A STUDY ON STRESS MANAGEMENT WITH REFERENCE TO SUN FOOT

CARE PERIVATE LIMITED IN CHENNAI

BY

BANU PRIYA. D

(REG NO 411720631002)

Of

PRINCE SHRI VENKATESHWARA PADMAVATHY ENGINEERING

COLLEGE PONMAR CHENNAI-600127

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements

for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI-600025

August, 2022
 I
BONAFIDE CERTIFICATE

Certified that this project report entitled “A STUDY ON STRESS MANAGEMENT

WITH REFERENCE TO SUN FOOT CARE PERIVATE LIMITED IN CHENNAI” is
the Bonafide work of BANU PRIYA. D (411720631002) who carried out research under my
supervision. Certified further, that to the best of my knowledge the work reported here in
does not form part of any other project report or dissertation on the basis of which a degree
was conferred on an earlier occasion on this.

SIGNATURE OF GUIDE SIGNATURE OF HOD

Ms. C.S. Nivedha, B.E, M.B.A, Mrs. S. Rathika.,M.E.,M.B.A.,M. Phil., (Ph. D)

Assistant Professor, Associate Professor & Head,

Department of Management Studies Department of Management Studies

Prince Shri Venkateshwara Padmavathy Prince Shri Venkateshwara Padmavathy

Engineering College, Ponmar, Engineering College, Ponmar,

Chennai-600 127. Chennai-600 127.

Submitted to the project viva- voce held on ---------------------

Internal Examiner External Examiner

 II
DECLARATION

I hereby declare that the project entitled “A STUDY ON STRESS MANAGEMENT

WITH REFERENCE TO SUN FOOT CARE PERIVATE LIMITED IN CHENNAI” is
the bonafide work of BANU PRIYA.D (411720631002). Submitted for the M.B.A degree is
my original work and the dissertation has not formed the basis for the award of any degree,
associate-ship, fellowship or any other similar titles.

Place: Signature of the Student

Date: (BANU PRIYA. D)

 III
ACKNOWLEDGEMENT

It is my privilege to record my sincere thanks to our chairman, Dr.K.Vasudevan, M.A,

B.ED, Ph.D. our vice chairman Dr.V.Vishnu karthik, MD of Prince Shri Venkateshwara
Padmavathy Engineering College, Ponmar for consecutive motivating words to complete my
project report.

I would like to thank Prof V. Mahalakshmi, M.E, Ph.D, Principal of Prince Shri
Venkateshwara Padmavathy Engineering College, Ponmar for giving this opportunity to do
this project and also I would like to thank Er. K. Parthasarathy, B.E Administrative officer of
Prince Shri Venkateshwara Padmavathy engineering college, Ponmar for encouraging me in
doing project.

I have a great pleasure in expressing my sincere thanks to Mrs. S. Rathika, M.E, M.B.A,
M.Phil, (Ph.D), Head of the department, Department of Management Studies for her
continuous motivation throughout the training period.

I would like to thank Ms. C.S. Nivedha, B.E, M.B.A, Assistant Professor of Prince Shri
Venkateshwara Padmavathy Engineering College, Ponmar for giving this guiding me to do
this project.

I would like to thank SUN FOOT CARE PRIVATE LIMITED for giving me
opportunity to study about the information technology sector and I would like to thank all the
employees for their extending support during my project work period.

I extremely thankful to my parents and my department staffs for their help and support to
finish the project.

(BANU PRIYA. D)
 IV
ABSTRACT

The purpose of this study is to examine The Stress Management with Reference to
SUN FOOT CARE PRIVATE LIMITED employees, Chennai District.and its Effects on
Employees‟ Performance. Stress is an unavoidable factor in everyone‟s lives. People deal
with it more than once in their lifetime. Stress may be defined as a feeling of physical,
psychological or emotional tension which is developed by different circumstances or events
that occur in our lives.

In every organization, employees are the backbone that ensures the smooth running of the
business. But as a matter of fact, these employees are ordinary people who are vulnerable to
any and all threats, be it physical, emotional and psychological and this includes stress. It can
cause them to lose focus in their activities and accumulate low yield or performance in most
or all their functions seeing as they will be too distracted thinking about their own problems
to do their work.

Despite that, stress can also be positive because it pushes people to do more and fulfill
their obligations. It can add an extra boost to your way of thinking and their pace of doing
their work.

Moreover, stress is not uncontrollable. It can be managed in order to protect any sort of
negative impacts/ effects. This is what is called stress management. It is defined as the
method or techniques of handling or controlling stress. Stress management has a huge effect
on employees and their performance as it brings about positivity and competence, therefore,
it has an even greater impact on the organization because if their employees are stress free,
they are at least 95% focused in their duties, thus the businesses advantages increase.

This study there for is undertaken to investigate the impact stress and stress management
has on organizations and its effects on employees‟ performance, to determine the causes of
stress, to identify the different types or dimensions of stress and to handle or manage stress.

Sample Sun Foot Care employees were selected by using simple random sampling
method because of easy accessibility and affordability analyzed by using statistical package
for social sciences (SPSS).
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TABLEOFCONTENTS
PAGE
CHAPTER NO PARTICULARS
NO

INTRODUCTION

1.1 Introduction 1

1.2 Industry profile 7

1.3 Company profile 10

I 1.4 Need for the study 12

1.5 Objectives of the study 13

1.6 Scope of the study 14

1.7 Review of Literature 15

1.8 Research Methodology 20

1.9 Limitations of the study 28

II DATA ANALYSIS AND INTERPRETATION

2.1 Data analysis and Interpretation 29

RESULTS OF THE STUDY

III 3.1 Findings 55

3.2 Suggestions 57

3.3 Conclusion 58

Appendices

References
 VI
LIST OF TABLES

S.no Title Page no.

2.1 Table showing Age of the respondents. 29

2.2 Table showing Gender of the respondents. 30

2.3 Table showing Qualification of the respondents. 31

2.4 Table showing Experience of the respondents. 32

2.5 Table showing Income of the respondents. 33

2.6 Table showing opinion about the stress is related to 34

demand.

2.7 Table showing opinion on the employees to relate the stress 35

in the organization.

2.8 Table showing opinion about the stress is related to support. 36

2.9 Table showing opinion about the employees feels while 37

working in the organization.

2.10 Table showing opinion about the leave due to work related 38
stress.

2.11 Table showing opinion about the average no of working 39

hours per week among the employees.

2.12 Table showing opinion on people in the organization has 40

taken work to home.

2.13 Table showing opinion about the employee‟s personal life 41

problem has got impact in the work.

2.14 Table showing cost of living with the present pay of the 42
respondents.

2.15 Table showing employees stressed out at work of the 43

respondents.

2.16 Table showing respondents of the work load given to the 44

employees during last three years

2.17 Table showing opinion about the employees handles their 45

stress situation.

2.18 Table showing opinion about the level of management is 46

effective in handling employees stress situation.
 VII
2.19 Table showing opinion about the work culture is supportive 47
in your organization.

2.20 Table showing respondents of reporting / sharing person if 48

employees have any problem in work environment.

2.21 Table showing Chi-Square test. 49

2.22 Table showing Correlation analysis. 51

2.23 Table showing Weighted Average Method. 52

2.24.1 Table showing One way ANOVA. 53

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LIST OF CHARTS

S.no Title Page no.

2.1(a) Chart showing Age of the respondents. 29

2.2(a) Chart showing Gender of the respondents. 30

2.3(a) Chart showing Qualification of the respondents. 31

2.4(a) Chart showing Experience of the respondents. 32

2.5(a) Chart showing Income of the respondents. 33

2.6(a) Chart showing opinion about the stress is related to 34

demand.

2.7(a) Chart showing opinion on the employees to relate the 35

stress in the organization.

2.8(a) Chart showing opinion about the stress is related to 36

support.

2.9(a) Chart showing opinion about the employees feels while 37

working in the organization.

2.10(a) Chart showing opinion about the leave due to work related 38
stress.

2.11(a) Chart showing opinion about the average no of working 39

hours per week among the employees.

2.12(a) Chart showing opinion on people in the organization has 40

taken work to home.

2.13(a) Chart showing about the personal life problem has got 41
impact in the work.

2.14(a) Chart showing cost of living with the present pay of the 42
respondents.

2.15(a) Chart showing employees stressed out at work of the 43

respondents.
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2.16(a) Chart showing respondents of the work load given to the 44
employees during last three years

2.17(a) Chart showing opinion about the employees handles their 45

stress situation.

2.18(a) Chart showing opinion about the level of management is 46

effective in handling employees stress situation.

2.19(a) Chart showing opinion about the work culture is 47

supportive in your organization.

2.20(a) Chart showing respondents of reporting / sharing person if 48

employees have any problem in work environment.
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 CHAPTER-1
INTRODUCTION
 1
1.1 INTRODUCTION

This project is entitled “A STUDY ON STRESS MANAGEMENT WITH

REFERENCE TO SUN FOOT CARE PRIVATE LIMITED” to identify the way in
which the employees are affected stress.

The employees are most valuable assets of an organization. The success and growth of
the organization depends largely upon the caliber and performance of the employee.
Systematic and continuous efforts are necessary to prepare employees to successfully meet
challenges of the present and the future.

What is Stress?

Stress is a complex phenomenon. It has been defined in many ways, but simply put; it is
the wear and tear of everyday life.

In Eveready‟s life people are subjected to a wide range of pressures. Similarly there are
also a wide range of resources and strategies for coping with pressure. Sometimes people
cope well and will not feel that the pressure is having any adverse effect upon them. At other
times they will have difficulty in dealing with the situation and that is when we may use the
term “stress”.

In reality, any situation that puts pressure is technically “stressful”. Stress is not
necessarily unpleasant or harmful. When people are able to cope satisfactorily with the stress
and find it to be positive in its effect, they tend to use other words – such as “stimulation” or
“challenge”.

In this regard a simple but accurate definition of stress is:

“Stress occurs when the pressure upon us exceeds our resources to cope up with the pressure”

Categories of Stress:

Stress can be broadly classified in the following categories:

 Acute stress is what most people identify as stress. It makes itself felt through tension
headaches, emotional upsets, gastrointestinal disturbances, feelings of agitation and
pressure. It‟s easily treatable and can be brought under control in six to eight weeks.
 Episodic acute stress is more serious and can lead to migraines, hypertension, stroke,
heart attack, anxiety, depression, serious gastrointestinal distress. It‟s quite treatable,
but it takes general life style readjustments, four to six months, and often requires
professional help.
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 Chronic stress is the most serious of all. It‟s the stress that never ends. It grinds us
down until our resistance is gone. Serious systemic illness such as diabetes decreased
immune competence, perhaps cancer is its hallmark. It can be treated, even reversed,
but it takes time – sometimes two to three years-and often requires professional help.
 Traumatic stress is the result of massive acute stress, the effects of which can
reverberate through our systems for years. Post-traumatic stress disorder is treatable
and reversible and usually requires professional aid.

Certain Statistics that support common belief about stress:

Statistics from a recent global stress research study show that increased stress is felt
worldwide, and stress affects women differently than men: A recent Roper Starch Worldwide
survey of 30,000 people between the ages of 13 and 65 in 30 countries showed:

 Women who work full-time and have children under the age of 13 report the greatest
stress worldwide
 Nearly one in four mothers who work full-time and have children under 13 feel stress
almost every day
 Globally, 23% of women executives and professionals, and 19% of their male peers,
say they feel “super-stressed”

At work, the following may be stressors.

 Needs not met. These could be needs for power, for fulfillment, for use of knowledge
 Not being included by others as part of a group you want to belong to
 Not being recognized or valued for one‟s competence
 Feeling that one is not adequate for the task, particularly when compared to someone
else
 Being denied what is due (rewards, work)
 Monotony or boredom
 Not having enough freedom at work, being closely supervised
 Inequity in rewards, assignments
 Very little opportunity for growth
 Too much of work, overload
 Too little work, boredom
 Inadequate resources to do the assigned work, creating possibilities of failures
 Conflict in values at work, being required to do what one does not like to do
 Too many and conflicting demands at work from the role set
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 Responsibilities not clear, ambiguity on what is expected
 Understanding, unpredictable, temperamental boss
 New unfamiliar work
 Being blamed

On close analysis, it will be found that all of the above situations are, in some way or
other, causing perceptions of possible failure at work or non-recognition and consequent loss
of self-esteem.

The Healthy Pattern recognizes that we can help our bodies to cope with the stress
adjustment process by applying a positive strategy, such as leisure, relaxation, a vacation/trip,
exercise and others. This restores a healthy stress level.

The Crisis Pattern develops when we fail to recognize the signals that the body sends and
therefore we continue to stress ourselves until eventually we drop and enter a deep negative
state (crisis) and then physical and/or psychological breakdown

ORGANISATIONAL STRESS

There is a considerable cost to people, in both human and financial terms, in working in
an unhealthy stressful environment. It is therefore in the interest of all leaders and managers
to create healthy workplaces.

What is commonly referred to as „organizational stresses may be said to be caused by a

dysfunctional culture. Where members of an organization share a negative view of that
organization, they are not likely to be motivated to perform well. On the contrary, they may
feel that work is not worthwhile and that there is little point in pursuing personal or
organizational objectives or desires. The result may be a serious loss of self-esteem and when
this condition prevails this will be experienced as stress.

Some of the consequences of stress have been identified as:

 Reduced productivity
 Lack of creativity
 Job dissatisfaction
 Increased sick leave
 Premature retirement
 Absenteeism
 Accidents
 Organizational breakdown
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Managing Stress

Stress cannot be avoided. It should not be avoided. Without stress, there will be no
attempt to try the difficult. One will give up much too easily. One will not succeed in doing
even what one is easily capable of, because even the normal faculties will not come into play
– like the goalkeeper, if he remained relaxed even at the last minute.

There are two aspects to take care of in managing stress. One is that one should not
develop stress to the point that one becomes non-functional like the second is to try to get
back to normal as quickly as one can and not continue to be in a state of stress for too long.

The former is achieved essentially by an attitude that is developed by rational thoughts.

The first is to realize that one‟s perceptions often distort the reality. The situation may not be
as bad as it may seem to be. The second is to understand that a failure is not an unmitigated
disaster. It is not possible to succeed all the time. It is not even necessary to succeed all the
time. One failed effort does not mean that the person is no good. Nobody has succeeded
without many losses. Even World champions sometimes lose a first round match to an
unseeded player. Marconi and Thomas Alva Edison succeeded in their inventions after many
attempts that failed. They saw failures as opportunities to learn.

The third is to recognize that worry and anxiety will not modify the situation, but will
only disturb one‟s peace of mind and health. If one watches passengers at airports and
railway stations, one will find how some of them remain quite relaxed and even sleeping
while others are continuously making enquirers from officials about extent and causes of
delays. Such constant enquire only irritate, but do not expedite solutions. They add to stress
of self and of others.

As an organization as a whole

 Organizational Stress Auditing (organization)

o Before organizational stress is targeted, we need to know what is causing it.
Workplace stressors should be identified and employees can guide with
options to manage it.
 Stress Management Training (group or individual)
o Through a range of easily applied, practical courses underpinned by widely
accepted Stress Management theory, groups and individuals can increase their
understanding of the causes of stress and through this, learn techniques for
reducing and dealing with stress.
 5
As the Manager

As the boss, one can ensure that subordinates are not put to undue stress and also that they
are helped to get out of stress situations as quickly as possible. The steps are

 Recognize the stress levels

 Show concern
 Encourage talking
 Listen
 Empathize
 Explain and show how it can be done
 Reassure
 Provide support
 Discuss and involve them in decisions
 Show respect to the individuals
 Avoid insult, denunciation, abuse, reprimand, particularly in public
 Avoid manipulation, coercion, blaming
 Avoid pressurizing too much
 Provide social support

All the above, render support and help to reduce anxieties. It is not suggested that the
demands on people should be lowered. People like challenges. They must be given
challenging assignments. That is the only way to growth. But if there is a sensing of extreme
stress, it should be managed through reassurance, not by withdrawing the assignment.

Critical Incident Stress Management

Critical incidents do occur in the workplace:

 Accidents on the work sight

 A sudden unexpected death of a coworker
 Workplace violence

Critical Incident stress is a normal response to an abnormal situation. Left untreated,

critical Incident stress could lead to lower production, increased absenteeism, Increased
substance abuse, and increased use of health care benefits.
 6
The stress reactions experienced by those who have been exposed to a critical Incident
may appear immediately or surface hours or days after the event:

 Survivor guilt, Flashbacks, Confusion

 Poor concentration, Distressing dreams
 Fatigue, Grief, Fear
 Anger, Chills, Diarrhoea, Nausea

These are only a few examples of what individuals report after experiencing a critical
Incident. Sometimes the critical Incident is so painful professional assistance from a specially
trained Individual becomes necessary.

WORKPLACE RESOURCES has professionals with more than ten years‟ experience
in the area of critical Incident stress. This research will provide: pre-planning: to help you
design a plan of action to assist your company is better prepared If and when your workplace
experiences a critical incident post-accident: and also will provide a techniques to help assess
the situation and guide you through the recovery phase.
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1.2 INDUSTRY PROFILE

Leather Industry
Leather industry is a very old manufacturing sector producing a broad range of goods
such as leather footwear, leather bags, leather garments, and so on. The raw material used in
leather industry is derived from the waste product of food industry, specifically from meat
processing. This waste product is converted into desirable and useful leather products.
Leather and its products are one of the most traded products globally. They are produced
from renewable and readily available resource. The leather industry trade is presently
exceeding US$ 80 billion in a year and this is expected to grow as there is increase in
population and urbanization of the countries.

The consumption of leather products by the humans is very common and used almost
every day. The primary raw material for any leather processing industry is derived from
slaughter houses and waste from the meat industry. This raw material is processed and
converted into usable leather in tanneries. Hence, tanning industry is considered as one of the
primary leather processing units in the entire leather industry.

Although the leather tanning industry primarily utilizes the waste from the meat industry,
it also involves the usage of many chemicals to convert the raw material into finished
product. Thus, leather industry consumes resources and produces pollutants which are toxic
and hazardous to the environment. For instance, in leather processing one metric ton of raw
material is converted into only 200 kg of usable leather product (comprising 3 kg of
chromium). The solid and liquid waste includes about 250 kg of no canned solid waste,
200 kg of tanned waste (comprising 3 kg of chromium), and 50,000 kg of wastewater effluent
(comprising 5 kg of chromium). Altogether, one metric ton of raw material yields only 20%
as finished leather product and more than 60% as solid and liquid waste including the highly
carcinogenic heavy metal “chromium”.

About Footwear Industry in India, with the focus of Government on manufacturing

sector, the future potential of the footwear industry is promising, particularly for established
and organized brands. The on – going changes in lifestyle and purchase habits have
influenced the footwear industry as well.

A growing Indian fashion and lifestyle market and a rising trend in fitness & well – being
had greatly spurred footwear styling and growth, more so among the branded segment.
 8
Footwear Industry in India 2020
India is the second largest footwear manufacturer in the world with 9% of the annual
global production of 22 billion pairs.

Footwear Industry in India Presently about 90% of the footwear produced in India is
consumed by the domestic market and the rest is exported. India‟s consumption stands at
~2.1 billion pairs and is third largest globally after China and USA.

Rising disposable income is allowing individuals to move up the value chain, demanding
products for different use occasions, leading to emergence of new product segments in
footwear in aesthetics, performance and price. This in turn is fuelling growth in individual
categories, be it slippers, sandals or shoes, driving industry leaders to continually innovate
their offerings.

 Indian Footwear Industry Contribute 9% of the annual global production

 Import duty on footwear is 35 per cent in India

Footwear Industry in India Unlike most global markets, the Indian footwear market is
skewed towards men with the segment commanding nearly 60% share vis-à-vis a global
average of 40%. However, improved education and employment opportunities and the
resultant economic empowerment for women has substantially augmented demand of trendy
and stylish footwear among women of all age groups and likely will lead to
disproportionately higher growth in the women‟s footwear market.

 Indian footwear market is under penetrated with per capital consumption of only ~1.7
pairs per annul against a global average of 3 pairs.

 India‟s consumption stands at ~2.1 billion pairs and is third largest globally after
China and USA.

 Increased internet access and evolving digital technologies have created a whole new
marketing ecosystem. A new class of consumers has sprung up being more aware,
ambitious and willing to adopt the change early.

 The companies too, are quick to spot this emerging segment and have adapted their
strategies and earmarked significant investments to tap this market. A perfect
interface has been enabled with the emergence of online market places and support
infrastructure for logistics and billing.

 Additionally, this evolution has led to a spurt in demand from tier 2 cities, and below,
opening up newer markets for the footwear industry. Several leading global fashion
and lifestyle brands have started betting big on small cities of India.
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Import Duty on Footwear in India

Budget 2020: Government has hiked import duty on footwear from 25 per cent to 35 per
cent and on footwear component from 15 per cent to 20 per cent. This move, combined with
recent government announcements on promoting „Made-in India‟ footwear, is expected to
provide a boost to domestic manufacturers.

Opportunities and challenges of Footwear Industry

The Indian footwear market is under penetrated with per capital consumption of only ~1.7
pairs per annul against a global average of 3 pairs, while the developed countries average
around 6-7 pairs.

With rising disposable incomes and emergence of fashion conscious and aspiration
consumers, the Indian footwear market is well positioned to achieve double digit growth over
the next few years. Footwear, being a labour-intensive industry, also presents a unique
„social‟ opportunity with a potential to generate employment for over 20 lakh people over
next few years.

Abundant raw material and cost-efficient skilled labour, provide a distinct competitive
advantage to Indian footwear manufacturers over their international peers, enabling them to
tap the huge domestic market.

Given the right market access and incentives, the industry is well poised to even target
global markets and transform India into an export hub for footwear.

Risks and Concerns

Economic and political factors, both national and global, that are beyond control, and
factors force measure's may directly affect performance of the Company as well as the
footwear industry.

 Lack of Project management skills: As students do not have management skills

according to the corporate companies secretes huge cost to the organization.

 Poor Communication skills: Students from rural background have good subject
knowledge but unable to express in English which a major drawback for students.
Organizations must motivate the students to inculcate communication skills before
they complete their education.
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1.3 COMPANY PROFILE

A SUN FOOT CARE PRIVATE LIMITED industry is a footwear manufacturing and

marketing company, based in the Chennai district of Tamil Nadu state. We focus on
providing comprehensive, integrated business solutions and attaining maximum client
satisfaction, as we are a prominent service provider striving hard to cater to the variegated
requirements of the clients in the most efficient manner.

To ensure this, we have employed or association of a diligent team of well qualified and
experienced professionals who holds in-depth knowledge in issues related to Company Law,
Merger & Acquisitions, FEMA, Corporate Governance and many more secretarial and
advisory related aspects.

 Our services can be easily availed across the globe by individuals and corporate
houses at competitive rates.

 Our practice extends across diverse sectors of industry and services, moreover to
minimize the complexities of monetary transactions, we provide our clients with
numerous easy payment modes.

SUN FOOT CARE PRIVATE LIMITED accords great importance to each of its
clients with an importance of establishing and maintaining a strong, durable, mutually
beneficial and professionally ethical relationship

Design

Well experienced and innovation technical department

Execution team

Experienced & responsible project engineer at site

Factory

Well, equipped with hi tech machine tools

Locations

In heart of Chennai, Cochin, Puducherry, Bangalore

Head Office: No: 20/3, Manthoppu second street, Maduvankarai, Guindy, Chennai-600 032,
Tamil Nādu, India.
 11
Our mission:

Our mission is to provide our clients with a network of innovative secretarial & legal
solutions. Our entire organization endeavor to exceed the expectations of our clients in all
aspects of service, by

 Always adding maximum value to their business

 Always responding promptly to our clients‟ needs;

 Always managing our clients‟ matters in an efficient, caring and proactive manner;

 Always communicating regularly and clearly with our clients;

 Always looking to achieve the end result desired by our clients;

Our vision:

We will make use of cutting edge legal and business technologies and methodologies, to
assure that we will continue to deliver the highest quality of professional services to our
clients AND we will always strive to incorporate new practice areas and opportunities so that
we can continue to adapt to the growing and ever-changing needs of our clients.

Values:

Customer Delight:

A commitment to surpassing our customer expectations.

Leadership by Example:

A commitment to set standards in our business and transactions and be an exemplar for
the industry and our own teams.

Integrity and Transparency:

A commitment to be ethical, sincere and open in our dealings.

Fairness:

A commitment to be objective and transaction-oriented. Thereby earning trust and

respect.

Pursuit of Excellence:

A commitment to strive relentlessly to constantly improve ourselves, our teams, our

services and products so alto become the best.
 12
1.4 NEED FOR THE STUDY

Stress management in the organization is a useful skill that many don‟t take advantage
of. Many of us and leaders alike get caught up in day to day tasks. To many job
responsibilities might keep you busy. The result is that stress management is often
overlooked or ignored as a solution to business problems. Whatever reason you have for not
using stress management techniques is a big mistake.

Stress in life today is widespread and has no boundaries. We all deal with stress daily, at
work and at home. Stress comes in all forms and can affect emotions and physical abilities.

In the workplace, stress can cause all kinds of business issues and concerns. These issues
and concerns left unaddressed will ultimately hurt morale and profits.
 13
1.5 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To analyse stress level of employees in SUN FOOT CARE PRIVATE LIMITED.

SECONDARY OBJECTIVES:

 To identify the existence of work stress in the organization.

 To study the factors causing stress among the employees.
 To identify whether any stress management techniques are implemented in the
company.
 14
1.5 SCOPE OF THE STUDY

This study about work stress management is restricted within the employees of the SUN
FOOT CARE PRIVATE LIMITED. This study identifies the factors which are
contributing for stress (if any). This study also provides the various techniques adopted by the
organization for the managing the work Stress of the employee. This study reveals the morale
of the employees.
 15
1.7 LITERATURE REVIEW

Management is often designed as art of getting right thing doing thought others stress can
be manifest itself, in both positive and negative ways. Stress is said to be positive when the
situation absence, then offer an opportunity for one to gain something, stress is often viewed
as a motivator since, In the individual lacks that „edge‟ necessary for peak performance.
DEFINITION OF STRESS:

1. “Stress is the non-specific response of the body to any demand made upon it”
-Dr. Hans selye
2. “Stress is an emergency is reaction”
-Dr. Walter B Cannon
3. “Stress is a word borrowed from the vocabulary of physic and engineering, meaning a
force of sufficient which when applied to system, will either deform or distort the
system.
-Dr. Aron T. Beck

Abdul Jaleel Kuzhiyengal Mambra (2021) - Banks are among the highest ten most
stressful workplaces in India. Despite of feeling relaxed with the arrival of recent technology
and innovations within the banking sector, employees are feeling overloaded with work and
stressed. With the in technology, banks advancement got to make rapid changes. It‟s become
hard for workers to affect these changes. This may cause arising of stress among employees.
The work nature of banking employees is extremely tedious because it involves the direct
customer interaction altogether levels. Consistent with research, an enormous percentage of
bankers are stressed as a result of their jobs, and therefore the causes of this stress include
long working hours, an ineffective reward system, a scarcity of professional autonomy,
corporate culture, role conflict, and so on. An effort has been made to review the causes and
effects of stress amongst bank employees. There have also been suggestions about the way to
affect stress.

Siddharth Nayan Sharma et al. (2020) in their article titled “Job stress and its impact on
the performance of bank employees: A study on selected banks in Kamrup Metro district.”
find out if there is a difference in gender in terms of job stress and performance. The study
will provide a reference which can show the management of depository financial institution
of India (SBI), Punjab commercial bank (PNB), United Bank of India (UBI), Oriental Bank
of Commerce, Bank of India (BOI)the impact of gender differences on job stress and
performance, and as a result, they will use various ways to reduce workplace stress among
their personnel impact of stress on their work performance provide suggestions.
 16
Anushka Sharma, Dr. Roshita Jain (2018) The study will be able to give a screenshot
of the various factors responsible for the creation of stress and the techniques used to
minimize the stress. Employees are very likely to experience some or many stressors which
may test their ability to cope with adapting to a new environment, balancing a heavy work
load, making new friends, becoming more independent, and dealing with other issues.
Looking from a closer perspective, the college students encounters a number of challenges in
his day to day life, therefore the whole idea of an existing and vibrant workplace is unveiled
by these challenges which in turn contribute to stress and if not dealt with can only escalate
and hamper their academic performance, emotional and social well-being.

Fazlul Karim(2017) conducted a study titled ” Work Stress among Employees of State
Bank of India: A Study of Karimganj District, Assam.” The main objectives of the study are,
to analyse the factors causing work stress among employees working at State Bank of India
in Karimganj district, Assam and to study the level of work stress among the employees of
State Bank of India in Karimganj district, Assam. For achieving thsee objectives the
researcher has been used a well-structured questionnaire developed by Srivastava, A.K., and
Singh, A.P. (1981) which covers twelve (12) dimensions consisting of forty-six (46)
statements for the purpose of collecting data from the sample employees of SBI in Karimganj
district of Assam. The sample has been drawn from SBIemployees working in 9 branches in
Karimganj district.

Minhajul Islam Ukil and Muhammad Shariat Ullah (2016) have stated in the study on
“Effect of occupational stress on personal and professional life of bank employees in
Bangladesh: Do coping strategies matter." The aim of the study was investigating the impact
of occupational stress on life satisfaction and work-life balance alongside job performance
and job satisfaction of bank employees working in private commercial banks (PCBs) in
Bangladesh.

Anas Khan (2015), in his study “Job Stress among Managers in Public & Private Sector
Banks: A Case Study of SBI and ICICI Bank.” he investigates the job stress among managers
in banking sector in India. A sample of 100 managers from State Bank of India and ICICI has
been selected for the study. Data are collected through questionnaires designed on a five-
point Likert scale. Mean, variance and independent sample t-test are wont to measure the
difference in job stress on the variables role overload, role ambiguity, powerlessness, political
pressures and status.
 17
Kavitha (2013) in her research titled ―Role of stress among women employees forming
majority workforce at IT sector in Chennai and Coimbatore, she has focuses on the
organizational role stress for the employees in the IT sector. She found in her research that,
women face more stress than men in the organization and she viewed to be more specific
married women faces more stress than the unmarried women.

P.S. Swaminathan, Rajkumar S. (2013) in their work on ―Stress levels in

Organizations and their Impact on Employees‟ Behaviour. They have conducted a study that
focused on the levels of stress among the age group, profession, different varieties of jobs,
hours of work and the influence of work environment on the degree of stress faced by
employees.

Stress in an employees‟ individual in nature. This study indicates that, an optimum level
in which every individual can perform with his full capacity and identified three conditions
responsible for work stress they are 1) Role overload 2) Role self-distance 3) Role stagnation.

A. Y. Tatheer (2013) - Majority of the bankers of Pakistan claims that they are highly
stressed because of their jobs that not only affect their performance in banks but also equally
affect their health and personal life. They also declare that the organizational politics and
bureaucracy are the main reasons of stress in their banks

Charu M. (2013) - He in his study stated that higher stress is directly proportional to
quality of work life for IT professionals. He outlined few factors namely fair pay structure,
steady role demands, supervisory support, congenial job environment, capability fit of the
job, role autonomy and stress that directly affect the quality of work life. The main reason of
stress amongst the associates of IT industry is the rapid change in technology

Satija S. & Khan W. (2013)- According to him Occupational Stress is as same as Job
Stress that need to be controlled at the workplace otherwise it will affect negatively
employee‟s work attitudes and behavior. He conducted a study to investigate the relationship
between Emotional Intelligence and Occupational Stress. The findings of his study revealed
that Emotional Intelligence as a significant predictor of Occupational Stress

Karthik R. (2013) - Employee‟s performance at work is influenced by stress that can be

either positive or negative. The employee‟s performs better if they face low to moderate
amount of stress. Hence, it aims at reducing the level of stress rather than eliminating stress
completely.

Sinha V., Subramanian K.S. (2012) - The study highlights that various levels of
organization experience different kind of organizational role stress. It also states that stress is
influenced by various factors like shortage of resources, inadequacy within a person, and
overload with a role, stagnation of a role and isolation and expectation of a role
 18
Sharma S., Sharma J. & Devi A. (2012) - The level of stress within a role varies
because of individual differences in mindset, age, gender, and their performance in job.
However, various factors that influence stress are age where the younger employees are more
stressed as compared to other employees, level of qualification, pay, and authorities of
control, awards, and word of praise, improved designations and working couples. The study
recommended a reinforcement approach that should be positive in nature so as to reduce the
degree of stress at the workplace.

Khalid A. (2012) - There is a direct relationship between stress and job performance in
any organization. To improve the performance of an individual in an organization an
employee should receive good support from their leaders. Hence, a supportive leader can
improve the performance of an employee even at unfavourable situations.

Gladies J. J. & Kennedy V. (2011) - The author revealed a significant correlation

between Organizational Climate and Job Stress among the women working in IT companies
of India. According to him, learning how to manage stress is a very crucial issue that should
be developed in IT companies so that they can reduce or eliminate the causes of stress and
poor working environment.

Urska Treven, Sonja Treven & Simona Sarotar Zizek (2011) - Organizations, where
the workers are said to be stressed are more likely to be unsuccessful in the competitive
market. Various approaches of managing stress, good work organization and good
management are the effective ways of preventing stress. He categorized stress broadly into
three main types; they are a) Transient Stress b) Post Traumatic Stress Disorders (PTSD) c)
Chronic Stress.

Kodavatiganti K & Bulusu V. (2011) - The aim of the article is to have a clear
understanding of the phenomenon that causes stress among the academicians. According to
the article women educators face comparatively higher level of stress than men counterparts.
The stress amongst the academicians are caused because of lengthy working hours,
inadequate resources and long working hours, classrooms that are over filled.

Rosasa J. H. A, Blevinsb R. C. , Gaoc H. ,Tengb W. Y. & White J. (2011) – It reveals

the levels of stress that differ by occupational position, and not by age and gender. The
analysis shows that female had higher stress rates than males. The main problems faced by
students due to stress are sleeping problems, depression and irritability.

Srivastav A.K. (2010) – The articles focus on the nature of role that causes stress. It says
role performance encountered the problems of stress so they should be tried to reduce or
eliminated. The nature of role stress was found to be heterogeneous which cannot be dealt
with one uniform solution or intervention as a whole.
 19
Bhatti N. ,Shar H. A., Shaikh F. M. & Nazar M. S.(2010)- He has classified stressors
broadly into two main types-a) Extra-Organizational and b) Intra-Organizational Stressors.
According to his study he predicted that the major causes of stress are firstly workload that
causes 25% of stress, secondly timings that results 16% of stress, thirdly climate that causes
11% of stress.

Pratibha G. (2010) – The impact of distress level on the quality of life is negative that
may result to serious burnout problems in private banks. The distress level in the banks can
only be reduced by various stress management programmes or interventions that would also
improve the quality of work life.

Singh A. P. & Singh S. (2009) –His study emphasizes on the phenomenon of Job
Satisfaction in the organizations. According to him, Job Satisfaction is directly related to
Stress and Work culture that an Organization provides. He identified three sectors in which
stress originate and classified stress into two main types i.e. eustress and Distress.

Amir Shani and Abraham Pizam (2009) -Work-Related Depression among Hotel
Employees has conducted a study on the depression of work among hotel employees in
Central Florida. They have found that, incidence of depression among workers in the
hospitality industry by evaluating the relationship between the occupational stress and work
characteristics.

Kayoko Urakawa and Kazuhito Yokoyam (2009) in their work on ―Sense of

Coherence (SOC) may Reduce the Effects of Occupational Stress on Mental Health Status
among Japanese Factory Workers has found the result i.e. adverse effects on mental health
due to the job demand and job stress was positively associated with SOC, the mental health
status of males in managerial work was adversely negative, where as it was positive among
the female co-workers. Finally they found that, SOC is an important factor determining the
coping ability over the job stress for both the genders.
 20
1.8 RESEARCH METHODOLOGY

Meaning of Research Systematic investigative process employed to increase or revise

current knowledge by discovering new facts. It is divided into two general categories: Basic
research is inquiry aimed at increasing scientific knowledge, and applied research is effort
aimed at using basic research for solving problems or developing new processes, products, or
techniques. Research refers to a search for knowledge. It can also be given as a scientific and
systematic search for pertinent information on a specific topic. In fact, research is an art of
scientific investigation.
Research Method:

Research method is those techniques that are used for condition of research.
Research Methodology:

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In this study the
various steps that are generally adopted by a researcher in studying the research problem
along with the logic behind them.
Research Design:

Research Design is defined as 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”
Types of research design:

 Exploratory Research Design:

This design is followed to discover ideas and insights to generate possible
explanations. It helps in exploring the problem or situation. It is, particularly,
emphasized to break a broad vague problem statement into smaller pieces or sub-
problem statements that help forming specific hypothesis.
 Descriptive Research Design:
Descriptive research design is typically concerned with describing problem and its
solution. It is more specific and purposive study. Before rigorous attempts are made
for descriptive study, the well-defined problem must be on hand. Descriptive study
rests on one or more hypotheses. The research design followed for this study is
descriptive type of research.
 21
 Causal or Experimental Research Design:
Causal research design deals with determining cause and effect relationship. It is
typically in form of experiment. In causal research design, attempt is made to measure
impact of manipulation on independent variables (like price, products, advertising and
selling efforts or marketing strategies in general) on dependent variables (like sales
volume, profits, and brand image and brand loyalty). It has more practical value in
resolving marketing problems. We can set and test hypotheses by conducting
experiments.

Area of the study:

To know the job satisfaction of the employees SUN FOOT CARE PRIVATE
LIMITED, Chennai.
Sample size:

The sample sizes of 200 respondents were selected for the study
Sampling:

Sampling is the process of selecting units (e.g., people, organizations) from a population
of interest so that by studying the sample we may fairly generalize our results back to the
population from which they were chosen.
Types of sampling techniques:

• Probability sampling.
• Non-probability sampling.

Probability sampling methods:

Probability sampling means that every member of the population has a chance of being
selected. If you want to produce results that are representative of the whole population, you
need to use a probability sampling technique.
1. Simple random sampling:
In a simple random sample, every member of the population has an equal chance of
being selected. Sampling frame should include the whole population.
2. Systematic sampling:
Systematic sampling is similar to simple random sampling, but it is usually slightly
easier to conduct. Every member of the population is listed with a number, but instead
of randomly generating numbers, individuals are chosen at regular intervals.
 22
3. Stratified sampling:
This sampling method is appropriate when the population has mixed characteristics,
and to ensure that every characteristic is proportionally represented in the sample. The
respondents were selected by stratified random sampling.
4. Cluster sampling:
Cluster sampling also involves dividing the population into subgroups, but each
subgroup should have similar characteristics to the whole sample. Instead of sampling
individuals from each subgroup, randomly select entire subgroups.

Non-probability sampling methods:

In a non-probability sample, individuals are selected based on non-random criteria, and

not every individual has a chance of being included. This type of sample is easier and cheaper
to access, but can‟t use it to make valid statistical inferences about the whole population.
1. Convenience sampling:
A convenience sample simply includes the individuals who happen to be most
accessible to the researcher. This is an easy and inexpensive way to gather initial data,
but there is no way to tell if the sample is representative of the population, so it can‟t
produce general sable results.
2. Voluntary response sampling:
A voluntary response sample is mainly based on ease of access. Instead of the
researcher choosing participants and directly contacting them, people volunteer
themselves (e.g., by responding to a public online survey). Voluntary response
samples are always at least somewhat biased, as some people will inherently be more
likely to volunteer than others.
3. Purposive sampling:
This type of sampling involves the researcher using their judgment to select a sample
that is most useful to the purposes of the research. It is often used in qualitative
research, where the researcher wants to gain detailed knowledge about a specific
phenomenon rather than make statistical inferences. An effective purposive sample
must have clear criteria and rationale for inclusion.
4. Snowball sampling:
If the population is hard to access, snowball sampling can be used to recruit
participants via other participants. The number of people you have access to
“snowballs” as you get in contact with more people.
 23
Sample size:

The researcher distributed questionnaires to 200 respondents who were taken as sample for this
study and the respondents were selected by stratified random sampling.

Hypotheses:

It is a statement about the population parameter. In other words, a hypothesis is a

conclusion which is tentatively drawn on logical basis.
 H0: There is no significant difference between two attributes.
 H1: There is a significant difference between two attributes.

Types of Hypotheses:

1. Null Hypotheses:
Null hypothesis refers to the hypothesis that helps to compare one method with
another method about its superiority and if we proceed on the assumptions that both
methods are equally good, then this assumption is termed as the null hypothesis. The
null hypothesis is generally symbolized as H0.
2. Alternate Hypotheses:
Alternate hypothesis refers to the hypothesis that helps to compare one method with
another method. In this hypothesis, if one method is superior or inferior to the other
method then it is called as alternate hypothesis. The alternate hypothesis is generally
symbolized as H1
STATISTICAL TOOLS:

SPSS (STATISTICAL PACKAGE FOR SOCIAL SCIENCE):

Statistical package for social sciences (SPSS) is mean for statistical analysis of data. It
has got tools to obtain accurate result. SPSS is a computer program used for survey authoring
and deployment, data mining, text analytics, statistical analysis, and collaboration &
deployment.
The following statistical tools were used in this study:

• Simple Percentage
• Chi- square
• Correlation
• ANOVA
• Weighted Average
 24
Percentage analysis:

In case Percentage refers to a special kind of ratio. Percentage is used in making

comparison between two or more series of data. In this study, the number of people who
responded in a particular manner is interpreted in the form of percentages.
Percentage = (No of respondents/Total no of respondents) *100

Chi-square Test:

The chi – square test is also known as non-parametric test or distribution free test is used
when it is impossible to make any assumptions about population or when the researcher is
unable to estimate the population‟s parameters. The main advantage of using non parametric
test is that, the researcher can analyse qualitative data. In case of cross tabulation featuring
two variables, a test of significance called Chi-square test is used to determine whether the
two variables are associated with each other or not. It helps in finding the association between
two or more attributes.
The formula for chi-square is as follows:

Where, O = Observed frequencies

E = Expected frequencies

The calculated value of X 2 is compared with the table value, for given degree of freedom
at a specified level of significance (5% and 10%). If the calculated value of X 2 is more than
the table value, then difference between the variables is considered to be significant or
otherwise insignificant.
 25
Correlation:

Correlation is an analysis of the co-relation between two or more variables. Correlation is

a statistical measure that indicates the extent to which two or more variables fluctuate
together. A positive correlation indicates the extent to which those variables increase or
decrease in parallel; a negative correlation indicates the extent to which one variable increase
as the other decreases. The correlation values can range from -1.0 to 1.0, where -1.0
represents negative correlation and +1.0 represents positive relationship. It considers the
relative movements in the variables and then defines if there is any relationship between
them.
The formula for correlation is as follows:

Where,

x = (X–X);

y = (Y–Y);

σx = Standard deviation of series

X σy = Standard deviation of series Y

N = Number of pairs of observations

r = the correlation coefficient.

 26
ANOVA:

Analysis of Variance (ANOVA), ONE-WAY AND TWO-WAY Analysis of variance

(ANOVA) has been carried out to compare more than two means at a time. One-way analysis
of variance involves only one categorical variable or a single factor, whereas in two-way
analysis of variance, two factors on the dependent variable are studied. The process of
analysis is given hereunder:
One-Factor ANOVA (F-statistics):

Sources of Degrees of Sum of Squares Mean Square F-statistic

Variation Freedom (df) (Variance)

Among (Factors) c–1 SSA MSA = SSA/ (c - MSA/MSW

1)

Within (Error) n–c SSW MSW= SSW/ (n-

c)

Total n–1 SST = SSA +

SSW

Where,

n = total number of observations in all groups; c = the number of groups.

c – 1 = df1

n – 1 = df2

F = MSA / MSW

MSA is the mean squares among or between variances.

MSW is the mean squares within or error variance.

 27
Weighted average:

Weighted average has been used to study the borrowers perception and views expressed in
terms of ranks of preferences for different attributes relating to loan services provided by
commercial banks in northern region according to their degree of importance. Five-point
Likert Scale has been selected to measure the extent of agreement and level of satisfaction.
The range of scale is 1 to 5. The weighted average score has been calculated by assigning
weights like 5 to highly satisfied, 4 to satisfied, 3 for neither satisfied nor dissatisfied, 2 to
dissatisfied and 1 to highly dissatisfied. On the basis of frequency of ratings for each
attribute, average weighted scores have been calculated with the help of following formula:

W=(  wfw ) ÷ (  wfw )

W = Weighted average score,

w = Weights given to the attribute,

f = Number of respondents who attached weights to the attribute.

 28
1.9 LIMITATIONS OF THE STUDY

 The Researcher has to spend more time to explain about the study.
 There may be chances of bias which will affect the accuracy.
 This study has been conducted among operative level employees working in the
organization.
 Only the laborers of SUN FOOT CARE PRIVATE LIMITED were taken as
sample. So it cannot be generalized.
 CHAPTER-2

DATA ANALYSIS

AND

INTERPRETATION
 29
2.1 DATA ANALYSIS AND INTERPRETATION

Table no: 2.1 Table showing Age of the respondents.

S.NO Age in years No. of Respondents Percentage of the

Respondents
1 Under 25 30 15%
2 25-34 100 50%
3 35-44 50 25%
4 Above 45 20 10%
Total 200 100%

Interpretation:

From the above table, it is observed that 50% of the respondents are in the age group
of 25-34 years, 25% of the respondents are in the age group of 35-44 years, 15% of the
respondents are in the age group of less than 25 years, 10% of the respondents are in the age
group of above 45 years.

Chart no: 2.1(a) Chart showing Age of the respondents.

60%

50%

40%
Percentage

30%

20%

10%

0%
Under 25 25-34 35-44 Above 45
Age in year
 30
Table no: 2.2 Table showing Gender of the respondents.

S.no Gender No. of Respondents Percentage of the Respondents

1 Male 150 75%
2 Female 50 25%
Total 200 100%

Interpretation:

From the above table, it is observed that 75% of the respondents are male and 25% of the
respondents are female.

Chart no: 2.2(a) Chart showing Gender of the respondents.

80
70
60
Percentage

50
40
30
20
10
0
Male Female
Gender
 31
Table no: 2.3 Table showing Qualification of the respondents.

S.no Qualification No. of Respondents Percentage of the

Respondents
1 SSCL 26 13%
2 HSC 34 17%
3 UG 84 42%
4 PG 56 28%
Total 200 100%

Interpretation:

From above the table it is inferred that more than one third (42%) of respondents belongs
to UG and less than one third (28%) of the respondents belongs to PG and a considerably few
(17%) of the respondents belongs to HSC and remaining (13%) of the respondents belongs to
SSCL.

Chart no: 2.3(a) Chart showing Qualification of the respondents.

45
40
35
30
Percentage

25
20
15
10
5
0
SSCL HSC UG PG
Qualification
 32
Table no: 2.4 Table showing Experience of the respondents.

S.no Experience No. of Respondents Percentage of the

Respondents
1 Below 2 years 36 18%
2 2-3 years 28 14%
3 3-4 years 36 18%
4 More than 4 years 100 50%
Total 200 100%

Interpretation:

From the above table it is observed that 50% of the respondents are having more than
4 years of experience, 18% of the respondents are having below 2 years of experience, 18%
of the respondents are having 3-4 years of experience, 14% of the respondents are having 2-3
years of experience.

Chart no: 2.4(a) Chart showing Experience of the respondents.

60

50

40
Percentage

30

20

10

0
Below 2 years 2-3 years 3-4 years More than 4 years
Experience
 33
Table no: 2.5 Table showing Income of the respondents.

S.no Age in years No. of Respondents Percentage of the

Respondents
1 Below 10000 10 5%
2 10001 – 20000 84 42%
3 20001 – 30000 68 34%
4 Above 30001 38 19%
Total 200 100%

Interpretation:

From the above table it is inferred that less than half (42%) of respondents earn 10001 to
20000 per month and less than one third (34%) of the respondents earn 20001 to 30000 per
month and a considerably few (19%) of the respondents earn above 30001per month and
remaining (5%) of the respondents earn below 10000 per month.

Chart no: 2.5(a) Chart showing Income of the respondents.

45
40
35
30
Percentage

25
20
15
10
5
0
Below 10000 10001 - 20000 20001 - 30000 Above 30001
Income
 34
Table no: 2.6 Table showing opinion about the stress is related to demand.

S.no Opinion No. of Percentage of the

Respondents Respondents

1 Dealing with customers /colleagues 34 17%

2 Administration 14 7%
3 Need to hit targets/deadlines 88 44%

4 Long working hours 64 32%

Total 200 100%

Interpretation:

From the above table it is inferred that more than half (44%) of respondents is need to
hit target and deadlines and lone third (32%) of the respondents is long working hours and a
considerably few (17%) of the respondents is Dealing with customers and colleagues and
remaining (7%) of the respondents earn below 10000 per month.

Chart no: 2.6(a) Chart showing opinion about the stress is related to demand.

50
45
40
35
Percentage

30
25
20
15
10
5
0
Dealing with Administration Need to hit Long working hours
Customers/ Colleagues targets/deadlines
Opinion
 35
Table no: 2.7 Table showing opinion on the employees to relate the stress in the
organization.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Work Environment 96 48%
2 Supervision 24 12%
3 Work group 64 32%
4 Social Injustice 16 8%
Total 200 100%

Interpretation:

It is analyzed from the above table that half (48%) of respondents of stress is related to
the work environment and one third (32%) of the respondents have opinion of work group
and a considerably few (12%) of the respondents have opinion of Supervision and remaining
(8%) of the respondents are social injustice.

Chart no: 2.7(a) Chart showing opinion on the employees to relate the stress in the
organization.

60

50

40
Percentage

30

20

10

0
Work Environment Supervision Workgroup Social Injustice
Opinion
 36
Table no: 2.8 Table showing opinion about the stress is related to support.

S.no Opinion No. of Percentage of the

Respondents Respondents
1 Work not valued 12 6%
2 Lack of management support 54 27%
3 Over competitive /confrontational 26 13%
institutional culture
4 Incentive policy 108 54%
Total 200 100%

Interpretation:

It is analyzed from the above table that half (54%) of respondents are incentive policy
and one third (27%) of the respondents are lack of management support and a considerably
few (13%) of the respondents are Over competitive /confrontational institutional culture and
remaining (6%) of the respondents are social work not valued.

Chart no: 2.8(a) Chart showing opinion about the stress is related to support.

60

50

40
Percentage

30

20

10

0
Work not valued Lack of management Over competitive/ Incentive Policy
support confrontational
institutional culture
opinion
 37
Table no: 2.9 Table showing opinion about the employees feels while working in the
organization.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Satisfied 26 13%
2 Unable to concentrate 96 48%
3 Frustrated 36 18%
4 Depressed 42 21%
Total 200 100%

Interpretation:

It is analyzed from the above table that half (48%) of respondents are unable to
concentrate and considerably few (21%) of the respondents are Depressed and remaining
(18%) && (13%) of the respondents are frustrated and satisfied.

Chart no: 2.9(a) Chart showing opinion about the employees feels while working in the
organization.

60

50

40
Percentage

30

20

10

0
Satisfied Unable to concentrate Frustrated Depressed
Opinion
 38
Table no: 2.10 Table showing opinion about the leave due to work related stress.

S.no Opinion No. of Respondents Percentage of the Respondents

1 Always 50 25%
2 Mostly 56 28%
3 Sometimes 80 40%
4 Rarely 10 5%
5 Never 4 2%
Total 200 100%

Interpretation:

It is analyzed from the above table that less than half (40%) of respondents are the
opinion of sometimes and one third (28%) && (25%) of the respondents are the opinion of
mostly and always and remaining (5%) && (2%) of the respondents are the opinion of rarely
and never.

Chart no: 2.10(a) Chart showing opinion about the leave due to work related stress.
45
40
35
30
Percentage

25
20
15
10
5
0
Always Mostly Sometimes Rarely Never
Opinion
 39
Table no: 2.11 Table showing opinion about the average no of working hours per week
among the employees.

S.no Opinion No. of Respondents Percentage of the Respondents

1 40 – 45 hours 14 7%
2 45 – 50 hours 66 33%
3 50 – 60 hours 116 58%
4 Above 60 hours 4 2%
Total 200 100%

Interpretation:

It is analyzed from the above table that half (58%) of respondents have 50 – 60 hours
per week and one third (33%) of the respondents have 45 – 50 hours and a considerably few
(7%) && (2%) of the respondents have 40 – 45 hours and above 60 hours per week.

Chart no: 2.11(a) Chart showing opinion about the average no of working hours per
week among the employees.
70

60

50
Percentage

40

30

20

10

0
40 – 45 hours 45 – 50 hours 50 – 60 hours Above 60 hours
Opinion
 40
Table no: 2.12 Table showing opinion on people in the organization has taken work to
home

S.no Opinion No. of Respondents Percentage of the Respondents

1 Always 80 40%
2 Mostly 60 30%
3 Sometimes 40 20%
4 Rarely 14 7%
5 Never 6 3%
Total 200 100%

Interpretation:

It is analyzed from the above table that less than half (40%) of respondents are always
taken work to home and less than one third (30%) of the respondents are mostly taken work
to home considerably few (20%) of the respondents have opinion on sometimes and
remaining (7%) && (3%) of the respondents are rarely and never.

Chart no: 2.12(a) Chart showing opinion on people in the organization has taken work
to home
45
40
35
30
Percentage

25
20
15
10
5
0
Always Mostly Sometimes Rarely Never
Opinion
 41
Table no: 2.13 Table showing opinion about the personal life problem has got impact in
the work.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Mild 36 18
2 Moderate 18 9
3 Severe 46 23
4 Extent 100 50
Total 200 100%

Interpretation:

It is analyzed from the above table that half (50%) of respondents have Extent impact in
the work due to personal life problem and one third (23%) of the respondents have severe
impact and a considerably few (18%) of the respondents have mild impact and remaining
(9%) of the respondents are moderate impact.

Chart no: 2.13(a) Chart showing opinion about the personal life problem has got impact
in the work.

60

50

40
Percentage

30

20

10

0
Mild Moderate Severe Extent
Opinion
 42

Table no: 2.14 Table showing respondents of the cost of living with the present pay.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Highly Satisfied 24 12%
2 Satisfied 38 19%
3 Neutral 40 20%
4 Dissatisfied 28 14%
5 Strongly Dissatisfied 70 35%
Total 200 100%

Interpretation:

From the above table, it is observed that 35% of the respondents are highly dissatisfied
with the present pay, 20% of the respondents are neutral with the present pay, 19% of the
respondents are satisfied with the present pay, 14% of the respondents are dissatisfied with
the present pay, 12% of the respondents are highly satisfied the present pay

Chart no: 2.14(a) Chart showing respondents of the cost of living with the present pay.

40
35
30
Percentage

25
20
15
10
5
0
Highly Satisfied Satisfied Neutral Dissatisfied Strongly
Dissatisfied
Opinion
 43

Table no: 2.15 Table showing employees stressed out at work of the respondents.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Always 55 28%
2 Mostly 60 43%
3 Sometimes 20 19%
4 Rarely 40 7%
5 Never 25 3%
Total 200 100%

Interpretation:

It is analyzed from the above table that half (43%) of respondents are mostly stressed
out and one third (28%) of the respondents are always stressed out and a considerably few
(19%) of the respondents have are satisfied and remaining (7%) && (3%) of the respondents
are rarely and never felt stressed out.

Chart no: 2.15(a) Chart showing employees stressed out at work of the respondents.

50
45
40
35
Percentage

30
25
20
15
10
5
0
Always Mostly Sometimes Rarely Never
Opinion
 44
Table no: 2.16 Table showing respondents of the work load given to the employees
during last three years

S.no Opinion No. of Percentage of the

Respondents Respondents
1 Workload has decreased 6 3%

2 Remained the same 30 15%

3 Workload increased moderate 64 32%

4 Workload increased very high 100 50%

Total 200 100%

Interpretation:

It is analyzed from the above table that than half (50%) of respondents are workload has
increased very high and one third (32%) of the respondents are workload has increased
moderate and a considerably few (15%) of the respondents are remained the same and
remaining (3%) of the respondents are workload has decreased.

Chart no: 2.16(a) Chart showing respondents of the work load given to the employees
during last three years
60

50

40
Percentage

30

20

10

0
Workload has Remained the same Workload increased Workload increased
decreased moderate very high
Opinion
 45
Table no: 2.17 Table showing opinion about the employees handles their stress
situation.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Optimistically 80 40%
2 With the help of others 92 46%
3 Depends upon level 28 14%
Total 200 100%

Interpretation:

It is analyzed from the above table that half (46%) of respondents are handle their
stress with the help of others and less than one third (40%) of the respondents are
optimistically handle their stress and a considerably few (14%) of the respondents are handle
their stress depends upon level.

Chart no: 2.17(a) Chart showing opinion about the employees handles their stress
situation.
50
45
40
35
Percentage

30
25
20
15
10
5
0
Optimistically With the help of others Depends upon level
Opinion
 46
Table no: 2.18 Table showing opinion about the level of management is effective in
handling employees stress situation.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Always 0 0%

2 Mostly 10 5%

3 Sometimes 40 20%

4 Rarely 120 60%

5 Never 30 15%

Total 200 100%

Interpretation:

It is analyzed from the above table that less than one fourth (60%) of respondents are
feels that management is rarely handling employees stress and less than one third (20%) of
the respondents are feels that management is sometimes handling employees stress and a
considerably few (15%) and (5%) of the respondents are feels that management is never and
mostly handling employees stress. And 0% of the respondent‟s feels managements are always
effective in handling employees stress situation.

Chart no: 2.18(a) Chart showing opinion about the level of management is effective in
handling employees stress situation.
70%
60%
50%
Percentage

40%
30%
20%
10%
0%
Always Mostly Sometimes Rarely Never
Opinion
 47
Table no: 2.19 Table showing opinion about the work culture is supportive in
organization.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Always 24 12%
2 Mostly 80 40%
3 Sometimes 60 30%
4 Rarely 20 10%
5 Never 16 8%
Total 200 100%

Interpretation:

From the above table, it is observed that 40% of the respondents are feels that work
culture is mostly supportive, 30% of the respondents are feels that work culture is sometimes
supportive, 12% of the respondents are feels that work culture is always supportive, 10% of
the respondents are feels that work culture is rarely supportive, 8% of the respondents are
feels that work culture is never supportive.

Chart no: 2.19(a) Chart showing opinion about the work culture is supportive in
organization.

45%
40%
35%
30%
Percentage

25%
20%
15%
10%
5%
0%
Always Mostly Sometimes Rarely Never
Opinion
 48
Table no: 2.20 Table showing respondents of reporting/sharing person if employees
have any problem in work environment.

S.no Opinion No. of Respondents Percentage of the

Respondents
1 Superior 86 43%

2 Colleagues 26 13%

3 Function Head 32 16%

4 Head of HR Department 56 28%

Total 200 100%

Interpretation:

It is analyzed from the above table that less than half (43%) of respondents are report to
Superior and less than one third (28%) of the respondents are report to Head of HR
Department and a considerably few (16%) and (13%) of the respondents are share with
Colleagues and Function Head.

Chart no: 2.20(a) Chart showing respondents of reporting / sharing person if employees
has any problem in work environment.
50
45
40
35
Percentage

30
25
20
15
10
5
0
Superior Colleagues Function Head Head of HR
Department
Opinion
 49

CHI-SQUARE TEST

Null Hypothesis H0: There is no significant difference between gender of the

respondents and the personal life problem has got impact in the work of
respondents.

Alternate Hypothesis H1: There is a significant difference between gender of the

respondents and the personal life problem has got impact in the work of
respondents.

2.21 Table showing gender of the respondents and the personal life problem has
got impact in the work of respondents.

Gender of the respondents

Observed N Expected N Residual

Male 150 100.0 50.0
Female 50 100.0 -50.0
200
Total

The personal life problem has got impact in the work.

Observed N Expected N Residual

Mild 36 50.0 -14.0
Moderate 18 50.0 -32.0
Severe 46 50.0 -4.0
Extent 100 50.0 50.0
Total 200
 50
Test Statistics

Gender of the respondents The personal life problem has got impact
in the work of respondents.
a
Chi-Square 50.000 74.720b
Df 1 3
Asymp. Sig. .000 .000
A. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected
cell frequency is100.0.
B. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected
cell frequency is50.0.
Inference:
Here the significance occurs at .000 and it is less than .05. Hence H0 is
accepted.

Result:
There is no significant difference between gender of the respondents and the personal
life problem has got impact in the work of respondents.
 51
CORRELATION
Null Hypothesis H0: There is no significant difference between age of the
respondents and cost of living with the present pays.

Alternate Hypothesis H1: There is a significant difference between age of the

respondents and cost of living with the present pay.

2.22 Table showing the opinion about age of the respondents and cost of
living with the present pay

Correlations
Age of the Cost of living
respondents with the present
pay
Pearson Correlation 1 .877**

Age of the respondents

Sig. (2-tailed) .000
N 200 200
**
Cost of living with Pearson Correlation .877 1
the present pay
Sig. (2-tailed) .000

N 200 200
**. Correlation is significant at the 0.01 level (2-tailed).

Inference:
Here the significance occurs at .000 and it is less than 0.01. Hence H0 is
accepted.

Result:

There is no significant difference between age of the respondents and cost of

living with the present pay
 52
WEIGHTED AVERAGE METHOD
2.23 Table showing respondents opinion about the work culture is supportive
in your organization

No. Of Weight (x) Total score Mean

respondents (f)
S.no Opinion (fw) Score

1 Always 24 5 120
2 Mostly 80 4 320 3.38
3 Sometimes 60 3 180
4 Rarely 20 2 40
5 Never 16 1 16
Total 200 15 676

Mean Score = Total score / No. of respondents

= 676/200

Mean score = 3.38.

Result:

From the above table, it is inferred that most of the respondents are feels that work
culture mostly supportive in the organization
 53
ONE-WAY ANOVA
Null Hypothesis H0: There is no significant difference between experience of the
respondents and the work culture in the organization.

Alternative Hypothesis H1: There is a significant difference between experience

of therespondents and the work culture in the organization.

2.24 Table showing the opinion about experience of the respondents and the
work culture in the organization.
ANOVA
The work culture in the organization
Sum of Df Mean Square F Sig.
Squares
Between Groups 158.160 3 52.720 141.627 .000
Within Groups 72.960 196 .372
Total 231.120 199

Post Hoc Tests

Homogeneous Subsets
Experience of the respondents and the work culture in the organization.

Duncana,b

Experience of the respondents. N Subset for alpha = 0.05

1 2 3
Below 2 years 36 1.33
2-3 years 18 2.00
3-4 years 46 2.00
More than 4 years 100 3.48
Sig. 1.000 1.000 1.000
Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 39.498.

b. The group sizes are unequal. The harmonic mean of the group sizes is used.
Type Ierror levels are not guaranteed.
 54

Mean Plots
Inference:

Here the significance occurs at .000 and it is less than .05. Hence H0 is accepted.

Result:
There is no significant difference between experience of the respondents
and work culture in the organization.
 CHAPTER-3

RESULTS OF THE STUDY

 55
3.1 FINDINGS OF THE STUDY

 It is found that 50% of the respondents are in the age group of 25-34years.
 It is found that 75% of the respondents belong to male.
 It is found that the qualification status of 42% of respondents are belongs to UG.
 It is found that 14% of the respondents are having 2-3years of experience.
 It is found that the monthly income status of 42% of respondents are belongs to 10001
and 20000.
 It is found that the 44% of respondents have need to hit targets / deadlines opinion
about the stress is related to demand.
 It is found that the 48% of respondents have work environment opinion to relate the
stress in the organization.
 It is found that the 54% of respondents have incentive policy opinion about the stress
is related to support.
 It is found that the 48% of respondents say that they feel unable to concentrate while
working in the organization.
 It is found that the 40% of respondents are sometimes taken a work leave due to
stress.
 It is found that the 58% of respondents have 50 - 60 hours of average no of working
hours per week.
 It is found that the 40% of respondents says that they always take a work to home.
 It is found that the 50% of respondents got Extent impact in the work due to personal
life problem.
 It is found that the 35% of respondents says that they feel strongly dissatisfied with
the present pay of cost of living.
 It is found that the 43% of respondents says that they feel mostly stressed out at work.
 It is found that the 50% of respondents says that the workload has increased very
during last three years.
 It is found that the 46% of respondents are handle their stress situation with the help
of other.
 It is found that the 40% of respondents are feels that management is rarely handling
employees stress.
 It is found that the 40% of the respondents are feels that work culture is mostly
supportive.
 It is found that the 43% of respondents are report to Superior.
 56
 It is found that chi square has the significant value of .000 which is less than 0.05. So,
there is no significant difference between gender of the respondents and The personal life
problem has got impact in the work of the respondents.
 It is found that correlation has the significant value of .000 which is less than 0.01. So,
there is no significant difference between age of the respondents and Cost of living with
present pay.
 It is found that weighted average mean score is 3.38. So, the respondents are
sometimes feels that work culture is supportive
 It is found that one way Anova has the significant value of .000 which is less than
0.05. So, there is no significant difference between experience of the respondents and
supportive work culture in the organization.
 57
3.2 SUGGESTIONS

 As employees stress levels should be within a healthy boundary, facilities like recreation,
yoga classes, meditation, etc. could be introduced.

 An area for fun, games etc. to reduce stress could be created to relax the employee‟s mind
and to lighten the environment.

 Proper counseling and grievance handling cell for all employees could benefit the
employees to become stress free and perform better.

 Majority of the employees rarely feels that supportive work culture. So that Organization
should focus more on work life balance of employees and take initiatives in
implementing the strategies.

 Majority of the employees feels that Management is not at all effective in handling Stress
situation. So that, management should Encourage employees to exercise daily, take time
for friends or a significant other after work, pursue hobbies, listen to music and take time
off.
 58
3.3 CONCLUSION

By study of this project report, it is apprehended that the “A STUDY ON STRESS

MANAGEMENT WITH REFERENCE TO SUN FOOT CARE PRIVATE LIMITED”
is extraordinary. I realized that I was successful to gather a lot of significant earning
experiences which would help in my future career.

Stress in the work place has become the black plague of the present century. Much of the
stress at work is caused not only work overload and time pressure but also by lack of rewards
and praise, and more importantly by not providing individual with autonomy to do their work
as they would like.

The common responses given by employees under stress are heavy workload, working
overtime, low pay package, lack of training etc. It is also a comfortable environment to work
as majority employees are able to work without disturbances or interruptions and also do they
get time to meet their personal obligations. But since it is a leather industry, the environment
adds on to an employee‟s stress.

Organization must begin to manage people at work differently, improve physical work
environment, treat them with respect and value their contribution. If we enhance the
psychological wellbeing and health of the employees, the organizational revenue increases
and there is employee retention as well.

Because it is said that, “A Healthy Employee is a Productive Employee ”

APPENDICES
 QUESTIONNAIRE

A STUDY ON STRESS MANAGEMENT OF EMPLOYEES WITH REFERENCE TO

SUN FOOT CARE PRIVATE LIMITED

(The information given by will be kept confidential and used for research purpose only)

PART – 1

Name

a) 20 – 29 years b) 30 – 39 years
Age
c) 40 – 49 years d) above 50 years

a) SSCL b) HSC
Qualification
c) UG d) PG

Gender a) Male b) Female

a) Below 10 years b) 11 – 20 years

Experience
c) 21 – 30 years d) above 31 years

a) Below 10,000 b) 10,000 – 20,000

Monthly Income
c)20,000 – 30,000 d) Above 30,000

PART – 2

1) Stress is related to Demand?

a) Dealing with Customers/ Colleagues b) Administration

c) Need to hit targets/deadlines d) Long working hours

2) Most of your Stress is related to:

a) Work Environment b) Supervision

c) Work-group d) Social Injustice

3) Stress related to Support?

a) Work not valued b) Lack of management support

c) Over competitive/ confrontational d) Incentive Policy

institutional culture

4) How do you feel while working in the organization?

a) Satisfied b) Unable to concentrate

c) Frustrated d) Depressed

5) Have you taken leave in the past 12 months due to work related stress?

a) Always b) Mostly

c) Sometimes d) Rarely

e) Never

6) Please estimate the average number of hours per week that you work (both on and off
site) during term time.

a) 40 – 45 hours b) 45 – 50 hours

c) 50 – 60 hours d) Above 60 hours

7) I take work to home?

a) Always b) Mostly

c) Sometimes d) Rarely

e) Never
8) The personal life problem has got a very high impact in the work?

a) Mild b) Moderate

c) Sever d) Extent

9) Considering the present pay with cost of living, it is?

a) Very Satisfied b) Satisfied

c) Neural d) Dissatisfied

e) Strongly Dissatisfied

10) How often you feel stressed out at work?

a) Always b) Mostly

c) Sometimes d) Rarely

e) Never

11) Please indicate total workload has changed during last three years?

a) Workload has decreased b) Remained the Same

c) Workload increased Moderate d) Workload increased very high

12) How do you handle Stress situations?

a) Optimistically

b) With the help of others

c) Depends upon level

13) To what level the Management is effective in handling your Stress situation?

a) Completely b) To a certain extent

c) To a satisfactory d) Not at all

14) Is work culture supportive in your organization?

a) Always b) Mostly

c) Sometimes d) Rarely

e) Never

15) Who does you report / share if you have any problems in your work?

a) Superior b) Colleagues (discussion)

c) Function Head d) Head of HR department

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