Work Capacity, Stress and Fatigue of Human Resources Working in Engineering Projects

Chapter I
INTRODUCTION
Stress is everywhere, but as a relatively new phenomenon. How can
we define it and how can we explain its extraordinary cost to both
business and government? The suffering induced by stress is no figment
of the imagination but can we accurately examine the relationship
between work capacity, stress and fatigue.
Whatever stress is, it has grown immensely in recent years, which
brings us to question what is happening in society that is causing stress?
The report shows that stress has its greatest effects on those at the very
top and those at the very bottom of the socio-economic ladder.
The report considers recent analysis of work capacity, stress and
fatigue and reviews a series of recent high-profile contributions to the
debate. It then explores the legal and policy contexts against which
organizations
must
operate
in
regard
to
stress.
Finally,
practical
interventions are examined and critically evaluated.

Work-related stress has many causes, including long hours, heavy
workload, and job insecurity, the threat of job loss or redundancy, and
conflicts with other workers or bosses. Symptoms of work-related stress
may include depression, anxiety, a drop in work performance, feelings of
being overwhelmed, fatigue, headaches and an increase in sick days or
absenteeism. Companies and employers should recognize work-related
stress as a significant health and safety issue (Smith A, Johal S., et al.,
2000).
Work-related stress is a growing problem around the world that

affects not only the health and well-being of employees, but also the
productivity of organizations. Work-related stress arises where work
demands of various types and combinations exceed the persons capacity
and capability to cope. Work-related stress is the second most common
compensated illness/injury in Australia, after musculoskeletal disorders.
Work-related stress can be caused by various events. For example, a
person might feel under pressure if the demands of their job (such as
hours or responsibilities) are greater than they can comfortably manage.
Other sources of work-related stress include conflict with co-workers or
bosses, constant change, and threats to job security, such as potential
redundancy (ODonnell M and Bevan S., 2004).
Over the past few decades stress is emerging as an increasing
problem in organizations. Stress is vigorous state inwhich a person is
confronted with an opportunity, demand, or resource related to what the
individual wishes andfor which the outcome is perceived to be both vague
and vital.
(Selye, 1936) first introduced the idea of stress in tothe life science.
He defined stress as the force, pressure, or tension subjected upon an
individual who resists theseforces and attempt to uphold its true state.
Basically what is
stress?
The
HSE (Health
Safety Executive
Uk)
definesstress is an undesirable response people have to tremendous

pressures or other types of demands placed upon them. It arises when
they worry they cannot deal with. Some stress can be good, and some can
be bad. HSE distinguishesbetween stress and pressure. Pressure is seen
as positive and something that actually helps improve ourperformance.
We all need a certain amount of pressure to perform well - ask any
athlete, actor or actress. However,the problems arise when the sources of
2
pressure become too frequent without time to recover, or when just

onesource of pressure is too great for us to cope with.
Stress can be understood more comprehensively as, it is a condition
which happens when one realizes the pressures on them, or the
requirements of a situation, are wider than their recognition that they can
handle. If these requirements are huge and continue for a longer period of
time without any interval, mental, physical or behavioral problems may
occur, (Health &Safety Executive UK). Stress has a positive effect on
employees of any organization but up to a certain extent up to which an
employee can cope with it, mostly it exceeds the bearable limits and have
a negative result on employees. This is the base of the research study
which has not yet been conducted in Pakistan. A lot of work has been
conducted outside Pakistan. Number of studies has been conducted in
different area of world but a huge gap exists in third world countries like
Pakistan. The purpose of this study is to examine stress in employees of
banking sector of Pakistan
Defining stress and fatigue

A central aim of this document is to provide clear definitions which
can serve as a basis for constructive prevention strategies.
Stress
Stress is defined in terms of the interaction between a person and
their (work) environment and is:
(i) The awareness of not being able to cope with the demands of
ones environment, when
(ii) This realization is of concern to the person, in that both are

associated with a negative emotional response
This definition indicates that stress management is but one of the
several strategies available to reduce the extent, effects and causes of
occupational stress and fatigue. Attention to workplace stressors and
fitting people to their jobs by prudent selection and proper training are
two obvious strategies that can be used in addition to the traditional
stress management approach (Frank Darby, 1998)..
Fatigue
Fatigue is defined as:
The
temporary
inability,
or
decrease
in
ability,
or
strong
disinclination to respond to a situation, because of previous over-activity,

mental, emotional or physical. Fatigue can compromise health and safety
at work, and is a common outcome of stress and shift-work. It is almost
impossible to measure except in specialized situations. General methods
for preventing fatigue are outlined (Frank Darby, 1998).
People at work can be at increased risk of harm because of impaired
health and fitness. This impairment can arise from a number of causes,
including fatigue the subject of this publication. The practical result for
employers is that they need to ask themselves about an employees
ability to work safely. This document outlines the minimum questions that
OSH believes should be asked (Frank Darby, 1998).
Shift-work
A potent cause of fatigue is increasingly common. Shift-work is also

a cause of short- and long-term health and safety problems. As well as a
thrust towards reducing stressors at source, there is a growing consensus
that appropriate information programs are necessary for people who do
shift-work. People need to be educated about the problems it may cause
and provided with strategies to assist them to cope with its demands.
General methods of assessing shift work are presented to this end (Frank
Darby,1998) .
Stress is your body's way of responding to any kind of demand. It
can be caused by both good and bad experiences. When people feel
stressed by something going on around them, their bodies react by
releasing chemicals into the blood. These chemicals give people more
energy and strength, which can be a good thing if their stress is caused by
physical danger. But this can also be a bad thing, if their stress is in
response to something emotional and there is no outlet for this extra
energy and strength. This class will discuss different causes of stress, how
stress affects you, the difference between 'good' or 'positive' stress and
'bad' or 'negative' stress, and some common facts about how stress
affects people today (Sapolsky, Robert.,2004).
In psychology, stress is a feeling of strain and pressure. Small
amounts of stress may be desired, beneficial, and even healthy. Positive
stress helps improve athletic performance. It also plays a factor in
motivation, adaptation, and reaction to the environment. Excessive
amounts of stress, however, may lead to bodily harm. Stress can increase
the risk of strokes, heart attacks, ulcers, dwarfism, and mental illnesses
such as depression. Stress can be external and related to the
environment, but may also be created by internal perceptions that cause
an
individual
to
experience
anxiety
or
other
negative
emotions
5
surrounding a situation, such as pressure, discomfort, etc., which they

then deem stressful. Humans experience stress, or perceive things as
threatening, when they do not believe that their resources for coping with
obstacles (stimuli, people, situations, etc.) are enough for what the
circumstances demand. When we think the demands being placed on us
exceed our ability to cope, we then perceive stress (Fiona Jones,2001).
Workplace Stress
Occupational stress is stress involving work. According to the
current World Health Organization's (WHO) definition, occupational or
work-related stress "is the response people may have when presented
with work demands and pressures that are not matched to their
knowledge and abilities and which challenge their ability to cope (Hart,
P.M. & Cooper, C.L.,2001).
Workload has been linked to a number of strains, including anxiety,
physiological reactions such as cortisol, fatigue, backache, headache, and
gastrointestinal problems. Workload as a work demand is a major
component of the demand-control model of stress. This model suggests
that jobs with high demands can be stressful, especially when the
individual has low control over the job. In other words control serves as a
buffer or protective factor when demands or workload is high. This model
was expanded into the demand-control-support model that suggests that
the combination of high control and high social support at work buffers
the effects of high demands. As a work demand, workload is also relevant
to the job demands-resources model of stress that suggests that jobs are
stressful when demands (e.g., workload) exceed the individual's resources
to deal with them (Demerouti, E., et al., 2001).
Numerous studies show that job stress is far and away the major
source of stress for American adults and that it has escalated
progressively over the past few decades. Increased levels of job stress as
assessed by the perception of having little control but lots of demands
have been demonstrated to be associated with increased rates of heart
attack, hypertension and other disorders.
In New York, Los Angels and
other municipalities, the relationship between job stress and heart attacks
is so well acknowledged, that any police officer who suffers a coronary
event on or off the job is assumed to have a work related injury and is
compensated accordingly (including heart attack sustained while fishing
on vacation or gambling in Las Vegas). Although the Institute is often
asked to construct lists of the most and least stressful occupations,
such rankings have little importance for several reasons. It is not the job
but the person-environment fit that matters. Some individuals thrive in
the time urgent pressure cooker of life in the fast lane, having to perform
several duties at the same time and a list of things to do that would
overwhelm most of us provided they perceive that they are in control.
They would be severely stressed by dull, dead end assembly line work
enjoyed by others who shun responsibility and simply want to perform a
task that is well within their capabilities. The stresses that a policeman or
high school teacher working in an inner city ghetto are subjected to are
quite different than those experienced by their counterparts in rural Iowa.
It is necessary to keep this in mind when sweeping statements are made
about the degree of stress in teachers, police personnel, physicians and
other occupations. Stress levels can vary widely even in identical
situations
for
different
reasons.
Stress
is
highly
personalized
phenomenon and can vary widely even in identical situations for different
reasons. One survey showed that having to complete paper work was
more stressful for many police officers than the dangers associated with
7
pursuing criminals. The severity of job stress depends on the magnitude

of the demands that are being made and the individuals sense of control
or decision-making latitude he or she has in dealing with them. Scientific
studies based on this model confirm that workers who perceive they are
subjected to high demands but have little control are at increased risk for
cardiovascular disease(The American Institute of Stress, 2004) .
Stress and common mental health problems typically have complex
and multiple causes and cannot be attributed solely to events in the
workplace. Certainly, unemployment is as bad or worse for our health,
while the fact of having a job, however imperfect it may be, brings
positive psychological effects (Jones F and Bright J.,2001).
Barley and Knight argue that the rise in the popularity of stress
amongst the general public is largely attributable to its broad- based
explanatory value, as it can be invoked to account for a variety of
negative environmental factors, feeling states, physical sensations and
cognitions (Barley S and Knight D.,1992)
Cooper suggests that it is, in part, a result of an increasingly
modern and mobile society, where traditional ties of community, family,
neighbors, friends etc. are no longer so strong. Furthermore, during the
1990s, we have seen a rise in imposed stress as a result of massive
downsizing in companies in both the private and public sectors. This has
resulted in heavier workloads, job insecurity and a changing balance
between men and women in the workforce (Cooper C.,2001).
Other factors might include greater pressure, a faster pace of life
and increased materialism in industrial and post-industrial societies.
However, given the high levels of mortality and morbidity in many non-
industrialized societies, it is very hard to see any basis for the claim that
such a lifestyle is any less stressful (Cooper C.,2001).
Jones and Bright further argue that it seems hard to substantiate a
claim that the modern western workplace is more stressful than work in
the past, (eg in coal mines or cotton mills). Of course, it may be that
comparing different historical eras in this way is not particularly
meaningful, but it certainly has rhetorical power (Cooper C.,2001).
Importantly, it has been suggested that the increase in illness
attributed to stress may in part be due to the raised awareness of stress
that has taken place only recently. Stress might, therefore, be a particular
reflection of historical context, and even of current political ideology.
Whether real by nature or social construction there is abundant survey
evidence that people perceive themselves to be under increasing levels of
stress, particularly in the workplace. Interestingly, those who find their
work particularly stress-inducing are high- and low-status workers (Hobfoll
S, Stress.,1998).
As the stress phenomenon has been popularized, less stigma has
come to be attached to admitting feelings of stress or inability to cope.
Increasingly, we interpret events and emotions in terms of stress. This
growing legitimization has been much assisted by representations of
stress
in
the
media, the
professionalization
of
stress
treatments
(medicalization of workplace problems ) and a culture in which it can be

a matter of pride to describe ones job has having a high degree of stress
Lewig K and Dollard M F,(2001).
If job positions are perceived to be undervalued or not respected,
then this also may affect individual and collective perceptions of stress.
claiming ones work to be stressful can be a way of establishing solidarity
9
within a professional group or organization. It may even be used as a

strategy for claiming benefits like higher pay(HarknessA,et al., 2005).
Some researchers have gone so far as to suggest that stress is
merely a figment of our collective and perhaps over-enthusiastic
imagination. We are myth-making beings, and it should not surprise us
that, it would appear that society has built up a complex folklore about
stress which is reinforced by popular culture and the media. Stress has
certainly become strongly linked to discursive constructions of identity
and value. In ordinary language we speak of stress often, and use it to
describe our experiences. Yet there is also a wide-ranging sociology of
stress, with voluminous literature variously attributing stress to cultural
changes surrounding new communication technologies, consumerism and
the shear rapidity of social change. Others have suggested that it is the
socio-cultural shift towards post-modernity that explains the emergence
of stress (HarknessA,et al., 2005).
As Bracken suggests:
Within the cultural horizon of late or post-modernity individuals live
their lives without recourse to firm foundations. While this offers
unprecedented freedom for individuals to define their own identities, their
relationships and their beliefs about the world, it also brings with it a
burden of what Giddens (echoing Heidegger and Laing) calls ontological
insecurity. In times of trouble this insecurity can become intense and at
times unbearable (Bracken P.,2001).
Understanding Stress and Fatigue at workplace

(Safe Health Care,2014)
10
Stress results from stimuli such as overwork, anxiety, fear, worry,

illness, injury or trauma. It also follows major life events such as job or
marital changes, financial difficulties, the death of a family member and
so on. Even positive events like an awards presentation or a wedding act
as powerful stressors, since something is usually given up in return for
getting something better. In addition to dealing with stressful situations
outside the job, you face a high-pressure environment every day. As you
work long hours, juggle various tasks and deal with multiple patients and
other issues, you may feel that its impossible to take time to rest,
exercise, sleep or eat properly. The demands of your job cause stress;
ignoring your bodys basic needs adds to it. If this continues without relief,
you experience fatigue, exhaustion, depression, burnout, illness, pain, and
suppression and degeneration of the immune system. You may also
exhibit irritability and disruptive behavior, which interferes with your
teams effectiveness and can create disciplinary problems for you.
When the mind perceives a stressful event, the body automatically
begins
the
biological
fight
or
flight
stress
response:
releasing
adrenaline, tensing muscles, boosting heart rate, constricting blood

vessels, slowing the digestive system, causing tunnel vision and so on.
Without proper rest, exercise and nutrition to counteract these effects, the
body continues producing the stress response until it is fatigued or
exhausted.When you are fatigued, you have a limited attention span and
little energy to function effectively. Some common effects of fatigue
include
physical
weakness,
mental
sluggishness,
forgetfulness,
restlessness, euphoria, slow reflexes and reaction time, and microsleeping

(nodding off for a few seconds at a time). Fatigue severely undermines
your performance, especially during irregular or high-risk procedures.
11
Research has shown that more than 20 percent of all serious incidents
and bad patient outcomes are fatigue-related.
When you experience fatigue, you cant concentrate, causing you to
easily lose situational awareness (SA)the constant state of knowing
whats going on in your immediate environment, why it is happening and
what is likely to happen next. Also, fatigue causes more stress from
inattention to details, poor decision-making and unintentional medical
errors. Sometimes, fatigue can be resolved by sleeping sufficiently or
leaving a high-stress environment; however, continuing poor sleeping
habits or not coping with that environment produces chronic fatigue.
In addition to fatigue, dozens of other disorders result from stress.
Stress affects the nervous systemespecially through the digestive and
intestinal systemsand the hormone-producing adrenal and thyroid
glands. Stress can begin with simple headache, backache and neck pain.
As the stress accumulates over time, you are susceptible to ailments like
insomnia,
irritability,
dizziness,
depression,
high
blood
pressure,
impotence, loss of appetite, cardiovascular conditions, colitis, digestive

disorders, ulcers, hair loss, anxiety and nervous disorders, obsessivecompulsive behaviors, premenstrual and menstrual disorders, skin
conditions, temporomandibular joint (jaw) pain and clicking, and weight
loss or gain. Managing stress and fatigue is important for maintaining a
culture of quality and patient safety. To reduce the damaging effects of
stress and fatigue, you must address the core problems and learn how to
cope. You shouldnt ignore root causes, symptoms and effects on your
body, mind and behavior. In some cases, you may need a team member
or counselor to help you manage your stress and fatigue.
Causes of stress at workplace (HSE,2015)

12
HSE(2015) Health and Safety Executive United kingdom has

identified six factors that can lead to work related stress if they are not
managed properly.
Demands:
Employees indicate that they are able to cope with the demands
of their jobs.
Control:
Employees indicate that they are able to have a say about the
way they do their work.
Support:
Employees indicate that they receive adequate information and
support from their colleagues and superiors.
Relationships:
Employees indicate that they are not subjected to unacceptable
behaviours, e.g. bullying at work.
Role:
Employees indicate that they understand their role and
responsibilities.
Change:
Employees indicate that the organisation engages them
frequently when undergoing an organisational change.
13
It is important to understand each of the six factors and how they

are related to each other, as this can influence the amount of stress an
individual experiences:
A person can reduce the impact of high demands if they have
high control over their work.

The impact of high demands and low control can be reduced by
having high levels of support, either from colleagues or from you
as a manager.
Relationships can be one of the biggest sources of stress,
especially
where
harassment.
there
are
problems
like
bullying
and
Problems with role are probably the easier
problems to solve.
Change does not have to be at an organisational level to have an
impact on individuals or teams, for example, changes in team
members, line managers or the type of work or technology used
by the team can be just as stressful.
Understanding that these six factors can cause stress for employees
can help employers and managers answer the questions:
Does my organisation or team have a problem with stress?

If 'yes', what do I need to do or change to reduce that stress?
If 'no' what do I need to do to prevent stress becoming a
problem in the future?
In the Management Standards section of this website, we have

identified good practice guidance for each of these factors which should
encourage a proactive approach to preventing and managing stress in the
workplace (HSE,2015).
Common effects of stress (Safe Health Care,2014)

14
Indeed, stress symptoms can affect your body, your thoughts and
feelings, and your behavior. Being able to recognize common stress
symptoms can give you a jump on managing them. Stress that's left
unchecked can contribute to health problems, such as high blood
pressure, heart disease, obesity and diabetes.
Common effects of stress ... (Safe Health Care,2014)
... On your body
Headache
Muscle tension
or pain
Chest pain
Fatigue
Change in sex
drive
Stomach upset
Sleep
problems
... On your mood
Anxiety
Restlessness
Lack of
motivation or
focus
Irritability or
anger
Sadness or
depression
... On your behavior
Overeating or
undereating
Angry outbursts
Drug or alcohol abuse
Tobacco use
Social withdrawal
Objectives
1. To study the Stress and Fatigue at workplace.
2. To study the causes of stress and fatigue at workplace.
3. To study the effects of stress on a man
15
4. To find out the work capacity, stress and fatigue of human

resources working in engineering projects
Statement of the problem

Evaluation of work capacity, stress and fatigue of human resources
working in engineering projects"
Purpose of the study

This document is a review of some of the literature concerning work
capacity, stress and fatigue of human resources working in engineering
projects".It is not a code of practice, nor even a guideline for employers
and employees, but one of the scientific and medical briefing documents
designed to give best practice advice to professionals in the field. In
such a contentious and opaque subject there will be several models and
interactions which will have equal validity. Because shift-work is seen as
an important stressor, brief summary information about it is included in
part 5, Additional information. A number of related issues such as posttraumatic stress
debriefing, burnout and the role of employee
assistance programs are not covered in this document, but may be the
subject of future.
Scope of the Study

This conceptual study helps to know about the factors causing job
stress and explains how the job stress factor affecting the performance of
the employees. This study has made an attempt to bring out the modern
coping strategies followed by the employee and the employers to
overcome their stress and to improve their performance.
Limitations of the Study

16
There are many factors affecting the performance of the employees.

Job stress is one of the factors affecting the performance of the
employees. In this study, only job stress factor alone taken for research.
Likewise job stress is common in the entire field and in all the occupation,
but in this study engineering field only considered. We find find the results
through the study of engineers.
Chapter II
Review of Literature
17
Ganster & Loghan (2005) Job Holders are under a great deal of
stress and due to many antecedents of stress such as Overload, Role
ambiguity, Role conflict, Responsibility for people, Participation, Lack of
feedback,
Keeping
up
with
rapid
technological
change.
Career
development, Organizational structure and climate, and recent episodic

events. One of the affected outcomes of stress is on job performance. This
study examines the relationship between job stress and job performance
on bank employees of banking sector in Pakistan. The study tests the
purpose model in relation of job stress and its impact on job performance
by using (n=144) data of graduate, senior employees including managers
and customers services officers of well reputed growing bank in Pakistan.
The data obtained through questioners was analyzed by statistical test
correlation and regression and reliabilities were also confirmed. The
results are significant with negative correlation between job stress and job
performances and shows that job stress signifincently reduce the
performance of an individual. The results suggest that organization should
facilitate supportive culture within the working atmosphere of the
organization. load etc in determining the stressful the work can be and its
effect on employee physical and mental health.
According to Anderson (2002) work to family conflicts is also a
predecessor which creates stress in employees of an organization. Job
stress has been also viewed as dysfunctional for organizations and their
members. Although stress has been variously viewed as an environmental
stimulus to an individual.
Selye 1956 defined stress as an individual's reaction to an
environmental force that effect an individual performance. Job related
stress can be mostly immobilizing because of its possible threats to family
functioning and individual performance. Job related stress can create an
18
difference between demands on families and the ability of families to

provide material security for them.
Kahn et al., (1964) While there is a significant body of research
which deals with work and family there is relatively little research which
deals specifically with perceived job insecurity (i.e., concerns or fears
about job loss) and marriage and family life. Stress condition which
happens when one realizes the pressures on them, or the requirements of
a situation, are wider than their recognition that they can handle, if these
requirements are huge and continue for a longer period of time with out
any interval, mental, physical or behavior problems may occur, (Health
&Safety Executive UK ). Stress exists in every organization either big or
small the work places and organizations have become so much complex
due to which it exists, work place stress has significant effects over the
employees job performance, and the organizations in Uk are trying to
cope with this scenario.
Arnold and Feldman (2000) define stress as the reactions of individuals
to new or threatening factors in their work environment. Since our work
environments often contain new situations, this definition suggests that
stress is inevitable. This definition also highlights the fact that reactions to
stressful situations are individualized and can result in emotional,
perceptual, behavioral and physiological changes.
McGrath (1976) proposed a definition based on the conditions necessary
for stress. So there is a potential for stress when an environmental
situation is perceived as presenting a demand that threatens to exceed
the persons capabilities and resources for meeting it, under conditions
where he expects a substantial differential in the rewards and costs from
meeting the demand versus not meeting it. McGraths definition implies
19
that the degree of stress is correlated with a persons perceived inability

to deal with an environmental demand. This would lead to the conclusion
that a persons level of stress depends on their self perceived abilities and
self confidence. Stress is correlated with a persons fear of failure.
According to (Rose 2003) employees have tendency towards high level of
stress regarding time, working for longer hours which reduces employees
urge for performing better. Management support helps in reducing or
increases stress in employees, apparent organizational assistance,
management support work as a cushion which acts positively in
decreasing work related stress in employees. There are a lot of reasons
causing stress work, family conflicts, work over load are the reasons
indentified by
that if the organization or management does not
appreciates its employees for their hard work or contribution toward the
organization creates stress and apperently creates intention to leave. He
proposed a taxonomy of stressors based on action theory, this taxonomy
clusters stressors on the basis of how they disturb the regulation of goaloriented
action.
Specifically,
this
taxonomy
differentiates
between
regulation obstacles, regulation uncertainty, and overtaxing regulations.

Regulation obstacles such as interruptions or organizational constraints
make action regulation more difficult if not impossible for the employees.
Stress
in
organizations
affects
both
the
individual
and
the
organization.Individuals can be affected at the physiological, affective,

and behavioral levels, and in their leisure time and family life. Stressors
affect individuals and organizations within different time frames, stress
reactions can occur immediately (short-term reactions) and or may take
longer time to develop (long-term reactions). With respect to physiological
responses, stress has an effect on the cardiac system For example,
individuals in so-called high-strain jobs.
20
Folkman,S. & Moskowitz, J.T( 2004) show higher blood pressure than
individuals in other types of jobs.Also heart rate increases in stress
situations.Moreover, experiencing astressful work situation is associated
with increased levels of cholesterol and other metabolic and homeostatic
risk factors for cardiovascular disease. The experience of stress is
associated with affective reactions. In the short-term, mood disturbances
can occur. Such affective reactions seem to result mainly from specific
aversive events and stressful achievement settings. In the long run, wellbeing and mental health can suffer. There is evidence from longitudinal
studies that stressful work situations are associated with an increased
level of depressive symptoms, psychosomatic complaints
Jennifer McGowan (2006 studied the link between anxiety stress with
satisfaction and performance of employees, that lower anxiety stress
improves performance of employees which he studied in different
managerial level of an organization.
Beehr, Jex, Stacy & Murray (2000) found the relationship between
occupational
stressors
and
the
performance
of
employees
of
an
organization as well as how it can affect the employees psychologically.

Jamal, (1984) studied an association between job stress and performance
between managers and blue-collar employees. Stress on job can be stated
as the outcome of an individual due to the working environment from
which he feels unsecured.
McCubbin & Figley (1983)Eleven forces are used as an antecedents
of stress by researches (Overload, Role vagueness, Role conflict,
Responsibility for people, Participation, Lack of feedback, Keeping up with
quick technological change, Being in an innovative role, Career growth,
21
Organizational structure and environment, and Recent episodic events.,)

Overload :excessive work or work that is outside one's capability.
R. Anderson (2003) Role insufficient information concerning powers,
authority and duties to perform one's role. Role Conflict: Supervisors or
subordinates
place
contradictory
demands
on
the
individual.
Responsibility for people: Responsibility for people, well-being works, job

security, and professional development.
Participation: Extent to which
one has influence over decisions relevant to one's job.

Lawrence and Lorsch (1970) Career development: Impact of status
dissimilarity, lack of job security, let down ambition.
Recent episodic
events: Certain life events, such as divorce and bereavement, that are
highly stressful.
Rose (2003) In every organization and at every level of
management and workers an elevated average level of stress is to be
found which mostly has an effect on employees job satisfaction.
According to (Rose ,2003). employees have tendency towards high level
of stress regarding time, working for longer hours which reduces
employees urge for performing better. Management support helps in
reducing or increases stress in employees.
Stamper & Johlke (2003) apparent organizational assistance,
management support work as a cushion which acts positively in
decreasing work related stress in employees. There are a lot of reasons
causing stress work family conflicts work over load one of reason
indentified by (Stamper & Johlke ,2003) that if the organization or
management does not appreciates its employees for their hard work or
contribution toward the organization creates stress and mostly creates
intention to leave.
22
Ivancevich & Donnelly (1975) studied the link between anxiety

stress with satisfaction and performance of employees, that lower anxiety
stress improves performance of employees which he studied in different
managerial level of an organization. They found the relationship between
occupational
stressors
an
the
performance
of
employees
of
an
organization as well as it can affect the employees psychologically.

Jamal (1984) studied a association between job stress and job
performance between managers and blue-collar employees. Stress on job
can be stated as the outcome of an individual due to the working
environment from which he feels unsecured. Different relationships are
projected between job stress and performance: U-shaped and curvilinear,
positive linear, negative linear and no relationship between the stress and
performance. A random sample of 305 blue-collar and 325 managerial
workers in Canadian firm are surveyed through structured questionnaire.
Variables used for this study were job stress, job performance, and
organizational commitment. A negative linear relationship between job
stress and job performance was found. Very limited evidence is seen for
curvilinear or no association.
The research undertaken by MIND suggests that certain perceptions
of job stress are more likely than others to lead to psychological problems
such as anxiety or depression. These aspects include: a perception of a
poor relationship with a superior or a perception of too much trouble at
work. There also appears to be a heightened risk of employees suffering
from a psychiatric disorder when they have little say or control over how
their work is done; when their work is fast paced; has conflicting priorities
or when they feel there is a lack of recognition, understanding and
support from managers.
23
Lewig K and Dollard M F. (2001) Stress and common mental health

problems typically have complex and multiple causes and cannot be
attributed solely to events in the workplace. Certainly, unemployment is
as bad or worse for our health, while the fact of having a job, however
imperfect it may be, brings positive psychological effects.18
Harkness A, et al., (2005) Barley and Knight argue that the rise in
the popularity of stress amongst the general public is largely attributable
to its broad- based explanatory value, as it can be invoked to account for
a variety of negative environmental factors, feeling states, physical
sensations and cognitions.
Just some of the ailments studied to determine if they were
associated with stress at work include: mood and sleep disturbances,
nausea,
headaches,
disturbed
relationships,
short
temper,
job
dissatisfaction and low moral. These early signs of job stress are easily
recognized. Its more difficult to see the effects of job stress on chronic
diseases, because they develop over time, and are influenced by many
factors other than stress. Evidence is rapidly accumulating that stress has
a significant role in chronic health problems especially cardiovascular
disease, musculoskeletal disorders, psychological disorders and workplace
injury. In New York, Los Angeles, and other major municipalities, a police
officer who suffers a heart attack, on or off the job, is assumed to have a
work-related injury and is compensated accordingly. The officer may be
cheering on a favorite football team or skiing the slopes in Aspen when
the heart attack occurs its treated as work-related. According to data
from the Bureau of Labor Statistics, workers who must take time off work
because of stress, anxiety, or a related disorder will be off the job for
about 20 days.
24
Johnson JV, Lipscomb J., (2006) Research suggests that suicide, cancer,
ulcers and impaired immune function are associated with stressful
working
conditions.
More
research
is
needed
to
form
definitive
conclusions.
Gadinger,MC., et al., (2012)Some employers believe that stressful working
conditions are necessary for increasing productivity and remaining
profitable. Research shows, however, that stressful working conditions are
associated with increased absenteeism, tardiness, and intentions by
workers to quit their jobs all costly to the business.
American Psychology Association (2014) Recent studies of healthy
organizations suggest that policies benefiting workers also benefits
profits. A healthy organization is defined as one that has low rates of
injury, illness and disability, and is also competitive in the marketplace.
NIOSH has identified organizational characteristics associated with both
low stress and high productivity. Some of those characteristics are:
Recognition of employees for good work performance
Opportunities for career development
An organizational culture that values the individual worker
Management actions that are consistent with organizational values
American Psychology Association (2014) The pressures of todays

connected world have a role in stress. Cell phones, email, and the Internet
make it increasingly difficult to switch off from the stresses of the
workplace and give full attention to personal priorities. While technology
undoubtedly improves our lives, information overload can add to the
25
stress of an already overworked nation and lead to using unhealthy

behaviors to cope with that stress, says psychologist David Ballard, PsyD,
MBA, with the American Psychology of Association. Smoking, poor dietary
choices, drinking alcohol, and other unhealthy behaviors can lead to longterm, serious health problems. What is important is to learn how to
effectively manage your stress, so you can be at your best both at home
and at work, Ballard states.
Jahncke H, Halin N. (2012) Hearing impaired and normal hearing
individuals were compared in two within-participant office noise conditions
(high noise: 60 L Aeq and low noise: 30 L Aeq ). Performance, subjective
fatigue, and physiological stress were tested during working on a
simulated open-plan office. We also tested two between-participants
restoration conditions following the work period with high noise (nature
movie or continued office noise). Participants with a hearing impairment
(N = 20) were matched with normal hearing participants (N = 18) and
undertook one practice session and two counterbalanced experimental
sessions. In each experimental session they worked for two hours with
basic memory and attention tasks. We also measured physiological stress
indicators (cortisol and catecholamines) and self-reports of mood and
fatigue. The hearing impaired participants were more affected by high
noise than the normal hearing participants, as shown by impaired
performance for tasks that involve recall of semantic information. The
hearing impaired participants were also more fatigued by high noise
exposure than participants with normal hearing, and they tended to have
higher stress hormone levels during the high noise compared to the low
noise condition. Restoration with a movie increased performance and
motivation for the normal hearing participants, while rest with continued
noise did not. For the hearing impaired participants, continued noise
26
during rest increased motivation and performance, while the movie did
not. In summary, the impact of noise and restorative conditions varied
with the hearing characteristics of the participants. The small sample size
does however encourage caution when interpreting the results.
Meneze (2005) A mainstream group of employees articulated that their
organizations did not care for its employees and sometimes employees
dont like to work with their organizations indicating high levels of stress
among them and majority were between the age brackets of 26-35 years.
Misfit with organization, no part in decision making, were reported main
causes of stress as well no control over work environment, personality
traits, lack of relaxation along with ambiguous rules affect employees
performance. Better managed employees are more cooperative and serve
as assets for an organization and when their stress is ignored by the
employer the results are increased absenteeism, cost, low productivity,
low motivation and usually legal financial damages.
Kazmi and Rubina ( 2007) Employees in the following ratios reported
that their job is source of large amount of stress they experienced, 33%,
and 77% articulated that they remain always or sometimes in stress
during last 12 months, 23% reported that rarely experienced stress during
their job. Many workers express that their job is prominent source of
stress in their life but reduced workload, improve management and
supervision, better pay, benefits, and vacation times can reduce the
stress among employees. Stress is a universal experience in the life of
each and every employee even executives and managers. It is estimated
that about 100 million workdays are being lost due to stress and nearly
50% to 75% disease are related to stress. Stress results in high portion of
absence and loss of employment. the ratio of stress affected in
27
organization are increasing on alarming rate which effects both the

employee performance and goal achievement.
Michie, S and Williams, S (2003) Stress has many definitions it is a part
of both social and concrete sciences. However, Stress is a universal
experience in the life of each and every employee, even executives and
managers. This study discloses the impact of stress on employees of
organizations regardless of any discrimination of male and female
employees, kind of organization, and department. Stress is basically is a
mental strain from the internal or external stimulus that refrains a person
to respond towards its environment ina normal manner. These stress
levels can be internal or external fro the doctors, from their personal lives
or professional lives.
Bashir and Asad (2007) Stress is a term that refers to sum of physical
mental emotional strains or tensions on a person or feelings of stress
which result from interactions between people and their environment that
are perceived as straining or exceeding their adaptive capacities and
threatening their well being, in addition stress has a wide psychological
and
physical
effect
as
cardiovascular,
musculoskeletal
systems,
headache, gastrointestinal problems, sleep disturbance and depression.

Ghaleb, Thuria (2008)Further researched that health sector has to face
usually large amount of stress. Stress among doctors is high, the medical
profession is suffering from increased stress, but most of the attention has
been focused on junior doctors and their excessive hours of work.Doctors
in the field of medicine have to usually face a lot hurdles and one the
most evident factor which originates and impacts directly their personal
and professional lives stress. Low job satisfaction correlated with
contemplation of giving up work due tostress, physicians and surgeons
28
were more likely to have lower job satisfaction scores if they felt unable to
remain competent in their field of work.
Dowell, Anthony (2001) There is a negative correlation between job
stress and job performance. Those subjects who had high level of job
stress had low job performance. All the factors affected males more than
females, incase of certain situation. The kind of stress towards which the
doctors are exposed to usually result in such negative factor that places
at the life of the innocents which they attend. And such stresses increases
the chances of fatal errors lowering job performance .
Elovainio et al. (2002), Job stress although has belittling impact on any
organization
and
individuals
performance
but
can
shape
dire
consequences when related to health care. Job stress is considered rising

and has become challenge for the employer and because high level stress
is results in low productivity, increased absenteeism and collection to
other employee problems like alcoholism, drug abuse, hypertension and
host of cardiovascular problems.
Meneze (2005) Personality factors have shown inclination towards
stress, anxiety, and other occupational health outcomes in different areas
of medicine, and these factors may contribute to feelings of job
dissatisfaction
and
stress.The
importance
of
stress
is
highlighted
nowadays by the employers to manage and reduce stress through

practical guidelines in public sector but not in private organizations.
Rolfe( 2005)Positive correlation has been shown by the literature
between incentives and performance as both are related with satisfaction
of employees, however every time the case is not same non monetary
incentives like career advancement, prestige, and public recognition can
29
also increase performance because low morale, high turnover, and

interdepartmental struggle were baselines of many cases.
Subha Imtiaz and Shakil Ahmad (2010) Stress is a universal element
and persons from nearly every walk of life have to face stress. Employers
today are critically analyzing the stress management issues that
contribute to lower job performance of employee originating from
dissatisfaction &high turnover ultimately affecting organizational goals
and objectives. How stress affects employee performance, managerial
responsibility, & consequences high stress are basic aims of the study.
The universe of the study is Rawalpindi/Islamabad; the target population
is employees (medical officers and house officers) in main health/medical
organizations of the universe. The factors affecting stress were identified;
personal issues, lack of administrator support, lack of acceptance for work
done,
low
span
over
work
environment,
unpredictability
in
work
environment &inadequate monetary reward. Higher level of stress existed

with no managerial concern for solution consequently lowering the
employee performance; staking organizational reputation and loss of
skilled employees, these situations call for immediate concern from
organization management for employing effective stress management
practices to increase employee satisfaction and overall employee
performance.
Ganster & Loghan (2005) Stress is an unwanted reaction people
have to severe pressures or other types of demands placed upon them. A
huge and multi fields literature points a lot of key factors such as work
environment, management support, work load etc. In determining the
stressful the work can be and its effect on employee physical and mental
health. According to (Anderson, 2002) work to family conflicts is also a
predecessor which creates stress in employees of an organization. Job
30
stress has been also viewed as dysfunctional for organ izations and their
members. Although stress has been variously viewed as an environmental
stimulus to an individual.
Selye (1956) defined stress as an individual's reaction to an
environmenta l force that effect an individual performance. Job related
stress can be mostly immobilizing because of its possible threats to family
functioning and individual performance. Job related stress can create a
difference between demands on families and the ability of families to
provide material security for them.
McCubbin & Figley, (1983) While there is a significant body of
Effects of Job Stress on Employees Job Performance A Study on Banking
Sector of Pakistan research which deals with work and family there is
relatively little research which deals specifically with perceived job
insecurity and marriage and family life (e.g., Buss &Redburn, 1983).
Stress condition which happens when one realizes the pressures on them,
or the requirements of a situation, are wider than their recognition that
they can handle, if these requirements are huge and continue for a longer
period of time with outany interval, mental, physical or behavior problems
may occur, (Health &Safety Executive UK). Stress exists in every
organization either big or small the work places and organizations have
become so much complex due to which it exists, work place stress has
significant effects over the employees job performance, and the
organizations in Uk are trying to cope with this scenario.
R. Anderson ( 2003). Eleven forces are used as an antecedents of
stress
by
researches
(Overload,
Role
vagueness,
Role
conflict,
Responsibility for people, Participation, Lack of feedback, Keeping up with

quick technological change, Being in an innovative role, Career growth,
31
Organizational structure and environment, and Recent episodic events.,)

Overload :excessive work or work that is outside one's capability.
French and Caplan, (1972) Role insufficient information concerning
powers, authority and duties to perform one's role, Supervisors or
subordinates
place
contradictory
demands
on
the
individual.
Responsibility for people, well-being works, job security, and professional

development. Extent to which one has influence over decisions relevant to
one's. Lack of Feedback: Lack of information about job performance.
Keeping up with rapid technological change: Keeping up with rapid
changes in the information processing.
How Stress Affects Your Work Performance (Heidi Wenk

Somaz, et al.,2003)
Workplace stress derives from many sources. It can be a demanding

boss,
annoying
co-workers,
rebellious
students,
angry
customers,
hazardous conditions, long commutes and a never-ending workload. Your

work
performance
is
also
affected
by
stressors
such
as
family
relationships, finances and a lack of sleep stemming from fears and

anxieties about the future. How you handle the effects of stress depends
on whether it is easier to change the situation or change your attitude
toward it.
Relationships
Stress is a major contributor to job burn-out and strained
interactions with peers and supervisors, says Bob Losvyk, author of "Get a
Grip!: Overcoming Stress and Thriving in the Workplace." The combined
feelings
of
helplessness
and
hopelessness
generate
heightened
sensitivities to any and all forms of criticism, defensiveness, depression,

paranoia about job security, jealousy and resentment toward co-workers
32
who seem to have everything under control, short-fuse tempers,

diminished self-esteem and withdrawal.
Focus
Stress affects your ability to remember things you already know, to
process new information you are learning and to apply both to analytical
situations and physical tasks that require concentration. When you are
mentally exhausted from all of the worries, anxieties and tension brought
on by a stressful environment or lifestyle, you are more easily distracted
and prone to make costly, harmful or even fatal mistakes on the job.
Health
In addition to headaches, sleep disorders, vision problems, weight
loss/gain
and
blood
pressure,
stress
affects
cardiovascular,
gastrointestinal and musculoskeletal systems, says Richard Weinstein,

author of "The Stress Effect." If you're not feeling well, you're not going to
do your best work. Further, the amount of sick leave taken to rest and
recuperate from stress-related illnesses often means that the work only
accumulates during your absence and, thus, generates even more stress
about how to catch up once you return.
Arthur, A. R. (2000) has mentioned in his studies that one of the six
factors of occupational stress is pressure originating from workload. He
also argued that factors intrinsic to the job means explore workload,
variety of tasks and rates of pay.
33
Chapter III
METHODOLOGY
The main objective of methodology is to explain various tools and techniques
employed for the collection, analysis and interpretation of data, related to the study
under investigation.
34
1.
UNIVERSE
Selection of universe in very important in research study. It provides more

accuracy and precision. In statistical sense the term Universe means the agrigate
of person are objects under study. Universe is a theoretical and hypothetical
aggregation of all elements as defined for a givern research (Babble, 2001).
The study will be carried out in two Companies I. Uphone and 2 nd one Huawei
at the offices of Lahore..
3.2 SAMPLE
Part of a population is called sample
100 respondents were selected randomly from two Companies namely Ufone
and Huawei at main office Lahore..
From the two Companies namely Ufone and Huawei at main office Lahore,
100 respondents were selected randomly from two companies as namely above
mentioned. At the second stage 60 respondents were selected from each Company
HR Office.
3.3 TOOLS FOR DATA COLLECTION

Interview Schedule
The data was collected with the help of interviewing schedule; an interviewing
schedule was refer to the questions formulated according to the requirements and
relevance of the objectives of research. It was a technical procedure to get the
35
required information accurately. Interviewing schedule was prepare in English but

translated into Urdu and Punjabi for data collection, if deem necessary. It was
formulated with supervision and great attention of supervisor.
3.4 Statistical techniques used
Following techniques of data analysis were used:
Percentage
Percentage indicates proportion. It is a useful technique for
comparison and estimation. Percentage will be calculated by following method.
P
F/N x 100
Where:
P
Percentage
Number of observation
Total number of frequencies
Chi-Square
Chi-square test was applied to examine association between
independent and dependent variables. It will be computed by following formula.
x2=( 0-2)
e
Where
o= Observed value
36
e= Expected value
= total sum
X2=Chi-square value
CHAPTER IV
DATA ANALYSIS
Table No. 1
DISTRIBUTION OF RESPONDENTS REGARDING THE
37
TYPE OF ORGANIZATION
Govt. Department
Private sector
organization/ Public
Limited
Total
Frequency
Percentage
120
100
120
120
This table shows the distribution of the respondents regarding their

organization Type. The above table shows that the highest numbers of the
respondents with 100 % related with private sector / Public sector
organization
Table No. 2
DISTRIBUTION OF RESPONDENTS REGARDING BY
How satisfied with the performance of Employee?
Very Satisfied
Frequency
Percentage
25
20.83
38
Satisfied
70
58.33
Not Satisfied
25
20.83
120
100
Total
This table shows the Distribution of respondent retarding their

performance of employee. The above table shows that the highest
number of respondents with the percentage of 58.33 had satisfied with
the performance of employees. While 20.83 % were very satisfied and 20
% of the respondents were not satisfied.
Table No. 3
What was the performance of Employee and that
attained 100% compliance of your contracted scope of work
in terms of quality and quantity.
Very Good
Frequency
Percentage
20
16.66
39
Good
40
33.33
Not Good
30
25
Poor
20
16.66
Very Poor
10
8.33
120
100
Total
This table shows the Distribution of respondent retarding the

performance of Employee and that attained 100% compliance of their
contracted scope of work in terms of quality and quantity. The above table
shows that the highest number of respondents with the percentage of
33.33 said good. While 16.33 % were very good and same were said poor.
25 % of the respondents were said not good and 8.33 said very poor.
Table No. 4
Do you consider risks at the time of project planning?
Frequency
Percentage
Yes
40
33.33
No
80
66.66
120
100
Total
40
This table shows the Distribution of respondent regarding they

consider risks at the time of project planning. The above table shows that
the highest number of respondents with the percentage of 66.66 had
agreed with the statement they consider risks at the time of project
planning. While 33.33 % were not agreed with the statement.
Table No. 5
Have you suffered any loss / damage
(economically/financially, performance, reputation) in the
past due to occurrence of any significant risk in your
organization specially related to human resources?
Frequency
Percentage
Yes
80
66.66
No
40
33.33
120
100
Total

suffered any loss / damage (economically/financially, performance,
41
reputation) in the past due to occurrence of any significant risk in your

organization specially related to human resources. The above table shows
that the highest number of respondents with the percentage of 66.66 had
agreed with the statement that they suffered any loss / damage
(economically/financially, performance, reputation) in the past due to
occurrence of any significant risk in your organization specially related to
human resources. While 33.33 % were not agreed with the statement.
Table No. 6
Does your organization have a proper system for risk
assessment / analysis & management before project
execution?
Frequency
Percentage
Yes
80
66.66
No
40
33.33
120
100
Total
This table shows the Distribution of respondent regarding their

organization has a proper system for risk assessment / analysis &
management before project execution. The above table shows that the
highest number of respondents with the percentage of 66.66 had agreed
42
with the statement that their organization have a proper system for risk
assessment / analysis & management before project execution.
While
33.33 % were not agreed with the statement.
Table No. 7
Have you established a proper Risk Management Cell /
Unit/ Department in the organization?
Frequency
Percentage
Yes
30
25
No
90
75
120
100
Total

established a proper Risk Management Cell / Unit/ Department in the
organization. The above table shows that the highest number of
respondents with the percentage of 75 had not agreed with the statement
43
that they established a proper Risk Management Cell / Unit/ Department

in the organization. While 25 % were agreed with the statement.
Table No. 8
Does the firm have any proper risk policy / strategy
give in general?
Frequency
Percentage
Yes
30
25
No
90
75
120
100
Total
This table shows the Distribution of respondent regarding their firm

have any proper risk policy / strategy give in general. The above table
shows that the highest number of respondents with the percentage of 75
had not agreed with the statement that their firm have any proper risk
44
policy / strategy give in general.
While 25 % were agreed with the
statement
Table No. 9
Does the firm have standard operating procedures
(SOPs) for performing all major tasks along with
comprehensive documented policies and procedures in
place to manage the risks arising during the projects?
Frequency
Percentage
Strongly Agree
20
16.66
Agree
30
25
Neither
Disagree
50
41.66
Strongly
Disagree
20
16.66
120
100
TOTAL
45

have standard operating procedures (SOPs) for performing all major tasks
along with comprehensive documented policies and procedures in place
to manage the risks arising during the projects. The above table shows
that the highest number of respondents with the percentage of 41.66 had
neither disagreed with the statement that their firm firm have standard
operating procedures (SOPs) for performing all major tasks along with
comprehensive documented policies and procedures in place to manage
the risks arising during the projects. While 25 % were agreed with the
statement.
Only 16.66 % of the respondents were agreed with the
statement
Table No. 10
Does the firms risk analysis strategy give it any
competitive advantages in the current business operating
environment?
Frequency
Percentage
Strongly Agree
20
16.66
Agree
30
25
Neither
Disagree
60
50
Disagree
10
8.33
120
100
Total

the firms risk analysis strategy give it any competitive advantages in the
46
current business operating environment. The above table shows that the
highest number of respondents with the percentage of 50 had neither
agreed with the statement that the firms risk analysis strategy give it any
competitive advantages in the current business operating environment.
While 25 % agreed with the statement and 16.66 % strongly agreed with
this. 8.33 % of the respondents disagreed with.
Table No. 11
Have there been any significant changes in the firms
management, staffing and data processing systems over the
past two years to mitigate risks after risk assessment
studies?
Frequency
Percentage
Strongly Agree
10
8.33
Agree
20
16.66
Neither
Disagree
70
58.33
Strongly
Disagree
20
16.66
120
100
TOTAL
This table shows the Distribution of respondent regarding any

significant changes in the firms management, staffing and data
47
processing systems over the past two years to mitigate risks after risk
assessment studies. The above table shows that the highest number of
respondents with the percentage of 58.33 had neither agreed with the
statement that the firms risk analysis strategy give it any competitive
advantages in the current business operating environment. While 16.66
% agreed with the statement and 16.66 % strongly agreed with this. 8.33
% of the respondents strongly agreed with.
Table No. 12
As per your experience of working, which phase of
project need more focus in terms of risk assessment?
Frequency
Percentage
Pre bidding
40
33.33
During Contract
Preparation
20
16.66
During Execution
30
25
Closing
30
25
120
100
TOTAL

experience of working, which phase of project need more focus in terms
of risk assessment. The above table shows that the highest number of
respondents with the percentage of 33.33 had said pre bidding in the
answer of the statement that experience of working, which phase of
48
project need more focus in terms of risk assessment. While 25 % said

during execution and 25 % said at time of closing. 16.66 % were at the
time of contract preparation.
Table No. 13
Are the firms policies, procedures and controls
effectively implemented to provide complete, accurate,
relevant and timely risk management information?
Frequency
Percentage
Strongly Agree
40
33.33
Agree
30
25
Neither
Disagree
30
25
Strongly
Disagree
20
16.66
120
100
TOTAL

firms policies, procedures and controls effectively implemented to
provide complete, accurate, relevant and timely risk management
information. The above table shows that the highest number of
respondents with the percentage of 33.33 had strongly agreed with the
49
statement that the firms policies, procedures and controls effectively

implemented to provide complete, accurate, relevant and timely risk
management information. While 25 % agreed with the statement and 25
% neither disagreed with this.
16.66 % of the respondents strongly
disagreed with.
Table No. 14
What are the major risks normally being faced in
projects due to workers?
Frequency
Percentage
Financial
70
58.33
Engineering
40
33.33
Natural
10
8.33
Total
120
100
This table shows the Distribution of respondent regarding major

risks normally being faced in projects due to workers. The above table
58.33 had said financial against the statement that the major risks
normally being faced in projects due to workers. While 33 % answered
engineering and 8.33 % said natural against the statement. .
50
Table No. 15
Does skilled workers are vital role during risk
assessment for engineering projects?
Frequency
Percentage
Strongly Agree
60
50
Agree
40
33.33
10
8.33
10
8.33
120
100
Neither
Disagree
Strongly Disagree
Total
This table shows the Distribution of respondent regarding skilled

workers are vital role during risk assessment for engineering projects. The
above table shows that the highest number of respondents with the
percentage of 50 had strongly agreed with the statement that the skilled
workers are vital role during risk assessment for engineering projects.
While33.335 % agreed with the statement and 8.33 % strongly agreed
with this. 8.33 % of the respondents neither disagreed with.
51
Table No. 16
Team members of project have life insurance?
Frequency
Percentage
10%TO 20%
60
50
30% TO 49%
30
25
50% TO 69
10
8.33
70% TO 89
10
8.33
90% TO 100
10
8.33
120
100
Total
This table shows the Distribution of respondent regarding Team

members of project have life insurance. The above table shows that the
highest number of respondents with the percentage of 50 has life
insurance 10% 20 %. While 25 % have life insurance 30-49 %. 8.33 %
of the respondents have life insurance 50-69 % , same were 70-89% and
8.33 have life insurance 90-100 %.
52
Table No. 17
Which Factor has major effect on Risk in project
execution?
Frequency
Percentage
Cost
60
50
Time
20
16.66
Performance
20
16.66
Quality
20
16.66
120
100
Total
This Table Shows the Distribution of respondent regarding Factor has

major effect on Risk in project execution. The above table shows that the
highest numbers of the respondent with the percentage of 50 answered
cost against the statement that what Factor has major effect on Risk in
project execution while 16.33 % said time and same said performance .
16.33 % said quality.
Table No. 18
53

Have you claimed any insurance damages in any of
your project?
Frequency
Percentage
Yes
70
58.33
No
50
41.66
120
100
Total

claimed any insurance damages in any of your project. The above table
58.33 had answered yes against the statement that they claimed any
insurance damages in any of your project. While 41.66 % answered no
against the statement.
Table No. 19
54

Are you satisfied with insurance claim settlement and
think that insurance is an important risk mitigation tool for
workers?
Frequency
Percentage
Yes
40
33.33
No
80
66.66
120
100
Total
This Table Shows the Distribution of respondent regarding they

satisfied with insurance claim settlement and think that insurance is an
important risk mitigation tool for workers. The table shows that the
highest numbers of the respondents with the percentage of 66.66 said no
against the statement that they satisfied with insurance claim settlement
and think that insurance is an important risk mitigation tool for workers
while 33.33 % answered no.
Table No. 20
55
Which is most risky as per your experience?

Frequency
Percentage
80
66.66
Consultant
20
16.66
Client
20
16.66
120
100
Vendor SubContractor
Total
This Table Shows the Distribution of respondent regarding which is

most risky as per their experience. The table shows that the highest
numbers of the respondents with the percentage 66.66 answered vender,
Subcontractor is most risky as per their experience while 16.66 answered
consultant and same said client.
Table No. 21
Which Engineering risk is most critical?
56
Incomplete design
information
Frequency
Percentage
20
16.66
Missed out items by

Engineering
20
Inadequate project
planning D
30
25
delay in providing
timely
information/design
10
8.33
Poor Quality and

performance of
engineering Subcontractor.
40
33.33
120
100
Total
16.66
This Table Shows the Distribution of respondent regarding Which

Engineering risk is most critical. The above table shows that the highest
numbers of the respondents said with the percentage of 33.33 that Poor
Quality and performance of engineering Sub-contractor is the Engineering
risk is most critical. While 25 % said Inadequate project planning. While
16.66 % said incomplete design information and same said Missed out
items by Engineering. 8.33 % of the respondents said delay in providing
timely information/design
Table No. 22
Which financial risk is most critical?
57
Frequency
Percentage
Change in Taxes/ duties
40
33.33
Price Validity risk
40
33.33
Increase in Freight Cost
40
33.33
120
100
Total
This Table Shows the Distribution of respondent regarding which

financial risk is most critical. The above table shows that the highest
numbers of the respondents said with the percentage of 33.33 that
Change in Taxes/ duties risk is most critical. While 33.33 % said Price
Validity risk and same % said Increase in Freight Cost risk is most critical.
Table No. 23
Which Project execution Risk is most critical?
Frequency
Delays in Mobilization of
Vendor/Contractor
20
Percentage
16.66
58
Rework/repetition/rectification of
work due to inferior quality of
workmanship or material
20
16.66
Poor communication with Client
30
25
Disputation or litigation Delay in

shipment
20
16.66
Breach of contract
10
8.33
Health & Hygiene risks at site
20
16.66
120
100
Total
This Table Shows the Distribution of respondent regarding Which

Project execution Risk is most critical. The above table shows that the
highest numbers of the respondents said with the percentage of 25 that
Poor communication with Client risk is most critical. While 16.66 % said
Delays in Mobilization of Vendor/Contractor risk and same % said
Rework/repetition/rectification
of
work
due
to
inferior
quality
of
workmanship or material. 16.66 % said that Disputation or litigation

Delay in shipment and same said Health & Hygiene risks at site. 8.33 % of
the respondents said Breach of contract.
Chapter V
FINDINGS, CONCLUSION AND
RECOMMENDATIONS
FINDINGS
59
1. 100 % related with private sector / Public sector organization.

2. Highest numbers of the respondents with the percentage of
58.33 had satisfied with the performance of employees.
3. Highest number of respondents with the percentage of 66.66
had agreed with the statement they consider risks at the time
of project planning.
had agreed with the statement that they suffered any loss /
damage (economically/financially, performance, reputation) in
the past due to occurrence of any significant risk in your
organization specially related to human resources.
had agreed with the statement that their organization have a
proper system for risk assessment / analysis & management
before project execution.
6. the highest number of respondents with the percentage of 75
had not agreed with the statement that they established a
proper Risk Management Cell / Unit/ Department in the
organization.
7. the highest number of respondents with the percentage of 75
had not agreed with the statement that their firm have any
proper risk policy / strategy give in general.
said that the firm has standard operating procedures (SOPs)
for performing all major tasks along with comprehensive
documented policies and procedures in place to manage the
risks arising during the projects.
9. Highest number of respondents with the percentage of 50 said
that the firms risk analysis strategy give it any competitive
advantages in the current business operating environment.
10.
Highest number of respondents with the percentage of
58.33 neither agreed that the firms risk analysis strategy give
60
it any competitive advantages in the current business

operating environment.
11.
33.33 said pre bidding in the answer of the statement that
experience of working, which phase of project need more
focus in terms of risk assessment.
12.
33.33 strongly agreed that the firms policies, procedures and
controls
effectively
implemented
to
provide
complete,
accurate, relevant and timely risk management information.

13.
50 had strongly agreed with the statement that the skilled
workers are vital role during risk assessment for engineering
projects.
14.
50 has life insurance 10% 20 %.
15.
Highest numbers of the respondent with the percentage
of 50 answered cost against the statement that what Factor
has major effect on Risk in project execution.
16.
58.33 had answered yes against the statement that they
claimed any insurance damages in any of your project.
17.
Highest numbers of the respondents with
the
percentage of 66.66 said no against the statement that they

satisfied with insurance claim settlement and think that
insurance is an important risk mitigation tool for workers.
18.
Highest numbers of the respondents with
the
percentage 66.66 answered vender, Subcontractor is most

risky as per their experience.
19.
Highest numbers of the respondents said with the
percentage of 33.33 that Poor Quality and performance of
61
engineering Sub-contractor is the Engineering risk is most

critical.
20.
percentage of 33.33 that Change in Taxes/ duties risk is most
critical.
21.
percentage of 25 that Poor communication with Client risk is
most critical.
Conclusion
From the research findings, we concluded that Work overload,
Career development and Work/family conflict are considered to likely
cause a disruptive effect on performance of workers. They are also seen
as more problematic compared to the other causes of stress.
The
study
reveals
that
workers
through
tiredness,
worry,
unhappiness, weakness, headache, anger to mention a few identified

these stress factors, they also react to these stress factors by absenting
themselves from work, taking off days, watching movies, sleeping,
drinking and smoking, further more the presence of work stress evoked
illness on workers.
A substantial amount of respondents confessed that they have
experienced illness in the course of their duty. Though Clinics were made
available to attend to these problems caused by stress, it was evident
that most workers will prefer a stress free working environment to a
palliative treatment they will receive in these clinics.
Recommendations
62
From the research analysis, findings and conclusions, the made;

following recommendations were:
1. The workload of workers should be reduced to a more
reasonable level. The hospital should employ more workers to
help lift too much workload of the workers. Workers of the
hospital
who
are
developing
their
career
should
be
encouraged to do so; this could be done by granting them

leave or reducing their workload so they could have more
time for career development.
2. Workers should try as much as possible to strike a balance
between their office work and family responsibilities; none
should be taken with levity
3.
The workers position and status should be put into
consideration and adequate incentives and benefits should be
made available.
4. Organizational policies should be instituted that will make
communication amongst the rank files liberalized and made
easier.
5. There should be wide consultation on issues before taking any
decision. Workers should be given freedom to express their
minds on issues affecting them. This will facilitate a sense of
belonging among the workers.
6. Efforts made by government to revamp the economy should
be intensified. If this is achieved, workers will have job
opportunities and the condition of service will be enhanced.
7. . Workers should ensure self protection against stress. They
should ensure means to fight back these stress factors. They
should be able to detect the signal of stress factors and
possible causes within the environment.
8. Workers should endeavour to attend mental health seminars
and adopt stress reducing measures like relaxation, sleep, rest
63
(leave seeking), balanced diet, exercises that help the heart

and lungs, dangers of alcohol abuse and ability to let go.
9. Workers should set priorities. Most effective workers achieve
their objectives at early hours of the day, those who fail to
plan and set priorities often face stress situations at the end
of the day.
10.
Long range plans and goals are also important.
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The
American
Institute
of
Stress,
(2004)
http://www.stress.org/workplace-stress/
SURVEY QUESTIONNAIRE
"EVALUATION OF WORK CAPACITY, STRESS AND
FATIGUE OF HUMAN RESORCES WORKING IN
ENGINEERING PROJECTS"
Name: ____________
Company Name:________________
1 Type of Organization
I Govt. Department
II Private sector organization/ Public Limited
2 How satisfied with the performance of Employee?
I Very Satisfied
II Satisfied
III Not Satisfied
72
3 What was the performance of Employee and that attained

100% compliance of your contracted scope of work in terms
of quality and quantity.
Very Good
Good
Not Good
Poor
Very Poor
Do you consider risks at the time of project planning?
I Yes
II No
5 Have you suffered any loss / damage
I
II
III
IV
V
4
(economically/financially, performance, reputation) in the

past due to occurrence of any significant risk in your
organization specially related to human resources?
I Yes
II No
6 Does your organization have a proper system for risk
assessment / analysis & management before project
execution?
I Yes
II No
7 Have you established a proper Risk Management Cell / Unit/
Department in the organization?
I Yes
II No
8 Does the firm have any proper risk policy / strategy give in
general?
I Yes
II No
9 Does the firm have standard operating procedures (SOPs)
for performing all major tasks along with comprehensive
documented policies and procedures in place to manage the
I
II
risks arising during the projects?

Strongly Agree
Agree
73
III Neither
Disagree
IV Strongly Disagree
10 Does the firms risk analysis strategy give it any competitive
advantages in the current business operating environment?
I Strongly Agree
II Agree
III Neither
Disagree
11 Have there been any significant changes in the firms
management, staffing and data processing systems over the
past two years to mitigate risks after risk assessment
studies?
I Strongly Agree
II Agree
III Neither Disagree
12 As per your experience of working, which phase of project
need more focus in terms of risk assessment?
I Pre bidding
II During Contract Preparation
III During Execution
IV Closing Interim Invoicing
13 Are the firms policies, procedures and controls effectively
implemented to provide complete, accurate, relevant and
timely risk management information?
I Strongly Agree
II Agree
III Neither
Disagree
14 What are the major risks normally being faced in projects
due to workers?
I Financial
II Engineering
III Natural Political
15 Does skilled workers are vital role during risk assessment
I
II
III
for engineering projects?

Strongly Agree
Agree
Neither
Disagree
74
16 Team members of project have life insurance?
I 10%TO 20%
II 30% TO
40%
III 50% TO
60%
IV 70% TO
80%
V 90% TO
100%
17 Which Factor has major effect on Risk in project execution?
I Cost
II Time
III Performance
IV Quality
18 Have you claimed any insurance damages in any of your
project?
I
Yes
II
No
19 Are you satisfied with insurance claim settlement and think
that insurance is an important risk mitigation tool for
workers?
I Yes
II No
20 Which is most risky as per your experience?
I Vendor
Sub-Contractor
II Consultant
III Client
21 Which Engineering risk is most critical?
I Incomplete design information
II Missed out items by Engineering
III Inadequate project planning D
IV delay in providing timely information/design
V Poor Quality and performance of engineering Sub-contractor.
22 Which financial risk is most critical?
I Change in Taxes/ duties Currency Fluctuation Risks
II Price Validity risk
III Increase in Freight Cost Supplier/ Vendor Bankruptcy
23 Which Project execution Risk is most critical?
I Delays in Mobilization of Vendor/Contractor
II Rework/repetition/rectification of work due to inferior quality of
III
IV
workmanship or material
Poor communication with Client
Disputation or litigation
75
V
VI
VII
Delay in shipment
Breach of contract
Health & Hygiene risks at site
76

Work Capacity, Stress and Fatigue of Human Resources Working in Engineering Projects

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Chapter I

interventions are examined and critically evaluated.

Work-related stress is a growing problem around the world that

definesstress is an undesirable response people have to tremendous

pressure become too frequent without time to recover, or when just

Defining stress and fatigue

(ii) This realization is of concern to the person, in that both are

disinclination to respond to a situation, because of previous over-activity,

A potent cause of fatigue is increasingly common. Shift-work is also

surrounding a situation, such as pressure, discomfort, etc., which they

In New York, Los Angels and

pursuing criminals. The severity of job stress depends on the magnitude

(medicalization of workplace problems ) and a culture in which it can be

within a professional group or organization. It may even be used as a

Understanding Stress and Fatigue at workplace

Stress results from stimuli such as overwork, anxiety, fear, worry,

adrenaline, tensing muscles, boosting heart rate, constricting blood

restlessness, euphoria, slow reflexes and reaction time, and microsleeping

impotence, loss of appetite, cardiovascular conditions, colitis, digestive

Causes of stress at workplace (HSE,2015)

HSE(2015) Health and Safety Executive United kingdom has

It is important to understand each of the six factors and how they

A person can reduce the impact of high demands if they have

high control over their work.

Problems with role are probably the easier

Does my organisation or team have a problem with stress?

In the Management Standards section of this website, we have

Common effects of stress (Safe Health Care,2014)

... On your mood

... On your behavior

Drug or alcohol abuse

4. To find out the work capacity, stress and fatigue of human

Statement of the problem

Purpose of the study

debriefing, burnout and the role of employee

Scope of the Study

Limitations of the Study

There are many factors affecting the performance of the employees.

development, Organizational structure and climate, and recent episodic

difference between demands on families and the ability of families to

that the degree of stress is correlated with a persons perceived inability

that if the organization or management does not

regulation obstacles, regulation uncertainty, and overtaxing regulations.

organization.Individuals can be affected at the physiological, affective,

organization as well as how it can affect the employees psychologically.

Organizational structure and environment, and Recent episodic events.,)

Responsibility for people: Responsibility for people, well-being works, job

Participation: Extent to which

one has influence over decisions relevant to one's job.

Ivancevich & Donnelly (1975) studied the link between anxiety

organization as well as it can affect the employees psychologically.

Lewig K and Dollard M F. (2001) Stress and common mental health

Recognition of employees for good work performance

Opportunities for career development

An organizational culture that values the individual worker

Management actions that are consistent with organizational values

American Psychology Association (2014) The pressures of todays

stress of an already overworked nation and lead to using unhealthy

organization are increasing on alarming rate which effects both the

headache, gastrointestinal problems, sleep disturbance and depression.

consequences when related to health care. Job stress is considered rising

nowadays by the employers to manage and reduce stress through

also increase performance because low morale, high turnover, and

environment &inadequate monetary reward. Higher level of stress existed