Ali mashro3

Stress Management of Employees at Panda Plast Industry (Niha-Bekaa-Lebanon)

For the partial fulfillment ofBachelor Degree in Business Administration

Prepared by: Ali Al-Ahmar

Submitted to: Mr. Mohammad Ismail

Summer 2015

Acknowledgement

I cannot express enough thanks to my doctors for their continued support and encouragement: Mr. Muhammad Ismail. I offer my sincere appreciation for the learning opportunities provided by them.

My completion of this project could not have been accomplished without the support of my classmates, Ali, Muhammad, Ahmad...; To Mrs.Joumana, Mrs. Maya thank you for allowing me time away from you to research and write. Thanks to my parents and my brother as well.

PROJECT ABSTRACTThis report is the outcome of the study undertaken in Panda Plast Company.The primary objective of the study is to study about stress among workers. Simple Random Sampling was used for selecting the recruiters from the collected database.A sample size of 30 respondents which includes several departments such as: the bottom level workers, maintenance department..etc. Primary data was collected through structured survey.The data collected were analyzed by using Conventional Analysis (Simple percentages).Suitable Suggestions and Recommendations were given for corrective actions.

Index:Chapter 1: Introduction to the study...51.1 Stress in the Workplace & Stress Management...61.2 Solutions for the Stressed Workforce..81.3 Nature & Levels of Stress..101.4 Sources of Stress..111.5 Consequences of Stress..151.6 Key Areas of Stress....191.7 Social Re-adjustment Scale.....20

Chapter 2: Stress in Panda Plast Company..252.1 About the Company..252.2 Stress in Panda Plast Company..252.3 Signs & Symptoms of Stress in Panda Plast..262.4 Responsibilities of the Organization..282.5 Stress Management Interventions..29

Chapter 3: Objectives of the Study (Analysis & interpretation)..32

Chapter 4: Conclusion..40

Chapter 5: References & Survey...42

CHAPTER IINTRODUCTION TO THE STUDY

1.1 INTRODUCTION

Modern life is full of stress. Stress on individuals ranges from personal life to their organizational activities. Urbanization, industrialization and increase in scale of operations in the society cause increasing stress in changing environment, participation, introduction, transaction, planning and regulation between key issues, each with its own frustrations attached, people feed stress as they can no longer have complete control over what happens in life. There is no escape for stress in modern life.

Stress ManagementStress is a factor that everybody has to challenge with on a daily basis both in the work and non-work spheres of life. Bottling up stress only makes the situation explosive at a later stage when one has reached the limit of ones capacity to endure it. Since the body has only limited capacity to respond to stress, it is important for individual to optionally manage their stress to operate as fully functioning human beings. Fortunately, there several ways in which stress can be handled so that the dysfunctional consequences stress are dissipated. Relaxation, meditation, engaging in physical exercise and sports activities, and managing the work-to-home transitions are all helpful in combating stress.

Work-Home TransitionThe work-to-home transition strategy emphasizes that it would be beneficial to psychologically shift gears from the stressful work situation to a relaxed evening at home in the family environment as one reaches the end of the workday. That is, instead of carrying the pressures of the work to the home, the suggestion is to start the unwinding process during the last hour or so of the workday and enter the home in a relaxed and peaceful frame of mind. During the last 30 to 60 minutes of work time, attend to more routing and less pressure inducing types of work.

Stress Management Techniques at the Workplace

There are other strategies to manage stress at the Workplace. Delegation and time management are two useful techniques, which minimize stress. Many tasks can be delegated to subordinates without losing effectiveness. Spending a few minutes every morning to discuss important issues with the personal assistant and the immediate subordinate not only provides them the structure to manage many of the activities, but also relieves the manager to attend to more critical managerial functions. Such delegation also serves as a training to prepare those at lower levels to step into higher level positions in due course.

Organizational Practices For Stress Management

The manager has to manage his or her stress as well as that of the other employees. Company-wide programs are now being initiated in many Western countries where employees high stress is adversely acting the organizations in terms of lost man days due to accident, sickness, and Burnout. These in turn affects the performance and productivity of the organization as whole. The strategies used for the management of employees include:

1) Role analysis and role clarification. This removes the role ambiguity and reduces role conflict and role overload.2) Job relocation help.3) Alcohol and drug abuse functional programmer.4) Career counseling programmer.5) Leisure programmer and recreational facilities.6) Employee assistance programmer (EAPS) and stress control workshops.

1.2 SOLUTIONS FOR THE STRESSED WORKFORCE

Its Impact on Employees Life:

Some of the signs that stress is starting to have a major impact on ones life are: ones has not overlooked on important occasion; ones cannot find time for simple tasks/ errands; ones sleep or eat more than usual; ones self-confidence is decreasing; ones has not taken a holiday in six months or more.

Some of the signs that stress is overtaking ones life, these includes: ones us our weekends solely to recover or prepare for work; ones begin to suffer from short-term memory loss; ones cant find joy in any aspect of ones life; ones suffer from physical pains/nausea/giddiness; ones lose touch with your friends/family or partner; ones has not taken a holiday lasing over a week in a year or more.

How to Deal with Stress?Too much pressure, too much to do, too little time.

Are the Walls Closing on Employee? Ones deadline is coming up and one has not any ideas. Exams are approaching near. Got the first interview call etc.

Symptoms of Stress:Ones heart races, ones breathing gets faster, ones blood circulation and metabolism speed up ones muscle tensed, headache, insomnia, restless, digestive problem, irritable bowel syndrome, constipation and diarrhea, abdominal pain, getting ready to flight or flee.

Consequences of Stress:When nothing is done about it, too much stress will lead to; nervous, disorders, headaches hypertension, heart problems stroke, death etc.

How Employees Can Say that they are Under Stress?It is different for each individual white under either eyes and iris or both. If you look someone straight in the eyes and see white under either iris or both.

Tips to Reduce Stress Levels:Some tips to help to deal with stress.1) At work, delegate tasks to others. Trust others to get it done.2) Go for a walk or talk to someone.3) Exercise.4) Prioritize tasks. Do what must be done now.5) Take a break. (stay away from caffeine and nicotine)6) Record your thoughts or write them down.7) Enjoy yourself with fun activities.8) Do something totally different unexpected.9) Take deep breather!!!10) Get a good laugh.

80% of your worries never occur, if you can do something about it, done. Otherwise, dont let it bother you stress can best be managed by realizing you can change about your life and knowing what you cant.

The reduction of stress in individuals, can have a dramatic effect on both body and mind. Some of the effects of better stress management include increased energy and creativity, better mood and increase in life expectancy. Some practical advice on how employers can reduce their potential liability.

The risk of liability is presently quite low, some practical tips to help employers reduce any potential risk. Employers need to implement policies to address two of the key issues that are symptoms of workplace stress: absenteeism and harassment/bullying.1) Implementing policies or programs that help individuals to cope with working life.2) Improvement in working environment.3) Clear and open communication between managers and subordinates.

1.3 NATURE & LEVELS OF STRESSThe phenomenon of stress is highly individualistic in nature. Some people have high levels of tolerance for stress and thrive very well in the face of several stressors in the environment, for example, working under deadlines and time pressures, meeting high standards of performance expectation and working with inadequate resources. Infect, some individuals will not perform well unless they experience a level of stress which activates and energizes them to put forth their best efforts and become paralyzed when they have to interface with ordinary everyday factors that appear noxious to them, as for example, having to deal with two customers who arrive at the same time needing assistance.

Stress Levels & Consequences

Stress levelLow stressOptimum stress High stress

Reactions Boredom/ApathyHigh energyExhaustion

Behaviors Low motivation careless mistakes psychological Withdrawal physical Withdrawal Inactivity.High motivation Heightened perception High involvement.Anxiety Nervousness Indecisiveness Bad Judgement.

Performance Low performanceHigh performancePoor performance

Health EffectsDull healthGood healthInsomnia Psychosomatic illness.

1.4 SOURCES OF STRESSStress is a reality of our everyday. There are both esters and distresses that come from our work and hunt in 1980, by sekaran in 1986 and by many others. That the work and non work domains of ones life are closely interrelated. Thus if one experience much distress at work, that stress will increase the sense of awareness of even small distresses experienced in a family sphere. Likewise stresses experienced at home or with friends or form other non work situations can be carried over to the work place which might heighten and multiply the stresses experienced at work. Thus, We can say that stresses generate from four sources:a) Extra-organizational stressorsb) Organizational stressorsc) Group stressorsd) Individual stressorsIts Explanation:A. Extra Organizational Stressors:Since an organization interacts continuously with environment, events happening our side the organization also work as stressors. These social and technical changes economic and financial conditions, social class conflicts, community conditions etc, work as stressors.

B. Organizational Stressors:An organization is composed of individuals and group and, therefore, individual and group stressors may also exist in organization conflict. However, there are macro level dimensions of organizational functioning, which may work as stressors. The major organization stressors are illustrated in the following figure:

DownsizingCompetitive pressuresMerit pay plansRotating work shiftsBureaucratic rulesAdministrative policies and strategies

Organizational structural design

Centralization and formalizationLine-staff conflictsSpecializationRole ambiguity and conflictNo opportunity for promotion and restrictive, untrusting culture

JOBSTRESS

Organizational Process

Tight controlsOnly downward communicationLittle performance feedbackCentralized decision makingLack of participation indecisionsPunitive appraisal systems

Working condition

Crowded work areaNoise heat or coldPolluted airStrong orderUnsafe dangerous conditionsPoor lightingPhysical or mental strainToxic chemical or radiation

C. GROUP STRESSORSGroup interaction affects human behavior. Therefore there may be some factors in-group processes which act as stressors. Following are the major group stressors.

i) Lack of group cohesivenessGroup cohesiveness is important for the satisfaction of individuals in-group interaction. When they are denied the opportunity for this cohesiveness, it becomes very stressing for them as they get negative reaction from group members.

ii) Lack of social supportwhen individual get social support from members of the group, they are able to satisfy their social needs and they are better off. When this social support does not come, it becomes stressing for them.

iii) ConflictAny conflict arising out of group interaction may become stressing for the individuals, be it interpersonal conflict among the group members or inter group conflict.

D. INDIVIDUAL STRESSORSA Smooth progression of the need-drive-goal motivational cycle and fulfillment of ones role expectation do not always occur in reality. With in every individual there are usually (i) a number of competing needs and roles (ii) a variety of different ways that drives and roles can be expressed (iii) many types of barriers which can occur between the drive and the goal and (iv) both positive and negative aspects attached to desired goals.

There are many stressors at the level of individual, which may be generated in the context of organizational life or his personal life. There are several such events, which may work as stressors these are life and career changes, personality type and role characteristics.

a) Life and career changes:Stressors are produced by several changes in life and career research studies show that in general every transition or change produces stress. Life change may be slow and gradual or sudden. In both these cases, changes, there may be changes in career, in the form of promotion, demotion, transfer, separation, with each changes some kind of stress is experienced.

b) Personal type:Personality characteristics such as authoritarianism, rigidity, masculinity, extroversion, supportiveness, spontaneity, emotionality, tolerance for ambiguity, locus of control, anxiety and need for achievements are particularly relevant to individual stress. Recently more attention has been paid to analyses type A & B personality profiles in the study of stress.

Profile Type AProfile Type B

Is always moving Walks rapidlyEats rapidlyTalks rapidlyIs impatientDoes too things at timeMeasures success by quantityUs aggressiveIs competitiveFeels time pressureIs never in hurryIs patientDoes not bragPlay for fan, not for winRelaxes without guiltIs mild manneredHas no pressingDeadlines

c) Role characteristics:There may be role stress either because of role conflict or role ambiguity. Role conflict arises because of several systems like family, club, voluntary organization, etc. are expected do fulfill certain obligations to each system and to fit into defined placed in that system. In many situations, the various role may have conflicting demands and people experience stress as they are not able to fulfill the conflict role requirements. In organizational context, role conflict arises because of in compatibility between job, tasks and resources.

1.5 CONSEQUENCES OF STRESSAs it is pointed out in the introducing comments on stress, stress is not automatically bad for individual employees or their organizational performance. It is the dysfunctional aspects of the high level of stress that should be and are a major concern for contemporary society, in general and effective human resource management in particular. Distress experienced by individuals has negative consequences for them, their families and for the organizations they serve. The consequences of stress can be studied under three general categories.

CONSEQUENCES OF STRESS

CONSEQUENCES FOR CONSEQUENCES CONSEQUENCES THE INDIVIDUAL FOR THE FAMILY TO ORGANIZATION

PHYSIOLOGICAL PHYSIOLOGICAL BEHAVIORAL SYMPTOMS SYMPTOMS SYMPTOMS

Consequences on individuals: Stress shows itself in a number of ways. An individual who is experiencing stress may develop the following symptoms.

1. Physiological SymptomsIn the initial stages, the major concern of stress was that this topic was researched by specialists in the health and medical sciences. According to the researchers high degrees of stress are typically accompanied by severe anxiety, frustration and depression some of the physiological symptoms of success as given by business week are as following:(a) Stress: Irritability, insomnia, alcohol and food abuse. Physical changes including rapid breathe ring, and heart beat, tensed muscles. Prolonged stress can cause muscular twitches, skin problems, baldness and sexual problems such as impotence.(b) Anxiety: Excessive worry, irritability, anger, nervousness as well inability to concentrate or sleep. Physical changes include palpitations, chest pain and dizziness.(c) Depressions: Feeling of sadness, hopelessness, guilt and worthlessness, lost of interest in activities, change in appetite or weight, difficulty in concentrating and suicidal thoughts.

2. Psychological SymptomsWhile considerable attention has be given to the relationship between stress and psychological symptoms especially within the medical community not as much importance has been given to the impact of stress on mental health. But psychological problems resulting from stress are very important in day-to-day job performance. The psychological impacts of stress may be;i) Stress can cause dissatisfaction job related stress can cause job related dissatisfaction Job dissatisfaction, is the simplest and most psychological aspect of stress.ii) High levels of stress may be accompanied by anger, anxiety depression, ervousness, irritability, tension and boredom. One study has found out that stress had the strongest impact on aggressive actions such as sabotage, interpersonal aggression, hostility and complaints.iii) The psychological problems from stress may lead to poor job performance, lowered self-esteem, resentment of decisions and job dissatisfaction. iv) Research indicates that when people in jobs that make multiple and conflicting demands or in which there is a lack of clarity as to individuals duties, authority and responsibilities both stress and dissatisfaction are increased.v) The less control people have over the pace of their work, the greater the stress and dissatisfaction.vi) Some evidence suggestions that jobs that provide a low level of variety, significance, auto many feedback and identify create stress and reduce satisfaction and involvement in the job.

3. Behavioral symptomsAny behavior, which indicates that you are not acting your usual, self may be a sign of adverse reaction to stress. Direct behaviors that may accompany high levels of stress include:i) Underrating or overeatingii) Sleeplessnessiii) Increased smoking and drinkingiv) Drug abusev) Nodding off during meetings or social gatheringsvi) Losing your sense of humorvii) Moving in a tense and jerky Wayviii) Reacting nervously or irritably to everyday soundsix) Absenteeism and turnoverx) Reduction in productivity

Consequences on the family:Distress, which is handled by individuals in dysfunctional ways such as resorting to drinking or withdrawal behaviors, will have an adverse effect on their family life. The effects of this will be spouse abuse, child abuse alienation from family members and even divorce. The stressors, which generally affect the family life are,

1. In the dual career families where both the spouses are pursuing careers, a lot of personal commitments, varied in nature, are demanded from them [both to their jobs and families]. The stressors experienced by the couples stem from role overload, since both partners have to manage their careers as well as help the family.

2. Additional stresses are experienced while handling the personal, social and cultural dilemmas of balancing work and family, discharging parenting responsibilities, handing competition at the work place and within the family and being an involved member of the extended family.

Consequences on the organization:The effects of employee stresses on organizations are many an varied. These include:1. Low performance and productivity.2. High rate of absenteeism and turnover.3. Loss of customers due to poor attitudes of workers.4. Destructive and aggressive behaviors resulting in strikes and sabotage.

The stresses experienced by employees who take on critical roles and are responsible for public safety can sometimes be detrimental to the well being of the constituents served. For example, the stress experienced by airline Pilot, train driver, railway guard or air traffic controller can result in the less of so many lives. Therefore, the gests of employees stress to the organization in terms of lost profits, declining assets, bad image projection, poor reputation and loss of future business are enormous.

1.6 KEY AREAS OF STRESSThere are certain areas of our lives where stress is likely to be a particular problem. These broad categories are changes in our lifestyle, challenges associated with performance (especially at work), emotions such as anxiety and fear, boredom, and the grief associated with bereavement or separation. It is worthwhile being aware of these areas, so that you can prepare yourself for crises centering on these problems. - Fearing from unknown:Inflexible attitudes, adherence of strict values and routines, fear of the unknown can create undue stress, but when change challenges us to take risks and be adaptable. The better our health, the easier if will be to cope up the challenges.

- Performance:We often thrive on stress connected with the challenges of physical performance or a test of our skills. This is healthy provided we remain confident and use up the energy and tension generated by extra demands.

- Anxiety:Negative anticipatory emotions may prolong or amplify the arousal caused by actual events.

- Boredom: Lack of stimulus or interest at work, unemployment, or retirement may create depression, apathy, and stress. Doubts as to whether you are needed or valued can lead to a poor self-image and a sense of alienation

1.7 SOCIAL READJUSTMENT SCALEHealth and survival are based on the bodys to maintain ability to maintain a balance of all the physical and mental processes. This state of equilibrium is called homeostasis. Bodily arousal is an integral part of the bodys general adaptation system through which if adjust to change and tries to restore homeostasis. Too much change in our lives can overtax our adoptive resources causing illness. Personality is a decisive factor in how we react to environment pressures-whether we are turned on or brought down by them.

- COPING STRATEGIES FOR STRESSWhen we look at stress from organizational point of view, night may not be concerned about the low to moderate levels of sliest experienced by the employees. The reason is that some functional level of stress is necessary to improve employee performance. But high levels of stress and suction by the management. But when we look at stress from individuals point view even the low levels of stress are perceived to be undesirable (i) Firstly, we must not make any generalization. Each of us have different limits, different optimum stress levels and will perceive the sources of stress different one persons overstress may be another persons challenges and optimum stress.(ii) Secondly, we need to differentiate between what we can do to equip ourselves and to organize our environment to prevent us from becoming over or under stressed. We label this as PREVENTION. Yet, however, well we prepare ourselves and try to control our environment from time to time; we will still experience undesirable stress. It is then that we need to have developed management skills.

A) INDIVIDUAL APPROACH As we know that stress has got a number of negative consequences for the individuals, every individual should take personal responsibility for reducing his or her stress level. There are a number of ways by which a person can avoid stressful conditions, change them or learn to cope with them.

The individual should know about the process and effects of stress. He must find out the major sources of his stress. He must anticipate stressful periods and plan accordingly in advance. He must be honest with himself and decide what he can cope with what he cannot.

1. Physiological fitnessExercise in any form can help people in coping with the stress. Non competitive physical exercise such as aerobics, walking, jogging, swimming, riding a bicycle, playing, softball or tennis have been recommended by physicians as a way to deal with excessive stress levels with proper exercise, diet control and non-smoking habits, blood pressure and cholesterol become controlled and the body becomes more resistant to pressures.

2. Time managementThe result of poor time management is feeling of work overload, skipped schedules and tension. Therefore an individual must understand how to manage his time so that he can cope with tensions created by job demands. A few of the well known time mgt, principles are: 1- Proponing a daily list of activities to be attended to.2- Prioritizing activities by importance and urgency.3- Scheduling activities according to the priorities set.4- Knowing your daily schedule and handling the most demanding parts of a job when you are must alert and productive.

3. AssertivenessAn individual should become assertive. He should start saying no to people or managers. Who demand too much of his time. Being assertive is an important factor in reducing stress.

4. Social support networkEvery person should have people to turn to talk to and upon. Good friends become highly supportive during times of stress and crisis. Social network includes friends, family or work colleagues. Expanding social support system can be a means for tension reduction because friends are there when needed and provide support to get the person through stressful situations.

5. Relaxation techniquesEvery individual must teach himself to reduce tension through relaxation techniques such as yoga, meditation, hypnosis and biofeedback. 15-20 minutes a day of deep relaxation releases tension and provides a person with pronounced sense of peacefulness. Deep relaxation conditions will bring significant changes in heart rate, blood pressure and other physiological factors. Yoga is probably the most effective remedy for stress. Studies have revealed that yoga has curved several stress related diseases.

B) ORGANIZATION APPROACHES Individuals may design their own strategies to reduce stress, but it is a must for the organization to develop programs that will help the employees in reducing their stress. This will lead to less employee turnover, absenteeism and as result productivity will improve. Some of the measures which organizations can take are:

1. Selection and placementIndividuals differ in their response to stress situations. We know that type A. individuals are more prone to tress. On the other hand, in the organizations there are certain jobs which are more stressful as compared to other jobs. The individuals who are prone to stress should not be put on jobs which are successful. The individuals who are less prone to stress may adapt better to high stress jobs and perform those jobs more effectively.

2. Goal settingBased on extensive amount of research it has been concluded that individuals perform better when they have specific and challenging goals and they receive feedback on how well they are progressing towards these goals. Goals setting can reduce stress as well as provide motivation. It will result in less employee frustration role ambiguity and stress.

3. Improved communicationsSometimes due to lack of effective communication from the superiors, the employees do not know what they have to do and how they have to do it. This resulting in role ambiguity. Similarly when two or more persons have contracting role demands from an employee, it leads to role conflict if there is lack of proper communication. Effective communication with employees reduces the uncertainly by lessening role ambiguity and role conflict.

4. Redesigning jobsOrganization should redesign the jobs in such a way to give employees more responsibility, more work, more autonomy and increased feedback. This will help reduce the stress caused by monotony, routine work, work overload or under load and role ambiguity. Job redesigning enhances motivation, reduces the stress among the employees and enhances quality of work life.

5. Participative decision-makingIf the organization gives the employees participation in these decisions that directly affect them and their job performance, it can increase employee control and reduce the role stress. The main reason of role stress is that employees feel uncertain about their goods expectations and how they will be evaluated. The management can reduce these uncertainties by giving the employees a right to participate in the decision-making.

6. Building team network

The mgt should try to create such work environment in which there is no provision for interpersonal conflict or inter group conflict. Such conflicts are the causes of stress which should be prevented from building or eliminated if they develop. According such teamwork should be developed that groups and the members are mutually supportive and productive. Members of the group should consider themselves as members of the same family and seek social support from each other.

7. Personal wellness programmers

These personal wellness programmers focus on the employees total physical condition. Organizations can provide facilities at their premises for physical fitness such as gyms, swimming fools, tennis courts etc. as well as psychological counseling. They should hold seminar or workers to make the employees understand nature and sources of stress and the possible ways to reduce it. These workshops should help those individuals who are already under stress. Moreover a supervisor can impact personal wellness of his subordinates through positive encouragement and by practicing the basic concepts and techniques of human resource management.

To conclude we can say that all these strategies or a combination of these should be applied to make the work environment less stressful to a level, which is positive and challenging.

CHAPTER 2Panda Plast Company

About the company: Pandaplast is a name that has become a mark of quality and consistency in the field of plastic products located in (Niha-Bekaa-Lebanon). Pandaplast is one of the Arab worlds leaders for the following plastic product lines:

Garden furniture. Household articles. Plant pots. Agricultural storages or Crates. Polyethylene pipes. Storage tanks.

Stress found in the company:The final chapter in the project illustrates the questions asked to employees about their satisfaction, performance, loyalty, condition, salary, age , gender all of these make it easy to find out if stress exists.Upon asking about 30 employees in Panda Plast Company by the survey (found in the last part of the project), I have observed that employees suffer from a critical and serious type of stress, in which I didnt ask them directly if they suffer from it, but from their answers, the sign and symptoms of stress exists, that are followed by the following paragraph.

Signs & Symptoms of Stress in Panda Plast:

From the internal environment of the company (Panda Plast) in addition to the body language, the words and the survey; the demands of the workplace become too much to handle, employees generally display signs and symptoms that indicate they are feeling stressed out. Unfortunately, individuals may not recognize these signs and let them go untreated. This is where serious conditions can occur, either mental or physical in nature, and a need arises for professional intervention. It is important that employees learn to recognize stressful reactions in themselves and others so that they can stop the downward spiral of stress before it becomes detrimental to their health. Completing a stress test is a quick and easy way to determine whether or not stress levels are becoming unhealthy. There are numerous variations of the test, and they can be found in the literature on stress, and also through an internet search. A stress test taken from the Canadian Mental Health Association (n.d) is included in following table.almosta few

times ararely

Behaviouralways

week(0 points)

(2 points)

(1 point)

I feel tense, anxious or have nervous indigestion.

I seem to be low in energy.

I eat/drink/smoke in response to tension.

I have tension or migraine headaches, or pain in the neck or

shoulders.

I seem to have trouble getting to sleep naturally or have

difficulty getting back to sleep if awakened.

I find it difficult to concentrate on what I'm doing because of

worrying about other things.

I take pills, medicine, alcohol or other drugs to relax.

I have difficulty finding enough time to relax.

If I finally find the time, it is hard for me to relax.

I feel pressured during my workday.

I find it difficult to laugh.

Maximum total score = 22

MY TOTAL SCORE = _____

ScoreTension level

1422Considerably above average

1013Above average

69Average

35Below average

02Considerably below average

If you're above average, it's vital for you to develop a coping plan. And if you're doing fine at the moment, a good coping plan will help you stay fine (Canadian Mental Health Association, n.d.). At which this test had given and asked to the employees in a paper additional to the survey paper, at which Ive noticed that all employees get between 14 to 22 which is considerably above the average. As a result, there are a real problem should be solved by the corporate level of Panda Plast.

With the return to signs and symptoms of stress, individuals display these various signs and symptoms when continuously faced with a stressful environment found in the work force of Panda Plast. These symptoms do not occur all at once and to all employees, but progress through several stages, at which I give some suggestions also that can help in attenuating and maybe canceling there stress, which are described in the following table adapted from Annscheutz (1999):Signs / SymptomsSuggested Action

Phase 1: Warningfeelings of vaguetalking about feelings

anxietytaking a vacation

Early warning signs aredepression making a change from

often more emotional thanboredomregular activities

physical and may take aapathytaking time for yourself

year or more before they areemotional fatigue

noticeable.

Phase 2: Mild Symptomssleep disturbancesmore aggressive

more frequentlifestyle changes may

Warning signs haveheadaches / coldsbe needed

progressed and intensified.muscle achesshortterm counselling

Over a period of 6 to 18intensified physical and

months, physical signs mayemotional fatigue

also be evident.withdrawal from

contact with others

irritability

intensified depression

Phase 3: Entrenchedincreased use of the help of medical and

Cumulative Stressalcohol, smoking, nonpsychological

prescription drugsprofessionals is highly

This phase occurs when thedepressionrecommended

above phases continue to bephysical and emotional

ignored. Stress starts tofatigue

create a deeper impact onloss of sex drive

career, family life andulcers

personal wellbeing.marital discord

crying spells

intense anxiety

rigid thinking

withdrawal

restlessness

sleeplessness

Phase 4: Severe /careers end prematurely significant intervention

Debilitating Cumulativeasthmafrom professionals

Stress Reactionheart conditions

severe depression

This phase is oftenlowered selfesteem /

considered "selfselfconfidence

destructive" and tends toinability to perform

occur after 5 to 10 years ofones job

continued stress.inability to manage

personal life

withdrawal

uncontrolled anger/

grief / rage

suicidal or homicidal

thinking

muscle tremors

extreme chronic fatigue

overreaction to minor

events

agitation

frequent accidents

carelessness /

forgetfulness

paranoia

Organization Level (Panda Plast)

In addition to the suggestions I gave in the first chapter, Panda Plast may have different reasons for wanting to implement stress management initiatives. One reason may be the need to reduce the costs to the organization of stressrelated illness, absenteeism and staff turnover. It may be a humanitarian desire to improve working1

conditions. There may be regulations in place regarding the listing and assessing of workplace hazards, including hazards to mental health such as psychological stress, and to provide a safe working environment. Panda Plast might wish to be seen as caring and as looking after their employees in order to raise morale or improve the company image. A final reason for wanting to make these changes may simply be to follow current trends, where other such organizations are introducing stress management interventions (Grimshaw, 1999). Whatever the reason, the issue of workplace stress can no longer be ignored, and it is necessary for changes to be made where unhealthy work environments exist.

Stress management interventions.

Panda Plast Company should recruit in the Human Resource department competent employees for stress management, at which there are a broad range of interventions that can be used to manage stress in the workplace. These include interventions that aim to change the individual, the individuals relationship with the organization, and the organization.

Three broad aims of stress management interventions include 1) prevention, through control of hazards by design and worker training to reduce the likelihood of workers experiencing stress, 2) timely reaction, to improve the ability of managers to recognize and deal with problems as they arise, and 3) rehabilitation, which often involves offering enhanced support such as counselling to help distressed workers cope and recover (Grimshaw, 1999).

The following sections explain some commonly used stress management interventions in the workplace:

Employee Assistance Programs: An Employee Assistance Programme (EAP) is a systematic, ongoing and organized service, funded by the employer and providing counsellingadvice, and help to employees and their families with problems arising from both work

related and external sources. EAPs have two main objectives: 1) to help employees distracted by a range of personal concerns, including emotional, stress, relationship, family, alcohol, drug, financial, legal and other problems, to cope with such concerns and to learn to manage the stresses produced, and 2) to assist the organization in the identification and improvement of productivity problems in workers whose performance is adversely affected by such concerns.

EAPs are generally seen as the first step to take in seeking help with stressrelated emotional problems. These services may be provided inhouse by designated staff, or delivered by an external contractor. Most counselling within this service is shortterm therapy aimed at helping the client at a time of change, choice, or crisis. Workplace counselling does not aim to be the kind of personal restructuring accomplished by a psychoanalyst. Instead counselling is viewed as an opportunity to learn problemsolving skills and to create new life choices. The services of an EAP can generally be extended to employees family members as well, but this may vary depending on the organization.

A weakness of the EAP service surrounds the delicate balance between assisting individuals and promoting the interests of the organization. The problem lies in attempting to ally a mentalhealth driven therapy to a performance and profitdominated system of production of goods and services. The degree of benefit gained by the organization will be in direct correlation with the extent to which the EAP is integrated into the organizational structure (Grimshaw, 1999; Canadian Mental Health Association, 2004).

Stress Management Training: In recent years, it has become popular to offer training in stress management techniques in the work setting. Individuallevel stress management training

seeks to educate staff about stress and its associated health effects, and to teach coping and stress reduction skills. Interventions have more often than not been offered in a preventative context to participants not suffering from any evident stressrelated problems. Training usually consists of some form of relaxation exercise in combination with cognitive techniques borrowed from the fields of counselling and psychotherapy. Elements of management skills, such as time management, and of interpersonal skills, such as delegation and assertiveness, may be included.

CHAPTER 3OBJECTIVES OF THE STUDY

The following are the major objectives of the present study.

PRIMARY OBJECTIVE

To study and evaluate the degree of executives stress at a work place experienced by the employees.

SECONDARY OBJECTIVE

To find out the factors that creates stress among the employees.

To understand the satisfaction level and physical strain of employee.

To analyze whether morale among the employees reduces stress.

To analyze whether the avoidance of communication gap reduces stress.

To find whether the stress management motivate the employees.

STATISTICAL TOOLS Percentage analysesThe expression of data items of Percentages is one of the simplest statistical decries use the interpretation of the business and economic statistics. Percentage analysis used percentages to process the data. This method is often used as percentage simplifies numbers reducing them to 0 to 100 ranges.

b0Simple Percentage= b1x100b0- represents the base used for compute.b1- represents the given data to be compared with the base.

ANALYSIS AND INTERPRETATIONThe process by which sense and meaning are made of the data gathered in quantitative research, and by which the emergent knowledge is applied to clients' problems. This data often takes the form of records of group discussions and interviews, but is not limited to this. Through processes of revisiting and immersion in the data, and through complex activities of structuring, re-framing or otherwise exploring it, the researcher looks for patterns and insights relevant to the key research issues and uses these to address the client's brief.The Tools to be used in the Analysis and Interpretation is percentage analyses.

A) Table showing the age of respondents

AGEFrequencyPercentValid PercentCumulative Percent

Valid18to25years2229.329.329.3

26to35years3141.341.370.7

36to45years2128.028.098.7

above45years11.31.3100.0

Total75100.0100.0

Chart showing the age of respondents

Interpretation

. The above table shows that 41.3% of the respondents were of the age group between 26-35 years, 29.3% of the respondents were between 18-25 years, 28.0 % of the respondents were between 36-45 years and 1.3% of the respondents were between above 45 years.

Therefore the majority of the respondents 41.3% belong to the age group between 26-35 years.B) TABLE SHOWING THE SEX OF THE RESPONDENTSSex

FrequencyPercentValid PercentCumulative Percent

ValidFemale912.012.012.0

Male6688.088.0100.0

Total75100.0100.0

CHART SHOWING THE SEX OF THE RESPONDENTS

Interpretation

The above table shows that 88.0% of the respondents were male and 12.0% of the respondents were female.

Thus the majority of the respondents 88.0% were male.C) CHART SHOWING THE RESPONDENTS OF EDUCATIONAL QUALIFICATION

Interpretation

The above table shows that 50.7% of the respondents are UG holders,37.3 % of the respondents are PG holders, 10.7% of the respondents are HSC holders, 1.3% of the respondents are SSLC holders and of the respondents.

Thus the majority 50.7% of the respondents are UG holders.

D) CHART SHOWING THE EXPERIENCE OF THE RESPONDENTS

Experience

FrequencyPercentValid PercentCumulative Percent

Valid0to5years1114.714.714.7

6to10years2128.028.042.7

11to15ysear4357.357.3100.0

Total75100.0100.0

TABLE SHOWING THE EXPERIENCE OF THE RESPONDENTS

Interpretation

The above table shows that 57.3% of the respondents has an experience of 11-15years, 28.0%of the respondents of 6-10years, 14.7% of the respondents of 0-5years of the respondents.

There the table shows that majority 57.3% of the respondents has an experience of 11-15years.

E) TABLE SHOWING THE MARITAL STATUS OF THE RESPONDENTS

marital statusFrequencyPercentValid PercentCumulative Percent

ValidUnmarried1216.016.016.0

Married6384.084.0100.0

Total75100.0100.0

CHART SHOWING THE MARITAL STATUS OF THE RESPONDENTS

InterpretationThe above table shows that 84% of the respondents are married and 16% of the respondents are unmarried.Thus the majority 84% of the respondents are married.F) TABLE SNOWING THE WHAT KIND OF EMPLOYEES YOU ARE:

What kind of employee you are

FrequencyPercentValid PercentCumulative Percent

ValidPermanent6586.786.786.7

temporary1013.313.3100.0

Total75100.0100.0

CHART SNOWING THE WHAT KIND OF EMPLOTEES YOU ARE

Interpretation The above table shows that 13.3% of the respondents are temporary employee and 86.7% of the respondents are permanent employees.

Thus the majority 86.7% of the respondents are temporary employees.

Chapter 4Conclusion

Conclusion

Stress is not something to be dismissed as being just part of the job, or the price you pay for being successful in your career. Stress has been shown to be either directly or indirectly responsible for early and untimely deaths through heart attack, stroke, high blood pressure, and a multitude of other stressrelated illnesses. While the mental and physical health of employees are suffering due to unhealthy work environments, stress is still seen as a sign of weakness in many organizations such as Panda Plast , and is kept quiet so as to avoid negative repercussions. Stress tends to be either ignored or dismissed by the very people who are best placed to do something about it managing and senior directors, personnel and training managers, occupational health workers, and departmental managers and supervisors.

The opportunity exists for employers and employees to get together and make way for changes that will reduce stressrelated illness. Change must come from the top, and it is therefore imperative for managers to recognize that they have a legal and moral responsibility to protect the physical and mental wellbeing of their workers (Clark, 2002).

It is the intention of this report to educate on the damaging effects of workplace stress, and increase awareness of the widespread nature of this problem. It is hoped that this knowledge will motivate organizations to explore the stressors that are present in their own work environments, and to take steps to reduce and/or prevent stress in the workplace, thereby working to maintain the health and wellbeing of employees.

Chapter 5References & Survey

References:

Annscheutz, B. L. (1999). The high cost of caring coping with workplace stress. OACAS Journal, 43 (3): 1721.

Burchell, B. (2002). The prevalence and redistribution of job insecurity and work intensification. In B. Burchell, D. Ladipo, & F. Wilkenson (Eds.) Job insecurity and work intensification (pp. 6176).New York, NY: Routledge.

Cahill, J., Landsbergis, P. A., & Schnall, P. L. (1995). Reducing occupational stress: An introductory guide for managers, supervisors, and union members. Presented at the Work Stress and Health 95 Conference, September 1995, Washington, D.C.

Grimshaw, J. (1999). Employment and health: Psychosocial stress in the workplace. London: The British Library.

Harvey, R. (2005, April 15). Depression costs business; Workplace support is good management practice, forum told researchers seeking 65,000 subjects for Canadian study. Toronto Star, D3.

Vocational Psychology.com. (n.d.). Karoshi. Retrieved July 13, 2005 from http://vocationalpsychology.com/term_karoshi.htm

Wichert, I. (2002). Job insecurity and work intensification: The effects on health and wellbeing. In B. Burchell, D. Ladipo, & F. Wilkenson (Eds.) Job insecurity and work intensification (pp. 92111). New York, NY: Routledge.Williams, C. (2003). Sources of workplace stress. Perspectives, June 2003.

Wikipedia. (n.d.). Karoshi. Retrieved July 13, 2005 from http://en.wikipedia.org/wiki/Karoshi

Survey:

Dear Respondent: The Questionnaire is based on the measurement of stress in workplace in addition to employee/job satisfaction in Panda Plast. Your response will be very helpful for completing this research. The employees related to production department can only fill this questionnaire.

Organization: Job title: Gender: Male/Female Age:

Directions: This survey contains a list of statements for you to respond to. As you read each statement, ask yourself how well that statement applies to your organization and your experience as an employee there. Then, please respond to each statement using the following scale:

1= Strongly Disagree

2 = Disagree

3 = Neutral or Dont Know

4 = Agree

5 = Strongly AgreeYou do not have to total up the score, or find the average score. That will be done by someone else.

_____ We have a positive work environment.

_____ My co-workers and I work well as a team.

_____ People in different departments work well together.

_____ People in different departments provide good service to each other.

_____ Employees are given enough control over their work.

_____ Employees who serve customers have the power to please them.

_____ I am proud of our company and the products and/or service we provide.

_____ New employee orientation prepares people well for their jobs.

_____ Employees receive adequate training to do their jobs well.

_____ Employees receive adequate coaching and supervision.

_____ I have the opportunity to learn new things and grow professionally in my job.

_____ We have the proper equipment and technology to do our jobs well.

_____ We have enough time to do our jobs well.

_____ Our department has adequate budget and staff to do our jobs well.

_____ Management and employees talk openly about work issues.

_____ Employees are free to talk with each other as long as they are getting their work done.

_____ Managers are supportive of employees.

_____ My supervisor treats me with respect.

_____ I know what is expected of me on the job.

_____ I am able to perform my different job responsibilities without them conflicting with each other.

_____ I am able to do my job without interference by bureaucratic red tape.

_____ My supervisor gives me regular feedback about how Im doing.

_____ Employees are recognized and rewarded for doing a good job.

_____ The organization cares about my opinions and input.

_____ My company demonstrates a strong commitment to quality.

_____ My manager lets me know how important I am to our organizations success.

_____ Management shows concern about how to accommodate employees home life demands and responsiilities.

_____ Employees are given flexibility with their schedules to accommodate work and home demands.

_____ If an employee has a personal or work-related problem, there is someone at our company they can talk to.

Supervisor/Employee Relationship Issues

Lack of recognition

Lack of appreciation Little or no performance feedback Unclear job expectations

Job monitoring done in a negative, punitive way Bossy, controlling, or demeaning management style Micro-managing

Interactions focused primarily on what employees do wrong rather than on what they do right Lack of professional respect

Physical and Logistical Issues

Unpleasant or unhealthy environment, such as excessive heat, cold, or noise; poor ventilation; cluttered space; poor lighting, etc.

Potentially dangerous work conditions or job responsibili-ties

Ergonomically unsound workstations Shift work

Rotating shifts Mandatory overtime Inflexible work schedule

Communication Issues

Employee expression of concerns are discouraged or ignored

Employees not being involved in decision making Employee input neither asked for nor respected Organizational changes occur without adequate explana-tion of reasons, process, or likely outcomes

Organization mission and vision not understood by employees

No communication about how employees contribute to the organizations mission, vision, and financial viability

Job Design and Requirement Issues

Lack of control over ones job, whether it be the pace, the process, or the outcome Responsibility without authority

Conflicting job responsibilities Conflict between home and work demands Insufficient resources tools, technology, time, or budget

Inadequate training or supervision Information required to do a good job either unavailable or difficult to access

Policies and customer-service standards prevent frontline employees from satisfying customers Little or no opportunity to use knowledge, skills, and intellectual ability on the job

Boring, repetitious work Work that is fragmented, that has no sense of closure

Inappropriate workload whether too much or too little

Employee Hiring/Orientation Process

Inadequate hiring process, resulting in poor employee/job or employee/organization fit Inadequate orientation process, resulting in employees being unprepared for their jobs

No mentoring process for new employees, resulting in a sink or swim environment

Compensation Issues

Inadequate pay

Inadequate benefits

Organizational Climate Issues

Sexual harassment

Verbal harassment Disrespectful behavior Acceptance of poor-quality work and customer service

Poor relationships and service among different depart-ments

General Organizational Issues

Rapid change New technology Downsizings, mergers and acquisitions, and reorganiza-tions

Job uncertainty Excessive paperwork and other bureaucratic red tape

Employees working in teams, without getting adequate training in communication and conflict-resolution skills Requiring employees to follow ineffective or illogical rules and procedures

Personal Issues

Financial problems

Marital and family problems Mental health issues Substance-abuse problems

Child-care or elder-care challenges Stage of life and life crises issues Legal problems