The decline of traditional perks in Assam's tea gardens is more than just a change in corporate culture; it's a silent crisis brewing in the minds of executives. These perks, once a symbol of luxury and comfort, have now become a source of stress and anxiety for many. The study by Prasun Raj Kaushik, an Assistant Professor at Dibrugarh University, sheds light on this often-overlooked issue, revealing how the absence of these perks is impacting the mental health of middle and lower-level executives in Assam's tea estates.
The British legacy of providing bungalows, recreation clubs, and golf courses to tea garden executives has been gradually eroded over the decades. This erosion is not just a loss of tradition; it's a loss of a sense of belonging and comfort in a place far from home. The deregulation of the industry, government policies, and the challenges of extremism, global market slumps, and climate change have all contributed to this decline. As Kaushik notes, "Lifestyle-related perks, available for executives in the tea estates earlier, are almost defunct now. This is one of the primary reasons for stress, fuelled by the administrative tightrope that the executives need to walk."
The study identified five major categories of workplace stress risk factors: person-environment adjustment, physiological hazard, recurrent non-reciprocity, restricted decision latitude, and transactional coping. The most prominent stress-inducing factor, according to Kaushik, is restricted decision latitude, which refers to a severe lack of control, autonomy, and flexibility in the workplace. This is where the absence of perks plays a significant role. Perks were once a way to provide some autonomy and flexibility to executives, allowing them to make decisions and take control of their work-life balance. Without these perks, executives are left feeling more constrained and stressed.
The study also found a noticeable difference in workplace stress levels between Assam-based and non-Assam-domiciled executives, although not large enough to be considered alarming. This difference highlights the unique challenges faced by Assam-based executives, who may feel a stronger sense of isolation and disconnection from their work environment. The study found that workplace stress among middle and lower-level executives in the companies under NETA is influenced by both organisational practices and employees' personal backgrounds.
The implications of this study are far-reaching. It highlights the need for tea companies to strengthen stress management initiatives and employee well-being programmes. Such measures can help address the sources of workplace stress and create a healthier and more supportive work environment for executives from both Assam and outside the state. As Bidyananda Barkakoty, NETA's adviser, notes, "Tea garden executives occupy a pivotal position in the management of tea estates, balancing demanding operational, administrative, and human resource responsibilities. The study should encourage greater attention to their mental health, given the critical nature of their role."
In my opinion, this study raises a deeper question about the role of corporate culture in shaping the mental health of employees. The decline of traditional perks is not just a loss of tradition; it's a loss of a sense of community and belonging. As we move forward, it's crucial to consider the impact of corporate culture on the mental health of employees and to take steps to create a more supportive and inclusive work environment. The tea gardens of Assam are a microcosm of the larger corporate landscape, and the lessons learned here can be applied to other industries and organizations around the world.
