EMPIRICAL ARTICLE STRESS MANAGEMENT AND ITS IMPACT ON PRODUCTIVITY AT SHREE KHEDUT SAHAKARI KHAND UDYOG MANDLI LTD. BABEN, BARDOLI- SURAT: GUJARAT

Transcription

1 STRESS MANAGEMENT AND ITS IMPACT ON PRODUCTIVITY AT SHREE KHEDUT SAHAKARI KHAND UDYOG MANDLI LTD. BABEN, BARDOLI- SURAT: GUJARAT Hardik Anilkumar Patel 1 HOW TO CITE THIS ARTICLE: Hardik Anilkumar Patel. Stress Management and its Impact on Productivity at Shree Khedut Sahakari Khand Udyog Mandli Ltd. Baben, Bardoli- Surat: Gujarat. Journal of Advances in Business Management; Vol. 1, Issue 1, April 2015; Page: ABSTRACT: The main aim of this research is to find out the stress management & its impact on productivity. Stress has become significant due to dynamic social factor and changing needs of life styles. (1) Stress is man s adaptive reaction to an outward situation which would lead to physical, mental and behavioral changes. Even though stress kills brain cells, not all stresses are destructive in nature. Stress has a vital importance and has become a key challenge for the organizations because of its strapping impact on the performance of an individual as well as of the organization. Employees serve as assets for an organization but when they are stressed then the results are increased absenteeism, low productivity, low motivation and usually legal financial damages which eventually affect the employee productivity. KEYWORD: Job Stress management, employee s productivity, workplace, Stress management techniques. 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 hole ladies may experience stress in managing the home affairs and to look for the maid servant. (2) Thus, Stress is inevitable in our society (3) thus 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 (4)? Stress is the body s nonspecific response to a demand placed on it by Hans Selye. Stress as a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize. By Richard S. Lazarus. Nervous tension that results from internal conflicts from a wide range of external situations by D Souza. Causes of An Organizational Stress (5) : Career Concern, Role Ambiguity, Rotating Shifts, Role Conflict, Working Conditions, Interpersonal and Intergroup Conflict, Work Under load, Work overload. Causes of Non-Organisational Stress: Life Changes, Frustration, Caste and Religion Conflicts, Technological Changes, Career Changes. Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 32

2 The Impact of Stress on Productivity: The authors stated that an individual performance depends on three factors which are ability to do the work, level of effort and support given to that person. The relationship of these factors, that Performance (P) is the result of Ability (A) times Effort (E) times Support (S) Performance is diminished if any of these factors are reduced or absent. (6) Productivity as a measure of the quantity and quality of work done considering the cost of the resource it took to do the work. Now the days, stress is considered as an important factor, which is rapidly increasing the absenteeism rate of employers and employees. (7) Steers is of the opinion that it is useful from a managerial stand point to consider several forms of counter-productive behavior that are known to result from prolonged stress. The effect stress has on performance. It can be shown that, as stress increases, so does the performance decrease. However if stress continues to increase beyond an optimal point, performance will peak and start to decline. Excess stress is harmful, destructive and detrimental to human well-being and productivity. Stress can have an impact on an individual s well-being by causing dysfunction or disruption in multiple areas. This dysfunction extends into the organizational world and leads to decreased productivity. When stress is not handled well, absenteeism, turnover, and medical compensation increase and productivity decreases. (8) ABOUT THE SHREE KHEDUT SAHAKARI KHAND UDYOG MANDLI LTD : Shree Khedut Sahakari Khand Udyog Mandli Ltd. Located at Baben-Bardoli is the first sugar factory started in co-operative sector in Gujarat in the year 1955.The society inauguration ceremony was performed by Hon. Shri Morarjibhai Desai on 4th March, The society is the biggest co-operative society in the Asia. The society has started with 850 tones cane per day crushing. (9) Today, this factory is crushing 10, 000 tones cane per day. In due course, the Government of India issued licensed no. G/265 dated 9th Feb for establishing a sugar factory having capacity of 850 tons per day crushing. This society was registered in February, Order for the sugar machinery was placed with M/s Backau wolf of West Germany in August, 1955 for a cost of Rs Lakh. The first crushing season was started on 21st April, 1957 of seasons. Research Objectives: To find out whether employees are undergoing any stress during work. To find out whether stress has any effect on the productivity of employees in sugar factory. To identify the relation of factor causes of stress and its impact on performance of employees. To suggest better strategies to overcome work stress. Statistical Tools: The collected data was coded and entered using the Microsoft Excel and use SPSS for chi-square test. Since the study is quantitative in nature, the findings were presented in simple descriptive statistics involving some tables and charts. These were chosen because it made it possible to investigate. Sources of Data: The study will consist of both primary and secondary data. The primary data was collected by direct interview through questionnaire. The secondary data was collected from research publications, standard journal and periodicals including the government organizations and from respective records about the job related occurrence. Sampling Design: Sampling design include how sample units are selected: Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 33

3 A. Sampling Frame: Population will be all the selected employees work at the SHREE KHEDUT SAHAKARI KHAND UDYOG MANDLI LTD BARDOLI. B. Sample Size: Sample size refers to the number of elements to be included in the study. Here, sample of 200 respondents was taken for carrying out research. C. Sample Technique: I have used Probability convenience simple random sampling method. (10) Literature Review: Occupational stress is an increasingly important occupational health problem and a significant cause of economic loss. Occupational stress may produce both overt psychological and physiologic disabilities. However it may also cause subtle manifestation of morbidity that can affect personal well-being and productivity (Quick, Murphy, Hurrel and Orman, 1992). A job stressed individual is likely to have greater job dissatisfaction, increased absenteeism, and increased frequency of drinking and smoking, increase in negative psychological symptoms and reduced aspirations and self-esteem (Jick and Payne, 1980). The use of role concepts suggests that occupational stress is associated with individual, interpersonal and structural variables (Kutz and Kahn, 1978; Whetten, 1978). In recent years the rise in stress has seen across all spheres of life, particularly in the workplace. Stress in organizations is a wide-spread phenomenon with far-reaching practical and economic consequences. Various studies have been conducted to examine the relationship between job stress and job performance. Job performance can be viewed as an activity in which an individual is able to accomplish the task assigned to him/her successfully, subject to the normal constraints of reasonable utilization of the available resources. In carrying out the study, random sampling technique was used to select 143 employees of different multinational companies, universities and banks, who have worked at least 5 years in them. Relevant data were collected using structured questionnaire. The chi-square test and t-test was used to test the hypothesis. The findings showed that job stress brings about subjective effects such as feeling undervalued and workplace victimization/ bullying, unclear role/errands, work home interface; fear of joblessness, exposure the traumatic incidents at work and economic instability among our target population. Resulting in poor concentration, mental block and poor decision making skills. Based on these findings, it was recommended that organizations should reduce psychological strain, work overload and role ambiguity through adoption of job redesign techniques. Organizational support activities such as counselling and stress reduction workshops should also be increased. The results revealed a negative relationship between Job stress and employees. Job performance and shows that job stress significantly reduces the employee Job performance. Furthermore, the study explores the employees job performance with demographic variables, resulting that male employees are highly stressed vis-à-vis their female counterparts. (Laiba Dar, Anum Akmal, Muhammad Akram Naseem, Kashif Ud Din Khan). (11) RESULTS AND DISCUSSIONS: PERCENTAGE OF RESPONDENTS WHO FELT THAT THEY WERE STRESSED Yes 12 No 77.5 Sometimes 10.5 Table 1 Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 34

4 From the table 1, it is indicated that majority of the respondents working in sugar factory were not stressed, whereas only few respondents felt that they were stressed and small number of respondents fell sometime stress. NO. PARTICULAR FREQUENCY PERCENTAGE 1 Work load 8 4% 2 Work timing 7 3.5% 3 Meeting target % 4 Ventilation 7 3.5% 5 Interpersonal relation 7 3.5% 6 Performance anxiety 5 2.5% 7 Other % Total % Table 2: Cause of stress Cause of stress in which found (77.5%) respondent are not under any stress at work so that they not face any causes of stress, (5.5%) are facing the Meeting targets, (4%) are having more workload, (3.5%) are work timing, (3.5%) are having ventilation, (3.5%) are face stress by Interpersonal relation, (2.5%) respondent are having Performance anxiety. TABLE 3: Chi-square test between age and undergoing stress. Ho: There is no significant different between age and undergoing stress. H1: There is significant different between age and undergoing stress. Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 35

5 Ho: There is no significant different between age and undergoing stress. TABLE 4: Chi-square test between undergoing stress and productivity or performance of employees. Ho: There is no significant different between undergoing stress and productivity. H1: There is significant different between undergoing stress and productivity. Undergoing stress * Productivity Cross Tabulation: Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 36

6 Ho: There is no significant different between undergoing stress and productivity. From the table we can say that there is a negative relationship between causes of stress and productivity. Graph 1: What measure control stress causes factor FINDINGS: Only small respondents are undergoing any stress. Majority (57.5%) of respondents report that stress has an impact on the work performance or productivity. There is negative relationship between causes of stress and employees productivity. Respondents want free time to reduce their stress. Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 37

7 SUGGESTIONS: To come out of stress, company must provide appropriate stress management techniques to their employees. 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 to the company to conduct frequent recreational programs, organize frequent camps or programs on meditation, yoga and stress management. Company needs to give more free time for controlling their stress causes factor. CONCLUSION: This study investigates the relationship between Stress Management and Its Impact on Productivity From the survey results it was concluded that there was a no impact of job stress on employee s productivity. There is no relationship between age and undergoing stress & there is no significant different between undergoing stress and productivity so it s good for the organization. The correlation analysis also shows that there was negative correlation exists between causes of stress and productivity. It is very important that working environment is being continuously monitored for stress related factors. Further, it is not only important to monitor the factors, but to create a healthy environment in which employees work in efficient way. REFERENCES: 1. Hira Aftab & Anam Javeed, The Impact of Job Stress on the Counter-productive Work Behavior (CWB) A Case Study from the financial Sector of Pakistan, INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS, Volume 4, Issue 7, PP , November Rajendran Jayashree, Stress Management With Special Reference To Public Sector Bank Employees In Chennai, International Journal Of Enterprise And Innovation Management Studies (IJEIMS), Volume 1, Issue 3, PP 34-39, July-Dec Uma Devi.T, A Study on Stress Management and Coping Strategies With Reference to IT Companies, Journal of Information Technology and Economic Development, Volume 2, Issue 2, PP 30-48, October K. Aswathappa, Human Resource Management (HRM), Tata McGraw Hill Education Private Limited, New Delhi, 7 th edition, PP Uma Devi, Study on Stress Management, Journal of Information Technology and Economic Development, IT Companies, Volume 2, Issue 2, PP 30-48, October ance_and_turn_over_an_important_managerial_issue. 8. Syed Mubasher Hussain Naqvi, Job Stress And Employees Productivity: Case Of Azad Kashmir Public Health Sector, Interdisciplinary Journal Of Contemporary Research In Business, Volume 5, Issue 3, PP , July lakh-metric-tones-of-cane-this-season/articleshow/ cms. Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 38

8 10. Cooper Donald R; Schindler Pamelas, Business Research Method; Research Method; Business Management, New Delhi, Tata McGraw Hill Publishing company Ltd., 9 th edition, PP , Volume11. AUTHORS: 1. Hardik Anilkumar Patel PARTICULARS OF CONTRIBUTORS: 1. Assistant Professor, Department of MBA, S. N. Patel Institute of Technology and Research Centre, Umrakh, Bardoli, Surat, Gujarat. NAME ADDRESS ID OF THE CORRESPONDING AUTHOR: Hardik Anilkumar Patel, Mankna, Kamrej Taluk, Surat District , Gujarat. hardik_patel1998@yahoo.co.in Date of Submission: 27/03/2015. Date of Peer Review: 07/04/2015. Date of Acceptance: 10/04/2015. Date of Publishing: 13/04/2015. Journal of Advances in Business Management / Volume1/ Issue 1/ April 2015 Page 39