In the lush tea gardens of Assam, a hidden battle for mental well-being is unfolding among the executives who call these estates home. What's intriguing is how a century-old legacy of perks, once a staple of British planter life, has become a modern-day stressor.
The Legacy of British Perks
The story begins with the British entrepreneurs who revolutionized tea production in Assam 200 years ago. For these early executives, life on the plantations was made bearable by a host of perks: luxurious bungalows, recreation clubs, and even golf courses to ease the boredom of life far from home.
A Changing Landscape
Fast forward a few decades post-independence, and the scene has transformed. Industry deregulation, government policies, and taxes have chipped away at these privileges. Add to that the pressures of extortion, global market slumps, and climate change, and you have a recipe for stress.
Perks and Stress
According to Prasun Raj Kaushik, an Assistant Professor at Dibrugarh University's Centre for Management Studies, the loss of these lifestyle-related perks is a primary stressor for executives. He argues that the lack of control, autonomy, and flexibility in the workplace, exacerbated by the end of these perks, is the most prominent stress-inducing factor.
A Comparative Study
Kaushik's study, which focused on middle and lower-level executives, revealed an interesting disparity. While the stress levels between Assam-based and non-Assam-domiciled executives were not alarmingly different, the former group did report higher levels of workplace stress. This suggests that the unique challenges faced by tea garden executives in Assam are taking a toll on their mental health.
Addressing the Issue
The study's findings highlight the need for tea companies to prioritize stress management and employee well-being. By doing so, they can create a healthier work environment and improve the overall productivity and human resource practices within the industry.
A Pivotal Role
Bidyananda Barkakoty, adviser to the North Eastern Tea Association (NETA), emphasizes the critical nature of the tea garden executives' role. With their estates accounting for a significant portion of Assam's tea production, it's clear that their mental health and well-being are not just an individual concern but a matter of economic importance for the region.
In my opinion, this study sheds light on a unique aspect of workplace stress, one that is deeply intertwined with the historical and cultural context of the tea industry in Assam. It raises important questions about how we can adapt and evolve our understanding of workplace well-being to meet the specific needs of different industries and regions.
