CHAPTER I

INTRODUCTION

INTRODUCTION:

Stress is a pressure that is exterted on something. The term stress is also used to describe the individual response to pressure. The response can be psychological or Behavioural. How the individual responds to the stressor will depend on their personality, their perceptions & their past experience.

Scope:

Organization life is quite stressful. Work pressures, tight schedules, meetings that never seem to end on time, unhelpful colleagues, critical bosses, incompletement subordinates and host of other irritating factors may all have a cumulative effect in making the lives of modern- day executes quite miserable.

Stress is usually though of negative terms. This is a form of distress. It can lead to poor performance on the job of death. Coronary heart diseases, stroke, hypertension, diabetes, cancer and also suicide.

But there is also positive stress. This is in the form of Eustress. Eustress that come with increased job responsibility time pressure & high quality assignments.

How well a person will cope with occupational stress will depend on.

The extent to which they feel threatened by the stressor.

Objectives:

The study aims at identifying.

Identifying early signs of work related stress.

Understanding possible work related causes.

Identifying the different underlying factors attributed to both work related and stress and personal factors.

Studying the possible health risk related to stress.

Assessing the various approaches to manage work related stress and evaluating their possible benefits.Literature Review:

Stress is simply as the interaction of the individual with the environment. An adaptive response, mediated by individual differences and/or psychological processes, that is consequence of any external action, situation, or event that places excessive psychological and/or physical demands on a person

--Ivancevich & Mattesson. Job stress as a condition arising from the interaction of people and their characterized by changes within people that force then to deviate from their normal functioning.

--Beehr & Newman

Stress is associated with (i) Constraints and Demands.

(ii) Uncertainty over the outcome which regards as important.

--RobbinsCHAPTER II

ORGANIZATION PROFILEHBL Power Systems Ltd.

Company Profile:

HBL Power Systems Ltd has more than 30 years of experience in the filed of specialized Batteries and DC power systems. The company is the result of a merger between Hyderabad Batteries Ltd. (1977) & SABNIFF Power Systems Ltd. (1986).

VISION:

To organize Indias engineering talent into a globally competitive business, whether in manufacturing or in services. We want to become a learning organization to export technology from India. Our choice is for Business with technological barriers and or engineering intensity.

Our location at Hyderabad makes this vision feasible, because Hyderabad has Indias largest cluster of scientific & technical training institutions providing caliber Human Resources.Products:

HBL is committed to improving global competitiveness by sharing knowledge, drive for innovation & growth, and investment in internally benchmarked technology & niche products.

HBLs Products focus is onBatteries: Nickel Cadmium, Lead Acid, Lithium, Silver Zinc.

Electronics: Railway Electronics, Defence Electronics, Other Electronics.

Markets:

The customer focus for these products is on five sectors.

Aviation

Defence

Industry

Railway

Telecommunications

HBL Resources:

Engineers - 60

Sales & Services - 300

Factory Space - 200000 sq. mts.

Certification & Approvals:

Nickel CadmiumLead Acid

ISO 9001ISO 9001

ISO 14001ISO14001

IEC 60623 Certification (CSA)IEC 60896 Part 21 & 22 (Intertek SEMKO) for VRLA Single cells and Monblocks.

OHSAS 18001 Certification (NCPP & NCFP)

Environment Protection:

Fully fledged effluent treatment plant to treat plant waste & sewage.

Reverse osmosis plant to purify water.

Water from treatment plant used for gardens.

OHSAS 18001 Certified.

Approved Battery Recycling plants.

HBL Company has its Head Quarters in Hyderabad. India with factories and sales offices in various parts of the country HBL also has offices/ Distributors/ Agents all over the Globe to cater to its ever growing export Business.

Regional Offices:Delhi delhi@hbl.inKolkata salesseast@hbl.inMumbai mumbai@hbl.inLucknow luknow@hbl.inChennai chennai@hbl.inHyderabad hro@hbl.inBanglore banglore@hbl.inBaroda baroda@hbl.inInternational Contacts:

China & Honkong battery@hblchina.comUSA www.sbsbattery.comUK www.hblnicad.co.ukFactory:

Shameetpet www.hbl.inNandigaon www.hbl.inMehboobnagar www.hbl.inVijayanagaram www.hbl.inVSEZ www.hbl.inHaridwar www.hbl.inCHAPTER III

RESEARCH METHODOLOGYResearch Methodology:

Research Methodology generally refers to the systematic procedure carried out in any project on research study methodology gives clear picture of suitable clarification and sequences of the different stages of the study as to arrive at a proper manifestation of the object scope and limitations of the study.

Sources of Data:

The main source of data is Primary Data and Secondary Data.

Primary Data:

The primary data are those which are collected and for first time and thus happened to be original in character questionnaire are mainly used.

Secondary Data:

The secondary data are those which have been passed through the statically process. The study used annual reports, broaches, pamphlets and customer training manually.Sampling Method:

Sampling Techniques is the process selecting few from a bigger group to become the basis for estimating are predicting the fact, situation or outcome regarding to better group. The researches adopted convenience sampling. The respondents are selected according to convince of the research.

Sample Size:

The sample size for research is 100.

Questionnaire:

This method used in data collection is quite population particularly in case of enquires. Private individuals research persons, private and policy organization is adapting it. A questionnaire consists of a number of questions printed are type in a definition on their own.

Questionnaire Design:

The questionnaire consists of number of questions printed in a definite order or a set forms questions include 5 point scale, dichotomous etc.CHAPTER IVDATA STRUCTURINGWork Place Stress:

Workplace stress has a negative impact on the business as well as on the individual employee. The increase in job stress creates emotional, financial, and safety concerns for employers and managers

The World Health Organization labeled stress a worldwide epidemic. Today, workplace stress is estimated to cost companies more than $300 billion a year in poor performance, absenteeism and health costs.

Factors that Lead to Job Stress:

Specific work factors

Excessive workload.

Tedious or meaningless tasks.

Long hours and low pay.

Infrequent rest breaks.

Unreasonable performance demands Physical environment

Noise and overcrowding.

Poor air quality.

Ergonomic problems.

Health and safety risks (heavy equipment, toxic chemicals).

Organizational practices

Unclear responsibilities or expectations.

Conflicting job demands.

Multiple supervisors.

Lack of autonomy or participation in decision-making.

Inefficient communication patterns.

Lack of family-friendly policies Career Development Over Promotion.

Under Promotion

Lack of Job Security

Thwarted ambition.

Workplace change

Fear of layoff.

Frequent personnel turnover.

Lack of preparation for technological changes.

Poor chances for advancement or promotion.

Tensions brought about by greater workplace diversity. Interpersonal Relationships

Distant, uncommunicative supervisors.

Poor performance from subordinates.

Office politics, competition, and other conflicts among staff.

Bullying or harassment.

Problems caused by excessive time away from family.

Sources of Occupational or Job stress:Job related stressors Environment specific

Economic conditions

Increased level of competitions

Market changes

Technological changes

Changes in the production and products

New forms of organization and product development

Drive for greater cost effectiveness networks.

Multinational

General public concerns for the environment

Organizational Specific Changes within the organization

Reorganizations

Layoffs

Organizational structure

Organizational culture, climate

Mergers, acquisitions and similar changes of the company ownership

Work force diversity

Reward systems

Promotional policies

Job security

Leadership style

Job Specific

Pressure to work for long hours

Job characteristics

Conflicting job demands

Unclear job expectations

Pressure of responsibility

Time pressures

Lack of resources to perform job

Lack of information

Lack of collaboration

Relationships with subordinates

Working conditions

Insufficient training

Work overload

Poor fit between abilities and skills

Individual Related Stressors:Individual Characteristics

Personality traits

Demographic characteristics

Coping skills. Individual life circumstances Work/life conflict

Family problems

Personal problems

Social problems

Financial difficulties.

Worker Characteristics that can Cause Job Stress May Include:

1. A Need to be in Control

The worker feels a need to be in control at all times.

The worker views lack of control as a sign of weakness.

The worker has difficulty delegating assignments to others.

The worker avoids showing signs of weakness or nervousness. 2. A lack or Perceived lack of Competence

The worker feels his or her work is inferior compared to others.

The worker feels he or she makes poor judgments.

The worker feels a lack of common sense.

The worker feels doubts about his or her competence and ability to do the job.

3. A Desire to Please People

The worker relies on favorable opinions and input from others as a basis for building self-esteem.

The worker fears he or she may disappoint others

The worker cares more about others' needs than his or her own.

The worker avoids communications and actions that would displease others. 4. A Need to be Perfect (Perfection)

The worker feels under pressure to achieve.

The worker is highly self-critical.

The worker feels a job well done could have been doneeven better.

Signs and Symptoms of stress:Intellectual Symptoms (How stress can affect the Mind)

Memory problems.

Difficulty making decisions.

Inability to concentrate.

Confusion.

Seeing only the negative.

Repetitive or racing thoughts.

Poor judgment.

Loss of objectivity.

Desire to escape or run away

Emotional Symptoms :( How stress can make us feel)

Moody and hypersensitive.

Restlessness and anxiety.

Depression.

Anger and resentment.

Easily irritated and on edge.

Sense of being overwhelmed.

Lack of confidence.

Physical Symptoms: (How stress can affect the Body)

Headaches.

Digestive problems.

Muscle tension and pain.

Sleep disturbances.

Fatigue.

Chest pain, irregular heartbeat.

High blood pressure.

Weight gain or loss.

Asthma or shortness of breath.

Skin problems.

Decreased sex drive.

Behavioural Symptoms: (How stress can affect the Behaviour)

Eating disorder.

Sleeping too much or too little.

Isolating self from others.

Neglecting the responsibilities.

Increasing alcohol and drug use.

Nervous habits (e.g. nail biting, pacing).

Teeth grinding or jaw clenching.

Overdoing activities such as exercising or shopping.

Losing the temper.

Overreacting to unexpected problemsLong term effects of stress Recent research suggests that anywhere from two-thirds of illness is stress-related.

some of the health problems that can be caused or exacerbated by long-term stress.

Health Problems Linked to long term Stress Heart attack, Cancer, Stroke, Ulcers, Depressions, Eating disorders,

Obesity, Memory loss, Thyroid problems Consequences of occupational stress can be grouped into those on 1. Individual level.

2. Organizational level.

On the individual level, There are three main subgroups of strains: 1. Unwanted Feelings and Behaviours

2. Physiological Diseases (Poor Physical Health)

3. Psychological Diseases (Poor Emotional (Mental) Health)

1. Unwanted Feelings and Behaviours

1. Job dissatisfaction.

2. Lower motivation.

3. Low employee morale.

4. Less organizational commitment,.

5. Lowered overall quality of work life.

6. Absenteeism, turnover.

7. Intention to leave the job,

8. Lower productivity, decreased quantity and quality of work.9. Inability to make sound decisions. 2. Physiological Diseases (Poor Physical Health) such as increased blood pressure and pulse rate, cardiovascular diseases, high cholesterol, high blood sugar, insomnia, headaches, infections, skin problems, injuries and fatigue.

3. Psychological Diseases (Poor Emotional (Mental) Health)

1. Psychological distress, depression, anxiousness.

2. Passiveness, Aggressiveness.

3. Boredom, lose of self-confidence and self-esteem.

4. Lose of dissatisfaction with job and live, losing of contact with reality and emotional fatigue.

On the Organization level Consequences of Occupational or Job Stress can be Grouped into two Major subgroups.

1. Organizational factors

2. Organizational Costs.

1. Organizational factors 1. Such as discontent and poor morale among the workforce.

2. Performance/productivity losses, low quality products and services.

3. Poorer relationships with clients, images and reputation, missed opportunities.

4. Disruption to production, high accident and mistakes rates, high labor turnover.

5. Loss of valuable staff, increase sick-leave, permanent vacancies, premature retirement.

6. Diminished cooperation, poor internal communications, more internal conflicts, and dysfunctional workplace climate.

2. Organizational Costs :-

1. Such as cost of reduced performance, productivity (lack of added value to product and /or service),

2. High replacement costs in connection with labor turnover (increase in recruitment, training and retraining costs),

3. Increases sick pay, increased health-care costs and disability payments.

4. Higher grievance and litigation/compensation costs, and costs of equipment damage.COPING WITH STRESS:

STRESS MANAGEMENT & STRESS REDUCTION-TECHNIQUESApproach to reduce stressStress on the job creates high costs for businesses and institutions, reducing morale, productivity, and earnings. Clearly, it is in every employers best interests fiscal and otherwise to reduce workplace stress as much as possible.Organizational approach Organization can foster low levels of job stress and high levels of productivity:Organization level to Reduce Job Stress

1. Improve communication

2. Consult your employees

3. Offer rewards and incentives

4. Cultivate a friendly social climate

Employees can reduce job stress while organizational change comes from management, there are still many things employees individually or collectively can do to reduce workplace stress.

Stand Up for Yourself1. Get a job description

2. Change your job

3. Get support

4. Get a new job

Approaches to Reduce Stress Change of lifestyle habits to Manage Stress better

1. Get enough sleep

2. Connect with others:

3. Exercise regularly

4. Eat a balanced, nutritious diet

5. Reduce caffeine and sugar

6. Do something for yourself everyday

Change of thinking and emotional responses to handle stress better

1. Have realistic expectations

2. Reframe problems

3. Maintain your sense of humor

4. Express your feelings instead of bottling them up

5. Dont try to control events or other peopleMeet the challenges of stressful situations1. Manage time

2. Give priority to the most important tasks and do those first

3. Schedule time for both work and recreation

4. Delegate tasks and break up big projects

Stress Relief:

Yoga, Meditation, and Other Relaxation Techniques Breathing exercises relieve stress

Meditation to Relieve Stress

Yoga help with stress relief

How to Change the Organization to Prevent Job Stress1. Ensure that the workload is in line with workers' capabilities and resources.

2. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.

3. Clearly define workers' roles and responsibilities.

4. Give workers opportunities to participate in decisions and actions affecting their jobs.

5. Improve communications-reduce uncertainty about career development and future employment prospects

6. Establish work schedules that are compatible with demands and responsibilities outside the job.

Preventing Job Stress - Getting StartedSTEPS TOWARDS PREVENTION Step 1 - Identify the Problem.

Step 2 - Design and Implement Interventions.

Step 3 - Evaluate the Interventions.CHAPTER VDATA ANALYSIS AND INTERPRETATIONDATA ANALYSIS AND INTERPRETATION1. Are you able to get enough time to focus on your interests/ hobbies outside the work?

a. Always 12b. Rarely 28 c. Sometimes 44 d. Not at all 16

INTERPRETATION: In the above question survey it is found that 12% of employees always get enough time, 28% of employees rarely get time, 44% of employees sometimes get time, and 16% of employees Not at all get time to focus on their interests / hobbies outside of the work.

INFERENCE: The majority of respondents (44%) that is sometimes they get time to focus on their hobbies/ interests outside of the work.

2. Have you ever felt that you have been eat, talk, walks and drives quickly?

a. Always 40 b. Rarely 12 c. Sometimes 32 d. Most of the time 12

e. Never 4

INTERPRETATION: In the above question survey it is found that 40% of employees Always eat, Talk, walk, and drive quickly.12% of employees Rarely, 32% of employees Sometimes, 12% of employees Most of the time, 4 % of employees Never eat, Talk, walk, and drive quickly.

INFERENCE: The majority of respondents that is (40%) Always eat, walk, and drive quickly. So these 40% of employees are naturally do things with stress.3. Have you ever tries to prevent work stress by exercising and participating in recreation activities?

a. Always 8 b. Rarely 12 c. Sometimes 56 d. Never 24

INTERPRETATION: In the above question survey it is found that 8% of employees Always try to prevent work stress by exercising and participating in recreation activities. 12% of employees rarely, 56% of employees sometimes, 24% of employees never try to prevent work stress by exercising and participating in recreation activities.INFERENCE: The majority of respondents that is (56%) Sometimes participate in recreation activities to prevent work stress. 4. Are you able to get approximately eight hours sleep at least 4 nights in a week?a. Most of the time 4 b. Often 16 c. Sometimes 36 d. Never 44

INTERPRETATION: In the above question survey it is found that 4% of employees Most of the time get approximately eight hours sleep at least 4 nights in a week. 20% of employees often, 40% of employees sometimes, 44% of respondents get approximately eight hours sleep at least 4 nights in a week.

INFERENCE: The majority of respondents that is (44%) get approximately eight hours sleep at least 4 days in a week. 5. Do you feel tired during the work day?

a. Yes 47b. No 53

INTERPRETATION: In the above question survey it is found that 47% of respondents feel tired during the work day (Yes), 53% of respondents do not feel tired during the work day (No).INFERENCE: The majority of respondents (53%) do not feel tired during the work day.

6. What would be your opinion, in terms of job efficiency to be very competent?

a. Agree 48 b. Strongly agree 32 c. Disagree 0 d. No comments 20

INTERPRETATION: In the above question survey it is found that 48% of respondents Agree, 32% of Respondents Strongly agree, 20% of respondents neither agree nor disagree, 0% of respondents disagree that their job efficiency to be very competent. INFERENCE: The majority of respondents that is (48%) Agree that their job efficiencey is very competent.

7. How secure do you feel in your job?a. Very secure 48 b. Insecure 8 c. Indifferent 4 d. No comments 36

INTERPRETATION: In the above question survey it is found that 48% of respondents feel their job very secure, 8% of respondents feel Insecure, 4% of respondents feel indifferent, 36% of respondents cant say that they feel job very secure.

INFERENCE: The majority of respondents (48%) feel that their job is very secure. 8. Do you experience too much pressure on your job?

a. Always 4 b. Often 16 c. Sometimes 64 d. Never 16

INTERPRETATION: In the above question survey it is found that 4% of respondents experience too much pressure on their job, 16% of respondents often, 64% of respondents sometimes, 16% of respondents never experience too much pressure on their job.

INFERENCE: The majority of respondents that is (64%) sometimes experience too much pressure on job.

9. Have you ever hurried or rushed to complete deadlines at work?

a. Yes 64 b. No 36

INTERPRETATION: In the above question survey it is found that 64% of respondents f hurried or rushed to complete deadlines at work. 36% of respondents do not hurry or rushed to complete deadlines at work. INFERENCE: The majority of respondents (64%) feel that they are hurried or rushed to complete deadlines at work.10. Do you get time to relax at work?

a. Yes 16 b. No 84

INTERPRETATION: In the above question survey it is found that 16% of respondents get time to relax at work, 84% of respondents get time to relax at work.INFERENCE: The majority of respondents (84%) are not getting time to relax at work.11. Are you always safety conscious?

a. Yes 88 b. No 12

INTERPRETATION: In the above question survey it is found that 88% of respondents are always in safety conscious. 12% of respondents are not in safety conscious.INFERENCE: The majority of the respondents (88%) are always in safety conscious.12. Do you share an excellent rapport with your team in the department?

a. Agree 80 b. strongly agree 20 c. Disagree 0 d. Some extent 0

INTERPRETATION: In the above question survey it is found that 80% of respondents Agree. 20% of respondents strongly agree, none of respondent respondents disagree and neither agrees nor disagree that they share an excellent rapport with team in the department.INFERENCE: The majority of respondents (80%) Agree that they share an excellent rapport with team in the department.

13. Are you paid adequately for what you do?a. Yes 44 b. No 56

INTREPRETATION: In the above question survey it is found that 44% of employees do not satisfied with their compensation based on their efforts. 56% of employees are satisfied with their compensation for what they do.

INFERENCE: The majority of the respondents (56%) satisfied with their adequate compensation for what they do.

14. Do you tend to have frequent arguments with Superiors, Co-workers?a. Yes 32 b. No 68

INTERPRETATION: In the above question survey it is found that 32% of employees tend to have frequent arguments with their superiors, co-workers. 68 % of employees do not have frequent arguments with their superiors, co-workers.INFERENCE: The majority of the respondents (68%) do not have frequent arguments with their superiors, co-workers.15. Does your job make you feel inability to voice complaints?

a. To a some extent 24 b. To a little extent 56 c. To a greater extent 0 d. Not at all 20

INTERPRETATION: In the above question survey it is found that 68% of employees to some extent feel inability to voice complaints. 24% of employees to a little extent, 56% of employees not at all feel inability, none feel inability to a greater extent. INFERENCE: The majority respondents (68%) of employees feel inability to some extent to voice complaints.16. How would you feel in terms of work place environment?

a. Very good 52 b. good 28 c. Bad 20 d. No comments. 0

INTERPRETATION: In the above question survey it is found that 52% of employees opinion is that they have good work place environment, 28% of employees opinion is very good, 20 of employees opinion is bad, none of the employees opinion is no comments.INFERENCE: The majority of respondents (52%) opinion is that they have good workplace environment. CHAPTER VICONCLUSIONFINDINGS: The majority of respondents 44% feel that they get enough time to focus on interests/hobbies outside of the work only sometimes. The majority of respondents 36% that they are always eat, walk, drive, and talk quickly hence they are type A personalities means naturally they always do things with stress.

The majority of respondents 48% agree that their job is very competent.

The majority of respondents 48% feel very secure towards their job.

The majority of respondents 64% getting sometimes only too much pressure on their job.

The majority of respondents 56% are not satisfying with their compensation for what job they do.

The majority of respondents 52% opinion is that their work place environment is good.

SUGGESTIONS: Organization level to Reduce Job Stress

1. Improve communication

2. Consult your employees

3. Offer rewards and incentives

4. Cultivate a friendly social climate5. Reduce inadequate temperature and control noise levels.

6. It is necessary to change working hours two days in a week. Individual level Stress Relief:

Yoga, Meditation, and Other Relaxation TechniquesI. Breathing exercises relieve stress

II. Meditation to Relieve Stress

III. Yoga help with stress reliefIV. Make your nine-to-five work hours peaceful at office. Work in good humor, solidly, with great focus, great concentration. CONCLUSIONIt was a great experience doing project at HBL Power Systems Ltd. This project was basically conducted to ascertain and analyzing the EFFECT OF STRESS ON JOB PERFORMANCE in HBL Power Systems Ltd.

From the analysis of the data collected from the employees of HBL Power Systems Ltd. On sample basis, it is observed that analyzing the effect of stress on job performance is necessary for every organization.

After the analysis process I was top concluded that how much level employees are getting stress and what are the organizational approaches, the management need to follow to increase productivity and decrease absenteeism to achieve the vision of Organization.

QUESTIONNAIRE

1. Are you able to get enough time to focus on your interests/ hobbies outside the work?

a. Always b. Rarely c. Sometimes d. Not at all 2. Have you ever felt that you have been eat, talk, walks and drives quickly?

a. Always b. Rarely c. Sometimes d. Most of the time e. Never 3. Have you ever tries to prevent work stress by exercising and participating in recreation activities?

a. Always b. Rarely c. Sometimes d. Never

4. Are you able to get approximately eight hours sleep at least 4 nights in a week?

a. Most of the time b. Often c. Sometimes d. Never

5. Do you feel tired during the work day?

a. Yes b. No

6. What would be your opinion, in terms of job efficiency to be very competent?

a. Agree b. Strongly agree c. Disagree d. No comments

7. How secure do you feel in your job?

a. Very secure b. Insecure c. Indifferent d. No comments

8. Do you experience too much pressure on your job?

a. Always

b. Often

c. Sometimes d. Never9. Have you ever hurried or rushed to complete deadlines at work?

a. Yes b. No

10. Do you get time to relax at work?

a. Yes b. No

11. Are you always safety conscious?

a. Yes b. No

12. Do you share an excellent rapport with your team in the department?

a. Agree b. strongly agree c. Disagree d. Some extent

13. Are you paid adequately for what you do?

a. Yes b. No

14. Do you tend to have frequent arguments with Superiors, Co-workers?a. Yes b. No

15. Does your job make you feel inability to voice complaints?

a. To a some extent b. To a little extent c. To a greater extent d. Not at all

16. How would you feel in terms of work place environment?

a. Very good b. good c. Bad d. No comments.

CHAPTER VIIBIBLIOGRAPHYBooks Referred:

Organizational Behaviour Fred Luthans

The impact of stress surveys on the implementation of corporate stress management program Burdick.C and Jones

Human Resource Management - K. Aswathappa Essentials of Human Resource Management P. Subbarao

Human Resource Management L.M. Prasad.

Research Methodology C.R. KothariWebsite:www.hr.com