Study on Stress Management

RAJALAKSHMI ENGINEERING COLLEGE

RAJALAKSHMI NAGAR, THANDALAM

(Affiliated to Anna University and approved by AICTE)

A PROJECT REPORT ON

THE TITLE

“A STUDY ON WORKLIFE BALANCE AT

ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY”

By

S.SEETHALAKSHMIREG.NO: 21108631084

UNDER THE GUIDANCE

OF

Mrs. DEVIKA MBA, M.Ed

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirementsFor the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATIONANNA UNIVERSITY

JULY - 2009

RAJALAKSHMI ENGINEERING COLLEGE

RAJALAKSHMI NAGAR, THANDALAM

(Affiliated to Anna University and approved by AICTE)

A PROJECT REPORT ON

THE TITLE

“A STUDY ON WORKLIFE BALANCE AT

ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY”

By

S.SEETHALAKSHMIREG.NO: 21108631084

UNDER THE GUIDANCE

OF

Mrs. DEVIKA MBA, M.Ed

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirementsFor the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATIONANNA UNIVERSITY

JULY - 2009

BONAFIDE CERTIFICATE

This to certify that the project work entitled “A STUDY ON WORKLIFE BALANCE AT ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY” is a bonafide record of work done by S.SEETHALAKSHMI [REGISTER NO: 21108631084] in partial fulfillment of the requirement for the award of Master of Business Administration by Anna University during the academic year 2008 – 2010.

Mrs. DEVIKA Mr. T.C.THOMAS

(FACULTY GUIDE) (HEAD OF THE DEPARTMENT)

Department of Management studies Department of Management studies

Rajalakshmi Engineering College Rajalakshmi Engineering College

DECLARATION

This is to declare that the project entitled “A STUDY ON WORKLIFE

BALANCE AT ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY, CLUB

HOUSE ROAD”, submitted to Anna University in partial fulfillment for the award of the

degree of Master of Business Administration is a record of original project work done by

me under the guidance of Mrs. DEVIKA., Department of Management studies,

Rajalakshmi Engineering College, Thandalam, Chennai.

Station:

Date:

S.SEETHALAKSHMI(Reg.no. 21108631084)

ACKNOWLEDGEMENT

I would like to express my sincere gratitude and heart felt thanks to our Director

Mr.S. Pandyan for his valuable guidance, encouragement, and co-operation throughout

my project work.

I immensely feel grateful in extending my sincere thanks to my guide Ms.Devika,

DEPARTMENT OF MANAGEMENT STUDIES, Rajalakshmi Engineering College, his

valuable guidance, stimulating ideas, encouragement, and cooperation and for his

constructive comments on my project.

I wish to express my profound thanks to Ms.Huma Tariq, (HR) ROYAL

SUNDARAM ALLIANCE INSURANCE COMPANY, for providing me an opportunity

to perform this project and for his valuable suggestions for improving the project. I also

express my sincere thanks to the entire faculty members of department of management

studies to make this project successful.

Finally, I would like to thank my family and college for providing me an

opportunity to get an exposure into the real business life. Above all am obliged to god

and thank all people who have assisted me in the successful completion of this project.

ABSTRACT

Stress management is an empirical study with analytical research methodology.

The concept of stress management is taken from the field of human resource management

with an objective to analyze and find the various factors which enhance stress

management among the employees.

Stress is an all pervading modern phenomenon that takes a heavy toll of human

life. Different situations and circumstances in our personal life and in our job produce

stress. We shall divide them into factors related to the organization or job factors related

to the person which include his experience or personality traits

Job stress can be defined as the harmful physical and emotional responses that

occur when the requirements of the job do not match the capabilities, resources, or needs

of the worker. Job stress can lead to poor health and even injury. A strange new disease

has found its way into lives of people of this industrialized nation of the world. The most

common disease is headache. Not only is this, but diseases like heart attack, high Blood

Pressure, stomach disorders, and skin diseases very common to the people in the present

world. These have become the effects of stress and have become most common in many

of the organizations, now-a-days.

Everyone suffers from stress, but learning certain skills to manage stress enables

them to function more effectively. Coping with stress enables us to develop our ability to

use our energy more efficiently, take on responsibilities we never thought we could and

discover talents we never thought we possessed.

TABLE OF CONTENTS

CHAPTER

NO

PARTICULARS PAGE

NO

1 ACKNOWLEDGEMENT I

2 ABSTRACT II

3 TABLE OF CONTENTS III

4 LIST OF TABLES 8

5 LIST OF CHARTS 9

6 INTRODUCTION 11

7 COMPANY PROFILE 14

8 OBJECTIVES OF THE STUDY 21

9 SCOPE OF THE STUDY 22

10 REVIEW OF LITERATURE 24

11 RESEARCH METHODOLOGY 29

RESEARCH DESIGN 30

DATA COLLECTION 31

SAMPLING 32

12 DATA ANALYSIS AND INFERENCE 36

13 FINDINGS 56

14 SUGGESTIONS 58

15 CONCLUSION 60

16 BIBILIOGRAPHY 65

LIST OF TABLES

TABLE

NO.

PARTICULARS PAGE NO

1 Table showing the stress at work 38

2 Table showing the stress affects performance 39

3 Table showing the equal allocation of work reduces stress 40

4 Table showing the stress management programme followed in your organization

41

5 Table showing the job burnout workshop reduces stress 42

6 Table showing the unrecognized performance contribute to

stress

43

7 Table showing the organization provides deadline at work 44

8 Table showing the main causes of stress at workplace 45

9 Table showing the declination of job satisfaction due to pressure at work

46

10 Table showing the training in relaxation techniques reduces

stress

47

11 Table showing the job requirements are taking their toll in

private life

48

12 Table showing the you are not getting what you want out of your job

49

13 Table showing the lack of co-operation 50

14 Table showing the physical environment problem in work place cause stress

51

15 Table showing the steps taken by the employer to reduce stress

52

16 Table showing the emotional or psychological imbalance in workplace

53

17 Table showing the better management of work stress in Royal Sundaram Alliance Insurance Company

54

LIST OF CHARTS

TABLE

NO.

PARTICULARS PAGE NO

1 Chart showing the stress at work 38

2 Chart showing the stress affects performance 39

3 Chart showing the equal allocation of work reduces stress 40

4 Chart showing the stress management programme followed in your organization

41

5 Chart showing the job burnout workshop reduces stress 42

6 Chart showing the unrecognized performance contribute to

stress

43

7 Chart showing the organization provides deadline at work 44

8 Chart showing the main causes of stress at workplace 45

9 Chart showing the declination of job satisfaction due to pressure at work

46

10 Chart showing the training in relaxation techniques reduces

stress

47

11 Chart showing the job requirements are taking their toll in

private life

48

12 Chart showing the you are not getting what you want out of your job

49

13 Chart showing the lack of co-operation 50

14 Chart showing the physical environment problem in work place cause stress

51

15 Chart showing the steps taken by the employer to reduce stress

52

16 Chart showing the emotional or psychological imbalance in workplace

53

17 Chart showing the better management of work stress in Royal Sundaram Alliance Insurance Company

54

DEFINITION:

Stress in individual is defined as any interference that disturbs a persons’ healthy mental and physical well being. It occurs when the body is required to perform beyond its normal range of capabilities.

DEFINING STRESS AT WORK

Change in working practices, such as the introduction of new technology or the alternation of new technology or the alternative of targets, my cause stress, or stress may be built into an organizations’ structure. Organizational stress can be measured by absenteeism and quality or work.

ORGANIZATIONAL STRESS:-Stress affects as well as the individual within them. An organization with a high

level of absenteeism, rapid staff turnover, deteriorating industrial and customer relations, a worsening safety record, or poor quality control is suffering from organizational stress.

ORGANIZATIONAL STRESSORS:Besides the potential stressors that occur outside the organization, there are also

those associated with the organization itself. Although the organization is made up of groups & individuals, there are also more macro-level dimensions unique to the organization that contains potential stressors.

MACRO-LEVEL ORGANIZATIONAL STRESSORS:POLICIES Unfair, arbitrary performance reviews. Rotating works shifts. Inflexible rules. Unrealistic job descriptions.STRUCTURES Centralization; Lack of participation in decision making. Little opportunity for advancement. A great amount of formalization. JOB Interdependence of departments. STRESS Line-Staff conflicts.PHYSICAL CONDITIONS Crowding & lack of privacy. Air pollution. Safety hazards. Inadequate lighting. Excessive, heat or cold.PROCESS Poor communication. Poor / inadequate feedback about performance. Inaccurate / ambiguous measurement of performance. Unfair control systems. Inadequate information.

MANAGING STRESS IN THE WORK PLACE

Every responds to stress in a different way, it is only by understanding the nature of individual responses that you can start fighting stress yourself and others.

Reduction or elimination of stress is necessary for psychological and physical well being of an individual. Efficiency in stress management enables the individual to deal or cope with the stressful situations instead of avoidance. Strategies like tie management, body-mind and mind-body relaxation exercise, seeking social support help individual improve their physical and mental resources to deal with stress successfully.

Apart from helping employees adopt certain coping strategies to deal with stress providing them with the service of counselor is also useful.

Many strategies have been developed to help manage stress in the work place. Some are strategies for individuals, and other is geared toward organizations.

Individual coping strategies:Many strategies for helping individuals manage stress have been proposed.

Individual coping strategies are used when an employee under stress exhibits undesirable behavior 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.

Royal Sundaram Alliance Insurance Company Limited has been at the forefront

of providing innovative insurance solutions for you, your family and business. We

became the first private insurer in the country to be licensed post privatization in 2001.

Since then we have been innovating constantly for our customers. Like being the first to

offer cashless hospitalisation, the first to offer segment specific business solutions, first to

offer cobranded credit cards, first to introduce industry-specific proposition.

Our product range is designed to provide extra cover to a varied range of

customers starting from the common man to corporate conglomerates. You can reach us

directly and also through our partners, agents, and brokers. We do business in over 150

cities through a combination of our own branches and those of our partners.

Royal Sundaram brings to you the golden heritage and reliability of

Sundaram Finance (AAA), one of the most respected non-banking financial

institution in India, and RSA, one of the oldest and the second largest general insurer in

the UK. The coming together of these two financial giants allows us to offer you the best

global practices in insurance industry, innovation in terms of products and services, and

unmatched, personalized customer service.

Royal Sundaram offers a range of innovative general Insurance products which

includes Motor, Health, Personal Accident, Home and Travel Insurance for individual

customers. For Commercial clients, Royal Sundaram offers a wide range of specialized

insurance covers in Fire, Marine, Engineering, Liability and Business Interruption risks.

Royal Sundaram also offers specially designed products to the Small and Medium

enterprises and Rural customers. Royal Sundaram currently has over 2.5 million

customers, over 1750 employees and its products are distributed in over 150 cities across

India, through Agents, Distribution Partners, Affinities and Brokers.

Royal Sundaram brings together the golden heritage and reliability of Sundaram

Finance (AAA), one of the most respected non-banking financial institutions in India, and

RSA, one of the oldest and the second largest general insurer in the UK.

About Sundaram Finance

Sundaram Finance, an AAA (pronounced Triple A) rated Non-Banking Finance

Company, is one of the most respected financial services companies in India. The

Sundaram Finance group’s operations span Vehicle finance, Home mortgages, Asset

management, General Insurance, Business process outsourcing, IT solutions and

distribution of financial products. Sundaram Finance has a network of over 320 branches

across India with over 2,500 employees.

About RSA

With almost 300 year heritage, RSA is one of the world’s leading multinational

quoted insurance groups. RSA writes business in over 130 countries, with major

operations in UK, Scandinavia, Canada, Ireland, Asia and the Middle East and Latin

America. Focusing on general insurance, RSA’s net written premium was GBP 6.5 bn,

with strength of over 22,000 employees, worldwide, as on 31st December 2008.

Royal Sundaram is a young and dynamic organisation that came into being just as

the insurance sector in India was thrown open to private enterprise. We are among the

prime movers in the industry today and it is all because of a spirited work force.

Royal Sundaram is a joint venture between Sundaram Finance and Royal &

SunAlliance, one of the world’s leading insurance groups with over 20 million customers

worldwide.

With corporate office at Chennai, we have offices in 52 locations that include the

four regional offices at Chennai, Mumbai, Guargon and Kolkata. Each regional office has

a team of insurance professionals responsible for Customer Servicing, Business

Development, Underwriting, Operations and Claims Management.

Vision is to be the 'First Choice' general insurer for India. Towards this goal, we:

• Do everything to offer our customers peace of mind through innovative

insurance solutions, products and superior service.

• Conduct our dealings with honesty, without ever compromising on

integrity.

• Empower ourselves and others to be committed and take responsibility.

• Strive to share knowledge.

• Invest in our people and recognize as well as reward superior

performance.

• Provide our people with a challenging and rewarding work environment.

• Develop and maintain the highest standards of professionalism backed

by continuous learning and improvement.

• Be a responsible corporate citizen and a caring member of the

community.

• Enjoy what we do. .

The business of insurance in India in its existing form started in India in the year 1818

with the establishment of the Oriental Insurance Company in Calcutta. The launch of new

developments in the insurance industry saw many new international insurers entering the

market. It also gave way to propagation of innovative goods & channels for distribution

& the supervisory values rising.

Insurance has a long history in India. Life Insurance in its current form was

introduced in 1818 when Oriental Insurance Company began its operations in India.

General Insurance was however a comparatively late entrant in 1850 when Triton

Insurance company set up its base in Kolkata. History of Insurance in India can be

broadly bifurcated into three eras: a) Pre Nationalization b) Nationalization and c) Post

Nationalization. Life Insurance was the first to be nationalized in 1956. Consolidating the

operations of various insurance companies formed Life Insurance Corporation of India.

General Insurance followed suit and was nationalized in 1973. General Insurance

Corporation of India was set up as the controlling body with New India, United India,

National and Oriental as its subsidiaries. The process of opening up the insurance sector

was initiated against the background of Economic Reform process, which commenced

from 1991. For this purpose Malhotra Committee was formed during this year who

submitted their report in 1994 and Insurance Regulatory Development Act (IRDA) was

passed in 1999. Resultantly Indian Insurance was opened for private companies and

Private Insurance Company effectively started operations from 2001.

Some of the life insurance companies and general insurance companies including their web address is given below:-

Life Insurers WebsitesPublic Sector

Life Insurance Corporation of India www.licindia.com

Private SectorAllianz Bajaj Life Insurance Company Limited www.allianzbajaj.co.inBirla Sun-Life Insurance Company Limited www.birlasunlife.comHDFC Standard Life Insurance Co. Limited www.hdfcinsurance.comICICI Prudential Life Insurance Co. Limited www.iciciprulife.comING Vysya Life Insurance Company Limited www.ingvysayalife.comMax New York Life Insurance Co. Limited www.maxnewyorklife.comMetLife Insurance Company Limited www.metlife.comOm Kotak Mahindra Life Insurance Co. Ltd. www.omkotakmahnidra.comSBI Life Insurance Company Limited www.sbilife.co.inTATA AIG Life Insurance Company Limited www.tata-aig.com

General Insurers WebsitesPublic Sector

National Insurance Company Limited www.nationalinsuranceindia.comNew India Assurance Company Limited www.niacl.comOriental Insurance Company Limited www.orientalinsurance.nic.inUnited India Insurance Company Limited www.uiic.co.in

Private SectorBajaj Allianz General Insurance Co. Limited www.bajajallianz.co.inICICI Lombard General Insurance Co. Ltd. www.icicilombard.comIFFCO-Tokio General Insurance Co. Ltd. www.itgi.co.inReliance General Insurance Co. Limited www.ril.comRoyal Sundaram Alliance Insurance Co. Ltd. www.royalsun.comTATA AIG General Insurance Co. Limited www.tata-aig.comCholamandalam General Insurance Co. Ltd. www.cholainsurance.comExport Credit Guarantee Corporation www.ecgcindia.com

Reinsurers WebsitesGeneral Insurance Corporation of India www.gicindia.com

PRIMARY OBJECTIVE:

To undergo an in-depth study about the stress among the employees of Royal Sundaram Alliance insurance company.

SECONDARY OBJECTIVE:

To study sources of stress in Royal Sundaram Alliance insurance company

To analyses on the employees view point on existing stress management

programmes

To find out need for a stress management programmes

To find possible measures to reduce stress at work

To give an overview on how does stress affects badly the employee and the

organization

SCOPE OF THE STUDY

The present world is fast changing and there are lots of pressures and demands

at work. These pressures at work lead to physical disorders. Stress refers to individual’s

reaction to a disturbing factor in the environment. Hence this study would help the

organization to know the factors of stress and to reduce the stress in employees. Since it

is a well known fact that healthy employee is a productive employee.

LIMITATIONS OF THE STUDY

In spite of the precautions, vigilance and

scrupulousness taken by the investigator to make the study objective, it cannot be denied

that there are certain limitations.

The employees were reluctant to give correct information.

The study was conducted within a short period so it’s not possible to

study all the aspects in detail.

The investigator intended to cover only few areas of stress relevant to

the proposed study.

Respondents may have hid some facts due to the fear of management.

A review on the previous studies on stress among the employees is

necessary to know the areas already covered. This will help to find our new areas

uncovered and to study them in depth. The earlier studies made on stress among the

employees are briefly reviewed here.

Walter Cannon and Hans Selye used animal studies to establish the earliest scientific

basis for the study of stress. They measured the physiological responses of animals to

external pressures, such as heat and cold, prolonged restraint, and surgical procedures,

then extrapolated from these studies to human beings.

Subsequent studies of stress in humans by Richard Rahe and others established the view

that stress is caused by distinct, measureable life stressors, and further, that these life

stressors can be ranked by the median degree of stress they produce (leading to the

Holmes and Rahe Stress Scale). Thus, stress was traditionally conceptualized to be a

result of external insults beyond the control of those experiencing the stress. More

recently, however, it has been argued that external circumstances do not have any

intrinsic capacity to produce stress, but instead their effect is mediated by the individual's

perceptions, capacities, and understanding.

Transactional model

Richard Lazarus and Susan Folkman suggested in 1984 that stress can be thought of as

resulting from an “imbalance between demands and resources” or as occurring when

“pressure exceeds one's perceived ability to cope”. Stress management was developed

and premised on the idea that stress is not a direct response to a stressor but rather one's

resources and ability to cope mediate the stress response and are amenable to change,

thus allowing stress to be controllable

Health realization/innate health model

The health realization/innate health model of stress is also founded on the idea that stress

does not necessarily follow the presence of a potential stressor. Instead of focusing on the

individual's appraisal of so-called stressors in relation to his or her own coping skills (as

the transactional model does), the health realization model focuses on the nature of

thought, stating that it is ultimately a person's thought processes that determine the

response to potentially stressful external circumstances. In this model, stress results from

appraising oneself and one's circumstances through a mental filter of insecurity and

negativity, whereas a feeling of well-being results from approaching the world with a

"quiet mind," "inner wisdom," and "common sense”.

Brief. A. P. and J. M. Atieh, argues that it is not safe to assume that job

conditions that have an adverse impact on affective reactions to the job will also have a

negative impact on overall subjective well-being.

Fienmann views stress as a psychological response state of negative effect

characterized by a persistent and a high level of experienced anxiety or tension.

Recent research into the interaction between the mind body show that we

may place our body on stress ‘alert’ quite unconsciously, because of our psychological

and emotional attitudes to stress. Anticipatory emotions like impatience, anxiety, and

anger can produce the same nerve impulses and chemical reactions as being faced with a

concrete challenge. So when faced with a stressful situation, we must either use up the

energy created by the body to challenge or learn how to “turn off”, the response using a

conscious relaxation technique.

Jamal M. “Job stress-prone Type A behavior, personal and organizational

consequences”, Canadian Journal Administration Sciences, 1985. pp 360-74.

Brief. A. P and J. M. Atieh, “Studying job stress: Are we making mountains out of

molehills?” Journal of occupational behavior, 1987 pp115-26.

Hans Seyle, the endocrinologist, whose research on General Adaptation

Syndrome (GAS), for the first time, revealed how human beings adapt themselves to

emotional strives and strains in their lives. According to him emotional stress occurs in

three important stages. 1. Alarm reaction stage 2. Resistance stage 3. Exhaustion stage.

Alarm reaction is caused by physical or psychological stressors. Resistances are

brought about by ACTH hormone of the body. Exhaustion follows when ACTH dwindles

as a result of continual stress. (ACTH-Aprinocorticotropic)

According to Stephen .P. Robbins, stress related headaches are the leading

cause of loss of work time in U. S. industry.

Cooper and Marshall visualize stress as characteristics of both the focal

individual and his environment. They designate the internal and external consultive

forces as ‘pressures’ or ‘stressors’ and the resulting stalk of the organism on stress.

RESEARCH METHODOLOGY

Research is defined as human activity based on intellectual application in the

investigation of matter. The primary purpose for applied research is discovering,

interpreting, and the development of methods and systems for the advancement of human

knowledge on a wide variety of scientific matters of our world and the universe. Research

can use the scientific method, but need not do so.

Scientific research relies on the application of the scientific method, a harnessing of

curiosity. This research provides scientific information and theories for the explanation of

the nature and the properties of the world around us. It makes practical applications

possible. Scientific research is funded by public authorities, by charitable organisations

and by private groups, including many companies. Scientific research can be subdivided

into different classifications according to their academic and application disciplines.

Research methodology is a way to systematically solve the research problem. The

research methodology in the present study deals with research design, data collection

methods, sampling methods, survey, analysis and inferences.

APPROACHES TO RESEARCH Descriptive approach is one of the most popular approaches these days. In this

approach, a problem is described by the researcher by using questionnaire or schedule.

This approach enables a researcher to explore new areas of investigation.

RESEARCH DESIGN  A research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with economy in

procedure.

A well structured questionnaire is framed.

Data is collected from the employees in Royal Sundaram Alliance Insurance

company

Findings are made and necessary suggestions and recommendations are given.

DATA SOURCESThere are two types of data collection namely primary data collection and

secondary data collection.

PRIMARY DATAThe primary data is defined as the data, which is collected for the first time and fresh in

nature, and happen to be original in character through field survey.

Primary data collection, you collect the data yourself using methods such as interviews

and questionnaires. The key point here is that the data you collect is unique to you and

your research and, until you publish, no one else has access to it.

There are many methods of collecting primary data and the main methods include:

Questionnaires

Interviews

Focus group interviews

Observation

Case-studies

Diaries

Critical incidents

Portfolios.

SECONDARY DATA

The secondary data are those which have already been collected by someone else

and have been passed through statistical process. The secondary data for this study are

already available in the firm's internal records, annual report, broaches, and company's

website.

In research, Secondary data is collecting and possibly processing data by people other

than the researcher in question. Common sources of secondary data for social science

include censuses, large surveys, and organizational records. In sociology primary data is

data you have collected yourself and secondary data is data you have gathered from

primary sources to create new research. In terms of historical research, these two terms

have different meanings. A primary source is a book or set of archival records. A

secondary source is a summary of a book or set of records.

Advantages to the secondary data collection method are - 1) it saves time that would

otherwise be spent collecting data, 2) provides a larger database (usually) than what

would be possible to collect on ones own. However there are disadvantages to the fact

that the researcher cannot personally check the data so it's reliability may be questioned.

DATA COLLECTION METHOD The data collection method used in this research is survey method. Here the

data are systematically recorded from the respondents.

RESEARCH TOOLA structured questionnaire has been prepared to get the relevant information from

the respondents. The questionnaire consists of a variety of questions presented to the

respondents for their despondence. The various types of questions used in this survey

are:

Open ended questions

Closed ended questions

Multiple choice questions

SAMPLING-MEANING

Sampling is that part of statistical practice concerned with the selection of individual

observations intended to yield some knowledge about a population of concern, especially

for the purposes of statistical inference. Each observation measures one or more

properties (weight, location, etc.) of an observable entity enumerated to distinguish

objects or individuals. Survey weights often need to be applied to the data to adjust for

the sample design. Results from probability theory and statistical theory are employed to

guide practice.

The sampling process comprises several stages:

Defining the population of concern

Specifying a sampling frame, a set of items or events possible to measure

Specifying a sampling method for selecting items or events from the frame

Determining the sample size

Implementing the sampling plan

Sampling and data collecting

Reviewing the sampling process

TYPE OF SAMPLINGThe sampling type is non-probability which involves deliberating selections of

particular units constituting a sample, which represents the universe.

STRATIFIED SAMPLING: Stratum means a layer population from which samples are to be selected

may contain a number of layers from each layer a few samples are selected that is why

this method is called stratified sampling.

STATISTICAL METHODS USED Percentage analysis

Bars & charts

Pie diagrams

STATISTICAL TOOLS USED Chi-square test

Weighted average

PERCENTAGE ANALYSIS:  Percentage refers to a special kind of ratio. Percentages are used in making

comparison between two or more series of data. Percentage is used to describe relative

terms the distribution of two or more series of data.

No. of Respondents

Percentage of Respondents = ------------------------ X 100

Total Respondents

DEFINITION OF HYPOTHESIS:  According to Goode and Hatt, "Hypothesis is a proposition, which can be put to

test to determine validity".

A hypothesis can be defined as a logically conjectured relationship between two

or more variables expressed in the form of testable statement.

NULL HYPOTHESIS (H0):  Null hypothesis is formulated only to test whether there is any relationship

between variables related to the problem being studied. Usually the null hypothesis is

formed as a negative statement.

ALTERNATE HYPOTHESIS (H1): Alternate Hypothesis (H1) is a statement, which is accepted after the null

hypothesis is rejected based on the test result. The alternate hypothesis usually is formed

as a positive statement

CHI-SQUARE TEST:  The Chi-Square test is one of the simplest and most widely used non parametric

tests in statistical work. The symbol X2 is the Greek letter Chi. Karl Pearson first used

the chi-square test in the year 1980. The quantity chi-square describes the magnitude of

the discrepancy between theory and observation. 

In this Chi-square test Yates correction is used when the value of observed

frequency in less than 10. The formula is given as,

X2 = (|Oi – Ei|)2

Ei

POWER OF ASSOCIATION TEST:  If calculated value (cal) > X2 table value the Null

hypothesis is rejected and it is interpreted that the two variables are associated with each

other. This chi-square test is strong one for determining the existence of association

between two variables.

WEIGHTED AVERAGE:It can be defined as an average whose component items are multiplied

by certain values (weights) and the aggregate of the products are divided by the

total of weights.

If x1, x2, x3 ...xn are n values and f1, f2, f3........fn are their weights

(frequencies) respectively then,

f1x1+f2x2+.....+fnxn

X = ---------------------------

f1+f2+.......+fn

PILOT STUDY (Tested with 10 samples initially):  Pilot study is defined as a study, which is done in the initial stage of the

project in order to find the reliability of the questionnaire and to restructure the

questionnaire on the respondent's suggestions.

IMPORTANCE OF PILOT STUDY: 

It will increase the reliability of the scheduler.

It helps to restructure the scheduler.

It identifies the defects in the scheduler.

It helps to add or remove the questions in the scheduler.

Table1. Table showing the age classification of employees and their opinion about

pressure on job.

Opinion Number of respondents Percentage20-30 63 4831-40 34 2641-50 26 19

Above 50 9 7Total 132 100

AGE CLASSIFICATION

0

10

20

30

40

50

60

20-30 31-40 41-50 Above 50OPINION

NO.O

F RES

POND

ENTS

PERCENTAGE

INFERENCE: From the above table, it is identified that 48% of the respondents

falling under the age of 20-30 feel pressure at work and 26% of the respondents falling

under the age of 31-40 feel pressure at work and 19% of the respondents falling under the

age of 41-50 feel pressure at work, and 7% of the respondents falling above 50 feel

pressure at work.

Table 2. Respondents opinion on stress at work.

Opinion Number of respondents PercentageAlways 49 37

To some extent 46 35To great extent 21 16

Never 15 12Total 132 100

STRESS AT WORK

3735

1612

0 10 20 30 40

ALWAYS

TO SOME EXTENT

TO GREAT EXTENT

NEVER

OPI

NIO

N

NO.OF RESPONDENTS

PERCENTAGE

INFERENCE: The study shows that 37% of the respondents feel that stress at work and 35% of the respondents feel stress to some extent, 16% of the respondents feel stress to greater extent, and 12% of the respondents feel that there is no stress at work.

Table 3. Respondents opinion on stress affects performance

Opinion Number of respondents PercentageStrongly agree 41 31

Agree 54 41Disagree 24 18

Strongly Disagree 12 10Total 132 100

STRESS AFFECTS PERFORMANCE

31

41

18

10

05

1015202530354045

PERCENTAGE

OPINION

NO.O

F RE

SPO

NDEN

TS

STRONGLY AGREE

AGREE

DISAGREE

STRONGLY DISAGREE

c

INFERENCE: From the above table it is identified that, 31% respondents strongly agree that stress affects performance, 41% of the respondents agree that stress affects performance, 18% of the respondents disagree that stress affects performance, and 10% of the respondents strongly disagree that stress affects performance.

Table 4. Respondents opinion on equal allocation of work reduces stress

Opinion Number of respondents PercentageStrongly agree 67 50

Agree 63 48Disagree 1 1

Strongly Disagree 1 1Total 132 100

EQUAL ALLOCATION OF WORK

50 48

1 10

102030405060

STR

ON

GLY

AG

RE

E

AG

RE

E

DIS

AG

RE

E

STR

ON

GLY

DIS

AG

RE

E

OPINION

NO.O

F RE

SPO

NDEN

TS

PERCENTAGE

INFERENCE: The table infers that 50% of the respondents strongly agree that equal allocation of work reduces stress, 48% of the respondents agree that equal allocation of work reduces stress, 1% of the respondents disagree that equal allocation of work reduces stress, and 1% of the respondents strongly disagree that equal allocation of work reduces stress.

Table 5. Respondents opinion on stress management programme.

Opinion Number of respondents PercentageStrongly agree 50 38

Agree 45 34Disagree 26 20

Strongly Disagree 11 8Total 132 100

STRESS MANAGEMENT PROGRAMME

05

10152025303540

STR

ON

GLY

AG

RE

E

AG

RE

E

DIS

AG

RE

E

STR

ON

GLY

DIS

AG

RE

E

OPINION

NO.O

F RE

SPO

NDEN

TS

PERCENTAGE

INFERENCE: From the above table, it is identified that 38% of the respondents strongly agree that stress management programme followed in their organization, 34% of the respondents agree that stress management programme followed in their organization, 20% of the respondents disagree that stress management programme followed in their organization, 8% of the respondents strongly disagree that stress management programme followed in their organization.

Table 6. Respondents opinion on job burnout workshop reduces stress

Opinion Number of respondents PercentageNever 23 17Almost 44 33

Sometimes 30 23Always 35 27Total 132 100

JOB BURNOUT WORKSHOP

17

33

23

27

0 10 20 30 40

NEVER

ALMOST

SOMETIMES

ALWAYS

OPI

NIO

N

NO.OF RESPONDENTS

PERCENTAGE

INFERENCE: From the above table it has been found that 17% of the respondents never feel that job burnout workshop reduces stress, 33% of the respondents almost feel that job burnout workshop reduces stress, 23% of the respondents sometimes feel that job burnout workshop reduces stress, 27% of the respondents always feel that that job burnout workshop reduces stress.

Table 7. Respondents opinion unrecognized performance contributes to stress

Opinion Number of respondents PercentageVery often 32 24

Occasionally 46 35Rarely 23 17Never 31 24Total 132 100

24

35

17

24

05

101520253035

NO.OF RESPONDENTS

PERCENTAGEOPINION

UNRECOGNIZED PERFORMANCE

VERY OFTENOCCASIONALLYRARELYNEVER

INFERENCE: From the above table, it has been found that 24% of the respondents very often feel that unrecognized performance contributes to stress, 35% of the respondents occasionally feel that unrecognized performance contributes to stress, 17% of the respondents rarely feel that unrecognized performance contributes to stress, 24% of the respondents never feel that unrecognized performance contributes to stress.

Table 8. Respondents opinion on deadline at work

Opinion Number of respondents PercentageVery often 37 28

Occasionally 51 39Rarely 24 18Never 20 15Total 132 100

DEADLINE AT WORK

28

39

18

15

VERY OFTENOCCASIONALLY

RARELYNEVER

INFERENCE: From the above table, it infers that 28% of the respondents very often feel deadline at work, 39% of the respondents occasionally feel deadline at work, 18% of the respondents rarely feel deadline at work, 15% of the respondents never feel deadline at work.

Table 9. Respondents opinion on causes of stress at workplace

Opinion Number of respondents PercentageLack of recognition 54 41

Work overload 42 32Job insecurity 4 3

Forced overtime 32 24Total 132 100

CAUSES OF STRESS AT WORKPLACE

41

32

3

24

05

1015202530354045

LACK OFRECOGNITION

WORKOVERLOAD

JOBINSECURITY

FORCEDOVERTIME

OPINION

NO.O

F RE

SPO

NDEN

TS

PERCENTAGE

INFERENCE: From the above table, it has been found that 41% of the respondents feel that lack of recognition cause stress at workplace, 32% of the respondents feel that work overload cause stress at workplace, 3% of the respondents feel that job insecurity may cause stress, and 24% of the respondents feel that forced overtime cause stress at workplace.

Table 10. Respondents opinion on job satisfaction declines due to work pressure

Opinion Number of respondents PercentageStrongly agree 47 36

Agree 44 33Disagree 19 14

Strongly disagree 22 17Total 132 100

PERCENTAGE

3633

14 17

05

10152025303540

NO.OF RESPONDENTS

OPINION

DECLINATION OF JOB

STRONGLY AGREE

AGREE

DISAGREE

STRONGLYDISAGREE

INFERENCE: From the above table it infers that, 36% of the respondents strongly agree that job satisfaction declines due to pressure at work, 33% of the respondents agree that job satisfaction declines due to pressure at work, 14% of the respondents disagree that job satisfaction declines due to pressure at work, 17% of the respondents strongly disagree that job satisfaction declines due to pressure at work.

Table 11. Respondents opinion on training in relaxation techniques

Opinion Number of respondents PercentageStrongly agree 59 44

Agree 63 48Disagree 5 4

Strongly Disagree 5 4Total 132 100

TRAINING IN RELAXATION

44

48

4

4

0 10 20 30 40 50 60

STRONGLY AGREE

AGREE

DISAGREE

STRONGLY DISAGREE

OP

INIO

N

NO.OF RESPONDENTS

PERCENTAGE

INFERENCE: From the above table, it has been found that 44% of the respondents strongly agree that training in relaxation techniques reduces stress, 48% of the respondents agree that training in relaxation techniques reduces stress, 4% of the respondents disagree that training in relaxation techniques reduces stress, 4% of the respondents strongly disagree that training in relaxation techniques reduces stress.

Table 12. Respondents opinion on job requirements taking part in private life

Opinion Number of respondents PercentageNever 15 11Rarely 54 41

Occasionally 46 35Constantly 17 13

Total 132 100

0 10 20 30 40 50

NO.OF RESPONDENTS

NEVER

RARELY

OCCASIONALLY

CONSTANTLY

OP

INIO

N

JOB REQUIREMENTS TAKING TOLL IN PRIVATE LIFE

PERCENTAGE

INFERENCE: From the above it has been found that 11% of the respondents never feel that job requirements taking toll in private life, 41% of the respondents rarely feel that job requirements taking toll in private life, 35% of the respondents occasionally feel that job requirements taking toll in private life, 13% of the respondents constantly feel that job requirements taking toll in private life.

Table 13. Respondents opinion on work which gives all they want.

Opinion Number of respondents PercentageNever 32 24Rarely 50 38

Occasionally 29 22Constantly 21 16

Total 132 100

24

38

2216

05

10152025303540

NO.OF RESPONDENTS

PERCENTAGE

OPINION

YOUR WORK GIVES ALL YOU WANT

NEVER

RARELY

OCCASIONALLY

CONSTANTLY

INFERENCE: From the above it has been found that 24% of the respondents never feel that they are not getting what they want from job, 38% of the respondents rarely feel that they are not getting what they want from job, 22% of the respondents occasionally feel that they are not getting what they want from job, 16% of the respondents constantly feel that they are not getting what they want from job.

Table 14. Respondents opinion on lack of cooperation

Opinion Number of respondents PercentageStrongly agree 22 17

Agree 48 36Disagree 26 20

Strongly disagree 36 27Total 132 100

17

36

20

27

0 10 20 30 40

NO.OF RESPONDENTS

STRONGLY AGREE

AGREE

DISAGREE

STRONGLY DISAGREE

OP

INIO

N

LACK OF CO-OPERATION

PERCENTAGE

INFERENCE: From the above table, it has been found that 17% of the respondents strongly agree that there is lack of cooperation, 36% of the respondents agree that there is lack of cooperation, 20% of the respondents disagree that there is lack of cooperation, 27% of the respondents strongly disagree that there is lack of cooperation.

Table 15. Respondents opinion on working condition

Opinion Number of respondents PercentageStrongly agree 53 40

Agree 57 43Disagree 13 10

Strongly Disagree 9 7Total 132 100

WORKING CONDITION

40

43

107

STRONGLY AGREE AGREEDISAGREE STRONGLY DISAGREE

INFERENCE: From the above that it has been found that 40% of the respondents strongly agree that physical environment may cause stress, 43% of the respondents agree that physical environment may cause stress, 10% of the respondents disagree that physical environment may cause stress, 7% of the respondents strongly disagree that physical environment may cause stress.

Table 16. Respondents opinion on steps to be taken by the employer to reduce stress

Opinion Number of respondents PercentageEmployee counseling 17 13Effective Training and Development program

41 31

Health Clubs 31 24Transport Subsidy 23 17

Total 132 100

STEPS TO BE TAKEN BY EMPLOYER

13

31

24

17

15 EMPLOYEECOUNSELING

EFFECTIVE TRAININGAND DEVELOPMENTPROGRAM

AUTONOMOUS WORKGROUPS

HEALTH CLUBS

TRANSPORT CLUBS

INFERENCE: From the above table it has been found that 13% of the respondents feel that employee counseling reduce stress, 31% of the respondents feel that effective training and development program reduce stress, 24% of the respondents feel that autonomous work groups reduce stress, 17% of the respondents feel that health clubs reduce stress, 15% of the respondents feel that transport clubs provided by the employer will reduce stress.

Table17. Respondents opinion on emotional or psychological imbalance at workplace

Opinion Number of respondents PercentageHeadache 54 41Irritability 18 14

Nervous Habits 23 17Hypertension 37 28

Total 132 100

EMOTIONAL OR PSYCHOLOGICAL IMBALANCE

41

1417

28

05

1015202530354045

PERCENTAGE

OPINION

NO

.OF

RE

SP

ON

DE

NTS

HEADACHEIRRITABILITY

NERVOUS HABITSHYPERTENSION

INFERENCE: From the above table it has been found that 41% of the respondents having headache because of stress at workplace, 14% of the respondents feel irritability because of stress at workplace, 17% of the respondents finds nervous habits, 28% of the respondents affected by hypertension.

Table 18. Respondents opinion on better management of work stress

Opinion Number of respondents PercentageConduct employee satisfaction survey

19 15

Motivational training programme

17 13

Increase in manpower 23 17Conduct talent day 22 16

Fun at work 15 11Necessary training 27 21Yoga programme 9 7

Total 132 100

BETTER MANAGEMENT AT WORKPLACE

CONDUCT EMPLOYEESATISFACTION SURVEY

MOTIVATIONAL TRAININGPROGRAMME

INCREASE INMANPOWER

CONDUCT TALENT DAY

FUN AT WORK

NECESSARY TRAINING

YOGA PROGRAMME

INFERENCE: From the table, it is identified that 15% of the respondents suggest to conduct employee satisfaction survey for better management of work stress, 13% of the respondents suggests motivational training programme, 17% of the respondents suggests increase in manpower for better management of work stress, 16% of the respondents suggests talent day, 11% of the respondents suggests fun at workplace, 21% of the respondents suggests necessary training could be given for better management of work stress, 7% of the respondents suggests yoga programme for better management of work stress.

FINDINGS:1. About 48% of the employees falling under the age of 20-30 feel pressure at work

and 26% of the employees falling under the age of 31-40 feel pressure at work, 19% of the employees falling under the age of 41-50 feel pressure at work, and 7% of the employees above 50 feel pressure at work.

2. About 37% of the employees always feels stress at work, 35% of the employees encounter the situation of stress at work to some extent, 16% greater extent, and 12% finds no stress at work.

3. About 41% of the employees agree that stress affects performance, 31% strongly agree, 18% disagree, and 10% strongly disagree the above mentioned situation.

4. Majority of 50% of the employees strongly agree that equal allocation of work reduces stress, 48% agree, 1% disagree and 1% strongly disagree the above mentioned situation.

5. About 38% of the employees strongly agree that stress management programme followed in their organization, 34% agree, 20% disagree, and 8% strongly disagree the above mentioned situation.

6. About 33% of the employees almost feel that job burnout workshop reduces stress, 27% always, 23% sometimes, and 17% never encounter the above mentioned situation.

7. About 35% of the employees occasionally feel that unrecognized performance contributes to stress, 24% very often, 17% rarely and 24% never encounter the above mentioned situation.

8. About 39% of the employees occasionally finds deadline at work, 28% very often, 18% rarely, and 3% never encounter the above mentioned situation.

9. About 41% of the employees feel lack of recognition causes stress, 32% workload causes stress, 24% forced overtime and 3% job insecurity encounter the above mentioned situation.

10. About 36% of the employees strongly agree that job satisfaction declines because of pressure at work, 33% agree, 17% strongly disagree, and 14% disagree the above mentioned situation.

11. About 48% of the employees agree that training in relaxation techniques reduces stress, 44% strongly agree, 4% disagree, and 4% strongly disagree the above mentioned situation.

12. About 41% rarely feel that job requirements taking toll in private life, 35% occasionally, 13% constantly and 11% never encounter the above mentioned situation.

13. About 38% of the employees rarely feel that they are not getting what they want from job, 24% never, 22% occasionally, and 16% constantly encounter the above mentioned situation.

14. About 36% of the employees agree that there is lack of cooperation, 17% strongly agree, 20% disagree and 27% strongly disagree encounter the above mentioned situation.

15. About 43% of the employees agree that physical environment may cause stress, 40% strongly agree, 10% disagree, and 7% strongly disagree encounter the above mentioned situation.

16. About 31% of the employees feel effective training and development program could be given by the employer will reduce stress, 13% employee counseling, 24% autonomous work groups, 17% feel health clubs, and 15% feel transport clubs encounter the above mentioned situation.

17. About 41% of the employees finds headache because of stress at workplace, 28% affected by hypertension, 17% finds nervous habits, and 14% irritability finds emotional or psychological imbalance at workplace.

18. About 21% of the employees suggests necessary training better management of work stress, 17% increase in manpower, 16% conduct talent day, 15% conduct employee satisfaction survey, 13% motivational training programme, 11% fun at work, 7% suggests yoga programme for better management of work stress.

SUGGESTIONS::

1. From the study it has been found that the main causes of stress are

Pressure on job. Work overload Lack of recognition Forced overtime

2. Consequences of stress. Stress creates headache in 41% of the employees, hypertension in 28% of the employees, Nervous habits in 17% of the employees, and irritability in 14% of the employees

From the above mentioned stress we can say that consequences of stress are exhibited behavioral symptoms and physical symptoms.

RECOMMENDATIONS:

EMPLOYEE COUNSELING “The way you treat employees largely determines whether they stay with you or choose to leave”.

13% of the employees feel that the employer should give counseling to reduce stress among the employees. So the manager should

Give workers opportunities to participate in decisions that affect their jobs. Consult employees about scheduling and work rules Be sure the workload is suitable to employees’ abilities and resources. Avoid unrealistic deadlines Show the individual workers are valued Motivate the employees

EFFECTIVE TRAINING AND DEVELOPMENT PROGRAM

“The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business”

Majority of 31% of the employees feel that the employer should provide necessary training and development program to reduce stress among the employees. So the employer should

Conduct the need assessment Define the audience Decide on measurable outcomes after training Design the curriculum and training environment Assess the training Conduct ongoing needs assessments and embrace a proactive

training stance.

Effective training results in,

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

CONCLUSION Stress at work is so common that almost anyone who is employed is affected by workplace stress. Stress at work happens when an employee has to meet several demands and he/she is unable to meet those demands due to his/her personal constraints or unrealistic nature of demands. Work stress can result from a variety of situations. Here are examples of some common situations that can give rise to stress at work like work overload stress, shift timings, economic conditions, interpersonal relationship, management style etc.

The study shows that in Royal Sundaram Alliance Insurance Company it has been founded that employees are affected by stress due to various causes like pressure on job, work overload, lack of recognition and Forced overtime.

The study concludes that the management has to take several steps to reduce stress at work place they need to improve employee counseling, effective training and development program.

QUESTIONNAIRE ON STRESS MANAGEMENT

Personal Details

1. Sex : Male Female

2. Age : 20–30 31-40

41-50 Above 50

3. Marital Status : Married Single

4. Designation or Grade :

5. Department :

6. Experience : 0-5 years 6-10 years

11-15 years 16-20 years

Above 20 years

7. Salary : 5000-10000 10001-15000

15001-20000 Above 20000

1. Do you feel stress at work?

i) Always iii) To great extent

ii) To some extent iv) Never

2. Does stress affects your performance?

i) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

3. Equal allocation of work reduces stress.

i) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

4. Your opinion on stress management programme followed in your

organization

i) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

5. Do you think that job burnout workshop reduces stress

i.) Never iii) Sometimes

ii) Almost iv) Always

6. Does unrecognized performance contribute to stress

i.) Very often iii) Rarely

ii) Occasionally iv) Never

7. Whether the organization provides deadline at work?

i.) Very often iii) Rarely

ii) Occasionally iv) Never

8. What do you think main causes of stress at workplace?

i.) Lack of recognition

ii) Work overload

iii) Job insecurity

iv) Forced overtime

9. In your opinion has your job satisfaction declined because of pressure

of work?

i.) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

10. Training in relaxation techniques reduces stress

i) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

11. Job requirements are taking their toll on your private life

i.) Never iii) Occasionally

ii) Rarely iv) Constantly 12. Do you feel that you are not getting what you want out of your job?

i.) Never iii) Occasionally

ii) Rarely iv) Constantly

13. Do you feel lack of co-operation in office? i.) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

14. You think physical environment problem in the work place cause Stress? (Temperature, lighting, gases, dust)

i) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

15. What do you think the employer can do to reduce stress among the

employees?

i.) Employee counseling

ii) Effective Training and Development program

iii) Health clubs

iv) Transport subsidy

16. What type of emotional or psychological imbalance you experience

in workplace?

Headache Irritability Nervous habits Hypertension

17. Please offer suggestions if any for better management of work stress in Royal Sundaram Alliance Insurance Company.

____________________________________________

Websites

www.wikipedia.org

www.ssrn.org

www.royalsundaram.in

www.google.com

Books

Human Resouces Management – Stephen Robbins

Stress management - Richard Pettinger