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M.B.A. Program Solapur University, Solapur
1.1 Introduction to Human Resource Management
Human Resource Management is an art of managing people at work in such
a manner that they give their best to the organization. In simple word human
resource management refers to the quantitative aspects of employees working in
an organization.
Human Resource Management is also a management function concerned with hiring,
motivating, and maintains people in an organization. It focuses on people in
organization.
Organizations are not mere bricks, mortar, machineries or inventories. They are
people who staff and manage the organizations.HRM involves the application of
management functions and principles. The functions and principles are applied to
acquisitioning, developing, maintain, and remunerating employees in organizations.
Decisions relating to employees must be integrated. Decision on different aspect of
employees must be consistent with other human resource decisions. Decision made
must influence the effectiveness of organization. Effectiveness of an organization
must result in betterment of services to customers in the form of high-quality product
supplied at reasonable costs
HRM function s is not confined to business establishment only. They are applicable to
non-business organizations, too such as education, health care, recreation etc. The
scope of HRM is indeed vast. All major activities in the working life of his or her
entry into an organization until he or she leaves-come under the previews of HRM
specifically, the activities included are HR planning, job analysis and be sign,
recruitment and selection, orientation and placement, training and development,
performance appraisal and job evaluation, employee and executive remuneration,
motivation and communication, welfare, safety and health, industrial relations and the
like. HRM is a broad concept Personnel management and human resource
development is a part of HRM. Before we define “Human Resource Management”,
it seems good to first define heterogeneous in the sense that they differ in
personality, perception, emotions, values, attitudes, motives, and modes of
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 1
M.B.A. Program Solapur University, Solapur
thoughts.Human resource management plays an important role in the
development process of modern economy. In fact it is said that all the development
comes from the human mind.
“ Human Resource Management is a process of producing development,
maintaining and controlling human resources for effective achievement of
organization goals.”
Fig.1: Human Resource Management
1.2Objectives Of The Study
1. To identify the factors causing stress among the employees.
2. To study the level and kind of stress among the employees.
3. To study about the effect of stress on employees in CPM.
1.2.1Importance Of The Study
People from all walks of life suffer from stress one way or another. Stress can
make us weak. So if we do not take care of ourselves, we can get sick which can
lead to more problems down the road.
When stress becomes excessive, it can be very damaging. It can harm: health,
happiness, work performance, team spirit and co-operation, relationships and
personal development.
It is important to recognise and address the underlying causes of stress, or else the
experience of stress will never go away.
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M.B.A. Program Solapur University, Solapur
Stress is necessary in order to survive.Stress is necessary for development and
growth.Stress helps us to achieve peak performance when required.Stress is
manageable.Too much stress can wear us out “mentally and physically” and is a
leading cause of illness.
1.3 Scope Of The StudyThe scope of the project was defined by the objectives themselves. The study was
done basically for the fulfilment of the objectives. This means that the scope of study
was basically an attempt to find out level of stress and its impact on productivity as
well as the welfaremeasure. The study covers all the departments of Hindustan Paper
Corporation Limited, Panchgram.
1.3.1 Limitations Of The Study
Though the present study aimed to achieve the above mentioned objectives, it may
have the following limitations.
i. Unavailability of executives because of important meetings or their field
visit.
ii. The accuracy of findings may be hampered due to somewhat bias
responses which could not have been ascertained.
iii. Lastly, the survey was limited of employees may not be true
representation of entire Hindustan paper corporation limited.
1.4 Research Methodology
Under Research Methodology various steps that are generally adopted by a researcher
in studying his research problem along with logic behind them is discussed. The
researcher methodology has many dimensions and research methods to constitute a
part of the research methodology. It is necessary for the researcher to design the
methodology for his problem as it may differ from problem to problem. In the process
of conduction the study, the researcher has followed the following methodology:
Field Study
The researcher has conducted the study among the executive’s andoffices level
employees in HPC/CPM. Since employees were operating, study on the whole system
could not be undertaken as a whole and is restricted to within the unit of the company
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M.B.A. Program Solapur University, Solapur
Collection of Data Primary Data
Primary data was collected within the employees of organization through survey and
personnel interview.
Secondary Data
Secondary data was collected from various published books, companies’ web sites
and company old records.
Research Design
Theresearch designs under taken forthe study is in descriptive one. Themethodologyin
volved in this design is mostly qualitative in a nature.
1.4.1 Types of Study:
The present study is partly exploratory, partly descriptive and partly causal.
It is exploratory because it is concerned with identifying the existence and non-
existence of stress.
It is descriptive as it aims to describe the various internal and external factors that
contribute to stress.
It is causal as it aims to analyze the causes for stress and the effect of stress in the
performance of the employees.
1.4.2 Sample Design:
A sample of 50 employees is taken out of a total population of 250 employees (20%),
based on judgment sampling. The sample is selected in such a way that it includes the
employees of Allages,different designation from different educational streams with
distinct experience from various departments. Hence the sample is a representative of
the population and an unbiased mix of all factors.
1.4.3 Sample Size:
Out of the total universe 250 employees a total of 50 employees belonging to different
departments of HPC/CPMwas taken for the study.
1.4.4 Research Instrument:
The research instrument used for the survey is a structured undisguised
questionnaire. The questionnaire has been framed in structures andundisguised form,
with a total number of 19 questions. It has both open ended
and closed ended questions. The information collected through personal interview is
also being used. Pre-testing was conducted to find if there were any discrepancies in
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 4
M.B.A. Program Solapur University, Solapur
the questionnaire designed necessary changes were made after designing the
questionnaire for which data was collected Diagrams used-Bar Charts and Pie Charts.
2.1 INTRODUCTION TO THE INDUSTRY
The new millennium is going to be the millennium of the knowledge. So demand for
paper would go on increasing in times to come. In view of paper industry's strategic
role for the society and also for the overall industrial growth it is necessary that
the paper industry performs well.
2.1.1 History
India first Machine-made paper was manufactured in 1812. During this time there
were 15 mills with a total production of lakh tones. In India the Soft wood is the
principal raw material used for making paper especially newsprint and high class
printing papers. With rise in population and broadening of education the demand for
paper has been constantly escalated. Owing to very narrow forest resources wood
pulp is in a shortage. As soft woods grow in temperate climate India is in short supply
of such woods. Thus, in such circumstances the Bamboo became the major raw
materials for the manufacture of paper in the country as it grows very quickly even
after cutting.
Paper industry in India is mainly plantation based and is essential that more land must
be brought under plantations of eucalyptus and other trees apposite for the making of
papers. The paper industry also requires huge amount of soft water and paper utilized
for newspapers is called newsprint. Its requirement is bound to grow noticeably. The
Nepanagar Newsprint plant in Madtiya was set up to meet these aforementioned
demands. The capacity of Indian Paper Industry has been raised to 75,000 tonnes a
year. West Bengal and Maharashtra are the leading states for the industry. The total
newsprint production has now reached well over 400,000 tonnes. A large number of
expansion programmes & expansion of capacities with an outlay of Rs. 10,000 crores
have been announced covering the various sectors like paper, paperboard, newsprint,
etc.
Indian paper industry is a vast industry comprising more than 157 paper-producing
divisions all over India. These 157 functional units manufacture handmade paper
worth around Rs.21 cores and provide employment to approximately 10,000 people.
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Sanganer village is the biggest centre in western India humming on the rhythm of the
sound of paper making activities.
2.1.2 Marketcapitalization
The Indian Paper Industry has the top 15 global players with an output of more than 6
million tonnes annually with an estimated turnover of Rs. 150,000 millions. Indian
Paper Industry is riding on a strong demand and on an expanding mood to meet the
projected demand of 8 million tonnes by 2010 & 13 million tonnes by 2020.
2.1.3 Size of the industry
Indian Paper Industry accounts for about 1.6% of the world's production of paper and
paperboard. The estimated turnover of the industry is Rs 25,000 crore (USD 5.95
billion) and its contribution to the exchequer is around Rs. 2918 crore. The industry
was deli censed effective from July 1997 by the Government of India & foreign
participation is permissible. Most of the paper mills are in existence for a long time
and hence present technologies fall in a wide spectrum ranging from oldest to the
most modern. Paper in India is made from 40% of hardwood and bamboo fibre, 30 %
from agro waste and 30 % from recycled fibre. Newsprint and publication paper
consumption account for 2 million tonnes, of which 1.2 million tonnes of newsprint
paper is manufactured in India and the remaining 0.8 million tonnes is imported.
2.1.4 Total contribution to the economy/ sales
Demand of Paper has been around 8% and during the years 2002-07 while newsprint
registered a growth of 13% and Writing & Printing, Containerboard, Cartonboard and
others registered growth of 5%, 11%, 9% and 1% respectively. So far, the growth in
paper industry has mirrored the growth in GDP and has grown on an average 6-7 %
over the last few years. India is the fastest growing market for paper globally and it
presents an exciting scenario and paper consumption is poised for a big leap forward
in sync with the economic growth and is estimated to touch 13.95 million tons by
2015-16. The futuristic view is that growth in paper consumption would be in
multiples of GDP and hence an increase in consumption by one kg per capita would
lead to an increase in demand of 1 million tons.As per industry estimates, paper
production are likely to grow at a CAGR of 8.4% while paper consumption will grow
at a CAGR of 9% till 2012-13. The import of pulp & paper products is likely to show
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a growing trend. During last few years, the Indian paper market witnessed a five-fold
jump in the import of coated paper. The total import of this paper rose to 10,000
tonnes in 2008 from 2,000 tones.
Fig. 2: Total contribution to the economy/ sales
2.1.5Employment opportunities
The industry provides employment to more than 0.12 million people directly and 0.34
million people indirectly. Some of the paper products are sheet paper, paper boxes,
tissues, paper bags, stationery, envelopes, and printed-paper products such as books,
periodicals, and newspapers. Specialty papers like sandpaper, blueprint paper, carbon
paper are not a part of paper products industry. Stationery includes greeting cards,
printing and writing papers, school and office papers, etc. The toiletry products
include paper towels, tissue paper, and bath tissue.
2.2 COMPANY PROFILE
HINDUSTAN PAPER CORPORATION LTD. (“HPC” or “the Company”) is a
company formed under the Companies Act, 1956. It was promoted by the
Government of India (GOI). The Company’s registered office is located at Delhi.
The company was incorporated as a Private Limited Company on May 29, 1970 under
the name Hindustan Paper Corporation Ltd. The company has since then invested in
three subsidiaries and set up two mills. Hindustan Paper Corporation took over a sick
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paper mill in Karnataka in 1974 and commenced commercial operations. The sick
mill The Mandya National Paper Mills Ltd. was made a subsidiary of the company.
The company entered into a joint venture with Government of Nagaland to form
Nagaland Pulp & Paper Company Limited. The joint venture subsidiary commenced
commercial operation from November 1982. The Greenfield Project to manufacture
newsprint at Kerala, which was being implemented by HPC was taken over by
Hindustan News Print Ltd., a 100 % subsidiary of HPC.
HPC started manufacturing paper and paper products from its own plant, Nagoan
Paper Mill (Assam) in October 1985. The second manufacturing plant, Cachar Paper
Mill in Assam commenced production in April 1988.
HPC is one of the largest manufacturers of paper in India with an installed capacity of
2,00,000 Tons Per Annum (TPA). The Company is engaged in the manufacture and
sale of a variety of Cultural paper,, and Newsprint along with a small amount of
Caustic Soda and Chlorine (excess of captive consumption). The location is ideal in
terms of being proximity to the source of main raw material viz. bamboo which is
available in the vicinity of the mill. Hindustan Paper was to act as a catalyst for
ensuring adequate levels of investment in the paper industry and keep the prices stable
in time of scarcity.
The company is managed by a Board of Directors. There are presently seven
directors including the Chairman-cum-Managing Director. These directors are
assisted by a group of top and Senior Executives to manage the day to day affairs.
These Executives are posted at the corporate headquarters at Kolkata, units and the
regional offices.
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2.2.1 Manufacturing Facility
Unit Location Product Installed capacity (in MTPA)
Nagaon
Paper
Mills
Jagiroad,
District Moregaon,
Assam
Writing and printing
paper
100000(including 20,000 MT
newsprint)
Caustic soda 19800
Chlorine gas 17490
Chlorine Dioxide 545
Calcium Hydro chlorite 7260
Hydrochloric acid 3300
Cachar
Paper
Mills
Panchgram,
DistrictHailakandi,
Assam
Writing and printing
paper
100000(including 20,000 MT
newsprint)
Caustic soda 16500
Chlorine gas 14575
Chlorine Dioxide 545
Calcium Hydro chlorite 7050
Hydrochloric acid 3300
Table No.1: Manufacturing Facility
2.2.2 Unit Details
HPC is engaged in the manufacture and sale of variety of cultured paper, paper boards
and newsprint alongwith small quantities of caustic soda and chlorine. The company
has two plants located at Jagiroad, Dist. Moregaon, and Panchgram, Dist. Hailakandi
in Assam.
2.2.3 Nagaon Paper Mill (NPM)
NPM is an integrated pulp and paper mill with a capacity of 1 lakh MT per annum of
writing and printing paper (including 20,000 MT newsprint) manufactured from
100% bamboo. The mill has a raw material yard, equipped with fire fighting network,
where up to 80,000 MT of bamboo can be stored. There are six Chippers each with a
capacity of 20 MT/hour. The chips are stored in a silo having a capacity of 900 MT.
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The mill has a continuous digester with a capacity of 376 MTBD (Bone Dry Metric
Tonne) for production of unbleached pulp by Kraft process. The digester which was
originally devised for single vapour phased cooking has been upgraded to split
cooking having a yield of 50%.
The capacity of the bleaching plant is 330 MT of bleached pulp per day.The paper
machines are preceded by stock preparation plant equipped with five staged refiners
and chemical additives preparation plant with auto control system for dosing of
various chemicals. There are two paper machines in NPM, one with a capacity of 216
MT/day with size press and the other with capacity of 201 MT/day without size press
To meet the requirement of caustic, chlorine and chlorine dioxide, the mill has a
captive unit for producing 60 MT/day of caustic. The mill also has a chlorine dioxide
plant of 1.65 MTPD capacities to meet the bleaching requirements.
2.2.4 Cachar Paper Mill (CPM)
CPM has an installed capacity of 1 lakh tonnes/year of writing and printing paper
(including 20,000 MT newsprint).
The mill has raw material storage capacity of 80,000 MT with 6 chippers each having
a capacity of 20 MT/hour. The Mill has the same technical configuration of NPM.
The digester is supplied by Kamyr Sweden. The digester has a capacity to produce
376MTBD of unbleached pulp. The capacity of the bleaching plant is 330 MT /day of
bleached pulp.CPM like NPM has very modern paper machines supplied by Utmal-
Voith (West Germany) and by Jessop Beloit (United Kingdom). There are two paper
machines in CPM like NPM with respective capacities of 216 MT/day with size press
and 201 MT/day without size press. They have an operating speed of 600 m/minute.
Both the machines are provided with “Hydraulic head box”, suction boxes, suction
couth roll, four roll “Trinip press” and a series of dryer cylinders.
CPM also has a 50 MT per day Caustic-Chlorine plant. The plant produces Caustic,
Chlorine, Hypochlorite, Hypochloric acid. Besides these, CPM also has a chlorine
dioxide plant with a capacity of generating 1.65 tonnes/day chlorine dioxide.
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2.2.5 Key strengths of HPC
The key strengths of HPC include:
HPC is one of the dominant players in Cream Wove paper market segment in the
country.
HPC is strategically located with close proximity to raw material i.e. Bamboo
which is abundantly available in the vicinity of the 2 mills.
HPC is having nationwide marketing network with 5 regional offices and 14
branches/depots.
HPC sources its water requirement from Barak and Kapali River.
HPC meets all environment related norms and possess ISO 140001:1996
certification for its Environment Management System.
HPC products meet quality requirements and possess ISO 9001:2000 certification
for its Quality Management System.
NPM and CPM have been able to jointly achieve more than 100% capacity
utilization during the year 2002-03.
HPC is a profit making company for the last 6 years.
The industrial relations continue to be cordial and peaceful with no specific
closure on account of labour unrest in the history of operations.
HPC is having Caustic Soda plant with an installed capacity of 36300 tons/per
annum to meet its captive requirement and excess production is sold in the market.
HPC is a name to reckon with in the writing and printing paper segment.
Land:The land holdings of the mills are as follows:
Mill Area Particulars
NPM 600 acres Freehold land
CPM 1200 acres Freehold land
Table No. 2: Land holdings of the mills
Manpower:
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M.B.A. Program Solapur University, Solapur
HPC has a rich pool of qualified and experienced managerial and technical
personnel with total staff strength of 3004 employees in the regular establishment
as on 01.10.2003 out of which 2164 employees (72.% of the total manpower) are
workmen.
HPC had launched a Voluntary Retirement Scheme which has been availed by
276 employees from 26.11.2001 to 30.06.2003 and the same is still under
operation.
The retirement age which was enhanced to 60 years in May 1998 has been rolled
back to 58 years in September 2002.
Raw material:
HPC uses Bamboo as the basic celluloses fibrous raw material available in In the
vicinity of both the mills.
Water:
NPM gets its water supply from KapaliRiver and CPM get its supply from Barak
river.
Each mill is having huge water treatment plant (WTP) which treats about 50,000 –
60,000 m3 of river water. There is 1 no. Aerator,2 nos. Settingbasin, 2 nos.
Clairolcollators and number of reservoirs for storing clarified water. There is also one
Demineralising Plant for special treatment of clarified water is done for using in
boilers.
Power
Each mill is having captive power generating capacity of 30MW with 2 nos. Turbo
Generators (BHEL) each has a capacity of 15 MW. Further, ASEB supply is used as
stand by as also cater to any additional power requirement.
Steam
Each mill is having 3 nos. of high pressure (60 kg/cm3) coal fired power boilers with
a capacity of 80 t/hr steam. In each mill there is also 1 no. Recovery boiler having a
capacity of burning 675 MT per day of black liquor solids and steam generating
capacity of 90 t/hr.
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Equity Base The details of the equity share capital of the company are as below:
As on 31.03.2002 Rs.
in Lakhs
SHARE CAPITAL
AUTHORISED
6,000,000 Equity Shares of Rs.1000/- each 60,000.00
1,366,778 Redeemable Non Cumulative Preference Shares of Rs. 1000/- each 13,667.78
Total Authorised 73,667.78
ISSUED, SUBSCRIBED AND PAID UP
5,637,043 Equity Shares of Rs.1,000/- each fully paid up 56,370.43
1,366,778 Redeemable Non Cumulative Preference Shares of Rs. 1000/- each 13,667.78
TOTAL 70,038.21
Table No. 3: Equity share capital of the company Shareholding patternThe Government of India holds 100% of the shares. Market Price
The shares as on date are not being traded and are not listed on any of the stock
exchanges of the country.The physical performance of HPC for the last five years is
given below:-
Table No.4: Physical performance of HPC in metric Tonnes
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 13
1997-98 1998-99 1999-00 2000-01 2001-02 2002-03
Production – NPM 88654 90174 98783 100841 100946 106091
Production – CPM 50032 60009 65823 76722 92065 94702
Production (NPM+CPM) 138686 150183 164606 177563 193011 200793
Sales (MT) (NPM+CPM) 134584 157248 162681 176486 196158 203241
Capacity Utilisation (in %) 69.34 75.09 82.3 88.78 96.51 100.40
M.B.A. Program Solapur University, Solapur
Operational details
Details of capacity and production performance of HPC for the last 3 year are given below:
Actual Product Name Location Capacity Production(2002-03)
Production(2001-02)
Production(2000-01)
Writing & printing paper CPM 100000 94702 92065 76722Caustic soda CPM 16500 10044 9463 8013Chlorine Dioxide CPM 545 411 394 374Chlorine gas CPM 8250 8838 8326 7052Calcium hydro chlorite CPM 7050 2813 3310 3109Hydrochloric acid CPM 3300 1205 1235 1025Writing & printing paper NPM 100000 106091 100946 100841Caustic soda NPM 19800 11482 11142 10383Chlorine gas NPM 9900 10104 9779 9136Chlorine Dioxide NPM 545 416 472 435Calcium hydro chlorite NPM 7260 4230 4477 4606Hydrochloric acid NPM 3300 1370 1510 1231
Table No. 5: Capacity and production performance of HPC for the last 3 year
2.3Profile OfCachar Paper Mill
Cachar Paper Mill (CPM) is the only major industrial undertaking in south Assam and
the adjoining states of Mizoram, Meghalaya and Tripura. Despite lack of
infrastructural facilities in a remote location, CPM has a continuous record of steady
improvement. During the year 2006-07, the mill recorded the highest annual
production of 1, 03,155 MT registering over 103% capacity utilization, which was
100% during the previous year.
The mill has raw material storage capacity of 80,000 MT with 6 chippers each having
a capacity of 20 MT/hour. The Mill has the same technical configuration of NPM.
The digester is supplied by Kamyr Sweden. The digester has a capacity to produce
376MTBD of unbleached pulp. The capacity of the bleaching plant is 330 MT /day of
bleached pulp.
CPM like NPM has very modern paper machines supplied by Utmal-Voith (West
Germany) and by Jessop Beloit (United Kingdom). There are two paper machines in
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M.B.A. Program Solapur University, Solapur
CPM like NPM with respective capacities of 216 MT/day with size press and 201
MT/day without size press. They have an operating speed of 600 m/minute. Both the
machines are provided with“Hydraulic head box”, suction boxes, suction couth roll,
four roll “Trinip press” and a series of dryer cylinders.
CPM also has a 50 MT per day Caustic-Chlorine plant. The plant produces Caustic,
Chlorine, Hypochlorite, Hypochloric acid.
Besides these, CPM also has a chlorine dioxide plant with a capacity of generating
1.65 tonnes/day chlorine dioxide.
2.3.1GEOGRAPHICAL LOCATION OF CPMCachar paper mill is situated at a distance of 25 kms.fromsilchar& 6
kms.fromBadarpur railway junction on 156thsilchar –karimganj highway.
Latitude 92°-36°/ELongitude Plant Road 20 KmsTownship Road 17 KmsLand area 88 hector-360 bighasIntake 160 bighasTownship 346 hector-2586 bighasLength of Plant Boundary wall 7kmsNearest airport Kumbirgram,silchar(37 km)Nearest railway station Panchgram(N.F.Railways)
Table No.6: Geographical Location
Climatic ConditionAir Temperature Max-40°- Min-5.1°Relative Humidity Max-90%- Min-54%Annual Rainfall Maximum 5000 mm- Min 3000 mm per
year( Rainfall per year 7 month avg)
Earthquake Zone Group V(special vigilance zone)
Table No. 7: Climatic Condition
2.3.2Quality Policy Of CPM
We are committed towards manufacturing of writing & printing paper &
meeting the customer’s qualitative requirement.
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M.B.A. Program Solapur University, Solapur
We aspire to achieve market leadership through continual improvement of
quality of products and service.
We shall ensure compliance of all relevant regulatory and statutory stipulation
as a responsible and responsive corporate citizen.
We shall remain focused on our efforts to enhance productivity and attain cost
competitiveness through optimal utilization of resources.
We are committed to continually improve the effectiveness of the quality
management system.
2.3.3Environment Policy Of CPM
CPM.a unit of HPC is committed to:
Adopt an environment friendly approach in all activities related to its product
and service.
Ensure compliance od all relevant legislative enactment, statuary regulations
and order.
Evolve eco-awareness amongst its member, affiliates and the community at
large.
Minimize the use of non-bio gradable substance.
Promote compensatory a forestation through community initiative.
2.3.4Mission Of CPM
To be a major contributor to the cultural segment in paper industry in terms of
volume as well as quality, production standard, customer services, R&D and
technology up gradation.
To ensure optimum utilization of existing assets to generate maximum internal
resources for renovation, growth and expansion.
To develop professional management culture consistent with the requirement
of the industry to attract, develop and retain committed and skilled workforce
with emphasis on trust and teamwork.
To preserve the ecological balance and explore eco-friendly production
process to strike a harmonious relationship between nature and industry.
To explore and implement technological up gradation of the existing
equipment for improved quality and increasing productivity and for greater
cost effectiveness.
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To enlarge market channels for perennial supply of all variety of cultural paper
and to ensure customer satisfaction through value addition and constant up
gradation of quality.
To increase utilization of unconventional raw materials and adopt recycling
method to reduce dependence on forest resources for maintaining ecological
balance.
2.3.5Vision
To be the dominant player in the mass consumption segment of writing To be the foremost and largest producer of quality paper.
2.3.6 Key achievement/ reward
Name of
UnitProduction
(MT)Sales (MT) Stock (MT)
Sales
Turnover
(Rs. Cr)
NPM 86279 83652 2817.00 349.97
CPM 52683 54360 1554.00 245.48
HPC 138962 138012 4371.00 595.45
HNL 103282 103282 NIL 323.64
(HPC) 242244 241294 5224.00 919.09
Table no 9: Key achievement/ reward
2.3 Subsidiary Companies: HPC has three subsidiary companies namely:-
(a) The Mandya National Paper Mills Ltd.(b) Nagaland Pulp and Paper Ltd.(c) Hindustan Newsprint Ltd.
2.4. HIERARCHY OF DEPARTMENT OF HPC
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2.5 The Manufacturing Process:
Raw Materials
Probably half of the fibre used for paper today comes from wood that has been
purposely harvested. The remaining material comes from wood fibre from sawmills,
recycled newspaper, some vegetable matter, and recycled cloth. Coniferous trees,
such as spruce and fir, used to be preferred for papermaking because the cellulose
fibres in the pulp of these species are longer, therefore making for stronger paper.
These trees are called "softwood" by the paper industry. Deciduous trees (leafy trees
such as poplar and elm) are called "hardwood." Because of increasing demand for
paper, and improvements in pulp processing technology, almost any species of tree
can now be harvested for paper.
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Some plants other than trees are suitable for paper-making. In areas without
significant forests, bamboo has been used for paper pulp, as has straw and sugarcane.
Flax,
hemp, and jute fibres are commonly used for textiles and rope making, but they can
also be used for paper. Some high-grade cigarette paper is made from flax.
Cotton and linen rags are used in fine-grade papers such as letterhead and resume
paper, and for bank notes and security certificates. The rags are usually cuttings and
waste from textile and garment mills. The rags must be cut and cleaned, boiled, and
beaten before they can be used by the paper mill.
Other materials used in paper manufacture include bleaches and dyes, fillers such as
chalk, clay, or titanium oxide, and sizings such as rosin, gum, and starch.
Making pulp
Several processes are commonly used to convert logs to wood pulp. In the
mechanical process, logs are first tumbled in drums to remove the bark. The
logs are then sent to grinders, which break the wood down into pulp by
pressing it between huge revolving slabs. The pulp is filtered to remove
foreign objects. In the chemical process, wood chips from de-barked logs are
cooked in a chemical solution. This is done in huge vats called digesters. The
chips are fed into the digester, and then boiled at high pressure in a solution of
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Sodium hydroxide and sodium sulphide. The chips dissolve into pulp in the
solution. Next the pulp is sent through filters. Bleach may be added at this
stage, or colourings. The pulp is sent to the paper plant.
Beating:
The pulp is next put through a pounding and squeezing process called,
appropriately enough, beating. Inside a large tub, the pulp is subjected to the
effect of machine beaters. At this point, various filler materials can be added
such as chalks, clays, or chemicals such as titanium oxide. These additives
will influence the opacity and other qualities of the final product. Sizings are
also added at this point. Sizing affects the way the paper will react with
various inks. Without any sizing at all, a paper will be too absorbent for most
uses except as a desk blotter. A sizing such as starch makes the paper resistant
to water-based ink (inks actually sit on top of a sheet of paper, rather than
sinking in). A variety of sizings, generally rosins and gums, is available
depending on the eventual use of the paper. Paper that will receive a printed
design, such as gift wrapping, requires a particular formula of sizing that will
make the paper accept the printing properly
Pulp to paper:
In order to finally turn the pulp into paper, the pulp is fed or pumped into
giant, automated machines. One common type is called the Fourdrinier
machine, which was invented in England in 1807. Pulp is fed into the
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Fourdrinier machine on a moving belt of fine mesh screening. The pulp is
squeezed through a series of rollers, while suction devices below the belt drain
off water. If the paper is to receive a water-mark, a device called
a dandy moves across the sheet of pulp and presses a design into it.
The paper then moves onto the press section of the machine, where it is
pressed between rollers of wool felt. The paper then passes over a series of
steam-heated cylinders to remove the remaining water. A large machine may
have from 40 to 70 drying cylinders.
Finishing
Finally, the dried paper is wound onto large reels, where it will be further
processed depending on its ultimate use. Paper is smoothed and compacted
further by passing through metal rollers called calendars. A particular finish,
whether soft and dull or hard and shiny, can be impacted by the calendars.
The paper may be further finished by passing through a vat of sizing material.
It may also receive a coating, which is either brushed on or rolled on. Coating
adds chemicals or pigments to the paper's surface, supplementing the sizings
and fillers from earlier in the process. Fine clay is often used as a coating. The
paper may next be supercalenderer, that is, run through extremely smooth
calendar rollers, for a final time. Then the paper is cut to the desired size.
3.1: Introduction:
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A lot of research has been conducted into stress over the last hundred years. Some of
the theories behind it are now settled and accepted; others are still being researched
and debated. During this time, there seems to have been something approaching open
warfare between competing theories and definitions: Views have been passionately
held and aggressively defended.
What complicates this is that intuitively we all feel that we know what stress is, as it is
something we have all experienced. A definition should therefore be obvious…except
that it is not.
3.2: Defining 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 you take it. The
stress of exhilarating, creative successful work is beneficial, while that of failure,
humiliation or infection is detrimental.” Selye believed that the biochemical effects of
stress would be experienced irrespective of whether the situation was positive or
negative.
Since then, a great deal of further research has been conducted, and ideas have moved
on. Stress is now viewed as a "bad thing", with a range of harmful biochemical and
long-term effects. These effects have rarely been observed in positive situations.
The most commonly accepted definition of stress (mainly attributed to Richard S
Lazarus) is that stress is a condition or feeling experienced when a person
perceivesthat“demands exceed the personal and social resources theindividual is
able to mobilize.” In short, it's what we feel when we think we've lost control of
events.
This is the main definition used by this section of Mind Tools, although we also
recognize that there is an intertwined instinctive stress response to unexpected events.
The stress response inside us is therefore part instinct and part to do with the way we
think.
3.3 Potential Sources of Stress:
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There are three categories of potential stressors: Environmental factor Organization factor Individual factors
Potential sources Consequences
Fig 3:potential sources of stress
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:
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New innovations can make an employee’s skills and experiences obsolete in a
very short period of time. Technological uncertainty therefore is a third 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.
Organization 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 poor.
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
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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.
Individual factors:
The typical individual only works about 40 hrs a week. The experience and
problems that people encounter in those other 128 non-work 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.
3.4Causes of Stress
The factors leading to stress among individual are called as stressors. Some of the
factors/stressors acting on employees are-
1. Organizational factors-With the growth in organizational stress and complexity,
there is increase in organizational factors also which cause stress among
employees. Some of such factors are-
a. Discrimination in pay/salary structure
b. Strict rules and regulations
c. Ineffective communication
d. Peer pressure
e. Goals conflicts/goals ambiguity
f. More of centralized and formal organization structure
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g. Less promotional opportunities
h. Lack of employees participation in decision-making
i. Excessive control over the employees by the managers
Organizational Factors: An organization is a grouping of assets, goals, strategies,
and policies. In order to create groups to work, organizations generate structure,
process and working conditions. In modern organizations, number of factors generates
an environment of stress. The altering environmental dynamics, globalization,
organizational adjustments like mergers and acquisitions directs towards stress. A
number of in-house organizational factors cause worker a stress. Some of the factors
are deprived of good working conditions, strained labour management relations,
disputed resource allocations, co-employee behaviour, organizational design and
policies, unpleasant leadership styles of the boss, misunderstandings in organizational
communication, bureaucratic controls, improper motivation, job dissatisfaction, and
less attention to merit and seniority. Some of the organizational stressors in are:
i) Working Conditions: Working situation and stress are inversely connected to each
other. People working in meagre working conditions are subject to greater stress. The
factors that lead to additional stress are occupied work areas, dust, heat, noise,
polluted air, strong odour due to toxic chemicals, radiation, poor ventilation, unsafe
and dangerous conditions, lack of privacy etc.
ii) Organizational Tasks: Organizational tasks are planned to assemble the
objectives and goals. Badly designed tasks lead to bigger stress. Task independence,
task inter-dependency, task demands, task overload are some of the possible reasons
for stress in organizations. Greater the assignment interdependence, greater is the
organization required. This needs the workers to adjust themselves with the co-
workers, superiors, and subordinates, irrespective of their eagerness. They are likely
to communicate, coordinate, exchange views, with other people irrespective of caste,
creed, gender, religion and political differences. The main reason for the degree of
stress is adjustment and poor tolerance.
iii) Administrative Policies and Strategies: Workers stress is linked with definite
administrative strategies followed by the organizations. Downsizing, competing
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pressure, unfair pay structures, rigidity in rules, job rotation and ambiguous policies
are some of the reasons for stress in organizations.
iv) Organizational Structure and Design: Organizational structure is planned to
smooth the progress of person’s communication in the realization of organizational
goals. Some of the aspects of design are specialization, centralization, line and staff
relationships, span of control, and organizational communication can relentlessly
create stress in organizations. For example, wider span of management compels the
executive to manage large number of subordinates. This can lead to bigger stress.
Likewise, frequent line and staff conflict lead to obstacles in the work performance.
Thus incapability to resolve the conflicts leads to stress.
v) Organization Process and Styles: A number of organizational processes are
planned to successfully meet the organizational goals. Communication process,
control process, decision making process, promotion process, performance appraisal
process, etc. are designed for realizing organizational objectives. All these processes
bound the scope of functioning of employees. Inappropriate design of various
organizational processes leads to stressed relationships among the workers. They can
cause de-motivation and job dissatisfaction. As a result, workers feel strained in
adjusting to the method.
vi) Organizational Leaderships: Top management is accountable for the formation
of sound organization climate and culture by suitable administrative approach. The
climate should be tension free, fearless, and with no worry. Demanding leadership
style forms a dictating environment in which employees are under pressure to reach
the target. They work under unfriendly relations and stiff controls. This generates
bigger work stress to workers. On the other hand, a climate of affectionate and
sociability, scope for participation in decision making, non-financial motivation and
flexibility are encouraged under democratic leadership style. This reduces the stress of
the workers. Hence, employees working under demanding leadership styles
experience stress than employees working under independent leadership style.
vii) Organizational Life Cycle: Each organization goes through four stages of
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organizational life cycle; they are birth, growth, maturity and decline. In every stage
the structure and the design of organization experience frequent modifications. In
addition, human beings are subject to transformation to adjust to the stages in the life
cycle. In this procedure, workers are focused to job stress.
viii) Group Dynamics: Groups are there in every organization. Groups occur out of
intrinsic desire of human beings and impulsive reactions of people. In organizations
both formal groups and informal groups live. A formal group survives in the form of
committees, informal group exit among different levels of organization. Groups have
a number of functional and dysfunctional results. They provide social support and
fulfilment, which is accommodating to give relief to the stress. Simultaneously, they
turn out to be the basis of stress also. Lack of cohesiveness, lack of social support,
lack of recognition by the group and irreconcilable goals leads to stress. groups live.
A formal group survives in the form of committees, informal group exit among
different levels of organization. Groups have a number of functional and
dysfunctional results. They provide social support and fulfilment, which is
accommodating to give relief to the stress. Simultaneously, they turn out to be the
basis of stress also. Lack of cohesiveness, lack of social support, lack of recognition
by the group and irreconcilable goals leads to stress.
2. Job concerning factors-Certain factors related to job which cause stress among
employees are as follows-
a. Monotonous nature of job
b. Unsafe and unhealthy working conditions
c. Lack of confidentiality
d. Crowding
3. Extra-organizational factors-There are certain issues outside the organization
which lead to stress among employees. In today’s modern and technology savvy
world, stress has increased. Inflation, technological change, social responsibilities
and rapid social changes are other extra-organizational factors causing stress.
3.4 Consequences Of Stress
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The effect of stress is closely linked to individual personality. The same level
of stress affects different people in different ways & each person has different ways of
coping. Recognizing these personality types means that more focused help can be
given.
Stress shows itself number of ways. For instance, individual who is
experiencing high level of stress may develop high blood pressure, ulcers, irritability,
difficulty in making routine decisions, loss of appetite, accident proneness, and the
like. These can be subsumed under three categories:
Individual consequences
Organizational consequence
Burnout
Individual consequences:
Individual consequences of stress are those, which affect the individual
directly. Due to this the organization may suffer directly or indirectly, but it is the
individual who has to pays for it. Individual consequences of stress are broadly
divided into behavioural, psychological and medical.
Behavioural consequences of stress are responses that may harm the person
under stress or others. Behaviourally related stress symptoms include changes
in productivity, turnover, as well as changes in eating habits, increased
smoking or consumption of alcohol, paid speech, and sleep disorders.
Psychological consequences of stress replace to an individual mental health
and well-being from or felling depressed. Job related stress could cause
dissatisfaction; in fact it has most psychological effect on the individual and
lead to tension, anxiety irritability, and boredom.
Medical consequences of stress affect a person’s well-being. According to a
research conducted, it revealed that stress could create changes in metabolism,
increase heart and breathing rates, increases blood pressure bring out
headaches and induce heart attacks.
Organizational consequences:
Organizational consequences of stress have direct effect on the organizations.
These include decline in performance, withdrawal and negative changes in attitude.
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Decline in performance can translate into poor quality work or a drop in
productivity. Promotions and other organizational benefits get affected due to
this.
Withdrawal behaviour also can result from stress. Significant form of
withdrawal behaviour is absenteeism.
One main affect of employee stress is directly related to attitudes. Job
satisfaction, morale and organizational commitment can all suffer, along with
motivation to perform at higher levels.
Burnout:-
A final consequence of stress has implementation for both people and
organizations. Burnout is a general feeling of exhaustion that develops when an
individual simultaneously experiences too much pressure and few sources of
satisfaction.
Number Reason of Stress Percentage
1 Lack of job security 90%
2 Overworked 86%
3 Financial problem 84%
4 Salary not match with responsibility 80%
5 Unreasonable demand for performance 72%
6 Conflict between job and family responsibilities 70%
7 Long hours 50%
8 Change in family 42%
9 Office policies and conflicts 20%
10 No participation in decision 15%
Table no:9 facts about stress
Stress can affect both your body and your mind. People under large amounts of stress
can become tired, sick, and unable to concentrate or think clearly. Sometimes, they
even suffer mental breakdowns. These can be subsumed under three general
categories:
1) Physiological Symptoms
2) Psychological Symptoms
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3) Behavioural Symptoms
1) Physiological Symptoms: -
Stress can create changes in metabolism, increase heart and breathing rates, increase
blood pressure, bring on headaches, and induce heart attacks.
2) Psychological Symptoms: -
Psychological states- for instance, tension, anxiety, irritability, boredom, and
procrastination.
3) Behavioural Symptoms: -
Behaviour related stress symptoms include changes in productivity absence, and
turnover, as well as changes in eating habits, increased smoking or consumption of
alcohol, rapid speech, fidgeting, and sleep disorders.
3.5 MANAGING STRESS
Management may consider being “a positive stimulus that keeps the adrenaline
running” is very likely to be seen as “excessive pressure” by the employee.
There are two approaches towards managing stress:-
1) Individual Approaches
2) Organization Approaches
1) Individual Approaches: -
An employee can take personal responsibility for reducing his or 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.
(a) Time management Techniques: -
It includes some time management principles. Principles are:-
(1) Making daily lists of activities to be accomplished.
(2) Prioritizing activities by importance and urgency.
(3) Scheduling activities according to the priorities set.
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(4) Knowing your daily cycle and handling the most demanding part of job.
(b) Physical Exercise: -
Physical exercise are aerobics, walking, jogging, swimming, and riding a bicycle have
long been recommended by physicians as a way to deal with excessive stress levels.
These forms of physical exercise increase heart capacity, lower the at-rest heart rate,
provide a mental diversion from work pressures, and offer a means to “let off steam”.
(c) Relaxation Techniques: -
Relaxation techniques are meditation, hypnosis, and biofeedback. The objective is to
reach a state of deep relaxation, in which one feels physically relaxed, somewhat
detached from the immediate environment, and detached from body sensations. Deep
relaxation for 15 or 20 minutes a day releases tension and provides a person with a
pronounced sense of peacefulness. Importantly, significant changes in heart rate,
blood pressure, and other physiological factors result from achieving the condition of
deep relaxation.
(d) Social Support Network:-
Social Support Network includes friends, family, or work colleagues. Expanding your
social support network therefore can be means for tension reduction. It provides you
with someone to hear your problems and to offer more objective perspective on
situations.
2) Organizational Approaches: -
Several of the factors that cause stress particularly task and role demands and
organizational structure are controlled by management. As such, they can be modified
or changed. Strategies that management might want to consider include improved
personnel selection and job placement, training, use of realistic goal setting,
redesigning of jobs, increased employee involvement, improved organizational
communication, offering employee sabbaticals, and establishment of corporate
wellness programs.
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(a) Selection and Placement:-
Certain jobs are more stressful than other. Individuals differ in their response to stress
situation. Individuals with little experience or an external locus of control tend to be
more prone to stress. Selection and placement decisions should take these facts into
consideration. Management should not restrict hiring to only experienced individual
with an internal locus, but such individuals may adapt better to high stress jobs and
perform those jobs more effectively.
(b) Training: -
It can increase an individual’s self-efficacy and thus lessen job strain.
(c) Goal Setting:-
Based on an extensive amount of research concluded that individuals perform better
when they have specific and challenging goals and receive feedback on how well they
are progressing towards these goals. The uses of goals reduce stress as well as provide
motivation. Specific goals that are perceived as attainable clarify performance
expectation. In addition, goal feedback reduces uncertainties about actual job
performance. The result is less employee frustration, role ambiguity, and stress.
(d) Redesigning 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. The right redesign,
then, for employees with a low need for growth might be less responsibility and
increased specialization. If individuals prefer structure and routine, reducing skill
variety should also reduce uncertainties and stress levels.
(e) Increasing Employee Involvement: -
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By giving employees a voice in the decision that directly affect their job
performances, management can increase employee control and reduce this role stress.
So managers should consider increasing employee involvement in decision making.
(d) Organizational Communication: -
Increasing formal organizational communication with employees reduces uncertainty
by lessening role ambiguity and role conflict. Given the importance that perceptions
play in moderating the stress-response relationship, management can also use
effective communications as a means to shape employee perceptions. Employees
categorize as demands, threats, or opportunities are merely an interpretation, and that
interpretation can be affected by the symbols and actions communicated by
management
(f) Sabbaticals: -
Ranging in length from a few weeks to several months allows employees to travel,
relax, or pursue personal projects that consume time beyond normal vacation weeks.
Proponents argue that these sabbaticals can revive and rejuvenate workers who might
be headed for burnout.
(g) Wellness Programs: -
These programs focus on the employee’s total physical and mental condition. Provide
workshop to help people quit smoking, control alcohol use, lose weight, eat better,
and develop a regular exercise program. The assumption underlying most wellness
programs is that employees need to take personal responsibility for their physical and
mental health. Organizations, of course, are not altruistic. They expect a payoff from
their investment in wellness programs. Most of the firms that have introduced
wellness programs have found significant benefits.
Individual coping strategies: Many strategies for helping individuals manage stress
have been proposed.
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fig no 4: individuals manage stress
Individual coping strategies are used when an employee under stress exhibits
undesirable behaviour on the jobs such as performance, strained relationship with co-
workers, absenteeism alcoholism and the like. Employees under stress require help in
overcoming its negative effects. The strategies used are:
Exercise:-
One method by which individual can manage their stress is through exercise.
People who exercise regularly are known to less likely to have heart attacks than
inactive people are. Research also has suggested that people who exercise regularly
feel less tension and stress are more conflict and slow greater optimism.
Relaxation:-
A related method individual can manage stress is relaxation. Copying with
stress require adaptation. Proper relaxation is an effective way to adopt.
Relaxation can take many forms. One way to relax is to take regular vacations; people
can also relax while on the job (i.e. take regular breaks during their normal workday).
A popular way of resting is to sit quietly with closed eyes for ten minutes every
afternoon.
Time management:-
Time management is an often recommended method for managing stress, the
idea is that many daily pressures can be eased or eliminated if a person does a better
job of managing time. One popular approach to time management is to make a list,
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every morning or the thins to be done that day. Then you group the items on the list
into three categories: critical activities that must be performed, important activities
that should be performed, and optimal or trivial things that can be delegated or
postponed, then of more of the important things done every day.
ROLE MANAGEMENT:-
Somewhat related to time management in which the individual actively works
to avoid overload, ambiguity and conflict.
SUPPORT GROUPS:-
This method of managing stress is to develop and maintain support group. A
support group is simply a group of family member or friends with whom a person can
spend time. Supportive family and friends can help people deal with normal stress on
an ongoing basis. Support groups can be particularly useful during times of crisis.
BEHAVIORAL SELF-CONTROL:-
In ultimate analysis, effective management if stress presupposes exercise of
self-control on the part of an employee. By consciously analyzing the cause and
consequences of their own behaviour, the employees can achieve self-control. They
can further develop awareness of their own limits of tolerance and learn to anticipate
their own responses to various stressful situations. The strategy involves increasing an
individual’s control over the situations rather than being solely controlled by them.
COGNITIVE THERAPY:-The cognitive therapy techniques such as Elli’s rational
emotive model and Meichenbaum’s cognitive strategy fir modification have been
used as an individual strategy for reducing job stress.
COUNSELING:
Personal counselling help employees understand and appreciate a diverse
workforce, the holistic approach adopted by the counsellor gives him a
comprehensive view of the employee as client and enable him to deal the issues of
work related problems in a larger context with his awareness of the inter-relationship
among problems in adjustment with self, other and environment and that a work
concern will effect personal life and vice-versa, the employee would receive help
regarding the problem in all life.
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One of the advantage of the individual interventions is the individual can use
these skills to improve the quality of life in offer domains like family, social support
and self, thus reducing the negative carry of experiences in these domains into the
work life which might affect his occupation mental health.
ORGANIZATIONAL 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.
Work Design Stress Management programs
Work schedules Health promotions programs
Culture Other programs
Supervision
fig no 5: organizational strategies
Institutional programs:-
Institutional programs for managing stress are undertaken to established
organizational mechanism for example, a properly designed job and word schedules
can help ease stress. Shift work in particular can constantly have to adjust their sleep
and relaxation patterns. Thus, the design of work schedules should be a focused of
organizational efforts to reduce stress.
The organization’s culture can also used to help to manage stress. The
organization should strive to foster a culture that reinforces a healthy mix of work and
nonworking activities.
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Finally, supervision can play an important institutional role in overload. In
managing stress. A supervisor is a potential manager source of overload. If made
aware of their potential for assigning stressful amounts of work, supervisors can do a
better job keeping workloads reasonable.
COLLATERAL PROGRAMS:
In addition to their institutional efforts aimed at reducing stress, many
organizations are turning to collateral programs. A collateral stress program in an
organizational program specifically created to help employees deal with stress. The
organizations have adopted stress management programs, health promotion programs
and other kinds of programs for this purpose.
(1.2.4) Coping with Stress at Work place
With the rapid advancement of technology, the stresses faced at work have also
increased. Many people dread going to work, hence the term “Monday Blues”. What
is the reason for this? There is partly the fear from being retrenched in bad times,
leading to greater job insecurity on the part of those who remain. Undoubtedly,
occupational stress is one of the most commonly cited stressors faced by people all
over the world.
Stress refers to the pressure and reactions to our environment which results in
psychological and physical reactions. Whilst some stress is good for motivation and
increasing efficiency, too much stress can result in negative impacts such as reduced
effectiveness and efficiency. More and more people are feeling isolated and
disrespected at work, and this has led to greater occupational stress. Many companies
have taken to consulting experts and professionals on ways to increase connectedness
and motivation of their employees.
Some companies organize parties and make their employees feel valued at work.
These are measures to motivate employees and help them to feel secure at their jobs,
translating into greater productivity. However, not all companies have such measures
in place, and some have not gotten it quite right. Hence, it is up to you to make sure
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M.B.A. Program Solapur University, Solapur
that you can cope with stress at your workplace, and use it to help you work better.
Here are 3 simple steps to help you with coping with stress in the workplace.
Step 1: Raising Awareness
Help yourself to identify when you are facing rising levels of stress, tipping the scales
from positive to negative. This is important, as being able to identify signs of being
stressed can help you to take steps to ensure that your overall quality of life does not
drop. If left unacknowledged, the problem will only snowball, leading to disastrous
consequences to your health and overall wellbeing.
You can identify if you are feeling stressed by checking if you have any physical or
psychological reactions, such as excessive sweating or heart palpitations, or the onset
of headaches, irritability or the need to escape. If you experience any of these
reactions, identify if you are feeling any overwhelming negative emotions, and if you
are constantly worried.
Step 2: Identify the Cause
You need to be able to analyze the situation and identify what is causing the rise in
stress. These stressors can be external and internal. External stressors refer to things
beyond your control, such as the environment or your colleagues at work. Internal
stressors refer to your own thinking and attitude. Often, we only start reacting to stress
when a combination of stressors working together exceeds our ability to cope.
Keep a diary or a list of events that have caused you to feel strong negative emotions,
or that are likely stressors. This will help you to identify the causes of your stress.
Whilst it is not always possible to eradicate them, we can change the way that we
cope with it.
Step 3: Coping with Stress
In order to deal with the situation that is causing you stress, you need to calm your
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mind and body so as to stave off the reactions and cope with it in a positive way. This
can be through different methods, such as taking time off. If a situation is triggering
your stress and you are unable to calm down, remove yourself from it. Go outside and
take a walk to calm down. Alternatively, you can try implementing relaxation
techniques such as deep breathing. If it is an internal stressor, stop your thought
process until you are able to deal with it logically.
The key to making these 3 steps work for you is to practice them. These are not
instantaneous solutions, and you need to condition your mind and practice them so
that you can implement it when you are feeling stressed.
3.6 Stress Management
Stress management is the need of the hour. However hard we try to go beyond a stress
situation, life seems to find new ways of stressing us out and plaguing us with anxiety
attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we
tend to overlook causes of stress and the conditions triggered by those. In such
unsettling moments we often forget that stressors, if not escapable, are fairly
manageable and treatable.
Stress, either quick or constant, can induce risky body-mind disorders. Immediate
disorders such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and
muscle cramps can all result in chronic health problems. They may also affect our
immune, cardiovascular and nervous systems and lead individuals to habitual
addictions, which are inter-linked with stress.
Like "stress reactions", "relaxation responses" and stress management
techniques are some of the body's important built-in response systems. As a relaxation
response the body tries to get back balance in its homeostasis. Some hormones
released during the 'fight or flight' situation prompt the body to replace the lost
carbohydrates and fats, and restore the energy level. The knotted nerves, tightened
muscles and an exhausted mind crave for looseness. Unfortunately, today, we don't
get relaxing and soothing situations without asking. To be relaxed we have to strive to
create such situations.
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Recognizing a stressor:
It is important to recognize whether you are under stress or out of it. Many times,
even if we are under the influence of a stressful condition and our body reacts to it
internally as well as externally, we fail to realize that we are reacting under stress.
This also happens when the causes of stress are there long enough for us to get
habituated to them. The body constantly tries to tell us through symptoms such as
rapid palpitation, dizzy spells, tight muscles or various bodies’ aches that something is
wrong. It is important to remain attentive to such symptoms and to learn to cope with
the situations. We cope better with stressful situation, when we encounter them
voluntarily. In cases of relocation, promotion or layoff, adventurous sports or having a
baby, we tend to respond positively under stress. But, when we are compelled into
such situations against our will or knowledge, more often than not, we wilt at the face
of unknown and imagined threats. For instance, stress may mount when one is
coerced into undertaking some work against one’s will.
Laughter:
Adopting a humorous view towards life's situations can take the edge off everyday
stressors. Not being too serious or in a constant alert mode helps maintain the
equanimity of mind and promote clear thinking. Being able to laugh stress away is the
smartest way to ward off its effects.
A sense of humour also allows us to perceive and appreciate the incongruities of life
and provides moments of delight. The emotions we experience directly affect our
immune system. The positive emotions can create neurochemical changes that buffer
the immunosuppressive effects of stress.
During stress, the adrenal gland releases corticosteroids, which are converted to
cortical in the blood stream. These have an immunosuppressive effect. Dr. Lee Berk
and fellow researcher Dr. Stanley Tan at Loma Linda University School of Medicine
have produced carefully controlled studies showing that the experience of laughter
lowers serum cortical levels, increases the amount and activity of T lymphocytes—the
natural killer cells. Laughter also increases the number of T cells that have suppresser
receptors.
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4.1: ANALYSIS AND INTERPRETATION OF THE DATA:
In this chapter, analysis has been made to discuss about the facts and findings
collected through questionnaires from the employees’ of CPM, Panchgram during
the course of study on understanding and level of stress related taken by the
employees at the time of working and which will give impact on their
productivity. Also an attempt has been made to know about the various problems
faced during their work.
The questionnaire was divided into two sections i.e. A and B. Question of Section
‘A’were meant to collect basic information of employees’ like designation,
grades, department, gender, length of service etc. Question of Section ‘B’were
meant to know the level of stress, satisfaction level of the employees etc.Simple
percentage method was used to make the study more realistic. Pie-charts, bar
diagram, line diagrams etc. were also used so that one can easily understand.
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The findings of each question of the questionnaire are summarized below with
the help
Of tables and pie-charts:
Section ATable No 4.1:
1. Gender of the respondents:
Gender Female Male Total
Respondents 15 35 50
Percentage 30% 70% 100%
(Source: Survey)
Pie Chart 4.1: Gender of the respondents
male70%
female30%
Gender of the respondents
INTERPRETATION:
From theabove table and pie chart it can be revealed that, 70 percent respondents are
male and 30 percent respondents are female.
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Table No 4.2: 2. TheLength of service
Category
Less than 1
year
1-5
years
5-10
years
10-15
years
15 years and
above
Total
Responses 2 5 4 7 32 50
Percentage 4% 10% 8% 14% 64% 100%
(Source: Survey)
Bar no4.2:The Length of service
less then 1 year 1-5 year 5-10 year 10-15 year 15 year and
above
010203040
2 54 7
32
Responses
INTERPRETATION:
From the above table andHistogramit can be revealed that, 64
percentemployeesLength of service is between15 year and above, 14percent are
between 10-15 years, 10percent are between 1-5 years, 8percent between 5-10 years,
and 4percent less than 1 year.
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Section BTable No.4.3:3. Opinion about stress in the job
Criteria Responses Percentage
Yes 39 78%
No 11 22%
Total 50 100%
(Source: Survey)
Pie chart no 4.3: Opinion about stress in the job
78%
22%
Opinion about stress in the job
Yes No
INTERPRETATION:
From the above table and pie chart it can be revealedthat,78 percent of respondents
said that they are under stress and 22 percentof respondents said that they are not in
stress.
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Table No: 4.3(a)3(a) Opinion on causes of Stress
(Source: Survey)
Bar chart no4.3 (a): cause ofstress
INTERPRETATION:
From the above table it can be inferred that,of 62 percent of employees said work
load, 22percent said that work timing, 12percent said meeting targets, 4percent said
that ventilation is the causes of stress,in the organization.
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 46
Criteria Responses Percentage
Work load 31 62%
Work timings 11 22%
Meeting targets 6 12%
Ventilation 2 4%
Others 0 0%
Total 50 100%
Health
Psychologic
al
Meeting t
argets
Work it s
elf
Others0
5
10
15
20
25
Series1
M.B.A. Program Solapur University, Solapur
Table No. 4.4:4.Problem due to stress job
Criteria Responses Percentage
Health 20 40%
Psychological 8 16%
Meeting targets 5 10%
Work it self 16 32%
Others 1 2%
Total 50 100%
(Source: Survey)
Bar chart no4.4: Problem due to stress job
Health
Psychologic
al
Meeting t
argets
Work it s
elf
Others0
5
10
15
20
25
Series1
INTERPRETATION:
From the above table it can be interoperated that,of 40 percent of employees said that
health,32percent said that work itself,16 percent said that psychological issue,10
percent said that meeting targets and 2 percent said othersis the main problem of
stressin the job .
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Table No: 4. 55. Opinion about working environment
Criteria Response Percentage
Yes 9 18%
No 41 82%
Total 50 100%
(Source: Survey)
Pie chart no 4.5: Opinion about working environment
Yes18%
No82%
Working environment
INTERPRETATION:
From the above table it can be revels that,82 percent of respondent said that they are
not comfortable and 18 percent said that they are comfortable with theworking
environment of the organization.
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Table no:4. 66. Opinion about the impact on performance
Criteria Response Percentage
Yes 42 82%
No 8 16%
Total 50 100%
(Source: Survey)
Pie chart no 4.6: The impact on performance
Yes84%
No16%
Impact over performance
INTERPRETATION:
From the above table and pie chart it can be concluded that, 82percentof respondents
think that stress in work place will impact the performance and 16 percent said it does
not impact the performance.
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Table no: 4.77. Opinion of employees frustrated due to excessive stress in job
Criteria Response Percentage
Yes 42 82%
No 8 16%
Total 50 100%
(Source: Survey)
Pie chart no: 4. 7 Opinion of employees frustrated due to excessive stress in job
Yes84%
No16%
Frustrated due to excessive stress
INTERPRETATION:
From the above figure and table it can be concluded that, 82percent of respondents
think that they get frustrated due to excessive stress in job and 16 percent said no.
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Table no4.8.8.Opinion on stress act
Criteria Response Percentage
Daily basis 42 84%
Meeting targets 5 10%
Some times 3 6%
Total 50 100%
(Source: Survey)
Bar chart no: 4.8. Opinion on stress act
Daily basis Meeting targets Some times0
5
10
15
20
25
30
35
40
45
Series1
INTERPRETATION:
From the above figure and table it can be concluded that, 84percent of respondents
Saidthat on daily life, 10 percent said that meeting target ,and 6 percent said
sometime they get frustrated and due to excessive stress in job.
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Table no: 4.9. 9. Opinion on Origin of stress
Criteria Yes No Percentage
Work place 39 11 78%
Home place 11 39 22%
Total 50 50 100%
(Source: Survey)
Bar chart no: 4.9 Origin of stress
Yes No0
5
10
15
20
25
30
35
40
45
Origin of stress
Work place Home place
INTERPRETATION:
From the above table and bar chart it can be concluded that,78 percent respondents
said that workplace is the origin of stress is work place and 22 percent said that home
place.
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Table no: 4.1010.Opinion on how stress can be stopped.
(Source: Survey)
Pie chart no: 4.10 Opinion on how stress can be stopped
Flexible work hours
22%
Distributed work load
43%
Timely targets18%
Periodic rela
xation16%
Others2%
Stress in work place
INTERPRETATION:
From the above figure and table it can be concluded that,43percent of respondents
said that to distribute workload,21percent said that by flexible work houre,16 percent
said that by periodic relaxation,18 percent said that by timely targets may stopped the
stress in the work palace.
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 53
Criteria Responses PercentageFlexible work hours
11 21%Distributed work loa
d22 43%
Timely targets9 18%
Periodic relaxation8 16%
Others1 2%
Total50 100%
M.B.A. Program Solapur University, Solapur
Table no 4.1111. Opinion on work Stress Management improves the morale
Criteria Response Percentage
Yes 8 2%
No 42 92%
Total 50 100%
(Source: Survey)
Pie chart no 4.11:Opinion on work Stress Management improves the morale
84%
16%
Work Stress Management improves the morale
Yes No
INTERPRETATION:
From the above figure and table it can be conclude that,92 percent of respondents said
that stress management in workplace doesn’timprovesthe morale of the employees
and employee Good Will while 8 percent of respondents said that its improves.
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Table no:4.12.
12.Opinion on controlling the Stress causingfactors.Criteria Responses Percentage
Counselling 14 28%
Job rotation 13 26%
Leisure breaks Informal relationship 18 36%
Sports activities 4 8%
Recognizing good working 1 2%
Total 50 100%
(Source: Survey)Bar chart No 4.12:controlling the Stress causing factors
Counsellin
g
Job rotati
on
Leisure
breaks
Informal r
elationship
Sports
activiti
es
Recogn
izing g
ood worki
ng0
4
8
12
16
Series1
INTERPRETATION:
The above table shows that, 43percent of respondents said that
Leisure breaks Informal relationship, 28 percentsaid that Counselling, 26 percent said
that Job rotation,8percent said that Sports activities can help to control the Stress.
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Table no 4.13.13. Opinion on Stress Management techniques can boost upconfidence of the employees.
Criteria Responses Percentage
Yes 37 74%
No 13 26%
Total 50 100%
(Source: Survey)
Pie chart No 4.13:Stress Management techniques boost up confidence of the employees
Yes74%
No26%
Techniques boost up confidence of the employees
INTERPRETATION:
The above table reveals that,37 out of 50(i.e. 74 percent) of respondents said that
Stress Management techniques boost up confidence of the employees but 26 percent
say no.
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Table no 4.1414. Opinion on work Stress Management techniques will improve the working environment
Criteria Responses Percentage
Yes 13 26%
No 37 74%
Total 50 100%
(Source: Survey)
Bar chart no4.14:work Stress Management techniques
Yes No
13
37
Work Stress Management techniquesSeries1
INTERPRETATION:
From the above table it can be inferred that, 74 percent of respondents said that stress
management techniques doesn’t improve the working environment and 26 percent of
respondents said that no.
Table No4. 15:
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15. Opinion on Recreational Activities Criteria Responses Percentage
Recreational Tours 11 22%
Sports Activities 9 18%
Family Tours 26 52%
Honouring the hard working peopl
e 4 8%
Others Specify 0 0%
Total 50 100%
(Source: Survey)
Bar chart no 4.15:The Recreational Activities
11 9
26
4 0
The Recreational Activities Series1
INTERPRETATION:
The above figure revealed that, 52 percent saidfamily tours,22percentsaid
Recreational Tours,18percentsaid Sports Activities, and 8percentsaid
Honouring the hard working people are provided for recreational Activities.
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Table no 4.16:16.Opinion about Recreational Activities provided
(Source: Survey)
Bar chart no:4.16 Recreational activities provided
Yearly once Half-Yearly Quarterly0
5
10
15
20
25
Series1
INTERPRETATION:
From the above figure and table it can be conclude that, 48 percent of respondents
said that the recreational activity was provided once in a year,36 percent of
respondents said that Half-Yearly, 16percent of respondents said that Quarterly.
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 59
Criteria Responses Percentage
Yearly once 24 48%
Half-Yearly 18 36%
Quarterly 8 16%
Total 50 100%
M.B.A. Program Solapur University, Solapur
Table no: 4.1717. Opinion of the employees foradaptation of various techniques
Criteria Responses Percentage
Yes 37 74%
No 13 26%
Total 50 100%
(Source: Survey)
Pie chart no4.17: Opinion of the employees for adaptation of various techniques
74%
26%
Adaptation of various techniques
YesNo
INTERPRETATION:
From the above figure and table it can be conclude that, 74 percentof respondents said
that performance of the employees have enhanced due to various techniques adopted
by the management and 26 percent responded say no.
Table no: 4.18
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18. Opinion for implementing work stress management techniques.
Criteria Responses Percentage
Pre-planned 15 30%
Takes the opinion of the employees 35 70%
Total 50 100%
(Source: Survey)
Pie no: 18 implementing work stress management techniques
Pre-planned30%
Takes the opinion of the employees
70%
Work stress management techniques
INTERPRETATION:
From the above pie chart and table it can be concluded that,70percentof respondents
said that training should be implementing by taking the opinion of the employees and
other 30percent said that it should be pre planned.
5.1 FINDINGS :
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The important findings of my project entitled “A study of stress management
with reference to HPC/CPM “are as below:
1. Majority (70 percent) of the respondents were male.(Refer-Table No:4.1 )
2. Majority of employees (64 percent) Length of serviceis between15 year and
above by working in the organization.(Refer-Table No:4.2 )
3. Majority of the respondent (78 percent) said that they are under stress.(Refer-
Table No:4.3 )
4. Majority (62 percent) of employees said that work load in the main reasons of
stress in the organization. .(Refer-Table No:4.3(a)
5. Majority (40 percent) of employees said that health is the main problem of
stressin the job.(Refer-Table No:4.4 )
6. Majority (82 percent) of employees said that they are not comfortable with
working environment of the organization.(Refer-Table No:4.5 )
7. Out of total respondents (82 percent) of respondents think that stress in work
place will impact the performance. .(Refer-Table No:4.6 )
8. Majority (82 percent) of respondents think that they get frustrated due to
excessive stress in job.(Refer-Table No:4.7 )
9. Majority (84 percent) of respondents think that they get frustrated on daily
basis due to excessive stress in job. (Refer-Table No:4.8 )
10. Maximum (78 percentage) number of respondents said that workplace is the
origin of stress. .(Refer-Table No:4.9 )
11. Majority(43 percent) of respondents said that to distribute workload may
stopped the stress in the work palace.(Refer-Table No:4.10 )
12. Majority (92 percent) of respondents said that stress management in workplace
doesn’t improvethe morale of the employees and employee Good Will. .
(Refer-Table No:4.11 )
13. 43 percentage of respondents said that Leisure breaks Informal relationship
can help to control the Stress. .(Refer-Table No:4.12 )
14. 37 out of 50 i.e. 74 percent of respondents said that Stress Management
techniques boost up confidence of the employees. .(Refer-Table No:4.13 )
15. Majority(74 percent) of respondents said that stress management techniques
doesn’t improve the working environment.(Refer-Table No:4.14 )
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16. Majority family tours are provided for recreational Activities followed by
recreational tours etc.(Refer-Table No:4.15 )
17. Majority (i.e.48 percent) of respondents said that the recreational activity was
provided once in a year. .(Refer-Table No:4.16 )
18. Majority (i.e.74 percent) of respondents said that performance of the
employees have enhanced due to various techniques adopted by the
management.(Refer-Table No:17)
19. Majority (70 percent) of respondents said that training should be implementing
by taking the opinion of the employees .(Refer-Table No:4.18 )
5.2 CONCLUSION
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The study has given me an opportunity and exposure to understand how human
resource works in reality and how difficult it is to take decisions related to them.
Human resource deals with individuals which is not easy.
It is vital that stress management techniques are implemented into our daily lives. As
mentioned earlier, some stress is good, but we need to find that optimal level of stress,
which will motivate but not overwhelm us. Coping with stress is an individualized
task and one method over another may not be superior, so find what works for you
and master it. A person that is stressed takes so much away from his or her health and
performance levels. Reducing stress could be as simple has adding exercise to you
day or making new friends. To make the most of your life, limit your stress and of
course for that stress that you cannot diminish, learn to manage it.
A study to find out whether the employees are facing more stress in the organization.
The study was carried out by selecting 50 members working in different departments
in the unit. The data was collected through questionnaire. The data collected was
analyzed based on pre-determine objectives. The analysis helped to come out with the
mentioned findings and suggestions.
6.1 SUGGESTIONS:
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A Small percentage of the employees did have high stress. Person facing stress
at the organizational level of lot of psychological problems in the form of decreased
motivation, absenteeism low productivity targets not being achieving etc. as a remedy
for the above said employees facing stress are advised to attend stress management
courses which will help them to build coping strategies and cause out their stress. The
stress management cause comprise of a package program consisting of:
Relaxation
Positive outlook towards works / responsibilities
Inter personal skill development
Protection yoga cum meditation
Time management
At the individual level the employees could practice a relaxing holiday
(where in quality time is spent with the family) every fortnight or
month
Realize excessive use of tea / coffee cigarette is not answer to stress
Try to get 6-7 hrs of continuous sleep per day
The working environment should be improved to make the staff
member feel happier.
The organization should take extra care related to government like
electricity,water facility, drainage, etc.
The company should provide frequent counselling to the employees in
order to overcome stress.
QUESTIONNAIRE“A study of stress management with reference to HPC/CPM”
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M.B.A. Program Solapur University, Solapur
Respected Sir/Madam,
I am a student of MBA 3rd semester of SVERI College of engineering under solapur university, Solapur, Maharashtra and doing a project study on “A study of stress management with reference to HPC/CPM”as a part of my course curriculum. So, I request you to please help me by filling up this questionnaire.
I assure you that all the relevant information provided by you shall be used only for academic purpose and shall be kept strictly confidential.
Thanking you, Amrita Chakraborty Section A
PERSONAL DETAILS:
Name
(optional):_____________________________________________________
Age:___________________________________________________________
____
Gender:________________________________________________________
_____
Length of service in Hindustan Paper Corporation Ltd, Panchgram[please indicate
a (√) mark for the appropriate option in the space provided]
Section B
Q4.Do you think that you are undergoing any stress in your job?
Yes No
Q5.If yes, according to you, which are the following do you think cause
stress?
a) Work load
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 66
a. Less than 1 year
b. 1 – 5 years
c. 5 – 10 years
d. 10 – 15 years
e. 15 years and above
M.B.A. Program Solapur University, Solapur
b) Work timings
c) Meeting targets
d) Ventilation
g) Others_______________________
Q6. In which of the following areas do you face a problem due to stress in
your job?
a) Health
b) Psychological
c) Meeting targets
d) Work it self
e) Others________________________
Q7.Are you comfortable with the working environment in which you work?
a)Yes
b) No
6. Does Stress in the work place have an impact over your basic
performance?
A)Yes
b) No
Q8.Do you get frustrated due to excessive stress in your job?
a)Yes
b)No
Q9. Does stress act you on a daily basis or it is encountered while meting
targets?
a) Daily basis
b) Meeting targets
c) Some times
Q10.Is all the stress generated having its origin in the work place or home
place?
a) Work place Yes No
b)Home place Yes No
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 67
M.B.A. Program Solapur University, Solapur
Q11.How do you think stress in the work place, which is internal in nature can be
stopped?
a) Flexible work hours
b) Distributed work load
c) Timely targets
d) Periodic relaxation
e) Others------------------------------------
Q12.Do you thin work Stress Management improves the morale of the employees and
employee Good Will?
a) Yes
b)No
Q13. What measures do you suggest in controlling the Stress causing factors? (Tick as
many)
a) Counselling
b) Job rotation
c) Leisure breaks Informal relationship
d) Sports activities
e) Recognizing good working
f) Any other specify___________________________
Q14.If usage of work Stress Management techniques boost up confidence of the
employees?
a) Yes
b) No
Q15.Do you feel using work Stress Management techniques will improve the working
environment?
a)Yes
b) No
Q16.What are the Recreational Activities does your company provide to the
employees to reduce the work stress?
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 68
M.B.A. Program Solapur University, Solapur
a) Recreational Tours
b) Sports Activities
c) Family Tours
d) Honouring the hard working people
Others Specify ______________________
Q17. How often does your company provide Recreational Activities to reduce the
work stress of an employee?
a) Yearly once
b) Half-Yearly
c) Quarterly
Q18. Do you think the performance of the employees have enhanced due to various
techniques adopted by the management?
a)Yes
b)No
Q19.How do you want your HR department in implementing work stress management
techniques?
a) Pre-planned
b) Takes the opinion of the employees
Q20.Please give your valuable suggestions as to how stress can be effectively handled
in your organization?
_____________________________________________________________________
_____
Books
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 69
M.B.A. Program Solapur University, Solapur
[1] Malhotra, N. K. & Dash Satyabhushan (2010). Marketing Research: An Applied
Orientation, 6th Edition.Pearson Education.
[2] Rao, V. S. P. (2010). Human Resource Management, Text and Cases, 3rd
Edition. New Delhi: Excel Books.
WEBLIOGRAPHY
http://www.hindpaper.in
SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016) Page 70