MAJOR PROJECT REPORT

ON

“STRESS MANAGEMENT: A COMPARATIVE STUDY

IN CORPORATE AND EDUCATIONAL INSTITUTION”

SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF THE DEGREE OF BACHELOR OF
BUSINESS ADMINISTRATION

Batch 2016-19
Under the Guidance of: Submitted By:

Ruchika Gahlot Urja Malhotra

Assistant Professor BBA (B&I) 1st SHIFT

41314901816

Maharaja Surajmal Institute

Affiliated to Guru Gobind Singh Indraprastha University

C-4, Janakpuri, New Delhi – 110058

 CERTIFICATE

This is to certify that URJA MALHOTRA of BBA (B&I) 6th

SEMESTER has accomplished the project report title “STRESS
MANAGEMENT: A COMPARITIVE STUDY IN
CORPORATE AND EDUCATIONAL INSTITUTE” under my
guidance and provision.

She has submitted this project in partial fulfillment of requirement

as per the GURU GOBIND SINGH INDERPRASTHA
UNIVERSITY.

I further specify that this is an original work. All sources of

information and help have been duly mentioned and
acknowledged.

Under the Guidance of: Submitted By:

Ruchika Gahlot Urja Malhotra

Assistant Professor BBA (B&I) 6th Sem.

41314901816
 DECLARATION

I URJA MALHOTRA hereby declares that this report titled

“STRESS MANAGEMENT: A COMPARITIVE STUDY ON
CORPORATE AND EDUCATIONAL INSTITUTION”
submitted by me to the department of Business Administration,
MAHARAJA SURAJMAL INSTITUTE, NEW DELHI am a
bonafide work undertaken by me. It is not submitted to any other
university or institution for the award of any degree,
diploma/certificate or published any time before.

DATE: SIGNATURE:

PLACE:

(Urja Malhotra)
 ACKNOWLEDGEMENT

It is my pleasure to be indebted to various people, who directly or

indirectly contributed in the development of this work and who
influenced my thinking, behavior, and acts during the course of
study.

I express my sincere gratitude to MAHARAJA SURAJMAL

INSTITUTE, for providing me an opportunity to undergo my
major project report.

Lastly, I would like to thank the almighty and my parents for their
moral support and my friends with whom I shared my day-to-day
experience and received lots of suggestions that improved my
quality of work.

Urja Malhotra

BBA (B&I) 6th Sem.

41314901816
 TABLE OF CONTENT

S. No. Particulars Page No.

1 Introduction 1-25
 Objective of the study
 Scope of the study
 Limitations of the study
 Research Methodology

2 Profile of Organization 26-31

3 Review of Literature 32-36

4 Data Analysis and Interpretation 37-52

5 Findings, Conclusion and 53-58

Recommendation
Annexure 59-64
 Questionnaire
 Bibliography
 LIST OF TABLES
S. No. Particulars Page No.
1 Do you think that you are undergoing any stress in your job? 38
2 Does stress in the work place have an impact over your basic performance? 39
3 Do you get frustrated due to excessive stress in your job? 40
4 Do you think work stress management improves the morale of the employees 41
and employee goodwill?

5 If yes, according to you, which of the following do you think cause stress? 42
6 In which of the following areas do you face a problem due to stress in your 43
job?

7 Does stress act you on a daily basis or it is encountered while meeting targets? 44

8 How do you think stress in the work place, which is internal in nature can be 45
stopped?

9 What measures do you suggest in controlling the stress causing factors? 46

10 What are the recreational activities does your company provide to the 47
employees to reduce the work stress?

11 If usages of work stress management techniques boost up confidence of the 48

employees?

12 Do you feel using work stress management techniques will improve the 49
working environment?

13 Do you think the performance of the employees have enhanced due to various 50
techniques adopted by the management?

14 How often does your company provide recreational activities to reduce the 51
work stress of an employee?

15 How do you want your HR department in implementing work stress 52

management techniques?
 LIST OF GRAPHS

S. No. Particulars Page No.

1 Undergoing stress 38
2 Impact of stress on basic performance 39
3 Stress causes frustration 40
4 Stress management improves the morale and 41
goodwill of employee
5 Stress causing elements 42
6 Problems caused due to stress 43
7 Encounter of stress 44
8 Reducing stress at workplace 45
9 Measures for controlling stress causing 46
factors
10 Recreational activities for stress 47
management
11 Stress management techniques boost 48
confidence
12 Stress Management techniques improve 49
working environment
13 Stress management techniques improves 50
the performance of employees
14 Often conduct of recreational activities 51
15 Implementation of stress management 52
techniques
 Chapter 1

Introduction

1|Page
Abstract
Stress is considered to be an integral part of one’s life; stress can be any kind of worry, anxiety,
hassle, trauma, tension, pain or pressure. Stress is sometimes avoidable but sometimes it is
unavoidable and one has to become aware of certain measures and ways about how to manage it
in an appropriate manner. This is the case study manuscript that involves dealing with stress
management; the main focus of this manuscript is to center upon work related stress, stress faced
by small and medium enterprises, case studies of positive stress and negative stress; besides these
it also highlights the sources, symptoms, types of stressors, and management of stress.

The report tells the meaning of stress and it also throws the light on how different is stress
management in corporate sector and educational institutions. It also deals with stress level in both
the sectors. The objective of this study is to find the difference between the stress management in
both the areas if any. For this report survey is also conducted from the employees at educational
institute and corporate sector.

Stress is the “wear and tear” our minds and bodies experience as we attempt to cope with our
continually changing environment. Stress mainly occurs when the pressure is greater than the
resource. Stress is not something bad but it all depends on how we take it, Most of the stress we
experience is self-generated. It is generated on how we perceive life, whether an event makes us
feel threatened or stimulated, encouraged or discouraged, happy or sad depends to a large extent
on how we perceive ourselves. Self-generated stress is something of paradox, because so many
people think of external causes when they are upset.

Starting with the period of childhood and finishing with older age any contemporary society
individual have to challenge at least one stress form. The age of speed in which we exist day after
day, by the alert rate determines the apparition of stress. Stress can be found in the professional
life, and became the area of interest for the managers. The project approaches a present theme, the
impact of management stress upon educational institutions from Romania and research is realized
based on a SCORCARD between two Universities from Romania for the purpose of identifying
the degree of maturity of the stress management. In conclusion the existence of a persistent state
of tension in the framework of educational institutions reflects on one side upon the work
productivity and on the other side upon the physical and mental state of the employee.

Introduction
2|Page
Stress is a part of day to day living of every individual. The college students may experience stress
in meeting the academic demands, people on the job, businessmen may suffer stress to reach office
in time and to complete the projects on time and even the house hole ladies may experience stress
in managing the home affairs and to look for the maid servant. The reasons for the stress differ
from person to person. The stress people experience should not be necessarily treated as harmful.
An optimum amount of stress can always act as an energizer or motivator and propel people to
apply the efforts and complete the work. But a high level of stress can be serious threat to the
personality trails of the individual and can cause physiological and social problems.

What is Stress?
Stress is the "wear and tear" our bodies experience as we adjust to our continually changing
environment; it has physical and emotional effects on us and can create positive or negative
feelings. Stress is the reaction that people experience due to excessive pressures or other types of
demand placed upon them. It arises when they worry that they can’t cope. Stress is the “wear and
tear” our minds and bodies experience as we attempt to cope with our continually changing
environment.

Definition
Stress occurs when the pressure is greater than the resource. (S = P > R)

Felling of stress is caused, when people are

 Worried

 Tensed

 Tired

 Frightened

 Elated

 Depressed
3|Page
  Anxious

 Anger

At this juncture, there is a need to discuss about the principle given by Stephen Covey, one of the
management gurus which narrate us a situation about how a man makes 90% of his day stressful
due to his way of reaction to a small 10% of uncontrollable event happened to him in the
morning.10% of life is made up of what happens to you. 90% of life is decided by how you react.
The education sector in India is evolving, led by the emergence of new niche sectors like vocational
training, finishing schools, sector – specific programmes and e-learning. The Indian education
system, considered as one of the largest in the world, is divided into two major segments of core
and non-core education. While schools and higher education constitute the core group, the non-
core business consists of pre-schools, vocational training and coaching classes. India has emerged
as a strong potential market for investments in training and education sector, due to its favorable
demographics (young population) and being a services-driven economy. Higher education is not
immune to this problem. According to the St. Louis Psychologists and Counseling Information
and Referral, the process of stress management is one of the keys to a happy and successful life in
modern society. Although life provides numerous demands that can prove difficult to handle, stress
management provides a number of ways to manage anxiety and maintain overall wellbeing.

Characteristics
The Characters of Stress can be mainly classified into two major factors:

1) External

2) Internal

External Stressors:
a) Physical Environment

 Noise

4|Page
  Bright Lights

 Heat

 Confined Spaces

b) Social Interaction

 Rudeness

 Bossiness

 Aggressiveness by others

 Bullying

c) Organizational

 Rules

 Regulations

d) Major Life Events

 Birth

 Death

 Lost job

 Promotion

 Marital status change

e) Daily Hassles

 Commuting

 Misplaced keys

 Mechanical breakdowns

f) Red - Tape

5|Page
 g) Deadlines

Internal Stressors:
a) Lifestyle choices

 Caffeine

 Lack of sleep

 Overloaded schedule

b) Mind traps

 Unrealistic expectations

 Taking things personally

c) Personality traits

 Perfectionists

 Workaholics

 Exaggeration

 Rigid thinking

d) Negative Self Talk

 Pessimistic thinking

 Self criticism

 Over analyzing

The overall purpose of this analysis is to gain a better understanding of the phenomenon of stress
among scholars in tertiary education. Teacher’s work has always been considered to be very
stressful. The aim of this research has been to find out how they combat stress operatively and
strategically in a educational institution. The case study method was used and data was collected

6|Page
in interviews / questionnaires. This paper gives an in-depth insight into this issue in a context of
education institution the study examined the impact of academic stress among the students. Stress
management encompasses techniques to equip a person with effective coping mechanisms for
dealing with psychological stress. Students have different expectations, goals and values that they
want to fulfill, which is only possible if they are integrated with that of the institution. Taking into
account the present level of stress, sources of stress, the stress management techniques should be
introduced that would be useful for the students. The various criteria like physical, psychological,
individual, demographical and environmental factors of stress also should be taken for account the
stress levels among the students.

Material and Methods

In the rest of this section of Mind Tools, we look at some important techniques in each of these
three groups. Stress can cause severe health problems and, in extreme cases, can cause death.
While these stress management techniques have been shown to have a positive effect on reducing
stress, they are for guidance only, and readers should take the advice of suitably qualified health
professionals if they have any concerns over stress-related illnesses or if stress is causing
significant or persistent unhappiness. Health professionals should also be consulted before any
major change in diet or levels of exercise. Stress is a normal psychological and physical reaction
to the ever increasing demands of life. Surveys show that most Americans experience challenges
with stress at some point during the year. In looking at the causes of stress, remember that your
brain comes hard-wired with an alarm system for your protection. When your brain perceives a
threat, it signals your body to release a burst of hormones to fuel your capacity for a response. This
has been labeled the "fight-or flight" response. Once the threat is gone, your body is meant to
return to a normal relaxed state. Unfortunately, the nonstop stress of modern life means that your
alarm system rarely shuts off. That's why stress management is so important. Stress management
gives you a range of tools to reset your alarm system. Without stress management, all too often
your body is always on high alert. Over time, high levels of stress lead to serious health problems.
Don't wait until stress has a negative impact on your health, relationships or quality of life. Start
practicing a range of stress management techniques today. A lot of research has been conducted
into stress over the last hundred years. Some of the theories behind it are now settled and accepted;
others are still being researched and debated. During this time, there seems to have been something

7|Page
approaching open warfare between competing theories and definitions: Views have been
passionately held and aggressively defended. Now we will examine four common types of stress,
and we'll discuss how it could manage each of them more effectively.

Time Stress
You experience time stress when you worry about time, or the lack thereof. You worry about the
number of things that you have to do, and you fear that you'll fail to achieve something important.
You might feel trapped, unhappy, or even hopeless. Common examples of time stress include
worrying about deadlines or rushing to avoid being late for a meeting.

Managing Time Stress

Time stress is one of the most common types of stress that we experience today. It is essential to
learn how to manage this type of stress if you're going to work productively in a busy organization.
First, learn good time management skills. This can include using To-Do Lists or, if you have to
manage many simultaneous projects, Action Programs. Next, make sure that you're devoting
enough time to your important priorities. Unfortunately, it's easy to get caught up in seemingly
urgent tasks which actually have little impact on your overall objectives. This can leave you feeling
exhausted, or feeling that you worked a full day yet accomplished nothing meaningful. Your
important tasks are usually the ones that will help you reach your goals, and working on these
projects is a better use of your time. Our article on The Urgent/Important Matrix explains how to
balance urgent and important tasks, and our article on prioritization helps you separate tasks that
you need to focus on from those you can safely put off. If you often feel that you don't have enough
time to complete all of your tasks, learn how to create more time in your day. This might mean
coming in early or working late, so that you have quiet time to focus. You should also use your
peak. Working time to concentrate on your most important tasks – because you're working more
efficiently, this helps you do more with the time you have. For instance, if you're a morning person,
schedule the tasks that need the greatest concentration during this time. Our article "Is This a
Morning Task" helps you learn how to prioritize your tasks and schedule them during your most
productive times of day. You can leave less important tasks, like checking email, for times when
your energy levels drop. Also, make sure that you're polite but assertive about saying "no" to tasks
that you don't have the capacity to do.
8|Page
Anticipatory Stress
Anticipatory stress describes stress that you experience concerning the future. Sometimes this
stress can be focused on a specific event, such as an upcoming presentation that you're going to
give. However, anticipatory stress can also be vague and undefined, such as an overall sense of
dread about the future, or a worry that "something will go wrong."

Managing Anticipatory Stress

Because anticipatory stress is future based, start by recognizing that the event you're dreading
doesn't have to play out as you imagine. Use positive visualization techniques to imagine the
situation going right. Research shows that your mind often can't tell the difference, on a basic
neurological level, between a situation that you've visualized going well repeatedly and one that's
actually happened. Other techniques – like meditation – will help you develop focus and the ability
to concentrate on what's happening right now, rather than on an imagined future. Consider setting
aside time daily – even if it's only five minutes – to meditate. Anticipatory stress can result from a
lack of confidence. For example, you might be stressing over a presentation that you're giving next
week, because you're afraid that your presentation won't be interesting. Often, addressing these
personal fears directly will lower your stress. In this example, if you put in extra time to practice
and prepare for tough questions, you'll likely feel more prepared for the event. Last, learn how to
overcome a fear of failure: by making contingency plans and analyzing all of the possible
outcomes, you'll get a clearer idea of what could happen in the future. This can help diminish your
fear of failure and give you a greater sense of control over events.

Situational Stress
You experience situational stress when you're in a scary situation that you have no control over.
This could be an emergency. More commonly, however, it's a situation that involves conflict, or a
loss of status or acceptance in the eyes of your group. For instance, getting laid off or making a
major mistake in front of your team are examples of events that can cause situational stress.
9|Page
Managing Situational Stress
Situational stress often appears suddenly, for example, you might get caught in a situation that you
completely failed to anticipate. To manage situational stress better, learn to be more self-aware.
This means recognizing the "automatic" physical and emotional signals that your body sends out
when you're under pressure. For example, imagine that the meeting you're in suddenly dissolves
into a shouting match between team members. Your automatic response is to feel a surge of
anxiety. Your stomach knots and feels bloated. You withdraw into yourself and, if someone asks
for your input, you have a difficult time knowing what to say. Conflict is a major source of
situational stress. Learn effective conflict resolution skills, so that you're well prepared to handle
the stress of conflict when it arises. It's also important to learn how to manage conflict in meetings,
since resolving group conflict can be different from resolving individual issues. Everyone reacts
to situational stress differently, and it's essential that you understand both the physical and
emotional symptoms of this stress, so that you can manage them appropriately. For instance, if
your natural tendency is to withdraw emotionally, then learn how to think on your feet and
communicate better during these situations. If your natural response is to get angry and shout, then
learn how to manage your emotions.

Encounter Stress
Encounter stress revolves around people. You experience encounter stress when you worry about
interacting with a certain person or group of people – you may not like them, or you might think
that they're unpredictable. Encounter stress can also occur if your role involves a lot of personal
interactions with customers or clients, especially if those groups are in distress. For instance,
physicians and social workers have high rates of encounter stress, because the people they work
with routinely don't feel well, or are deeply upset. This type of stress also occurs from "contact
overload": when you feel overwhelmed or drained from interacting with too many people.

Managing Encounter Stress

Because encounter stress is focused entirely on people, you'll manage this type of stress better by
working on your people skills. To find out how good your people skills are, take our quiz, and
discover the areas that you need to develop. A good place to start is to develop greater emotional
10 | P a g e
intelligence. Emotional intelligence is the ability to recognize the emotions, wants, and needs of
you and of others. This is an important skill in interacting with others and in building good
relationships. It's also important to know when you're about to reach your limit for interactions in
the day. Everyone has different symptoms for encounter stress, but a common one is withdrawing
psychologically from others and working mechanically. Another common symptom is getting
cranky, cold, or impersonal with others in your interactions. When you start to experience these
symptoms, do whatever you can to take a break. Go for a walk, drink water, and practice deep
breathing exercises. Empathy is a valuable skill for coping with this type of stress, because it allows
you to see the situation from the other person's perspective. This gives you greater understanding
and helps you to structure your communications so that you address the other person's feelings,
wants, and needs. The first step in successful stress relief is deciding to make a change in how you
manage stress. The next step is identifying your stress triggers. Some causes of stress are obvious
— job pressures, relationship problems or financial difficulties. But daily hassles and demands,
such as commuting, arranging day care or being overcommitted at work, can also contribute to
your stress level. Positive events also can be stressful. If you got married, started a new job and
bought a new house in the same year, you could have a high stress level. While negative events in
general are more stressful, be sure to also assess positive changes in your life. Once you've
identified your stress triggers, you can start thinking about strategies for dealing with them.
Sometimes the solution may be as easy as turning off the TV when the evening news is too
distressing. Or, when you can't avoid a stressful situation, try brainstorming ways to reduce the
irritation factor. And don't feel like you have to figure it out all on your own. Seek help and support
from family and friends. You may want to ask them what stress-relief techniques have worked
well for them. And many people benefit from daily practice of stress reduction techniques, such
as mindfulness, tai chi, yoga, meditation or being in nature. Stress won't disappear from your life.
And stress management isn't an overnight cure. But with practice, you can learn to manage your
stress level and increase your ability to cope with life's challenges.

Industry Profile
Organizational interventions can be made at three different levels:

Primary- Remove hazard or reduce employees' exposure to it, or its impact on them.

Secondary- Improve the organization’s ability to recognize and deal with stress related problems
as they occur.
11 | P a g e
Tertiary- Help employees cope with and recover from work related problems In Britain under the
Management of Health and Safety at Work Regulations 1992, employers must assess risks to
health and safety and implement avoidance and control measures.

Stress is a hazard that could be included in the risk assessments and the avoidance and control
measures are primary interventions which should be an organization’s top priority. Unfortunately
tertiary interventions help employees deal with the impact of stress once they are suffering from it
and include stress counseling or medical assistance such as medication or surgery. Although these
methods are important, they do not focus on removing the stressor. REBT based stress
management interventions which concentrate on the employees' appraisal of situations and
potential stressors are useful at both the secondary and tertiary intervention levels. However, one
of the goals of using REBT in industry would be prevent employees from becoming unnecessarily
stressed in the first place, and to be able to recognize the true source of stress i.e. is it from internal
or external pressures. Once this has been understood then the employee may be in a better position
to deal with or change the stressor. A common problem in industry are employees who hold rigid,
inflexible, beliefs about performing extremely well under all conditions as they are more likely to
suffer from higher levels of stress when compared to employees who hold more helpful flexible
beliefs and standards. The so called 'perfectionist' may paradoxically be less productive and attain
lower standards of work due to their anxiety about failing.

The Occupational Stress Indicator

Before any workplace intervention to reduce stress is made, it is important to assess the needs of
the organization and its employees as it should not be assumed that a stress management workshop
would be helpful in all situations. At this stage questionnaires completed by staff or key personnel
can provide useful information. The OSI can be used as it evaluates occupational stress by
analyzing five key factors:

Sources of pressure
 Factors intrinsic to the job itself

12 | P a g e
  The managerial role

 Relationships with other people Career and achievement

 Organizational structure and climate

 Home/work interface

Individual characteristics (Type A)

 Attitude to living

 Style of behavior

 Ambition

 Total type A

Locus of control

 Organizational forces

 Management processes

 Individual influence

 Total control (How the individual copes with the stress experienced)

 Involvement

 Time Home and work relationships

 Logic

 Task strategies

 Social support

13 | P a g e
The effects of stress

 Personal relationships

 Organizational processes

 Organizational design and structure

 Job itself

 Achievement

 Value and growth

 Total job satisfaction

 Mental health

 Physical health

This provides a wealth of information about how the staff perceive the organization and the effects
of stress upon them. In addition to the individual profile of an employee, a group profile is also
provided which highlights what employees believe are the main causes of their stress. If the
management, trade unions, the employees and other relevant parties agree that a stress
management workshop or course may be beneficial then a pilot scheme can be set up. In some
cases the decision to run a stress management course may only be taken by the management. This
can lead to problems of implementation if employees and the trade union perceive that the
management is totally blaming the staff for their own levels of occupational stress. A month prior
to the workshop, employees are asked to complete the OSI questionnaire. They are informed that
only the trainer/consultant (and themselves) the questionnaire and the subsequent printed report,
which will highlight their own perceived occupational stressors and recommendations to help them
reduce their levels of stress. They are also asked to keep a stress diary for a typical work day i.e.
monitor and record the (apparent) causes of stress. An organization’s objectives for continual
improvement, including the performance of its personnel, might be affected by a number of
internal and external factors including changes in markets, technology, innovation and the
14 | P a g e
requirements of customers and other stakeholders. Such changes may require an organization to
analyze its competence and related needs.

Different Approaches of Stress

1) Negative Stress

2) Positive Stress

Negative Stress
It is a contributory factor in minor conditions, such as headaches, digestive problems, skin
complaints, insomnia and ulcers. Excessive, prolonged and unrelieved stress can have a harmful
effect on mental, physical and spiritual health.

Positive Stress
Stress can also have a positive effect, spurring motivation and awareness, providing the stimulation
to cope with challenging situations. Stress also provides the sense of urgency and alertness needed
for survival when confronting threatening situations.

Different Traits of Stress

Stress at Work

 The drive for success

 Changing work patterns

15 | P a g e
  Working conditions

 Overwork

 Under-work

 Uncertainty

 Conflict

 Responsibility

 Relationships at work

 Change at work

Physical Symptoms

 Sleep pattern changes

 Fatigue

 Digestion changes

 Loss of sexual drive

 Headaches

 Aches and pains

 Infections

 Indigestion

 Dizziness

 Fainting

 Sweating & trembling

 Tingling hands & feet

16 | P a g e
  Breathlessness

 Palpitations

 Missed heartbeats

Mental Symptoms

 Lack of concentration

 Memory lapses

 Difficulty in making decisions

 Confusion

 Disorientation

 Panic attacks

Behavioral Symptoms

 Appetite changes- too much or too little

 Eating disorders- anorexia, bulimia

 Increased intake of alcohol & other drugs

 Increased smoking

 Restlessness

 Fidgeting

 Nail biting

 Hypochondria

17 | P a g e
Emotional Symptoms

 Bouts of depression

 Impatience

 Fits of rage

 Tearfulness

 Deterioration of personal hygiene and appearance.

Self-Perception and Stress

In the World of today, to our surprise 90% of the people visiting psychiatrists are those from the
IT Sector and even 90% of the divorce cases are from the same sector. This clearly shows that
stress in this field in playing the key role in effecting the personal life's of the people. Decade ago
stress costs are more due to the physical strain at work and these use to result in the physical
symptoms of stress. But today drastic changes have been taken place in the World of Business and
Industrialization.

The IT revolution has completely changed the scenario. Dynamic customer needs, and
requirements have changed the work patterns. Various industries like IT, BPO’s and Animation
are now in focus. Skill sets like communication, creativity and innovation are being recognized
and those people are now in demand which is making the whole world to look in for. Most of the
people are from these sectors who work for late nights and long lasting hours. They continuously
work in front of computers and light boards under the pressure of targets and deadlines. In such
people, as a result of stress, mental, emotional and behavioral symptoms are more observed than
physical symptoms in a long run. So, here are given some of the symptoms often observed. As a
result of this, people’s responsiveness is also being mainly affected. People are changing to such
situation where they can’t even restrain to small things and changes in life.

Stress is the “wear and tear” our minds and bodies experience as we attempt to cope with our
continually changing environment. Stress mainly occurs when the pressure is greater than the
18 | P a g e
resource. The topic here is: How the individual’s self-perception influences their response to stress
and how the theory of self-perception works on or under the conditions of stress. From the
statement of Hans Selye: “stress is not necessarily something bad, it all depends on how you take
it”. This clearly states that, the way stress is being perceived varies with each individual and the
influence of stress either in a positive or in a negative manner depends on how the individual
perceives it. So there is a need to know about the individual.

Stress Management
Managers are faced with situations where it is not easy finding the right people in your organization
that has to face high stress. This is determined by on the one hand by the fact that people react
differently to the stress, and secondly that the physiological reactions to stress are difficult to
identify and managed by managers.

To properly manage the stress in the organization the manager must do the following things:

 Understanding how stress affects employee performance organization

 Identify stressful situations

 Helping employees to manage stress

19 | P a g e
Manager may adopt some strategies to prevent the development of unwanted stressors in the
organization. Three of these strategies are:

1. Creating an organizational climate that supports people

2. Turning work in an interesting activity

3. Designing and implementing career counseling programs

Stress management according to news is eight ways to fight stress:

1. Spend more time in silence every day

2. Reconnect with quiet inner and outer moments

3. At least once a week forget newsletter

4. Follow passions

5. Laugh

6. Allow things to flow

7. Play

8. Take a walk in the nature

Objectives of the study

 The objective of the study is to identify the existence of work stress in the organization.

 To study the factors causing stress among the employees

 To compare the stress level at corporate and educational institution

20 | P a g e
  To study the difference between coping with the stress in both the worlds (if any)

 To study the impact and usefulness of Work Stress Management and also to suggest
measures for coping with stress

Scope of the study

 This particular study about Work Stress Management is restricted within the organization.
 The study is conducted on the employees of the organization (educational institute and
corporate sector).
 This is not because of non-availability of resources but the nature of the study itself restricts
it.
 It studies the existence or non – existence of stress among the employees in the organization
(educational institute and corporate sector) and identifies the factors which are contributing
for stress (if any).
 It also provides the various steps adopted by the organization for managing the work stress
of the employees (educational institute and corporate sector), which can be used as future
reference for decision-making and policy making with regard to the employees
(educational institute and corporate sector).
 This study reveals the morale of the employees (educational institute and corporate sector).

Limitations of the study

Though, adequate care has been taken while doing the project. This Project still suffers from
certain limitations.

 Stress Management involves a wider range. The present study examines it from identified
and selected dimensions only. However it is possible that there may be other factors which
might not have been covered in this study.

21 | P a g e
  Some respondents did not properly respond to the Questionnaire; thus to eliminate this
aspect the researcher has also conducted some personal interviews.

 The researcher tried to get hold of the employees for both the sector.

 The research allowed the researcher to collect the data from the limited respondents only.

 The study has been limited to only a sample of 100

 Time was one of the big constraints

 To undue delaying returning the skilled up questionnaire was yet another important
samples

 The questionnaires were filled be 100 employees working corporate sector and educational
institute. So the scope of sample findings was less.
 The questionnaire was filled by 100 employees of different designations. So the point of
view of employees differs as per their designations.
 The employees from whom the questionnaires are filled are in a heavy workload so some
of the questionnaires filled by the employees who are in stress cannot be called reasonable.
 The responses of the employees cannot be accurate as the problem of language and
understanding arises. (These problems are not in all cases.)
 One of the other problems of questionnaire is the cost. Sometimes it may be possible that
even by spending so much the result may not be reasonable.
 Many times the employees may not be really conscious or may not be bothered about the
questionnaire. This may create a problem in the research.

Research Methodology
Establishing the main premises of the methodology is pivotal for any research because data
collection begins after the research problem has been defined and research plan chalked out.

It may be understood as a science of studying how research is done scientifically. In it we study

the various steps that are generally adopted by researcher in studying his research problem along
with the logic behind them.

22 | P a g e
Research Design
Research design, which is followed by researcher, is Descriptive Study.

Types of research design

 Applied Research: It aims at finding solution for an immediate problem facing a society
or an industry/ business organizations

 Descriptive Research: It means description of the state of affairs as it exists at present.

Researcher only reports only what has happened or what is happening

 Quantitative Research: It is based on the measurement of quantity or amount. Applicable

to phenomena that can be expressed in terms of quantity.

Sources of Data
In this direction of the research primary as well as secondary data was attempted to be collected.

1. Primary Data:
The primary data has been collected through the Questionnaire, Observations and some
Interviews. The Questionnaire has been properly prepared in order to cover all the Information
required for the study. The primary data has been obtained by interaction with the officials
and staff in the division in the organization and also obtained through the Questionnaire
distributed to the person’s indifferent departments in that particular division.

2. Secondary Data:
The secondary data is collected through the company’s polices, annual reports, manuals and
also from records available in the organization. Some other data also collected from the
reports, registers and books and from the files available in the organization. Information
collected from various HRM books.

23 | P a g e
Data Collection Method
The methodology for collecting data with reference to the secondary data was taken from different
published articles, books, journals, company’s policies, and other relevant websites. For the
primary data questionnaires, survey and personal interviews method were used to collect the
relevant data.

Sampling Plan

Sample Design
The method of sampling used was random sampling. Random sampling from a finite population
refers to that method of sample selection which gives each possible sample
combination an equal probability of being picked up and each item in the entire population to
have equal chance of being included in the sample.

Sample Size
The researcher has allowed to do the project in particular section. The study is limited to only that
particular division for both the corporate and educational institution.

SAMPLE SIZE: 100

Keeping in view of the above objectives of the study, an objective type Questionnaires is prepared
and distributed to 100 employees of corporate and educational institution for the samples and
collected opinions.

Tools used for Data analysis and interpretation

24 | P a g e
In this study the researcher has used questionnaire as a tool. The questionnaire consists of 15
questions with 4 dimensions or more in certain type of questions. The data collected were carefully
represented by the statistical analysis with the help of tables and graphs.

25 | P a g e
 Chapter II

Profile of Organization

Maharaja Surajmal Institution (Educational Institution)

Introduction
Maharaja Surajmal Institute is a self-financing, quality conscious and trend setting Institute with
focus on providing equal opportunities for development of human potentials for every segment of
society including the differentiated one. The MSI is a venture of its own kind where academics
and professionals have joined hands to aid and direct the agenda of education. The Institute,
26 | P a g e
situated in the heart of Janakpuri is spread over about 8 acres of land and has best of Infrastructure
and academic facilities with highly qualified and experienced staff and state of the art computer
labs. The Institute has been established through the dedicated and selfless endeavors’ of
educationists and social workers who are deeply concerned with the standards of education and
are determined to upgrade the quality, content and direction of education.

We at MSI perceives challenges as opportunities and looks forward to explore each and every
important issue concerned with society at various platforms like conferences, seminars, panel
discussions etc. All the resources of our Institute are to build a new cadre of global professionals.
The management, faculty and students under the stewardship of our Hon’ble President Shri S.P.
Singh, share the same vision, goals, purpose, ideas, rich values and glorious traditions of MSI
family to attain new heights. MSI has got a Sprawling Campus spread over 8 acres of land
surrounded by congenial environment having well furnished classrooms, conference hall, seminar
hall, auditorium and Well stacked Central Library containing more
than 27892 volumes, 85 national and international journals (printed), periodicals, magazines and
newspapers. On-line journals totaled 3863 & E-Book are 1257.

MSI has an Intellectual capital comprising of 74 faculty members with 40 Ph.D. and 21 M.Phil.,
10 M.Tech., 32 UGC NET, 07 Ph.D. (Pursuing) dedicated to facilitate acquisition of conceptual
understanding, skills and requisite behavioral qualities to groom students into tomorrow’s Global
Professionals. In Terms of placement, MSI boasts of not only a steady stream of campus recruiters
but we have also assurances for future tie-ups and recruitment opportunities for our students. In
the current session (2018) 573 campus placements and in the last year (2017) 385 under-graduate
BBA and BCA students have been placed in reputed organizations.

Vision
“Developing new paradigms in education in management, computer application, e-business,
teacher education and national values leading to student empowerment with an inclination for
creative and cohesive group functioning in a global scenario”

Mission

27 | P a g e
MSI is committed to provide the distinctive learning environment for the development of
professional competencies and skills, for understanding of self and others, to learn to solve
personal and social problems and continually improving the overall performance of the “Quality
Management System”.

Placement Cell
The institute has developed an active Placement Cell which introduces the students to the
corporate world environment. The Placement Cell is putting all efforts for organizing several
Placement activities throughout the academic year for the students. The Placement Cell is
managed by faculty members and students representatives, under the guidance of Hon’ble
Director-MSI and Director-Placements.

The Placement Cell at MSI provides total support and guidance to the students in getting Summer
Training and Final Placements in reputed organizations. The Placement Cell also assists in
bringing excellence in the overall personality by Counseling and Self-Development sessions. The
corporate sector experts are regularly invited to share their rich experiences by way of Guest
Lectures, Orientation Programs and Presentations, Seminars, felicitations and Get-togethers.

IHS Markit (Corporate Sector)

Introduction
IHS Markit Ltd is a London-based global information provider that was formed in 2016 when IHS
Inc. and Markit Ltd. merged

We bring together the deepest intelligence across the widest set of capital-intensive industries and
markets. By connecting data across variables, our analysts and industry specialists present our
customers with a richer, highly integrated view of their world.
28 | P a g e
That is the benefit of The New Intelligence. We’re able to isolate cause and effect, risk and
opportunity in new ways that empower our customers to make well-informed decisions with
greater confidence.

IHS Markit is a dynamic team that includes more than 5,000 analysts, data scientists, financial
experts and industry specialists. Our global information expertise spans numerous industries,
including leading positions in finance, energy and transportation.

50,000 customers in over 140 countries

80% of the Fortune Global 500

94of the 100 largest US corporations

The New Intelligence gives leaders a competitive edge when making decisions. IHS Markit
analysts and experts reveal the interdependencies across industries and markets to bring our
customers an even greater understanding of the global economy and a 360-degree view of risk,
opportunity and financial impact. We look forward to working with leaders in business, finance
and government to help them make well-informed decisions.

Corporate diversity and inclusion

At IHS Markit, diversity and inclusion are foundations that shape and define our business and
empower our people. We recognize, as providers of The New Intelligence that powers growth and
value for our customers, that we rely on the vast expertise and knowledge that comes from a diverse
work force. We have colleagues in countries around the world, and they are unique in their
cultures, experiences, backgrounds and skills. We believe that a work force and work place that
value diversity, foster inclusion and belonging, and help develop each person's unique abilities
will enable us to meet and exceed our business goals and ensure our role as an industry leader.

IHS Markit strives to promote an inclusive and belonging environment in which all employees feel
welcomed, challenged and rewarded for their contributions. We leverage our organizational
diversity through our commitment to our Core Values of Accountability, Customer Focus,
Inclusiveness, Innovation, Integrity and Partnership. Our ability to attract, develop and retain the
best and brightest talent is the cornerstone of our competitive advantage. We take pride in
cultivating a working environment in which creativity and innovation can flourish, colleagues can
29 | P a g e
develop their careers and we can ensure the long-term success of our business strategies. Only
when we are successful in realizing and leveraging a diverse and inclusive work force can we
achieve our goal to enable colleague success and create customer delight on a daily basis.

History
The company has grown by acquiring companies of information and expert industry, many dating
back to the late 1700s and 1800s. In 2016 Englewood, CO-based IHS and London-based Markit
merged.

IHS
Information Handling Services (IHS) "was founded in 1959 as Information Handling Services to
provide information for aerospace engineers through microfilm databases. Jerre Stead was the
chief executive from 2006 to 2013 and from 2015 until the merger with Markit

Markit
Markit was founded in 2003 as Mark-it Partners, a financial data provider for daily credit default
swap pricing. The company grew via joint ventures and by acquiring other companies, merging
with IHS in 2016.

IHS Markit acquisitions

30 | P a g e
  September 26, 2017 - automotive Mastermind Inc., a leading provider of predictive
analytics and marketing automation for the automotive industry.
 September 26, 2017 - Macroeconomic Advisers, an independent research firm widely
recognized as one of the most respected forecasters of the US economy.
 August 03, 2018 - Ipreo, Leading Software Solutions and Data Provider in Global
Capital Markets.

31 | P a g e
 Chapter III

Review of Literature

Literature Review

A multi-institutional study of the emotional intelligence of

resident physicians by Sophia K. McKinley, Carina Fiedeldey
(2015)

32 | P a g e
Although emotional intelligence (EI) may have a role in the development of Accreditation Council
for Graduate Medical Education core competencies, few studies have measured resident EI across
specialties. This study aimed to describe the EI of resident physicians across multiple specialties.
Three hundred twenty five surgery, pediatric, and pathology residents at 3 large academic
institutions were invited to complete the psychometrically validated Trait Emotional Intelligence
Questionnaire. The response rate was 42.8% (n = 139). Global EI of all residents was comparable
with, but less variable than, the general population sample and was not statistically different
between specialties. Compared with the norm sample, residents in the 3 specialty groups
demonstrated unique combinations of areas of relative high and low development. There exist
distinct strengths and opportunities for the development for surgery, pediatrics, and pathology
residents. Future investigations could use EI profiling to create educational interventions to
develop specific areas of EI and assess correlation with resident performance.

Stress Management and Influence on Educational

Institutions by Nicoleta, Cicioc (2013)
Starting with the period of childhood and finishing with older age any contemporary society
individual have to challenge at least one stress form. The age of speed in which we exist day after
day, by the alert rate determines the apparition of stress. Stress can be found in the professional
life, and became the area of interest for the managers. The project approaches a present theme, the
impact of management stress upon educational institutions from Romania and research is realized
based on a SCORCARD between two Universities from Romania for the purpose of identifying
the degree of maturity of the stress management. In conclusion the existence of a persistent state
of tension in the framework of educational institutions reflects on one side upon the work
productivity and on the other side upon the physical and mental state of the employee.

Mindfulness-Based Stress Reduction for Stress Management

in Healthy People: A Review and Meta-Analysis by Alberto
Chiesa, Alessandro Serretti (2009)

33 | P a g e
Mindfulness-based stress reduction (MBSR) is a clinically standardized meditation that has shown
consistent efficacy for many mental and physical disorders. Less attention has been given to the
possible benefits that it may have in healthy subjects. The aim of the present review and meta-
analysis is to better investigate current evidence about the efficacy of MBSR in healthy subjects,
with a particular focus on its benefits for stress reduction. MBSR showed a nonspecific effect on
stress reduction in comparison to an inactive control, both in reducing stress and in enhancing
spirituality values, and a possible specific effect compared to an intervention designed to be
structurally equivalent to the meditation program. A direct comparison study between MBSR and
standard relaxation training found that both treatments were equally able to reduce stress.
Furthermore, MBSR was able to reduce ruminative thinking and trait anxiety, as well as to increase
empathy and self-compassion. MBSR is able to reduce stress levels in healthy people. However,
important limitations of the included studies as well as the paucity of evidence about possible
specific effects of MBSR in comparison to other nonspecific treatments underline the necessity of
further research.

Workplace stress in nursing by Andrew McVicar (2003)

Stress perception is highly subjective, and so the complexity of nursing practice may result in
variation between nurses in their identification of sources of stress, especially when the workplace
and roles of nurses are changing, as is currently occurring in the United Kingdom health service.
This could have implications for measures being introduced to address problems of stress in
nursing. To identify nurses’ perceptions of workplace stress, consider the potential effectiveness
of initiatives to reduce distress, and identify directions for future research.Stress intervention
measures should focus on stress prevention for individuals as well as tackling organizational
issues. Achieving this will require further comparative studies, and new tools to evaluate the
intensity of individual distress

Job Stress and Burnout among Correctional Officers by

Wilmar B. Schaufeli and Maria C. W. Peeters (2000)

34 | P a g e
An overview of occupational stress and burnout in correctional institutions, based on 43
investigations and from 9 countries. First, the prevalence of various stresses reactions among
correctional officers (COs) is discussed: turnover and absenteeism rates, psychosomatic diseases,
and levels of job dissatisfaction and burnout. Next, empirical evidence is summarized for the
existence of 10 specific stressors in the CO’s job. It appears that the most notable stressors for COs
are role problems, work overload, demanding social contacts (with prisoners, colleagues, and
supervisors), and poor social status. Finally, based on 21 articles, individual-oriented and
organization-oriented approaches to reduce job stress and burnout among COs are discussed. It is
concluded that particularly the latter (i.e., improving human resources management,
professionalization of the CO’s job, and improvement of the social work environment) seems to
be a promising avenue for reducing job stress and burnout in correctional institutions.

Preventive stress management in organizations by Quick, J.

C., Quick, J. D., Nelson, D. L., & Hurrell, J. J., Jr. (1997)
This book offers a framework for practicing healthy preventive stress management. The book
begins with a panoramic overview of the stress field from its medical and physiological origins in
the early 1900s through its psychological elaborations during the second half of the century and
its current application and practice in organizations.
The authors examine the sources of stress; the psychophysiology of the stress response and
individual moderators that condition vulnerability for distress; the psychological, behavioral, and
medical forms of individual distress; and the organizational costs of distress. At the heart of the
book is a framework for preventive stress management. Specific chapters examine methods and
instruments for diagnosing organizational and individual stress; ways to redesign work and
improve professional relationships; and methods for managing demands and stressors, altering
how one responds to inevitable and necessary demands. Organizational and individual prevention
methods are designed to enhance health and performance at work while averting the costs and
discomfort of distress. Examples of healthy organizations are illustrated throughout the text, with
specific case examples of implementing preventive managements.

35 | P a g e
36 | P a g e
 Chapter IV

Data Analysis and Interpretation

TABLE 1

Do you think that you are undergoing any stress in your job?

Choices No. of Respondents % of Respondents

Yes 40 40%
No 60 60%

37 | P a g e
GRAPH 1

Are you undergoing stress

40%
Yes
No
60%

INTERPRETATION
The above graph revels that 40% of employees from corporate sector as well as educational
institute are undergoing stress at their jobs. Whereas, 60% of employees fell that they are not
undergoing any kind of stress at their jobs.

TABLE 2

Does stress in the work place have an impact over your basic
performance?

Choices No. of Respondents % of Respondents

Yes 45 45%
No 55 55%

38 | P a g e
GRAPH 2

Impact of stress on basic performance

45%
Yes
No
55%

INTERPRETATION
The above graph revels that 45% of employees from corporate sector as well as educational
institute fells that stress impact their basic performance. Whereas, 55% of employees fell that stress
doesn’t impact their basic performance.

TABLE 3

Do you get frustrated due to excessive stress in your job?

Choices No. of Respondents % of Respondents

Yes 40 40%
No 60 60%

39 | P a g e
GRAPH 3

Stress causes frustration

40%
Yes
No
60%

INTERPRETATION
The above graph revels that 40% of employees from corporate sector as well as educational
institute thinks that the stress level at job causes frustration. Whereas, 60% of employees thinks
that the stress level at job doesn’t cause frustration.

TABLE 4

Do you think work stress management improves the morale of the

employees and employee goodwill?

Choices No. of Respondents % of Respondents

Yes 90 95%
No 10 5%

40 | P a g e
GRAPH 4

Stress management improves the morale and

goodwill of employee

5%

Yes
No

95%

INTERPRETATION
The above graph revels that 95% of employees from corporate sector as well as educational
institute thinks that Work Stress Management improves the morale of the employees and employee
goodwill. Whereas, 5% of employees thinks that Work Stress Management improves the morale
of the employees and employee goodwill.

TABLE 5
If yes, according to you, which of the following do you think cause stress?

Choices No. of Respondents % of Respondents

Workload 25 23.81%
Work Timings 10 11.90%
Meeting Targets 15 14.25%
Ventilation 0 0
Interpersonal Relationship 20 19.05%
Performance Anxiety 20 21.43%

41 | P a g e
 Others 10 9.52%

GRAPH 5

Stress causing elements

30.00%
Percentage (%)

25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Workload Work Timings Meeting Ventilation Interpersonal Performance Others
Targets Relationship Anxiety
Choices

INTERPRETATION
The above graph revels that majority i.e., 23.81% of employees from corporate sector as well as
educational institute thinks that workload in organization is the cause of stress. Whereas, 0% of
employees thinks that ventilation can be the cause of stress. The rest thinks that meeting targets,
work timings, interpersonal relationship and performance anxiety can also be the causes of stress.

TABLE 6

In which of the following areas do you face a problem due to stress in

your job?

Choices No. of Respondents % of Respondents

Health 30 28.57%
Psychological 20 21.43%
Meeting Targets 20 21.43%
Work Itself 10 10.71%

42 | P a g e
 Others 20 17.86%

GRAPH 6

Problems caused due to stress

30.00%
25.00%
Percentage (%)

20.00%
15.00%
10.00%
5.00%
0.00%
Health Psychological Meeting Targets Work Itself Others
Choices

INTERPRETATION
The above graph revels that 28.57% of employees from corporate sector as well as educational
institute face problem in terms of their health due to stress in their jobs. Whereas, 10.71% of
employees fells that work itself can be sometimes problem that causes stress at their jobs. The
equal percentage of employees fell that psychological as meeting targets can also be stress causing
problems.

TABLE 7

Does stress act you on a daily basis or it is encountered while meeting

targets?

Choices No. of Respondents % of Respondents

Daily Basis 10 13.04%
Meeting Targets 40 39.13%
Sometimes 50 47.83%

43 | P a g e
GRAPH 7

Encounter of stress

13%

Daily Basis
48%
Meeting Targets
Sometimes
39%

INTERPRETATION
The above graph revels that majority i.e. 47.83% of employees from corporate sector as well as
educational institute thinks that stress act them sometimes on daily basis and also while meeting
targets. Whereas, 39.13% of employees thinks that stress act them on daily basis and rest 13.04%
of employees thinks that stress is encountered while meeting targets.

TABLE 8

How do you think stress in the work place, which is internal in nature
can be stopped?

Choices No. of Respondents % of Respondents

Flexible work hours 30 28.13%
Distributed workload 30 31.25%
Timely Targets 10 12.50%

44 | P a g e
 Periodic Relaxation 20 18.75%
Others 10 9.38%

GRAPH 8

Reducing stress at workplace

35
30
Percentage (%)

25
20
15
10
5
0
Flexible work hours Distributed Timely Targets Periodic Relaxation Others
workload
Choices

INTERPRETATION
The above graph revels that majority i.e. 31.25% of employees from corporate sector as well as
educational institute thinks stress in the workplace which is caused internally can be stopped by
distributing the workload. Whereas, 28.13% of employees thinks that it can be stopped by flexible
working hours. The rest thinks that timely targets and periodic relaxation can also be taken in
action for reducing internal stress.

TABLE 9

What measures do you suggest in controlling the stress causing

factors?

Choices No. of Respondents % of Respondents

Counseling 16 15.56%
Job Rotation 13 13.33%

45 | P a g e
 Leisure Breaks 18 17.78%
Informal Relationship 13 13.33%
Sport Activities 18 17.78%
Recognizing Good Work 22 22.22%

GRAPH 9

Measures for controlling stress causing factors

25.00%
20.00%
Percentage (%)

15.00%
10.00%
5.00%
0.00%
Counseling Job Rotation Leisure Breaks Informal Sport Activities Recognizing
Relationship Good Work
Choices

INTERPRETATION
The above graph revels that 22.22% of employees from corporate sector as well as educational
institute majorly suggest that reorganization of work is best way for controlling the stress causing
factors. Whereas, 35.56% of employees collectively suggest that leisure breaks and sports
activities can be one way in reducing the stress. The rests feels that counseling, job rotation and
informal relationship can also be one way for reducing stress.

TABLE 10

What are the recreational activities does your company provide to the
employees to reduce the work stress?

Choices No. of Respondents % of Respondents

Recreational Tours 35 32.14%

46 | P a g e
 Sport Activities 20 17.86%
Family Tour 10 7.14%
Honoring hard working 35 42.86%
people

GRAPH 10

Recreational activities for stress management

50

40
Percentage (%)

30

20

10

0
Recreational Tours Sport Activities Family Tour Honoring the hard
working people
Choices

INTERPRETATION
The above graph revels that 42.86% of employees from corporate sector as well as educational
institute thinks that honoring hard working people is the best kind of recreational activities which
can be performed by the organization for reducing the work stress. Whereas, 7.14% of employees
thinks family tour would be the least favorable kind of relational activity. The rest fells that
recreational tour and sports activities in organization can also help employees in reducing the work
stress.

TABLE 11

If usages of work stress management techniques boost up confidence

of the employees?

Choices No. of Respondents % of Respondents

47 | P a g e
 Yes 80 85%
No 20 15%

GRAPH 11

Stress management techniques boost confidence

15%

Yes
No

85%

INTERPRETATION
The above graph revels that 85% of employees from corporate sector as well as educational
institute believes that these stress management techniques boost up the confidence of the
employees. Whereas, 15% of employees believes that these stress management techniques doesn’t
boost up the confidence of the employees.

TABLE 12

Do you feel using work stress management techniques will improve

the working environment?

48 | P a g e
 Choices No. of Respondents % of Respondents
Yes 90 90%
No 10 10%

GRAPH 12

Stress Management techniques improve working

environment

10%

Yes
No

90%

INTERPRETATION
The above graph revels that 90% of employees from corporate sector as well as educational
institute thinks that stress management techniques improve the working environment. Whereas,
10% of employees thinks that stress management techniques improve the working environment.

TABLE 13

Do you think the performance of the employees have enhanced due

to various techniques adopted by the management?

49 | P a g e
 Choices No. of Respondents % of Respondents
Yes 70 75%
No 30 25%

GRAPH 13

Stress management techniques improves the

performance of employees

25%

Yes
No

75%

INTERPRETATION
The above graph revels that 75% of employees from corporate sector as well as educational
institute shows that the performance of the employees have enhanced due to various techniques
adopted by the management. Whereas, 25% of employees shows that the performance of the
employees have enhanced due to various techniques adopted by the management.

TABLE 14

How often does your company provide recreational activities to

reduce the work stress of an employee?
50 | P a g e
 Choices No. of Respondents % of Respondents
Yearly 50 45%
Half yearly 30 30%
Quarterly 20 25%

GRAPH 14

Often conduct of recreational activities

25%

Yearly
45%
Half yearly
Quarterly

30%

INTERPRETATION
The above graph revels that 45% of employees from corporate sector as well as educational
institute says that their organization conducts recreational activities on yearly basis. Whereas, 30%
of employees says that their organization conducts recreational activities on half yearly basis and
25% of employee says that their organization conducts recreational activities on quarterly basis.

TABLE 15

How do you want your HR department in implementing work stress

management techniques?

51 | P a g e
 Choices No. of Respondents % of Respondents
Pre planned 30 35%
Takes the opinion of the 70 65%
employee

GRAPH 15

Implementation of stress management

techniques

35%
Pre planned
Takes the opinion of the employee
65%

INTERPRETATION
The above graph revels that 35% of employees from corporate sector as well as educational
institute wants their HR department to pre plan the implementation of work stress management
techniques. Whereas, 65% of employees wants their HR department to take the opinion of the
employees before implementing any work stress management techniques.

52 | P a g e
 Chapter V

Findings, Conclusion and Recommendation

Findings
• In this report the employees from corporate sector and educational institution mostly agrees
on every scenario.
53 | P a g e
 • The major different in stress management of corporate sector and educational institute is the
techniques they follow for stress management process.

• Some of the employees think that they are undergoing stress in the organization.

• Some of the employees think that stress impacts your overall performance in the
organization.

• Some of the employees think that they get frustrated due to stress level in the organization.

• Almost all the employees are satisfied with the work stress management activities in the
organization.

• Almost all the employees think stress causes major impact on their health in the
organization.

• Almost all the employees undergo stress on daily basis and while meeting the targets in the
organization.

• Almost all the employees think that distribution of workload can stop the stress internally.

• Almost all the employees suggest that reorganization of good work can help in building an
employee’s morale in the organization.

• Almost all the employees are satisfied with the recreational activities provided by the
organization.

• Almost all the employees recommend that the HR department should take the opinion of
the employees before implementing work stress management techniques in the
organization.

Conclusion

54 | P a g e
  In this report the employees from corporate sector and educational institution mostly agrees
on everything. The major different in stress management of corporate sector and
educational institute is the techniques they follow for stress management process.
 The usual working hours for corporate sector and education institution are 9 hours and 6
hours a day respectively, depending upon the workload in the organization. The work is
assigned on equitable basis.
 On the basis of the performance of employees in corporate and educational institute the
monetary incentives and perks are given.
 No medical camps are held for educational sector employees, but medical reimbursement
is given. The employees are satisfied with the working environment; a friendly
environment prevails in the organization.
 The management maintains both formal and informal relationship with the employees.
There is low participation of employees in the management decisions. The promotion
policy and transfer policy is favorable to the employees. If an employee is unable to
complete the job he is given constant backups.
 The management of educational sector and corporate sector understands the various
reasons for stress and plans different techniques and implements it to reduce stress and
increase employee morale. The cost incurred on implementing the work stress management
techniques is considered to be cost effective. The organization considers work stress as
a management process.
 The different techniques are adopted to boost up the moral the
employees. Work stress management is considered to be profitable to the organization.
The techniques adopted are usually preplanned but in unavoidable cases they are instant.
While planning and implementing the different techniques the opinions of team leaders are
also considered. The work stress management techniques have also proved to be effective
in appraising the employee performance. The H.R department is Responsible for planning
and implementing work stress management.
 Organization work stress management is being implemented from the past 3-4 yrs and is
successful in enhancing the employee morale. This can be seen in the employee
performance: the employee avoids absentee and is satisfied with his job.
The techniques so implemented have proved to be positive in nature. The employees are
surely benefited from work stress management.

55 | P a g e
  The more the employee morale, the less the chances of employees in leaving the
organization, so this reduces chances of leaving the organization. Yes,
the different techniques adopted boost up confidence of employee. The different
techniques used are innovative plans; they are not based on any set standards for the
employees in educational sector but there are set standards for the employees in the
corporate sector. The employees are satisfied with the remuneration what they are paid.
 The employees from corporate sector have more workload in accordance to their
designation but the employees from educational sector have slightly less workload in
accordance to their designations.
 In corporate sector work stress management is done more frequently than that in the
educational sector. The HR department is responsible for work stress management of their
respective organization. So the HR department in the corporate is more flexible in
organizing such activities to increase the morale of the employees. These stress
management training helps the employees to focus on their jobs and also improve their
performance level.

Recommendation

56 | P a g e
  It has recommended to the organizations that if stress management techniques are initiative
then the average health of the employees will be better and he will be able to better cope
with stress, by then the level and degree of performance of the employee will improve.
 It is recommended that the organization should give one task at a time and give sufficient
time in meeting the targets or responsibilities so that the employee performs his best
without any stress.
 It is recommended that organization should focus more in giving stress management
trainings to the age group of 20-29 probably due to their lesser experience.
 It is recommended to the organization to take appropriate measures in identifying and
arresting the psychological problems, then the health related problems would also come
down. As psychological has a direct impact on health. The performance of employee
will improve if they focus on employee’s psychological problem.
 It is recommended to the organization that it should conduct frequent health checkups
gauges the health level of employees from time to time. If the health of the employee is
fine then it can inferred that the degree of stress in the organizations is less or negligible.
 It is recommended to the organization to conduct frequent recreational programs like get-
togethers in departments concerned, parties on occasions like the birthdays of the
employees, on the achievements of any particular department, cultural activities, sports,
pleasure trips etc.
 It is recommended to the organization should improve interpersonal relationships among
the employees of different departments by bridging the gap between superiors and
subordinates. These can a long way in reducing the degree stress to some extent.
 It is recommended to the organization to initiate a few changes at the workplace such as
timely targets, distributed workload, flexible work hours and periodic relaxation.
 It is recommended to the organization to provide frequent counseling to the
employees who are under stress. The counseling should be more focused on the
employees in the age group of 20-29. They should also not ignore those with 10 plus years
of experience as they are more vulnerable to stress.
 It is recommended to the organization to employee job rotation since doing the same job
again and again causes monotony therefore job rotation can be used as an effective
tool to reduce stress by creating more interest in the work which will lead to better
employee performance.

57 | P a g e
  It is recommended to the organization to instantly recognize any good work done by the
employees however small it may be. They should regard them suitably and provide them
constant encouragement and support. This will stand in good stead in the long run in
sustaining the high morale of the employees and also enhancing in future.
 It is recommended that since psychological problem have a direct impact on health it also
affect the interpersonal relationships and the quality of work performance among the
employees. It is therefore recommended to the organization that they try to reduce or
eliminate the psychological problems by engaging or hiring well-trained psychiatrist.
 It is recommended that the experienced employees should be given more workload than in
experienced employee. They shouldn’t be burdened with workload but initially they
should be given distributed work and gradually the amount of workload can be increased
with the passage of time as they gain more experience.
 It is recommended that the organization should create a balance between timely targets and
distributed workload by allotting a piece of work to be competed in a specified time. The
time limit be proportionate with the work given i.e. time limit should be neither too short
not too long.
 It is recommended to the organization to organize frequent camps or programs on
meditation, yoga, transcendental meditation and stress management.
 It is recommended to the organization that it compulsorily insist on the employees to
mediate for 15 minutes after coming to the office and before starting their work. They
should also similarly mediate for 10-15 minutes after their lunch break and once at the end
of the day before they leave the office. This will help the employees to take the work on
the next day with afresh mind.
 It is recommended to the organization to arrange for a special and separate
eroom from noise and disturbance and which is quite and peaceful for meditation
purposes.

58 | P a g e
 Annexure

Questionnaire
59 | P a g e
Dear Respondent,

Name: Age:

Designation: Education:

1. Do you think that you are undergoing any stress in your job?

a) Yes b) No

2. Does Stress in the work place have an impact over your basic
performance?

a) Yes b) No

3. Do you get frustrated due to excessive stress in your job?

a) Yes b) No

4. Do you think work stress management improves the morale of the

employees and employee goodwill?

a) Yes b) No

5. If yes, according to you, which of the following do you think cause

stress?

a) Work load

b) Work timings

c) Meeting targets

d) Ventilation

60 | P a g e
e) Interpersonal relationship

f) Performance anxiety

g) Others

6. In which of the following areas do you face a problem due to

stress in your job?

a) Health

b) Psychological

c) Meeting targets

d) Work itself

e) Others

7. Does stress act you on a daily basis or it is encountered while

meting targets?

a) Daily basis

b) Meeting targets

c) Sometimes

8. How do you think stress in the work place, which is internal in

nature, can be stopped?

a) Flexible work hours

b) Distributed work load

61 | P a g e
c) Timely targets

d) Periodic relaxation

e) Others

9. What measures do you suggest in controlling the stress causing

factors?

a) Counseling

b) Job rotation

c) Leisure breaks

d) Informal relationship

e) Sports activities

f) Recognizing good work

10. What are the recreational activities does your company provide
to the employees to reduce the work stress?

a) Recreational Tours

b) Sports Activities

c) Family Tours

d) Honoring the hard working people

62 | P a g e
11. If usage of work stresses management techniques boost up
confidence of the employees?

a) Yes b) No

12. Do you feel using work stress management techniques will

improve the working environment?

a) Yes b) No

13. Do you think the performance of the employees have enhanced

due to various techniques adopted by the management?

a) Yes b) No

14. How often does your company provide recreational activities to

reduce the work stress of an employee?

a) Yearly once

b) Half-Yearly

c) Quarterly

15. How do you want your HR department in implementing work

stress management techniques?

a) Pre-planned

b) Takes the opinion of the employees

63 | P a g e
Bibliography

Books
1. Chhabra,T.N. (2017). Values and Ethics in Business. New Delhi, India: Sun India

2. Mackie, Paul. (2017). Workplace Stress Management. New Delhi, India: Paul MacKie

Articles

 A study on Stress Management in Education Sector by Dr. V. Antony Joe Raja, HOD,
Department of Management, Sri Muthukumaran Institute of Technology, Chennai, Tamil
Nadu

 Stress Management and Influence on Educational Institution by Nicoleta, Cicioc

 Stress Management- Case Study by Dr. Radhika Kapur

 A multi-institutional study of the emotional intelligence of resident physicians by Sophia

K. McKinley, Carina Fiedeldey

Websites

 www.google.com

 www.wikipedia.com

 https://www.scribd.com/doc/24158580/Project-report-on-stress-management

 https://www.scribd.com/doc/87665732/Mba-Project-Report-on-Stress-Management-of-
Employees-2

 https://msi-ggsip.org/
 https://en.wikipedia.org/wiki/IHS_Markit
 https://onlinelibrary.wiley.com/doi/abs/10.1046/j.0309-2402.2003.02853.x
 https://link.springer.com/article/10.1023/A:1009514731657

64 | P a g e