Tea garden executives in Assam occupy a uniquely demanding role, juggling production targets, administrative duties and human‑resource management. When British planters introduced commercial tea cultivation two centuries ago, they also built luxury bungalows, clubs and golf courses to keep senior staff comfortable in remote estates. After independence, deregulation, new tax regimes and security threats gradually stripped away those perks, leaving a generation of managers with far fewer comforts.

Historical Shift

During the colonial era, tea estates functioned like self‑contained villages; executives enjoyed extensive social and recreational facilities that mitigated isolation. Post‑1947, the liberalisation of the industry, changing government policies and rising operational costs curtailed these benefits. Add to that the impact of extremist extortion, global price slumps and climate‑induced crop stress, and the managerial environment grew increasingly precarious.

Key Findings of the Study

Assistant Professor Prasun Raj Kaushik of Dibrugarh University’s Centre for Management Studies, together with former welfare officers, surveyed middle‑ and lower‑level executives across several North Eastern Tea Association (NETA) estates. The research identified five major stress‑risk categories: person‑environment adjustment, physiological hazard, recurrent non‑reciprocity, restricted decision latitude, and transactional coping. Of these, restricted decision latitude—a severe lack of control, autonomy and flexibility—emerged as the most pervasive stressor.

Impact of Diminished Perks

The study links the erosion of historic perks directly to limited decision latitude. Executives based in Assam reported slightly higher stress scores than their counterparts from other Indian states, though the gap was not deemed alarming. Lower‑level managers exhibited the highest stress levels, underscoring how the pressure of operational oversight compounds when decision‑making power is constrained.

Why This Matters?

Assam’s tea sector accounts for roughly 20% of India’s 650‑700 million kg annual output. Mental‑health deterioration among its executives threatens productivity, quality control and export competitiveness. Addressing workplace stress is therefore not just a welfare issue but a strategic economic imperative.

Looking Ahead

NETA adviser Bidyananda Barkakoty praised the study as a “significant” contribution to a largely neglected field. He urged tea companies to launch robust stress‑management programs, grant greater decision‑making authority, and provide accessible mental‑health services. Such interventions could improve employee well‑being, boost morale and safeguard the sector’s long‑term viability.