INTRODUCTION

The Truth about employee Stress and employee stressors

There have been so many reports of worldwide workplace stress recently that it

would be perfectly reasonable to conclude that everyone everywhere is stressed out. burned

out and depressed.

livery employee feels work-related stress. That's normal. Complaining about it is normal too.

Many employers take it in stride that they complain about their jobs, their bosses, their co-

workers. So is that occasional outburst that just releases enough pressure to allow you to

calm down and get back to work.

Workplace stress has been on human resource professional's radar for years. But

management considered the solution as soft stuff. A few execs threw HR a bone and agreed

to offer "warm and fuzzy feel-good" training as long as it didn't interfere with business or

cost too much. Others expected employee's just too tough it out. What many HR and

organizational professionals knew for years - workplace stress is not only a major obstacle to

continuous improvements in productivity, but the root cause of much of the increase in

workplace health care costs. To confirm the connection, all you have to do is watch and

listen to workers and the link between the bottom line and chronic stress is obvious. The

psychological importance or salience of the job role may intensify relationships between

employee stressors and employee health. Therefore, this study tested the moderating

influence of employee stressors, due to involvement of the employee on the relationships of

work pressure, lack of autonomy, and role ambiguity to depression, physical health, work life

balance etc.

COMPANY PROFILE OF VIJAYA DAIRY

: WARANGAL

: 12846 sq.km

: 51 nos

:1098 nos

: 1048.1 mm

:45 degree centigrade

: 14.1 degree centigrade

: 12.17 lakhs area

: 9.17 lakhs area

Introduction of Vijaya dairy :

This chapter gives detailed information about the development activities undertaken by

Vijaya dairy and the existing management system of Vijaya dairy etc. It is also contains a

brief profile of warangal district.

The population of warangal district is 75 lakhs (approx) according to 2008

census. Amount 60% of the population depends on agriculture for their livelihood. It also had

forest areas, with a range of 3.2lakhs hectares.

In Warangal district, different types of cattle breed will found. There are certain types

of buffaloes in this district according to the animal husbandry department the total number of

buffaloes living in warangal district are 312284 apart from production of milk, cattle are used

for agricultural purpose.

There is a dairy plant in warangal city and fine milk chilling centers at narsampet,

chiityah thorrur, mulug and jangoan. These milk chilling centers collect milk from collection

centers in the villages. The collected milk is chilled at the concerned chilling centers and is

transported to the Vijaya dairy is marketed to the milk at consumer in the tri-citv of

warangal,hanamkonda and kazipet in the form of distribution.

Name of the district

Area

Mandals

Village

Average rainfall

Max temp

Min temp

Area under cultivate

Under forest

Dairy development activities in Vijaya dairy

In Vijaya dairy, organization attempt to procure and distribute milk in the year 1968.

Milk supply union of farmers of warangal district have form in organized cooperative sector

under the intensive milk supply scheme. These activities were looked after b\ the state

government department of agriculture and animal husbandry under this scheme a medium

size dairy was sanctioned with a capacity of 12,000 liters per day. When the state

government has established the dairy development in the year 1970. Warangal dairy has

brought under its shadow. Again when the state government established ANDHRA

PRADESH DAIRY DEVELOPMENT CO-OPERATIVEM (APDDC LTD) Vijaya dairy

came under their control. As the government of ANDI IRA PRADESH has decided to

implement operation in the state, Andhra pradesh organition structure of AFDDC ltd was

changed. Therefore APDDC converted into" ANDHRA PRADESH DAIRY

DEVELOPMENT CO-OPERATIVE FEDERATION" (APDDCF ltd) from 1981 onward. At

present warangal is under the super vision and control of APDDCF ltd.

To meet the requirement of producer's as well as consumer's in warangal city a bulk

cooler is installed at that period with installation of cooler, milk supply to the Warangal town

was started on 10,h march 1969. The construction of building and installation of plant and

machinery was completed in 1971 dairy inaugural ceremony of Vijaya dairy was held in

September 1971, it is spread over an area of 5 acres and 24 guntas. The cost of construction

was more than rs 20 lakhs. At initial stages milk was supplied in bottles using a pressing

machine. In may 1972 an automatic bulk machine with a capacity of 5.800 bottles per hour

was installed. In year 1982 the pre-pack machine was installed and milk is now being

supplied in polythene sachets. At present these arc two pre-packed machines functioning

each with a capacity of 5000 milk sachets per hour. The milk in warangal is being distributed

through 98 booths spread over the tri-city of Warangal. In addition to this, milk is also being

supplied on credit to 20 institution, like hospitals, hotels, railways canteens, and central jail

etc. relating to this Vijaya dairy has three dairy parlors for selling milk products like whole

milk powder, flavoured milk, ghee, butter, cheese etc at present vijaya dairy is also having

the machine for packing the ghee in tins and packets.

Purchased section

Collected milk from the various milk farmers will under go test of quality is the

researcher will do a scientific test with the help of equipment and chemicals to findout the fat

and snf percentage in the milk . faking into consideration the fat and snf percentage found in

the milk, the amount will be settled to that former.

Every milk chilling center has one laboratory section for this purpose, to test the fat

and s.n.f content in the milk.

After the test, the milk will brought down to regional milk dairy for further process.

Manufacturing and production section

With the collected milk the first and foremost thing is, it will be pasture at 72'c and

chilled below 5'c . This whole process is called as "pasteurized milk". To produce toned milk

firstly, the fat and s.n.f content test will be conducted by the lab incharge. After getting the

result to reduce the fat content, this milk will send to the cream separated machine. This will

reduce the fat content in the milk by separating the cream with milk. At last this milk will

bought to the package machine.

In this whole process 8 members were involved apart from the production of

milk, butter milk and ghee also produced in vijaya dairy.

Godowninq and transportation

This packed milk will be store in a cold storage (room). In this cold storage the

temperature is maintained below 5'c and the capacity of this cold storage milk and other milk

products kept to avoid spoilage.

Transportation is carried and over by inviting tender's from distributor's by giving

notices after selecting the different transporters the department will allow them according to

route wise and will settle their payment depending on the distance traveled by them.

Objectives of the Vijaya dairy

Vijaya dairy organization is using "VIJAYA" brand labels to sell their products to the

consumer's, where in some other states, the dairy federation is using "AGMARK" brand to

market its product Vijaya dairy is a district level unit and all the policy decisions are taken

by the high level officer's. Warangal unit is only a function unit, which operates the work to

achieve the objectives of dairy federation. I he objectives of Vijaya dairy are

To provide a good market for the rural as well as urban milk producers.

To create awareness among the consumer's about Vijaya brand milk

Supply of pasteurized milk to the people of warangal, hanamkonda, and kazipct

at a reasonable price.

To increase the sales by improving the quality of Vijaya brand milk.

To avoid the distance and make the consumer's are convenient.

To educate the people to buy standard milk (Vijaya) through advertisement and

marketing.

INDIA’S FOOD PROCESSING I NDUSTRY:

The food processing industry is one of the largest industries in India. It is ranked fifth in terms

of production, consumption, export and expected growth. The industry size has been estimated at

U.S. $ 70 billion by the Government of India. Contributing 6.3 percent to India’s G.D.P. in 2003 and

having a share of 6 percent in total industrial production. The Industry directly employs 1.6 million

people. The food processing industry covers sectors such as agriculture, plantation, animal

husbandary and fisheries. It also includes other industries that use agriculture inputs for

manufacturing of edible products. The Ministry of Food processing of Government of India includes

the following part of the industry.

Dairy, Fruits & Vegetable processing

Grain processing

Meat & Poultry processing

Fisheries

Consumer foods including packaged foods, beverages and packaged drinking water.

Which the industry is large in size, it is still at a no scent stage in terms of development of the

country’s total agriculture and food produce only 2 percent goes into processing for value addition.

The highest share of processed food is in the dairy sector, where 37 percent of the total produce is

processed.

In the diary sector, most of the processing is done by the unorganized sector, Though the

share of organized sector is less than 15 percent, it is expected to rise rapidly Among the milk

products manufactured by the organized sector are ghee , butter , cheese, ice-creams, milk powders

malted milk food , condensed milk and infant foods .

Case India’s Food Processing Industry

The Industry is estimated to grow at 9.12 percent, on the basis of an estimated G.D.P. growth rate of

6-8 percent. Value addition of food products is expected to increase from the current 8 percent to 35

percent by the end of 2025. Fruit and vegetable processing, which is currently around 2 percent of

total production will increase to 10 percent by 2010 and to 25 percent by 2025 given the size of the

industry, it employment potential, and opening up of the retail sector, the food processing sector is a

key focus are for the government of India . The importance of the sector is further enhanced by the

fact that over 65 percent of country’s Population depends upon agricultural activity for livelihood The

Industry – government efforts have been to focus on commercialization and value addition of raw

agricultural produce, minimize pre/post harvest wastage, generate employment and export growth in

this sector through a number of regulatory and fiscal incentives.

DAIRY INDUSTRY IN INDIA

The developed countries in the world have recognized the importance of live stock enterprise and

have developed around their agriculture, a prosperous progressive and forward looking livestock

enterprise. The domestication of animals for making the food requirements was the beginning of the

agriculture in the world.

STEPS OF DAIRY DEVELOPMENT

In India, there was no progress in the dairy industry before independence, government of

India realized the necessity of increasing milk production and by products there by availing

substantial job opportunities to the urban and rural community. The Government has also recognized

the need for getting of additional income and employment opportunities to the rural and urban people.

The Government of India has focused much more attention on dairy development programme by

allocating more funds in the 4 Th and 5 Th five year plans. The Government of India during 1970 have

launched massive programme via. Floods I and operation Flood II with the Help of European Nations

and world production programme costing Rs. 500 Cores. The Government of India has undertaken

various schemes through organizations and institutions viz., India Dairy Corporation, India Dairy

Development Board, Animal Husbandry Department of all States, Private Sectors, Organizations of

milk producers, co-operative and Dairy Plants, National Dairy Research Institute. These programmes

enable for immediate development in dairy activities, dairy development in our country with the help

of effective marketing system. Marketing is one of principle evay to increase milk production and

milk productivity of dairy industry. In addition to the above, marketing helps to the enhancement of

profitability and prospect of the enterprise.

OPERATION FLOOD PROGRAMME IN INDIA

In order to build a viable and self sustaining national dairy Industry and co-operative lines the

NDDB launched a project christened operation Flood mobilized from the sale of products based on

foreign food donations in the from of skim milk powder and butter oil . Operation Flood, the largest

development programme undertaken in the world, was initiated closely on heels Green Revolution in

the Country. Against the back drop of huge surplus of milk production in the highly developed milk

producing countries in the west and durndling per capita. Milk availability at home with its pledge to

provide milk to one and all, it was considered the world’s largest dairy development programme. It

spurred the India dairy Industry to launch a “White Revolution.” The establishment of milk producers

off co-operative societies to link dairy development with milk marketing formed the central plant of

the project which gave into a vigorous mild co-operative movement under the basis of N.D.D.B. This

was a unique development effort which was initiated at the grass root level – the village – and went up

to the “Dairy Federation” of a state with its operational effectiveness ascending at every

step .According to the agreement signed by world Food Programme (W.F.P) And Government

utilization of commodities would generate funds estimated at Rs. 954 millions during the project

period. These funds are to be invested in the plan of operations agreed by the W.F.P. in Government.

The project aims at the improvement of milk marketing in the organized sector especially in the four

major cities extended over ten states i.e., Punjab, Tamil Nadu, Andhra Pradesh, Maharashtra and

Gujarat.

Phase Operation Flood – I Operation Flood –II OperationFlood - III

Duration July 1970 April 1981 April 1985

To To To

March 1981 March 1988 March 1990

Funds 1,165 2,772 6,013

(Disbursed) (Disbursed) (Disbursed)

The importance of dairy development in India was recognized internationlally in the holding

of the 58 th Annual session of the International (I.D.C.) at New Delhi in 1974 . The 19 th international

dairy congress was a particular significance to India as its main theme was “dairying as an instrument

of social economic change.”

It is heartening to note that the milk production and per capital availability of milk is showing

increasing trend . The effect and impact of white Revolution have been felt in many milk shed

regions of the country . Due to the positive policy changes in the dairy sector, the country has

attained self-sufficiency in milk production .

INSTITUTIONAL SUPPORT TO CO – OPERATIVE DAIRYING INDIAN DIARY

CORPORATION .

The Indian dairy corporation (I.D.C.) was setup under companies act, on 13 th February ,

1970 . It is a Government of India under taking, the immediate need to setup IDC was to handle the

popularly known as “Operation Flood”. Thus it became mainly a financing cum promotional agency

of the Central Government .

The Main Objectives of Indian Dairy Corporation .

1 . To promote dairy industry on the countrs .

2. To assist the state Government and other organization including co-operative societies interested in

the promotion of dairy industry to meet the requirement of milk and milk products

3. To provide a package of technical inputs for enhancement of milk production .

4. Resettlement of city based cattle in the rural areas .

5. To assist in expanding the capacity and operations of exisiting dairies in big cities and rural

areas.

National Dairy Development Board (NDDB) :

At the time of inauguration of cattle feed factory at Kanjari in October, 1964, the late Lal

Bahadur Shastri, the Prime Minister of India made an unscheduled visit to milk production Co –

operative Society and stayed there overnight . He was impressed by the socio – economic changes

brought by milk Co-Operative in Kaira District, and desired to have a National Dairy Development

Board is the Chief Executive of the Organisation who is supported by professionals to carry out

board’s activities .

ANAND PATTERN DAIRY DEVELOPMENT

The formation of Anand Pattern of milk Co-operative was landed with the organization of

the Kaira District Co – operative milk produces union limited at Anand .In this pattern, the functions

of dairying milk production . Procurement processing and marketing are controlled by milk producers

themselves .

KAIRA DISTRICT CO – OPERATIVE MILK PRODUCERS UNION LIMITED (A.M.U.L)

Amul symbolizes the successful struggle of Kaira District farmers to earn a fair price for their

products . It reached it climax in 1945 . The milk was then collected by a private trader Mr. Pestonji

Edurji person through contractors for Bombay milk scheme .

Every milk producers can become a member of the Co-operative society . At a general

meetings of members, representatives are selected to from a managing committee, which manager the

day to affairs to milk collection and its testing concept, sold cattle feed . Each society also provides

Artificial Insemination (A.I) services and veterinary first aid .

FUTURE FOCUS

India is the largest producer of milk in the world. Milk and milk products accounts for a

significant 17 percent of India’s total expenditure on food . India’s total milk production is projected

to grow to 108 million tones by end of 2007 according to the tenth five –year plan estimates . India is

on the verge of assuming an important position in the global dairy industry . The 50,000 tonnes

branded butter market, valued at US $ 133 million is estimated to be growing at 8 – 10 percent per

annum . The chase market is estimated to be US $ 110million in value terms and an estimated 54000

tonnes in volume terms, and has been growing at a compounded annual growth rate (C.A.G.R.) of 8 –

9 percent during 1999 -2003. The growth in urban areas has been higher at about 15 per annum . The

ice cream market in India is estimated to be about US $ 199 million per annum .

A few corporate players, including MNCs, are now focusing on this market . For example ,

Nestle and Britannia have forayed into emerging segments such as Ultra Heated Treatment (U.H.T0

and flavored milk. Ultra Heat Treated (U.H.T) milk is becoming popular and the market is estimated

at US $ 33.4 million (Rs. 1.5 billion).

The growth and future potential in the dairy sector have resulted in significant investments

into this sector in the last decade. Total investment in the dairy sector during 1991 – 2002 was

around .US $ 3.3 billion, of which foreign investment was of US $ 245.5 million. Current consumer

trends like increasing urbanization indicate that this segment will continue to be attractive in the

future.

DAIRY INDUSTRY IN ANDHRA PRADESH

In Andhra Pradesh, agriculture is the major activity and the dairy industry has a natural link

with it as it is a complementary activity. The progressive farmers of Andhra Pradesh are known for

their scientific and technological applications in the forms. In the initial stages, the dairy development

was looked after by Ministry of Animal Husbandry but the responsibility was soon shifted to a

Directrate. At that time of the industry was mostly in the hands of private individuals and the quality

and price of milk was highly variable. A pilot project was started in 1961 and later the milk projects

at Hyderabad and Vijayawada came into existence with the gift of milk processing units from

UNICEF. These projects gave a new turn to the industry and soon chilling centers were established in

Krishna District. Later Co – Operative dairies were started in Nellore, Chittoor, Warengal and

Karunool.

Dairy development department became a part of Ministry of Agriculture and Food at the state

level and the activities of the Central dairy.

A.P. Dairy Development Co-operation Limited

The genesis:

A State – wide enterprise of Co – Operative for dairy development , the Andhra Pradesh Dairy

Development Co Operative Federation (A.P.D.D.C.F.). as an enterprise of one million farmers for

dairy development, had its genesis in 1981, with a three – tier Co- Operative Structure .

Objectives :

To Organize Co – Operatives of Milk producers at Village and district levels .

Provide essential inputs to enhance milk production feed and fooder production . Grass

breeding programs, Veterinary aid , and take up development programs to provide effective

leadership and management skills to the milk producers to help them manage own 9200 Co –

Operative .

Development infrastructure for processing of milk and manufacture of dairy products and

market wholesome and quality milk and products .

Fulfill the consumer needs of liquid mild milk products in the state .

Develop new products and packaging lines in time with the changing scenario of consumer

market and needs.

Integrate dairy development with overall rural development efforts and provide greater

employment to the rural poor .

APDDCF AT A GLANCE

District Milk Unions

Milk sheds

Milk product Factories

District Dairies

Major Dairies

Milk Chilling Centers

Chilling Capacity

Processing Capacity

Milk Products Factories

District Dairies

Major Dairies

Total Processing Capacity

Milk Collection Rutes

Milk Producers Co – O. Societies

Milk Producers Associations

Milk Collection Centers

Turnover 1999 - 00

10

5

7

9

2

63

11.37 LLPD

17.50 LLPD

3.24 LLPD

3.50 LLPD

24.24 LLPD

421.

4270.

4958

9228

637.43 Crores

Source : WWW.aponline. Gove. in

EMPLOYEE STRESSORS

INTRODUCTION

Creating a high performance in organization is a popular theme in the training and

development field. To survive in these competitive times, companies can't afford anything

less. Creating a high performance organization requires understanding what factors influence

performance. One of the most significant factors is stress.

Stress has been identified as one of the most common work-related perils of modern

times. Previously it was considered to be limited to the developed countries, but with the turn

of the century, it emerged as a global syndrome. Many organizations have also realized the

cause and impact of employee stress and have initiated steps to combat workplace stress.

Some organizations have gone beyond the work place and have been trying out innovative

methods of handling employee stress caused by extra-organizational factors too.

Historically, stress has been viewed as an inevitable consequence of work life; or at most, a

health care issue. Neither view begins to capture, just how costly this problem is to

employers. Research shows that stress interferes with human intellectual, emotional, and

interpersonal functioning. In fact, nearly every popular training and organizational

development initiative is directly compromised by the intellectual, emotional, and

interpersonal consequences of stress.

In workplaces where people are constantly afraid and insecure, employees are at risk

of "numbing out" to protect themselves. This is seen in the blank faces of clerks, the lack of

enthusiasm by front line workers, and in the remarkably insensitive ways managers and

employees treat each other.

This numbing process affects far more than the interpersonal realm of organizational

performance. It affects all aspects of decision-making, innovation, and safely. With their

thinking impaired, people are at greater risk of causing serious mistakes and accidents. They

are also obviously less likely to make wise decisions and create process improvements.

There have been many different definitions of what stress is, whether used by psychologists,

medics, management consultants or others. There seems to have been something approaching

open warfare between competing definitions: Views have been passionately held and

aggressively defended.

What is stress?

Stress is defined as an organism's total response to environmental demands or

pressures. When stress was first studied in the 1950s, the term was used to denote

both the causes and the experienced effects of these pressures. More recently,

however, the word stressor has been used for the stimulus that provokes a stress

response. One recurrent disagreement among researchers concerns the definition of

stress in humans. Is it primarily an external response that can be measured by changes

in glandular secretions, skin reactions, and other physical functions, or is it an internal

interpretation of. or reaction to, a stressor; or is it both?

• Now, the most commonly accepted definition of stress is that "Stress is a condition or

feeling experienced when a person perceives that demands exceed the personal and

social resources the individual is able to mobilize".

• Taber's Cyclopedia Medical Dictionary defined stress as "The result produced when a

structure, system or organism is acted upon by forces that disrupt equilibrium or

produce strain". Generally, stress is said to be human body's reaction to various

organizational and social factors called as - Stressors.

• According to Oxford Dictionary it is defined as "pressure or worry caused by the

problems in any ones life"

• Stress is people's natural reaction to excessive pressure and is experienced by

everybody. When a person is faced with some kind of threat or alarm the body-

responds with physiological changes such as raised heart rate and blood pressure,

accelerated breathing and an increased flow of blood to the muscles. These changes

can help the body to respond to the threat and overcome it.

• A useful definition is that stress is a "Demand made upon the adaptive capacities of

the mind and body. If these capacities can handle the demand and enjoy the

stimulation involved, then stress is welcome and helpful. If they can't and find the

demand debilitating, then stress is unwelcome and unhelpful.

This definition is useful in three ways;

(1) Stress can be both good and bad.

(2) It isn't so much events that determine whether we're stressed or not. it is our

reactions to them, and

(3) The definition tells us that stress is a demand made upon the body's capacities. If

our capacities are good enough, we respond well. If they aren't, we give way."

Stress can be both good and bad. Is this

true?

It is generally believed that some stress is okay (sometimes referred to as "challenge"

or "positive stress"). You should not assume that stress is always a bad thing. Stress comes

with work and family responsibilities and is unavoidable. It keeps us motivated and can

provide a great sense of achievement once the stressful

Situation has passed. Stress also increases the level of energy and muscle tension in

our body, improving our ability to concentrate and meet demands. Stress in these situations is

the kind that helps you "rise" to a challenge and meet your goals such as deadlines, sales or

production targets, or finding new clients. Some people would not consider this challenge a

type of stress because, having met the challenge, we are satisfied and happy. However, as

with most things, too much stress can have negative impacts. When the feeling of satisfaction

turns into exhaustion, frustration or dissatisfaction, or when the challenges at work become

too demanding, we begin to see negative signs of stress.

Stress is being experienced everywhere in the organization, like organizational stress,

work related stress, work place stress, job related stress, employee stress, individual stress

etc.

Work place stress

United States National Institute of Occupational Safety and Health has defined

workplace stress as "the harmful physical and emotional responses that occur when the

requirements of the job do not match the capabilities, resources, or needs of the worker. Job

stress can lead to poor health and even injury."

It simply means that workplace stress generally arises when there is a mismatch

between the nature or magnitude of the job to be done and the employee desires and

capabilities. Further, the definition also categorizes workplace stress into physical stress and

psychological or emotional stress.

Emotional stress

Emotional stress usually occurs when people consider situations difficult or unable to

manage. Different people consider different situations as stressful.

Physical stress

Physical stress refers to a physical reaction of the body to various triggers. The pain

experienced after surgery is an example of physical stress. Physical stress often leads to

emotional stress, and emotional stress often occurs as physical discomfort (e.g., stomach

cramps).

Individual stress

Personal stress factors may include family problems, bereavement, illness, money

worries, moving home or a conflict between the demands of home and work. Many of the

outward signs of stress in individuals may often be noticed by managers and colleagues.

Managers should look in particular for changes in an individual's behavior, such as

worsening relationships with colleagues, indecisiveness, absenteeism, accident proneness.

inability to delegate or a general deterioration in performance. Those suffering from stress

may also increase their use of tobacco or alcohol or turn to drugs.

Individuals can also learn to recognize pressure and take action before it builds up to

harmful levels. Stress may manifest itself in a wide range of physical and emotional

symptoms including feelings of anxiety or hopelessness, high blood pressure, heart

palpitations or chest pains.

Work related stress

Work related stress is the response people may have when presented with work

demands and pressures that are not match to their knowledge and abilities and which

challenge their ability to cope.

Employee stress

Employee stress cannot be ignored by any employer wishing to stay competitive in

today's market place

A study of almost 28,000 employees in 215 organizations revealed that poor

teamwork and ineffective supervision were the two most important factors leading to

employee stress.

Employees with the worst supervisors were twice as likely to feel burned out, and

50% more likely to have coworkers who were considering leaving the organization. When

organizations manage in ways that bring out the best in people, they also reduce employee

stress. When we're stressed out, we have difficulty in understanding directions and

processing information.

Sometimes a whole workforce can be psychologically downshifted if the organization

has a negative emotional climate of fear or resentment. When this happens, the organization

gets the worst out of their employees, rather than the best. When they downshift

psychologically, they become immature.

The stress that an employee encounters at the workplace adversely affects the

productivity of an organization. Employee stress can be managed more effectively if

identified and tackled at an early stage. It has been observed that when an individual

experiences stress, there would be visible changes in his physical health and also in his

emotional behavior

Employee stress is defined as:

"The reaction people have to excessive pressures or other types of demand placed upon them.

It arises when people fee! they cannot cope

It is recognised that pressure, change and challenging demands are an inevitable and

potentially beneficial aspect of working life but there is a distinction between acceptable

pressure and stress, which results from excessive workplace pressures.

More than half of 500 managers from both large and small companies surveyed in

1994 reported incidents and threats of violence in the previous four years, according to a

study by the American Management Association. I lomicide accounted for 17 percent of all

deaths in the workplace. A study by Northwestern National Life showed that workers who

feel unsafe suffer the same level of stress as the actual victims. Violence is both a cause and a

consequence of employee stress. The stress brought on by interpersonal challenges and

conflicts, combined with the fact that many people are operating just below their "boiling

point." creates a potentially volatile situation. Conversely, the threat of violence or an actual

violent episode in the workplace creates tremendous stress. Although the roots of violence

cannot be traced to a single factor, stress is clearly a significant contributor. This is especially

true in cases where powcrlessness and helplessness play a central role in a person's stress.

The more powerless people feel, the more likely they are to resort to violence.

In 1995 the Department of Health estimated that 9.1 million working days are lost

each year due to stress related illness costing £3.7 billion, and CBI statistics showed that

between 30-35% of employee sick leave in the UK is related to stress, anxiety or depression.

Employees are the Practice's most important resource and, therefore, it makes sense that

stress in the workplace is treated as an important issue.

Employee stress levels have increased during the second half of 2004, according to a

survey by Com Psych Corporation, a provider of employee assistance programs.

Sixty-seven percent of survey respondents reported having high levels of stress, up 18

points from a survey taken in the first half of 2004.

Workload remained the most-cited source of stress, according to the survey.

Employees who say take off work as the primary means of coping with stress increased 10

points to 15 percent.

Twenty-eight percent of respondents reported having constant but manageable stress

levels. In the latest survey, fewer workers reported having low stress levels.

"The hopes of employees, inspired by an improving economy, have been dashed since

there are still relatively few new hires." says Richard A. Chaifetz, chairman and CEO of

ComPsych. "The continuation of super-sized workloads, coupled with a lack of confidence in

their employer's plans for new hires, is causing employees' blood pressure to rise.

Paradoxically, many employees are witnessing layoffs even as business is picking up."

The company conducted the survey from August 9 to September 20. 2004. receiving

responses from employees of more than 1,000 client companies nationwide.

Some of the most serious consequences of employee stress.

Absenteeism

Stressed-out employees are more likely to miss work both as a coping mechanism

and due to health-related problems. A recent study published in the American Journal of

Health Promotion found that workers experiencing high stress were over two times more

likely to be absent more than five times per year. Lost productivity and replacement costs

make absenteeism a costly consequence.

Workers Compensation Claims

Stress-related claims have skyrocketed. The California Workers' Compensation

Institute (CWCI) reports that the number of workers compensation claims for mental stress

increased by almost 700 percent between 1979 and 1988. Nine out of ten stress claimants

ended up receiving compensation benefits. "Job pressures" account for nearly seven in ten

stress claims, according to the CWCI. In Maine, stress-related claims have increased by

1,000 percent since 1985. according to Bureau of Labor Standards statistics.

Litigation

Litigation is becoming an increasingly more common occurrence - not just in the

workers compensation system, but also in employer-employee relations. The feeling of

powerlessness, a major contributor to employee stress, also contributes to the desire for

retribution. In our litigious society, many organizations are reluctant to identify and address

worker stress, fearing that admitting workers are stressed would provide "ammunition" lor

employee lawsuits. Although understandable, this approach creates the opposite effect.

American Workers under Pressure Technical Report addresses this issue: Discovering

specific stressors and dealing with them is by far the best course of action for organizations.

There is a better likelihood of litigation if a company ignores stress- related problems than if

it addresses them up-front.

Grievances

Frequent grievances are both a legitimate warning sign that organizational problems

exist and a less extreme way of expressing p8owerlessncss, which in itself indicates

organizational problems. Robert Rosen writes about the connection between organizational

climate, employee stress, and grievances in The Healthy Company. The effect of a grievance

goes far beyond the employee and his or her supervisor. On average, every filed grievance

translates into approximately 80 hours of lost productivity by the worker filing the complaint

and by co-workers due to morale problems, according to an article published in the Personnel

Journal. Turnover Forty percent of employee turnover is related to stress, according to a

study by the Bureau of National Affairs. When companies consider the cost of lost

productivity and of recruiting and training new employees, stress-induced turnover is a very

expensive problem.

Accidents

Stress causes a narrowing of attention, preoccupation, and fatigue - a sure recipe for

workplace injuries. Stressed-out employees trying to do more with less are also likely to take

shortcuts, which lead to accidents. "With increasing work demands and time pressures,

people are less likely to take safety precautions, use proper equipment, and implement

appropriate body mechanics," states Jonathon Torres, M.D., of Workmed Occupational

Health Services, a Maine-based company. Workers who report high stress arc 30 percent

more likely to have accidents than those with low stress. Stress-related accident claims arc.

on average, two times more costly than non-stress-related cases, reports the Harvard

Business Review. Accident claims also have a psychological component. The connection

between stress, employee satisfaction, and claim filing cannot be ignored. A study of 3,020

aircraft employees showed that employees who "hardly ever" enjoyed their job were two and

one-half times more likely to report a back injury than those who reported "almost always"

enjoying their job.

Errors of Judgment Actions

When people are under stress, they become preoccupied with the issues troubling

them. Stress also causes attention to narrow, creating a sort of "tunnel vision." This makes

the stressed-out employee more susceptible to missing environmental cues and information

required to make both effective and safe decisions. Stress also dulls the thinking process.

This is because endorphins - nature's painkillers - are released under stressful situations.

Besides killing pain, these natural chemicals also dull our ability to think and feel. Under

extreme or unremitting stress, people become intellectually, emotionally, and interpersonally

dull. This can result in costly - and sometimes life-threatening - mistakes.

Resistance to Change

Many attempts at organizational change and improvement fail because of employees'

resistance to change. Well-intentioned attempts at improvement are sabotaged because

would-be change-agents ignore, to their peril, the connection between stress and the fear of

change. Human beings, just like other mammals, are "hardwired" to revert to familiar

routines and behavior patterns when stressed. This makes sense in an ancestral survival

context. In such a context, if you were being chased and had to seek shelter, you wouldn't

want to be thinking about all the possible escape routes. You don't want to spend time

thinking and deciding in this situation. You want to go on "autopilot" and follow the familiar

route that has proven successful (i.e., it enabled you to survive) in the past. 1 his hardwired

survival mechanism wreaks havoc in today's climate of rapid organizational change. As a

person's stress level increases, that person is more likely to operate out of this primitive,

hardwired response - clinging to the old ways, the tried and true, even if they are no longer

effective. Research shows that stress is also connected with "xenophobia" - fear of novelty.

Animals, which arc naturally curious and motivated to explore new environments, avoid new

objects and places when stressed. We see this throughout organizations every day. As people

become more stressed, the new and the different triggers fear. Millions of dollars are wasted

on organizational change efforts that end up being sabotaged and on program implementation

delays caused by this innate resistance to change and novelty triggered by stress.

No Time to Do It Right

Although the tangible costs of employee stress are staggering, it is probably the less

definable costs, which are most serious. Perhaps the biggest and most unrecognized loss of

all is the sense of not having the time to do it right. It's difficult to measure "what might have

been" in terms of lost opportunity and unrealized potential. But the price is still there. Stress

costs organizations dearly in terms of decreased quality and productivity. Says Jack Quirk,

training and development director for Blue Cross/Blue Shield of Maine: The major price a

company pays for stress in the workplace, along with the human price, is that their ability to

make process improvements nearly always stops. With overwhelming workloads, you have

people going so fast; they don't have the time to make the process better. It creates a terrible

cycle of trying to work harder and harder because the volume you have to put out is

increasing, but you aren't doing anything to make the process more effective and efficient.

Quirk likens this pervasive problem to Stephen Covey's "sharpening the saw"

analogy. In his book. Seven Habits of Highly Effective People. Dr. Covey describes a

woodsman feverishly try ing to saw down a tree. When asked how long he had been

working, he tells the onlooker that it's been about five hours. When the onlooker suggests

stopping, resting, and sharpening his saw, the woodsman informs the onlooker he can't do

that, he's too busy sawing. He's so busy working hard; he doesn't have time to work smart.

Too many companies get caught up in this "fool's cycle," as Quirk calls it. By pushing

employees harder and trying to increase output, without taking the time to examine and

improve the process, companies create a cycle of diminishing returns.

Companies "don't sharpen the saw" in two ways: First, the people who are most

likely to have process improvement ideas - the people who actually do the job - arc so busy

trying to "saw" that they don't have time to think about how to make the process more

efficient. Thus, value-improvement ideas, which can only come through reflection, arc never

generated. Second, because they are so harried and taxed, workers don't have the energy or

motivation to do this important "thought work." Their depleting intellectual and emotional

resources are focused on survival, not on improvement. They work harder and harder, but

with diminishing gains. They end up burned out, continuing on like the living dead; they exit

the organization through a disability; or they find another job.

Loss of Intellectual Capital

Besides the lost opportunity of continuous process improvement, organizations pay

for stress in terms of overall loss of intellectual capital appreciation. Intellectual capital is

defined as the combined knowledge, know-how, proprietary expertise, and wisdom of a

work force. Experts identify intellectual capital as the key competitive advantage in the 21st

century marketplace. Only organizations that arc perceptive, nimble, and responsive to

market demands and customer needs will thrive. Unfortunately for most companies, their

work force is under such stress, they are none of these. At the most basic level, the more

stressed-out and depleted a person is, the less that person cares about exccllence and

innovation. As mentioned earlier, he or she is just trying to survive. But the roots of the

problem go far deeper.

At the most fundamental psychological and neurobiological levels, stress

compromises a person's intellectual and emotional capacity. Stress makes people less

intellectually and interpersonal I y intelligent. Research shows that when people are in high-

stress situations over which they have no control, their thought process becomes more rigid,

simplistic, and superficial. This is hardly the mind-set for innovation. Decades of research on

"Learned Helplessness" has shown that the more helpless and disempowered a person (or

any animal, for that matter) feels, the less likely that person is to come up with effective

coping responses. Studies with humans shows that in high-stress situations in which they

have no control, their ability to perform mental tasks and solve problems is diminished.

Intelligence isn't just about "figuring things out." It's also about "figuring people out"

or, more accurately, understanding how to bring out the best in others. Strong interpersonal

skills and the kind of organizational synergy and customer loyalty they create arc a

tremendous source of intellectual capital. Again, many organizations fail miserably in this

category also - and at a very steep price.

In high-stress, disempowering environments, people are less capable of empathy and

interpersonal sensitivity. As their feelings are numbed by the psychological and biochemical

consequences of stress - as their attention becomes focused on their own problems - people

become increasingly more insensitive to the needs of others. We see this in the dull,

disinterested eyes of the clerk staring at us from across the counter. We see this in the

amazing acts of interpersonal "cluelessness" we have all experienced at the hands of people

who were supposed to be serving us. This lack of interpersonal intelligence - or "Emotional

Intelligence," as Daniel Goleman, author of the book Emotional Intelligence, calls it - is

rampant in today's organizations. It also costs organizations dearly in terms of lost customers

and lost productivity due to organizational conflict and morale problems. In a high-stress,

disempowering environment, what is rapidly becoming recognized as an organization's most

important asset - it's intellectual capital - not only becomes illiquid, it also depreciates. The

downward spiral of high stress, diminished performance, and negative consequences creating

more stress results in a gradual erosion of an organization's intellectual and interpersonal

capacity.

TURNOVER

40 percent of employee turnover relates to stress. Again, honestly addressing

managerial styles and cultivating a new workplace environment creates a worker-friendly

atmosphere that decreases turnover.

Common Symptoms or Indicators

Stress can have physical and behavioural effects on individuals including:

a) Raised heart rateb) Increased sweatingc) Headachcsd) Dizzinesse) Blurred visionf) Aching neck and shouldersg) Skin rashesh) A lowering of resistance to infectioni) Increased anxiety and irritabilityj) A tendency to drink and smoke morek) Sleeping difficultiesl) Poor concentration and an inability to deal calmly with normal tasks and situations.

Stress, in itself, is not synonymous with ill health. In fact, a certain amount of stress

keeps us motivated and some people find it helps them work better. It can, though, have

negative physical, emotional and behavioural effects on employees. Intense, prolonged or

cumulative exposure to pressures may be linked to employees suffering serious conditions or

illness. These individual effects of stress may include:

1. Reduced morale and commitment to work

2. Physical and/or mental ill health

3. Poor judgment

4. Poor relationships with colleagues or clients

Identifying stress

How do I know if an employee is suffering from stress?

Stress affects people in many different ways.

Firstly, an employees performance will start to deteriorate these arc some of the signs:

Forgetfulness, making mistakes, fidgeting and restlessness during a meeting, excitability,

unreasonable irritation or anger, inability to concentrate, forgetful ness, rushing about,

missing deadlines, deterioration in control of work, intolerance, less motivation and

commitment, loss of normally reliable judgment, withdrawal from social contact and

unusually bad time-keeping. They may also complain of hcadaches, migraines, IBS, upset

stomachs, sickness, dizziness, back ache, shoulder and neck pains and skin problems such as

eczema and psoriasis. Watch out if they start to get listless or anxious they are on their way to

becoming depressed and could suddenly hit Burn Out.

Invite the person into a private meeting with you and say that you are concerned

about their performance and behavior lately point out any obvious symptoms and ask

whether there is anything you can do to help?

Sometimes the solution is easy; it may be environmental or simply overwork.

Changing the workplace position or reassigning some of the workload may help. Be

supportive and let the employee know that staff counseling is available if they don't want to

talk with you.

Work Scales can provide your employees with a completely confidential one-to-one

diagnostic assessment of your employees stress status. Feedback will be given to you only

with the employees consent and a few further sessions of counseling are usually

recommended. Generally speaking, most employees need only four to six hours of continual

counseling over a few weeks after the initial two hour assessment and are usually able to

return to work very quickly if they are off sick.

Causes of stress

Stress can be caused by a wide variety of factors and the effects of possible sources of

stress will var\ with each individual. People react differently to work pressures and deadlines

that may motivate one worker may be a source of severe stress to another. Employees will be

subject to pressures both inside and outside the workplace and sometimes it may be a

combination of these pressures that results in stress.

Factors causing stress

• Lack of influence over day-to-day work

• Overload and time pressures

• Lack of training and/or preparation

• Too little or too much responsibility

• Ambiguity in job responsibility

• Discrimination & Harassment

• Poor communication

• Poor management

• Neglect of legal and safety obligations

GENERAL CAUSES OF STRESS AT WORK

• Organizational problems insufficient back-up

• Long or unsociable hours

• Poor status, pay and promotion prospects

• Unnecessary rituals and procedures

• Uncertainty and insecurity

SPECIFIC CAUSES OF STRESS AT WORK

• Unclear role specifications

• Role conflict

• Unrealistically high self-expectations (perfectionism)

• Inability to influence decision making (powerlessness)

• Frequent clashes with superiors

• Isolation from colleagues' support

• Lack of variety

• Inadequate leadership

• Conflicts with colleagues

• Inability to finish a job

• Fighting unnecessary battles

TASK-RELATED CAUSES OF STRESS AT WORK

• Difficult clients or subordinates

• Insufficient training

• Emotional involvement with clients or subordinates

• The responsibilities of the job

• Inability to help or act effectively

STRESS AT HOME

• Stress caused by a partner

• Stress caused by children

• Stress eauscd by domestic arrangements

• Stress caused by environmental pressures upon the home

• Stress at the job

Some of the main causes of stress

Demands: employees often become overloaded if they cannot cope with the amount

of work or type of work they are asked to do

Control: employees can feel disaffected and perform poorly if they have no say over

how and when they do their work, involve employees in the way work is carricd out

Support: levels of sick abscnce often rise if employees feel they cannot talk to

managers about issues that are troubling them

Relationships: a failure to build relationships based on good behavior and trust can

lead to problems related to discipline, grievances and bullying o have clear procedures for

handling misconduct and poor performance

Role: employees will feel anxious about their work and the organization if they don't

know what is expected of them

Change: change needs to be managed effectively or it can lead to uncertainty and insecurity

Model of stress

Model of work stress

NIOSH (National Institute For Occupational Stress And Health) Approach to Job

Stress

On the basis of experience and research, NIOSH favors the view that working conditions play

a primary role in causing job stress. However, the role of individual factors is not ignored. According

to the NIOSH view, exposure to stressful working conditions (called job stressors) can have a direct

influence on worker safety and health. But as shown below, individual and other situational factors

can intervene to strengthen or weaken this influence. Theresa's need to care for her ill mother is an

inereasingly common example of an individual or situational factor that may intensify the effects of

stressful working conditions. Examples of individual and situational factors that can help to reduce

the effects of stressful working conditions include the following:

• Balance between work and family or personal life

Model of work stressPotential hazards Symptoms of stress

Negative outcomesCultureDemandControlRoleChangeRelatio

nshipSupport

EMPLOYEES

Individual symptomsRaised blood PressureIncreased irritability & negative emotionsTensions, back painPalpitations headaches

Organizational symptomsIncreased sickness absencesLong hour cultureIncreased staff turnoverReduced staff performance

Coronary heart diseaseClinical anxiety and depressionBurnout

Increased overheads e.g. recruiting, training.Reduced profitsIncreased accidentsIncreased litigation

• A support network of friends and coworkers

• A relaxed and positive outlook

NIOSH Model of Job Stress

rganizational pressures may include:

* Poor working relationships

* Bullying or harassment in the workplace, whether directly experienced or

witnessed

* Restricted social contact

* Lack of training

* Poor communications and consultation

* Poor or inconsistent management

* Change of job

* Too many bosses

* No control over pace or content of work

* Organizational or technological change

* Being a supervisor

* Under or over promotion

* Too much or too little responsibility

NIOSH Model of job Stress

Stressful Job Condit

ions

Risk of

Injury

and Illne

ss

Individual and Situational

Factors

* Unreasonable time pressures or deadlines

* Poor working conditions

* Excessive noise

* Uncertainty about role

* Mismatch between tasks and resources

* Too much or too little work

* Irregular or long hours

* Lack of feedback or acknowledgement

* Lack of job security.

EFFECTS OF TOO MUCH STRESS

• Concentration and attention span decrease

• Distractability increases

• Short- and long-term memory deteriorate

• Response speed becomes unpredictable

• Error rate increases

• Powers of organization and long-term planning deteriorate

• Delusions and thought disorders increase

• Physical and psychological tensions increase

• Hypochondria increases

• Changes take place in personality traits

• Existing personality problems increase moral and emotional constraints

weaken

• Depression and helplessness appear

• Self-esteem falls sharply

• Speech problems increase

• Interests and enthusiasms diminish

• Absenteeism increases

• Drug abuse increases

• Energy levels are low

• Sleep patterns are disrupted

• Cynicism about clients and colleagues increases

• New information is ignored

• Responsibilities are shifted onto others

• Problems are 'solved' at an increasingly superficial level

• Bizarre behavior patterns appear

• Suicide threats may be made.

What is stress management?

Stress management encompasses techniques intended to equip a person with effective

coping mechanisms for dealing with psychological stress, with stress defined as a person's

physiological response to an internal or external stimulus that triggers the fight- or-flight

response. Stress management is effective when a person utilizes strategies to copc with or

alter stressful situations.

Individuals can do a great deal to manage stress for themselves. Effective measures

include regular exercise, sensible eating, adequate sleep and avoiding the use of alcohol,

tobacco and drugs. Individuals should also learn to recognize signs of tension, how to

practice relaxation techniques and when to seek professional help. Employers can help by

providing health information and education; keep fit and relaxation classes, access to stress

counseling, training in stress awareness and ways of coping with stress.

Individuals are more willing to admit that they are suffering from stress if they can

expect to be dealt with sympathetically. In some cases good counseling may be all that is

needed. Managers and supervisors should be trained to help individuals cope with stress and

to recognise when expert help is needed.

MANAGING STRESS

• Learn and utilize relaxation breathing

• Meditation

• water - inside and out

• learn relaxation programs

• change diet - less fat, more fresh fruits, vegetables and fiber

• Give your self permission to experience your emotions, cry if you want

• Began an exercise program

• Build healthy personal relationships, have someone to talk to

• Learn to control your displaced aggressions; desire to yell at the kids and kick the dog

at home because of stress at work

• Reappraise your life and priorities

• Realize that most stress is caused from within, not without; take time to smell the

flowers and taste the strawberries

" The key to maximizing productivity while minimizing stress is understanding the

factors that influence whether someone working hard will feel stressed out and burnt out. or

whether they will feel motivated, excited, and committed."

Maximizing employee performance while minimizing employee stress

In an era when organizations are seeking to squeeze more productivity out of less

resource, they often fail to take into account the difference motivated employees can make.

David Lcc looks at how organizations can maximize employee performance while

minimizing burnout and stress.

Many managers and business owners mistakenly fear that reducing employee stress

requires reducing productivity or creating a 'country clubi atmosphere, which in today's

marketplace could be fatal. Nothing could be further from the truth. In fact, the opposite is

true.

When organizations manage in ways that bring out the best in people, they also

reduce employee stress. That's why most of Fortune magazine's 100 best companies to work

for are industry leaders and enjoy high employee productivity. Employees in these companies

are both happy and extremely productive.

The key to maximizing productivity while minimizing stress is understanding the

factors that influence whether someone working very hard will feel stressed out and burnt

out, or whether they will feel motivated, excited and committed. Scientific* research on

stress, combined with best practices of high performance companies, offers clear clues about

the key factors that determine whether employees will be stressed out or energized by

workplace demands.

• Give employees as much control over their jobs as possible.

• Communicate clearly and often about every thing important.

• Talk \sith your employees about what makes your company great, how you bring

value to your customers and how your employees make that possible.

• Make sure supervisors know how to bring out the best in people.

• Encourage employees to talk freely and support one another.

• I lelp employees design their jobs to be as rewarding as possible.

• Improve your hiring and orientation process.

• Make sure employees have the resources and training to do their jobs well.

In order to make beneficial changes to the working environment, it is necessary to

identify if there is a problem. A good indicator of this is persistent absence for short periods

of time. The Practice has in place a policy for managing absence sickness (held on the

Practice Intranet and in the Practice staff handbooks) which, if used correctly, can help

identify if there is a problem.

Measures include the Practice Appraisal system and use of informal interviews

between the employee and the Practice Manager following a return to work. These

interviews can be used to encourage the employee to talk about their concerns at work, which

may affect their health. The Practice Manager and Assistant Manager should show a

willingness to listen and to implement changes within the working environment where

appropriate. Employees may be reluctant to admit they are feeling stressed by work because

symptoms of stress lend to be seen as a sign of weakness.

However, staff should be encouraged to discuss stress and you should reassure them

that the information they give would be treated in confidence and ensure that it remains so.

Staff should also be encouraged to talk about their concerns at their Staff Appraisals and staff

briefings where the issue of stress should be brought up and talked about.

Steps to Reduce Workplace Stress

NIOSH (National Institute for Occupational Safety and Health) suggests three steps

for the development of

Workplace interventions to reduce stress: 5

1. Identify the problem. The source of stress should be explored with employees

and managers. It is critical to collect information about employee perception of stress, health,

work conditions, and satisfaction. Objective measures of absenteeism, illness, turnover rates,

and performance reviews should also be evaluated.

2. Design and implement the interventions. In smaller organizations, the

informal discussions that helped identify the stressors could also be used to identity

intervention ideas. In larger organizations, a more formal discussion may be needed (e.g.,

outside experts). Interventions could be designed for individual departments or the entire

agency. Before an intervention is undertaken, employees should be fully informed.

3. Evaluate the intervention. This is essential. Establish timeframes for

evaluation, using long- and short-term measures. Evaluations should focus on the same types

of information that were collected through the problem identification step. The work

environment has the potential to be a place where skills are rewarded, social connections are

made, and meaningful professional goals are met. The work of public health is varied,

complex, and essential. It is critical to the well being of society that public health workers

develop policies, provide programs, and assess population needs in environments that allow

the full expression of their talents and that reward their dedication to service.

CAN THE PROBLEM BE PREVENTED?

As always, prevention is better than cure and this can be achieved by good

management practices. They are ongoing processes, which need to be established into how

the Practice is run:

a) Show that stress is taken seriously and be understanding towards people who admit to

being under too much pressure

b) All managers should have an open and understanding attitude to what people say to them

about the pressures of their work and to look for signs of stress in their staff

c) Ensure that staffs have the skills, training and resources they need to do their job. So that

they know what to do, are confident that they can do it and receive credit for it

d) If possible, provide some scope for varying workplace conditions and flexibility and for

people to influence the way their jobs are done. This will increase interest and sense of

ownership

e) Ensure that people are treated fairly and consistently and that bullying and harassment are

not tolerated. Where the issues of bullying and/or harassment arc identified, the

procedures in the Harassment Policy should be followed.

f) Ensure that the provisions of the Disability Discrimination Act are adhered to. This

includes the requirements to make reasonable adjustments and/or changes to a job, which

if not implemented, could have a disproportionate adverse impact on disabled people,

thus discriminating against them.

g) Finally, ensure good two-way communications exist, especially at time of change, which

can exacerbate a problem.

Informing the employer of work related stress problems

Recent case law has put the onus on employees to let their employer know about any

problems that may be causing them excessive stress. This is particularly important where

work factors are involved, as the employer needs to know about them in order to attempt to

rectify any situation. It is also important to let the employer know when home factors are

exacerbating a problem as it is then possible to make allowances and provide additional

support in order that the employee can continue working. It must be emphasised that all

matters of such a nature will be kept strictly confidential.

Return-to-work interviews are an ideal way of raising a problem with a manager.

However, there may be times when an employee is suffering but is not taking any time off

which means this form of letting an employer know of a situation is lost.

There are a number of ways an employee can bring the problem to the attention of

their employer:

a) Return to work form as mentioned above

b) Informal interview with Practice Manager

c) Health report form appendix 3 - this form can be used to report ill health

caused by a working activity, including stress

HOW DO I DEAL WITH AN IDENTIFIED PROBLEM?

If the stress is work related:

a) Try to address the source. Appendix

b) Involve the employee concerned in any decisions

c) Ensure the problem is treated confidentially where possible

d) If necessary, encourage them to seek further help through their doctor

e) If required, arrange for the involvement of the occupational health service via

the Practice Manager.

If it is not possible to control the work-related sources of stress, it may be appropriate

to move the employee if you can. II* a period of sick leave is recommended, keep in touch

with the employee or their representative.

Consider allowing them to return to work to do part of their job, work reduced hours,

or carry out a different job if they are unable to return to their old one. After following the

above process, the Practice Partnership has the decision to make as to whether the stress is

reasonable or not.

Dismissing an employee does not provide an easy way out. If you act unreasonably,

they may claim unfair dismissal. Always seek advice from the BMA or other Advisory Body

before commencing any of these matters.

How can a HR manager help?

Here are ten ways HR managers can help:

1. Allow employees to talk freely with one another. In an organization in which

employees can talk freely with each other, productivity and problem-solving usually are

enhanced.

2. Reduce

personal conflicts on the job. Here are three steps that employers can take to minimize

conflicts: a) training managers and employees to resolve conflicts through communication,

negotiation and respect; b) treating employees fairly; and c) defining job expectations clearly.

3. Give employees adequate control over how they do their work. Workers

are more productive and able to deal with stress better if they have some control over and

flexibility in how they perform their work.

4. Ensure that staffing and expense budgets are adequate. Heavier workloads can

increase illness, turnover and accidents and decrease productivity. Therefore, a new project

may not be worth taking on if staffing and funding are inadequate.

5. Talk openly with employees. Management should keep

employees informed about bad news as well as good news. Giving employees opportunities

to air their concerns to management also is important.

7. Provide competitive personal leave and vacation benefits. Workers who have

time to relax and recharge after working hard are less likely to develop stress-related

illnesses.

8. Maintain current levels of employee benefits. Workers' stress levels increase

when they see reductions made in their employee benefits. Employers must weigh carefully

the savings gained from reducing benefits with the potentially high costs of employee

burnout.

9. Reduce the amount of red tape for employees. Employers can lower burnout

rates if they ensure that employees' time isn't wasted on unnecessary paperwork and

procedures.

10. Recognize and reward employees for their accomplishments and

contributions. Ignoring employees' accomplishments can lower morale and provoke talented

and experienced employees to seek work elsewhere.

REDUCING EMPLOYEE STRESS

Some of the most stressful jobs have the highest turnover rates. It is extremely hard

to keep someone working in a position that constantly causes them to pull out their hair. The

productivity level of the company greatly suffers if all of the employees are under large

amounts of stress. A business owner should consider taking some steps to reduce the stress

of your employees. They should not only think about their business to thrive, but they should

also see that their employees are also doing the same. With a few suggestions, they can start

reducing employee stress and make everyone much happier to be at work.

Reduce work hours- One of the most common contributors to workplace stress is

long work hours. Employees are constantly hounded by upper management to spend most of

the work day at the office. Although some companies may think that this will make the

employee more productive, it really does not. Eventually the work will begin to suffer

because the employee has become overworked. Many companies have become extremely

productive because they have set up guidelines for reasonable work hours. Allowiiemployees

to take necessary breaks and time off. They will have a tendency to do a better job once they

feel refreshed.

If you want motivated and high-energy employees in your business, then create an

environment that reduces workplace stress. Not only do stressed employees lower

productivity and quality of output, but research also confirms that stressed employees cost

you more money in missed workdays and increased on-the-job injuries.

Here are some cost effective strategies to minimize stress on the job and give

employees opportunities to reduce the effects of unavoidable stress.

1. Provide an attractive and comfortable work environment whenever possible. Pleasant

surroundings can do wonders for a person's attitude. Create a less formal atmosphere, add

plants, let employees decorate their own offices or cubicles, etc.

2. Have a quiet break room for your emplouees. Make this area separate from the normal

“hustle and bustle” of the workplace.

3. Create opportunities for employees to make decisions that will directly affect their job

performance. Participation gives employees a sense of personal power and reduces stress

because "the boss" is not "giving orders."

4. Thank your employees for work accomplished by recognizing them for exemplary

performance.

5. Choose the most economically sound equipment, tools, and furniture for workstations.

6. Create opportunities for the employees to meet, socialize, and build working

relationships. For example, set up a bowling team, softball team, book club, or other

social activity for employees only.

7. Set up a gym or other exercise center for employees.

8. Offer onsite chair massage. A study published in a 1996 International Journal of

Neuroscience found that a group of adults who received regular chair massage showed

increased speed and accuracy on math computations, lower anxiety levels, and lower job

stress scores compared to a control group who relaxed for 15 minutes.

Some more techniques to deal with the stress

1. Discuss the troubles you arc going through with acquaintances, loved ones or a

professional person. "Bottling it" within will only produce more troubles later on. There

are many support groups with people experiencing similar problems.

2. Exercise is important for relieving your tension. Exercise stimulates the delivery of

certain chemical substances in your brain, called neurotransmitters. These substances

help your body to react to stress. People who improve their exercise habits change in

their mental attitudes which give them the building blocks to better cope with stress.

3. Listening to your preferred music is great way of bringing down stress and relieving

anxiety.

4. Healthy meals can become a crucial ingredient in restricting your tension. See to it that

you eat three meals a day nad make it an attempt to keep off ccajffeine and sugar.

Natural stress supplements ar also available in addition to being safer than prescription

mediaction; natural stress relief can be just as effective if not more so. Consult with your

health care professional.

5. Sleep deprivation can cause stress. Go to bed early. Seven to eight hours sleep can make

all the difference.

METHODOLOGY

Study Area:

The present study is conducted at "vijaya dairy milk (APDDCF) Limited" .

WARANGAL.

Title of study:

A study on 'Employee Stress' in Vijaya dairy milk (APDDCF) Limited

WARANGAL.

Research Design:

In this study descriptive research design is accepted. This design helps in describing

the employee stress levels.

Sampling:

In this study a sample Of only '20' employees were selected.

Conceptualization:

Stress is a negative emotion that represents constraining influence expressed by way

of physical emotional or mental pressure on the physical body. Stress crops up when we are

unable to realize the negative emotions. Both discontent and pleasurable events can bring

stress.

Definition of employee stress:

"The reaction people have to excessive pressures or other types of demand placcd

upon them. It arises when people feel they cannot cope ".

Method and tool of data collection:

The primary data about the employee stress was collectcd using Questionnaire

method; this method was found suitable for collecting the data from the employees.

Therefore questionnaire as tool was used. This tool consisted of two parts 'Part A' includes

personal data and 'Part B' includes stress scale of 25 items measured using 5pt (Likert scalc).

The secondary' data was collected from the text book, internet regarding the stress and

employee stress.

Duration of the data collection:

From February to MARCH 2009. Data was collected.

Ob jectives of the study:

To study the impact of stressors causing stress to the employees.

To study the remedial measures to copc up with the stress.

Data analysis:

After collection of the data through questionnaire from respondents it is tabulated and

also it is analysed using the "EXCEL SHEET'.

Limitation of the study:

The study may not be accurate because of the following reasons

1. Sample size: The size of the sample for the study is '20* which may not be

enough to represent the broad population.

2. Time constraint: the survey has been done for a large pail of population

because of lack of time since the study was limited to a period of 45 days only.

3. Biased information: some of the respondents have shown lack of interest in

providing the response. Since their identity was known which lead to biased

information.

4. Since questionnaire is also related to stress in the organization the employees

did not give the right response.

5. They also hesitated to respond as they felt that their personal details and

the information collected from them will be revealed.

DATA ANALYSIS AND INTERPRETATIN

1. When I think about my job I feel overloaded.

S.N

o Response

No. of

Respondents Percentage

1 Never 3 15%

2 Rarely 4 20%

3

Don't

Know 0 0%

4 Some times 12 60%

5 Akways 1 5%

6 Total 20 100%

15%20%

60%

5%

No. of Respondents

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Fifteen percent (15%) felt their Job as not over loaded, where 20% found their job to be

overloaded rarely, 60% found the job to overloaded sometimes and 5% found their job to be

over loaded always, this shows that only few employees found their job to be ober loaded

always, this shows that only few employees found their job to be over loaded and hence they

have stress.

2. I feel my responsibilities are not clear and I am not clear what is expected of me

by the organization.

S.N

o Response

No. of

Respondents Percentage

1 Never 8 40%

2 Rarely 7 35%

3

Don't

Know 0 0%

4 Some times 4 20%

5 Akways 1 5%

6 Total 20 100%

40%

35%

20%

5%No. of Respondents

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Forty percent (40%) of the employees never felt that their job responsibilities are not clear,

35% felt that their job respondibility was not clear, 20% of they employees felt some times

that their job responsibility was not clear, 20% of they employees felt some times that their

job resondibility was not clear, 5% always felt that their job responsibility was not clear, this

shows that more than 40% of the employees never have this problem; only 5% of the

employees have this problem of no clear job responsibility.

3. The job I am doing doesn’t motivate me.

S.N

o Response

No. of

Respondents Percentage

1 Never 10 50%

2 Rarely 3 15%

3

Don't

Know 3 15%

4 Some times 3 15%

5 Akways 1 5%

6 Total 20 100%

50%

15%

15%

15%5%

Does the job motivates

NeverRarelyDon't KnowSome timesAkways

Interpretation

Fifty percent (50%) never felt that their job does not motivate, 15% could not say whether

their job motivates or not, 15% feel that very rarely their job does not motivate, 15%felt that

their job does not motivate them sometimes, 15% felt that their job does not motivate them at

all.

4. I feel there is inadequate resource to do the assigned work.

S.N

o Response

No. of

Respondents Percentage

1 Never 7 35%

2 Rarely 6 30%

3

Don't

Know 5 25%

4 Some times 2 10%

5 Akways 0 0%

6 Total 20 100%

35%

30%

25%

10%inadequate resource

1 Never2 Rarely3 Don't Know4 Some times5 Akways

Interpretation:

Thirty five ()35%) never felt that there is no inadequate resource for ding the assigned work,

30% rarely feel there is inadequate resource, 10% felt it sometimes.

5. I do not feel enthusiastic to go to my job.

S.N

o Response

No. of

Respondents Percentage

1 Never 9 45%

2 Rarely 6 30%

3

Don't

Know 3 15%

4 Some times 2 10%

5 Akways 0 0%

6 Total 20 100%

45%

30%

15%

10%job enthusiasim

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Forty-five (45%) never felt that their job is not enthusiastic, 30% of the employees feel

rarely that their job is not enthusiastic, 15% said they don’t know, 10%felt their job is not

enthusiastic sometimes.

6. I feel stress with conflicting demands from different superiors.

S.N

o Response

No. of

Respondents Percentage

1 Never 4 20%

2 Rarely 7 35%

3

Don't

Know 2 10%

4 Some times 7 35%

5 Akways 0 0%

6 Total 20 100%

20%

35%10

%

35%

conflicting demands from superiors

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Twenty percent (20%) never felt that their superiors demands were conflicting, 35% rarely

feel that the demands from superiors are confliciting, 10% say they don’t know, 35% felt the

demands of the employees are conflicting sometimes.

7. I feel that I am not appreciated for good job done by me.

S.N

o Response

No. of

Respondents Percentage

1 Never 8 40%

2 Rarely 4 20%

3

Don't

Know 1 5%

4 Some times 6 30%

5 Akways 1 5%

6 Total 20 100%

40%

20%5%

30%

5%No appreciation for good job done

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Forty percent (40%) of the employees never felt that their job was not appreciated. 20%rarely

feel it. 5%felt they don’t know whether are appreciated not 30% felt that they are not

appreciated for their work, 5%always feel that they are not appreciated.

8. I will not get enough support from my boss for doing my job effectively.

S.N

o Response

No. of

Respondents Percentage

1 Never 14 70%

2 Rarely 5 25%

3

Don't

Know 0 0%

4 Some times 1 5%

5 Akways 0 0%

6 Total 20 100%

70%

25%

5%

No support from boss for effective job

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Seventy percent (70%) never felt that their boss did not support for doing the job effectively,

25% rarely felt that their boss did not support for doing the job effectively, 5% felt that

sometimes they their boss did not support for doing the job effectively.

9. I will not get enough cooperation from my subordinates/peer in my job.

S.N

o Response

No. of

Respondents Percentage

1 Never 11 55%

2 Rarely 8 40%

3

Don't

Know 1 5%

4 Some times 0 0%

5 Akways 0 0%

6 Total 20 100%

55%

40%

5%

No. cooperation with subordinates

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Fifty-five (55%) never felt that there is no cooperation from subordinates, 40% rarely felt that

there is no cooperation from subordinates, 5% have answered as don’t know.

10. I feel that I am becoming more sensitive towards emotions due to my job

responsibilities.

S.N

o Response

No. of

Respondents Percentage

1 Never 3 15%

2 Rarely 9 45%

3

Don't

Know 2 10%

4 Some times 6 30%

5 Akways 0 0%

6 Total 20 100%

15%

45%

10%

30%

sensitive towards emotions

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Fifteen percent15% never felt that they were sensitive towards emotions, 45% rarely felt that

they were sensitive towards emotions, 10% said don’t know, 30% said sometimes they feel

sensitive towards emotions.

11. I feel that I don’t hve enough freedom at work, which is affecting my job

performance.

S.N

o Response

No. of

Respondents Percentage

1 Never 6 30%

2 Rarely 6 30%

3

Don't

Know 1 5%

4 Some times 7 35%

5 Akways 0 0%

6 Total 20 100%

30%

30%5%

35%

No freedom at work

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Thirty percent 30% never felt that there is know freedom at work, 30% rarely felt that, 5%

don’t know, 35% sometimes feel that there is no freedom at work.

12. I feel that I have not been involved in the decision making process of matters

pertaining to my job.

S.N

o Response

No. of

Respondents Percentage

1 Never 7 35%

2 Rarely 7 35%

3

Don't

Know 6 30%

4 Some times 0 0%

5 Akways 0 0%

6 Total 20 100%

35%

35%

30%

No involment in decision making

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Thirty-five 35% never felt that they are nor involving in the decision making 35% rarely felt

that, 30% said don’t know.

13. My job responsibility doesn’t allow me to spend enough time with my family.

S.N

o Response

No. of

Respondents Percentage

1 Never 4 20%

2 Rarely 6 30%

3

Don't

Know 1 5%

4 Some times 7 35%

5 Akways 2 10%

6 Total 20 100%

20%

30%

5%

35%

10%

No time to spend with family due to job responsibility

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Twenty percent 20% never felt that there is no time for spending with family, 30% rarely felt

that, 35% felt sometimes, 10% always felt, 5% said don’t know.

14. I feel my job responsibilities are affecting my health.

S.N

o Response

No. of

Respondents Percentage

1 Never 5 25%

2 Rarely 8 40%

3

Don't

Know 1 5%

4 Some times 6 30%

5 Akways 0 0%

6 Total 20 100%

25%

40%

5%

30%

job responsibility effecting health

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Twenty percent 20% never felt that hteir job responsibility effecting their health, 40% rarely

felt that, 30% sometimes felt that, 5% doesn’t know.

15. Are u feeling that you will be humiliated by your boss by observing his actions

with your coemployee.

S.N

o Response

No. of

Respondents Percentage

1 Never 11 55%

2 Rarely 2 10%

3

Don't

Know 5 25%

4 Some times 2 10%

5 Akways 0 0%

6 Total 20 100%

55%

10%

25%

10%feel like humiliated by observing boss

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Fifty five 55% never felt that they will be humiliated by their boss by observing him, 10%

rarely felt that, 25% said don’t know, 10% sometimes.

16. Are you feeling stressed when your boss behaves aggressively towards you.

S.N

o Response

No. of

Respondents Percentage

1 Never 6 30%

2 Rarely 4 20%

3

Don't

Know 0 0%

4 Some times 10 50%

5 Akways 0 0%

6 Total 20 100%

30%

20%

50%

feel stressed when boss behaves aggressibely

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Thirty percent 30% never felt stressed when their boss behaves aggressively, 20% rarely felt

that, 50% sometimes that they feel stressed their boss behaves aggressibely.

17. Are the instructions given by your superiors creates confusion and contradiction

in you.

S.N

o Response

No. of

Respondents Percentage

1 Never 10 50%

2 Rarely 8 40%

3

Don't

Know 0 0%

4 Some times 2 10%

5 Akways 0 0%

6 Total 20 100%

50%

40%

10%

Instruction given by boss are confusing and contradicting

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Thirty percent 30% never felt that the instructions given by the boss are confusing and

contradicting, 20% rarely felt that 50% sometimes felt that the instructions are confusing and

contradicting.

18. Are you feeling that you are not able to balance yur work life and personal life.

S.No Response

No. of

Respondents Percentage

1 Never 6 30%

2 Rarely 7 35%

3 Don't Know 1 5%

4 Some times 6 30%

5 Akways 0 0%

6 Total 20 100%

30%

35%

5%

30%

No balance in work life and personal life

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Thirty percent 30% never felt that their were not able to balance their work life and personal

life, 35% felt that rarely, 30% felt sometimes, 5% said don’t know.

19. Do you feel that there is no proper employee – employee relationship at your

work place.

S.N

o Response

No. of

Respondents Percentage

1 Never 9 45%

2 Rarely 7 35%

3

Don't

Know 1 5%

4 Some times 1 5%

5 Akways 2 10%

6 Total 20 100%

45%

35%

5%

5% 10%

No peoper employee-employeerelation

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Forty percent 45% never felt that there is no proper employee – employee relation, 35% felt

that rarely, 5% felt sometimes, 5% said don’t know,10% always felt that.

20. Do you feel stressed when yur colleagues quarrel with each other.

S.N

o Response

No. of

Respondents Percentage

1 Never 9 45%

2 Rarely 3 15%

3

Don't

Know 1 5%

4 Some times 6 30%

5 Akways 1 5%

6 Total 20 100%

45%

15%5%

30%

5%

feel stressed shen colleagues quarrel with each other

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Forty five 45% never feel stressed when their colleagues quarrel with each other, 15% feel

stressed, 5% said don’t know, 30% feel sometimes, 5% always feel stressed.

21. Do you get irritated when your colleague speaks loudly over the phone.

S.N

o Response

No. of

Respondents Percentage

1 Never 4 20%

2 Rarely 3 15%

3

Don't

Know 1 5%

4 Some times 10 50%

5 Akways 2 10%

6 Total 20 100%

20%

15%

5%50%

10%

irritated when person speaks loudly

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Twenty percent20% never feel irritated when their colleagues speak loudly over the phone,

15% rarely felt that, 5% don’t know that, 50% sometimes feel that, 10% always felt that.

22. Do you feel like destroying everything when things are not available at you work

place.

S.N

o Response

No. of

Respondents Percentage

1 Never 12 60%

2 Rarely 5 25%

3

Don't

Know 0 0%

4 Some times 3 15%

5 Akways 0 0%

6 Total 20 100%

60%

25%

15%

I get stressed

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Sixty percent 60% never feel like destroying when things are not available, 25% rarely felt

that 15% sometimes felt it.

23. Does the physical environment at your work place create any stress in you

S.N

o Response

No. of

Respondents Percentage

1 Never 9 45%

2 Rarely 3 15%

3

Don't

Know 4 20%

4 Some times 4 20%

5 Akways 0 0%

6 Total 20 100%

45%

15%

20%

20%

percentage

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Forty five 45% never felt that physical environment at work place creates stress, 15% rarely

felt that, 20% said don’t know, 20% sometimes felt it.

24. Do you feel stressed when an employee from other department pressurizes you

to provide required information in time.

S.N

o Response

No. of

Respondents Percentage

1 Never 5 25%

2 Rarely 7 35%

3

Don't

Know 1 5%

4 Some times 5 25%

5 Akways 2 10%

6 Total 20 100%

25%

35%5%

25%

10%

percentage

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Twenty five 25% never feel stressed when employees from other department pressurizes,

35% rarely felt that, 5% said don’t know, 25% sometimes feel that, 10% always felt it

25. I feel stressed when there is difference of opinion in my team.

S.N

o Response

No. of

Respondents Percentage

1 Never 6 30%

2 Rarely 9 45%

3

Don't

Know 1 5%

4 Some times 2 10%

5 Akways 2 10%

6 Total 20 100%

30%

45%

5%

10% 10%

percentage

NeverRarelyDon't KnowSome timesAkways

Interpretation:

Thirty percent 30% never feel stressed when there is difference of opinion in team, 45%

rarely felt that, 5% don’t know whether they feel stressed or not, 10% sometimes feel that,

10% always feel that.

FINDINGS

1. Vijaya Dairy culture is key strength to success and always known for their culture in the

society.

2. They believe that their people are their strength in building a strong culture and making

the business as social mission always successful

3. Vijaya Dairy is very effective in communicating its goals to the employees.

4. Vijaya Dairy maintains fairness and flexibility in implementing the policies.

5. Every employee is given freedom to share their feelings and express their opinions.

6. Employees have good interpersonal relationship in Vijaya Dairy.

7. Vijaya Dairy gives every employee an opportunity to enhance their performance through

training.

8. It also provides opportunities for career development.

9. Vijaya Dairy provides good working environment and good infrastructure to its

employees.

10.The employees maintain good rapport with their superiors.

11. The employees maintain the dignity of the company through discipline and behavior.

12. Every employee enjoys working for Vijaya Dairy.

13. They work in Vijaya Dairy like, one family without any discrimination of their

position, age, and religion.

14.They celebrate occasions together.

15. Vijaya Dairy gives every freedom to the employees so that the employees may

bring out the best through their performance.

16. Every employee is motivated by the superiors.

17.Every employee is enthusiastic to go to their job.

18. The employees are given complete from their boss thus they do their job

effectively.

19. They employees have good cooperation with each other.

20. Employees are also allowed to make decisions by the superiors.

SUGGESTIONS

Some suggestions are:

1. The employees have better interpersonal relations with each other, but the management

should take personal attention to make relations good among the employees.

2. The management should try to reduce the work overload on the employees.

3. The management should try not to go for conflicting demands.

4. The management should appreciate the employees even if they do a small job correctly,

as it motivates employees, which improves the performance.

5. The management should take care of employee's emotions, before giving the

responsibilities to the employees.

6. Though Vijaya dairy is giving enough freedom to employees, it should see that every

employee is really enjoying the freedom at work.

7. fhe management should reduce the job overload of the employees so that they can spend

enough time with their family.

8. The employees should be given responsibilities in such a way which does not affect his

health, like dividing the responsibility if possible in the employees.

9. The management should not behave aggressively towards employees, which demotivates

them and leads to stress.

10. The instructions should be given by the superiors or management in such a way that it

should create confusion or contradiction in employees.

11. The management should try to council the employee if he is not able to perform well,

because he may not be able to balance work life and personal life.

12.The management should see that employees are maintaining discipline.

13.The management should also see that the employees are maintaining peace and discipline

at work. They should see that employees are not disturbing each other through their

actions or behavior.

14.The management should see that every employee is working or completing the work in

time without giving to any work pressures to other employees and management.

15.Thus management should take care of such small things (stressors) which are creating

stress in employees.

16.The management should check the company's web site and correct the grammatical

mistakes in it.

CONCLUSION

To survive in these competitive times, companies can't afford anything less. Creating

a high performance organization requires understanding what factors influence performance.

One of the most significant factors is stress. Employee stress cannot be ignored by any

employer wishing to slay competitive in today's marketplace. In order to overcome this stress

the company should trace out the stressors which are affecting the performance of the

employees and environment of the employees.

Thus to understand stress level in employees a survey can help discover the stressors

which are effecting the employees, some consequences like absenteeism, workers

compensation, litigation, grievances, resistance to change turnover are due to stress, which

effects the organization in turn.

In Vijaya dairy Warangal. a survey was conducted on the basis of questionnaire. A

sample of 20 were taken and surveyed and found that the stress level is not high in the

company. Employees are not suffering with high levels of stress.

Vijaya dairy has good environment and employees are free from stress to some

extent.

PERSONAL DATA

NAME : DESIGNATION :

EDUCATION : EXPERIENCE :

NAME OF THE DEPT :

QUESTIONNAIRE

I his is a tool to measure the amount of stress you experience in your daily life. 25

statements are included. Read slowly and carefully, state how far it is true in your case. You

may please choose any one of the following live options to each item

1. When I think about my job I feel overloaded. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

2. I feci my responsibilities are not clear and I am not clear w hat is expectcd of me by the

organization. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

3. The job I am doing doesn't motivate me. ( )

/. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

4. I feel there is inadequate resouree to do the assigned work.

/. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

5. I do not feel enthusiastic to go to my job. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

6. I feel stress with conflicting demands from different superiors. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

7. I feel that I am not appreciated for good job done by me. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

8. I will not get enough support from my boss for doing my job effectively. ( )

/. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

9. I will not get enough co-operation from my subordinates/peer in my job. ( )

/. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

10. I feel that I am becoming more sensitive towards emotions due to my job responsibilities. ( )

/. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

11. 1 feel that I don't have enough freedom at work which is affecting my job performance. ( )

1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

12. I feel that I have not been involved in the decision making process of matters pertaining to my

job. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

13. My job responsibility doesn't allow me to spend enough time with my family. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

14. I feel my job responsibilities are affecting my health. ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

15. Are u feeling that you will be humiliated by your boss by observing his actions with your co-

employee? ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

16. Are you feeling stressed when your boss behaves aggressively towards you? ( )

1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

17. Are the instructions given by your superiors creates confusion and contradiction in you? ( )

1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

18. Are you feeling that you are not able to balance your work life and personal life? ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

19. Do you feel that there is no proper employee-employee relationship at your work place? ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

20. Do you feel stressed when your colleagues quarrel with each other? ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

21. Do you get irritated when your colleague speaks loudly over the phone? ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

22. Do you feel like destroying everything when things are not available at your work place? ( )

1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

23. Does the physical environment at your work place create any stress in you? " ( )

/. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

24. Do you feel when an employee from other department pressurizes you to provide required

information in time? ( )

I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always

25. 1 feel stressed when there is difference of opinion in my team. ( )

1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Ahvavs

BIBLIOGRAPHY

The Data was collected from the given sources.

1. www.google.com

2. www.humannatureatwork.com

3. www.stress.org

4. www.bnet.com

5. www.supcrsolutions.com

6. www.cdc.gov/noish

7. www.a 1 laboutworkplacestress.com

8. www.csp.org.com

9. www.zapdata.com

10. wwvv.ezinc.com

11. www.citehr.com

12. "organizational behavior"

Stephen robenson

R.K. Sharma

i

ii