CHAPTER - I

INTRODUCTION

1
 INTRODUCTION

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

What is Stress?

We generally believe that the stress is caused by the external events and the dynamics of the
environment. But we need to emphasis the fact that the Stress is caused by our reaction to the
external environment. The manner in which we perceive and understand the changes or the
particular event creates same event can bring happiness and cause Stress in two different people
depending upon how they react to it. When students are asked to prepare a presentation, some
may take it to be an opportunity to reveal their talents and to improve upon their weakness while
the other students may be perturbed by it for the fear of his weakness. So, Stress is our reaction
to external events and it can be positive or negative depending upon how we react. It is the
general wear and tear of the body machine that takes place due to extra demands put on it. We
can define Stress as bodys non-specific response to any demand made on it. Stress is not by
definition synonymous with nervous tension or anxiety. On one side Stress provides the means to
express talents and energies and pursue happiness on the other side it can also cause exhaustion
and illness, either physical or psychological.

2
OBJECTIVE OF THE STUDY

To know the stress management practices of the selected organization.

To identify the factors causing stress to the employees at work in the organization

To know the perceptions of employees on the stress management practices adopted by the
selected sample organization.

To offer suitable suggestions to the company to improve stress management practice of

the company.

3
NEED FOR THE STUDY

Work stress is a challenge for workers and their employing organizations. As organizations
and their working environment transform, so do the kinds of stress problems that employees may
face. It is important that your workplace is being continuously monitored for stress problems.
Further, it is not only important to identify stress problems and to deal with them but to promote
healthy work and reduce harmful aspects of work. Work in itself can be a self-promoting activity
as long as it takes place in a safe, development- and health-promoting environment.

SIGNIFICANCE OF THE STUDY

The following are the various reasons, which signify the present study on stress management.
1. The study on stress management helps the organization in adapting the change easily.

2. It enables the organization to help the employees to establish Quality of work life.

3. In addition to the above it helps the organization to improve the Organizational Climate
4. This study facilitates the employees to manage stress in the organization and training them
to manage it and thus enhance the effective performance of the employees.

4
SCOPE OF THE STUDY

The present study covers various aspects, such as stress causing parameters that are
prevailing in the organization and the stressors that are affecting the performance of the
employees. Thus the present study is confined to stress management practices in MARUTHI
SUZUKI MOTORS. Stress at work place can adversely affect an employees performance. So
the MARUTHI SUZUKI MOTORS has been implementing stress management practices in their
organization and the perceptions of employees towards such practices should be known to the
organization to enable the organization to take sufficient measures to improve them.

5
 RESEARCH METHODOLOGY

INTRODUCTION:

Under Research Methodology various steps that are generally adopted by a researcher in
studying his research problem along with logic
Behind them is discussed. The researcher methodology has many dimensions and research
methods to constitute a part of the research methodology. It is necessary for the researcher to
design the methodology for his problem as it may differ from problem to problem. In the process
of conduction the study, the researcher has followed the following methodology
Field Study:
The researcher has conducted the study among the executives and offices level
employees in MARUTHI SUZUKI MOTORS. Since employees were operating, study on the
whole system could not be undertaken as a whole and is restricted to with in the unit of the
company.
Collection of Data
Primary Data:
Primary data was colleted within the employees of organization through survey and
personal interview.
Secondary Data:
Secondary data was collected from various published books, companies web sites and
company old records.
Research Design
The research designs under taken for the study is in descriptive one. The methodology
involved in this design is mostly qualitative in a nature.
Types of Study
The present study is partly exploratory, partly descriptive and partly causal.
It is exploratory because it is concerned with identifying the existence and non-existence of
stress.

6
 It is descriptive as it aims to describe the various internal and external factors that contribute
to stress.
It is causal as it aims to analyze the causes for stress and the effect of stress in the
performance of the employees.
Sample Design
A sample of 80 employees is taken out of a total population of 250 employees (58%),
based on judgment sampling. The sample is selected in such a way that it includes the employees
of all ages, different designations from different educational streams with distinct experience
from various departments.
Hence the sample is a representative of the population and an unbiased mix of all factors.
Sample Size
Out of the total universe 250 employees a total of employees a total of 80 employees
belonging to different units of MARUTHI SUZUKI MOTORS namely:
Research Instrument
The research instrument used for the survey is a structured undisguised questionnaire.
The questionnaire has been framed in structures and undisguised form, with a total number of 20
questions. It has both open ended and closed ended questions. The information collected through
personal interview is also being used. Pre-testing was conducted to find if there were any
discrepancies in the questionnaire designed necessary changes were made after designing the
questionnaire for which data was collected
Diagrams used:
Bar Charts
Pie Charts

7
LIMITATIONS OF THE STUDY

The following are the major limitations of the present study

The study is confined to information willingly shared by the organization.

Conclusions are derived from the opinions of the employees, which are assumes to be
unbiased

The data in the study has been collected be means of questionnaire.

The insufficient time duration is another major constraint for the present study.

8
 CHAPTER - II
REVIEW OF LITERATURE

9
 REVIEW OF LITERATURE
Stress is a part of day-to-day living of every individual. The college students may
experience stress in meeting the academic demands, people on the job, business men may suffer
stress to reach office in time and to complete the projects on time and even the house hole ladies
may experience stress in managing the home affairs and to look for the maid servant. The
reasons for the stress differ from person to person. The stress people experience should not be
necessarily treated as harmful. An optimum amount of stress can always act as an energizer or
motivator and propel people to apply the efforts and complete the work. But a high level of stress
can be serious threat to the personality trails of the individual and can cause physiological and
social problems.

What is Stress?
Stress is the "wear and tear" our bodies experience as we adjust to our continually changing
environment; it has physical and emotional effects on us and can create positive or negative
feelings.

10
How can I eliminate stress from my life?

As we have seen, positive stress adds anticipation and excitement to life, and we all thrive under
a certain amount of stress. Deadlines, competitions, confrontations, and even our frustrations and
sorrows add depth and enrichment to our lives. Our goal is not to eliminate stress but to learn
how to manage it and how to use it to help us. Insufficient stress acts as a depressant and may
leave us feeling bored or dejected; on the other hand, excessive stress may leave us feeling "tied
up in knots." What we need to do is find the optimal level of stress, which will individually
motivate but not overwhelm each of us.

How can I tell what is optimal stress for me?

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There is no single level of stress that is optimal for all people. We are all individual creatures
with unique requirements. As such, what is distressing to one may be a joy to another. And even
when we agree that a particular event is distressing, we are likely to differ in our physiological
and psychological responses to it.

How can I tell manage stress better?

Identifying unrelieved stress and being aware of its effect on our lives is not sufficient for
reducing its harmful effects. Just as there are many sources of stress, there are many possibilities
for its management. However, all require work toward change: changing the source of stress
and/or changing your reaction to it. How do you proceed?

12
 The Nine Stress Management Tips:

1.Know what stresses you most. Not your co-worker, friend, husband, or wife. YOU!! Get your
feelings out. Write them out and describe each situation. Share all bad feelings with a friend or in
a journal. Before you can conquer your stresses you must know what is stressing you.

13
2.Say no. Focus on you own goals, not your spouse's or parents'. You must know yourself, your
dreams, and your passions. If asked to chair another group or take on another responsibility, look
at your mission statement or goals for the day. If it is does not fit it there say thank you but I just
cannot. Saying no is one of the hardest things in life, but will help make you a success in your
chosen field.

3.Learn to relax. Work hard but know when to take time off to be with the family, go to the
beach, or read a book. Work all day if you must but when you get home play, watch cartoons, or
tell your child a story. This allows stress tension to go away and helps you calm the heart's pace
14
and digest food normally, and protect your immune system. Learn to meditate and take deep
breaths to calm down.

4. Eat healthy. Eat less junk food and more fruit and vegetables for an amazing overall
lowering of stress levels. We can actually lower the amount of the bad stress hormone, Cortisol,
by taking vitamins. Take those vitamin pills daily.

5. Keep laughing. Keep a sense of humor. Studies show a good attitude helps lower cancer rates,
makes surgery more effective, and keeps a relationship together through hard times.

6. Ask yourself WHY. Why are you doing this? Write down your wants, needs, goals,
hopes,and dreams. Does what you are doing now help you get fulfill any of these things? What is
your motivation? The more you understand why you doing what you are doing the less stress you
will have. If you cannot come up with a good reason, then stop doing it.

15
7. Stay active. Exercise is a great way to relive tension and gives you a great break from exams.
A healthy body makes a happy body. Even a three-minute jog is helpful at taking your mind off
your pressures. You'll come back with an acute focus and renewed energy.

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8. Follow your bliss. Try to know which subjects and type of people you enjoy. Structure your
life around activities that you love. Joseph Campbell, a wise philosopher, advises you to follow
your bliss. The more you do in life that goes with your own flow, the more passion you'll have
for what you do.

9. Organize and Prioritize. Do the worst and hardest tasks first. Keep a to-do list and calendar
with you at all times. If you fail to plan, you plan to fail.

17
 We generally believe that the stress is caused by the external events and the dynamics of
the environment. But we need to emphasis the fact that the Stress is caused by our reaction to the
external environment. The manner in which we perceive and understand the changes or the
particular event creates same event can bring happiness and cause stress in two different people
depending upon how they react to it. When students are asked to prepare a presentation, some
may take it to the other students may be perturbed by it for the fear of his weakness. So, Stress is
our reaction to external events and it can be positive or negative depending upon how we react, it
is the general wear and tear of the body machine that takes place due to extra demands put on it.

Stress is the biggest killer in the Western world and the cause of huge losses of

production in industry. But the techniques to combat stress and

Increase well being in your daily life are within your reach if you know how to go about
them.

REPLACING NEGATIVE WITH POSITIVE EMOTIONS

The Successful Stress Management course gives you guidance on the changes necessary
to overcome and reject negative emotions, and to replace them with positive ones that give you
true quality of life. Your course will enable you to consider the causes and effects of the stress in
todays world, and help you plan strategies for managing and controlling stress to develop a
healthy sense of self-esteem. This is a much-needed course in todays world of increasing
anxieties, and is invaluable whether you want to benefits yourself or make a career out of giving
guidance to others.

We can define stress as bodys non-specific response to any demand made on it. Stress
is not by definition synonymous with nervous tension or

18
 anxiety. On one side stress provides the means to express talents and energies and pursue
happiness on the other side it can also cause exhaustion and illness, either physical or
psychological.

Definition of stress
According to the father of stress of research, Hans Selye, stress is the spice of life; the
absence of stress in death.
Stress is defined as an adaptive response to an external situation that results in physical,
psychological and behavioral deviations for organizational participants.
Stress is understood as an individual reaction to a disturbing factor in the environment.
Ivancevich and matteson define stress simply as the interaction of the individual with the
environment.

Remember that our main 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. With this in mind, we can now look at how you can manage all of the stresses
that your career will bring From our definition, you can see that there are three major approaches
that we can use to manage stress;

Action-oriented: In which we seek to confront the problem causing the stress, often changing the
environment or the situation;
Emotionally-oriented: In which we do not have the power to change the situation, but we can
manage stress by changing our interpretation of the situation and the way we feel about it; and
Acceptance-oriented: Where something has happened over which we have no power and no
emotional control, and where our focus is on surviving the stress.

Action-oriented approaches best where you have some control

To be able to take an action-oriented approach, we must have some power in the
situation. If we do, then action-oriented approaches are some of the most satisfying and
rewarding ways of managing stress. These are techniques that we can use to manage and
overcome stressful situations. Changing them to our advantage.
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 The early selections on the title bar above focus on action-oriented coping. These
selections introduce skills that help you to manage your job actively, work well with your boss
and co-workers, and change your surroundings to eliminate environmental stress.
Emotionally-oriented approaches-subtle but effective
If you do not have the power o change a situation, then you may be able to improve
things by changing he way you look at it, and feel about it, by using an emotionally oriented
approach. These are often less attractive than action-oriented approaches in that the stresses can
recur time and again; however, they are useful and effective in their place. The section on
Reducing Stress With Rational Thinking explains powerful techniques for getting another
perspective on difficult situations.

Acceptance-oriented approaches-when theres no valid alternative

Sometimes, we have so little power in a situation that it is all we can do to survive it. This
is the case, for example, when loved-ones die. In these situations, often the first stage of coping
with the stress is to accept ones lack of power. The section on Building Defenses Against Stress
looks at building the buffers against stress that helps you through these difficult periods.
Arguably, the section on Useful Relaxation Techniques also fails in to this category.

These different approaches to stress management address our definition of stress

indifferent ways: the action-oriented techniques help us to manage the

demands upon us and increase the resources we can mobilize; the emotionally oriented
techniques help us to adjustor perceptions of the situation; and the acceptance-oriented
techniques help us survive the situations that we genuinely cannot change.
took the relationship between stress and industry very seriously.

Stress: What it is not

Stress is not simply anxiety or nervous tension
Stress need not necessarily be damaging
Stress is not always due to over stimulation
Stress cannot be avoided

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Levels of Stress
Eustress: Eustress denotes the presence of optimum level of stress in an individual, which
contributes positively to his performance. This may lead employees to new and better ways of
doing their jobs. In certain jobs such as sales, creativity a mild level of stress contributes
positively to productivity.
Distress: Distress denotes the presence of high level of stress in an individual, which affects job
performance adversely and creates many types of physical, psychological and behavioral
problems.
Symptoms of Stress
As stated earlier Stress is caused by or reaction to the external events and bring about
changes in our response and our general behavior. The presence of Stress can be estimated by the
analysis of certain symptoms an individual shows. These symptoms can be divided into three
different categories.
They are Feelings, Behavior and Physiology. When the individual experience Stress, one or more
of the following symptoms can be exhibited.

Feelings
The individual becomes anxious become anxious about the outcomes and is scared. The
person feels that he has got something to loose or something wrong will take place.
In an anxious state the person does not want to be corrected or interrupted. He looks out
for other areas where he can forget about the stress-causing event for a while . The person
becomes irritable and moody.
During high level of Stress the individual develops a negative frame of mind and suffers
from low self-esteem. The person loose faith in his capabilities and is afraid of the
failures. The individual does not have a focused approach and is not able to concentrate
and is involved in his own plans and thoughts.
Physiological and Behavioral Changes
Speech problems
Impulsive Behavior
Crying for no apparent reason

21
 Laughing in a high pitch and nervous tone of voice.
Grinding of teeth
Increasing smoking and use of drugs and alcohol.
Being accident-prone
Perspiration/ sweaty hands
Increased hear beat
Trembling
Nervous ticks
Tiring easily
Urinating frequently
Sleeping problems
Diarrhea / indigestion /vomiting /nausea
Butterflies in stomach
Headaches
Premenstrual tension
Pain in the neck and or lower back

Causes of Stress
Both positive and negative events in ones life can be stressful. However major life changes are
the greatest contributors of stress for most people.
1. If people have to travel a lot and have to move from place to place, it can cause stress.
2. Individual can also be under stress if they are about to enter some new environment. They
may be going to new colony. To a new college or they may be joining a new organization.
3. Some events, which are generally once I a lifetime can also cause stress. The social
institutions of marriage or divorc can cause stress. Pregnancy can also generate Stress.
They are:
Time pressure
Competition
Financial problems
Noise

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 Disappointments

UNDERSTADING STRESS
Three potential sources of stress:
Environmental Factors
Organizational Factors
Individual Factors

Environmental Factors:
Economic uncertainty is created when there is a change in the business cycle. That is
when people become anxious about their security. This uncertainty not only affects the stress
level of the organization but also to design of the organisation. By the coming up to the new
innovations in the field of technology
like computers, robotics, automation etc. It has become a threat to many people, which causes
stress. This type of uncertainty is called Technology Uncertainty.
Organizational Factors:
There is no storage of factors within the organization that can cause stress.
These are categorized into:
Task Demands
Role Demands
Interpersonal demands
Organizational Demands
Organizational Leadership
Organizations Life Stage

Task Demands: Task demands are factors related to a persons job. They include the design of the
individuals job (autonomy, task variety, degree of automation). Working conditions, and the
physical work layout. Working in an overcrowded room or in a visible location where
interruptions are constant can increase anxiety and stress

23
Interpersonal Demands: Interpersonal demands are pressures created by other employees. Lack
of social support from colleagues and poor interpersonal relationships can cause considerable
stress, especially among employees with a high social need.
Organizational Structure: Organizational Structure defines the level of differentiation in the
organization, the degree of rules and regulations, and where decisions are made.

Stress is a routine part of our lives. Certain amounts of stress are beneficial; however,
sometimes the level of stress can become burdensome. Students in university experience many
changes. There is research, Irish as well as international, to indicate college can be a stressful
experience for students
(Aherne, 2001; Fisher, 1994; Tyrrell, 1993). Being able to manage and control stress is a useful
skill, for life as a student but also for life beyond university. Stress management can be taught on
a personal as well as a professional basis.

The material in this module can be used as a stand alone - given in addition to regular
courses. However, it can also be incorporated into course content when suitable.

Each section gives the presenter some Background Information on the area to be addressed
as well as Suggestions for Integration of the material with subject material. There is also a
Suggested Presentation if the teacher wants to present the material as a workshop. It includes
suggested activities and procedures, materials necessary and time estimates. The module also
contains a PowerPoint presentation with slides and notes, as well as exercises and handouts. The
teacher may be selective using parts or all of the module sections or he/she may customise,
alter or add to the module.

24
ABOUT STRESS

One of the difficulties about stress is that it can work for you or against you, just like a car
tire. When the pressure in the tire is right, you can drive smoothly along the road: if it is too
low, you feel all the bumps and the controls feel sluggish. If it is too high, you bounce over
the potholes, and easily swing out of control (Butler & Hope, 1995, p. 207).

AIM

To help students learn more about the causes and implications of

stress.

To help students become aware of the signs and symptoms of stress

early, to prevent chronic stress.

To help students identify potential sources of stress and to develop an

awareness that they can cope with the stress in their lives.

To help students identify their own optimal level of stress.

Definition

Stress is a normal, universal human experience.

Eustress, or good stress, is stress that benefits our health, like physical exercise or getting
a promotion. Distress on the other hand, is stress that harms our health and often results from
imbalances between demands made upon us and our resources for dealing with these demands.
The latter is what most people think about when they talk about stress. However, if handled well
stress can increase motivation and stimulate us.

There are many different definitions and theories of stress. However, a commonly
recognised one is the interactionist model of stress (Lazarus & Folkman, 1984). It suggests there
are three key components involved:

25
 - The situation and demands
- Our subjective appraisal of the situation
- Our perceived resources for meeting the demands

These demands or situations could include financial problems, arguments, changes in

school/work circumstances, etc. These are events, hassles or changes that occur in our external
environment that may be physical or psychological. They are sometimes referred to as stressors.

Appraisal of the situation refers to how we interpret the situation or demand. For example, an
event occurs. Person A may see it as stressful while Person B does not. Thus Person A will
probably have a reaction to the stressful situation, either physiological or emotional.

Resources refer to our ability to cope with the demand or stressor, for dealing with possible or
real problems. Again, an event occurs, Person A and Person B both perceive it as stressful, but
Person A believes she has the resources to cope but Person B believes she doesnt, and they will
respond accordingly.

While students may not be able to control some of the demands placed upon them, they can
change the resources at their disposal by increasing their repertoire of coping strategies.

Optimal Level of Stress

Everyone has an ideal level of stress, but it differs from person to person. Basically, if theres not
enough stress then performance may suffer, due to lack of motivation or boredom (See Figure 1).
However, too much stress results in a drop in performance as a result of stress related problems
like inability to concentrate or illness.

We must learn to monitor our stress levels, firstly to identify our own optimum level of stress and
secondly to learn when we must intervene to increase or decrease our level of stress. This way
stress works for us. By managing stress we can improve our quality of life and do a better job,
either in academic life or professional life.

26
If stress is not handled properly it can increase the negative consequences for an individual.

Optimum Stress

Area of Optimum
Performance

High Stress
Low Stress
Anxiousness
Boredom Unhappiness

Figure 1.: The relationship between stress and performance

Signs and Symptoms of stress

People will have their own personal signs or reactions to stress, which they should learn to
identify. They generally fall into three categories: physical, cognitive and emotional. Many
of these symptoms come and go as a result of short-term stress. However, symptoms that are
associated with more long-term, sustained stress can be harmful. Consequences can include
fatigue, poor morale and ill health. High levels of stress without intervention or management
can contribute to mental health problems (e.g. depression, anxiety, interpersonal difficulties),
behavioural changes (e.g. increased alcohol intake, drug abuse, appetite disorders) and
sometimes involve medical consequences (e.g. headaches, bowel problems, heart disease,
etc.). Some of these signs are listed below.

27
Physical (physiological and behavioural)

- Racing heart
- Cold, sweaty hands
- Headaches
- Shallow or erratic breathing
- Nausea or upset tummy
- Constipation
- Shoulder or back pains
- Rushing around
- Working longer hours
- Losing touch with friends
- Fatigue
- Sleep disturbances
- Weight changes

There is are well established links between stress and many types of illness. However,
these physical symptoms could result from medical or physiological problems rather than
be completely stress related. Medical advice should be sought whenever someone
believes he or she may have an illness, e.g. chest pain or weight changes.
Cognitive (or Thoughts)

- Forgetting things
- Finding it hard to concentrate
- Worrying about things
- Difficulty processing information
- Negative self-statements
Emotional (or Feelings)
- Increased irritability or anger
- Anxiety or feelings of panic

28
 - Fear
- Tearfulness
- Increased interpersonal conflicts

Everyone has developed his or her own response to stress. The key is to learn to monitor
your own signs and become aware of when they are indicating the stress level is
unmanageable.

Demands and Resources

Demands

The demands or stressors we experience can come from internal or external sources.

External sources of stress are the demands or pressures from job or college, demands of family
or friends, physical or environmental factors (noise, caffeine). Recent changes can also be
stressful events. For example, looking for a job, moving, trying to find accommodation,
holidays, and so forth.

Some common stressors for college students include the transition to college, academic concerns
(difficulty with material, lack of motivation), time pressures, financial concerns, family (conflict
with parents); social (loneliness), or developmental tasks of late adolescent/early adulthood
(moving from dependence to autonomy, establishing identity).

Internal sources of stress result from our reactions to these demands and the demands we put on
ourselves. For example, if you feel there are many demands, and not enough resources to cope
then you may feel stressed. You may tell yourself Theres just too much to do. Our own
wants, feelings and attitudes can also create stress. For example, when we want to do a perfect

29
job, or expecting others to be as motivated as ourselves. A students sense of adequacy or
confidence may also influence how they experience stress (Aherne, 2001).

Resources

These refer to our ability to cope with the stressors, either by our appraisal or by our strategies
for dealing with them.

Coping Resources. We can reduce the external demands. For example if the demand causing
stress is financial concerns, then finding sources of funds or making a budget would be a
resource for coping. Alternatively, we can reduce the internal stressors, for example changing
our attitude or perception. Or we can do both. There is more information and examples about
improving coping resources under Section 2. Managing Stress.

In addition to coping resources, there are some indications that personality characteristics
interact with stressors and coping resources. For example, attachment style may influence
how comfortable people are in seeking support. People who feel comfortable seeking the
support of friends or tutors are often better able to cope; people who dont seek support are more
likely to cope with stress by avoiding demands, which can cause trouble later on. Thus how
secure one is about relationships may indicate which coping resources will be most useful
(Lopez & Brennan, 2000). For students, especially young adults, seeking to establish their
independence, asking for help may be seen as a weakness.

Social support is also a significant factor in enabling people to effectively manage their stress.
It refers to our sense of belonging, being loved and accepted. Social support interacts with stress
to offer people a buffer from the negative effects of stress (Brotheridge, 2001). Social support
may elicit an appraisal of events as less stressful, may inhibit dysfunctional coping behaviors, or
may facilitate more adaptive coping behaviours (Cohen & Wills, 1985). This is one reason why
it is important for students to integrate into the academic community and establish relationships
with other students, academic and support staff.

30
 Suggestions for Integration

For literature subjects:

- Think of characters responses to stress and how

they typify universal human behaviours

For social science subjects:

- How is stress reflected in a group?

- How is stress reflected in an individual?
- How is stress reflected in a culture?

For business/management subjects:

- How does stress affect profitability via

absenteeism and underperformance?
- Human resource implications
- Occupational stress and burnout

For engineering subjects:

- What causes stress in a system or structure?

- Any parallels to the body as a system with
components all mutually impacting on each
other?

For science subjects:

- More detail on the psychophysiology of stress

and the relationship between stress and illness

For professional subjects:

- Possible stress implications for patients

undergoing assessments and interventions by
students
- Performance and stress

In general:

Whenever there are particularly stressful times in your

department (e.g. exam time, assignments due, etc.) maybe
have a discussion about stressors and ways of coping.

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 SUGGESTED PRESENTATION
About Stress
Time Commitment

30 40 minutes

Materials

Exercise Performance Quiz

Why Learn About Stress (Slide 2)
Stress Model (Slide 3)
Optimal Level of Stress (Slide 4)
Signs or Symptoms of Stress (Slide 5 - 7)
Exercise - Stress Test
Demands and Resources (Slide 8)
Exercise - How do I respond to stress?
Example of Stress Diary

Activities and Procedures

Step 1 Optional - Have students complete some form of performance quiz (see Exercise
Performance Quiz). Ask students how they reacted what were their thoughts,
feelings and behaviours. Alternatively, ask them to describe how they feel when
under pressure.

Step 2 Discuss benefits of knowing about stress (Slide 2).

Step 3 Explain the Transactional model of stress and definition (Slide 3).

Step 4 Explain optimal level of stress using graph (Slide 4). Discuss how to identify
own level by keeping a stress diary.

32
Step 5 Go over signs of stress with students (Slide 5, 6, 7).

Step 6 Optional Have students complete a stress questionnaire. Emphasise the

importance of being able to identify own particular early warning signs of stress
in order to activate coping.

Step 7 Explain what demands/stressors and resources are (Slide 8; also refer to Slide 3.)

Step 8 To help students identify and learn about their own optimal level, have a
discussion about possible stressors. Ask students to offer relevant example or
have students generate examples about when they have handled stress well or
performed well under stress versus when this didnt happen. (See Exercise How
I respond to stress).

33
MANAGING STRESS

Coping With Stress

The breadth of coping resources students have at their disposal can be a determinant of the
degree of success and satisfaction they experience at college (Baird, 2001, p.3).

AIM

To help students learn to control or manage stress they may

experience.

To provide students with a range of coping strategies.

To allow students the opportunity to practice coping strategies.

To encourage students to lay the foundations for a healthy life style

that reduces stress.

The three components of stress are the:

Situation and its demands,

Subjective appraisal of the situation and
Perceived resources for coping with the demands.

Management of stress can be aimed at any or all of these components. In other words, we can
decrease the external demands or stressors; we can change or appraisals or we can increase our
coping resources.

34
Types of Coping.

Coping refers to the use of strategies to deal with problems, real or anticipated, and any
possible negative emotions that may arise. This approach helps us to control our
reactions to the demands placed upon us. We use actions, thoughts and feelings to cope.

Different situations or stressors call for different kinds of coping.

Problem-Focused Coping is aimed at changing a situation or its accompanying

demands. It is most appropriate when you have some control over a situation or when
you can manage the problem in the environment. It uses specific activities to accomplish
a task.

For example, maybe a student is having difficulties with a roommate who creates a lot of
distractions thus preventing the student from studying. Problem-focused coping would
involve the student negotiating a contract or using other problem-solving strategies to
overcome the stressful situation. Using time management or seeking advice are other
examples of this type of coping.

Emotion-Focused Coping is aimed at dealing with the emotions caused by a situation

and its demands. It is more appropriate when you have little or no control over a
situation. This type of coping involves reducing anxiety associated with the stressful
situation without addressing the problem. For example, in parental separation a student
has no control over it but he/she could cope with any anxiety the event may cause.

Sometimes people employ strategies to relieve stress that are short-term, and may
actually contribute to stress such as drinking or taking drugs, blaming others, avoidance
or overeating.

35
 Many of the situations college students face are best coped with by a combination of
problem- and emotion-focused coping. In general flexibility, adaptation and persistence
are crucial to success.

Research conducted at Trinity College Dublin found an inverse relationship between

believing one has adequate coping resources and the degree of depression and adjustment
students report (Baird, 2001). Therefore increasing the coping resources of students will
likely contribute to a better college experience for students.

Coping Resources

These resources can broadly be divided into:

cognitive coping strategies and

physical / behavioural coping strategies.

Some of these coping strategies will suit some people, others will not. The key is to have a range
of resources that can be applied, depending upon the situation and the individual. It is important
to have strategies one is comfortable using.

Cognitive coping strategies

These refer to ways of dealing with stress using our minds. Cognitive coping strategies
are a good way to combat stress-producing thoughts. As Shakespeares Hamlet said,
. . . for there is nothing either good or bad but thinking makes it so. . . Often people
already use these cognitive ways of coping, but making them more conscious will
increase their efficiency and effectiveness. Examples of these strategies are:

Reframing focus on the good not the bad; think in terms of wants instead of
shoulds. Its best if our thinking is related to our goals. For example, I want to read

36
 and understand this chapter in Chemistry so I do well in my lab practical instead of
I have to read this difficult chapter in Chemistry.

Challenging negative thinking stopping the negative thoughts we may have about a
situation or ourselves. Examples of negative thoughts include expecting failure,
putting yourself down, feelings of inadequacy - a thought such as Everyone else
seems to understand this except me.

In order to gain control of negative thoughts or worries, you must first become aware
of them. Next, yell Stop! to yourself when they occur. Try replacing with positive
affirmations or at least challenge or question any irrationality of the thoughts.

Positive self-talk using positive language and statements to ourselves. These are
sometimes referred to as positive affirmations; they are useful for building confidence
and challenging negative thoughts. For example, I can do this or understand this or
Ill try my best. These work best when they are realistic and tailored to your needs
and goals.

Count to ten this allows you time to gain control and perhaps rethink the situation or
come up with a better coping strategy.

Cost-benefit analysis asking yourself questions about the worth of thinking, feeling
or acting a particular way. Is it helping me to get things done when I think this
way? Is it worth getting upset over? Am I making the best use of my time?

Smell the roses Experiencing life as fully as possible requires conscious effort,
since we become habituated to things which are repeated. Varying our experiences
(such as taking different routes to school or work) can help in this process
(Greenberg, 1987, p. 129).

37
 Keeping perspective when under stress it is easy to lose perspective; things can
seem insurmountable. Some questions to ask yourself: Is this really a problem? Is
this a problem anyone else has had? Can I prioritise the problems? Does it really
matter?
Look on the bright side of life! - Cultivate optimism.

Reducing uncertainty seek any information or clarification you may require to

reduce the uncertainty. It helps to ask in a positive way. Situations that are difficult
to classify, are obscure or have multiple meanings can create stress.

Using imagery/visualisation imagining yourself in a pleasant or a successful

situation to help reduce stress. One way to use imagery is as a relaxation tool; try to
remember the pleasure of an experience youve had or a place youve been. The
more senses you involve in the image the more realistic, therefore the more powerful.
This strategy is often combined with deep breathing or relaxation exercises.

Visualisation can also be used as a rehearsal strategy for an anticipated stressful

event. For example, if you have a presentation to give, practice it in the mind a few
times, picturing the audiences reaction and even visualising yourself overcoming any
potential pitfalls.

Behavioural coping strategies

These refer to ways of dealing with stress by doing something or taking action to reduce
the stress experienced. Examples of these strategies are:

Physical exercise aerobic exercise is the most beneficial strategy for reducing stress.
It releases neurochemicals in the brain that aid concentration. For some people, even
a short walk is sufficient to relieve stress.

38
 Relaxation from simple relaxation such as dropping the head forward and rolling it
gently from side to side or simply stretching, to more complex progressive relaxation
exercises. Progressive relaxation involves tensing and releasing isolated muscle
groups until muscles are relaxed. Please refer to Handout Five Minute Relaxation.
There are also tapes and books available on this topic (available from the Student
Counselling Service or the library).

Breathing from simple deep breaths to more complex breathing exercises related to
relaxation and meditation. Please refer to Handout Deep Breaths.

Smile and Laugh - gives us energy and helps to lighten the load; relaxes muscles in
the face.

Time management specific strategies such as clarifying priorities, setting goals,

evaluating how time is spent, developing an action plan, overcoming procrastination
and organising time. These help us to cope with the numerous demands placed upon
us, often a source of stress. (See also the Learning Skills Module).

Social Support/Friends encourage the development and nurturing of relationships.

There is an association between good social support and a reduced risk of drop out
(Tinto, 1998).

Seek Help to help us cope with unmanageable stress. This is a sign of taking
control, not of weakness. There are many supports available in College for students
including Student Health Service, Student Counselling Service, College Tutors and
the Chaplaincy.

More detail on many of these strategies may be found in the pamphlet on Making Stress Work for
You, produced by the Student Health Service and the handout Coping with Stress by the Student
Counselling Service.

39
Web addresses:

www.tcd.ie/Student_Counselling/
www.tcd.ie/Student_Health/
www.tcd.ie/Chaplaincy/

Performance Under Stress

Most people find performance stressful, whether examination, interview, public speaking,
practicals, etc. However, they need not cause distress. The following tips for managing the
stress experienced as a result of performance situations can help students achieve their goals.

Focussing on the process not the outcome.

Being aware of the stress/performance curve and their own optimal level of stress.
Learning and practicing coping skills practice is important.
Reframing evaluative situations a learning experience.
Keeping and using a sense of humour
Maintaining ones perspective
Remembering that mistakes are part of learning
Separating self-worth from performance

40
 Foundations for Lifelong Health Reducing Long Term Stress

For long-term management of stress, it is important to lay good foundations. Often when we
are under stress, we ignore our health and relationships, yet when these are poor it can add to
our stress. Avoid this cycle!

Health, Nutrition and Exercise

There is good evidence to support the idea that proper diet and exercise is the most effective
way to protect us from the long-term effects of stress. Regular exercise, even of short
duration, improves the functioning of the body (muscles, lungs, etc.) as well as psychological
functioning (better concentration, feeling good about self, etc.). Even 30 minutes
cumulative daily moderate exercise improves health.

An excess intake of certain foods can encourage stress symptoms. Items that contain
stimulants such as nicotine or caffeine affect the sympathetic nervous system which can bring
on stress responses such as irritability or jitteriness. To help manage stress it is important to
limit our intake of caffeine (coke, coffee, tea, chocolate) and large amounts of sugar in a
short time span. Like exercise, regular meals are the key; skipping meals is not a healthy
option.

Sometimes people try to cope with the symptoms of stress rather than dealing with the stress
itself. For example, using alcohol to relax or taking sleeping tablets to help with
sleeplessness.

Students are particularly prone to poor nutrition and exercise, especially around exam time
when caffeine intake increases, sleep patterns change and meals become even more irregular.

41
 Lifestyle

We make choices everyday that affect our health. How we get to college or work, what we
eat, what we do with our free time - all of these choices will have an impact. We probably
all know someone who we think of as being stressed out we may even avoid being
around these people because they make us uncomfortable. In contrast, we also probably
know someone who seems more able to just go with the flow and minimise the amount of
stress in peoples lives. Think about the differences in people you know what seems to be a
healthy, balanced approach to life?

To prevent being caught up in the vicious cycle of stress, which leads to even higher levels
of stress, you need: rest, to renew your energy; recreation, to provide you with pleasure and
fulfilment; and relationships, as a source of support and perspective (Butler & Hope, 1995,
p. 217).

In general, aim to make lifestyle decisions that attempt to eliminate distresses, modify
stressful behaviours and increase healthy behaviours.

Attitude

We have control over our attitudes, unlike some other aspects of our life. We create, to a
large extent, our reality through our expectations (self-fulfilling prophecy) and we can also
change our physiology with our thinking. New research (Lyubomirsky, 2001) shows that
motivation and evaluation of life circumstances can be modified with resulting improvement
in positive affect and performance. This suggests that learning what motivates us then using
it to improve our attitude will result in better life situations.

In other words, unhelpful attitudes can increase the burdens and pressures we experience
thinking things like: I have to get this done or I shouldnt ask for help. Healthier

42
alternatives would be I will do as much as I can in the allowed time or Everyone asks for
help sometimes (Butler & Hope, 1995, p. 216).

We spend a lot of time relating to other people which can at times be satisfying or stressful.
However, relationships can provide great support to help us deal with the stress in our lives.
There are several factors to forming harmonious relationships with other people - take a
positive approach, project a positive image, be assertive, pay compliments where they are
due (but be sincere), try to leave people pleased to have spoken to you (Mind Tools, 1995).

Suggestions for Integration

There are many opportunities to tailor this section to course

material. For example, science of nutrition and health, body as
a system, costs of ill health to business, issues of burnout, etc.

Making stress work for business, i.e. optimal stress

Helping patients manage stress to aid recovery
The use of stress management to assist treatment

43
 SUGGESTED PRESENTATION
Managing Stress

Time Commitment

45 50 minutes (or longer depending on how many examples and exercises are practiced).

Materials

Coping Different Situations, Different Coping (Slide 9 &10)

Exercise Sorting of situations, reactions and coping resources
Examples of different types of coping
Cognitive Coping Strategies (Slide 11 -13)
Exercise Creating Affirmations or I am Grateful
Behavioural Coping Strategies (Slide 14 -15)
Time Management Strategies (Slide 16 -17)
Summary of Coping (Slide 18)
Relaxation Optional (Slide 19)
Exercise Deep Breath
Exercise Short Relaxation
Exercise Body Scan

Activities and Procedures

Step 1 Explain types of coping problem-focussed and emotion-focussed (Slide 9 & 10).
Give and ask for examples.

Step 2 Optional. Do Exercise Sorting situations, etc. Have students break into small
groups. Each group is given cards containing statements that they must divide

44
 into three categories: stressful situations or demands, stress reactions and coping
resources.

Step 3 Explain cognitive coping strategies (Slide 11 -13). Try to use examples relevant
to course.

Step 4 Ask students to create 3 positive affirmations for themselves. Use Creating
Positive Affirmations or I am Grateful exercise.

Step 5 Explain behavioural coping strategies (Slide 14 -15).

Step 6 Describe time management strategies (Slide 16 -17). Allow students to discuss if
theyve tried any of these and if they were effective or not. This would be a good
opportunity to relate them to coursework. Practice goal setting, breaking tasks
down or completing a timetable.

Step 7 Summarise (Slide 18).

Step 8 Practice! Try Deep Breath Exercise or Short Relaxation or Body Scanning. (Slide
19).

Step 9 Exercise Stress Prescription. Have students identify a stressful situation

(current or past) and write it down. Ask them to describe why they perceive it as
stressful, what resources they have been using and what additional ones they
might need to try.

45
Possible Further Presentation

Materials

Performance under Stress (Slides 20 - 22)

Foundations for Lifelong Health (Slide 23 - 24)
Summary of Stress Management for College Students
Survival tips (Slides 25 - 26)

Activities and Procedures

Step 1 Discuss performance and stress. Review optimal level of stress and impact on
performance. Possibly have students discuss their past performances that they
found stressful and why (Slides 20 22).

Step 2 Review the consequences of long-term stress on our physical and psychological
functioning. Ask them to think about various people they know and how they
handle the stress in their lives. Discuss ways to promote lifelong health by
avoiding long-term or chronic stress (Slide 23 - 24).

Step 3 As a useful way to summarise stress management for college students, go over
suggested survival tips (Slides 25-26). Ask students for other tips to add to list.

46
 CHAPTER - III
INDUSTRY & COMPANY PROFILE

47
 COMPANY AT A GLANCE
If you have travelled in India, taken a route to anywhere around this great nation, chances are
youve driven with us. For over three decades now, Maruti Suzuki cars have been going places.

We started out in 1982 in Gurgaon, Haryana. Little did the then quiet suburb of New
Delhi know, that it was going to become the epicenter of the automobile revolution in India. The
year marked the birth of the Maruti Suzuki factory. India turned out 40,000 cars every year. The
new Maruti Suzuki 800 hit the streets to begin a whole new chapter in the Indian automobile
industry.

We set out with an obsession for customer delight, one that was unheard in the corridors
of automobile manufacturers then. It was about a commitment to create value through
innovation, quality, creativity, partnerships, openness and learning. It created a road that was
going to lead the world in to a whole new direction, laid out by Maruti Suzuki.

Today, Maruti Suzuki alone makes 1.5 million family cars every year. Thats one car
every 12 seconds. We drove up head and shoulders above every major global auto company. Yet,
our story was not just about making a mark. It was about revolutionary cars that delivered great
performance, efficiency and environment friendliness with low cost of ownership. Thats what
we call true value. We built our story with a belief in small cars for a big future.

Our story encouraged millions of Indians to make driving a way of life. India stepped up
with our vision to take on the fast lane. A comradeship had begun. Something incredible had
begun.

So, what drives us? Millions of Indians whove put their faith in us. A team of over 13200
dedicated and passionate professionals that turned out 15 car models with over 150 variants. The
drive is backed up by a nationwide service network spanning over 1500 cities and towns and a
sales network that spreads across 1471 cities, 2 state of art factories, which together turn out 15
lakh cars annually. And a commitment to make Indian roads safer through a network of training
infrastructure that imparts driving skills.

Finally, our inspiration comes from one place Indias hopes, dreams and aspirations.
The Maruti Suzuki journey has been nothing less than spectacular. But to be honest, weve only
just begun.

48
VISION & CORE VALUES

We have chosen a road and that drives us extra miles to achieve every endeavour. Here is what
we at Maruti Suzuki believe in:
Customer Obsession
Fast, Flexible & First Mover
Innovation & Creativity
Networking & Partnership
Openness & Learning

49
Our History

50
51
52
53
54
55
56
Our Policies

Quality Policies

Consumer satisfaction through continuous improvement of our products and services by

following PDCA in all functions and levels of our organisation.

Environmental Policy

We at Maruti Suzuki, want to pass on a clean environment and a bountiful society to our next
generation. We realise that each of our actions can affect the planets future. So, we make every
effort to preserve the environment at our plants by:
Reducing the pressure placed on the environment resulting from our business activities
and products
Maintaining and continuously improving our Environmental Management System and
performance
Promoting environmental
communication through Maruti Suzuki
cars
And, working collaboratively with
customers, suppliers, and the
surrounding community for
environmental issues

We aim to achieve these commitments by:

Continuously improving environmental performance of processes and products to prevent
pollution
Strictly observing environmental laws and meeting our standards
Continuously reducing the use of natural resources, including raw materials, energy, and
water,
as efficiently as possible by practicing 3R
Spreading awareness and specific environmental training wherever appropriate to all
personnel working for or on behalf of MSIL

57
Occupational Health And Safety Policy

At Maruti Suzuki, we are committed to ensure a safe and a healthy working environment
for all MSIL employees, visitors, contractors, vendors and persons present by preventing work
related injuries and illness.
To meet our responsibilities, we shall maintain a safe working
environment and have an Occupational Health and Safety Management
System (OHSMS) in place to:

Manage Risks We identify all workplace hazards, undertaking assessments, internal and
external audits as well as all the necessary actions to prevent and control injury, ill-health,
loss or damage. This is achieved by following safe work practices in operations as well as
during the procurement of a new plant, machinery and equipment.
Comply with legal and other obligations We ensure that business at Maruti Suzuki is
managed in accordance with relevant occupational health and safety legislations,
standards and MSIL occupational health and safety policies and procedures.
Establish targets and review mechanism - - We manage our obligations using coordinated
occupational health and safety plans for each area and site. We challenge targets to
measure progress, leadership support and review to ensure continual improvement. Our
processes aim at eliminating work related illness and injuries to achieve our goal of Zero
Harm. Health & Safety Performance is always one of the parameters of evaluation for all,
even contractors, transporters, suppliers and vendors at Maruti Suzuki.
Provide appropriate training and information We provide all the tool to ensure safe
performance at work to all MSIL employees, contractors, their employees, vendors and
visitors.
Ensure meaningful and effective consultation We involve all employees and interested
parties in the matters that can potentially harm health and safety at the workplace.
Communicate We believe in the transparent relations of the MSIL's OHS commitments
and performance.

58
 Promote a Culture of Safety We believe that all incidents/injuries are preventable and
everyone is responsible for their own safety as well as that of their processes. All
responsibilities have been clearly defined for all managers, supervisors and personnel.
Any unsafe act or condition is highlighted by the observer and a prompt intervention by
the process owner is ensured. Adherence to road safety rules is also demonstrated by all.

Corporate Social Responsibility

Title and Applicability

1. Maruti Suzuki India Limited (Company) has developed its Corporate Social
Responsibility Policy (Policy) in accordance with section 135 of the Companies Law
2013 and the rules made there under.
2. The Policy shall apply to all CSR programmes of the Company.
CSR Governance Structure

59
Roles and responsibilities
The Board:
The Board of Directors of the Company will be responsibe for:
Approval of the CSR Policy of the Company.
Disclosing the content of the Policy in its report and place the Policy on the Companys
website in such a manner as prescribed under Section 135 of the Companies Act 2013
read with the CSR Rules.
Ensuring that the social projects included in the Policy are undertaken by the Company.
Ensuring that the Company spends, in every financial year, atleast 2% of the average net
profits of the Company made during the three immediately preceding financial years in
pursuance of the Policy.
Ensuring that the Company gives preference to the local areas around its operations for
spending the amount earmarked for CSR projects.
Ensuring that it specifies the reasons in its report for not spending the earmarked amount
in case the Company fails to spend such amount.
CSR Committee:
1. Composition of the the CSR committee: The composition of the CSR Committee of the Board
is as under.

S. No. Name Designation/Category CSR Committee

1 Mr. R. C. Bhargava Chairman/ Non-executive Chairman

Managing Director &

2 Mr. K. Ayukawa Member
CEO/Executive

3 Mr. R. P. Singh Independent Director Member

The Board shall have the power to make any change(s) in the constitition of the Committee.
2. Responsibility of the CSR Committee:
Formulate and recommend the CSR Policy to the Board for approval. The Committee
shall indicate the projects to be undertaken by the Company as specified in Schedule VII.
Monitor the Policy from time to time and recommend changes to the Board.
Recommend the amount of expenditure to be incurred on CSR projects.

60
 Institute a transparent monitoring mechanism for ensuring implementation of the social
projects undertaken by the Company.
CSR Coordinating Team
1. Composition of the the CSR Coordinating Team: The Companys existing CSR &
Sustainability Department under Corporate Planning Division will be the CSR Coordinating
Team.
2. Responsibility of the CSR Coordinating Team:
Act as central coordinating point for the CSR implementing departments.
Coordinate with the implementing departments for project designing in compliance with
the section 135 of the Companies Act and the CSR Rules.
Plan annual budgets for CSR projects in coordination with the implementing departments
and make a proposal to the CSR Committee.
Interface with various implementing departments within the Company to ensure effective
implementation of CSR projects.
Report to the CSR Committee the progress on CSR projects and status of CSR
expenditure half yearly.
Documentation and reporting of all CSR activities of the Company in pursuit of the
Companies Act and the CSR Rules.
Monitoring and Reporting Framework
Project monitoring
The Company will institute a well-defined monitoring and evaluation mechanism to ensure that
each social project has:
1. Clear objectives developed out of the societal needs that are determined through baselines
studies and research.
2. Clear targets, time lines and measureable parameters wherever possible.
3. A progress monitoring and reporting framework that is aligned with the requirements of the
section 135 of the Companies Act and the CSR Rules.
The CSR progress monitoring authorities and the frequency of review is given below.

CSR Progress Review and Monitoring

Sr. No. Frequency of review
Authority

61
1 Board of Directors Half Yearly

2 CSR Committee Half Yearly

3 Management Quarterly

4 Head Corporate Planning Monthly

Green Procurement Guidelines For Supplierd

Maruti Suzuki plays active role in global environmental protection through low carbon
society and biodiversity conservation, going hand-in-hand with our suppliers in order to
realize a sustainable development society.
As one of the activities of executing our corporate social responsibility, we are promoting
"Green Procurement".
Green Procurement Policy stands for "We Purchase Green Products from Green
Suppliers"

Corporate Gifting Policy

Gifting is a widespread aspect as a customary practice in the country.

In line with MSILs Code of Business Conduct & Ethics & with an aim to stay sensitive
to the kind of gifts we accept, Maruti Suzukis Corporate Gifting Policy defines
guidelines and acceptable norms for accepting and offering of gifts.

Board of Directors

62
COMPOSITION OF THE COMMITTEES IS AS UNDER:
Audit Committee

63
Name Category Designation

Mr. Kenichi Ayukawa Executive Member

Mr. Davinder Singh Brar Independent Member

Ms. Pallavi Shroff Independent Member

Stakeholders' Relationship Committee

Name Category Designation

Mr. R.C. Bhargava Non-Executive Chairman

Mr. Davinder Singh Brar Independent Member

Mr. Kenichi Ayukawa Executive Member

Nomination and Remuneration Committee (NRC)

Name Category Designation

Mr. R.C. Bhargava Non-Executive Member

Mr. Davinder Singh Brar Independent Member

Mr. Toshihiro Suzuki Non-Executive Member

Corporate Social Responsibility Committee (CSR)

Name Category Designation

Mr. R.C. Bhargava Non-Executive Chairman

Mr. Kenichi Ayukawa Executive Member

Mr. R.P. Singh Independent Member

Risk Management Committee (RMC)

Name Category Designation

Mr. R.C. Bhargava Non-Executive Chairman

Mr. Kenichi Ayukawa Executive Member

Mr. Shegetoshi Torii Executive Member

Mr. Ajay Seth Chief Financial Officer Member

64
Mr. R. S. Kalsi Executive Officer (Marketing Member
& Sales)

Our Financials
Net Sales and PAT

65
PROFIT AND LOSS RATIO

66
SALES VOLUME

67
PRESS RELEASES.
Jun 01, 2017.Maruti Suzuki sales May 2017

May 25, 2017.Maruti Suzuki to start 15 Automobile Skill Enhancement Centres by

August

May 16, 2017.All-New Dzire is here to redefine the market

May 05, 2017.Maruti Suzuki opens bookings for the all-new #DZIRE

May 01, 2017.Maruti Suzuki sales April 2017

Apr 27, 2017.Maruti Suzuki Financial Results Q4 (Jan-Mar) and FY 2016-17

Apr 21, 2017.Maruti Suzuki introduces sketch of the all new #DZIRE Global debut
in May 2017

Apr 01, 2017.Maruti

Suzuki surpasses 1.5 million mark in total sales in 2016-17
-Domestic sales up 10.7 during the fiscal

Mar 31, 2017.Popular sedan Ciaz now to be sold exclusively through NEXA

Mar 27, 2017.Maruti Suzuki Vitara Brezza emerges the most popular SUV

Mar 21, 2017.Maruti Suzuki releases Road Safety Index for 8 Indian cities

Mar 03, 2017.Maruti Suzuki forays into high performance segment with Baleno RS

Mar 02, 2017.Maruti Suzuki Vitara Brezza records another milestone; sells over
100,000 units

Mar 01, 2017.Maruti Suzuki sales February 2017

Feb 27, 2017.Maruti Suzuki opens online booking for high-performance car
Baleno RS

Feb 21, 2017.Maruti

Suzuki inaugurates 4th Water ATM in Manesar, extends reach
to 7000 households
68
 Feb 20, 2017.Sales of Maruti Suzuki Smart Hybrid Vehicles surpass one lakh units

Feb 15, 2017.Maruti Suzuki launches Ertiga Limited Edition

Feb 01, 2017.Maruti Suzuki sales January 2017

Jan 30, 2017.Maruti Suzuki NEXA marks another milestone: 200th showroom
inaugurated

Jan 27, 2017.Maruti Suzuki Announces Price Increase

Jan 27, 2017.Maruti Suzuki expands best-selling WagonR family with a VXi+
variant

Jan 25, 2017.Maruti Suzuki Financial Results Q3 (Oct-Dec) 2016-17

Jan 13, 2017.Maruti

Suzuki unveils IGNIS Indias First Premium Urban Compact
vehicle for the Millennials

Jan 04, 2017.Maruti

Suzuki opens online booking for IGNIS, Indias first Premium
Urban Compact Vehicle for the Millennials

Jan 01, 2017.Maruti Suzuki Sales December 2016

69
Our Cars:

We live by our mission to provide a car for every individual, family, need, budget and
Way of Life. For this, we offer 15 brands and over 150 variants ranging from Alto 800 to the Life
Utility Vehicle Maruti Suzuki Ertiga.

70
Other Services:
Not only are we one of the largest makers of petrol and diesel cars, but also the largest
manufacturers of car-products in the country. Our vision has served the needs of the consumers,
offering efficient service since inception.

A list of services offered by us includes car finance, Maruti Suzuki insurance, Maruti
Suzuki genuine accessories, Maruti Suzuki Genuine Parts, Maruti Suzuki Driving School and
AutoCard.

71
Exports
First, we made excellence, quality, technology
and reliability a Way of Life. Then, we took it to other
lands and people. They too, were delighted and asked for
more Maruti Suzuki cars.

Australia, Indonesia, France, even Italy. The next

time you travel overseas, youd be in for a pleasant
surprise - the roaring motors zipping down the streets
will be from the latest Maruti Suzuki cars. Today, Maruti
Suzuki exports cars to over 125 countries. Among them
are the highly competitive and mature European auto markets like the Netherlands, Germany,
France, Italy and UK- a testament to our product quality and manufacturing capabilities
maintained across all Maruti Suzuki cars. The industry has acknowledged our efforts in building
and sustaining new international markets with the Business World International Business Awards
2012, in the Exports (Auto & Engineering) Category. Such consistent performance and its
recognition by the industry, has always kept Maruti Suzuki in news.

OUR STRENGTHS

TECHNOLOGY
Better thinking. Better processes. Better technologies. More sensitivity. It's what helps us
create better cars and of course, a better way of life.
Big ideas that make a difference to your life. They're what power the Maruti Suzuki
philosophy of cars for a Big Future. It's the cornerstone of all that we do, be it a more
aerodynamic shell for a concept car, or a better way to recycle wastewater at our plants. It's
what drives the R&D efforts of our team of over 1000 engineers and service quality across all
Maruti Suzuki dealers and service centers in India. Today, working shoulder to shoulder with
Team Suzuki, our R&D team has added many achievements to its portfolio:
36 new and refreshed Maruti Suzuki models launched in India in the last six years

72
 Created a superior Maruti Suzuki Swift, already one of India's most loved cars. The new
avatar of Maruti Suzuki Swift was mounted on a new platform with new features and
offering superior fuel efficiency.

Some of the most fuel efficient petrol cars in India come with the Maruti Suzuki badge. Even
better, their efficiency seems to further improve with a face-lift every few years

Breathtaking concepts like the Concept A-Star, Concept r III and the latest, Concept XA
Alpha and many more upcoming Maruti Suzuki models

Launch of factory-fitted CNG variants for five models. These Maruti Suzuki cars use the
state-of-the-art i-GPi technology.

Almost all of Maruti Suzukis small cars, sedans, and hatchback comply with ELV norms of
Europe, which means they are free from any hazardous material, and can be fully recycled.

But all this is already done. We're looking at the road ahead. With a view to enhance our
capabilities, we are setting up a state-of-the-art R&D centre in Rohtak, Haryana at an
investment of Rs. 2000 crore. Spread over an area of 600 acres, this R&D center will be
equipped to churn out not just high mileage petrol cars, but test tracks and labs among many
other advanced facilities that will be operational by 2015.
RANGE OF CARS
India comes home in a Maruti Suzuki, and we're not surprised! It's been our mission to provide a
car for every individual, family, need, budget and way of life.

That's why we offer 15 brands and over 150 variants ranging from Alto 800 to the latest Life
Utility Vehicle, Ertiga. Our portfolio includes the Alto 800, Alto K10, WagonR, Celerio,
StingRay, Ritz, Swift, DZire, Ciaz, Ertiga, Omni, Eeco, Gypsy, Grand Vitara and Vitara Brezza.

Alto 800 Alto K10 Wagon R

73
 Eeco

Celerio

Gypsy

Swift

Grand Vitara

DZire

Ciaz

Ertiga

Vitara Brezza

Omni

74
COST OF OWNERSHIP
Buy it, run it or sell it, a Maruti Suzuki car gives you an unmatched value.

The price of high mileage petrol cars in India is just a third of what you will pay for
over its lifetime. The balance two-thirds include, maintenance, cost of spares and
service, and resale. Together, they make up what is called the cost of ownership. It's
where nothing can beat a Maruti Suzuki car.

India, we know, is driven by a deep value consciousness. Every year on an average, our
manufacturing units churn out around 1.2 million petrol cars and diesel cars. Economies
of scale help us in keeping our manufacturing cost low. The continued VA-VE
initiatives (Value Analysis & Value Engineering) pursued aggressively in partnership
with vendors also help reduce the cost of making Maruti Suzuki cars without
compromising on quality

Maruti Suzuki models are designed with superior specifications to last longer. This
gives you a high resale value and demands less service over its lifetime.

At the heart of Maruti Suzuki cars are the advanced K-series petrol and DDiS engines,
built on the Suzuki belief of delivering 'more for less'. You get more power and more
driving, for lesser fuel consumption and lower CO 2 emission. This is how we make the
most fuel efficient petrol car in India and get a mileage-obsessed nation to ask, "Kitna
deti hai?"

Service and spares are other critical components of the cost of ownership story. The
widest network of Maruti Suzuki service centres, known for an unmatched 'first-time
right' score, also ensures maintenance costs are the lowest. Add to this readily available
spares, with a high degree of indigenization. It's what has won us the No.1 in Customer
Satisfaction in the J D Power Asia Pacific Survey for 14 years in a row.

That's why you don't just buy a Maruti Suzuki. You invest in it

WIDEST NETWORK
Yes, you can get lost in India, but chances are, that there will be a Maruti Suzuki Dealer
or a Maruti Suzuki Service Station close at hand. Wherever you go, across the length
and breadth of this vast nation, our service network follows.

75
It's the widest service network. It's the deepest service network. And, when you service
40,000 diesel and petrol cars a day with an unmatched 'first-time right' score, we can
say that you won't find a better, more committed service network anywhere in the
world.

We've even got an award for it. Maruti Suzuki Service has been No.1 in the J D Power
Customer Satisfaction Award for 16 years in a row. It's a survey that rates the after-sales
service experience, one that no other global car market leader has won even once.

How do we pull this feat off? That's because across our over 3225 nationwide service
outlets, the only thing our 33000 strong trained service professional have on their mind
is your delight. Complete with vehicle finance, believe us when we say that Maruti
Suzukis wide range of cars is a one-stop-investment to happiness!

MARUTIANS
Innovation. Dedication. Responsibility. Ownership.

These are the virtues that connect a Marutian to the

organization. Maruti Suzuki offers a unique opportunity for
professional and personal growth as part of a multi-faceted
organization where all work as one. To most Marutians, their
colleagues have been part of an extended family.

With a cross cultural and trans- national mix of generations

working together as one team, we maintain and provide the perfect balance of energy,
experience and exposure. At Maruti Suzuki, while excellence is an integral part of our
work culture, we are steadfast in an ethical approach accross dimensions.

Marutians across the country are all united by a common bond. It's not a
workforce, but people power at work, an empowered team that is quite unlike any other.

ACCOLADES
Maruti Suzuki is the leading car and car-products manufacturer in India. So it's
no surprise that the company has been showered with awards ever since its inception! It
would be impossible to list all the awards won by the company. So a few have been
picked and shown below

76
 Mr. R C Bhargava,
Chairman, conferred with Padma Bhushan by President of India, Shri Pranab
Mukherjee.

Mr. R C Bhargava,
Chairman, received Lifetime Achievement Award at the prestigious Forbes
India Leadership Awards 2015.

Mr. R C Bhargava,
Chairman, named the Automobile Person of the Year, 2013, by India's popular
business channel, NDTV Profit (2012).

Mr. R C Bhargava,
Chairman, selected by the Government of Japan for a rare royal honour. Mr.
Bhargava bestowed with The Order of the Rising Sun, Gold and Silver Star by
His Majesty, Emperor Akihito of Japan (2011).

Mr. R C Bhargava,
Chairman, conferred with the Economic Times Lifetime Achievement Award for
Corporate Excellence in 2010.

Mr. Ajay Seth,

CFO, MSIL. Business Today's Best CFO Award for 'Consistent Liquidity
Management' in the category of Large Companies. He received the award from
the Honorable Finance Minister Mr. Pranab Mukherjee in 2011.

77
Welcome to Maruti Suzuki Customer Service

Were delighted to be at your service!

If you have any concern related to Sales, Service or TrueValue,

please click on the link below to submit an online request for assistance.

Feedback Form

Query Form

Complaint Form

If your concern is not responded to within next 2 working days, you may escalate
the same by referring to this Escalation Matrix.

If any further assistance is required, you may contact us on our toll free
numbers 1800 1800 180 or 1800 102 1800 or write to us at contact@maruti.co.in

78
 CHAPTER - IV
DATA ANALYSIS AND
INTERPRETATION

79
 DATA ANALYSIS

1. Perception of Employees of Different age groups about Stress

Perception of employees of different Ages about Stress

80%

70%

60%

20-29
50%
Percentage

30-39
40% 40-49
50-59
30%

20%

10%

0%

Wokload Meeting targes Performance Anxiety

Stress Factors

INTERPREATION: From the above graphical representation it has been found that
the age group of 30-39, 40-49 and 50-59 (65%) are having more workload than the
employees aged between 20-29.
The employees with age group of 30-39 are having more stress on facing the
Meeting targets than the other age group.
Finally the performance anxiety is more to the 20-29 age group and it is
negligible in 50-59 aged employees.

80
2. Problem areas identified by employees of different ages

Percentage
Different Ages Vs Identified Problems

80
60
40
20
0 20-29

Relationshi
30-39
Health

Inteperson
40-49

al

p
50-59
Problem Areas

INTERPRETATION: The analysis shows that the employees grouped between 20-
29 and 50-59 are facing more health problems (66%) than the other age group 30-39
and 40-49 and this is because of stress factors like performance anxiety, workload
and meeting targets.
It can be inferred that there is a strong correlation between health and
psychology because the later as a direct impact on health. Problems like mental
tension, anxiety, depression, loss of memory and concentration, which arise due to
psychological problems. And finally it can be found that the age group 20-29 and
30-39 are having problem in their work itself (67%) as these are the up coming
employees with new positions.
It has been found that the employees though they are facing more stress they are
still able to maintain better interpersonal relationship with their peers, subordinates
and superiors this may be because to reduce the stress and to complete the task with
their support.

81
3. Suggestions by employees of different ages for changes at work place

Ages Vs Changes at work place

80
20-29
Percentage

60
30-39
40
40-49
20
50-59
0
Timely targets Distributed Periodic
work load Relaxation
Change at work place

INTERPRETATION: From the above data we can analyze that the all the
employees of different age groups wanted a few changes at work place like timely
targets (33%). And distributed work load is more in age group of 40-49 i.e., (56%)
and finally 66% of the employees of age group 20-29 and 50-59 want changes in
periodic relaxation as these are people who feel more stress in handling the work
than the others.

82
4. Measures to reduce stress given by employees of different age groups

DIFFERENT AGES Vs MEASURES TO

REDUCE STRESS
120
100
PERCENTAGE

80
60 20-29
40 30-39
20 40-49
0 50-59
1 2 3 4
MEASURES TO REDUCE STRESS

1.Counselling 2.Job Rotation 3.Relations 4. Recognition

INTERPRETATION: It has been found that the employees of age group 40-49
and 50-59 require counseling (66%) as they are undergoing more stress, where as
employees the age group 20-29 and 30-39 do not feel the need for counseling
(33%).
It has been found that the age group of 30-39 and 40-49 (47%) feel more stress;
they insist that job rotation can be used as one of the measures to reduce stress.
From the above analysis we can say that the age group 40-49 feels that better
interpersonal relationships (47%) can help reduce the stress level, which in turn will
improve relationship between superior and subordinate.

It has been found that the employees of all the different age group have felt
recognition of good work (67%) can also be one of the measures to reduce stress
and this is more in age group of 50-59.

83
5. Perception of employees about stress according to their designations

DESIGNATION Vs STRESS FACTORS

100
PERCENTAGE

80 MANAGERS(3)
60
DY.MANAGERS(5)
40
ASST.MANAGERS
20
(5)
0 OFFICERS (17)
1 2 3
STRESS FACTORS

1.Work load 2.Meeting Targets 3. Performance Anxiety

INTERPRETATION: It has been found that 80% of officers face more stress than
the other managers because these face more work load and performance anxiety in
meeting the targets. From the above representation we can say that the Managers
facing more stress in meeting their targets (71%) than the Dy. Managers and Asst.
Managers.

84
 6.Problems areas identified by employees with different designations

DESIGNATION VS IDENTIFIED PROBLEM AREAS

100
PERCENTAGE

80 MANAGERS(3)
60
DY.MANAGERS(5)
40
20 ASST.MANAGERS
0 (5)
1 2 3 4 OFFICERS (17)

PROBLEM AREAS

1.Health 2. Psychological 3.Interpersonal Relationship

4.Work Itself

INTERPRETATION: It has been found that the Managers, Asst. Managers and
Officers are having more health problems (65%) because there is a direct impact of
stress factors like work load, performance anxiety and meeting targets on health.
The Psychological problems are more marked among Officers and these are
equal in Dy. Managers and Asst. Managers are equally facing same psychological
problems
It has been found that managers and officers 35% face fewer problems in
interpersonal relationships than the others.
And finally we can analyze that the Dy. Managers, Asst. Managers and officers
are feeling more stress due to work itself i.e., 90% of problems are due to work itself
according to officers and it 67% of it in Dy. Managers and Asst. Managers. And it is
very little in Managers.

85
 7. Suggestions by employees with different designation for changes at work
place

DESIGNATION VS CHANGES AT WORK

PLACE
80
PERCENTAGE

60
managers
40
20 dy.managers

0 asst .
1 2 3 managers
CHANGES AT WORK officers
PLACE

1.Timely Targets 2.Distributed Work load 3.Periodic Relaxation

INTERPRETATION: It has been found that over all 60% Officers undergo more
stress, hence they are desirous of changes at work place like timely targets, distributed
workload and periodic relaxation where as 57% Managers prefer more distributed work
load and more periodic relaxation &0%. And the Asst. Managers and Dy. Managers
want changes in Periodic relaxation more and less in timely targets and distributed
workload.

86
8. Measures to reduce stress given by employees with different designation

DESIGNATION VS MEASURES TO
REDUCE STRESS

100
PERCENTAGE

80
60 MANAGERS
40
DY.MANAGE
20
RS
0 ASST
1 2 3 4 MANAGERS

MEASURES TO REDUCE STRESS OFFICERS

1.Counselling 2.Job Rotation 3.Relations 4. Recognition

INTERPRETATION: it has been found that 70% of those in Officers cadre feel the
need for counseling, job rotation and recognitions they undergo major stress. On the
other hand, Dy. Managers and Asst. Managers 80% feel that recognition of food work is
a good measure of reducing the stress levels. When the good work is being recognized
it provides them motivation, encouragements there by contributing to the high morale
and indirectly reducing the stress level.

87
9. Perception of employees about stress at work place (Graduates & Post-
Graduates)

EDUCATION VS STRESS FACTORS

80
PECENTAGE

60
GRADUATES(17)
40
POST
20 GRADUATES(14)
0
1 2 3
STRESS FACTORS

1.Work load 2.Meeting Targets 3. Performance Anxiety

INTERPRETATION: It has been found that 60% of Graduates face more work load
than post graduates 50%, where as 27% of Graduates face problems in meeting targets
while it is more in post Graduates 60%, although there work load is comparatively
lower than the graduates.
It has been found that post graduates 675 face more performance anxiety than
graduates 33%, this can be considered as a positive stress of the employees for the
organization.

88
10. Problem areas identified by employees at work place (Graduates & Post-
Graduates)

EDUCATION VS IDENTIFIED PROBLEM AREAS

80
PERCENTAGE

60
40 GRADUATES

20 POST
GRADUATES
0
1 2 3 4
PROBLEM AREAS

1.Health 2. Psychological 3.Interpersonal Relationship 4.Work

Itself

INTEPRETATION: From the above we can analyze that postgraduates 33%, this can
be attributed to more meeting targets and performance anxiety among postgraduates.
It has been found that 65% of the postgraduates face more psychological
problems tan the graduates 35% because of the health disorders among post graduates is
high and 66% of the graduates face problems in work itself as compared to 20% of the
post graduates.
The interpersonal relationships problems are more seen more in postgraduates
30% than compared to 15% of the graduates.

89
 11. Suggestions by employees for changes at work place (Graduates 7 post-
Graduates)

EDUCATION VS CHANGES AT WORK PLACE

60
PERCENTAGE

50
40 GRADUATES
30
POST GRADUATES
20
10
0
1 2 3
CHANGES AT WORK PLACE

1.Timely Targets 2.Distributed Work load 3.Periodic Relaxation

INTERPRETATION: It has been analyzed that 24% of the gradates feel that there
should be timely targets as compared to 18% of postgraduates and 53% of the graduates
feel that workload should be distributed to reduce the stress whereas incase of
postgraduates only 36% feel the need for distributed workload.
And it has been found that 50% of postgraduates need more periodic relaxation
compared to 36% of the graduates as the meeting targets is less compared to
postgraduates.

90
12. Measures suggested by employees to reduce stress (Graduates & Post-
Graduates)

EDUCATION VS MEASURES TO
60
REDUCE STRESS
PERCENTAGE

50
40
30 GRADUATION
20
10 POST
GRADUATES
0
1 2 3 4
MEASURES TO REDUCE
STRESS
1.Counselling 2.Job Rotation 3.Relations 4. Recognition

INTERPRETATION: It has been found that 30% of the graduates require less
counseling when compared to 43% of the postgraduates. There is not a much significant
difference between graduates 35% and postgraduates 36% who give equal importance
to job rotation. And the interpersonal relationships are found more in postgraduates
29% than 29% the graduates 24%
It has been found that 53% of graduates feel the need for recognition of god
work where as 36% of the postgraduates feel less the necessity for recognition of good
work as means to reduce the stress.

13. Perception of experienced employees about stress

91
 PERCEPTION OF EXPERIENCED
EMPLOYEES

100
PERCENTAGE

80
EX>10 YEARS
60
5-10 YEARS
40
1-5YEARS
20
0
1 2 3
STRESS FACTORS

1.Work load 2.Meeting Targets 3. Performance Anxiety

INTERPRETATION: It has been found that 88% of employees with more than 10
years of experience are facing more workload when compared to 71% of 5-10 years
and 50% 1-5 years. But employees with more than 10 years of experience are facing
less stress in meeting targets as that of 5-10 years the difference is very minute.
It has been found that the 33% of those having more than 10 years and 1-5 years
of experience face more performance anxiety.

92
14. Problem areas identified by experienced employees.

EXPERIENCE VS PROBLEM AREAS

PERCENTAGE 100
80
60 >10 YEARS
5-10 YEARS
40
1-5 YEARS
20
0
1 2 3 4
PROBLEM AREAS

1.Health 2. Psychological 3.Interpersonal Relationship 4.Work Itself

INTERPRETATION: It has been found that the employees having more than 10
years of experience (77%) are facing more health problems. And 33% of employees
with experience 1-5 years are facing health problems less compare to employees of
more than 10 years experience. It has been found that 28% of Psychological
problems are same among the employees who are having experience of more than10
years and 5-10 years than those of 1-5 years experienced employees.
They is not a much significant difference between the employees with more than
10 years experience 22% and 5-10 years experience 25% who are facing equal
problems interpersonal relationships and there are no interpersonal relationships
with 1-5 years experience of employees.
57% of employees with experience 5-10 years are facing problems in work itself
and it is less in 10 years experienced employees 44%, and 50% in 1-5 years
experienced employees due to more workload.

93
15. Suggestions by experienced employees for Changes at their work place.

EXPERIENCE VS CHANGES AT WORK PLACE

80
PERCENTAGE

60 >10YEARS
40 5-10YEARS
1-5YEARS
20

0
1 2 3
CHANGESAT WORK PLACE

1.Timely Targets 2.Distributed Work load 3.Periodic Relaxation

INTERPRETATION: From the above we can analyze that (33%) employees of 1-

5 years equally feel the need for distributed workload and periodic relaxation and
these feel there should be 50% timely targets.
It has been found that 58% employees of 5-10 years experience desired
distributed workload and they want 43% periodic relaxation as they face more work
load.

67% of more than 10 years experienced employees desire to distribute

workload and 39% periodic relaxation and 22% feel to have timely targets.

94
 16.Measures given by Experienced Employees to reduce work stress.

EXPERIENCE VS MESURES TO REDUCE

100
PERCENTAGE

80
>10 YEARS
60
5-10 YEARS
40
1-5 YEARS
20
0
1 2 3 4
MEASURES TO REDUCE

1.Counselling 2.Job Rotation 3.Relations 4. Recognition

INTERPRETATION: It has been found than t55% of employees with 10 plus

years of experience feel the acute need for counseling compared to those witless
than 5-10 years and 1-5 years of experience.
It has been analyzed that 57% of those with 5-10 years experience feel the need
for job rotation than those with 10 plus years of Experience (44).
It has been found that 39% of 10 plus experience employees maintain good
relationship compare to those of 5-10 years of experience employees.
It has been found that 85% of those with 5-10 years experience feel the need for
recognition of good work compared to 66% of those with 10 plus years and 1-5
years of experience.

95
17. Perception of employees about HR dept in implementing work Stress
Management techniques

HR DEPT. IN IMPLEMENTING WSM

TECHNIQUES

10%
PREPLANNED

OPINION OF THE
EMPLOYEES
90%

INTERPRETATION: 90% of the analyses says that HR department must take the
opinions of the employees regarding the implementation of work stress management
techniques and 10% of the employees wants to be pre-planned by the HR department
itself.

96
 CHAPTER-V
FINDINGS, SUGGESTIONS AND
CONCLUSION

97
 FINDINGS

It has been found that 58% of the employees among the total employees in the
organization are undergoing stress and these are officers and asst. Managers.
It has been found that the employees in the age group of 20-29 are facing more
health problems than the higher age headache. This is because the employees of this
age are undergoing more stress compare to higher age group due to factors like
work load, meeting targets and performance anxiety.
It is observed that though the employees in the age group of 30-39 are facing stress
than the employees in the age group 40-49. Still they are able to maintain better
inter personal relationship with their peers, subordinates and superiors.
It has been found that employees in the age group of 30-39 wanted a few changes at
work place to reduce the stress like timely targets, distributed work load and
periodic relaxation because they feel that it is too concentrated and the time to meet
these targets is highly insufficient.
It is observed that 95% of the employees are comfortable with the working
environment in which they are working.
It is observed that the 99% of employees agree that the work stress management
techniques will improve the morale of the employees.

It has been found that most of the organization has the opinion to take into
consideration the employees while implementing the stress management techniques
taken by the HR dept.

98
 SUGGESTIONS

It has recommended to the company that if stress management techniques are

initiative then the average health of the employees will be better and he will be able
to better cope with stress, then by the level and degree of performance of the
employee will improve.
It is recommended that the company should give one task at a time and give
sufficient time in meeting the targets so that the employee performs his best without
any stress.
It is recommended that it should focus more in giving stress management techniques
to the age group of 20-29 probably due to inexperience.
It is recommended to the company to take appropriate measures in identifying and
arresting the psychological problems, then the health related problems would also
come down. As psychological has a direct impact on health, the performance of
employee will improve.
It is recommended to the company that it should conduct frequent health check ups
gauges the health level of employees from time to time. If the health of the
employee is fine then it can inferred that the degree of stress in the organizations
less or negligible.
It is recommended to the company to conduct frequent recreational programs like
get together in departments concerned, parties on occasions like the birthdays of the
employees, on the achievements of any particular department, cultural activites,
sports pleasure trips etc.
It is recommended to the company that bit should improve interpersonal
relationships among the employees of different departments by bridging the gap
between superiors and subordinates. These can a long way in reducing the degree
stress to some extent.
It is recommended to the company to initiate a few changes at the work place
such as timely targets, distributed workload, flexible work hours and periodic
relaxation.
It is recommended to the company to provide frequent counseling to the
employees who are under stress. The counseling should be more focused on the
99
 employees in the age group between 20-29 they should also not ignore those with
10 plus years of experience as they are more vulnerable to stress.
It is recommended to the company to employee job rotation since doing the
same job again and again causes monotony therefore job rotation can be used as an
effective tool to reduce stress by creating more interest in the work which will lead
to better employee performance.
It is recommended to the company to instantly recognize any good wok done by
the employees however small it may be. They should regard then suitably and
provide them constant encouragement and support. This will stand in good stead in
the long run in sustaining the high morale of the employees and also enhancing it
future.
It is recommended that since psychological problem have a direct impact on
health it also affect the interpersonal relationships and the quality of work
performance among the employees. It is therefore recommended to the company
that they try to reduce or eliminate the psychological problems by engaging or
hiring well-trained psychiatrist.
It is recommended that the more experienced employee should be given more
work load than the in experienced employee shouldnt be burdened with workload
but initially they should be given distributed work and gradually the amount of
workload can be increased with the passage of time as they gain more experience.
It is recommended that the company should create a balance between timely
targets and distributed workload by allotting a piece of work to be competed in a
specified time. The time limit be proportionate with the work given i.e. time limit
should be neither too short not too long.
It is recommended to the company to organize frequent camps or programs on
meditation, yoga, transcendental meditation and stress management.

It is recommended to the company that it compulsorily insist on the employees to

mediate for 15 minutes after coming to the office and before starting their work.
They should also similarly mediate for 10-15 minutes after their lunch break and
once at the end of the day before they leave the office. This will help the employees
to take the work on the next day with a fresh mind.
It is recommended to the company to arrange for a special and separate room from
noise and disturbance and which is quite and peaceful for meditation purposes.
100
 CONCLUSIONS

The employees of MARUTHI SUZUKI MOTORS are selected in a step by step

procedure, only the best are selected and the rest are screened out, the usual
working hours are 8 to 10 hours a day, depending upon the work load. The work
is assigned on equitable basis. On achieving the targets, monetary incentives and
perks are given.

No medical camps are held, but medical reimbursement is given. The employees
are satisfied with the working environment; a friendly environment usually
prevails in the organization. The management maintains both formal and
informal relationship with the employees. There is low particicpation of
employees in the management decisions. The promotion policy and transfer
policy is favorable to the employees. If an employee is unable to complete the
job he is given constant back ups.

The management understands the various reasons for stress and plans different
techniques and implements it to reduce stress and increase employee moral. The
cost incurred on implementing the work stress management techniques is
considered to be cost effective. MARUTHI SUZUKI MOTORS considers work
stress as a management process.

The different techniques are adopted to boost of the moral the employee and it is
achieved. Work stress management is considered to be profitable to the
organization. The employees have job satisfaction. The techniques adopted are
usually preplanned but in unavoidable cases they are instant. While planning
and implementing the different techniques the opinions of team leaders are also
considered. The work stress management techniques have also proved to be
effective in appraising the employee performance. The H.R department is
Responsible for planning and implementing work stress management.

101
 MARUTHI SUZUKI MOTORS the work stress management is being
implemented from the past 3-4 yrs and is successful in enhancing the employee
morale. This can be seen in the employee performance; the employee avoids
absenteeism and is satisfied with his job. The techniques so implemented have
proved to be positive in nature. The employees are surely benefited from work
stress management. The more the employee morale, the less the chances of
leaving the organization, so this reduces chances of leaving the organization.
Yes, the different techniques adopted boost up confidence of employee. The
quality of performance is not considered for vertical up graduation. The
different techniques used are innovative plans; they are not based on any set
standards. The employees are satisfied with the remuneration what they are paid.

QUESTIONNAIRE
102
Dear Respondent,

The objective of this study is to identify the existence of WORK

STRESS in our Organization. Hence, I kindly request you to spend a little time in
helping me know your views.

Name : Age :
Designation : Education :

1. Since how long have you been working in MARUTHI SUZUKI MOTORS?
a) Less than 1 year b) 1-5 years
c) 5-10 years d) More than 10 years

2. Do you think that you are undergoing any stress in your job?
a) Yes b) No

3. If yes, according to you, which of the following do you think cause stress?
a) Work load b) Work timings
c) Meeting targets d) Ventilation
e) Interpersonal relationship f) Performance anxiety
g) Others_______________________

4. In which of the following areas do you face a problem due to stress in your
job?
a) Health b) Psychological
c) Meeting targets d) Work itself
e) Others________________________

5. Are you comfortable with the working environment in which you work?
a) Yes b) No
6. Does Stress in the work place have an impact over your basic performance?
a) Yes b) No

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7. Do you get frustrated due to excessive stress in your job?
a) Yes b) No

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

targets?
a) Daily basis b) Meeting targets c) Some times

9. Is all the stress generated having its origin in the work place or home place?
a) Work place Yes No
b) Home place Yes No

10. How do you think stress in the work place, which is internal in nature can
be stopped?
a) Flexible work hours b) Distributed work load
c) Timely targets d) Periodic relaxation
e) Others________________

11. Do you thin work Stress Management improves the morale of the
employees and employee Good Will?
a) Yes b) No

12. What measures do you suggest in controlling the Stress causing factors?
(Tick as many)
a) Counseling b)Job rotation
c) Leisure breaks d Informal relationship
e) Sports activities f) Recognizing good work
g) any other specify___________________________

13. If usage of work Stress Management techniques boost up confidence of the

employees?
a) Yes b) No

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14. Do you feel using work Stress Management techniques will improve the
working environment?
a) Yes b) No

15. What are the Recreational Activities does your company provide to the
employees to reduce the work stress?
a) Recreational Tours b) Sports Activities
c) Family Tours d) Honoring the hard working people
e) Others Specify ______________________

16. How often does your company provide Recreational Activities to reduce the
work stress of an employee?
a) Yearly once b) Half-Yearly c) Quarterly

17. Do you think the performance of the employees have enhanced due to
various techniques adopted by the management?
a) Yes b) No

18. How do you want your HR department in implementing work stress

management techniques?
a) Pre-planned b) takes the opinion of the employees

19. Please give your valuable suggestions as to how stress can be effectively
handled in your organization?

BIBLIOGRAPHY

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 Stress Management - JAMES S GORDON
Techniques for Reducing Stress, Tension, and Anxiety
- WALKER, C. EUGENE
Stress Management: A Review of Principle
- PAUL M, ROBERT L, WOOLFOLK, WESLEY
E SIME
Review of job stress - BILL MALONE

REFERENCES
http://www.mindtools.com/pages/article/newTCS_00.htm
http://stress.about.com
http://www.medicinenet.com/stress_management_techniques/article.htm
http://en.wikipedia.org/wiki/Stress_management
http://www.mindtools.com/smpage.html
http://www.antiessays.com/free-essays/119862.html
http://www.spiritual.com.au/2011/07/stress-management-techniques-part-1/

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