) + 10*(4) + 14*(5) ] / ( 0 + 1 + 15 + 10 + 14 )
= 157 / 40
= 3.92
RESPONSE AND SUPPORT FROM FAMILY MEMBERS
WA= [ 0*(1) + 2*(2) + 5*(3) + 22*(4) + 11*(5) ] / ( 0 + 2 + 5 + 22 + 11 )
= 162 / 40
= 4.05
ABILITY TO CONCENTRATE ON WORK
WA= [ 7*(1) + 22*(2) + 6*(3) + 4*(4) + 1*(5) ] / ( 7 + 22 + 6 + 4 + 1 )
= 90 / 40
= 2.25
GETTING UPSET ABOUT NOT BEING ABLE TO MAKE PROGRESS IN THE JOB
WA= [ 3*(1) + 17*(2) + 8*(3) + 12*(4) + 0*(5) ] / ( 3 + 17 + 8 + 12 + 0 )
= 109 / 40
= 2.72
EXPERIENCE ON EXCESSIVE WORK PRESSURE
WA= [ 3*(1) + 12*(2) + 12*(3) + 13*(4) + 0*(5) ] / ( 3 + 12 + 12 + 13 + 0 )
= 115 / 40
= 2.87
DURATION GIVEN TO DO WHAT IS EXPECTED ON THE JOB
WA= [ 4*(1) + 21*(2) + 8*(3) + 6*(4) + 1*(5) ] / ( 4 + 21 + 8 + 6 + 1 )
= 99 / 40
= 2.47
ABILITY TO GET THE NECESSARY INFORMATION TO PERFORM THE JOB
EFFECTIVELY
WA= [ 0*(1) + 0*(2) + 14*(3) + 20*(4) + 6*(5) ] / ( 0 + 0 + 14 + 20 + 6 )
= 152 / 40
= 3.8
GOOD NIGHT'S SLEEP WITHOUT WORRYING ABOUT THE WORK
WA= [ 0*(1) + 4*(2) + 8*(3) + 25*(4) + 3*(5) ] / ( 0 + 4 + 8 + 25 + 3 )
= 147 / 40
= 3.67
COMFORT WITH THE DRESS CODE IN THE ORGANIZATION
WA= [ 1*(1) + 2*(2) + 5*(3) + 25*(4) + 7*(5) ] / ( 1 + 2 + 5 + 25 + 7 )
= 155 / 40
= 3.87
RESTLESSNESS AND UNABLE TO KEEP STIFF WHILE WORKING
WA= [ 3*(1) + 24*(2) + 6*(3) + 7*(4) + 0*(5) ] / ( 3 + 24 + 6 + 7 + 0 )
= 97 / 40
= 2.42
FREQUENTLY SUFFERING FROM HEADACHE WHILE ON JOB
WA= [ 8*(1) + 20*(2) + 5*(3) + 6*(4) + 1*(5) ] / ( 8 + 20 + 5 + 6 + 1 )
= 92 / 40
= 2.3
FEELING OF NOT BEING ABLE TO THINK CLEARLY
[ 2*(1) + 22*(2) + 11*(3) + 5*(4) + 0*(5) ] / ( 2 + 22 + 11 + 5 + 0 )
= 99 / 40
= 2.47
GETTING NERVOUS WHEN NOT MEETING THE ORGANIZATIONAL
REQUIREMENTS
WA= [ 5*(1) + 15*(2) + 16*(3) + 3*(4) + 1*(5) ] / ( 5 + 15 + 16 + 3 + 1 )
= 100 / 40
= 2.5
MANAGING STRESS WITH YOGA AND MEDITATION
WA= [ 0*(1) + 5*(2) + 24*(3) + 6*(4) + 5*(5) ] / ( 0 + 5 + 24 + 6 + 5 )
= 131 / 40
= 3.27
DESTRESS BY SPENDING TIME WITH FAMILY MEMBERS AND FRIENDS
WA= [ 0*(1) + 2*(2) + 4*(3) + 19*(4) + 15*(5) ] / ( 0 + 2 + 4 + 19 + 15 )
= 167 / 40
= 4.17
OUTINGS DURING THE WEEKENDS EASE WORK STRESS
WA= [ 0*(1) + 0*(2) + 7*(3) + 18*(4) + 15*(5) ] / ( 0 + 0 + 7 + 18 + 15 )
= 168 / 40
= 4.2
COPE-UP WITH NEW TECHNOLOGY BY CONSTANT TRAINING AND
DEVELOPMENT PROGRAMS TO REDUCE STRESS
WA= [ 0*(1) + 3*(2) + 25*(3) + 11*(4) + 1*(5) ] / ( 0 + 3 + 25 + 11 + 1 )
= 130 / 40
= 3.25