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A PROJECT REPORT
ON EMPLOY STRESS IN
THE ZUARI CEMENT LIMITED.(YERRAGUNTLA-KADAPA)
By
A.RAMADEVIHT. NO. 07E41E0002
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF DEGREE OF
“MASTER OF BUSINESS ADMINISTRATION”
Submitted to
SREE DATHA INSTITUTE OF ENGINEERING AND SCIENCESHREIGUDA, IBRAHIMPATNAM, R.R.DIST.
(Affiliated to Jawaharlal Nehru Technological University)2007-2009
DECLARATION
I hereby declare that the project work titled “A case study on EMPOLY
STRESS” done for ZUARI CEMENT LTD is a genuine work taken up by me in
partial fulfillment for the requirement of the Degree of Master of Business
Administration, Jawaharlal Nehru Technological University.
This project work has been entirely done by me and therein the
report prepared. This report has not been earlier submitted to any other
University at any time for the award of any Degree.
DATE: A. RAMADEVI
PLACE: (07E41E0002)
ACKNOWLEDGEMENT
I am greatly indebted to Mr. C,H.RAVI Manager, ZUARI
CEMENTLIMITED , for giving me the opportunity to undertake the project work in
ZUARI CEMENTLIMITED .
I would like to express my sincere gratitude and indebt ness from
innermost shrines of our heart of principal Mr. RAM REDDY ,for his
suggestions, inspiring guidance constant encouragement and meticulous
help throughout the course. I also like to extend my sincere thanks to Mrs.
UMA, SREE DATHA INSTITUTE OF ENGINEERING AND SCIENCE, for
his timely advice and guidance throughout the project work.
My special thanks to all the staff members at Zuari cementl Limited, for
their kind help and suggestions through all stages of my project.
It would be incomplete without expressing wholehearted thanks to my family
members who have been the constant resource of encouragement and support
throughout the project.
DATE: A.RAMADEVI
PLACE: (07E41E0002)
ABSTRACT
The human resources management function includes a variety of activities it is important function of H.R department to take care of the human resources in the organisatation.
The H.R.M function and HRD profession have undergone tremendous change over the past 20-30 years. Many years’ large organizations looked to the Personnel Department mostly to manage the paper works around hiring and paying people.
The company zuari Agro Ltd was in corporate on 12th may 1967 zuari cement limited has been himself off as a separate company with 50-50 share holding by Zuari industries limited (A.K.K.Birla group company) and Italy cement group (as Italian cement company) with effect from 1-4-2000 with Head-quarters at Bangalore, Zuari and Italy cement group (through cement Francis group company) have formed joint venture company Viz., Zuari cement limited. It is projected to increase the cement capacity of 2.2MT.
In today’s competitive world it has become crucial for any organisation to be efficient in all areas. Human capital is the most important asset of any organisation. An employee faces different pressures both in and out of the work place. These pressures cause stress in the individual and cause a burned out employee. Only a stress-free employee can deliver a performance that is benefiting to the company. So it is crucial to identify the various causes of stress in the employees
CONTENTS
CHAPTER - I 1 – 2
Introduction
CHAPTER-II 3-14
Cement Industry Profile
Cement Industry In India
CHAPTER - III 15-32
Zurai Cement Industry Profile
Company history
carries
CHAPTER-IV 33-40 product profile
need of the study
CHAPTER-V 41- 60
stress
models of stress
stress management
level’s of stress
CHAPTER-VI 61-72
Findings
Conclusion
Suggestions
Questionnaire
Bibliography
INTRODUCTION
INTRODUCTION
The human resources management function includes a variety of activities it is
important function of H.R department to take care of the human resources in the
organisatation.
The H.R.M function and HRD profession have undergone tremendous
change over the past 20-30 years. Many years’ large organizations looked to the
Personnel Department mostly to manage the paper works around hiring and
paying people.
Human resource management is the process of coordination an
organization’s Human resources to meet organizational goals. Human resources
professionals deal with such areas as employee recruitment and selection,
performance, evaluation, compensation and benefits, professional development,
safety and health, forecasting and labour relations.
In today’s competitive world it has become crucial for any organization
to be efficient in all areas. Human capital is the most important asset of any
organization. An employee faces different pressures both in and out of the work
place. These pressures cause stress in the individual and cause a burned out
employee. Only a stress-free employee can deliver a performance that is
benefiting to the company. So it is crucial to identify the various causes of stress
in the employees.
And also take relevant measures to reduce stress
CEMENT
INDUSTRY PROFILE
CEMENT INDUSTRY PROFILE
Cement industry is one of the major and oldest established manufacturing
industries in the modern sector of Indian economy. It is an indigenous industry
in which the company is well endowed with the necessary raw materials, skilled
manpower and equipment & machinery technology.
Firms, bridges, buildings, water supply projects, dams, roads,
hydroelectric power projects, seaports, airports, and irrigation schemes require
cement. It is thus a vital industry, which assumes a crucial part in the economic
development of the country, thus it regards as major nation building industry
whose importance in a developing economy never be over emphasized. The
Greek civilizations use some of mortar but Romans has developed it. When one
speaks about the cement industry, it invariably refers to Portland cement, which
has its origin in England, but until the 19th century a mixture of limestone with
Pozzoland of volcanic earth was known as cement. The first cement factory was
established around 1890 in both Canada and Australia, while it was invented in
1884 in New Zealand.
The Cement industry occupies a position of predominance not only an
infrastructure for development but also it is 8th largest industry in the world,
which directly employs about millions of persons.
CEMENT INDUSTRY IN INDIA
Cement industry in India is 8th decades old. However, the growth has not
kept pace with period of its existence. Decades of the government control have
restricted the growth of the industry. The real foundation stone of the present
industry was laid in the year 1942, when a small factory was established at
porbandar in India, it came to be establishing during the beginning of 20 th
century. In fact the cement era in India commenced with the establishment of a
small cement factory at WASHERMANPET in 1904 by south India industry
Ltd, a company that dates to 1879. There was sufficient demand for that
product, but because of technological defects and inadequate supply of raw
materials, the plant did not operate economically, a later on collapsed. India is
ranked 4th in the world after China, Japan and USA in cement production. Yet
the per-capital consumption of cement in India however low at 70 to 80 kgs
against the world average of around 220 kgs.
Kaythiwar by India cement Limited. This factory commenced its
production in 1914 at the rate of 199 metric tones per day. This company
adopted “dry process”. This plant had easy access of lime stone quarries of
porbandar. The initial attempt could cause the attempt of two or more factories.
One at Kanthi (MP) another at Lakhier (Rajasthan). The government control
was lifted immediately after the world war and the boom period of the industry
started. The demand for cement increased very steadily as the cement was used
was used not only for housing but also for dams, roads, bridges and other
developed activities.
CEMENT INDUSTRY IN ANDHRA PRADESH
Cement was 1st manufactured in America in the year 1875. In India, in
1914 the India cements company Limited was established a cement factory at
Portland. Andhra Pradesh is the 2nd largest cement production state in India, one
third of the limestone (138crore tones) is available in A.P.I.A.P.
The cement was started in 1936 with two factories. Of these two factories one
is Andhra Cement Company limited and another in Krishna Cement Factory.
One is on the side of Krishna Cement Factory. One is on the side of Krishna
Rivers and another is between Krishna and Guntur districts respectively.
In 1955, one more factory was established at panyam in Kurnool Dist,
named as Panyam cement and mineral industries. At the same time one more
factory has been established at Maacherla in Guntur district.
Capacity & Production
The cement industry comprises of 125 large cement plants with an
installed capacity of 148.28 million tones and more than 300 mini cement plants
with an estimate capacity of 11.10 million tones per annum. The cement
corporation of India, which is a central public sector undertaking, has 10 units.
There are 10 large cement plants owned by various state governments. The total
installed capacity in the country, as a whole is 159.38 million tones as against a
production of 106.90 million tones in 2001-02, registering a growth rate of
8.84%.
The trend of the growth of the industry in previous years, a production
target of 126 million tones has been fixed for the year 2003-04. During the
period April to June 2003, a production was 31.30 million tones. The industry
has achieved a growth rate of 4.86 percent during this period.
Exports
The industry is also exporting cement and clinker. The export of cement
during 2001 to 04 was 5.14 million tones and 6.92 million tones respectively.
Export during April & May 2003 was 1.35 tones; major exports were Gujarat
Ambuja Cement Limited and Ultratech.
Technological Change
Cement industry has made tremendous strides in technological up
gradation and assimilation of latest technology. At present 93% of the total
capacity in the industry is based on modern and environment friendly dry
process technology and only 7 % of the capacity is based on old wet & semi-dry
process technology.
India is also producing different varieties of cement like ordinary
Portland cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast
Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland
Cement, Sulphate Resisting Portland Cement, White Cement etc. Production of
these varieties of cement conforms to the BIS Specifications. It is worth
mentioning that some cement plants have set up dedicated jetties for promoting
bulk transportation and export.
CEMENT PRODUCTION REQUIREMENTS
Raw Materials
The basic raw material for manufacturing cement is limestone. This is
available in plenty in the form of limestone, iron ore and bauxite or literate, in
the correct proportions are fed into a grinding mill where they are reduced to a
very fine of compressed air. The power from the storage ribs is fed into rotary
kiln, the material is subjected to a temperature of about 1500 C. chemical
reaction takes place between the various materials resulted in the formation of
cement compounds like tri calcium silicate (about 24%) decalcium silicate
(about 20%), tri aluminate (about 7 to 10%), tetra calcium alumino ferrite
(about 10 to 12%).
Limestone is the major raw material for the cement industry. Limestone
constitutes 60 to 70 % of the total raw material costs. Nearly 1.5 to 1.6 tons of
limestone is required for producing one ton of cement clinker limestone
(calcium carbonate) is a rock of either sedimentary or metamorphic origin with
calcium oxide, as its main constitutes 30 % of total sedimentary rocks in the
country. Cement grade limestone is available in 21 states in the country. About
65 % of the plants in India use sedimentary limestone and 20 % use
metamorphic crystalline limestone. India has 85980 million ones of cement
grade limestone deposits, which is enough to produce 100 million, tones of
cement for the next 500 years
In India limestone deposits are abundantly found only in siroly
(Rajasthan), Santna, Belaspur (M.P), Wadi (Karnataka), Yerraguntla (A.P) and
some places in Gujarat. Units are generally located in close proximately of
limestone deposits in MadhyaPradesh, AndhraPradesh, Thamilnadu, Karnataka,
Rajasthan, and Gujarat.
The Quality of required for the cement production should have the
following composition.
Lime : 50%
Silica : 03%
Aluminum : 04%
Iron Oxide : 0.5%
Magnesia : 0.5%
Loss on Ignition : 43%
Total : 100%
If Magnesia content exceeds 0.4 to 0.5 %, the limestone is not suitable
for cement. Similarly, Lime content is directly proportional to the clinker and
cement quality and quantity.
Gypsum
Gypsum is another important required material for cement
manufacturing, constitutes about 5 % of the weight of the cement. Gypsum is
added in required quantity at the time of grinding of clinker. The clinker and the
required amount of the Gypsum are added to control the setting time of the
cement. India possesses resources of gypsum. Hence its availability is not a
concern for the cement manufacture.
Other Raw Materials
A few other raw materials like Blast Furnace Slag and Fly ash are also
required for the manufacture of the cement. Blast furnace Slag is a waste
product obtained from iron smelting furnace whereas fly ash is the left over ash
from thermal power station.
Inputs
Although limestone is the major raw material for cement industry, the
critical raw material is energy. How well the company uses coal and how much
it costs will determine the success ratio for cement manufactures. Major inputs
in cement manufacturing include coal, power and freight.
Coal
In India coal as the fuel for the manufacturing of cement. Else where in
the world lignite, nature gas and oil are also used. They are not used in India, as
continuous supply of natural gas is not assured used by plants in southern plants
of India, like Dalmia Cement, Chettinad cement etc. as a supplement to coal that
compensates the storage for coal in this area. Cement plants require non-
cooking coal of lower ash content. It should be less than 30 %. A useful heat of
4500 kilocalories per kg of coal. Coal of lower ash enables comparatively lower
quality of limestone. The coal should have volatile matter and high temperature.
Transport of coal is another big issue as many of larger cement plants are
located close to the limestone deposits, which may not have coal deposits
nearby.
S.No. Raw material Tones per day
Consumption per
Tones of cement
1 Limestone 7200 1.4 to 1.5
2 Additives 375 0.06 to 0.75
3 Bauxite iron ore coal 773 1.16 to 0.20
4 Gypsum 200 0.04 to 0.05
5 Product Clinker 500 ----------
Power
Power constitutes about 10% of the total cement production costs. About
3% of the total power generated in the country is used by cement industry. The
average consumption of power in the dry process kilns is around 125 units per
million tons of clinker.
Raw Materials Requirement
Lime stone, Iron ore, Bauxite, Gypsum and coal are the basic raw
materials used in the manufacturing process of cement. The average
consumption of various raw materials is shown in the table.
REQUIREMENT OF RAW MATERIALS
Note
Due to change in the quality of limestone and coal, the consumption of
additives has been changed accordingly.
Lime stone + Additives Raw materials
Raw material (1.46%) + coal Calcinations clinker
Clinker + Gypsum Ordinary Portland cement
Clinker + Fly ash Pozzolanad Portland
Note
Depending upon quality raw materials the above consumption may value
Freight
Freight constitutes a very significant part of the cost structure of cement
units in India. On an average freight for transporting finished product alone
forms 13.85% of the cost of production of large cement plants. The main areas
of freight coast for the cement industries are
Transporting of coal from the coal fields to the cement factories.
Transporting cement from the plants to their markets.
Limestone transport would be even costlier than transporting coal or cement.
Hence cement plants are located in cluster near limestone deposits. Indian
railway is moving up to 60% of the total production.
PRODUCTION PROCESS
There are two types of making cement namely the wet process and the
dry process.
In the dry process limestone and clay are fed in to grinding mill where it
is heated, dried and reduced to a fine powder raw meal. In the modern dry
process plants, the raw meal is mixed with water to form modules. These
modules are then fed in to a moving hag gases from the rotary kiln are
processed into a partially calcinated modules. The calcinated modules then pass
into a short method known as “Hum Bold Suspension Preheated System”. The
raw meal passes the material, which is not in the process, finally enters a short
rotary kiln to be burnt in to clinker.
The clinker obtained by this process is allowed to cool and then feel
into grinding mill along with a small quantity of gypsum. It is reduced to a very
fine powder. The gypsum is added to cement order to control the setting during
the planning of concrete and water. The cement produced will be stocked and
conveyed for packing by ventomatic packers.
ZUARI CEMENTS
COMPANY
PROFILE
ZUARI CEMENTS COMPANY PROFILE
INTRODUCTION
The company zuari Agro Ltd was in corporate on 12th may 1967 zuari
cement limited has been himself off as a separate company with 50-50 share
holding by Zuari industries limited (A.K.K.Birla group company) and Italy
cement group (as Italian cement company) with effect from 1-4-2000 with
Head-quarters at Bangalore, Zuari and Italy cement group (through cement
Francis group company) have formed joint venture company Viz., Zuari cement
limited. It is projected to increase the cement capacity of 2.2MT.
TEXMACO Limited in the year 1995 was changed to Zuari cement by
division of ZUARI CHEMICAL LIMITED, jointly promoted by K.K.BIRLA &
USX CORPORATION a major steel leader in U.S.A.
Company History
Strong foundations for a company of strength.
Zuari entered the Cement business in 1994 to operate the Texmaco Cement
Plant. In 1995, Texmaco’s Plant at Yerraguntla was taken over by Zuari and a
Cement Division was formed. The fledging unit came into its own in the year
2001 when Zuari Industries entered into a Joint Venture with the Italcementi
Group, the 5th largest producer of Cement in the world , Zuari Cement Limited
was born. Zuari Cement took over Sri Vishnu Cement Limited in 2002. Today,
the Company is amongst the topmost cement produces in South India.
Zuari and Italcementi. The strength of two
Zuari Cement is one of the leading cement producers in South India.A fully
owned subsidiary of the Euro 6 billion Italcementi Group, Commitment to
customer satisfaction has seen Zuari Cement grow from a modest 0.5 million
tonne capacity in 1995 to 3.5 million tones today.And earned a place among the
most reliable cement producers in the country.
Italcementi Group History
Founded in 1864, Italcementi was quoted for the first time on the stock markets,
at the Milan Stock Exchange, in 1925, under the name of “Società Bergamasca
per la Fabbricazione del Cemento e della Calce Idraulica” and has been
operating since 1927 under the name of Italcementi Spa
Thanks to a careful plan of investments and take-overs of other cement
producers, the company expanded, quickly reaching a strong position on the
market and becoming the leading cement manufacturer in Italy.
After several acquisitions abroad, in 1992 Italcementi achieved important
international status with its take-over of Ciments Français, one of the main
global cement producer.
In 1997 Italcementi consolidated its verticalisation strategy with the acquisition
of Calcestruzzi, thus becoming Italian leader in the ready-mixed concrete sector.
In March 1997, all the international companies of the Group gathered under one
single corporate identity.
Since 1998 Italcementi Group has been pursuing its internationalisation strategy
by acquiring new cement works in Bulgaria, Kazakhstan, Thailand, Morocco,
India, Egypt and the United States
Vision
To be a world class local business building a better and sustainable future for all
our stakeholders.
Mission
To create value in the building materials sector through the innovative and
sustainable use of natural resources for the benefit of our communities and
clients.
Values
Five values lie at the heart of our Group. These values not only define us but
also act as a guide for our daily activities.
Location of the Plant
Zuari cement is running under the Flagship of Zuari Agro chemicals
Limited. Zuari cement is strategies located 6 kms away from Yerraguntla town
of Kamalapuram (Taluk) in Kadapa district Andhra Pradesh. Railway line has
been laid connection the Yerraguntla station of Zuari Cements.
Location of the plant at this place is having following advantages.
Location in industrial belt of Rayalaseema with sophisticated facilities
like water, electricity, labor, transport etc.
Present of the best limestone proved scientifically for cement.
Low free lime to ensure reduced surface cracks.
Low heat of hydration for better soundness.
Low magnesia content to ensure reduced tensile cracks.
Specially designed setting time to suit Indian working conditions.
Joint Venture with Itali Cement
Zuari group has identified as one of the core business to grow. It has
therefore, been decided to constitute a separate corporate entity and hire off
cement business to it.
To accelerate the growth and achieve capacity additions quickly it decided to
form a joint venture with a strategic partner after careful evaluation the
multinational cement giant italic cement group was identified to be suitable
partner for pursuing growth.
Zuari and Italic cement groups have agreed to form a joint venture with
50-50 equity sharing. The Zuari cement business will get transferred to the joint
venture company Viz. Zuari cement limited.
It is proposed to have quarters of cement business at Hyderabad. It is
proposed to increase the capacity of1.7 MTPA in span of 3 to 4 years. Italic
cement group is the largest producer & distributor of cement in European and
one of the leaders in the world maker place. The group operates in 13 countries
including Belgium, Canada, France, Greece, Italy, Moraco, Spain, Turkey and
U.S with recent acquisition in Bulgaria, Kazakhstan and Thailand.
The group was founded in 1864 and had its head quarters in Bergamo,
Italy; currently the group has 54 plans with an installed capacity of 40 MTPA
spread over 13 countries. The group also has 500 RMC plants all over the
world. The consolidated group turn over in 1998 was 3.4 billion US$. The
group has excellent R & D and Machine design facilities head quartered at
Bergamo, Italy, which renders technical support to all over the group plants.
Future Prospects And Growth
The production capacity has increased from 5 lakh to 17 lakh tones per
annum. In the last before year Zuari cement has entered into joint venture
agreement with italcementic group, which is a multinational company. The joint
venture is for the manufacture and sale of cement.
ORGANIZAITONAL STRUCTURE
The organizational structure of Zuari is simple and flat. The employees
are assigned grades based on their pay packages. These grades are not based on
the job responsibilities may have different grades for reasons like duration of
association with the company
GRADES FOR EMPLOYEES (DESIGNATIONS)
M1 General Manager Top Level
M2
M3
M4
Deputy General Manager
Senior Manager
Manager
Top Level
Top Level
Top Level
M5
M6
M7
Deputy Manager
Assistant Manager
Senior Officer
Middle Level
Middle Level
Middle Level
M8
M9
Officer
Assistant Engineer
Low Level
Low Level
Grades for workers:
E to A : Helpers, Masdoors etc.
1 to 7 : Clerical People.
OBJECTIVES OF THE COMPANY:
To Provide employment to the local employees
To supply best cement at economical prices
To get the optimum utilization of the raw materials available of their own
mines.
Manufacturing quality cement and to stand as a market leader in south
India.
CAREEORS
honesty, fairness, integrity, transparency and mutual respect in managing
the company and in its relations with stakeholders and markets;
dialogue and listening to community needs in order to create value and
widespread opportunities;
protecting the individual by valuing diversity and cultural identity,
professional growth and safety at work;
safeguarding of the environment by pursuing the harmonious integration
of each industrial plant with its landscape and developing innovative
technologies to save natural resources and use renewable energy sources;
promoting innovation aimed at industrial growth and sustainable
development
The MBM program is a MIP-Politecnico di Milano and Italcementi Group joint
initiative responding to the need of creating a managerial development path in
order to prepare participants in tackling major responsibilities. With the
approval of the competent Faculty at Politecnico di Milano, the program has
been accredited as a second level University Master Degree for executives
Careers.
Targets and objectives of the program
The MBM is addressed to both graduates starting their career at Italcementi
Group and graduates with more seniority. The overall objective of the program
is to provide participants with both managerial and technical competencies
needed in the building materials industry.
Training path, timing and qualifications
The comprehensive program lasts five to eight years and the training path is
divided into three different stages
Careers
People: the heart and the soul of a company
Employees training and development are based on the three core values of the
Italcementi Group:
1. Professional excellence
Together with sound strategies, this is what makes the difference. It means
transforming inputs into winning outputs, adding value every day in every
process we manage through our competencies and ways of working.
We have split this value in three behaviors:
Quality of work and method
Problem solving and innovation
Orientation to results and energy
2. Team spirit
In a company nobody wins alone. Concerns and hopes of our teams, our peers,
our colleagues worldwide, and of the communities where we operate are our
concerns and hopes too.
This value requires from managers three types of behaviors:
Coaching and leadership
Cooperation and social intelligence
Group focus: loyalty, transparency, and reliability
3. Think global, act local
This is a key success factor for our industry, where local issues are particularly
relevant. It means to understand the importance of Group standards, policies
and practices, and be able to adapt them to local cultures and contexts.
This value has been defined considering three expected organizational
behaviors:
Global vision
Flexibility, openness and curiosity
Equilibrium and judgment
Recent Developments
Zuari cement has signed on agreement with the cement corporation of
India (CCI) to market CCI’s cement produces from their facility at tender in
Andhra Pradesh.
Zuari Cement shall market this in the state of Tamil Nadu, Kerala,
Andhra Pradesh and pond cherry. The incremental tonnage for zuari cement as a
result of this arrangement is around 3.5 lakh tones.
HUMAN RESOURCE MANAGEMENT POLICIES AND PRACTICES
Training & Development
On the job training is given for apprentices “JEEVANA YATRA”
training program is there for workers development. Nearly 25 workers and 1 or
2 supervisory level employees will participate in this program.
Retirement Benefits
The company is providing retirement benefits for both executives and
non-executives as per the government rules & regulations. The provident fund
payable is 12% f basic & gratuity fund is 4.75%.
Industrial Relations
Industrial relations are very cordial. It is duty of the personnel manager
to keep the organization in right manner by maintaining fair relations with the
workers. Three unions’ exits in zuari among them on are recognized.
WORKING CONDITIONS
The working conditions arises of the credit the productive environment
other recreational facilities provided by zuari cement will be make the workers
to feel moves more and more comfort enhancing the production targets the
management of Zuari cement will also take enormous preventive and security
measures without happen unto wards things like accidents, explosive and other
polluted problems.
Shifts Of Working
The unit works around the clock. The working shifts are as follows.
Shifts During Lunch & Dinner
General Shift 8am to 5pm 12 noon to
1pm
Shift – A 6am to 2pm 11.30 to 12.00noon
Shift – B 2pm to 11pm 7.30 to 8.00pm
Shift – C 11pm to 7am No break.
Fist –Aid And Ambulance Facility
All provisions according to rules are important on shop floor and all
departments. First-aid boxes are fixed at short distance from work side. There is
one ambulance provided in the dispensary that too for 24 hours.
Measures To Pollution Control
Generally cement plant causes major impact on the environment due to the
continuous handling of raw material, immediately and final products from
gusting packing stages. At zuari cement unit several pollution control
equipment like multi clone dust collectors & electro static precipitator (ESR)
has been installed to minimize the impact on environment Pollution caused by
the cement plant.
Housing Facilities
The quarter’s facilities are also available nearer to the factory premises.
The company has provided 157 quarter to their employees. The total occupied
for township for 177 acres of land. The company is giving house rent
allowance to the wage board employees according to their categories. In the
case of wage board employees. The house rent is 30% of their basic salary.
The Other Facilities Provided By The Company Are
Recreational facilities
Sports and games
Cultural activities
Gratuity
Major Users of Zuari cement
Zuari cement is marked through out south India by a wide network of
stockiest. The zuari sales officers and representatives are based in almost all
cities and towns in south India.
Major users of zuari cement are as follows.
Madras refineries limited.
Airport authority of India
Tamilnadu real estate limited
East coast construction and industries limited.
Tamil Nadu port trust.
Asia pacific hotels limited
Grind well Norton limited
Tirumala Tirupati Devasthanam
APSEB – Srisailam power project.
Ramco industries visaka industries.
Hyderabad Everest limited
Nagarjuna Construction.
CORPORATE MARKETING OFFICE
Zuari cements limited corporate marketing office is at Chennai
(Tamil Nadu) and branches are at:
Hyderabad - Andhra Pradesh.
Visakapatnam - Andhra Pradesh.
Bang lore - Karnataka.
Cochin - Kerala.
Hanaji - Gao.
Chennai - Tamil Nadu.
Bhuwaneswar - Orrisa.
Competitors
Penna - Tadipathri
Ultra Tech - Tadipathri
Malabar - Cochin
BOARD OF DIRECTORS
DIRECTOR : Saroj Kumar Poddar, Chairman
Rodolfo Danielle
Yves Rene Nanot
Goran Siefert
Maurizio Caneppele, Managing Director
Raghunathan Vishwanathan
EXECUTIVES : Director-Marketing : K.Srivasthava
Director- Technical : P.Sheoran
Vice President : S.Suresh
COMPANY
SECRETARY : L.R.Neelakanta
BANKERS : State Bank of India, Andhra bank,
BNP Paribas, Standard chartered Bank,
State Bank of Hyderabad.
AUDITORS : BSR& Co,
Chartered accountants, Bangalore.
FACTORY : Krishna Nagar,
Yerraguntla, Kadapa Dist.
CORPORATE
OFFICE : No.1, 10th Main hall III Stage,
Jeevanbhima, Bangalore
PRODUCT
PROFILE
PRODUCT PROFILE
Zuari Cement manufactures and distributes its own main product lines of
cement .We aim to optimize production across all of our markets, providing a
complete solution for customer's needs at the lowest possible cost, an approach
we call strategic integration of activities.
Cement is made from a mixture of 80 percent limestone and 20 percent
clay. These are crushed and ground to provide the "raw meal”, a pale, flour-like
powder. Heated to around 1450° C (2642° F) in rotating kilns, the “meal”
undergoes complex chemical changes and is transformed into clinker. Fine-
grinding the clinker together with a small quantity of gypsum produces cement.
Adding other constituents at this stage produces cements for specialized uses.
ZUARI CEMENTS RANGE OF CEMENT
Zuari Superfine Cement Zuari 43 Grade Cement Zuari
Superfine P53 cement
ZUARI SUPERFINE CEMENT
ZUARI 43 GRADE CEMENT
ZUARI SUPERFINE P 53 CEMENT
Quality
Six strong benefits that make Zuari 43, 53 Grade, Super fine, the
ideal cement.
1. Higher compressive strength.
2. Better soundness.
3. Lesser consumption of cement for M-20 Concrete Grade and above.
4. Faster de shuttering of formwork.
5. Reduced construction time with a superior and wide range of cement
catering.
6. To every conceivable building need, Zuari cement is a formidable player
in the cement market.
Here just a few reasons why Zuari cement chosen by millions of
India.
Ideal raw material
Low lime and magnesia content and high proportion of silicates.
Greater fineness.
Slow initial and fast final setting.
Wide range of applications.
Quality customer services.
Features That Promise Better Performance
Concrete of better strength and workability since voids of air and water
are reduced.
Protection against alkali aggregate reaction due to the presence of a very
glassy state of silica.
Resistance towards chemical attacks and lowers permeability.
Long term durable concrete, because of low free lime.
Lower heat of hydration
NEED FOR THE STUDY
In today’s competitive world it has become crucial for any organisation to be
efficient in all areas. Human capital is the most important asset of any
organisation. An employee faces different pressures both in and out of the work
place. These pressures cause stress in the individual and cause a burned out
employee. Only a stress-free employee can deliver a performance that is
benefiting to the company. So it is crucial to identify the various causes of stress
in the employees.
OBJECTIVES OF THE STUDY
To identify the various factors causing stress among employees.
To differentiate different types and levels of stress.
To know the effectiveness of an individual occupying a particular role
in an organization under stressful conditions.
To study various methods adopted by the company to reduce stress.
To recommend and suggest measures for improving stress
management in the organization.
RESEARCH METHODOLOGY:
Research Method
The method of study explains the systematic way of finding predetermined
objectives. Moreover this provides the clear path to accomplish and achieve
clear solution for the problem stated. The following are the stages through
which I had passed to obtain the conclusion.
Research Instrument
The questionnaire entitles A STUDY ON EMPLOYEE STRESS IN ZUARI
CEMENTS PVT LIMITED YERRAGUNTLA. Is the main instrument used to
collect data. The questionnaire is designed to elicit the information about the
reasons for stress among employees.
Research Design
In this study, the research design used is descriptive in nature as it describes the
views, opinions and perceptions of the employees.
Nature of Data
Primary Data
It refers to the first hand information that is collected from the questionnaire and
personal interviews.
Secondary Data
It is either published or unpublished data. Secondary data is taken from
organisational profiles, official publications and websites.
Sampling Procedure
The sampling procedure used in the study was convenience sampling method.
Sampling Unit
Employees belonging to ZUARI CEMENTS LIMITED YERRAGUNTLA
constitute as sampling unit.
Sampling Size
The sample size is 50 employees of ZUARI CEMENTS PVTLIMITED
YERRAGUNTLA.
SCOPE OF THE STUDY
The study has been conducted on workers of Zuari Cements Limited,
Yerraguntla. The scope of this study is to identify the major causes of stress on
employees and to find various stress management programmes adopted by the
company. This study also includes the analysis of the sources of stress and also
about the remedial actions taken to reduce the above problem.
LIMITATIONS OF THE STUDY
Time limit was a major limiting factor in conducting the study and hence
restricted only to the few employees in Zuari Cements Limited
Yerraguntla .
Since the study was conducted only on few employees the results cannot
be generalized through out the company
STRESS
INTRODUCTION
STRESS INTRODUCTION
Stress usually refers to a state of mental or emotional strain. The concept
of stress had its origins in the physical sciences. The first application of stress to
human experience began to occur in the medical literature. In the 1920’s, a
young medical at McGill University, Hans Selye became fascinated in his
studies with body’s responses to illness. His curiosity led him to a detailed study
of stress responses in laboratory rats.
Selye’s well-known definition of stress, based on his research is “the
non-specific response of the body any demand made upon it”.
According to Walt Schafer, “stress is arousal of mind and body in
response to demands made on them”.
Randall S. Schuler defines stress as “a dynamic condition in 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 uncertain
and important”.
Donald Tubesing said that “stress is like spice – in the right proportion it
enhances the flavour of a dish. Too little produces a bland, dull meal; too much
may choke”.
Symptoms of Stress
It is distress, one is most concerned about because it is the type that
affects the individual in the negative way. The early warning signs or distress
symptoms are –
1. Emotional Distress Symptoms
Anxiety
Depression
Anger
Fear
Sadness
Frustration
Guilt
Shame
2. Cognitive Distress Symptoms
Fuzzy, foggy thinking
Forgetfulness
Mental block
Inability to concentrate
Nightmares
3. Behavioral Distress Symptoms
Direct Symptoms
Talking faster than usual
Stuttering or stumbling in speech
Difficulty sitting still
Difficulty staying with one activity for very long
Short-tempered
Significant interpersonal conflict
Indirect Symptoms
Increased smoking
Increased alcohol consumption
Increased consumption of coffee, tea, colas, chocolates etc
Increased use of prescribed medications to reduce tension
Use of illegal drugs
Use of television as an escape
4. Physical Distress Symptoms
Trembling or nervous twitch
Dryness of mouth or throat
General fatigue or heaviness
Pounding of heart
Loss or increase of appetite
Chest pain
Back pain
Decreased interest in sex
Constipation
These distress symptoms serve as warning messages that something is wrong
and needs to be changed. Distress often leads to two types of disorders, physical
and psychological. Few are listed below.
Migraine headaches
Non-cardiac chest pain
Rheumatoid arthritis
Tension headaches
Gastritis
Ulcers
Heart attack
Cancer
Dizzy spells
High blood pressure
Panic attacks
Distress if prolonged and recurring it can cost the individual a lot. The costs of
distress are –
Decreased productivity
Joylessness
Physical illness
Lowered energy
Decreased satisfaction with life, work and relationships
Low self-esteem
Family break-ups
Physical abuse
Model of Stress
Causing stress
Environmental FactorsEconomic UncertaintyPolitical UncertaintyTechnological
Uncertainty
Organizational FactorsTask DemandsRole DemandsInterpersonal DemandsOrganizational StructureOrganizational
LeadershipsOrganizational Life
Stage
Individual FactorsFamily ProblemsEconomic ProblemsPersonality
Individual DifferencesPerceptionJob ExperienceSocial SupportBelief in Locus of
ControlSelf- efficacyHostility
Experienced Stress
Physiological SymptomsHeadaches High Blood PressureHeart Disease
Psychological SymptomsAnxiety Depression Decrease in Job
Satisfaction
Behavioural Symptoms Productivity Absenteeism Turnover
Potential Sources Consequences
Stress & Job Performance
Stress is either helpful or harmful to the job performance, depending upon
the amount of it and the individual’s ability to deal with it. Some people thrive
in stressful situations while others are overwhelmed by the very same situations.
When there is no stress, job challenges are non-existent and performance is
likely to be low. As stress increases, performance also tends to increase,
because it helps an individual to muster up resources to meet the job
requirements. In due course stress reaches a level that corresponds with the
person’s day-to-day performance capability. If the stress becomes too great,
performance begins to decline, because stress intervenes with it. If stress
increases to a breaking point, performance becomes zero.
High
High
Low
LowStress
Job Performance
Stress Management
There is no single way for reducing stress. Organizations today are not
focusing on just managing stress but are trying to promote wellness among their
employees. The whole point of managing stress effectively is to promote
wellness for self and for others. Wellness is the process of living at one’s
highest possible level as a whole person and promoting the same for others.
Various stress management activities are-
Job redesigning
Goal setting
Improved personnel selection
Increased organizational communication
Establishment of corporate of wellness programs
Employee counseling
Career planning
Employee Assistance Programs (EAP)
An individual can also take personal responsibility for reducing his/her
actions stress levels.
Exercise
Healthy food
Sleep management
Relaxation techniques like meditation, Visualization, breathing
Behavioural self-control
Time management
Improving social ties or social support network
Level of stress
Levels of stress in an employee are measured in mild, moderate, severe &
extreme terms.
Extreme levels of stress affect the person in a bad way.
TABLE-6.1
RESPONDENTS’ BY LEVEL OF STRESS
S.NO STRESS N.O OF
RESPONDENTS
PERCENTAGE
1. Mild 15 30
2. Moderate 13 26
3. Severe 15 30
4. Extreme 7 14
TOTAL 50 100
It has been found that out of total 50 number of respondents30% of
respondents are found to be mildly stressed.26% of respondents is found to
be moderately stressed.30% of respondents are found to be severely
stressed.14% of respondents are found to be extremely stressed.
As majority of employees are currently experiencing stress care should be
taken that the stress level does not increase by which the employee get
exhausted or burnout.
0
5
10
15
20
25
30
35
MILD MODERATE SEVERE EXTREMENo.of employees Employees %
Fig:-6.1
WORKING CONDITIONS
Working conditions are the major stressors in any organization
Working conditions act both as stress relievers and stressors.
TABLE-6.2
Opinions of respondents whether working conditions make them feel stress
or not.
S.NO OPINION N.O OF
RESPONDENTS
PERCENTAGE
1. Yes 33 66
2. No 17 34
TOTAL 50 100
It has been found that out of total 50 numbers of respondents 66% of
respondents felt working conditions made them to feel stress.33% of
respondents felt working conditions had not made to feel stress.
As it has been analyzed majority of employees are currently experiencing
stress by working conditions so steps should be taken to improve the
working conditions to avoid stress.
0
10
20
30
40
50
60
70
No. of employees Employees %
YES NO
Fig:-6.2
STRESS EFFECTS
Stress effects production and productivity to great extent.
An employee under stress cannot deliver performance that is beneficial to the
company.
TABLE-6.3
EFFECT OF STRESS ON PRODUCTION AND PRODUCTIVITY
S.NO EFFECT OF
STRESS
N.O OF
RESPONDENTS
PERCENTAGE
1. Some Extent 20 40
2. Great Extent 19 38
3. Not at all 11 22
TOTAL 50 100
It has been found that out of total 50 number of respondents40% of
respondents felt production and productivity is effected to some extent by
stress.38% of respondents felt production and productivity is effected to
great extent by stress.22% of respondents felt production and productivity
is not at all effected by stress.
According to most of the respondents it has been analyzed that production
and productivity is effected by stress.
0
5
10
15
20
25
30
35
40
45
SOME EXTENT GREAT EXTENT NOT AT ALL
No. of employees Employees %.
Fig:-6.3
TYPES OF STRESS
There are different types of stress experienced by the employees like
psychological physical sociological job/rate depending on the situation
experienced.
TABLE-6.4
RESPONDENT’S BY TYPES OF STRESS
S.No STRESS N.O OF
RESPONDENTS
PERCENTAGE
1. Psychological 31 62
2. Physical 7 14
3. Sociological 4 8
4. Job/ Rate 8 16
TOTAL 50 100
It has been found that out of total 50 numbers of respondents 62% of
respondents are having psychological stress.14% of respondents are having
physical stress.8% of respondents are having sociological stress.16% of
respondents are having job/rate stress.
As it has been analyzed many of respondents (70%) are having
psychological stress rather than physical, sociological, job/rate.
010203040506070
PSYCHOLOGICAL PHSICAL SOCIOLOGICAL JOB/ RATE
No. of employees Employees %
Fig:-6.4
STRESS
Stress may be a motivator or demotivator it depends on the receiving of the
stress by the person.
TABLE-6.5
RESPONDENTS PERCEPTION TOWARDS STRESS
S.No STRESS N.O OF
RESPONDENTS
PERCENTAGE
1. Motivater 17 34
2. Demotivater 33 66
TOTAL 50 100
It has been found that out of total 50 numbers of respondents.34% of
respondents felt that stress is motivator for them.66% of respondents felt
that stress is demotivator for them.
As it has been analysed many of respondents felt that stress is a
demotivater for them so care should be taken to avoid stress.
05
101520253035404550
No. of employees Employees %
MOTIVATER DEMOTIVATER
Fig:-6.5
STRESS WITH TOP MANAGEMENT
Stress may be felt by the employees with top management due to many reasons
such as rules procedures challenges confidence maintaining etc
TABLE-6.6
Respondents, by feeling stress with
S.No STRESS WITH TOP
MANAGEMENT
N.O OF
RESPONDENTS
PERCENTAGE
1. Rules and Regulations 19 38
2. Procedures and
Methods
14 28
3. Accepting the
Challenge
10 20
4. Confidence
(maintaining)
7 14
TOTAL 50 100
It has been found that out of total 50 numbers of respondents 38% of
respondents felt stress with top management due to rules and regulations.28%
respondents felt stress with top management due to procedures and
methods.20% respondents felt stress with top management due to accepting
challenges.14% respondents felt stress with top management due to confidence
maintenance.
As it has been analysed many of respondents felt stress due to rules and
regulations and the procedures and methods of top management care should be
taken in framing rules and regulations to avoid stress.
0
5
10
15
20
25
30
35
40
RULES ANDREGULATIONS
PROCEDURESAND METHODS
ACCEPTING THECHALLENGE
CONFIDENCE(MAINTAINING)
No. of employees Employees %
Fig:-6.6
STRESS RELEIVERS AT WORK
There are several factors that act as stress relievers at work place which make an
employee stress free and work with his full potential.
TABLE-6.7
RESPONDENTS VIEW ON STRESS RELEIVERS AT WORK PLACE
S.NO STRESS
RELEAVERS
N.O OF
RESPONDENTS
PERCENTAGE
1. Work Atmosphere 17 34
2. Good Relationship
in dept
14 28
3. Pay and Allowances 8 16
4. Growth
Opportunities
11 22
TOTAL 50 100
It has been found that out of total 50 numbers of respondents34% of
respondents felt work atmosphere is stress reliever at work place.28% of
respondents felt good relationship is stress reliever at work place.16% of
respondents felt pay and allowances are stress reliever at work place.22% of
respondents felt growth opportunities are stress reliever at work place.
Many of respondents felt work atmosphere and good relationship in the
department are stress relievers for them at work place.
0
510
1520
25
3035
40
WORKATMOSPHERE
GOODRELATIONSHIP
IN DEPT
PAY ANDALLOWANCES
GROWTHOPPORTUNITIES
No. of employees Employees %
Fig:-6.7
COMMUNICATION OF STRESS
Communication of stress with coworkers shows the relation between the
employees good interpersonal relations are best stress relievers at work place.
TABLE-6.8
Respondent’s opinion on communication of stress with coworkers
S.No OPINION N.O OF
RESPONDENTS
PERCENTAGE
1. Yes 29 58
2. No 21 42
TOTAL 50 100
It has been found that out of total 50 numbers of respondents58% of respondents
communicate with co-workers and 42% of respondents not communicate stress
with co-workers.
As it has been analyzed that 58% of respondents communicate with co-workers
while 42% doesn’t we can say that the relation between the employees is good.
0
10
20
30
40
50
60
70
No. of employees Employees %
YES NO
Fig:-6.8
CAUSES OF STRESS
Stress is caused due to the poor interpersonal relations i.e. (conflicts, lack of
coordination) in the organization good interpersonal relations are best stress
relievers at work place.
TABLE-6.9
Respondents feel stress by conflicts with colleagues, superiors, and
subordinates.
S.No OPINION N.O OF
RESPONDENTS
PERCENTAGE
1. Yes 32 64
2. No 18 36
TOTAL 50 100
It has been found that out of total 50 numbers of respondents 64% of
respondents felt that conflicts with colleagues, superiors, and subordinates cause
stress and 36% of respondents felt that conflicts with colleagues, superiors and
subordinates do not cause stress.
As it has been analyzed many of respondents 64% of respondents felt that
conflicts with colleagues, superiors, and subordinates cause stress, steps should
be taken to avoid conflicts between employees.
0
10
20
30
40
50
60
70
No. of employees Employees %
YES NO
Fig:-6.9
RECREATION FACILITIES
Recreation facilities help the employee to get out of work pressures and become
stress free.
Thus it is important to have recreation facilities in the organization.
TABLE-6.10
RESPONDENTS HAPPY ABOUT RECREATION FACILITIES
S.NO OPINION N.O OF
RESPONDENTS
PERCENTAGE
1. Yes 22 44
2. No 28 66
TOTAL 50 100
It has been found that out of total 50 numbers of respondents44% of respondents
are happy about recreation facilities.66% of respondents are not happy with
recreation facilities.
As it has proved many of respondents are not happy about recreation facilities,
steps should be taken to improve recreation facilities which are major stress
relievers.
0
10
20
30
40
50
60
70
No. of employees Employees %
YES NO
Fig:-6.10
FINDINGS
FINDINGS
It has been found that 70% of employees among the sample are
undergoing stress.
62% of employees the stress is psychological at work place.
66% of respondents are stressed due to working conditions.
78% of respondents felt that production and productivity is effected to by
stress.
66% of respondents felt that stress is demotivator for them.
38% of respondents felt stress with top management due to rules and
regulations.
62% of respondents felt work atmosphere and good relationship in
department is stress reliever at work place.
58% of respondents communicate stress with co-workers.
64% of respondents felt that conflicts with colleagues, superiors, and
subordinates cause stress
66% of respondents are not happy with recreation facilities.
CONCLUSION
CONCLUSION
An individual’s success or failure in controlling stress depends on his physical
and psychological strength. If he faces stress with positive attitude, it wills
cerate a lot of positive energy to achieve the task. Excessive role stress will
affect the employee’s motivation and health leading to lack of interest in the
role. The commitment of the organization and the individual are very important
factors in managing stress effectively. The cost of stress is very expensive
because it affects the individual, the organization, and the society at large. The
organization should create a good relationship and team spirit among the
employees by providing a flat organizational structure.
The existence of work stress, in and of itself, need not imply lower
performance. The stress can either be a positive or a negative influence on
employee performance. For many people, low to moderate amounts of stress
enable them to perform their jobs better, by increasing their work intensity,
alertness, and ability to react. However, a high level of stress, or even a
moderate amount of sustained over a long period, eventually takes its toll, and
performance declines. Even though low to moderate levels of stress may
improve job performance, employees find stress dissatisfying.
The study has revealed that sufficient scope exists to reduce the role
stress of employees in Zuari Cements Limited, Yerraguntla just by taking small
measures.
Suggestions
Suggestions
It is recommended to the company to organise frequent camps or programs on
meditation, yoga, physical exercises, and transcendental meditation and stress
management.
It is recommended to the company to conduct frequent recreational programs
like get together in departments concerned, parties on occasions like birth days
of the employees on the achievements of particular department cultural
activities, sports recreational trips.
It is recommended to the company to improve interpersonal relationships
among the employees of different departments by bridging the gap between
superiors and subordinates. These can be a long way in reducing the degree of
stress to some extent.
QUESTIONNAIRE
Employee name:
Designation:
Academic qualification:
Experience:
1. How do you rate the level of your job stress at zuari cements ltd?
A) Mild b) moderate c) severe d) extreme
2. Does the working conditions like working hours, infrastructure etc.
Make you to feel stress?
a) Yes b) no
3. Do you communicate the job stress with your co-workers?
a) Yes b) no
4. How much does stress effect production & productivity in organization?
A) Some extent b) great extent c) not at all
5. Does your personal problems (family) are cause for stress at work?
a) Yes b) no
6. Does your job utilize your full potential?
a) Yes b) no
7. Does your Management encourage creativity, innovation continuous
improvement In our organization?
a) Yes b) no
8. Do you agree that employees are recognized as resource centers rather
than cost centers at Zuari cements ltd?
a) Yes b) no
9. Which of the following factors related to your job makes stress relived at
Work place?
a) Work atmosphere b) good relationship in dept.,
c) Pay&allowances d) growth opportunities
10. Do you think conflicts with colleagues, superiors, subordinates are a cause
of stress?
a) Yes b) no
11. Do you feel that the demand for error-free work cause you stress?
a) Yes b) no
12. Identify the major types of stress you feel?
A) Psychological b) physical c) sociological d) rate/job
13. Do you feel happy about recreational facilities in zuari cements ltd?
a) Yes b) no
14. do you agree that inter personal relations & team spirit will develop
Employee?
a) Yes b) no
15. Is your performance affected when you are under stress?
a) Yes b) no
16. Stress for you is a?
A) Motivator b) demotivator
17. How will you face stress with top management?
A) Rules®ulations b) procedures &methods (following)
c) Accepting the challenge d) confidence (maintaining)
18. Will your company provide any programes to relieve from stress?
a) Yes b) no
19. Kindly give your valuable suggestions to reduce stress in the
Organization
THANK YOU
BIBLIOGRAPHY
BIBLIOGRAPHY
HUMAN RESOURCE MANAGEMENT – K.ASWATHAPPA
PERSONNEL/HUMAN RESOURCE MANAGEMENT-P.SUBBA RAO
Websites
www.google.com
www.zuaricements.com
www.italicements.com
www.stressmanagement.com
