TABLE OF CONTENT

SERIAL
TOPIC PAGE NO.
NO:
CHAPTER 1
1.1 INTRODUCTION 11
1.2 OBJECTIVES OF THE STUDY 13
1.3 SCOPE OF THE STUDY 14
1.4 LIMITATIONS OF THE STUDY 15
CHAPTER 2
2.1 REVIEW OF LITERATURE 17
2.2 RESEARCH METHODOLOGY 19
2.3 STATISTICAL TOOLS 22
CHAPTER 3
3.1 INDUSTRIAL PROFILE 24
3.2 COMPANY PROFILE 31
CHAPTER 4
4.1 DATA ANALYSIS &
44
INTERPRETATIONS
4.2 STATISTICAL TOOLS 94
CHAPTER 5
5.1 FINDINGS 101
5.2 SUGGESTIONS 103
5.3 CONCLUSION 104
QESTIONNAIRE 105
BIBLIOGRAPHY 110

LIST OF TABLES

LIST OF
TABLE TITLE PAGE NO.
NO
4.1 RESPONDANCE SATISFACTION TOWARDS JOB 44
4.2 PROVISION OF OPPURTUNITY TO IMPROVE THE
46
SKILLS
4.3 WILLINGNESS OF COLLEAGUES TO LISTEN TO
48
RESPONDANCE PROBLEM
4.4 RESPONDANCE OPINION ON RECEIVING HELP
50
FROM COLLEAGUES
4.5 RECEIVE RESPECT FROM COLLEAGUES 52
4.6 RESPONDANCE WORRY ABOUT COLLEAGUES
54
OPINION ABOUT THEM
4.7 FRICTION OR ANGER BETWEEN COLLEAGUES 56
4.8 RESPONDANCE OPINION ON PERSONAL
58
HARASSMENT
4.9 TOO MUCH OF WORKLOAD WHICH RESULTS IN
60
NEGLECTIONS
4.10 SUPPORTIVE FEEDBACK ON WORK 62
4.11 COMMUNICATION WITH THE LINE MANAGER 64
4.12 EASILY IRRITATED BY SMALL PROBLEMS 66
4.13 FEEL THAT YOU ARE IN THE WRONG
68
ORGANIZATION
4.14 ORGANIZATIONAL POLICIES AND
70
BUREAUCRACY FRUSTRATE YOUR ABILITY
4.15 FEEL THAT YOU HAVE NO ONE TO TALK TO 72
4.16 NO TIME TO DO MANY THINGS THAT ARE
74
IMPORTANT
4.17 NOT GETTING WHAT YOU WANT OUT OF YOUR
76
JOB
4.18 STRESS LEVELS AT WORKPLACE 78
4.19 GET TENSED AT YOUR NON-ACHIEVEMENTS 80
4.20 SUCCESSFULLY COMPLETE PROJECTS AND
82
MEET DEADLINES
4.21 NOT LEARNING AND DEVELOPING IN THE
84
ORGANIZATION
4.22 RESPONDANCE OPINION ON WORKING LONG
86
HOURS
4.23 SATISFACTION LEVEL OF YOUR PERFORMANCE 88
4.24 OVERALL PERFORMANCES 90
4.25 FEAR ABOUT THE QUALITY OF YOUR
92
PERFORMANCE
 LIST OF CHARTS

CHART
TITLE PAGE NO.
NO
4.1 RESPONDANCE SATISFACTION TOWARDS JOB 45
4.2 PROVISION OF OPPURTUNITY TO IMPROVE THE
47
SKILLS
4.3 WILLINGNESS OF COLLEAGUES TO LISTEN TO
49
RESPONDANCE PROBLEM
4.4 RESPONDANCE OPINION ON RECEIVING HELP
51
FROM COLLEAGUES
4.5 RECEIVE RESPECT FROM COLLEAGUES 53
4.6 RESPONDANCE WORRY ABOUT COLLEAGUES
55
OPINION ABOUT THEM
4.7 FRICTION OR ANGER BETWEEN COLLEAGUES 57
4.8 RESPONDANCE OPINION ON PERSONAL
59
HARASSMENT
4.9 TOO MUCH OF WORKLOAD WHICH RESULTS IN
61
NEGLECTIONS
4.10 SUPPORTIVE FEEDBACK ON WORK 63
4.11 COMMUNICATION WITH THE LINE MANAGER 65
4.12 EASILY IRRITATED BY SMALL PROBLEMS 67
4.13 FEEL THAT YOU ARE IN THE WRONG
69
ORGANIZATION
4.14 ORGANIZATIONAL POLICIES AND
71
BUREAUCRACY FRUSTRATE YOUR ABILITY
4.15 FEEL THAT YOU HAVE NO ONE TO TALK TO 73
4.16 NO TIME TO DO MANY THINGS THAT ARE
75
IMPORTANT
4.17 NOT GETTING WHAT YOU WANT OUT OF YOUR
77
JOB
4.18 STRESS LEVELS AT WORKPLACE 79
4.19 GET TENSED AT YOUR NON-ACHIEVEMENTS 81
4.20 SUCCESSFULLY COMPLETE PROJECTS AND
83
MEET DEADLINES
4.21 NOT LEARNING AND DEVELOPING IN THE
85
ORGANIZATION
4.22 RESPONDANCE OPINION ON WORKING LONG
87
HOURS
4.23 SATISFACTION LEVEL OF YOUR PERFORMANCE 89
4.24 OVERALL PERFORMANCES 91
4.25 FEAR ABOUT THE QUALITY OF YOUR
93
PERFORMANCE

CHAPTER 1
 INTRODUCTION

 OBJECTIVES OF THE STUDY

 SCOPE OF THE STUDY

 LIMITATIONS
 1.1 INTRODUCTION

Does work related stress affect the employee performance? The purpose of this research is to
identify work related stress symptoms both to the individual and the supervisors.

Since the origin of the term ‘stress’ it is ambiguous ‘stress’ began life as a variant on 'distress' in
the 14th century. It means the experience of physical hardship, starvation, torture, and pain. These
days, however, the term revolves around the medieval definition, in which ‘stress’ simply meant
'hardship'. The recent scientific developments inform us that ‘stress’ is actually good for us. Stress
is derived from the Latin word stranger, meaning to draw tight, and was used in the 17th century to
describe hardships or affliction. During the late 18th century stress denoted force, pressure, strain
or strong effort,” referring primarily to an individual or to an individual’s organs or mental powers
(Hinkle, 1973).

Besides making a person feel bad, stress can actually kill, albeit slowly. A recent study conducted
by Ohio State University found that even mild stress can increase the risk of acid that damages
arterial walls.” In the book , Your Miracle Brain (Harper Collins, 2000) author Jean Collins reports
on studies showing that long term chronic stress can alter the structure and functioning of brain
cells, leading to gradual brail damage and atrophy via creation of free radicals. In another study
chronic stress was found to cause death to nerve cells that are responsible for memory, with the
loss looking like the death of neurons after strokes of seizures. (William Atkinson, Purchasing,
Issue 18, 2001)

Stress is one of the most serious occupational hazards facing in any organization. It is important to
recognize exactly how stress can adversely affect our health, job performance, career decision
making, morale, and family life.” It has been long known that stress can cause a variety of
conditions and symptoms, most of which are detrimental to health and well-being. Job stress,
whether in the corporate world or on an assembly line, can damage employee performance.

“Moderate stress in many cases increases productivity and can be pleasant for some people. But
higher levels of stress can interfere with your ability to do your job, is rarely pleasurable, and lead
to emotional and physical problems. Some of these may be decreased job satisfaction,
abrasiveness, making constant excuses, unpredictable behavior, moodiness, decreases
communication, tardiness, or an increase in sick time.” ( John Herman, USA Today Magazine,
Issue August 2000).
“Stress related absenteeism is a serious and growing problem. According to the 1999 CCH
Unscheduled Absence Survey of 800,000 workers in more than 300 companies, the number of
employees who called in sick due to stress had tripled over the previous four years. More than half
of the 550 million working days lost each year in the United States due to absenteeism are stress
related. Stress currently accounts for one out of five of all last-minute no shows. And that’s just the
tip of the iceberg. Job stress is estimated to cost American industry in excess of 300 billion a year.”
(Donald DeCarlo, Risk and Insurance, More on Workplace Stress, Issues oct.1, 2001).

Hans Selye was one of the founding fathers of stress research. His view in 1956 was that “stress is
not necessarily something bad – it all depends on how you take it. The stress of exhilarating,
creative successful work is beneficial, while that of failure, humiliation or infection is detrimental.”
Selye believed that the biochemical effects of stress would be experienced irrespective of whether
the situation was positive or negative. Since then, a great deal of further research has been
conducted, and ideas have moved on. Stress is now viewed as a “bad thing”, with a range of
harmful biochemical and long-term effects. These effects have rarely been observed in positive
situations.

The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) 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. “In short, it’s what we feel
when we think we’ve lost control of events.

Stress refers to the strain from the conflict between our external environment and us, leading to
emotional and physical pressure. In our fast-paced world, it is impossible to live without stress,
whether you are a student or a working adult. There is both positive and negative stress, depending
on each individual’s unique perception of the tension between the two forces. Not all stress is bad.
For example, positive stress, also known as eustress, can help an individual to function at optimal
effectiveness and efficiency.
 1.2 OBJECTIVE OF THE STUDY

Primary objective

To study the work-related stress and its effect on employee performance.

Secondary objective

 To study the factors influencing work related stress.

 To know general information about the employee in their organization.
 To know how they cope with stress situation.
 To know what the effect of stress on their performance are.
 To know how employee, maintain the relationship with others.
 To find out the ways to overcome the stress.

1.3 SCOPE OF THE STUDY

 It helps to understand the nature and causes of stress.

 It would reveal the impact of stress on the behavior of employees at different levels.
 Help the organization to identify the strategies needed to cope up with the stress factors and
initiate actions to reduce them to the minimum.
 The project highlights the scope for future improvements on the basis of present scale.

1.4 LIMITATIONS OF THE STUDY

 Quality of the information highly dependent on the knowledge of the respondent.

 The study is incomplete as it is restricted to limited area.
 Employees from whom the questionnaires are filled are in a heavy workload so some of the
questionnaires filled by the employees who are in stress cannot be called reasonable.
 The responses of the employees cannot be accurate as the problem of language and
understanding arises. (These problems are not in all cases.)
A majority of respondents show lack of co-operation

CHAPTER 2

 REVIEW OF LITERATURE

 RESEARCH METHODOLOGY

 STATISTICAL TOOLS
 2.1 REVIEW OF LITERATURE

A lot of research has been conducted into stress over the last hundred years. Some of the theories
behind it are now settled and accepted; others are still being researched and debated. During this
time, there seems to have been something approaching open warfare between competing theories
and definitions: Views have been passionately held and aggressively defended.

The term ‘stress’ has a different meaning for researchers in various disciplines. In the biological
literature, it is used in relation to single organisms, populations of organisms, and ecosystems.
Biologists refer to things such as heat, cold and inadequate food supply as being sources of stress.
Human biologists add to this microbial infection and taking toxic substances. Social scientists, for
their part, are more concerned about people’s interaction with their environment and the resulting
emotional disturbances that can sometimes accompany it (Hinkle, 1987).

“According to a survey conducted by the National Labor Organization, stress and its accompanying
depression in the workplace is now the second most disabling illness hitting workers after heart
disease. Recognizing that you’re reacting to this stress, and learning how to cope with it, will help
you feel better, make your body healthier, and enable you to work more effectively.” (Peter Athol,
Electronic Design, Dec 18, 2000).

“A survey conducted by T.R. Cutler Inc. and reported in purchasing last year found that 23% of
purchasing people indicated that they would like to leave the profession. The overwhelming reason,
given by 62% of those people, was job stress. Tied for second were poor benefits and being
underpaid.” (William Atkinson, Purchasing, Issue Oct 18, 2001).

Besides making a person feel bad, stress can actually kill, albeit slowly. A recent study conducted
by Ohio State University found that even mild stress can increase the risk of developing
cardiovascular disease by leading to above normal levels of homocysteine, an amino acid that
damages arterial walls.” In the book, Your Miracle Brain (Harper Collins, 2000) author Jean
Collins reports on studies showing that long term chronic stress can alter the structure and
functioning of brain cells, leading to gradual brail damage and atrophy via creation of free radicals.
In another study chronic stress was found to cause death to nerve cells that are responsible for
memory, with the lose looking like the death of neurons after strokes of seizures. (William
Atkinson, Purchasing, Issue 18, 2001).

“Time Magazine referred to stress as ‘America’s number I health problem,’ and there in little doubt
that things have gone steadily downhill. Numerous surveys show that job stress is far and away the
leading source of stress in American adults. They also confirm that workplace pressures have
progressively increased over the past few decades." (Donald T. De Carlo, Risk Management, More
on Workplace Stress, Issue Oct. 1, 2001).

“Stress is one of the most serious occupational hazards facing in any organization. It is important to
recognize exactly how stress can adversely affect our health, job performance, career decision
making, morale, and family life.” It has been long known that stress can cause a variety of
conditions and symptoms, most of which are detrimental to health and well-being. “Job stress,
whether in the corporate world or on an assembly line, can damage employee performance,” warns
John Herman, Associate Professor of Psychiatry, and University of Texas Southwestern Medical
Center at Dallas.
 2.2 RESEARCH METHODOLOGY

Research is voyage from known to unknown

Research comprises defining and redefining problems, formulating hypothesis or suggested

solutions, collecting, organizing and evaluating data; making deduction and reaching conclusions
to determine whether they fit the formulating hypothesis.

The quality and reliability of research study is dependent on the information collected in a
scientific and methodological manner. Scientific planning of designing of research method is a
blueprint for any research study. Therefore, proper time and attention should be given in designing
the plan of research. While proper definition of problem tells the researcher where he has to go,
proper design tells him how he should go. Selection of methodology for a particular project is made
easy by sorting out a number of alternative approaches, each of them having its own advantage and
disadvantages. Efficient design is that which ensure that the relevant data are collected accurately.

The researcher has to think about what procedure and techniques should be adopted in the study.
He should arrive at the final choice by seeing that the methodology chosen for project is indeed the
best one, when compared with others.

RESEARCH DESIGN

Research design is the first and foremost step in methodology adopted and undertaking research
study. It is overall plan for the collection and analysis of data in the research project. Thus, it is an
organized, systematic approach to be the formulation, implementation and control of research
project. In fact, a well-planned and well-balanced research design guards against collection of
irrelevant data and achieves the result in the best possible way. This research design focuses
attention on the following.

a. Formulation of the objectives

b. Identification of the methods of data collection
c. Selecting a valid sample using suitable sampling technique
d. Collection of data by using a reliable instrument
e. Analysis and Interpretation of the data
f. Preparation of a detailed report.
RESEARCH METHOD OF MY PROJECT

DESCRIPTIVE RESEARCH

Descriptive research includes surveys, fact findings enquiries of different kinds. The major purpose
of this research is description of the state of affairs, as it exists at present. The main character of
this method is that the researcher has no control over the variables; he can only report what has
happened or what is happening. It also includes attempts by researchers to discover causes even
when they cannot control the variables. The method is of research utilized in descriptive research is
survey method of all kinds including comparative and co-relational methods.

SAMPLE UNIT

The sampling units used by the researcher for this research, are the employees of ATEM
SOFTWARE SOLUTIONS. Total population 250.

SAMPLE SIZE

The sample size considered for this study is 70.

SAMPLE DESIGN

Here probability sampling in which simple random sampling is used.

DATA COLLECTION

There are two main sources for collecting data. These are:-

1. Primary Data.

2. Secondary Data.
  PRIMARY DATA

It is the data that is collected for the first time. It is fresh and the originally collected by the
surveyor.

 SECONDARY DATA

Secondary data is the one which is collected by someone else and already used in some or the other
form. Secondary data was collected through records, manuals of the company and company
websites.

RESEARCH AREA

The study was conducted at ATEM SOFTWARE SOLUTIONS ,Chennai.

 2.3 STATISTICALS TOOLS

STATISTICS

The term ‘statistics’ refers to a measured value based upon sample data. After collection of data,
the questionnaires were scrutinized, and facts coded and tabulated followed by analysis and
interpretation using statistical techniques mentioned below

Chi – Square test

Chi square test is used to determine if there is any association between two opinions. It is also used
to find out the effectiveness of any opinion or preference. Chi square is a nonparametric test used
by marketing researcher to test hypothesis. This test is employed for testing hypothesis when
distribution of population is not known and when nominal data is to be analyzed. If the calculated
value is greater than the table value, then the alternative hypotheses (H1) is accepted. If the
calculated value is less than the table value null hypothesis (H0) is accepted.

χ2 = Σ [(Oi–Ei)2/Ei]

Oi = Observed value

Ei = Expected value

Ei = (Observed Row Total X Observed Column Total) / Aggregate total

Degree of freedom = (Row – 1) x (Column -1)

H0 = Null hypothesis

H1 = Alternative hypothesis

If calculated value > Table value (Reject H0)

If calculated value < Table value (Accept H0)

 CHAPTER 3

COMPANY PROFILE
 3.2 COMPANY PROFILE

 Introduction:

ATEM was established in USA in 2000 and we are specialized in US IT Staffing , Recruitment
Process Outsourcing (RPO) and Finance Process Outsourcing (FPO). In India the operations
were started during 2006 and we are specialized in IT Staffing , Recruitment Process
Outsourcing (RPO), Finance Process Outsourcing (FPO), Software Development and Payroll
Processing.

The success of ATEM software solutions Pvt. Ltd. depends entirely on the enthusiasm,
willingness to learn and professionalism of all of us working for the company. For this reason,
we must all play our part, ensuring we have a safe, motivating and challenging environment to
work within.

The culture of the company is centered on finding a work approach that helps all of us achieve
our personal aspirations whilst, as a team, working together to achieve the company’s
objectives.

We apply employment policies that are fair, reasonable and consistent with the skills and
abilities of our team and the needs of the business. We need your support in implementing
these policies to ensure that all are accorded equal opportunity for recruitment, training and
promotion and, in all jobs of like work, on equal terms and conditions of employment.

We therefore will not condone any discriminatory act or attitude in the conduct of our business
with the public or our employees. Acts of bullying, harassment or discrimination on the grounds
of race, color, ethnic or national origin, religious belief, political opinion or affiliation, sex,
marital status, sexual orientation, age or disability are disciplinary offences.

We welcome you and hope that you will be happy here in our team. Please study carefully the
contents of this handbook as, in addition to setting out our procedures, it also contains a great
deal of helpful information.

About ATEM:

We are into an Information Technology solutions provider helping businesses become more
efficient and effective, by implementing robust solutions.
Our domain SME associates put in place innovative implementation methodologies to ascertain
identify and deploy solutions, thereby cutting down TCO and increasing ROI. We provide
customers with highly focused solutions to address key business challenges and to achieve
specific outcomes in rapid timeframes.
Joining ATEM family:

Probationary period
You will join us on an initial probationary period of six months. During this period your work
performance and general suitability will be assessed, and you will have the opportunity to
discuss any issues or concerns through regular, informal meetings with your team leader.

If your performance and suitability is satisfactory, your employment will continue. However, if
during your first three months with ATEM software solutions Pvt. Ltd., your work performance
is not up to the required standard, or you are considered to be generally unsuitable, we may either
take corrective action or terminate your employment without applying steps outlined in the
capability or disciplinary procedure.

At the end of your probationary period you will again be assessed and, if satisfactory, you will
become a member of our regular staff. If you have not reached the required standard, we may
either extend the probationary period in order that corrective action can be taken or terminate
your employment without applying steps outlined in the capability or disciplinary procedure. In
the event of you failing to improve during the extended probationary period, your employment
will be terminated.

Employee training and Terms of Employment

At the commencement of your employment you will be given induction training
for your new position as well as training sessions covering administration, telephone, IT, and
health & safety procedures. As your employment progress your skills may be extended to
encompass new job activities within the business through either external or internal training.
Contract Employees will not be eligible for any other benefits or entitlements as applicable for
full time employment. Anyone not adhering to our aim to provide equal opportunities will face
disciplinary action.

Provident Fund
ATEM operates a provident fund scheme. The employee’s contribution will be 12% (included in
the CTC) and the employer’s contribution will be 12% (included in CTC).
Annual reviews / Performance appraisal
Our policy is to monitor the work performance on a continuous basis so that we can maximize
your strengths, and help you overcome any possible weaknesses. Your team leader will conduct
your appraisal annually in April each year. These will allow you to discuss and record objectives,
both personal and company driven, with the subsequent reviews based around discussing
whether you have achieved those objectives and setting further goals.

General terms of employment, information and procedures:

Changes in personal details

one must update the HR team with any changes in personal details like change in name,
address, telephone number, bank details etc., so that we can maintain accurate information in
our records and make contact with you in an emergency, or if necessary, outside normal
working hours.

Hours of work
Your normal hours of work are from 9.30 a.m. to 6.30 p.m. Monday to Friday with a 30-
minute paid lunch hour each day.

Late Login
Employees are expected to stick to office timings; however, there are few exceptions and rules
that can be adopted to make this as effective as possible.
 Max 15 minutes delay is allowed in the morning, but if it is continued for 5 days it will
be treated as ½ a day leave.
 Employees coming in ½ an hour late for 4 days in month will be considered as ½ day
leave.
 Employees coming in ½ an hour above late for a day it will be considered as 1-hour
permission that too only 2 day allowed, beyond that will be treated as ½ day leave .
 Maximum limit for availing permission is 2 hours, beyond this it will be treated as ½
day leave.
Leaves / Permission
Leaves / Permission (if any) are to be applied to the reporting manager through an email with
HR in cc.
Unplanned leaves / Permission has to be approved via email within the next working day on
which an employee reports to work after his/her leave and the same to be forwarded to HR.
Leaves without prior approval will be treated as unauthorized leave and may end up with Loss
of Pay (LOP).

Permission requests for 2 hours each, availed 3 days will be treated as ½ a day leave.
Leaves are entitled to avail 1.5 days per month as Casual or Sick Leave once completion of
probation period (6months). All leaves are subject to business exigencies and approval.

Leaves cannot be carrying forwarded / encashment.

Expenses / Travel
ATEM software solutions Pvt. Ltd. will reimburse for any reasonable expenses incurred for
business purposes or whilst travelling on behalf of the company. Necessary business calls made
on personal mobile phones will be reimbursed – a copy of your mobile phone bill with such
numbers highlighted must support amounts requested.

This policy should be adhered by all employees when undertaking any work-related travel,
whether domestic or international. This policy is subject to change without prior notice at the
discretion of the senior management team.

Employees should submit expense report along with scanned copies of tickets / valid receipts /
visitor pass on a timely basis. Claims must be made within 7 days of the actual travel date to the
finance team, if any delay in claims submission reimbursement cannot be considered. Employees
should always use the most appropriate and cost-efficient mode of transport available.

Telephone calls/mobile phones

Telephones are essential for our business. Personal telephone calls, although understood
sometimes necessary, should therefore be kept to a minimum. Continuous, lengthy periods of
time spent making or receiving personal phone calls will not be tolerated and can lead to
disciplinary action. It should be ensured that all mobiles are put on vibrate / silent-only function
to avoid disturbing others
Employees' property
ATEM Software Solutions Pvt. Ltd. does not accept liability for any loss of, or damage to,
property that you bring onto the premises. You are requested not to bring personal items of
value onto the premises and in particular, not to leave any items overnight.

Dress guidelines
Staff is expected to dress to an acceptable standard as considered appropriate to the nature of
their work and the people they come into contact with, i.e. smart formals. When meeting clients,
however, more formal business dress is expected.

Work from home

This option cannot be exercised during month ends. It is up to reporting manager’s discretion to
approve/deny the request.

WFH should be planned in advance. Prior approval by the reporting manager or team lead is
required. Approval of unplanned WFH is left solely to the discretion of the concerned reporting
manager. WFH is not allowed on the day of company meetings, team meetings, review meetings
and it should not be clubbed with personal/public holidays.
(i.e. - If we are closed on Thursday, you cannot avail WFH option on Friday)

Only one or two people in a team can avail WFH option on a single day (This is based on the size
of the team). Employees opting for WFH should have a laptop or desktop, a broadband connection
and inverter/power back-up at home.

They should be available on Skype during working hours. If they are taking a break this should
be conveyed via ‘group chat’. Outlook should be kept open during working hours and
employees should respond to emails ASAP.

Employees should make sure that the work is delivered with same speed and accuracy even if they
work from home. "I am sick - I will work from home today" is not permitted.

You have to send a request by email to your reporting manager which he/she needs to approve and
forward it to hr.

Notice period
The length of notice that you need to give the company to end your employment is two weeks
within your six months’ probation period. Once probation completed, the notice period is 30 days
from date of acceptance of resignation. Notice should be given in email writing and should
include your reasons for resigning.
Salaries:

Payment
Your starting salary is detailed in your offer and appointment copy. Salaries are normally
reviewed annually in April based on your start date and any increase will reflect your individual
performance and the prevailing economic climate.

Salaries are paid monthly, directly into your bank account and the pay cycle is 01 st of every
month to 30/31 of every month. Payment for the full calendar month is made on the last week-
day of the month (or the next day if it is a holiday/weekend). In probation period the salary will
be processed 5th of every month.

You will receive a pay slip showing how the total amount of your pay has been calculated. It will
also show the deductions that have been made and the reasons for them, i.e. income tax,
provident fund, expenses etc. By 15th of every month, pay slip will be shared via email.
Overpayments
If you are overpaid for any reason, the total amount of the overpayment will normally be
deducted from your next payment but if this would cause hardship, arrangements may be made
for the overpayment to be recovered over a longer period.
Income tax
At the end of each tax year you will be given a form, known as Form 16 showing the total pay
you have received from us during that year and the amount of deductions for Income Tax. You
will need these documents for tax filing purposes.

Annual Leave:

You can take up to 18 working days as paid holiday in each holiday year (1 st January to 31st
December). Complete 18 days leave cannot be accumulated in a month. It can be accumulated
based on your bucket leaves which will be carried forward within a year.

Days in lieu
We do not operate a system of overtime or days in lieu that can be attained and accrued in
exchange for days worked out of usual office hours. We take the view that we are all paid as
professionals to complete a job rather than being paid for the hours worked.

Public and religious holidays

Public and religious holidays are displayed on the notice board in the office and all employees
will be paid for these days.

Notification of incapacity for work

You must notify us by telephone on the first day, and every day thereafter, of incapacity and if
possible by 9.30am. Notification should be made personally (or if you are unable to do so, then
by a relative, neighbor or friend), to HR or your team leader. You should try to give some
indication of your expected return date and notify us as soon as possible if this date changes in
cases of serious illnesses.
If your incapacity extends to more than seven days you are required to notify us of your
continued incapacity once a week thereafter, unless otherwise agreed.

Evidence of incapacity
In cases of incapacity (up to seven calendar days) you must inform HR or your team leader of the
reason for your absence. You will usually not be required to produce a medical certificate for
periods less than 7 days.

If your sickness has been (or you know that it will be) for longer than seven days, you should see
your doctor and make sure he/she gives you a medical certificate and forward this to us without
delay. Subsequently you must supply us with consecutive doctors’ medical certificates to cover
the whole of your absence.

Return to work
You should notify your team leader as soon as you know on which day you will be returning to
work, if this differs from a date of return previously notified. If you have been suffering from an
infectious or contagious disease you must not report for work without clearance from your own
doctor.

Upon returning to work you may be interviewed by your team leader for the purposes of
ascertaining your well-being.
Internet and computer policy:

Internet
Where appropriate you are encouraged to make use of the internet as part of your official and
professional activities. Attention must be paid to ensuring that published information has
relevance to normal professional activities before material is released in the company name.
Where personal views are expressed a disclaimer stating that this is the case should be clearly
added to all correspondence. The intellectual property right and copyright must not be
compromised when publishing on the internet.

The availability and variety of information on the internet has meant that it can be used to obtain
material reasonably considered to be offensive. The use of the Internet to access and/or distribute
any kind of offensive material, or non-related employment issues, leave an individual liable to
disciplinary action which could lead to dismissal.

Use of computer equipment

In order to control the use of our computer equipment and reduce the risk of contamination the
following will apply:
 The introduction of new software must first of all be checked and authorized by IT before
general use is permitted.
 Only ATEM employees should have access to the computer equipment.
 Only authorized software may be used on any of the computer equipment.
 Only software that is used for business applications may be used.
 No software may be brought onto or taken from office premises without prior
authorization.
 Unauthorized access to server room will result in disciplinary action.
 Unauthorized copying and/or removal of computer equipment/software will result in
disciplinary action; such actions could lead to dismissal.

Health and safety:

Safety
Under legislation we have a duty to ensure so far as is reasonably practicable; health, Safety and
welfare at work of all our employees and similarly you also have a duty to co-operate with us to
ensure that procedures are adhered to, and therefore effective, and to offer all necessary
assistance to ensure the health and safety at work of yourself and others.
You will be provided information periodically to ensure that you possess adequate
knowledge of what to do in case of fire and emergency situations.

First-aid boxes can be found at the reception desk.

Smoking policy
Our policy of “no smoking within the premises” must be observed at all times. Smoking is
permitted around the side of the building and cigarette stubs must be disposed of using
litterbins. The Company maintains a smoke - and tobacco-free office.

Alcohol and drugs policy

The consumption of alcohol and use of drugs may impair the safe and efficient running of
the business and/or the health and safety of our employees and is therefore prohibited.

Maternity Leave Policy:

Maternity rights fall into four main categories:

 Time off for antenatal care
 Maternity leave
 Maternity benefit
 Protection against unfair treatment or dismissal

ATEM stands by law to protect your health and safety if you are pregnant / have recently
given birth or are breastfeeding.

Time off for antenatal care

Irrespective of length of service, all pregnant employees are entitled to be paid time off for
antenatal care.
Maternity leave
Ordinary maternity leave: Upon completion one-year service with the
organization, you are entitled for ordinary maternity leave.

Additional maternity leave: The manager / team lead will review exceptional cases beyond
the sanctioned period and then decide on leave and payments.

Work from Home option: The Maternity Benefit Amendment Act has also introduced an
enabling provision relating to "work from home" for women, which may be exercised after
the expiry of the 6 months' leave period. Depending upon the nature of work, women

26
employees may be able to avail this benefit on terms that are mutually agreed with the
employer.

Paternity
All male employees shall be entitled to Paternity Leave (PL) 2 working days. No
credit / accumulation / encashment of this leaves is permissible.

The male employee shall submit the application of leave at least one month in advance,
along with a certificate from the doctor specifying the expected date of delivery, to his
supervisor along with a copy to the HR department.

This leave cannot be clubbed with CL available in credit of the male employee applying for
PL.

Disciplinary rules and procedures:

Rules set standards of performance and behavior whilst the procedures are designed to help
promote fairness and order in the treatment of individuals it is our aim that the rules and
procedures should emphasize and encourage, improvement in the conduct of individuals
when there are professional difficulties and not be seen as a means of punishment!

Rules covering unsatisfactory conduct and misconduct

(These are examples only and not an exhaustive list)

You will be liable to disciplinary action if you are found to have acted in any of the
following ways:
 Failure to abide by the general health and safety rules and procedures.
 Smoking in designated nonsmoking areas.
 Unauthorized consumption of alcohol on the premises.
 Persistent absenteeism and/or lateness.
 Unsatisfactory standards or output of work.
 Consistent lack of cooperation with your team and/or team leader to achieve agreed
team objectives.
 Rudeness towards customers, members of the public or other employees,
objectionable or insulting behavior, harassment, bullying or bad language.
 Failure to devote the whole of your time, attention and abilities to our business and
its affairs during your normal working hours.
 Unauthorized or excessive personal use of email and Internet.
 Failure to carry out all reasonable instructions or follow our rules and procedures.
 Unauthorized use or negligent damage or loss of our property.
 Failure to report immediately any damage to property or premises caused by you.

Rules covering gross misconduct

(These are examples only and not an exhaustive list)

27
You will be liable to summary dismissal if you are found to have acted in any of the
following ways:
 Grossly indecent or immoral behavior, deliberate acts of unlawful discrimination or
serious acts of harassment or bullying.
 Dangerous behavior, fighting or physical assault.
 Incapacity at work or poor performance caused by intoxicants or drugs.
 Possession, supply or use of illicit drugs.
 Deliberate falsification of any records (including time sheets, absence records and
so on, in respect of yourself or any fellow employee).
 Undertaking private work on the premises and/or in working hours without express
permission.
 Working in competition with us.
 Taking part in activities which result in adverse publicity to ourselves, or which
cause us to lose faith in your integrity.
 Theft or unauthorized possession of money or property, whether belonging to us,
another employee, or a third party.
 Destruction/sabotage of our property, or any property on the premises.
 Serious breaches of the health and safety rules which endanger the lives of
employees, or any other person.
 Gross insubordination and/or continuing refusal to carry out legitimate instructions.
 Abuse of the personal bullying and harassment policy.

Equal opportunities policy:

Statement of policy
We aim to ensure no job applicant, employee or worker is discriminated against either
directly or indirectly on the grounds of race, color, ethnic or national origin, religious
belief, political opinion or affiliation, sex, marital status, sexual orientation, gender
reassignment, age or disability. We will maintain a neutral working environment in which
no employee or worker feels under threat or intimidated.

Recruitment and selection

Promotion and advancement will be made on merit and all decisions relating to this will
be made within the overall framework and principles of our policy on equal opportunities.

All applicants who apply for jobs with us will receive fair treatment and will be
considered solely on their ability to do the job. All employees involved in the recruitment
process will periodically review their selection criteria to ensure that they are related to
the job requirements and do not unlawfully discriminate.

Selection decisions will not be influenced by any perceived prejudices of other staff.

28
 Bullying and harassment policy and procedure:

Many people are victimized and harassed as a result of their race, color, ethnic or
national origin, religious belief, political opinion or affiliation, sex, marital status,
sexual orientation, gender reassignment, age or disability.

Bullying and personal harassment takes many forms ranging from tasteless jokes and
abusive remarks to pestering for sexual favors, threatening behavior and actual physical
abuse.
Bullying and harassment are not necessarily face-to-face; they may be by written
communication, electronic mail or phone. Whatever form it takes, bullying and
personal harassment is always taken seriously and is totally unacceptable.

We do not condone any form of bullying or personal harassment and seek to ensure that
our working environment is sympathetic to all of you.
Definition of Bullying
Persistent offensive, intimidating, malicious or insulting behavior, an abuse or misuse of
power through means intended to undermine, humiliate, denigrate or injure the recipient.
Examples of bullying include:
 Spreading malicious rumors or insulting someone (particularly on the grounds of
race, sex, disability, sexual orientation and religion or belief).
 Copying memos that are critical about someone to others who do not need to know.
 Ridiculing or demeaning someone – picking on them or setting them up to fail.
 Exclusion or victimization.
 Unfair treatment.
 Make threats or comments about job security without foundation.
 Deliberately undermining a competent worker by overloading and constant criticism.

Definition of personal harassment

Personal harassment takes many forms and you may not always realize that your behavior
constitutes harassment. Personal harassment is unwanted behavior by one employee
towards another and examples of harassment include:
 Insensitive jokes and pranks.
 Lewd or abusive comments about appearance.
 Deliberate exclusion from conversations.
 Displaying abusive or offensive writing or material.
 Unwelcome sexual advances – touching, standing too close, display of offensive
materials.
 Abusive, threatening or insulting words or behavior.

These examples are not exhaustive and disciplinary action at the appropriate level will be
taken against anyone committing any form of personal harassment.

29
 Termination or resignation of employment:

Terminating employment without giving notice

If you terminate your employment without giving or working the required period of
notice, as indicated in your individual statement of main terms of employment, you will
not be eligible to receive any full & final settlement or relieving papers from the
management. This is an express written term of your contract of employment.

The company does not have a notice period “buy out” policy.

Return of our property

On the termination of your employment you must return all our property which is in your
possession or for which you have responsibility. Failure to return such items will result in
the cost of the items being deducted from any monies outstanding to you. This is an
express written term of your contract of employment.

Full & Final settlement

Effective immediately, on tendering your resignation, the company will process all dues to
you as full & final settlement. The employees serving notice to the company, will not be
entitled to receive salary on the regular pay day, but will be eligible to receive full and final
settlement only on completion of the required notice period. F&F settlement will not be
given on the last working day of the employee but will be processed along with regular
monthly payroll.

Arbitration and Jurisdiction:

Any dispute or difference whatsoever arising between the parties out of or relating to the
construction, meaning, scope operation or effect of this contract or the validity or the
breach thereof shall be settled by arbitration in Chennai, Tamil Nadu, India and in
accordance with the Rules of Arbitration of the Indian Council of Arbitration and the award
made in pursuance thereof shall be binding on the parties."
Your employment shall be governed by and construed in accordance with the laws of India
and the courts of Chennai, Tamil Nadu, India shall have the jurisdiction, to the exclusion of
any other Courts that may have jurisdiction, to decide any dispute arising from or in
connection with your employment with the Company or any of the terms and conditions of
your employment with the Company.

30
 CHAPTER 4

 DATA ANALYSIS AND

INTERPRETATION

 STATISTICAL TOOLS

31
 4.1 DATA ANALYSIS AND INTERPRETATION

TABLE: 4.1
RESPONDANCE SATISFACTION TOWARDS JOB

NO: OF PERCENTAGE OF
S.NO RATING
RESPONDENTS RESPONDENTS (%)
1 STRONGLY AGREE 11 15.71

2 AGREE 19 27.15

3 NEUTRAL 40 57.14

4 DISAGREE 0 0

5 STRONGLY DISAGREE 0 0

TOTAL 70 100%

INFERENCE

From the above Table and Chart, we can understand that only 15.71% of employees feel
highly secured and satisfied with their job. Majority of the employees responded to the rating
option neutral.

32
 GRAPH: 4.1
RESPONDANCE SATISFACTION TOWARDS JOB

Neutral; 57.14%

Agree; 27.15%
Percentage of Respondents

Strongly agree; 15.71%

Disagree;Strongly
0.00% disagree; 0.00%

Strongly agree Agree Neutral Disagree Strongly disagree

33
 TABLE: 4.2

PROVISION OF OPPURTUNITY TO IMPROVE THE SKILLS

PERCENTAGE
NO OF OF
S.NO RATING
RESPONDENTS RESPONDENTS
(%)
1 STRONGLY AGREE 8 11.43

2 AGREE 56 80
3 NEUTRAL 2 2.85
4 DISAGREE 4 5.72
5 STRONGLY DISAGREE 0 0
TOTAL 70 100

INFERENCE

It has been observed that about 80% of the respondents believe that they get enough
opportunity to improve and display their abilities.

GRAPH: 4.2
PROVISION OF OPPURTUNITY TO IMPROVE THE SKILLS
34
 Percentage of Respondents

Strongly agree; 11%

Disagree; 6%
Neutral; 3%
Strongly disagree; 0%

Strongly agree Agree Neutral Disagree Strongly disagree

TABLE: 4.3

35
 WILLINGNESS OF COLLEAGUES TO LISTEN TO RESPONDANCE
PROBLEM

S.NO RATING NO: OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
(%)
1 ALWAYS 6 8.57

2 OFTEN 24 34.28

3 SOMETIMES 39 55.72

4 SELDOM 1 1.43

5 NEVER 0 0

TOTAL 70 100

INFERENCE
It has been observed that about 8.57% of the respondents are always willing to listen their
colleague’s job-related problems

GRAPH: 4.3
WILLINGNESS OF COLLEAGUES TO LISTEN TO RESPONDANCE
PROBLEM
36
.

Sometimes; 55.72%

Often; 34.28%

Percentage of Respondents

Always; 8.57%

Seldom; 1.43%
Never; 0.00%

Always Often Sometimes Seldom Never

TABLE: 4.4

37
 RESPONDANCE OPINION ON RECEIVING HELP FROM
COLLEAGUES

S.NO RATING NO: OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
(%)
1 VERY OFTEN 1 1.43
2 OFTEN 9 12.85
3 SOMETIMES 33 47.14
4 SELDOM 27 38.58
5 NOT AT ALL 0 0
TOTAL 70 100

INFERENCE
From the above table and chart, we can understand that only 1.43% of the respondents feel
that they very often receive help from their colleagues.

GRAPH: 4.4

38
 RESPONDANCE OPINION ON RECEIVING HELP FROM
COLLEAGUES

Sometimes; 47.14%

Seldom; 38.58%

Percentage of Respondents

Often; 12.85%

Very often; 1.43%

Not at all; 0.00%

Very often Often Sometimes Seldom Not at all

TABLE: 4.5

39
 RECEIVE RESPECT FROM COLLEAGUES

NO: OF PERCENTAGE OF
S.NO RATING
RESPONDENTS RESPONDENTS (%)
1 ALWAYS 12 17.15
2 OFTEN 57 81.43
3 SOMETIMES 1 1.42
4 SELDOM 0 0
5 NEVER 0 0
TOTAL 70 100

INFERENCE
From the above and chart, we can understand that more than 80% of the respondents feel that
they receive respect from their colleagues.

40
 GRAPH: 4.5
RECEIVE RESPECT FROM COLLEAGUES

Often; 81.43%

Percentage of Respondents

Always; 17.15%

Sometimes; 1.42%Seldom; 0.00%Never; 0.00%

Always Often Sometimes Seldom Never

41
 TABLE: 4.6

RESPONDANCE WORRY ABOUT COLLEAGUES OPINION

ABOUT THEM

NO: OF PERCENTAGE OF
S.NO RATING
RESPONDENTS RESPONDENTS (%)
1 ALWAYS 0 0
2 OFTEN 0 0
3 SOMETIMES 0 0
4 SELDOM 10 14.28
5 NEVER 60 85.72
TOTAL 70 100

INFERENCE

It has been observed that about 85.72% of the respondents are of the opinion that they never
worry about their colleague’s opinion about them.

42
 GRAPH: 4.6

RESPONDANCE WORRY ABOUT COLLEAGUES OPINION

ABOUT THEM

Never; 86%
Percentage
of
Respondents

Seldom; 14%

Always; 0% Often; 0% Sometimes; 0%

Always Often Sometimes Seldom Never

43
 TABLE: 4.7

FRICTION OR ANGER BETWEEN COLLEAGUES

NO: OF PERCENTAGE OF
S.NO RATING
RESPONDENTS RESPONDENTS (%)
1 ALWAYS 0 0
2 OFTEN 0 0
3 SOMETIMES 15 21.42
4 SELDOM 53 75.72
5 NEVER 2 2.86
TOTAL 70 100

INFERENCE

It is understood from the table and chart that more than 70% of the respondents rarely feel
friction or anger between colleagues.

44
 GRAPH: 4.7

FRICTION OR ANGER BETWEEN COLLEAGUES

Seldom; 76%

Percentage of Respondents

Sometimes; 21%

Never; 3%
Always; 0% Often; 0%

Always Often Sometimes Seldom Never

45
 TABLE: 4.8

RESPONDANCE OPINION ON PERSONAL HARASSMENT

NO: OF PERCENTAGE OF
S.NO RATING
RESPONDENTS RESPONDENTS (%)
1 ALWAYS 0 0
2 OFTEN 0 0
3 SOMETIMES 22 31.43
4 SELDOM 0 0
5 NEVER 48 68.57
TOTAL 70 100

INFERENCE
It has been observed that 68.57% of the respondents are of the opinion that they never subject
to personal harassment while the remaining 31.43% said that sometimes subject to personal
harassment in the form of unkind words.

46
 GRAPH: 4.8
RESPONDANCE OPINION ON PERSONAL HARASSMENT

Never; 69%

Sometimes; 31%
Percentage of Respondents

Always; 0% Often; 0% Seldom; 0%

Always Often Sometimes Seldom Never

47
 TABLE: 4.9

TOO MUCH OF WORK LOADS WHICH RESULTS IN

NEGLECTION

NO: OF PERCENTAGE OF
S.NO RATING
RESPONDENTS RESPONDENTS (%)
1 ALWAYS 0 0

2 OFTEN 17 24.29

3 SOMETIMES 51 72.86

4 SELDOM 2 2.85

5 NEVER 0 0

TOTAL 70 100

INFERENCE
From the table it is observed that majority of the respondents that is 72.86% employees
sometimes neglect some task if they face too much of workload.

48
 GRAPH: 4.9

TOO MUCH OF WORK LOADS WHICH RESULTS IN

NEGLECTION

Sometimes; 72.86%

Percentage of Respondents
Often; 24.29%

Seldom; 2.85%
Always; 0.00% Never; 0.00%

Always Often Sometimes Seldom Never

49
 TABLE: 4.10

SUPPORTIVE FEEDBACK ON WORK

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 15 21.43
2 OFTEN 40 57.14
3 SOMETIMES 15 21.43
4 SELDOM 0 0
5 NEVER 0 0
TOTAL 70 100

INFERENCE
From the above table and chart, it is understood that 57.14% of the respondents feels that they
often get supportive feedback on the work they do while the remaining 21.43% has gone for
the rating option always and other 21.43% for the option sometimes.

50
 GRAPH: 4.10

SUPPORTIVE FEEDBACK ON WORK

Often; 57.14%

Percentage of Respondents
Always; 21.43% Sometimes; 21.43%

Seldom; 0.00%Never; 0.00%

Always Often Sometimes Seldom Never

51
 TABLE: 4.11
COMMUNICATION WITH THE LINE MANAGER

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0
2 OFTEN 10 14.28
3 SOMETIMES 50 71.43
4 SELDOM 8 11.43
5 NEVER 2 2.86
TOTAL 70 100

INFERENCE

It has been observed that only 2.86% of the respondents are reluctant to talk with their line
manager whereas 71.43% respondents communicate with their manager but sometimes the
remaining 14.28% had a very good communication with their line manager and 11.43% rarely
communicate.

52
 GRAPH: 4.11

COMMUNICATION WITH THE LINE MANAGER

Sometimes; 71.43%

Percentage of Respondents

Often; 14.28%
Seldom; 11.43%

Never; 2.86%
Always; 0.00%

Always Often Sometimes Seldom Never

53
 TABLE: 4.12

EASILY IRRITATED BY SMALL PROBLEMS

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0

2 OFTEN 5 7.14

3 SOMETIMES 7 10

4 SELDOM 47 67.15

5 NEVER 11 15.71

TOTAL 70 100

INFERENCE
From the table and chart, it is observed that 7.14% respondents find them often getting
irritated by small problems, 10% sometimes, 67.15% seldom and the remaining 15.71% never
gets irritated by small problems.

54
 GRAPH: 4.12

EASILY IRRITATED BY SMALL PROBLEMS

Seldom; 67.15%

Percentage of Respondents

Never; 15.71%
Sometimes; 10.00%
Often; 7.14%

Always; 0.00%

Always Often Sometimes Seldom Never

55
 TABLE: 4.13

FEEL THAT YOU ARE IN THE WRONG ORGANIZATION

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0
2 OFTEN 0 0
3 SOMETIMES 22 31.43
4 SELDOM 9 12.85
5 NEVER 39 55.72
TOTAL 70 100

INFERENCE
Opinion of the study reveal that more than 50% never felt that they are in the wrong
organization or wrong profession while 12.85% seldom feels that they are in the wrong
organization and 31.43% too sometimes feels so.

56
GRAPH: 4.13

57
FEEL THAT YOU ARE IN THE WRONG ORGANIZATION

58
 TABLE: 4.14
ORGANIZATIONAL POLICIES AND BUREAUCRACY
FRUSTRATE YOUR ABILITY

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 29 41.43
2 OFTEN 30 42.86
3 SOMETIMES 11 15.71
4 SELDOM 0 0
5 NEVER 0 0
TOTAL 70 100

INFERENCE
As is evident from the chart, 42.86% of the respondents often feel that the organizational
politics and bureaucracy frustrate their ability to do a good job while the remaining 41.43%
always and 15.71% sometimes feel that the organizational politics and bureaucracy stands as
an obstacle

59
GRAPH: 4.14

60
 Percentage of Respondents

Often; 42.86%
Always; 41.43%

Percentage of Respondents

Sometimes; 15.71%

Seldom; 0.00%Never; 0.00%

Always Often Sometimes Seldom Never

61
 TABLE: 4.15
FEEL THAT YOU HAVE NO ONE TO TALK TO

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0
2 OFTEN 0 0
3 SOMETIMES 61 87.15
4 SELDOM 0 0
5 NEVER 9 12.85
TOTAL 70 100

INFERENCE
As is evident from the table and chart majority of the respondents (87.15) sometimes feel that
they have no one to talk to and the rest 12.85% never felt so.

62
 GRAPH: 4.15

FEEL THAT YOU HAVE NO ONE TO TALK TO

Percentage of Respondents
Sometimes; 87%

Percentage of Respondents

Never; 13%

Always; 0% Often; 0% Seldom; 0%

Always Often Sometimes Seldom Never

63
 TABLE: 4.16

NO TIME TO DO MANY THINGS THAT ARE IMPORTANT

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 8 11.42
2 OFTEN 17 24.29
3 SOMETIMES 45 64.29
4 SELDOM 0 0
5 NEVER 0 0

TOTAL 70 100

INFERENCE
It has been observed that 64.27% says that they sometimes do not have time to do many
things that are important for a good quality work, 11.42% and 24.29% of the respondents has
gone for the rating option always, often respectively.

64
 GRAPH: 4.16
NO TIME TO DO MANY THINGS THAT ARE IMPORTANT

Sometimes; 64.29%

Percentage of
Respondents

Often; 24.29%

Always; 11.42%

Seldom; 0.00%
Never; 0.00%

Always Often Sometimes Seldom Never

65
 TABLE: 4.17

NOT GETTING WHAT YOU WANT OUT OF YOUR JOB

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0
2 OFTEN 19 27.15
3 SOMETIMES 31 44.28
4 SELDOM 20 28.57
5 NEVER 0 0
TOTAL 70 100

INFERENCE
Opinion of the survey reveals that more than 40% of the respondents are not getting what
they want out of their job, 27.15% often and 28.57% seldom feel so.

66
 GRAPH: 4.17

NOT GETTING WHAT YOU WANT OUT OF YOUR JOB

Sometimes; 44.28%

Seldom; 28.57%
Often; 27.15%

Percentage of Respondents

Always; 0.00% Never; 0.00%

Always Often Sometimes Seldom Never

67
 TABLE: 4.18
STRESS LEVELS AT WORKPLACE

PERCENTAGE OF
NO OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 VERY STRESSED 3 4.28
2 STRESSED 0 0
3 NEUTRAL 0 0
4 NOT VERY 57 81.43
STRESSED
5 NOT STRESSED AT 10 14.29
ALL
TOTAL 70 100

INFERENCE
Opinion of the survey reveals that 81.43% fall under low stress category which
means they are not very stressed and 14.29% never felt stressed at workplace.
Only a small percentage that is 4.28% is highly stressed.

68
 GRAPH: 4.18
STRESS LEVELS AT WORKPLACE

Percentage of Respondents

Not very stressed; 81%

Percentage of Respondents

Not stressed at all; 14%

Very stressed; 4%

Stressed; 0% Neutral; 0%
all
d

ed

d
ra
se

se
ss

ut

at
es

es
re

Ne

ed
str

str
St

ss
ry

tre
er
Ve

tv

ts
No

No

69
 TABLE: 4.19

GET TENSED AT YOUR NON-ACHIEVEMENTS

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0
2 OFTEN 28 40
3 SOMETIMES 24 34.29
4 SELDOM 16 22.86
5 NEVER 2 2.85
TOTAL 70 100

INFERENCE
From the above table and chart, it is understood that 34.29% of the respondents sometimes
get tensed at their non achievements while 40% often get tensed, 22.86% of the respondents
feel seldom. Only 2.85% never get tensed at their non achievement.

70
 GRAPH: 4.19

GET TENSED AT YOUR NON-ACHIEVEMENTS

Percentage of Respondents
Often; 40%

Sometimes; 34%

Seldom; 23%

Percentage of Respondents

Never; 3%

Always; 0%

Always Often Sometimes Seldom Never

TABLE: 4.20
71
 SUCCESSFULLY COMPLETE PROJECTS AND MEET
DEADLINES

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 2 2.86
2 OFTEN 68 97.14
3 SOMETIMES 0 0
4 SELDOM 0 0
5 NEVER 0 0
TOTAL 70 100

INFERENCE
From the above table and chart, it is understood that majority of the respondents often
complete their projects and meet deadlines.

GRAPH: 4.20

72
 SUCCESSFULLY COMPLETE PROJECTS AND MEET
DEADLINES

Often; 97.14%

Percentage of Respondents

Always; 2.86%
Sometimes; 0.00%
Seldom; 0.00%Never; 0.00%

Always Often Sometimes Seldom Never

73
 TABLE: 4.21

NOT LEARNING AND DEVELOPING IN THE

ORGANIZATION

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0
2 OFTEN 0 0
3 SOMETIMES 7 10
4 SELDOM 47 67.14
5 NEVER 16 22.86
TOTAL 70 100

INFERENCE
As is evident from the chart 61.14% of the respondents seldom worry about the fact they are
not learning and developing in the organization while the remaining 22.86% never worry.

74
 GRAPH: 4.21
NOT LEARNING AND DEVELOPING IN THE
ORGANIZATION

Seldom; 67%

Percentage
of
Responden
ts

Never; 23%

Sometimes; 10%

Always; 0% Often; 0%

A Some... S

75
 TABLE: 4.22

RESPONDANCE OPINION ON WORKING LONG HOURS

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 2 2.85
2 OFTEN 4 5.72
3 SOMETIMES 29 41.43
4 SELDOM 25 35.72
5 NEVER 10 14.28
TOTAL 70 100

INFERENCE
Here 41.43% of the respondents feel that sometimes they are pressured to work long hours
and the remaining 35.72% seldom, 2.85% always, 5.72% often fells so. Only 14.28% of the
respondents have gone for that rating option never.

76
 GRAPH: 4.22
RESPONDANCE OPINION ON WORKING LONG

HOURS

Percentage of Respondents

Sometimes; 41.43%

Seldom; 35.72%

Percentage of Respondents

Never; 14.28%

Often; 5.72%

Always; 2.85%

Always Often Sometimes Seldom Never

77
 TABLE: 4.23

SATISFACTION LEVEL OF YOUR PERFORMANCE

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 11 15.71
2 OFTEN 50 71.43
3 SOMETIMES 6 8.58
4 SELDOM 0 0
5 NEVER 3 4.28

TOTAL 70 100

INFERENCE
It has been observed that majority of the respondents (71.43) often satisfied with their
performance level. Only 4.28% are not satisfied with their performance at workplace.

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 GRAPH: 4.23
SATISFACTION LEVEL OF YOUR PERFORMANCE

Percentage of Respondents

Often; 71.43%

Percentage of
Respondents

Always; 15.71%

Sometimes; 8.58%

Never; 4.28%

Seldom; 0.00%

Always Often Sometimes Seldom Never

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 TABLE: 4.24

OVERALL PERFORMANCES

S.NO RATING NO: OF PERCENTAGE OF

RESPONDENTS RESPONDENTS (%)
1 ALWAYS 0 0
2 OFTEN 7 10
3 SOMETIMES 10 14.29
4 SELDOM 53 75.71
5 NEVER 0 0
TOTAL 70 100

INFERENCE
As is evident from the chart majority of the respondents analyze their overall performance as
satisfactory and the remaining 14.29% are at a neutral stage.

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 GRAPH: 4.24
OVERALL PERFORMANCES

Seldom; 76%

Percentage of Respondents

Sometimes; 14%

Often; 10%

Always; 0% Never; 0%

Always Often Sometimes Seldom Never

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 TABLE: 4.25

FEAR ABOUT THE QUALITY OF YOUR PERFORMANCE

PERCENTAGE OF
NO: OF
S.NO RATING RESPONDENTS
RESPONDENTS
(%)
1 ALWAYS 0 0
2 OFTEN 0 0

3 SOMETIMES 0 0
4 SELDOM 12 17.14

5 NEVER 58 82.86
TOTAL 70 100

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 GRAPH: 4.25

FEAR ABOUT THE QUALITY OF YOUR PERFORMANCE

Never; 83%
Percentage
of
Responden
ts

Seldom; 17%

Always; 0% Often; 0% Sometimes; 0%

Always Often Sometimes Seldom Never

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STATISTICAL TOOLS

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TESTING OF HYPOTHESIS

NULL HYPOTHESIS (H0)

Employee performance is independent on employee stress level

ALTERNATIVE HYPOTHESIS (H1)

Employee performance is dependent on employee stress level.

Where,

O= Observed frequency,

E= Expected frequency,

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OBSERVED FREQUENCY TABLE

WORK EMPLOYEE PERFORMANCE

RESPONSES HIGH MEDIUM LOW ROW

RELATED
TOTAL
HIGH 21 7 0 28
STRESS MEDIUM 11 31 0 42
LOW 0 0 0 0
COLUMN 32 38 0

TOTAL
GRAND TOTAL 70

Expected frequency is calculated by using the formula.

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EXPECTED FREQUENCY TABLE

HIGH MODERATE LOW

HIGH 12.8 15.2 0
MODERATE 19.2 22.8 0
LOW 0 0 0

Since some of the cell frequencies are less than five, Yates correction needs to be done. This
correction is done to avoid incorrect inference from Chi-square hypothesis tests. Here
regrouping is done combining the frequencies of adjoining groups so that the new cell
frequencies become greater than five.

Formula for Yates’ correction,

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CHI SQUARE TABLE

S.NO OBSERVED EXPECTED

|O-E| - [|O-E| - [|O-E| -
FREQUENCY FREQUENCY (O-E)
0.5 0.52 0.5]2/E
(O) (E)

1 21 12.8 8.2 7.7 59.29 4.63

2 7 15.2 -8.2 -8.7 75.69 4.97

3 11 19.2 -8.2 -8.7 75.69 3.94

4 31 22.8 8.2 7.7 59.29 2.6

CALCULATED VALUE OF χ2 = 16.14

Degree of freedom =(r-1) × (c-1)

I.e., = (3-1) × (3-1)= 4

Level of significance = 5%

The table value of chi-squire for 4 degree of freedom at 5% level of significance Calculated
value = 16.14

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INTERPRETATION:

Comparing calculated value with the table value with degrees of freedom as 4 at 5% level of
significance, it is found that the calculated value is higher than the table value, which means
the calculated value falls in the critical region. So, the null hypothesis (Ho) is rejected and the
alternative hypothesis (H1) accepted. Due to the large difference in the calculated and
tabulated value, it can be concluded that employee performance is highly dependent on
employee stress level.

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 CHAPTER 5

 FINDINGS

 SUGGESTIONS

 CONCLUSION

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91
 5.1 FINDINGS

After analyzing and interpreting the responses, following are the findings that obtained.

 Under this study 15.71% of employees feel highly secured and satisfied with their job.
 It has been observed that about 80% of the respondents believe that they get enough
opportunity to improve and display their abilities.
 Only 8.57% of the respondents are always willing to listen their colleague’s job-
related problems.
 From the study we can understand that only 1.43% of the respondents feel that they
very often receive help from their colleagues.
 We can understand that more than 80% of the respondents feel that they receive
respect from their colleagues.
 It has been observed that 85.72% of the respondents are of the opinion that they never
worry about their colleague’s opinion about them.
 As is evident from the study that more than 70% of the respondents rarely feels
friction or anger between colleagues.
 It has been observed that 68.57% of the respondents are of the opinion that they never
subject to any kind of personal harassment while the remaining 31.43% said that they
sometimes subject to personal harassment in the form of unkind words.
 From the research it is observed that majority of the respondents that is 72.86%
employees sometimes neglect some task if they face too much of workload.
 The study reveals that 57.14% of the respondents feels that they often get supportive
feedback on the work they do.
 As is evident from the study that only 2.86% of the respondents are reluctant to talk
with their line manager. Majority communicates with their manager.
 More than 60% of the respondents rarely getting easily irritated by small problems.
 The study reveals that more than 55% of the respondents never felt that they are in the
wrong organization or wrong profession.
 Majority of the respondents that is 42.86% often feel that the organizational politics
and bureaucracy frustrate their ability to do a good job.
 As is evident from the study 87.15% of the respondents sometimes feel that they have
no one to talk to.

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 It has been observed that 64.27% says that they sometimes do not have time to do
many things that are important for a good quality work.
 The study reveals that more than 40% of the respondents are not getting what they
want out of their job.
 As is evident from the research that 81.43% fall under low stress category and 14.29%
never felt stressed at workplace.
 It is understood that only 2.85% never get tensed at their non achievement.
 It is understood that majority of the respondents often complete their projects and
meet deadlines.
 61.14% of the respondents rarely worry about the fact that they are not learning and
developing in the organization.
 Only 2.85% of the respondents always feel that they are pressured to work long hours.

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 5.2 SUGGESTIONS

Based on the findings that obtained from the responses of the employees, following are the
suggestions to improve employee performance by reducing work stress.

 From the research it is observed that the employees are burden with too much of
workload and they neglect some important task due to work stress. Neglecting these
important tasks will definitely affect the quality of their performance. So, for
increasing the quality the employees should be free from too much of workload.
 The organizational might take up steps to prevent organizational politics and
bureaucracy as it frustrates the ability of an employee to do a good job.
 Ensure an organizational climate so that the employees can very freely approach their
line managers about something that has upset or annoyed them about work and it also
creates a very good relationship among employees.
 Most of the employees fall under low stress category yet there is a small percent that
shows stress. So, by reducing the usage of unkind words and practicing mutual respect
with each other, the organization can reduce the stress level of the employees.
 The company should take serious steps to find out the real causes of the stress among
these staff employees and make them more comfortable and safer. This needs lots of
effort from the employees as well as from the part of employers.

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 5.3 CONCLUSION

The research work entitled “A study on work related stress and its effect on employee
performance in ATEM SOFTWARE SOLUTIONS” was with the primary objective for
identifying whether the employee performance is dependent or not with the employee stress
level. This was done using a detailed questionnaire. Based on the analysis of data and the
interpretation and result thereon, we can conclude that employee performance is highly
dependent on their stress level.

In the present scenario of organizational approach, employees are considered as the very
valuable assets. Unlike from other assets, value of Human Resources is increasing day by
day. The study revealed that the performance of the employees in ATEM SOFTWARE
SOLUTIONS is highly depended on their stress level and majority of the employees fall
under low stress category.

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QUESTIONNAIRE

96
 QUESTIONNAIRE

A STUDY ON WORK RELATED STRESS AND ITS EFFECT ON EMPLOYEE

PERFORMANCE

Sir/Madam

This questionnaire is designed to know the “THE WORK-RELATED STRESS AND ITS
EFFECT ON EMPLOYEE PERFORMANCE” at ATEM SOFTWARE SOLUTIONS,
Chennai. As the study forms a part of the project work done for partial fulfillment of MBA
curriculum. I request you to kindly spend a few minutes to provide the accurate and reliable
information which will help me to come out with appropriate conclusion.

I assure that the information provided by you will be kept confidential and will not put you in
trouble.

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(1) Name of the respondent __________________________________-
(2) Age of the respondent

a). Below 25 b). 25 to 30 c). 30 to 35 d). 35 to40 e). Above 40

(3) Gender
a). Male b). Female

(4) Working Department

a). HR b). Accounts & Finance c). Delivery d). Admin. e). Business Development

(5) Do you feel secure and satisfied with your job?

a)Strongly b) agree c) neutral d)disagree e) strongly disagree

agree

(6) Do you get enough opportunity to improve and display abilities?

a)Strongly b) agree c) neutral d)disagree e) strongly disagree

agree

(7) Do you feel that your colleagues are willing to listen your job-related problems?

a) Always b) often c)sometimes d) seldom e) never

(8) Do you receive help from your colleagues, if work gets difficult?

a) Very b) often c)sometimes d) rarely e) not at all

often

(9) Do you receive the respect at work you deserve from your colleagues?

a) Always b) often c)sometimes d) seldom e) never

(10) Do you worry about your colleague’s opinion about you?

a) Always b) often c)sometimes d)seldom e) never

(11) Is there any friction or anger between colleagues?

a) Always b) often c)sometimes d) seldom e) never

98
(12) Are you subject to personal harassment in the form of unkind words or behavior?

a) Always b) often c)sometimes d) seldom e) never

(13) Do you neglect some task if you face too much of workload?

a) Always b) often c)sometimes d) seldom e) never

(14) Do you get supportive feedback on the work you do?

a) Always b) often c)sometimes d) seldom e) never

(15) Do you talk to your line manager about something that has upset or annoyed you
about work?

a) Always b) often c)sometimes d) seldom e) never

(16) Do you find yourself getting easily irritated by small problems, or by your
coworkers and team?

a) Always b) often c)sometimes d) seldom e) never

(17) Do you feel that you are in the wrong organization or the wrong profession?

a) Always b) often c)sometimes d) seldom e) never

(18) Do you feel that you have no one to talk to?

a) Always b) often c)sometimes d) seldom e) never

(19) Do you feel that you do not have time to do many of the things that are important
for a good quality job?

a) Always b) often c)sometimes d) seldom e) never

(20) How would you analyze your overall performance?

a)Excellent b) good c) neutral d)satisfactory e) dissatisfactory

99
(21) Do you fear about the quality of your performance?

a) Always b) often c)sometimes d) seldom e) never

(22) Do you feel that you are not getting what you want out of your job?

a) Always b) often c)sometimes d) seldom e) never

(23) How would you describe your stress levels at workplace?

a) Very b)stressed c) neutral d) not very e) not stressed

stressed stressed at all

(24) Do you get tensed at your non achievement?

a) Always b) often c)sometimes d) seldom e) never

(25) Do you successfully complete projects and meet deadlines?

a) Always b) often c)sometimes d) seldom e) never

(26) I worry that I am not learning and developing in the Organization?

a) Always b) often c)sometimes d) seldom e) never

(27) Are you pressured to work long hours?

a) Always b) often c)sometimes d) seldom e) never

(28) Are you satisfied with the performance you give at your work?

a) Always b) often c)sometimes d) seldom e) never

100
BIBLIOGRAPHY

101
BIBLIOGRAPHY

BOOKS:

 S. CHAND, Human Resource Management.

 C.R.KOTHARI, Research Methodology – Methods & Techniques.
 V.S.P RAO, Human Resource Management.
 SUTHERLAND JONATHAN, Key Concepts in Human Resource Management
 C.R.SNYDER,coping with stress
 M.FLANAGAN,people and change:introduction to stress management
 PHILIP.J,coping with work stress
 LESLEY COOPER,managing workplace stress
 SAMUEL H,health and fitness in the workplace
 CARY.L.COOPERThe health psychology
 ROBERT A.ROTH,teachers managing stress
 MICHAEL E.BERNARD,rational motive consultation
 CATHERINE,sources of stress
 GRAHAM, Religion and spirituality in coping with stress

WEBSITES:

 www.citeHR.com
 www.helpguide.org
 www.hrwriter.in
 www.atem.in

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