Inroduction

Stress has been called “the invisible”. It is a disease that may affect you, your organization, and any of the people in it, so you cannot afford to ignore it.

EVOLUATION OF STRESS:

The Garden of Eden began as a tranquil stress environment. However when Adam was given the tantalizing chance to eat the forbidden fruit, he was trust into mankind’s first stressful situation. Adam was offered a choice and, as we know, decision-making is the breeding ground for conflict, frustration and distress.

DEFINITION:

Stress in individual is defined as any interference that disturbs a persons’ healthy mental and physical well being. It occurs when the body is required to perform beyond its normal range of capabilities.

Stress is the way that you react physically, mentally and emotionally to various conditions, changes and demands in your life. High levels of stress can affect your physical and mental well being and performance. The results of stress are harmful to individuals, families, society and organizations, which can suffer from “organization stress”. Ivancevich and Matteson define stress as individual with the environment.

Behr and Newman define job stress as “a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning”.

Stress is a dynamic condition, which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is associated with constraints and demands. The former prevent you from doing what you desire, the latter refers to the loss of something desired.

Stress is highest for those individuals who perceive that they are uncertain as to whether they will win or lose and lowest for those individuals who think that winning or losing is certainty.

Canadian physician Hans Selye (1907- 1982) in his book the stress of life 1956 popularized the idea of stress. According to Selye, the General Adaptation Syndrome consists of three phases.

Ce level begins to decline irreversibly. The organism collapses. • Alarm Reaction: The first is the alarm phases. Here the individual

mobilizes to meet the threat. The alarm reaction has two phases. The first phases includes in initial “stock shock phase” in which defensive mechanism become active. Alarm reaction is characterized by autonomous excitability; adrenaline discharges; increase heart rate, ulceration. Depending on the nature & intensity of the threat and the8

condition of the organization the period of resistance varies and the severity of symptoms may differ from “mild invigoration” to “disease of adaptation”.

• Resistance: The second is the phase of resistance. The individual

attempts to resist or cope with the threat. Maximum adaptation occurs during this stage. The bodily signs characteristic of the alarm reaction disappear. It the stress persist, or the defensive reaction proves ineffective, it may overwhelm the body resources. Depleted of energy, the body enters the phase of third.

• Exhaustion: Adaptation energy is exhausted. Sings of the alarm reaction

reappear, and the resistance level begins to define irreversibly. The organism collapses. Pestonjee has attempted / identified three important sectors of life in which Stress originates. These are

Job and the organization

The social sector

Intrapsychic sector

Job and organization, refers to the totality of the work environment (task, atmosphere, colleagues, compensation, policies, etc.). The social sector refers to the other such factors. The

Intrapsychic sector encompasses those things, which are intimate, and persona, like temperament, values, abilities and health. It is contended that stress can originate in any of these sectors or in

combinations thereof.

In the figure below it can be seen that the magnitude of stress emanating from the stress to learner limit of the individual to handle these stress. This indicates a balanced state.

O RGA NI ZAT IO N- IN DI VI DUAL NO RM AL INTERAC TION PATTERN S.T .L – ST R ES S T OL E RANC E LE VE L

In the figure we find that job and organization loads have increased and have made a dent in the personality. In this stage, we find minor surface changes taking place, which are quite manageable.

MINIOR SURFACE CHANGES Adaptation attempt a)Extra effort b) Excessive concern of task c) Worries d) Anxiety

In the stage three and the figure below, we find that job and organizational loads have become unmanageable and interact with intrapsychic loads. This is the stage at which he negative consequences of the stress become apparent. Most of the stress related diseases emerge at this point. When the situation persists we move into the next stage in which we start operating beyond the “stress tolerance limit”.

BREAKD OWNS AND CRA CKS: FAILURE IN C OPING A. Work related symptoms

Lack of concentrationAffected clarity of thinking & decision – makingFrequent absenteeismAffected team workAggressive behavior

B. Physiological symptoms

Headache / MigraineInsomniaLack of appetiteDigestive disordersSexual disordersTemperamental changes.

Peston jee has also developed a model to explain how we cope with stress reactions. It is called the BOUNCE model because the behavioral decomposition taking place due to stress tense to get reflected in interpersonal reactions. The reactions are received & analyzed by the environment, which in turn, bounce back signals to the individuals to bring about a change either at the orgasmic level or at the response level.

TH E BOUNCE MOD EL STRESSORS 12

BORNOUT STRESS SYNDROME (BOSS):-

Boss can lead to at least four types of stress related consequences such as, depletion of energy reverses, lowered resistance to illness, increased dissatisfaction and pessimism and increased absenteeism and inefficiency at work.

Veningle and spradley have identified five distinct stages of BOSS. HONEYMOON STAGE:-

This stage can be describe as accounting for the euphoric feeling of encounter with the new job such as excitement, enthusiasm, challenge and pride. Dysfunctional features emerge in two ways first; the energy reverses are gradually depleted in coping with the demands of a challenging environment. Second, habits and strategies for coping with stress are formed in this stage which is often not useful in coping with later challenges.

FUEL SHORTAGE STAGE:-

This stage can be identified as composed of the value feelings of loss, fatigue and confusion arising from the individual’s overdraws on reverses of adaptation energy. Other symptoms are dissatisfaction, inefficiency, and fatigue and sleep disturbances leading to escape activate such as increased eating, drinking & smoking.

CRISIS STAGE:- 13

When these feelings and physiological symptoms persist over period of time, the individual enters the stage of crisis. At this stage he develops “escape mentality” and feels oppressed. Heightened pessimism, self- doubling tendencies, peptic ulcers, tension headaches, chronic backaches, blood pressure.

HITTING THE WALL STAGE:-

This stage of BOSS is characterized by total exhaustion of one’s adaptation energy, which may mark the end of one’s professional career. While recovery from this stage elude may be resourceful to tide over the crises.

TYPES OF STRESS:-

• It the stress for the day to day adaptability of man to his

environment and results in the maintenance of internal steady state (homeostasis) it is know as neustress. For example, one produces neustress in order to breath, work.

• Stress is through of in negative terms. It is thought to be caused

by something bad (for example the boss gives a formal reprimand for poor performance). It the stress response is unfavorable and potentially disease producing, this is known as distress. Constant worry in a susceptible individual can lead to ulcers.

If the stress response is favorable and results is favorable and results in improvement in physical and / or mental functioning, it is called estruses. This is the positive, pleasant side of stress caused by stress caused by good things. For examples an employee is offered a job promotion at another I.

DEFINING STRESS AT WORK

Change in working practices, such as the introduction of new technology or the alternation of new technology or the alternative of targets, my cause stress, or stress may be built into an organizations’ structure. Organizational stress can be measured by absenteeism and quality or work.

ORGANIZATIONAL STRESS:-

Stress affects as well as the individual within them. An organization with a high level of absenteeism, rapid staff turnover, deteriorating industrial and customer relations, a worsening safety record, or poor quality control is suffering from organizational stress.

FOLLOWING THE PAT OF STRESS THROUGH IN ORGANIZATION:-

The below chart shows one example of the structure of a department in an organization, indicating typical causes of stress that may effect stress at certain levels in the structure, and particular.

Causes that are affecting individuals. Stress is contagious; anyone who is not performing well due to increases the amount of pressure on their colleagues, superiors, and subordinates.

The cause may range from unclear or overlapping job descriptions, to lack of communication, to poor working conditions, including “sick building syndrome”.

POTENTIAL SOURCES OF STRESS:

There are three categories of potential stressors:

♣ Environmental factor

♣ Organization factor

♣ Individual factors

Environmental factors:

Just as environmental uncertainty influences the design of an

organization. Changes in business cycle create economic uncertainties.

Political uncertainties:

If the political system in a country is implemented in an orderly

manner, there would not be any type of stress.

Technological uncertainties:

New innovations can make an employee’s skills and experiences obsolete in a very short period of time. Technological uncertainty therefore is a third type of environmental factor that can cause stress. Computers, robotics, automation and other forms of technological innovations are threat to many people and cause them stress.

Organization factors:

There are no storages of factors within the organization that can cause stress; pressures to avoid error or complete tasks in a limited time period, work overload are few examples.

Task demands are factors related to a person’s job. They include the design of the individual’s job working conditions, and the physical work layout. Role demands relate to pressures placed on a person as a function of

the particular role he or she plays in the organization. Role overhead is

experienced when the employees is expected to do more than time permits.

Role ambiguity is created when role expectations are not clearly

understood and employee is not sure what he / she is to do.

Interpersonal demands are pressures created by other employees. Lack

of social support from colleagues and poor.

Interpersonal relationships can cause considerable stress, especially

among employed with a high social need.

Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in

decision that affect an employee are examples of structural variables that might be potential sources of stress.

Potential sources Consequences

Organizational leadership represents the managerial style of the organizations senior executive. Some executive officers create a culture characterized by tension, fear, and anxiety. They establish unrealistic pressures to perform in the short-run impose excessively tight controls and routinely fire employees who don’t measure up. This creates a fear in their hearts, which lead to stress.

Organizations go through a cycle. They are established; they grow,

become mature, and eventually decline. An organization’s life stage - i.e.

Where it is in four stage cycle-creates different problems and pressures for

employees. The establishment and decline stage are particularly stressful.

Individual factors:

The typical individual only works about 40 hrs a week. The experience and problems that people encounter in those other 128 non-work hrs each week can spell over to the job.

Family problems:

National surveys consistently show that people hold family and

discipline, troubles with children are examples of relationship problems that

create stress for employee and that aren’t at the front door when they arrive

at work.

Economic problems:

Economic problems created by individuals overextending their financial resources are another set of personal troubles that can create stress for employees and distract their attention from their work.

CAUS ES OF STRESS

Society the working world and daily life have changed almost beyond recognition in the past 50 years. These changes have contributed to a major increase in stress.

Stress is caused from both outside & inside the organization & from groups that employees are influenced by & from employees themselves.

Stressors:

The agents or demands that evoke the potential response are referred to as stressors. According to Syele a stressors is “Whatever produces stress with or without functioning hormonal or nervous systems”.

Extra organizational stressors:

Extra organizational stressors have a tremendous impact on job stress. Taking an open system perspective of an organization, it is clear that job stress is not just limited to things that happen inside the organization, during working hours. Extra organizational stressors include things such as social / technological change, the family, relocation, economic & financial conditions, race & class, residential or community conditions.

Organizational stressors:Besides the potential stressors that occur outside the organization , there are also those associated with the organization itself. Although the organization is made up of groups & individuals, there are also more macro-level dimensions unique to the organization that contains potential stressors.

MACRO-LEVEL ORGANIZATIONAL STRESSORS:POLICIES

Unfair, arbitrary performance reviews.

Rotating works shifts.Inflexible rules. JOB STRESS

Unrealistic job descriptions.STRUCTURES

Centralization; Lack of participation in decision making.

Little opportunity for advancement.

A great amount of formalization.

Interdependence of departments.

Line-Staff conflicts.PHYSICAL CONDITIONS

Crowding & lack of privacy.

Air pollution.

Safety hazards.

Inadequate lighting.

Excessive, heat or cold.PROCESS

Poor communication.

Poor / inadequate feedback about performance.

Inaccurate / ambiguous measurement of performance.

Unfair control systems.

Inadequate information.

GROUP STRESSORS:The group can also be a potential source of stress. Group stressors can be categorized into three areas.1.Lack of groups cohesiveness:-“Cohesiveness” or “togetherness” is a very important to employees , especially at the lower levels of the organizations. If the employee isden i ed   t he  oppo r tun i t y   fo r   t h i s   cohes ivenes s   because  o f   t he   t a sk  design, because the supervisor does things to prohibit or limit it, or   because the other members of the group shut the person out, this can be very stress producing.2.Lack of social support:-Employees are greatly affected by the support of one or more member of a cohesive group. By sharing their problems & joys with others,

they are much better off. It this type of social support is lacking for an individual, it can be very stressful.3 . I n t r a - I n d i v i d u a l ,   i n t e r p e r s o n a l   &   i n t e r - g r o u p conflict:-C o n f l i c t   i s   v e r y   c l o s e l y   c o n c e p t u a l l y   o r   h o s t i l e   a c t s  b e t w e e n associated with in compatible or hostile acts between intra-individual dimensions, such as personal goals or motivational needs / values,  between individuals within a group, & between groups.

INDIVIDUAL STRESSORS:In a sense, the other stressors (Extra organizational, organizational, &G r o u p   s t r e s s o r s )   a l l   e v e n t u a l l y   g e t   d o w n   t o   t h e   i n d i v i d u a l   l e v e l .  F o r example, role conflict, ambiguity, self-efficacy & psychological hard in essential may all affect the level of stress someone experiences

 C O N S E Q U E N C E S O F S T R E S SThe effect of stress is closely linked to individual personality. Thesame level of stress affects different people in different ways & each personhas different ways of coping. Recognizing these personality types meansthat more focused help can be given.Stress shows itself number of ways. For instance, individual who isexperiencing high level of stress may develop high blood pressure, ulcers, irritability, difficulty in making routine decisions, loss of appetite, accident proneness, and the like. These can be subsumed under three categories:1.Individual consequences2.Organizational consequence3.Burnout

Individual consequences:I n d i v i d u a l   c o n s e q u e n c e s   o f   s t r e s s   a r e   t h o s e ,   w h i c h   a f f e c t  t h e ind iv idua l   d i r e c t l y .  Due   t o   t h i s   t he  o rgan i za t i on  may   su f f e r   d i r e c t l y   o r  i n d i r e c t l y ,   b u t   i t   i s   t h e   i n d i v i d u a l   w h o   h a s   t o   p a y s   f o r   i t .   I n d i v i d ua l consequences of stress are broadly divided into behavioral, psychological and medical.

#Behavioral consequences of stress are responses that may harm the  person under stress or others. Behaviorally related stress symptoms include changes in productivity, turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, paid speech, and sleep disorders.

#Psychological consequences of stress replace to an individual mental hea l t h and we l l -be ing f rom o r f e l l i ng dep re s sed . Job r e l a t ed s t r e s s could cause dissatisfaction, in fact it has most psychological effect on the individual and lead to tension, anxiety irritability, and boredom.

#M e d i c a l   c o n s e q u e n c e s   o f   s t r e s s   a f f e c t   a   p e r s o n ’ s   w e l l  b e i n g . According to a research conducted, it revealed that stress could create changes in metabolism, increase heart and breathing rates, increase

 

C O N S E Q U E N C E S O F S T R E S SThe effect of stress is closely linked to individual personality. The same level of stress affects different people in different ways & each person has different ways of coping. Recognizing these personality types means that more focused help can be given. Stress shows itself number of ways. For instance, individual who is experiencing high level of stress may develop high blood pressure, ulcers, irritability, difficulty in making

routine decisions, loss of appetite, accident proneness, and the like. These can be subsumed under three categories:

#Individual consequences

#Organizational consequence

#Burnout

Individual consequences:I n d i v i d u a l   c o n s e q u e n c e s   o f   s t r e s s   a r e   t h o s e ,   w h i c h   a f f e c t  t h e ind iv idua l   d i r e c t l y .  Due   t o   t h i s   t he  o rgan i za t i on  ma y s u f f e r d i r e c t l y o r i n d i r e c t l y , b u t i t i s t h e i n d i v i d u a l w h o h a s t o p a y s f o r i t . I n d i v i d ua l consequences of stress are broadly divided into behavioral, psychol ogical and medical.

#Behavioral consequences of stress are responses that may harm the  person under stress or others. Behaviorally related stress symptoms include changes in productivity, turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, paid speech, and sleep disorders.

#Psychological consequences of stress replace to an individual mental hea l t h and we l l -be ing f rom o r f e l l i ng dep re s sed . Job r e l a t ed s t r e s s could cause dissatisfaction, in fact it has most psychological effect on the individual and lead to tension, anxiety irritability, and boredom.

# M e d i c a l   c o n s e q u e n c e s   o f   s t r e s s   a f f e c t   a   p e r s o n ’ s   w e l l  b e i n g . According to a research conducted, it revealed that stress could create changes in metabolism, increase heart and breathing rates, increases blood pressure bring out headaches and induce heart attacks.

Organizational consequences:O r g a n i z a t i o n a l   c o n s e q u e n c e s   o f   s t r e s s   h a v e   d i r e c t   a f f e c t   o n  t h e o r g a n i z a t i o n s .   T h e s e   i n c l u d e   d e c l i n e   i n   p e r f o r m a n c e ,   w i t h d r a w al   a n d negative changes in attitude.

Decline in performance can translate into poor quality work or a dropin  p roduc t i v i t y .  P romot ions   and  o the r   o rgan i za t i ona l   bene f i t s  ge t affected due to this.

Withdrawal behavior also can result from stress. Significant form of withdrawal behavior is absenteeism.

One main affect of employee stress is directly related to attitudes. Job satisfaction, morale and organizational commitment can all suffer along with motivation to perform at higher levels.

Burnout:-A final consequence of stress has implementation for both people and organizations. Burnout is a general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and few sources of satisfaction

 

M a n a g i n g s t r e s s i n t h e w o r k p l a c eEvery responds to stress in a different way, it is only by understanding the nature of individual responses that you can start fighting stress yourself and others. Reduction or elimination of stress is necessary for psychological and phys i ca l  we l l   be ing  o f   an   i nd iv idua l .  E f f i c i ency   i n   s t r e s s  managemen t enables the individual to deal or cope with the stressful situations instead of avo idance .  S t r a t eg i e s   l i ke   t i e  managemen t ,   body -mind   and  mind -body relaxation exercise, seeking social support help individual improve their  physical and mental resources to deal with stress successfully. Apart from helping employees adopt certain coping strategies to deal with stress providing them with the service of counselor is also useful. Many s t r a t eg i e s have been deve loped t o he lp manage s t r e s s i n t he work place. Some are strategies for individuals, and other is geared toward organizations.

Individual coping strategies:Many   s t r a t eg i e s   fo r   he lp ing   i nd iv idua l s  manage   s t r e s s   have  been  proposed.

Individual coping strategies are used when an employee under stressexh ib i t s   undes i r ab l e   behav io r   on   t he   j obs   such   a s   pe r fo rmance ,  s t r a i ned  

r e l a t i o n s h i p   w i t h   c o - w o r k e r s ,   a b s e n t e e i s m   a l c o h o l i s m   a n d  t h e   l i k e . Employees under stress require help in overcoming its negative effects. The strategies used are:

Exercise:-One method by which individual can manage their stress is through exe rc i s e . Peop l e who exe rc i s e r egu l a r l y a r e known to l e s s l i ke ly t o havehea r t   a t t a cks   t han   i nac t i ve  peop l e   a r e .  Resea rch   a l so  ha s   sugges t ed  t ha t  people who exercise regularly feel less tension and stress are more conflict and slow greater optimism.

Relaxation:-A related method individual can manage stress is relaxation. Copying with stress require adaptation. Proper relaxation is an effective way to adopt.R e l a x a t i o n   c a n   t a k e   m a n y   f o r m s .   O n e   w a y   t o   r e l a x   i s   t o   t a k e  r e g u l a r   vacations; people can also relax while on the job (i.e. take regular breaksduring their normal workday). A popular way of resting is to sit quietly with closed eyes for ten minutes every afternoon.

Time management:-Time managemen t i s an o f t en r ecommended me thod fo r manag ing b stress, the idea is that many daily pressures can be eased or eliminated if a  person does a better job of managing time. One popular approach to timemanagement is to make a list, every morning or the thins to be done thatday . Then you g roup t he i t ems on t he l i s t i n t o t h r ee c a t ego r i e s : c r i t i c a l a c t i v i t i e s   t h a t   m u s t   b e   p e r f o r m e d ,   i m p o r t a n t   a c t i v i t i e s   t h a t  s h o u l d   b e  performed, and optimal or trivial things that can be delegated or postponed,then of more of the important things done every day

ROLE MANAGEMENT:-S o m e   w h a t   r e l a t e d   t o   t i m e   m a n a g e m e n t   i n   w h i c h   t h e  i n d i v i d u a l actively works to avoid overload, ambiguity and conflict.

SUPPORT GROUPS:-This method of managing stress is to develop and maintain support group. A support group is simply a group of family member or friends with whom a pe r son can spend t ime . Suppor t i ve f ami ly and f r i ends can he lp  people deal with normal stress on an ongoing basis. Support groups can be particularly useful during times of crisis.

BEHAVIORAL SELF-CONTROL:-In   u l t ima t e   ana ly s i s ,   e f f ec t i ve  managemen t   i f   s t r e s s   p r e suppose s e x e r c i s e  o f   s e l f - c o n t r o l   o n   t h e   p a r t   o f   a n   e m p l o y e e .   B y  c o n s c i o u s l y analyzing the cause and consequences of their own behavior, the employees can achieve self-control. They can further develop awareness of their own l im i t s o f t o l e r ance and l e a rn t o an t i c i pa t e t he i r own r e sponse s t o va r i ous stressful situations. The strategy involves increasing an individuals control over the situations rather than being solely controlled by them. 

COGNITIVE THERAPY:-The   cogn i t i ve   t he r apy   t e chn iques   such   a s  E l l i ’ s   r a t i ona l   emo t ive model and Meichenbaum’s cognitive strategy fir modification have been used as an individual strategy for reducing job stress. COUNSELING:Pe r sona l   counse l i ng  he lp   emp loyees  unde r s t and   and   app rec i a t e   a diverse workforce, the holistic approach adopted by the counselor gives him a comprehensive view of the employee as client and enable him to deal the issues of work related problems in a larger context with his awareness of thei n t e r -r e l a t i o n s h i p   a m o n g   p r o b l e m s   i n   a d j u s t m e n t   w i t h   s e l f ,   o t h e r  a n d environment and that a work concern will effect personal life and vice-versa, the employee would receive help regarding the problem in all life. One of the advantage of the individual interventions is the individual c an u se t he se sk i l l s t o improve t he qua l i t y o f l i f e i n o f f e r doma ins l i ke f a m i l y ,   s o c i a l   s u p p o r t   a n d   s e l f ,   t h u s   r e d u c i n g   t h e  n e g a t i v e   c a r r y   o f   expe r i ence s i n t he se doma ins i n to t he work l i f e wh ich migh t e f f ec t h i s occupation mental health.

ORGANIZATIONAL STRATEGIES:-

The most effective way of managing stress calls for adopting stress or sand prevent occurrence of potential stressors. ’Two basic organizational strategies for helping employees manage stress are institutional programs and collateral programs. 

Work design Stress mannegement programmes

Institutional programs:-I n s t i t u t i o n a l   p r o g r a m s   f o r   m a n a g i n g   s t r e s s   a r e   u n d e r t a k e n  T o established organizational mechanism for example, a properly designed joba n d   w o r d   s c h e d u l e s   c a n   h e l p   e a s e   s t r e s s .   S h i f t   w o r k   i n  p a r t i c u l a r   c a n constantly have to adjust their sleep and relaxation patterns. Thus, the design of work schedules should be a focused of organizational efforts to reduce stress. The organization’s culture can also used to help to manage stress. The organization should strive to foster a culture that reinforces a healthy mix of work and nonworking activities. F i n a l l y ,   s u p e r v i s i o n   c a n   p l a y   a n   i m p o r t a n t   i n s t i t u t i o n a l   r o l e  i n overload. In managing stress. A supervisor is a potential manager source of overload. If made aware of their potential for assigning stressful amounts of work, supervisors can do a better job keeping workloads reasonable.

COLLATERAL PROGRAMS:In addition to their institutional efforts aimed at reducing stress, many organizations are turning to collateral programs. A collateral stress programming an organizational program specifically created to help employees deal with stress. The organizations have adopted stress management programs ,health promotion programs and other kinds of programs for this purpose.

Organization profile

 

C O M P A N Y P R O F I L E

Energy is important parameter in the overall economic development activity of any country. It has become synonymous with progress in all fields of activities. Its standard of living in the words of DAGLI is as follows it is said that the difference between a starving Indian peasant and a prosperous American farmer is that behind his elbow the India farmer has almost nothing while his American counterpart has thousands of hours power. This, it is energy, which is the dividing line between any substance economy and a highly developed economy. India is poor and American is rich because America consumes nearly 50 times as much energy as is consumed by India. Energy is at the heart of the modern industrial society. It could also be effective weapon in the battle against object poverty. There is a close correlation between energy consumption and level of economic development. Energy means “capacity of doing work”. There are various sources of energy but in India the important sources are coal, hydroelectricity. Oil and natural gas, nuclear fuels fire wood and animal wastes. Despites the development of various sources in the energy sector, the fact still remains that low last energy sources like fire wood, cattle drug and vegetable wastes account for as much at 45 percent of energy consumption in the country.

 Power i s t he s i ng l e f a c to r , wh i ch changed t he way o f l i v ing . The  National Thermal Power Corporation Limited, established on November 7thin 1975, has become the most important infrastructure input for improving the standard of living to meet the growing demand and to fulfill the needs of t h e c o u n t r y . J u s t i n 2 9 y e a r s t h i s c o m p a n y h a s g r o w n t o b e t h e l a r g e s t  producer of power in the country. NTPC the NAVARATNA power giant today generates one fourth of the total power in the country and it is ranked9thlargest thermal power generating utility in the world. Keeping the significance of power supply in sight, NTPC has been chosen for the purpose of the study as it has many units under its control. Rama gun dam Super Thermal Power Station (RSTPS) has been selected for the study.

BRIEF HISTORY OF NTPC:“Power” The single factor which changed the way in which man lived for millions of years, has become the most important infrastructure input for improving the standard of living both directly as well as indirectly by way of contributing in the economic development to make available to the nationre l i ab l e  &  qua l i t y   power   i n   i nc r ea s ing ly   l a rge  quan t i t i e s .  NATIONAL THERMAL POWER CORPORATION LTD was formed in 1975; NTPC Rama gun dam unit with approved capacity of 260MW and installed capacity y o f 21OOMW i s t he l a rge s t The rma l Power p l an t power ing Sou th Ind i a ' s growth. Rama gun dam unit of NTPC credited with first ISP 14001 certified Super Thermal Power Station in our country. NTPC a front runner in the Indian Power sector in one of the larges &t h e   b e s t   p o w e r   u t i l i t i e s   o f   t h e   w o r l d ,   t h e r e   b y   c o n t r i b u t i n g   o f  I n d i a ' s emergence as one of the world's leading economies. The World Bank, in its performance audit report on NTPC's projects observed that."NTPC record in plant construction, cost containment & operating efficiency has been exceptional, while as an institution it has broken newg r o u n d   i n   O r g a n i z a t i o n   &   M a n a g e m e n t ,   s u c c e s s f u l l y  

n a v i g a t e d   t h e transition from constructions to operating company & generally coped quite well with the problems of rapid expansion". Two corporations The National Hydro Electric Power Corporation(NHPC) & National thermal Power Corporation (NTPC) were set in 1975-76 in the center sector as a step to achieve the objectives. The company32

 started functioning in March 1976 with the appointment of a chairman &Managing Director.LOCATION:The 2100 MW Rama gun dam Supe r The rma l P ro j ec t i s l oca t ed i n Karim nagar District of Andhra Pradesh to the South of river Godavari. The project is linked to the south Godavari Coal field or the Collieries. NTPC ACTIVITIES:1 .   P l a n n i n g &   I n v e s t i g a t i o n   o f n e w   s i t e s , p r e p a r a t i o n o f f e a s i b i l i t y   p ro spec t   r epo r t  &   the  de s ign ing   a s  we l l   a s   eng inee r i ng  o f  power   station.2. NTPC also manages the 720 MW Badarpur Thermal Power Station inDelhi & 270 MW BALCO Captive power plant (M.P)3. Operation & Maintenance of Power Stations.4. Research & development in area related to power generation5. NTPC also bagged a turnkey contract for the construction of21 Sub -stations from Nepal electricity authority.6. The R &D using of NT PC has been instrumental in enhancing thereliability of plant & equipment.OBJECTIVES OF NTPC:To add generating capacity with in prescribed time & cost. To operate& maintain power stations at high availability ensuring minimum cost of  gene ra t i on . I t ha s p l anned mass ive g rowth t o make i t s e l f a 40 ,000 MW company.To maintain the financial soundness of the company by managing thef i nanc i a l   ope ra t i ons   i n   a cco rdance  w i th  good   commerc i a l   u t i l i t y  practices.To   func t i on   a s   a   r e spons ib l e   co rpo ra t e   c i t i z en  &  d i s cha rge  soc i a l responsibility, in respect of environment protection and rehabilitation. The corporation will strive to utilize the ash produced at its stations tot h e   m a x i m u m   e x t e n t   p o s s i b l e   t h r o u g h   p r o d u c t i o n   o f   a s h   b r i c k s ,  building materials etc.To adopt appropriate human resources development policy leading to creation of team of motivated and competent power professionals. To introduce, assimilate & attain self sufficiency in technology, acquiree x p e r t i s e   i n   u t i l i t y   m g t .   P r a c t i c e s   t o   d i s s e m i n a t e  k n o w l e d g e essentially as a contribution to other constituents of the power sector in the country.33

 To develop R&D for achieving improved plant reliabilityTo expand t he consu l t ancy ope ra t i ons & to pa r t i c i pa t e i n ven tu re s abroad.

CORPORATE OBJECTIVES:To add generating capacity with in prescribed time & cost.To expand the constancy operations & to participate ventures aboard.To maintain the financial soundness of the company by m aging the financial operations in accordance with good commercial utility.To operate and maintain power stations at high availability ensuring minimum Cost of generation.To develop (R&D) for achieving improved plant reliability.To develop appropriate commercial policy leading to remunerative tariffs & minimum receivables.Implement strategic diversification in the areas of R&M. Hydro. LNG and Non conventional and eco-friendly fuels and explore new areas like transmission information technology etc.Promote consultancy.Make prudent acquisitions. Continuously develop competent human resources to match world standards.B e   a   r e s p o n s i b l e   c o r p o r a t e   c i t i z e n   w i t h   t h r u s t   o n   e n v i r o n m e n t  protection rehabilitation and ash utilization. VISION OF NTPC:” T O   B E   O N E   O F   T H E   W O R L D ' S   L A R G E S T   A N D  B E S T POWER UTILITIES. POWER INDIA'S GROWTH’’CORE VALUES (COMIT)

Customer focus.

Organizational pride.

Mutual Respect and Trust.

Initiative and speed total quality.

Total Quality.

MISSION OF NTPC:Make available reliable, quality power in increasingly large quantities at appropriate tariffs, and ensure timely realization of revenues. Speedily plan and implement power projects, with contemporary technologies.

Distribution of power of NTPC RAMAGUNDAMS.NO STATE DISRIBUTED PERCENTAGE

CAPACITY(MW)

1.

2.

3.

4.

5.

6.

7.

ANDHRA PRADESH

TAMIL NADU

KARNATKA

KERALA

GOA

PONDICHERRY

UNALLOCATED

580

470

345

245

100

50

310

27.619

22.381

16.429

11.667

4.762

2.381

14.762

PERFORMANCES: NTPC stations & the NTPC manage Badarpur station has been accredited with “ISO 14001” for sound environment management system & practices.FINANCIAL PERFORMANCE: NTPC   r eco rded   a   p rov i s i ona l   t u rnove r   o f  Rs .30000   c ro re s   du r ing 2004-05 as against Rs.25184crores during 2003-04. The provisional net  profit after tax for 2003-04 is Rs.4905crores, as compared to Rs.5500crores last year. The provisional Return on Capital Employed (ROCE) and Return on Net worth (RONW) are 12.31 % and 14.13% respectively for the year 2 0 0 4 -0 5 .   A n   i n t e r i m   d i v i d e n d   o f   R s . 4 0 0   C r o r e s   h a s   b e e n   p a i d   t o   t h eGovernment for 2003-04.The total out standings as on 31.10.2005 stood at Rs 26078.96crores including a principal amount of Rs.16049.55crores.STATION HIGH LIGHTS:

Record haulage of coal in single day of 78,720 MT on 29 June 1998Asian record.

Station recorded highest loading factor of 99.4% for the yr 1999 2000

Continuous run or VI unit (500MW) for 406 days, third best in the world.

Ramagundam 500MW unit-7 (stage-III) has successfully completedo n e   y e a r   o f   c o m m e r c i a l   o p e r a t i o n   o n   2 5 . 0 3 . 0 6  w i t h o u t   a n y   t u b e l eakage . The un i t gene ra t ed 3802 .492 MUs @ a PLF o f 86 .81%. Considering the loss of generation of 297 MUs due to backing down ,the deemed, PLF is 93.590/0. The unit also has achieved a continuous run of 97 days without tripping in the first year of operation itself.

R a m a g u n d a m   s t a t i o n   a c h i e v e d   4 7 . 9 4 %   ( 1 8 . 6 3   L M T )  o f   A s utilization during the financial year against the target of 47% (18.20LMT).

Ramagundam  &  S imhadr i  we re   r e commended   fo r  commenda t i on certificate for “storage commitment to Excel” by G1II.

Ramagundam bagged “Innovative safety practices” award for the year 2005 from institution of Engineers.

Ramagundam station bagged “Best Management award from Govt. of AI” fur the year 2004-05.

 NTPC – Ramagundam bagged golden shied for the financial years2000-01, 2001-02, 2002-03 and 2003-04 for outstanding performance in power generation

Installed capacity of NTPC projects:

projects No. of projects Commissioned capacity(MW)

NTPC OWNED 13 19,980COAL 07 3,955GAS

ONED BY JVCS

COAL 3 314

GRAND TOTAL

23 24.249

Capacity power plant under JV with SAIL

Coal based projects:Sl. No. Coal Based State Commissioned Capacity

1. Singrauli Uttar Pradesh 2,0002. Kobra Chhattisgarh 2,1003. Ramagundam Andhra Pradesh 2,6004. Farakka West Bengal 1,6005. Vidhyachal Madhya Pradesh 1,6006. Rihand Uttar Pradesh 2,2007. Kahalgoan Bihar 2,000 8. Dadri Uttar Pradesh 840 9. Tacherthermal Orissa 84010. Unchahar Uttar Pradesh 3,00011. Tacher Thermal Orissa 84012. Simhadri Andhra Pradesh 3,00013. Tanda Uttar Pradesh 440 Total 19,980

@ Capacity presently under implementation. Vindyachal 1000 MW Unchahar 210 MW Kahalgoan State II

Phase I 1500 MW Phase II 1000 MW

Gas Based Projects:14.AntaRajasthan 41315.AuralyaUttar Pradesh 65216.KawasGujarat 64517.DadriUttar Pradesh 81718. Jahanor- Gandhar Gujarat 64819.KayamkulamKerala 35020.FaridabadHaryana 430 Total 24,249 Grand total (Coal + Gas + JV)Capacity Power station managed State Installed By NTPC (MW)21. Badarpur Delhi 705

 

Sterling Performance of 2005-06:-1.The company takes a new name “NTPC Limited” aligned to its new business plans.

2.The company market capitalization J11 crosses Rs. One trillion (Rs.1,00,000crore) and is one of the top three largest Indian companies in terms of market cap.

3.A highest ever generation of 170.88 BVs during 2005-06 registering an increase 017.40% over the generation of 159.11 BVs during 2004-05.

4.With 19.51% [including capacity of joint venture companies] share .of the total installed capacity of the nation, NTPC contributed 27.68%electricity generated in the country during 2005-06.

5.Coal stations of NTPC achieved an operating availability of 89.95%.

6.Coal stations of NTPC recorded a PLF of 87.54%, which is the highest for any financial year since inception; Tilt PLF during previous year was87.51%.

7.100% realization for the third year in succession.

8.Provisional and un audited net sales of Rs. 2,59,928 million during theyear 2005-06 as against Rs. 2,25,316 million for the year 2004-05. however, provisional and un audited Gross Revenue is Rs. 2,86,473 million during2005-06 as against Rs. 2,55,460 million for the year 2004-05.

9.Provisional and un audited net profit after tax for the year 2005-06is Rs.57,076 million a compared to Rs. 58, 070 million during the year 2004-05.

10.Total capacity added during the year four years of 10thplan period(2002-2006) increases to 4000 MW with another 500 MW getting addedduring the far company to 24,249 MW (including capacity of Joint venturecompanies).

11.Construction works on 9470 MW in progress.

12.Further projects with capacity of 3720 MW under bidding process.

13.Ratnagiri Gas and power supply Pvt Ltd formed\\ithNTPC having astake of 28.33% for taking over and operating the Dabhol power project.

14.The Government allots 7 mort’ coal mining blocks to NTPC for capacity use taking the total mines allotted to 8 with an expected output of 50 MT per annum.

15.A consortium comprising of NTPC and two other members allotted anexploration block in Arunachal Pradesh.

16.Capital expenditure incurred in 2005-06 on capital scheme was Rs.71,879 million compared to Rs. 53,603 million in 2004-05 capital outlay for2J0607 set at Rs. 1,13,250 million.

17.A USD 1 Bn medium Tern Note programme established. NTPC becomes the first Indian corporate since 1997 to make successful offering of 10 year fixed rate amounting to USD 300 million.

18.Standard & Poor’s have revised outlook on the rating of the company from stable to positive while affirming the ‘BB+’ issuer rating.

19.An interim divided o 20% for the financial year 2005-06 amounting to Rs. 16,491 million.

20.Government has assigned NTPC the consultant role to modernize and improve several plants across the country in the partnership ‘In Excellence’ program of the government.

21.Collaborating the government in the Rajiv Gandhi Grameen Vidyuti karanYojuna.

22.NTPC has also taken up Distribution Generation for rural electrification of remote villages through non-conventional energy sources.23.Simhadri project receivers international project management awardinstituted by International project management Association (IMPA) NTPC is the only Asian Company that has received this award.

24.Ranked 3rd“Great Place to work for in India” by M/S Grow Talent and Business world 2005.

25.NTPC has achieved all the targets to be rated “Excellent” during 2005-06 for the nineteenth year since inception of the MOU system.

NTPC ORGANIZATION AND FUNCTIONS:The organizations design is one of the main factors, which ultimatelydetermines the effectiveness of enterprises.The board of directors is the supreme policy making body, which givethe direction to the activities of the organization. The head of this board isthe chairman & managing director who is also the full time chief executiveof the company. The members of this board are both full-time directors a well as senior level officers.

The basic divisions, which are accountable to CMD, Are:1. Technical and Engineering division.

2. Corporate Commercial division.  3. Operation Services division. 4. Corporate Finance division.

5. Corporate Human resources division 6. Corporate Projects Division.

7. Vigilance division.

NTPC RAMAGUNDAMThe founda t i on s t one fo r RSTPS was l a i d on 14 -11 -1978 by S r i . Morarji Dessai then Prime minister of India. Ramagundam a vibrant 2600 MW station is a largest Thermal Power station in South India with three 200 MW & three MW and 1×500 sets andalso one of the largest in the country. Its emergency has put the SouthernStates one step ahead in their effort to meet their power requirement.Th i rd i n t he s e r i e s supe r The rma l Power S t a t i on s e t up by NTPC Ramagundam. It is situated in the interiors of Andhra Pradesh on the banksof Godavari River in Karimnagar District of Telangana, just across the old pitheads of Singareni Collieries.R a m a g u n d a m   h a s   b e e n   r a i s i n g   a t   t h i s   t i m e   &   e a r n e d   t h e  p r o u d destination of being the only station in the country to omission all the sevenunits ahead of schedule, constructed at a cost of Rs. 1702 crores, the stationh a s b e e n o n e o f t h e l a r g e s t r e c i p i e n t i t s o f t h e w o r l d B a n k . I t s p r o j e c t implementation & financial control has earned a path from the World Bank “Ramagundam a be cons ide red a s t he s choo l f o r cons t ruc t i on o f Power    projects”. The major external financing sources are IBRD, IDA & OPEC. Ramagundam generation proportion has achieved the Govt. of India me r i t o r i ous p roduc t i v i t y awa rd a s many fou r t imes . The bene f i c i a r i e s o f  RSTOS are Andhra Pradesh, Tamil Nadu, Karnataka, Goa and Pondicherry. The plant load factor for the year 2003-04 was 8.3% and it stood in the fourth place

the NTPC station. To ca t e r t o t he g rowing demand fo r power t he s even th un i t o f 500 MW is being added. The station had required infrastructure facilities and thecommi tmen t   o f   t he   emp loyee .  The  p ro j ec t   a f t e r   comple t i on  w i l l   be  t he largest power station supplying power to the Southern Grid. The Honorable Un ion Min i s t e r o f t he Power S r i . Su re sh Babu i n t he p r e sence i f S r i . N . ChandraBabuNaidu,Honorable Chief Minister of Andhra Pradesh laid the foundation on 11thJan 2002 and completed ahead of schedule.

RESEARCH METHODOLOY

D i s c u s s   t h e   r e s e a r c h   d e s i g n ,   r e s e a r c h   p r o b l e m s ,   i m p o r t a n t   o f   t h e study, scope and significance of the study, source of data, questionnaire, sample design statistically techniques used, and objective of the study and limitations of the study.

RESEARCH DESIGN:A research design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research. P u r p o s e w i t h e c o n o m y i n p r o c e d u r e . I t i s t h e c o n c e p t u a l s t r u c t u r e within which research is conducted and it constitutes the blueprint for the collection, measurement and analysis of data. It includes an outline of whatt h e   r e s e a r c h e r   w i l l   d o   f r o m   w i t h i n   t h e   h y p o t h e s i s   a n d   i t s  o p e r a t i o n a l implications to the final analysis of data.T h e   r e s e a r c h   d e s i g n   u s e d   f o r   t h e   s t u d y   i s   d e s c r i p t i v e  d e s i g n . Descriptive research design includes surveys and fact finding enquires of different kinds. The major purpose of descriptive research is description of  the state of affairs, as it exists at present.

SOURCE OF DATA:T h e r e l e v a n t d a t a h a s b e e n c o l l e c t e d f r o m t h e p r i m a r y s o u r c e s a n dsecondary sources. The primary data is collected by aquestionnairefromthemployees. For this purpose of data collection, the questionnaire was circulated among the employees to collect information. The secondary data is collected by news paper company journals, magazines websites etc.QUESTIONNAIRE ADMINISTRATION:The questionnaire was prepared after counseling with the officer.Employee relations of the HR department of NTPC. The researcher prepareda set of questionnaire. A four point scale “strongly agree to stronglydisagree” was used for this purpose.SAMPLE DESIGN:A sample of 150 respondents was taken using random sampling. Theresearcher contacted the executive personally and brief summary of thenature of the study and details in the questionnaire were narrated to them.PERIOD OF STUDY: The present study had been undertaken for period of 6 weeks, in which it had divided into three stages as such. Stage I is of research problem and collection the literature of the topic chosen. Stage II is of analysis andinterpretations by using different statistical tools, findings andrecommendations.STATISTICAL TOOLS USED:For the purpose of present study percentage analysis was used.LIMITATIONS OF STUDY:1.The sample size chosen is covered only a small portion of the whole population of NTPC, Ramagundam.

2.The study is confined to limited period i.e. Six weeks.

3.Accuracy of the study is purely based on the information as given by the respondents.

4.Data collected cannot be asserted to the free from crores, as the sample size restricted to the employees