CHAPTER - I

INTRODUCTION

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 ABSTRACT
Stress management (SM) is a commonly used word with a simple definition. Many studies

assessing its efficacy exist in the literature, however, it is unclear how many distinct types of

SM exist or how helpful they are for which specific issue. A total of 153 papers on SM were

looked at to see whether there was any agreement on definitions and treatment regimens. The

findings revealed that a common delivery structure existed (mainly in group form, 8–10

sessions in duration, and multi-technique), however, the number of methods utilized was vast,

techniques were inconsistently labeled, and techniques were often inadequately explained.

The conclusion is that the word "stress management" is operationally defined so differently in

outcome research that comparisons of SM outcome studies are not relevant at this time.

People at work are concerned about a variety of issues, including increased job rivalry,

globalization, terrorism, yearly evaluations, the financial crisis, and even new technologies.

Apart from that, workers are under pressure to achieve sales goals, arrive on time for

meetings, and adapt to organizational changes by learning and adopting new processes. All of

this may lead to various degrees of stress. Working stress is now the leading cause of

unscheduled absence from work. Employees have identified inefficient management, a lack

of management decision-making, excessive working hours, uncertainty about future

employment prospects, and workplace pressure as some of the causes of stress. As a result,

companies should see organizational stress as a significant issue, and they should take steps

to avoid workers from being stressed as a result of their jobs. It may have a detrimental

impact on an organization's productivity and competitiveness, as well as raise healthcare

expenditures. Stress is caused by actions or circumstances that put physical or psychological

demands on individuals over time. Physical and mental stress are both necessary for proper

and healthy development, and moderate levels of stress in the job may boost productivity.

However, if stress is not effectively handled, it may lead to burnout as well as medical issues.

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One of the most common sources of stress at work is a sense of unfairness or unfair

treatment. Employees are both physically and psychologically impacted by effective stress

management. At work, simple and cost-effective treatments include music and physical

activity, as well as recommendations for rest, nutrition, and meditation. Tasks may also be

reassigned, and work schedules can be made more flexible.

1.1 INTRODUCTION TO STRESS MANAGEMENT

Stress management encompasses a broad range of methods and psychotherapies targeted at

lowering a person's stress level, particularly chronic stress, to enhance daily functioning. In

this context, the term stress refers solely to stress that has substantial negative effects, or

distress in Hans Selye's definition, rather than what he refers to as eustress, stress with

beneficial or otherwise beneficial outcomes.

Stress causes a wide range of physical and mental symptoms, which vary depending on the

circumstances of each person. These may involve both physical and mental health issues. In

today's culture, stress management is seen as one of the keys to a happy and successful

existence. [1] Although life is full of obligations that may be tough to manage, stress

management offers a variety of options for reducing anxiety and maintaining general well-

being.

Although stress is generally considered a subjective feeling, it may be measured using a

variety of physiological tests similar to those used in polygraphs.

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Many practical stress management methods are available, some for use by health

professionals and others for self-help, that may assist a person to decrease stress, give good

emotions of control over their lives, and improve overall well-being. Other stress-relieving

methods include incorporating a regular exercise regimen, spending quality time with family

and pets, meditation, choosing a hobby, writing down your thoughts, emotions, and moods,

and speaking with a trusted person about your concerns. It's important to remember that not

all stress-relieving methods will work for everyone, which is why experimenting with various

stress-relieving techniques is critical to determine which approaches work best for you. Two

individuals on a roller coaster, for example, might be screaming and clutching the bar while

the other is smiling and raising their hands in the air (Nisson). This is an excellent illustration

of how stress affects people differently, necessitating therapy that is tailored to their specific

needs. These methods do not need a doctor's permission, but it is essential to evaluate

whether a doctor's technique works better for you.

Because there is presently little data on the efficacy of different stress management methods,

evaluating their effectiveness may be challenging. As a result, the quantity and quality of

evidence supporting different methods vary greatly. Some are recognized as effective

treatments for use in psychotherapy, while others are called alternative therapies since there is

less evidence in their favor. There are many professional organizations dedicated to

promoting and training in traditional and alternative treatments.

There are many stress management theories, each with explanations of how stress is

controlled. Much more study is needed to get a better understanding of which mechanisms

are successful in practice and how they work.

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DEFINITION (1.2):

One of the early pioneers of stress research was Hans Selye. “Stress is not always anything

terrible — it all depends on how you handle it,” he said in 1956. The stress of exciting,

effective labor is good, while the stress of failure, humiliation, or infection is harmful.”

Regardless of whether the event was good or bad, Selye thought that the physiological

consequences of stress would be felt. Since then, a lot of more study has been done, and

views have evolved. Stress is now widely regarded as a "bad thing," with a variety of

physiological and long-term consequences. These impacts have only been seen in favorable

circumstances a few times. The most often used definition of stress is as follows:

Stress is a state or emotion that occurs when a person believes that "demands surpass the

individual's ability to mobilize personal and societal resources." In a nutshell, it's how we feel

when we believe we've lost control of the situation. Although we acknowledge several

definitions, this is the primary one used in this part of Mind Tools.

unexpected circumstances trigger an interwoven innate stress reaction As a result, our stress

reaction is both instinctive and partly a result of how we think. The following are the different

kinds of stress:

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1.3 STRESS CONCEPT

Over the past century, a great deal of study has been done on stress. Some of the ideas that
underpin it are now well-established and widely accepted, while others are still being
investigated and disputed. There seems to have been something like to open conflict between
opposing ideas and definitions at this time: Views have been passionately held and fiercely
maintained. What complicates matters is that we all instinctively believe we understand what
stress is because we have all experienced it. As a result, a definition should be self-evident...
Unless, of course, it isn't.

CHRONIC STRESS (1.4)

Chronic stress is defined as stress that lasts for an extended period of time or happens often.
Chronic stress has the potential to be harmful. Chronic stress may cause the following
symptoms:

• stomach ache

• headache

• backache

• insomnia

• anxiety

• depression

• Anger.

It may develop to panic episodes or panic disorder in the most severe instances. Exercise, a
good diet, stress management, relaxation techniques, sufficient rest, and soothing hobbies are
just a few of the ways to handle chronic stress.

In those who have low magnesium levels or who have a magnesium deficit, ensuring a
balanced magnesium-rich diet may help manage or eliminate stress. Chronic stress may also
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create a magnesium shortage, which can contribute to ongoing chronic stress as well as a slew
of other negative medical problems. It has been found that the number of individuals
suffering from this disease has increased dramatically. Insomnia affects a significant
percentage of these new patients. The authors discovered that stress has a role in initiating or
exacerbating depression and cardiovascular illness, as well as accelerating the development of
HIV/AIDS, in a study of the scientific literature on the connection between stress and disease.
When a substance undergoes stress, it is said to be under compression. Compressive force on
bars, columns, and other structures usually causes them to shorten. When you load a
structural member or a specimen, the compressive stress rises until it reaches compressive
strength. Failure will occur as yield for materials with ductile behaviour (most metals, some
soils, and plastics) or as rupture for materials with brittle behaviour (most metals, some soils,
and plastics) (geometries, cast iron, glass, etc). Increased compressive force causes buckling
at lower stress than compressive strength in long, thin structural components such as columns
or truss bars, resulting in structural collapse.

Compressive stress is measured in stress units (force per unit area), which are typically
negative to indicate compaction. Compressive stress, on the other hand, is expressed with
positive values in geotechnical engineering.

IN BIOLOGICAL TERMS, 1.6 STRESS:

Stress is a scientific word that describes the effects of a human or animal body's inability to
react properly to real or imagined emotional or physical dangers to the organism. Alarm and
adrenaline production, short-term resistance as a coping strategy, and fatigue are all part of it.
It refers to a human or animal body's incapacity to react. Irritability, muscle tension, difficulty
to focus, and a range of bodily responses, such as headaches and a faster heart rate, are all
common stress symptoms. In the 1930s, endocrinologist Hans Selye coined the word "stress"
to describe physiological reactions in experimental animals. Later, he expanded and
popularised the idea to encompass human perceptions and reactions to daily problems.
"Stress" relates to the organism's response, whereas "stressor" refers to the perceived danger,
according to Selye. Stress may be beneficial under some situations. Eustress, for example,
may be an adaptive reaction that causes internal resources to be activated in order to face
difficulties and accomplish objectives. The word is frequently used by laypeople as a catch-
all for any perceived problems in life, rather than in a literal or biological meaning. It also
became a euphemism for "stressed out," a means of alluding to difficulties and garnering
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compassion without being overtly candid. It encompasses a wide variety of occurrences, from
minor annoyance to more serious issues that may lead to a complete collapse of health. In
today's world,
Almost any occurrence or circumstance that falls between these two extremes may be
classified as stressful.

GOOD STRESS VS. BAD STRESS (1.7):

Stress is often misconstrued as a bad experience, with few people appreciating the
significance and use of good stress. Stress is omnipresent and inevitable in our daily lives;
thus, we should focus on distinguishing between good and negative stress. This will assist us
in learning to deal with negative stress while also allowing us to harness the power of good
stress to help us accomplish more. Stress is divided into four categories: eustress, distress,
hyper stress, and hypo stress. Negative stress may lead to a variety of medical and
psychological issues, while good stress can be very beneficial. This is how we distinguish
between them.

1.8 STRESS IN EUROPE:

This is a healthy kind of stress that prepares your mind and body for the problems you've
identified. Eustress is a physiological response in which your body increases blood flow to
your muscles, causing your heart rate to rise. Athletes before a competition or a management
before a big presentation would benefit from eustress, since it would provide them with the
motivation and fortitude they need.

1.9 DISEASE

We've all heard of this term and are aware that it refers to a bad kind of stress. This happens
when the mind and body are unable to deal with changes, which typically happens when
things are out of the ordinary. Acute stress and chronic stress are two types of stress. Acute
stress is severe, yet it only lasts a short time. Chronic stress, on the other hand, lasts for an
extended length of time. A change in work scope or routine that the individual is unable to
manage or deal with may be a trigger event for distress.

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1.13 THE STUDY'S OBJECTIVES

• Determine the current stress level of Amazon.in Hyderabad workers.

• Investigate the organization's primary sources of workplace stress.
• To determine the link between stress and employee performance.
• Investigate the variables that contribute to employee stress.
• To investigate the effect and utility of Work Stress Management, as well as to provide
strategies for reducing the risk of work-related stress.
• To look at other options for reducing staff stress.

1.14 STUDY REQUIREMENTS

Stress management is critical in today's society. It's essential for living long, happy lives with
fewer problems. There are many approaches to coping with stress, ranging from addressing
its sources to simply burning off its effects.

A greater sense of self-awareness and connectedness

• Improved health and happiness
• Having a more optimistic and self-assured attitude
• Increasing your productivity and motivation
• Fewer episodes of sickness, colds, and time away from work
• Getting more sleep and being more awake
• More inventiveness
• Less annoyance makes it more enjoyable to be around.
• Commuting issues have a lesser effect.
• Improving your management of people

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1.15 STUDY OBJECTIVES

This research on Work Stress Management is only available to employees of the company.
The research is focused on the organization's workers. This isn't due to a lack of resources;
rather, the nature of the research constrains it. It investigates whether or not stress exists
among workers in the company and analyses the variables that contribute to stress (If any). It
also outlines the different measures taken by the company to manage employee job stress,
which may be used as a future reference for employee-related decision-making and policy-
making. Employee morale is shown in this research.

1.16 METHODOLOGY OF RESEARCH

INTRODUCTION (1.16.1):

Various stages that are usually taken by a researcher in examining his research issue, as well
as reasoning, are covered under Research Methodology.

It is talked behind them. The research technique has a lot of different aspects to it.

The research approach should include research methodologies. It is required for

The researcher must develop his or her own technique for his or her issue, since it may vary
from that of others.

from one issue to another The researcher has made a number of mistakes while conducting
the research.

the following technique was used

Study in the Field:

The survey was performed among executives and office level workers at AMAZON.IN by
the researcher. Because workers were working, a study of the whole system could not be
completed as a whole and was limited to the company's unit.

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1.16.2 DATA COLLECTION

1.16.2.1 PRIMARY INFORMATION:

Through a survey and a personnel interview, primary data was gathered from the
organization's workers.

SECONDARY DATA:

Secondary data was gathered from a variety of sources, including published publications,
business websites, and historical company documents.

RESEARCH DESIGN

The study is being conducted using a descriptive research approach. The majority of the
technique used in this design is qualitative.

1.16.4 STUDY TYPES

• The current research is exploratory in nature, descriptive in nature, and causal in nature.

• It is exploratory since it is focused with determining whether or not stress exists.

• It's descriptive because it attempts to explain the many internal and environmental variables
that cause stress.

• It is causal in that it seeks to understand the causes of stress as well as the impact of stress
on employee performance.

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SAMPLE DESIGN

Based on judgment sampling, 80 individuals were selected from a total population of 250
employees (58 percent). The sample is chosen to include workers of diverse ages, varied
designations from various educational streams, and varying levels of experience from various
divisions.

As a result, the sample is representative of the population and a balanced mix of all variables.
SAMPLE SIZE: 1.16.6

There are a total of 80 workers from Amazon.in's various units out of the entire universe of
200 employees.

RESEARCH INSTRUMENT

A systematic undisguised questionnaire was employed as the survey's research instrument.

The questionnaire has been designed in a structured and transparent manner.
There are a total of 20 questions in this quiz. It includes both open-ended and closed-ended
questions.

questions. The data gathered during the personal interview is also being utilised.

The questionnaire was pre-tested to see if there were any inconsistencies.

Following the design of the questionnaire, appropriate modifications were made.

data was gathered

The following diagrams were used:

• Bar graphs

• Pie Graphs

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 CHAPTER - II
REVIEW OF LITERATURE

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 2.1 REVIEW OF LITERATURE

J. J. Gladies and V. Kennedy (2011) The author discovered a strong link between
organisational climate and job stress among women working in Indian IT firms. Learning
how to handle stress, he believes, is a critical skill that should be taught in IT businesses in
order to minimise or eliminate the sources of stress and bad working conditions.

M. Charu (2013) In his research, he found that the quality of work life for IT workers is
closely related to stress levels. He identified a few variables that directly influence the quality
of work life, including a fair pay structure, consistent role expectations, supervisory support,
a pleasant work environment, job capability fit, role autonomy, and stress. The fast shift in
technology is the primary source of stress for IT sector colleagues.

A. Khalid Khalid Khalid Khalid Khalid Khalid Kha (2012) In every company, there is a clear
link between stress and work performance. An employee's performance in a company may be
improved if their leaders provide them with enough assistance. As a result, even under
adverse circumstances, a supportive boss may enhance an employee's performance.

Kavitha is a woman who lives in India (2012) The essay focuses on the organisational role
stress experienced by IT workers. It also emphasises that women in the workplace experience
greater stress than males, with married women experiencing more stress than unmarried
women.

Urska Treven, Sonja Treven, and Simona Sarotar Zizek are Urska Treven, Sonja Treven, and
Simona Sarotar Zizek (2011) Organizations whose employees are considered to be stressed
are more likely to fail in a competitive market. The most effective methods of avoiding stress
include various techniques to controlling stress, excellent work organisation, and competent
management. He divided stress into three categories: a) transient stress, b) post-traumatic
stress disorder (PTSD), and c) chronic stress.
Richardson is a fictional character who appears in the (2008) Stress treatments have been
divided into three categories: primary, secondary, and tertiary. He advised all workers to use

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relaxation training as a stress management strategy since it is the simplest and least costly to
execute.

Rajkumar S. Swaminathan, P.S. Swaminathan, P.S. Swaminathan, P.S. Swaminathan (2013)

He performed a research that looked at stress levels by age group, occupation, various types
of employment, working hours, and the impact of the workplace environment on employee
stress levels. Employee stress is very unique in nature. His research suggests that there is an
optimal level at which everyone can function to their full potential. He has identified three
factors that contribute to workplace stress: a) role overload, b) role self-discipline, and c) role
stagnation.

S. Satija and W. Khan (2013) According to him, Occupational Stress is the same as Job
Stress in that it must be managed at work or it will adversely impact employee attitudes and
behaviour. He carried out research on the link between Emotional Intelligence and
Occupational Stress. Emotional Intelligence was shown to be a major predictor of
Occupational Stress in his research.

N. Bhatti, H. A. Shar, F. M. Shaikh, and M. S. Nazar (2010) He divides stressors into two
categories: a) Extra-Organizational Stressors and b) Intra-Organizational Stressors.
According to his research, the leading causes of stress are, first and foremost, workload,
which accounts for 25% of all stress, and secondly, a lack of sleep.

2010 – MIHAELA STOICA Occupational stress has been widely researched, mostly because
of the detrimental impact it has on both the company and the workers. Some organisations
offer programmes to assist physical and mental health professionals in preventing stress-
related disorders and coping with work-related stress. Maintaining excellent physical and
emotional health, as well as strong interpersonal connections, requires stress management.
This article discusses various methods for preventing and reducing stress at both the
organisational and individual levels. Romanian stress management programmes, with a few
exceptions, have not been successful.

15
A tremendous deal of success has been achieved, with the reasons for this being linked to
mindset. The issue of occupational stress in Romania is still an open question that needs to be
answered.

ANUJ GOEL AKSHITA - ANUJ GOEL AKSHITA - ANUJ GOEL AKSHITA - A

Organizational life may be very demanding. Workplace demands, tight deadlines, meetings
that never seem to finish on time, unhelpful coworkers, critical supervisors, inept
subordinates, and a slew of other vexing issues may all conspire to make the life of today's
CEOs a living hell. Stress, as we all know, is the body's response to any demand placed on it.
Stress is activated by how we perceive events, whether they are good or bad. Banking, like
other service industries in India, has become a fiercely competitive market. Since the
beginning of this decade, banking companies have been confronted with increasing
difficulties in terms of technology innovation, service diversification, and global banking.
Employee stress is inevitable when systems, processes, and approaches become more
complex with the usage of advanced technology. Every employee is unable to deal with the
fast changes that occur in the workplace. Employees will get stressed as a result of this.
Through this study paper, an effort has been made to learn the causes of stress among bank
workers, as well as the methods used by employees to deal with stress at work. It has been
shown that the majority of bank workers are stressed. The majority of workers attempt to
discover a stress-relieving remedy. The methods to overcome stress that affects their physical
and mental health are also recommended in the article.

S MICHIE – S MICHIE – S MICHIE – S MICHIE – S Over time, stress has been described
in a variety of ways. It was first thought as as pressure from the environment, then as strain
inside the individual. Today's widely recognised definition is one that considers the interplay
between the circumstance and the person. It is the psychological and physical condition that
occurs when an individual's resources are insufficient to deal with the situation's expectations
and stresses. As a result, stress is more probable in certain circumstances and in some people
than in others. Individuals and organisations alike may suffer from stress, which can make it
difficult to accomplish their objectives.
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Unpredictable or uncontrolled situations, as well as those that are unclear, ambiguous, or
new, or those that include conflict, loss, or performance expectations, are all prone to create
stress. Time-limited events, such as the birth of a child, may create stress.

Exam or work deadline constraints, as well as persistent circumstances such as family

obligations, employment uncertainty, or lengthy commutes

Personal qualities such as coping abilities (for example, problem solving, assertiveness, and
time management) and work situations such as a good working environment and social
support are resources that help handle the stresses and demands encountered at work.
Investing in work infrastructure, training, excellent management and employment practises,
and the way work is structured may all help to enhance these resources.

Employers' traditional reaction to workplace stress has been to blame the stress sufferer rather
than the source of the stress. Employers are increasingly being regarded as having a legal
obligation to guarantee that their workers do not get sick. Preventing stress is also in their
long-term financial interests, since stress is linked to high employee turnover, increased sick
leave and early retirement, higher stress among those still working, decreased job
performance, increased accident rates, and worse customer satisfaction.

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 CHAPTER - III
COMPANY AND
INDUSTRY PROFILE

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 3.1 AMAZON INDIA PROFILE
Amazon.com, headquartered in Seattle, Washington, is a Fortune 500 e-commerce business.
Amazon was one of the first major corporations to offer products via the Internet. Jeff Bezos
established the business in 1994, and it went public in 1995. They began as an online
bookshop, but soon expanded to include VHS tapes and DVDs, music CDs, software, video
games, electronics, MP3s, clothes, furniture, toys, and even culinary products.

Bezos was awarded Person of the Year by Time Magazine in 1999. This was mainly due to
the company's success in making internet purchasing popular.

3.1.1 COMPANY CULTURE AT AMAZON.COM

Amazon.com prides itself on being a customer-centric organisation, as shown by their
corporate values statement:

• Obsession with the customer: We begin with the customer and move backwards.

• Innovation: You will fail if you do not listen to your consumers. You will, however, fail if
you just listen to your consumers.

• Action Bias: We live in an age of unanticipated change and limitless opportunity—if we

make every minute matter.

• Ownership: When it comes to creating a successful business, ownership is crucial. Owners

consider the long term, advocate passionately for their initiatives and ideas, and have the
authority to politely question choices.

• High Hiring Bar: When making a hiring choice, we consider the following factors: "Will I
admire this individual? Will I be able to learn from this individual? Is this individual a
superstar?"

• Frugality: We think that frugality fosters resourcefulness, self-sufficiency, and innovation

because we spend money on things that truly matter!

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3.1.2 AMAZON.COM JOBS
Currently, Amazon.com employs over 14,000 people globally. Because Amazon.com is
renowned for its technological advancements, below is some information from their jobs page
on the engineers' responsibilities:
”Some of the most difficult problems in large-scale computing are tackled by our engineers.
Software development engineers, technical programme managers, test engineers, and user-
interface specialists collaborate in small groups throughout the business to help build the e-
commerce platform that is utilised by:

• Amazon.com has tens of millions of customers.

• Hundreds of thousands of retailers and dealers
• Hundreds of thousands of third-party developers”
The IT department at Amazon.com is likewise tasked with a significant amount of
responsibility, since they are in charge of a huge system that is very dependable. “System,
database, and networking specialists (that) design and run highly dependable, scalable
distributed systems with terabyte-sized databases and infrastructure that can handle a huge
number of transactions,” according to Amazon.com's IT department.

Amazon.com's technology is unquestionably cutting-edge! Amazon.com often hires for the

following technical positions:

• Software Developer
• Web designers
• Project/Program Managers with a Technical Background
• Quality Assurance Engineer
• Engineer, Network
• Administrators of computer systems
• Administrators of databases
3.1.3 COMPENSATION AND BENEFITS AT AMAZON.COM
Amzaon.com is renowned for its competitive remuneration. The following are some of their
advantages:
• Medical, dental, and vision insurance, as well as coverage for domestic partners
• Basic life and accident insurance paid by the company, with possible extra coverage
• Short- and long-term disability insurance provided by the company

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• Employee support programme, which includes services such as dependent-care referrals and
financial/legal advice.

• Flexible spending accounts for health-care and dependent-care expenses

• Salaried workers are entitled to two weeks of vacation time in the first year, three weeks in
the second year, and six personal days in the third year (in addition to six company holidays)

• Amazon.com Restricted Stock Units, a 401(k) savings plan with a corporate match, and
different employee discount programmes are among the savings and retirement advantages.

• Relocation aid is available for many jobs via a relocation services partner. Some of the
mentioned relocation advantages are substantial, however they are very depending on the job
being evaluated.

3.1.4 OPERATING SYSTEMS

Amazon is rapidly becoming a service provider in addition to selling goods (which account
for 80% of revenues). Third-party seller costs (including commissions) and associated
shipping fees, digital content subscriptions, and other non-retail activities are represented by
service sales. Amazon Web Services provides access to Amazon's technological
infrastructure to developers, start-ups, and bigger businesses. (Pinterest and airbnb are among
the clients.)

Audible Audiobooks, a division of the business, is the world's biggest producer and seller of
audiobooks. Customers downloaded over 600 million hours of spoken word material from
Audible in 2013. The Whispersync for Voice software from Amazon enables users to move
between reading a book on their Kindle and listening to an audiobook on their phone.
Similarly, in the gaming world, Whispersync for Games allows players to move between
devices without losing their progress.

3.1.5 REACH GEOGRAPHICALLY

In North America, Amazon generates 60% of its revenue. Germany, Japan, and the United
Kingdom are important foreign markets, each accounting for approximately 10% of total
revenue.
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sales of the business In addition to the United States, Amazon has operations in Brazil, China,
France, Italy, and Spain. Customers in more than 200 countries use the company's Appstore.

The firm expanded its Seattle headquarters by 420,000 square feet, which would ultimately
cover four city blocks.

3.1.6 Marketing And Advertising

Amazon uses internet marketing methods such as sponsored searches, portal advertising, and
email campaigns to promote their products. In 2014, the business spent $3.3 billion on
advertising and other promotional expenditures, up from $2.4 billion in 2013 and $2.0 billion
in 2012.

3.1.7 FINANCIAL RESULTS

The internet giant's revenues have almost fivefold increased in the last several years, from
about $15 billion in 2006 to $89 billion in 2014. Sales rose by 20% to $88.99 billion in 2014,
due to higher unit sales, particularly in fast-growing sectors including electronics and other
general goods. Price reductions and free shipping promotions, as well as attempts to boost in-
stock inventory and product variety, all contributed to increased sales volume. In terms of
geography, sales in North America increased by 25%, while sales in foreign regions increased
by 14%.

Despite record sales, Amazon lost $241 million in 2014, bringing the company back into the
red. Higher cost of sales, which includes merchandise, digital media content, and shipping
expenses, squeezed the company's razor-thin profit margins even more, resulting in a year-
end deficit. The business also invested more in its technological infrastructure, such as
Amazon Web Services, which provides developers with a variety of application platforms.

However, cash levels continued to increase in 2014, with operations contributing $6.84
billion, owing to higher profits after non-cash factors like depreciation, amortisation, and
stock-based compensation were removed.

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STRATEGY (3.1.8)

Beyond being a best-in-class, low-cost, and high-convenience online retailer, Amazon is

focused on growing its product and service offerings (e-commerce, for example), as well as
continuing its worldwide growth. The Amazon Web Services division of the firm launched its
AWS Marketplace for Desktop Apps and Amazon WorkSpaces Application Manager
solutions in 2015. It also introduced its Amazon Cloud Drive platform, which offers
unlimited cloud storage, as well as its Kindle Direct Publishing EDU platform, which allows
educators and writers to quickly distribute eTextbooks and educational material through
tablets and smartphones. Amazon released its Fire smartphone and Fire TV streaming
platform in 2014.

The Kindle Fire and Kindle Voyage are the most recent additions to Amazon's Kindle e-
reader lineup. The fastest-growing sector of the book industry is digital books. In fact, Kindle
e-books currently outsell print books on Amazon. Amazon's e-book lineup includes the
Kindle, Kindle Paperwhite, Kindle Voyage, and Kindle with Special Offers (which costs less
but includes advertising and sponsored screen savers). Barnes & Noble, which offers its own
e-reader, Nook, was once a strong rival to Kindle, but it has since faded. Amazon acquired
online book community Goodreads in 2013 as a means to bolster its already thriving e-book
services company. The social media network, which is based in San Francisco and is utilised
by over 30,000 book clubs, offers a forum for its 30 million users to exchange book reviews
and suggestions.

The business has signed a number of agreements to expand into new areas in order to boost
its service sales. Amazon's Zocalo service, which enables users to securely save and share
items such as documents, spreadsheets, presentations, and websites online, was launched in
mid-2014. Amazon has teamed with Discovery Communications to increase participation in
its Prime shipping and customer loyalty programmes. Discovery has agreed to sell the online-
streaming rights to some of its older content to Amazon's online-streaming service, including
episodes of the popular series "Dirty Jobs" and "Whale Wars." Amazon's Instant Video is a
distant second behind Netflix's streaming offering.

23
 3.2 INDUSTRY PROFILE

India's retail sector is one of the world's fastest expanding. India's retail sector is projected to
reach US$ 1.3 trillion by 2020, with a Compound Annual Growth Rate (CAGR) of 16.7%
from 2015 to 2020.

India is the world's sixth most popular shopping destination. In terms of retail shop
availability per capita, the nation ranks among the best in the world. India's retail industry is
exploding, with retail development occurring not just in large cities and metros, but also in
Tier II and Tier III cities. Other reasons fueling development in India's organised retail sector
include healthy economic growth, changing demographic profiles, rising disposable incomes,
urbanisation, and changing customer tastes and preferences.

India's populace is embracing internet shopping in droves. During FY15-FY20, the internet
retail industry is projected to expand from US$ 6 billion to US$ 70 billion. The Indian retail
sector has benefited from increased involvement from international and private companies.
The low cost of doing business in India encourages big retailers to utilise it as a sourcing
base. Global retailers such as Walmart, GAP, Tesco, and JC Penney are expanding their
sourcing from India and shifting away from using third-party purchasing offices in favour of
creating their own wholly-owned/wholly-managed sourcing and buying offices. The Indian
government has implemented changes in the retail sector in order to attract foreign direct
investment (FDI). The government has authorised 51% FDI in multi-brand retail and raised
the FDI cap in single-brand retail to 100% (from 51%).

Due to the entrance of many new companies, the Indian retail sector has become one of the
most dynamic and fast-paced industries. It generates more over ten percent of the country's
GDP and employs around eight percent of the workforce. In terms of retail, India is the
world's fifth-largest destination.

24
3.2.1 MARKET AMOUNT

In a report titled ‘Retail 2020: Retrospect, Reinvent, Rewrite,' the Boston Consulting Group
and the Retailers Association of India stated that India's retail market is expected to nearly
double to US$ 1 trillion by 2020 from US$ 600 billion in 2015, owing to income growth,
urbanization, and attitudinal shifts.

According to the study, although the total retail industry is projected to increase at 12% per
year, contemporary trade is expected to grow at 20% per year and traditional trade at 10%.

In 2014, retail expenditure in India's top seven cities was Rs 3.58 trillion (US$ 53.7 billion),
with organised retail penetration at 19%. In the next five years, online shopping is projected
to catch up to traditional shops.

India is projected to become the world's fastest-growing e-commerce industry, thanks to

strong investment and a significant rise in the number of internet users. Various organisations
have great hopes for the Indian e-commerce market's development. E-commerce sales in
India are projected to exceed US$ 55 billion this year! By FY2023, the company will have
grown from US$ 14 billion in FY2015 to US$ 14 billion in FY2023. Furthermore, by 2025,
India's e-commerce industry is projected to reach US$ 220 billion in gross merchandise value
(GMV) and 530 million consumers, owing to quicker speeds on dependable cellular
networks, faster acceptance of online services, and greater choice and convenience@.

According to a joint study by India Direct Selling Association (IDSA) and PHD, India's direct
selling sector grew by 6.5 percent in FY2014-15 to Rs 7,958 crore (US$ 1.19 billion) and is
projected to grow to Rs 23,654 crore (US$ 3.55 billion) by FY2024-25.

25
CHAPTER – IV
THEORETOICAL
FRAMEWORK

26
THEORETICAL FRAMEWORK (4.1)

Every person's day-to-day life is filled with stress. College students may be stressed by
academic expectations, individuals on the job, such as businessmen, may be stressed by the
need to be at work on time and finish tasks on time, and even housewives may be stressed by
managing household matters and looking for a maid helper. The causes of stress vary from
person to person. People's stress does not always have to be seen as detrimental. Stress in the
right amount may always serve as an energizer or motivator, propelling individuals to put in
the effort and finish the job. A high amount of stress, on the other hand, may pose a
significant danger to an individual's personality as well as create physiological and social
issues.

4.2 WHAT DOES STRESS MEAN?

Stress is the "wear and tear" our bodies go through as we adapt to our ever-changing
surroundings; it has both physical and emotional impacts on us and may cause good or
negative emotions.

4.3 HOW DO I GET RID OF STRESS IN MY LIFE?

Positive stress, as we've seen, brings expectation and excitement to life, and we all flourish
under some stress. Deadlines, contests, conflicts, and even our disappointments and losses
give our life depth and richness. Our aim isn't to get rid of stress, but to learn how to handle it
and utilise it to our advantage. Insufficient stress is a depressive that may make us feel bored
or depressed, while much stress can make us feel "tied up in knots." What we need to do is
discover the right amount of stress for each of us, one that will drive but not overwhelm us.

4.5 HOW CAN I TELL IF I'M MANAGING MY STRESS WELL?

Identifying unresolved stress and being aware of its impact on our lives isn't enough to
mitigate its negative consequences. There are many ways to handle stress, just as there are
numerous causes of stress. All of these, however, require change: altering the cause of stress
and/or altering your response to it. What are your options?

27
1. Recognize the sources of your greatest anxiety. Not a coworker, a friend, or your spouse or
wife. YOU!! Let your emotions out. Make a list of them and explain each scenario. All
negative emotions should be shared with a friend or written down in a diary. You must first
understand what is causing your stress before you can overcome it.

2. Refuse. Concentrate on your own objectives rather than those of your spouse or parents.
You must be aware of your own desires, aspirations, and interests. Look at your mission
statement or daily objectives if you're asked to head another organisation or take on a new
duty. Thank you if it doesn't fit there, but I'm afraid I can't. Saying no is one of life's most
difficult tasks, yet it will help you succeed in your chosen profession.

3. Learn to unwind. Work hard, yet know when to relax and spend time with your family.

Spend time with your family, go to the beach, or read a book. Work all day if necessary, but
when you come home, play, watch cartoons, or read a tale to your kid. This relieves stress
tension and aids in the digestion of meals by slowing down the heart's rate.

Protect your immune system by eating properly. To relax, learn to meditate and take deep
breaths.

4. Eat a balanced diet. Reduce your overall stress levels by eating less junk food and more
fruits and veggies. By consuming vitamins, we may really reduce the quantity of the harmful
stress hormone Cortisol. Take those vitamin tablets on a regular basis.

5. Don't stop laughing. Maintain a sense of humour. According to studies, having a positive
attitude lowers cancer rates, makes surgery more successful, and keeps a relationship together
through difficult times.

6. Think about why you're doing it. What is your motivation for doing this? Make a list of
your desires, needs, objectives, aspirations, and dreams. Is what you're doing right now
assisting you in achieving any of these goals? What is your driving force? You will have less
stress if you understand why you are doing what you are doing. If you can't think of a solid
excuse, then don't do it.

28
7. Continue to be active. Exercise is a wonderful method to relieve stress and take a break
from studying. A happy body is one that is healthy. Even a three-minute jog may help you
forget about your worries. You'll return with a sharpened concentration and renewed vigour.

8. Go with your gut instinct. Try to figure out what topics and types of people you like. Make
your life revolve around the things you like. A great philosopher, Joseph Campbell,
encourages you to pursue your happiness. The more things you do in life that fit with your
natural flow, the more passionate you will be about it.

9. Prioritize and organise. Start with the most difficult and difficult jobs. Make a to-do list.
You should always have a list and a calendar with you. If you don't plan, you're planning to
fail.

External events and the dynamics of the environment, we think, are the primary causes of
stress. However, we must emphasise that stress is generated by our response to the external
world. Depending on how we perceive and interpret changes or a specific occurrence, the
same event may offer pleasure or tension to two different individuals depending on how they
respond to it. When students are given the task of preparing a presentation, some may take it
to the other students, who may be disturbed by it due to his perceived weakness. So, stress is
our response to external events, and depending on how we respond, it may be good or bad; it
is the overall wear and tear of the body machine as a result of additional demands placed on
it.

Stress is the leading cause of death in the Western world, as well as massive productivity
losses in industry. However, there are methods for dealing with stress and anxiety.

Increased happiness in your everyday life is possible if you know how to go about it.

4.6 REPLACING NEGATIVE EMOTIONS WITH POSITIVE

The Successful Stress Management course will show you how to make the required
adjustments to overcome and reject bad emotions, and replace them with good emotions that
will offer you a higher quality of life. Your course will teach you how to think about the
origins and consequences of stress in today's society, as well as how to create stress
management and control techniques that will help you establish a healthy sense of self-

29
esteem. This is a much-needed training in today's world of rising worries, and it's essential
whether you want to help yourself or earn a living as a counsellor.

Stress is defined as the "body's non-specific reaction to any pressure placed on it." By
definition, stress is not the same as nervous tension or anxiety.

Anxiety. On the one hand, stress allows people to express their skills and energy while
simultaneously pursuing pleasure; on the other hand, it may lead to fatigue and disease, both
bodily and psychological.

4.7 STRESS DEFINITION

• According to Hans Selye, the founder of stress studies, "stress is the spice of life."

The lack of tension in life; the absence of stress in death.

• Stress is described as an adaptive reaction to an external circumstance that causes physical,

psychological, and behavioural changes in employees.

• Stress is defined as a person's response to a stressful situation in their surroundings.

• Ivancevich and Matteson describe stress as "the individual's relationship with the
environment."

Remember that our primary definition of stress is "a state or emotion experienced when a
person believes that demands exceed the individual's ability to mobilise personal and societal
resources." With this in mind, let's look at how you can deal with all of the pressures that
your job will bring. As you can see from our description, there are three main methods to
stress management:

• Action-oriented: We try to solve the issue that is generating the stress by altering the
surroundings or circumstance.
30
• Emotionally oriented: We don't have control over the event, but we may manage stress by
altering our perception of it and how we feel about it; and

• Acceptance-oriented: When something happens over which we have no control or

emotional control, and our primary goal is to survive the stress.

31
 CHAPTER V
DATA ANALYSIS
AND
INTERPRETATION

32
 DATA ANALYSIS AND INTERPRETATION

1. Different age groups about Stress Perception of Employees of

Figure 5.1
P e r c e p tio n o f e m p lo y e e s o f d iffe r e n t A g e s a b o u t S tr e s s

80%

70%

60%
20-29
50% 30-39
e
g
a
t 40-49
n 40%
e
c 50-59
r

e 30%
P

20%

10%

0%

W o k lo a d M e e tin g ta r g e s P e r fo r m a n c e A n x ie ty

S tr e s s F a c to r s

INTERPRETATION: Based on the above graphical depiction, workers in the 30-39, 40-49,
and 50-59 age groups (65 percent) have more work than those in the 20-29 age group.

Employees in the 30-39 age group are more stressed than those in other age groups when it
comes to meeting goals.

Finally, performance anxiety is more prevalent among workers aged 20 to 29, and it is absent
among those aged 50 to 59.

33
 2. employees of different ages Problem areas identified

by e Figure 5.2

e rc e n t a g e
D iffe re n t A g e s V s Id e n tifie d P ro b le m s

80
60
40
20
0 20-29

l a t i o n s h ip
e p e r s o nal
30-39
H e a lt h

40-49
P

50-59

Re
Int
P ro b le m A re a s

INTERPRETATION: The findings indicate that workers in the 20-29 and 50-59 age groups

had greater health issues (66%) than those in the 30-39 and 40-49 age groups, owing to stress

factors such as performance anxiety, workload, and achieving goals.

Because psychology has a direct effect on health, it may be assumed that there is a significant

link between the two. Mental tension, worry, sadness, memory loss, and attention difficulties

are all symptoms of psychological issues. Finally, it has been shown that the age groups 20-

29 and 30-39 are experiencing difficulties at work (67 percent), since they are new workers

with new jobs.

Employees have been shown to be able to retain stronger interpersonal relationships with

their peers, subordinates, and superiors while being under greater stress. This may be due to

the tension being reduced and the job being completed with their help.

34
 3. Suggestions by employees of different ages for changes at work

place Figure 5.3

A g e s V s C h a n g e s a t w o r k p la c e

80
P e rc e n t a g e

20-29
60
30-39
40

20 40-49

0 50-59

T im e ly ta rg e ts D is trib u te d P e rio d ic
w o rk lo a d R e la xa tio n

C h a n g e a t w o rk p la c e

INTERPRETATION: We may deduce from the given data that all workers of various age
groups want a few changes at work, such as timely goals (33 percent ). Finally, 66 percent of
workers in the age groups 20-29 and 50-59 desire improvements in periodic relaxation since
they are the individuals who experience greater stress in managing the job than the others.

35
 4. Measures to reduce stress given by employees of different age groups

Figure 5.4

DIFFERENT AGES VS MEASURES TO

REDUCE STRESS
120

100
PERCENTAGE

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

INTERPRETATION: It has been discovered that workers in the age groups 40-49 and 50-59
need counseling (66 percent) due to increased stress, while employees in the age groups 20-
29 and 30-39 do not (33 percent ).

It has been shown that people in the 30-39 and 40-49 age groups (47 percent) are more
stressed, and they believe that work rotation may be utilised as one of the stress-reduction
strategies.

According to the results of the above study, the age group 40-49 believes that stronger
interpersonal connections (47%) may assist decrease stress, which will enhance the
relationship between superior and subordinate.

Employees of all ages have reported feeling recognized for their hard work (67 percent),
which may be one of the ways to decrease stress, with the 50-59 age group reporting the
most.

36
 5. according to their designations Perception of employees about stress

Figure 5.5

100
PERCENTAGE

80
60
40
20
0
1 2 3

STRESS FACTORS

INTERPRETATION: It has been shown that 80 percent of officers are more stressed than
other managers because they have a higher workload and are more concerned about achieving
goals. Managers (71%) have greater stress in achieving their goals than Dy. Managers and
Asst. Managers, according to the graph above.

37
 6 .Problems areas identified by employees with different designations

Figure 5.6

DESIGNATION VS IDENTIFIED PROBLEM

AREAS
100
P ERC EN TAG E

80
60
40
20

0
1 2 3 4

PROBLEM AREAS

INTERPRETATION: It has been discovered that the Managers, Assistant Managers, and Assistant Managers
Officers have greater health issues (65%) as a result of the direct effect of their jobs. Workplace stressors
include job load, performance anxiety, and achieving health goals.

Officers have greater psychological difficulties, while Dy. Managers and Asst. Managers have similar
psychological issues. Managers and officers are reported to have 35% less interpersonal interaction issues than
the rest of the population. Finally, we may deduce that Dy. Managers, Asst. Managers, and officers are under
greater stress as a result of their jobs, with 90 percent of issues attributed to work by officers and 67 percent by
Dy. Managers and Asst. Managers. And there isn't much in Managers.

38
 7. Suggestions by employees with different designation for changes at work place

Figure 5.7

PERCENTAGE 80

60
ma
40

20

0
1 2 3

CHANGES AT WORK
PLACE

INTERPRETATION: It has been discovered that 60 percent of officers are more stressed

than managers, and as a result, they desire changes at work such as timely targets, distributed

workload, and periodic relaxation, whereas 57 percent of managers prefer more distributed

work load and more periodic relaxation. Asst. and Dy. Managers, on the other hand, are more

interested in changes in Periodic relaxation than in punctual goals and dispersed workload.

39
 8. Measures to reduce stress given by employees with different designation

Figure 5.8

10%

INTERPRETATION: It has been discovered that 70% of individuals in the Officers cadre

need counseling, work rotation, and recognition since they are under a lot of stress. On the

other hand, 80 percent of Dy. and Asst. Managers believe that recognizing food work is a

good way to reduce stress levels. When excellent work is acknowledged, it offers inspiration

and encouragement, which contributes to strong morale and reduces stress levels indirectly.

65

40
 9. (Graduates & Post-Graduates)Perception of employees about stress at
work place

Figure 5.9

80
PECENTAGE

60

40

20

0
1 2 3

STRESS FACTORS

INTERPRETATION: It has been discovered that 60% of graduates have a higher work load

than 50% of postgraduates, and that 27% of graduates have trouble reaching goals, while

60% of postgraduates have trouble meeting objectives, despite having a lower work load.

It has been shown that postgraduates suffer 675 percent higher performance anxiety than

graduates, which may be seen as a good stress for the company.

66
41
 10. Problem areas identified by employees at work place (Graduates & Post-
Graduates)

Figure 5.10

70
60
50
PERCENTAGE

GRADUATES
40
POST GRADUATES
30
20
10
0
1 2 3 4

INTERPRETATION: We may deduce from the above that postgraduates account for 33% of
the total, which can be ascribed to more postgraduates achieving goals and experiencing
performance anxiety.

It has been shown that 65 percent of postgraduates have greater psychological difficulties
than graduates (35%), owing to the high prevalence of health illnesses among postgraduates,
and that 66 percent of graduates have problems at work, compared to just 20% of
postgraduates.

Interpersonal connection issues are more common among postgraduates (30%) than in
graduates (15%).

67

42
 11. changes at work place Suggestions by employees for (Graduates 7
post-Graduates)

Figure 5.11

60
PERC EN TA GE

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

INTERPRETATION: It was discovered that 24 percent of graduates believe that timely goals
should be set, compared to 18 percent of postgraduates, and that 53 percent of graduates
believe that workload should be divided to minimize stress, while only 36 percent of
postgraduates believe this.

In addition, it was shown that 50 percent of postgraduates need more periodic relaxation than
36 percent of graduates, owing to the fact that postgraduates have less goals to fulfill.

43
 12. Measures suggested by employees to reduce stress (Graduates & Post-
Graduates)

Figure 5.12

60
P E R C E N TA G E

50
40
GRADUATION
30
POST GRADUATES
20
10
0
MEASURES TO REDUCE
2 3
1 STRESS 4

INTERPRETATION: It has been discovered that 30 percent of graduates, compared to 43

percent of postgraduates, need less counseling. Graduates (35% of graduates) and

postgraduates (36% of postgraduates) place similar value on job rotation. Postgraduates have

a higher rate of interpersonal connections than graduates (29% vs. 29% for grads).

It was shown that 53% of graduates feel a need for acknowledgment of excellent work, while

36% of postgraduates feel less of a need for recognition of good work as a stress-relieving

tool.

44
 13. Perception of experienced employees about stress

Figure 5.13

PERCEPTION OF EXPERIENCED
EMPLOYEES

100
PERCENTAGE

80
EX>10 YEARS
60

40 5-10 YEARS

20 1-5YEARS
0
1 2 3

STRESS FACTORS

INTERPRETATION: It was shown that workers with more than ten years of experience had
a higher burden than those with five to ten years of experience (71%) and those with one to
five years of experience (50%) respectively. Employees with more than ten years of
experience, on the other hand, have less stress in achieving goals than those with five to ten
years of experience; the difference is negligible.

It has been discovered that individuals with more than 10 years of experience and those with
1-5 years of experience had higher levels of performance anxiety.

45
 14. Problem areas identified by experienced employees.

Figure 5.14

INTERPRETATION: It has been shown that workers with more than ten years of experience
(77%) have greater health issues. In comparison to workers with more than 10 years of
experience, 33% of employees with 1-5 years of experience had less health issues. It was
discovered that workers with more than ten years of experience and those with five to ten
years of experience had the same psychological difficulties as those with one to five years of
experience.

There isn't much of a difference between workers with more than 10 years of experience
(22%) and those with 5-10 years of experience (25%) who are having similar difficulties with
interpersonal connections, while those with 1-5 years of experience have no interpersonal
interactions.

Due to increased workload, 57 percent of workers with 5-10 years of experience are having
difficulties at work, compared to 44 percent of employees with 10 years of experience and 50
percent of employees with 1-5 years of experience.

46
 15. Suggestions by experienced employees for Changes at their work place.

Figure 5.15

EXPERIENCE VS CHANGES AT WORK PLACE

80
PERCENTAGE

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

0
1 2 3
CHANGESAT WORK PLACE

INTERPRETATION: Based on the data above, we may deduce that (33 percent) workers
aged 1 to 5 years agree on the need of a dispersed workload and periodic rest, and that there
should be 50 percent timely goals.

According to the findings, 58 percent of workers aged 5 to 10 years have a desired dispersed
workload and seek 43 percent periodic relaxation as their workload increases.

67 percent of workers with more than ten years of experience want to divide workload, 39
percent want occasional leisure, and 22 percent believe they have timely goals.

47
 16. Measures given by Experienced Employees to reduce work stress.

Figure 5.16

INTERPRETATION: It has been discovered that 55 percent of workers with 10 or more

years of experience, compared to those with less than 5-10 years and 1-5 years of experience,

feel a strong need for counseling.

According to research, individuals with 5-10 years of experience are more likely to feel the

need for job rotation than those with more than 10 years of experience (44).

When compared to workers with 5-10 years of experience, 39 percent of those with 10 or

more years of experience retain excellent relationships.

It was shown that 85 percent of those with 5-10 years of experience, compared to 66 percent

of those with 10+ years and 1-5 years of experience, felt the need for acknowledgment of

excellent work.

48
 17. Perception of employees about HR dept in implementing work
Stress Management techniques

Figure 5.17

HR DEPT. IN IMPLEMENTING WSM

TECHNIQUES

10%

90%

INTERPRETATION: According to 90 percent of the studies, HR departments must consider

employee views when implementing work stress management methods, and 10% of workers

desire to be pre-planned by the HR department.

49
 CHAPTER - VI
FINDINGS,
SUGGESTIONS
LIMITATIONS AND
CONCLUSIONS

50
 6.1 FINDINGS
Officers and assistant managers are under stress in their organizations.

Employees in the 20-29 age range have been shown to have greater health issues than those in
the older age groups. This is due to variables such as job load, achieving goals, and
performance anxiety, which lead workers of this age group to be more stressed than those of a
higher age group.

Although workers in the 30-39 age group are more stressed than those in the 40-49 age group,
it has been found that employees in the 30-39 age group are more stressed. Even yet, they
have better interpersonal relationships with their peers, subordinates, and superiors.

Employees in the 30-39 age group requested a few adjustments at work to decrease stress,
such as timely goals, dispersed work load, and periodic relaxation, since they believe the
work environment is too focused and the time to achieve these targets is inadequate.

It is estimated that 95% of workers are satisfied with their current working environment.

It has been shown that 99 percent of workers believe that using work stress management
methods would enhance employee morale.

It has been shown that the majority of the company believes that the HR department should
consider the workers while adopting stress management methods.

51
6.2 RECOMMENDATIONS

It has been suggested to the business that if stress management methods are used, the average
health of the workers will improve, and he will be better able to deal with stress, resulting in
an increase in the employee's level and degree of performance.

It is suggested that the business assign one job at a time and provide enough time to complete
the task so that the employee may perform at his best without feeling rushed.

It is suggested that it should concentrate on teaching stress management methods to those

aged 20 to 29, owing to their lack of experience.

It is suggested that the business adopt adequate steps in detecting and resolving psychological
issues, since this would reduce health-related issues. Employee performance will increase
since psychological factors have a direct effect on health.

It is suggested that the business perform periodic health checks to assess the health of its
workers on a regular basis. If an employee's health is good, it's safe to assume that stress
levels in the workplace are low or nonexistent.

It is suggested that the business have regular recreational programmes such as departmental
get-togethers, parties on occasions such as employee birthdays, departmental
accomplishments, cultural activities, sports pleasure excursions, and so on.

The business should enhance interpersonal connections among workers from various
departments by bridging the gap between bosses and subordinates, according to the
recommendation. These may go a long way toward lowering stress levels to some extent.

It is suggested that the business implement a few adjustments at work, such as setting timely
goals, distributing workload, having flexible work hours, and relaxing on a regular basis.

52
It is suggested that the business offer regular counseling to stressed-out workers. Employees
between the ages of 20 and 29 should get more counseling, but individuals with more than 10
years of experience should not be overlooked since they are more susceptible to stress.

Employee job rotation is suggested by the business since performing the same task over and
over creates boredom. Job rotation may be used as an effective technique to decrease stress
by increasing interest in the work, which leads to improved employee performance.
It is suggested that the business acknowledge any excellent job done by its workers, no matter
how little it may be. They should treat them with respect and provide continuous
encouragement and support. This will benefit the workers in the long term by maintaining
their high morale and improving their future prospects.
It is suggested that, since psychological problems have a direct effect on health, they also
have an impact on interpersonal connections and the quality of work performed by workers.
As a result, it is suggested that the business engage or hire a well-trained psychiatrist to
attempt to minimise or eradicate the psychological issues.
It is suggested that the more experienced employee be given greater responsibility.

Workload should not be placed on inexperienced employees; instead, they should be given
dispersed work at first, with the quantity of work progressively increasing as they acquire
expertise.

It is suggested that the business strike a balance between timely goals and dispersed burden
by assigning a piece of work to be completed within a certain amount of time. The time
restriction should be proportional to the task being done, i.e. it should not be too short or too
lengthy.

It is suggested that the business hold regular meditation, yoga, transcendental meditation, and
stress management camps or programmes.
It is suggested that the business make it mandatory for workers to mediate for 15 minutes
after arriving at the workplace and before beginning their job. They should also meditate for
10-15 minutes after their lunch break and once before leaving the workplace at the end of the
day. This will allow workers to return to work the following day with a new perspective.

It is suggested that the business set up a unique and separate area free of noise and
distractions, as well as one that is calm and serene, for meditation reasons.

53
6.3 THE STUDY'S LIMITATIONS

Due to time limitations and a lack of additional resources, this research is limited to branch
managers and officers.

The respondents' views, behaviour, and attitudes as represented in this study are limited to the
period of the study and are susceptible to change over time.

Respondents were unable to complete the survey due to a lack of time.

The poll was conducted using a questionnaire with perception-based questions.

Information provided by market participants may be skewed.
Due to corporate privacy and confidentiality, no complete data was accessible.

The size of the study may not be significant.

6.4 FINAL THOUGHTS

Employees at AMAZON.IN are chosen in a step-by-step process, with only the best being
chosen and the remainder being filtered out. The typical working hours are 8 to 10 hours per
day, depending on the workload. Work is distributed on a fair basis. The achievement of the
goals is rewarded with monetary incentives and bonuses.

There are no medical camps, although medical reimbursement is available. Employees are
content with their working environment, and a pleasant atmosphere prevails in most
organisations. Employees have both official and informal relationships with management.
Employees have a limited level of involvement in managerial decisions. Employees will
benefit from the promotion and transfer policies. If an employee is unable to finish the task,
he is constantly provided backup.

The management recognises the many causes of stress and devises and executes strategies to
decrease stress and boost employee morale. The expense of putting work stress management

54
methods in place is seen to be cost-effective. Workplace stress is treated as a management
procedure by AMAZON.IN.

Different methods are used to improve staff morale, and success is attained. Workplace stress
management is seen to be beneficial to the company. Employees are happy with their jobs.
The methods used are generally preplanned, but in certain instances, they must be used on the
spot. The views of team leaders are taken into account while developing and executing the
various methods. Workplace stress management methods have also been shown to be useful
in evaluating employee performance. The Human Resources department is in charge of
developing and executing work stress management strategies.

AMAZON.

Workplace stress management has been in place for the last 3-4 years and has shown to be
effective in raising staff morale. Employee performance reflects this; the employee is pleased
with his work and avoids absence. The methods that were used have shown to be beneficial.
Workplace stress management has unquestionably benefitted workers. Employee morale is
inversely proportional to the likelihood of leaving the company, thus this lowers the
likelihood of leaving. Yes, the many methods used increase employee confidence. For
vertical up gradation, performance quality is not taken into account. The various methods
utilised are experimental plans that are not based on any predetermined criteria. Employees
are happy with the compensation that they get.

55
BIBLIOGRAPHY AND
REFERENCES

56
 BIBLIOGRAPHY
BOOKS:

1. Aditya, S. M and A. K. Sen (1993), “Executives Under Stress: A Comparison

Between Men and Women”, Journal of Indian Academy of Applied psychology,
No. 4 (1), pp. 102 - 115.

2. Ahmed, S Bhardwaj, A and Narula, S (1985), “A Study of Stress Among

Executives”, Journal of Personality and Clinical Studies, No. 1 (2), pp. 47 - 50.

3. Aziz, M (2004), “Role Stress Among Women in the Indian Information

Technology Sector”, Management Review, No. 19 (7), pp. 356 - 363.

4. Balakrishnamurthy C. & Shankar S.(2009). Impact of age and level of experience

on occupational stress experienced by non-gazetted officers of the central reserve
police force. Indian Psychiatry Journal 18,81-83.

5. Chakrapani, C., (1996), “Unemployment as a Stressor: Role of Socio -

Psychological Factors”, The Indian Journal of Social Work, No. 57 (4), October,
pp. 578 - 586.

6. Bharathi, T.B., Nagarathinam B., and Reddy, S.V., “Effect of occupational stress
on job satisfaction”, Journal of the Indian academy of applied psychology, (1991)
17 (1-2), pp.81-85.

7. K. Nath, (1988), “Organisational Climate, Role Stress and Locus of Control in Job
Involvement Among Bank Personnel”, Ph.D. Thesis, Banaras Hindu University,
Varanasi.

10. www.amazon.in
11. www.humanresouces.uce.edu
12. www.dogpile.com
13. www.drcoxconsulting.com › relaxation-resources › stress-management
14. shodhganga.inflibnet.ac.in › jspui › bitstream ›
15. www.drcoxconsulting.com › relaxation-resources › stress-management

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