Professional Documents
Culture Documents
SUBMITTED TO:
Lecturer,
SUBMITTED BY:
HARDEEP KUMAR
ROLL NO.-13029
REGD.NO- 1513474
RAILMAJRA.
CERTIFICATE
. .. .
Project Guide Head of the Department Principal
DECLARATION
I, HARDEEP KUMAR hereby declare that the report fulfils all the
requirements for the award of the degree in PUNJAB in Human
Resource Management and is a record of original work done by us
during the period of MARCH 2017, under the guidance and
supervision of Professors Ms. Manpreet Kaur.
..
ACKNOWLEDGEMENT
I offer our special thanks and prayers to God Almighty for showering
his blessings on us and bestowing us with the skills and abilities to
carry out this study.
I would also like to thank for the support of my batch mates & friends
who were always there to help me whenever I needed.
TABLE OF CONTENTS
LIST OF TABLES
LIST OF CHARTS
1 INTRODUCTION 8
2 INDUSTRY PROFILE 16
5 REVIEW OF LITERATURE 22
6 RESEARCH METHODOLOGY 37
8 FINDINGS 66
9 SUGGESTIONS 67
10 CONCLUSION 69
11 BIBLIOGRAPHY 70
12 ANNEXURE 72
PAGE
NO. TITLE
NO.
1 AGE OF RESPONDENTS 42
2 GENDER OF RESPONDENTS 43
3 WORK EXPERIENCE OF RESPONDENTS 44
EDUCATIONAL QUALIFICATION OF
4 RESPONDENTS 45
INTRODUCTION
20TH century has been regarded as the period of incredible change in human history.
Philosophers and scientists have been various names to this period. Peter Drucker has
called it The Age of Discontinuity, John Galbraith has called it The Age of Future
Shock and Hari Albrecht called it The Age of Anxiety.
Stress has become the 21 century buzz word, from the high pervading corporate echelons
to the bassinets of teaching infants nurseries we find this world liberally used. Stress is
part of modern life. Various events in life cause stress, starting with the birth of a child
and enduring with the death of a dear one.
Urbanization, industrialization and the increase scale of operations in society are some of
the reasons for rising stress. It is an inevitable consequence of socio-economic
complexity and to some extent, its stimulant as well. People experience stress as they can
no longer have complete control over what happen in their lives. The telephone goes out
of order, power is shut down, water supply is disrupted, children perform poorly at school
etc, we feel frustrated and then stressed.
The word stress is derived from a Latin word stringere, meaning to draw tight. From
the view point of physical sciences, the phenomena of stress are evident in all materials
when they are subjected to force, pressure, strain or strong-front. Every material steel,
rock or wood has its own limit up to which it can withstand stress without being
damaged. Similarly human beings can tolerate certain level of stress. Stress is highly
individualistic in nature. Some people have high levels of stress tolerance for stress and
thrive very well in the face of several stressors in the environment. In fact, some
individuals will not perform well unless they experience a level of stress which activates
and energizes then to put forth their best results.
For every individual there is an optimum level of stress under which he or she will
perform to full capacity. If the stress experience is below the optimum level, then the
individual gets bored, the motivational level of work reaches a low point and it results to
careless mistakes, forgetting to do things and thinking of things other than work during
work hours and also leads to absenteeism which may ultimately lead to turnover. If on the
other hand, stress experience is above the optimum level, it leads to too many conflicts
with the supervisor or leads to increase of errors, bad decisions and the individual may
experience insomnia, stomach problems, and psychosomatic illness.
The present world is fast changing and there are lots of pressures and demands at work.
These pressures at work lead to physical disorders. Stress refers to individuals reaction to
a disturbing factor in the environment. It is an adaptive response to certain external factor
or situation or what can be called environmental stimuli as reflected in an opportunity,
constraint, or demand the outcome of which is uncertain but important. In short stress is a
response to an external factor that results in physical, emotional, behavioral deviations in
a person.
Stress is an all pervading modern phenomenon that takes a heavy toll of human life.
Different situations and circumstances in our personal life and in our job produce stress.
Those can be divided into factors related to the organization and factors related to the
person which include his experience and personality traits. Job related factors are work
overload, time pressures, poor quality of supervision, insecure political climate, role
conflict and ambiguity, difference between company values and employee values. Person
related factors are death of spouse, or of a close friend, family problems, change to a
different line of work, prolonged illness in the family, change in social activities, eating
habits, etc.,
Personality traits are Type A personality. They are impatient, ambitious, competitive,
aggressive, and hardworking. They set high goals and demands of themselves and others.
And they are particularly prone to stress inducing anticipatory emotions such as anxiety.
Individual approaches
Organizational approaches
INDIVIDUAL APPROACHES
An employee can take individual responsibility to reduce his/her stress level. Individual
strategies that have proven effective include, implementing time management techniques,
increasing physical exercise, relaxation training, and expanding the social support
network.
Time management
Many people manage their time very poorly. Some of well known time management
principles include,
Relaxation training
Relaxation techniques such as meditation, hypnosis and bio-feedback. The objective is to
reach in state of deep relaxation, where one feels physically relaxed, somewhat from
detached from the immediate environment. Fifteen or twenty minutes a day of deep
relaxation releases tension and provides a person with a pronounced sense of
peacefulness.
Social support
Having families, friends or work colleagues to talk provides an outlet, when stress levels
become excessive. So expand your social support network that helps you with someone
to hear your problems.
ORGANIZATIONAL APPROACHES
Several of the factors that cause stress particularly task and role demands and
organizations structure are controlled by management. As such they can be modified or
changed. Some of the strategies that management want to consider include improved
personal self section and job placement, use of realistic goal setting, redesigning of jobs,
improved organizational communication and establishment of corporate wellness
programmes.
Certain jobs are more stressful than others. Individual with little experience or an external
lower of control tend to be more proven to stress. Selection and placement decisions
should take these facts into consideration. Goal setting helps to reduce stress. It also
provides motivation. Designing jobs to give employees more responsibility, more
meaningful work, more autonomy, and increased feedback can reduce stress, because
these factors give the employee greater control over work activities and lessen
dependence on others.
Another remedy for reducing stress is cognitive restructuring. It involves two step
procedures. First irrational or maladaptive thought processes that create stress are
identified. For example Type A individuals may believe that they must be successful at
everything they do. The second step consists of replacing these irrational thoughts with
more rational or reasonable ones.
One important remedy to reduce stress is the maintenance of good sleep. Research
conducted on laboratory specimen to have met with startling discoveries. Sleep starved
rats have developed stress syndrome. The amount of sleep one requires varies from
person to person and is dependent on ones lifestyle. The American National Sleep
Foundation claims that a minimum of eight hours of sleep is essential for good health.
Generally studies shows that young adults can manage with about 7-8 hours. After the
age of 35, six hours of sleep is sufficient whereas people over 65 years may just need
three or four hours.
TYPES OF STRESSES
Mechanical
Stress (physics), the average amount of force exerted per unit area.
Chronic stress, persistent stress which can lead to illness and mental disorder
Other
Stress (physics)
Stress is a measure of the average amount of force exerted per unit area. It is a measure
of the intensity of the total internal forces acting within a body across imaginary internal
surfaces, as a reaction to external applied forces and body forces. It was introduced into
the theory of elasticity by Cauchy around 1822. Stress is a concept that is based on the
concept of continuum. In general, stress is expressed as
Where,
Chronic Stress
Chronic stress is stress that lasts a long time or occurs frequently. Chronic stress is
potentially damaging. Symptoms of chronic stress can be:
upset stomach
headache
backache
insomnia
anxiety
depression
anger
In the most severe cases it can lead to panic attacks or a panic disorder.
There are a number of methods to control chronic stress, which include, exercise, healthy
diet, stress management, relaxation techniques, adequate rest, and relaxing hobbies.
Ensuring a healthy diet containing magnesium may help control or eliminate stress, in
those individuals with lower levels of magnesium or those who have a magnesium
deficiency. Chronic stress can also lead to a magnesium deficiency, which can be a factor
in continued chronic stress, and a whole host of other negative medical conditions caused
by a magnesium deficiency.
It has been discovered that there is a huge upsurge in the number of people who suffer
from this condition. A very large number of these new cases suffer from insomnia.
In a review of the scientific literature on the relationship between stress and disease, the
authors found that stress plays a role in triggering or worsening depression and
cardiovascular disease and in speeding the progression of HIV/AIDS.
Compressive stress:
Loading a structural element or a specimen will increase the compressive stress until the
reach of compressive strength. According to the properties of the material, failure will
occur as yield for materials with ductile behavior (most metals, some soils and plastics)
or as rupture for brittle behavior (geometries, cast iron, glass, etc).
Compressive stress has stress units (force per unit area), usually with negative values to
indicate the compaction. However in geotechnical engineering, compressive stress is
represented with positive values.
Stress is a biological term which refers to the consequences of the failure of a human or
animal body to respond appropriately to emotional or physical threats to the organism,
whether actual or imagined. It includes a state of alarm and adrenaline production, short-
term resistance as a coping mechanism, and exhaustion. It refers to the inability of a
human or animal body to respond. Common stress symptoms include irritability,
muscular tension, inability to concentrate and a variety of physical reactions, such as
headaches and accelerated heart rate.
The term "stress" was first used by the endocrinologist Hans Selye in the 1930s to
identify physiological responses in laboratory animals. He later broadened and
popularized the concept to include the perceptions and responses of humans trying to
adapt to the challenges of everyday life. In Selye's terminology, "stress" refers to the
reaction of the organism, and "stressor" to the perceived threat. Stress in certain
circumstances may be experienced positively. Eustress, for example, can be an adaptive
response prompting the activation of internal resources to meet challenges and achieve
goals.
Stress has often been misunderstood to be negative, with few people acknowledging the
importance and usefulness of positive stress. In our everyday lives, stress is everywhere
and definitely unavoidable; hence our emphasis should be on differentiating between
what is good stress, and what is bad. This will help us to learn to cope with negative
stress, and harness the power of positive stress to help us achieve more.
There are 4 main categories of stress, namely eustress, distress, hyper stress and hypo
stress. Negative stress can cause many physical and psychological problems, whilst
positive stress can be very helpful for us. Heres how we differentiate between them.
EUSTRESS
This is a positive form of stress, which prepares your mind and body for the imminent
challenges that it has perceived. Eustress is a natural physical reaction by your body
which increases blood flow to your muscles, resulting in a higher heart rate. Athletes
before a competition or perhaps a manager before a major presentation would do well
with Eustress, allowing them to derive the inspiration and strength that is needed.
DISTRESS
We are familiar with this word, and know that it is a negative form of stress. This occurs
when the mind and body is unable to cope with changes, and usually occurs when there
are deviations from the norm. They can be categorized into acute stress and chronic
stress. Acute stress is intense, but does not last for long. On the other hand, chronic stress
persists over a long period of time. Trigger events for distress can be a change in job
scope or routine that the person is unable to handle or cope with.
HYPER STRESS
This is another form of negative stress that occurs when the individual is unable to cope
with the workload. Examples include highly stressful jobs, which require longer working
hours than the individual can handle. If you suspect that you are suffering from hyper
stress, you are likely to have sudden emotional breakdowns over insignificant issues, the
proverbial straws that broke the camels back. It is important for you to recognize that
your body needs a break, or you may end up with severe and chronic physical and
psychological reactions.
HYPO STRESS
Lastly, hypo stress occurs when a person has nothing to do with his time and feels
constantly bored and unmotivated. This is due to an insufficient amount of stress; hence
some stress is inevitable and helpful to us. Companies should avoid having workers who
experience hypo stress as this will cause productivity and mindfulness to fall. If the job
scope is boring and repetitive, it would be a good idea to implement some form of job
rotation so that there is always something new to learn.
INDUSTRY PROFILE
HISTORY OF BANKING
Modern Western economic and financial history is usually traced back to the coffee
houses of London. The London Royal Exchange was established in 1565. At that time
moneychangers were already called bankers, though the term "bank" usually referred to
their offices, and did not carry the meaning it does today. There was also a hierarchical
order among professionals; at the top were the bankers who did business with heads of
state, next were the city exchanges, and at the bottom were the pawn shops or
"Lombard"'s. Some European cities today have a Lombard street where the pawn shop
was located.
After the siege of Antwerp trade moved to Amsterdam. In 1609 the Amsterdamsche
Wisselbank (Amsterdam Exchange Bank) was founded which made Amsterdam the
financial centre of the world until the Industrial Revolution.
Banking offices were usually located near centers of trade, and in the late 17th century,
the largest centers for commerce were the ports of Amsterdam, London, and Hamburg.
Individuals could participate in the lucrative East India trade by purchasing bills of credit
from these banks, but the price they received for commodities was dependent on the ships
returning (which often didn't happen on time) and on the cargo they carried (which often
wasn't according to plan). The commodities market was very volatile for this reason, and
also because of the many wars that led to cargo seizures and loss of ships.
1602 - First joint-stock company, the Dutch East India Company founded.
1720 - The South Sea Bubble and John Law's Mississippi Scheme, which caused a
European financial crisis and forced many bankers out of business.
1781 - The Bank of North America was found by the Continental Congress.
1930-33 In the wake of the Wall Street Crash of 1929, 9,000 banks close, wiping out
a third of the money supply in the United States.
2008 - Washington Mutual collapses. It was the largest bank failure in history.
HISTORY OF BANKING IN INDIA
The first bank in India, though conservative, was established in 1786. From 1786 till
today, the journey of Indian Banking System can be segregated into three distinct phases.
They are as mentioned below:
Early phase from 1786 to 1969 of Indian Banks
New phase of Indian Banking System with the advent of Indian Financial &
Banking Sector Reforms after 1991.
Phase I
The General Bank of India was set up in the year 1786. Next came Bank of Hindustan
and Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of
Bombay (1840) and Bank of Madras (1843) as independent units and called it Presidency
Banks. These three banks were amalgamated in 1920 and Imperial Bank of India was
established which started as private shareholders banks, mostly Europeans shareholders.
In 1865 Allahabad Bank was established and first time exclusively by Indians, Punjab
National Bank Ltd. was set up in 1894 with headquarters at Lahore. Between 1906 and
1913, Bank of India, Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank,
and Bank of Mysore were set up. Reserve Bank of India came in 1935.
During the first phase the growth was very slow and banks also experienced periodic
failures between 1913 and 1948. There were approximately 1100 banks, mostly small. To
streamline the functioning and activities of commercial banks, the Government of India
came up with The Banking Companies Act, 1949 which was later changed to Banking
Regulation Act 1949 as per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of
India was vested with extensive powers for the supervision of banking in india as the
Central Banking Authority.
During those days public has lesser confidence in the banks. As an aftermath deposit
mobilisation was slow. Abreast of it the savings bank facility provided by the Postal
department was comparatively safer. Moreover, funds were largely given to tra
HYPERLINK
"http://finance.indiamart.com/investment_in_india/banking_in_india.html"ders.
Phase II
Government took major steps in this Indian Banking Sector Reform after independence.
In 1955, it nationalised Imperial Bank of India with extensive banking facilities on a large
scale specially in rural and semi-urban areas. It formed State Bank of india to act as the
principal agent of RBI and to handle banking transactions of the Union and State
Governments all over the country.
Seven banks forming subsidiary of State Bank of India was nationalised in 1960 on 19th
July, 1969, major process of nationalisation was carried out. It was the effort of the then
Prime Minister of India, Mrs. Indira Gandhi. 14 major commercial banks in the country
was nationalised. Second phase of nationalisation Indian Banking Sector Reform was
carried out in 1980 with seven more banks. This step brought 80% of the banking
segment in India under Government ownership.
The following are the steps taken by the Government of India to Regulate Banking
Institutions in the Country:
Phase III
This phase has introduced many more products and facilities in the banking sector in its
reforms measure. In 1991, under the chairmanship of M Narasimham, a committee was
set up by his name which worked for the liberalisation of banking practices.
The country is flooded with foreign banks and their ATM stations. Efforts are being put to
give a satisfactory service to customers. Phone banking and net banking is introduced.
The entire system became more convenient and swift. Time is given more importance
than money.
The financial system of India has shown a great deal of resilience. It is sheltered from any
crisis triggered by any external macroeconomics shock as other East Asian Countries
suffered. This is all due to a flexible exchange rate regime, the foreign reserves are high,
the capital account is not yet fully convertible, and banks and their customers have
limited foreign exchange exposure.
SCOPE & SIGNIFICANCE OF THE STUDY
The world today is fast changing and every individual faces a lot of pressure and demand
at work. These pressures at work lead to mental and physical disorders. Stress refers to an
individuals response to a disturbing factor in the environment and the consequences of
such a reaction. This study will help organizations know what causes stress and how to
reduce the same in employees since it is a well known fact that a healthy and sound
employee is a productive employee.
Primary objective:
To undergo an in-depth study about the existence of stress among the employees
of the BANKING INDUSTRY Post - Recession.
Secondary objective:
The employees from whom the questionnaires are filled are in a heavy workload
so some of the questionnaires filled by the employees who are in stress cannot be
called reasonable.
As the study was done within a limited time, investigator could not select a
sufficiently large sample for the study.
REVIEW OF LITERATURE
A review on the previous studies on stress among the employees is necessary to
know the areas already covered. This will help to find our new areas uncovered and to
study them in depth. The earlier studies made on stress among the employees are briefly
reviewed here.
The research study of Jamal. M* finds that job stressors were significantly related
to employees psychosomatic problems, job satisfaction, unproductive time at the job,
and absenteeism. Type A behaviour was found to be an important moderator of the stress
outcome relationship.
Hans Selye was one of the founding fathers of stress research. His view in 1956
was that stress is not necessarily something bad it all depends on how you take it. The
stress of exhilarating, creative successful work is beneficial, while that of failure,
humiliation or infection is detrimental. Selye believed that the biochemical effects of
stress would be experienced irrespective of whether the situation was positive or
negative.
* A. P and J. M. Atieh, Studying job stress: Are we making mountains out of molehills?
Journal of occupational behavior, 1987 pp115-26.
According to Stephen .P. Robbins*, stress related headaches are the leading cause
of loss of work time in U. S. industry.
Recent research into the interaction between the mind and body show that we may
place our body on stress alert quite unconsciously, because of our psychological and
emotional attitudes to stress. Anticipatory emotions like impatience, anxiety, and anger
can produce the same nerve impulses and chemical reactions as being faced with a
concrete challenge. So when faced with a stressful situation, we must either use up the
energy created by the body to challenge or learn how to turn off, the response using a
conscious relaxation technique.
WHAT IS STRESS?
Stress is a dynamic condition in which an individual is confronted with an opportunity,
demand or resource related to what the individual desires and for which the outcome is
perceived to be both uncertain and important. This is a complicated definition.
Stress is not necessarily bad in and of itself. Although stress is typically discussed in a
negative context, it also has a positive value. Its an opportunity when it offers potential
gain. Consider for example, the superior performance that an athlete or stage performer
gives in clutch situations. Such individuals often use stress positively to rise to the
occasion and perform at or near their maximum. Similarly, many professionals see the
pressures of heavy workloads and deadlines as positive challenges that enhance the
quality of their work and the satisfaction the get from their job.
But it is different in the case of bank employees. The bank employees are the people who
also have to achieve the certain target and so for the non achievement of target the
employees remain stressed and tensed. The employees who have the simple table work
also have to face the problem of stress. Due to recession the banking sector is also facing
the problem of employee cut-offs and so the work load of the existing employees
increases and the feel stressed.
Stress refers to the strain from the conflict between our external environment and us,
leading to emotional and physical pressure. In our fast paced world, it is impossible to
live without stress, whether you are a student or a working adult. There is both positive
and negative stress, depending on each individuals unique perception of the tension
between the two forces. Not all stress is bad. For example, positive stress, also known as
eustress, can help an individual to function at optimal effectiveness and efficiency.
Hence, it is evident that some form of positive stress can add more color and vibrancy to
our lives. The presence of a deadline, for example, can push us to make the most of our
time and produce greater efficiency. It is important to keep this in mind, as stress
management refers to using stress to our advantage, and not on eradicating the presence
of stress in our lives.
On the other hand, negative stress can result in mental and physical strain. The individual
will experience symptoms such as tensions, headaches, irritability and in extreme cases,
heart palpitations. Hence, whilst some stress may be seen as a motivating force, it is
important to manage stress levels so that it does not have an adverse impact on your
health and relationships.
Part of managing your stress levels include learning about how stress can affect you
emotionally and physically, as well as how to identify if you are performing at your
optimal stress level (OSL) or if you are experiencing negative stress. This knowledge will
help you to identify when you need to take a break, or perhaps seek professional help. It
is also your first step towards developing techniques to managing your stress levels.
Modern day stresses can take the form of monetary needs, or emotional frictions.
Competition at work and an increased workload can also cause greater levels of stress.
How do you identify if you are suffering from excessive stress? Psychological symptoms
commonly experienced include insomnia, headaches and an inability to focus. Physical
symptoms take the form of heart palpitations, breathlessness, excessive sweating and
stomachaches.
What causes stress? There are many different causes of stress, and that which causes
stress is also known as a stressor. Common lifestyle stressors include performance, threat,
and bereavement stressors, to name a few. Performance stressors are triggered when an
individual is placed in a situation where he feels a need to excel. This could be during
performance appraisals, lunch with the boss, or giving a speech. Threat stressors are
usually when the current situation poses a dangerous threat, such as an economic
downturn, or from an accident. Lastly, bereavement stressors occur when there is a sense
of loss such as the death of a loved one, or a prized possession.
Thus, there are various stressors, and even more varied methods and techniques of
dealing with stress and turning it to our advantages. In order to do so, we must learn to
tell when we have crossed the line from positive to negative stress.
STRESS AND DECISIONMAKING, PERCEPTION, AND COGNITION
Stress can affect an individuals decision making process and ability to make effective
judgments. For example, Easterbrook proposes a cue utilization model and argues that
when exposed to stressors, individuals experience perceptual narrowing meaning
that they pay attention to fewer perceptual cues or stimuli that could contribute to their
behaviour or decision. Peripheral stimuli are likely to be the first to be screened out or
ignored. Decision making models proposed by Janis and Mann support this hypothesis
and suggest that under stress, individuals may make decisions based on incomplete
information. Friedman and Mann suggest that when under conditions of stress,
individuals may fail to consider the full range of alternatives available, ignore long-term
consequences, and make decisions based on oversimplifying assumptions. Furthermore,
the individuals may suffer from performance rigidity as a result of their reduced search
behaviour and reliance on fewer perceptual cues to make decisions. Research on decision
making under stress supports these theoretical models. Observe the decision making
processes of individuals under time pressure. We find that individuals under time pressure
tend to focus their attention only on a few salient cues. Larsen finds that, like other types
of stressors, sleep deprivation can reduce an individuals ability to reason, to analyze
complex situations, and to make effective decisions.
Sleep-deprived (stressed) individuals in his study were more likely to obey orders without
thinking and to ignore cues that implied the presence of something unusual. Stress can
also contribute to performance decrements by slowing cognition and individual
information processing. Stress can be looked at as a form of task overload (e.g., asking
an individual to perform more than one task under a time constraint) and it is seen that
the addition of multiple required tasks reduces the quality of individual performance and
increases the magnitude of the performance decrement as compared with the case in
which the individual has only one task to perform.
STRESS MANAGEMENT
Stress management is the need of the hour. However hard we try to go beyond a stress
situation, life seems to find new ways of stressing us out and plaguing us with anxiety
attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we
tend to overlook causes of stress and the conditions triggered by those. In such unsettling
moments we often forget that stressors, if not escapable, are fairly manageable and
treatable.
Stress, either quick or constant, can induce risky body-mind disorders. Immediate
disorders such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and
muscle cramps can all result in chronic health problems. They may also affect our
immune, cardiovascular and nervous systems and lead individuals to habitual addictions,
which are inter-linked with stress.
Like "stress reactions", "relaxation responses" and stress management techniques are
some of the body's important built-in response systems. As a relaxation response the body
tries to get back balance in its homeostasis. Some hormones released during the 'fight or
flight' situation prompt the body to replace the lost carbohydrates and fats, and restore the
energy level. The knotted nerves, tightened muscles and an exhausted mind crave for
looseness. Unfortunately, today, we don't get relaxing and soothing situations without
asking. To be relaxed we have to strive to create such situations.
RECOGNIZING A STRESSOR
It is important to recognize whether you are under stress or out of it. Many times, even if
we are under the influence of a stressful condition and our body reacts to it internally as
well as externally, we fail to realize that we are reacting under stress. This also happens
when the causes of stress are there long enough for us to get habituated to them. The
body constantly tries to tell us through symptoms such as rapid palpitation, dizzy spells,
tight muscles or various body aches that something is wrong. It is important to remain
attentive to such symptoms and to learn to cope with the situations.
We cope better with stressful situation, when we encounter them voluntarily. In cases of
relocation, promotion or layoff, adventurous sports or having a baby, we tend to respond
positively under stress. But, when we are compelled into such situations against our will
or knowledge, more often than not, we wilt at the face of unknown and imagined threats.
For instance, stress may mount when one is coerced into undertaking some work against
one's will.
WORKPLACE STRESS
Workplace stress is the harmful physical and emotional response that occurs when there
is a poor match between job demands and the capabilities, resources, or needs of the
worker. Stress-related disorders encompass a broad array of conditions, including
psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and
other types of emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive
behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g.,
concentration and memory problems). In turn, these conditions may lead to poor work
performance or even injury. Job stress is also associated with various biological reactions
that may lead ultimately to compromised health, such as cardiovascular disease.
Stress is a prevalent and costly problem in today's workplace. About one-third of workers
report high levels of stress. One-quarter of employees view their jobs as the number one
stressor in their lives. Three-quarters of employees believe the worker has more on-the-
job stress than a generation ago. Evidence also suggests that stress is the major cause of
turnover in organizations.
Health and Healthcare Utilization
Problems at work are more strongly associated with health complaints than are any other
life stressor-more so than even financial problems or family problems. Many studies
suggest that psychologically demanding jobs that allow employees little control over the
work process increase the risk of cardiovascular disease. On the basis of research by the
National Institute for Occupational Safety and Health and many other organizations, it is
widely believed that job stress increases the risk for development of back and upper-
extremity musculoskeletal disorders. High levels of stress are associated with substantial
increases in health service utilization. Workers who report experiencing stress at work
also show excessive health care utilization. In a 1998 study of 46,000 workers, health
care costs were nearly 50% greater for workers reporting high levels of stress in
comparison to low risk workers. The increment rose to nearly 150%, an increase of
more than $1,700 per person annually, for workers reporting high levels of both stress
and depression. Additionally, periods of disability due to job stress tend to be much
longer than disability periods for other occupational injuries and illnesses.
Job stress results from the interaction of the worker and the conditions of work. Views
differ on the importance of worker characteristics versus working conditions as the
primary cause of job stress. The differing viewpoints suggest different ways to prevent
stress at work. According to one school of thought, differences in individual
characteristics such as personality and coping skills are most important in predicting
whether certain job conditions will result in stress-in other words, what is stressful for
one person may not be a problem for someone else. This viewpoint leads to prevention
strategies that focus on workers and ways to help them cope with demanding job
conditions. Although the importance of individual differences cannot be ignored,
scientific evidence suggests that certain working conditions are stressful to most people.
Such evidence argues for a greater emphasis on working conditions as the key source of
job stress, and for job redesign as a primary prevention strategy. Personal interview
surveys of working conditions, including conditions recognized as risk factors for job
stress, were conducted in Member States of the European Union in 1990, 1995, and 2000.
Results showed a trend across these periods suggestive of increasing work intensity. In
1990, the percentage of workers reporting that they worked at high speeds at least one-
fourth of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000.
Similarly, 50% of workers reported they work against tight deadlines at least one-fourth
of their working time in 1990, increasing to 56% in 1995 and 60 % in 2000. However, no
change was noted in the period 19952000 (data not collected in 1990) in the percentage
of workers reporting sufficient time to complete tasks. A substantial percentage of
Americans work very long hours. By one estimate, more than 26% of men and more than
11% of women worked 50 hours per week or more in 2000. These figures represent a
considerable increase over the previous three decades, especially for women. According
to the Department of Labor, there has been an upward trend in hours worked among
employed women, an increase in extended work weeks (>40 hours) by men, and a
considerable increase in combined working hours among working couples, particularly
couples with young children.
SIGNS OF WORKPLACE STRESS
Mood and sleep disturbances, upset stomach and headache, and disturbed relationships
with family; friends and girlfriends or boyfriends are examples of stress-related problems.
The effects of job stress on chronic diseases are more difficult to see because chronic
diseases take a long time to develop and can be influenced by many factors other than
stress. Nonetheless, evidence is rapidly accumulating to suggest that stress plays an
important role in several types of chronic health problems-especially cardiovascular
disease, musculoskeletal disorders, and psychological disorders.
PREVENTION
A combination of organizational change and stress management is often the most useful
approach for preventing stress at work.
Ensure that the workload is in line with workers' capabilities and resources.
Design jobs to provide meaning, stimulation, and opportunities for workers to use
their skills.
Establish work schedules that are compatible with demands and responsibilities
outside the job.
St. Paul Fire and Marine Insurance Company conducted several studies on the effects of
stress prevention programs in hospital settings. Program activities included (1) employee
and management education on job stress, (2) changes in hospital policies and procedures
to reduce organizational sources of stress, and (3) establishment of employee assistance
programs. In one study, the frequency of medication errors declined by 50% after
prevention activities was implemented in a 700-bed hospital. In a second study, there was
a 70% reduction in malpractice claims in 22 hospitals that implemented stress prevention
activities. In contrast, there was no reduction in claims in a matched group of 22 hospitals
that did not implement stress prevention activities.
COPING WITH STRESS AT WORK PLACE
With the rapid advancement of technology, the stresses faced at work have also increased.
Many people dread going to work, hence the term Monday Blues. What is the reason
for this? There is partly the fear from being retrenched in bad times, leading to greater job
insecurity on the part of those who remain. Undoubtedly, occupational stress is one of the
most commonly cited stressors faced by people all over the world.
Stress refers to the pressure and reactions to our environment which results in
psychological and physical reactions. Whilst some stress is good for motivation and
increasing efficiency, too much stress can result in negative impacts such as reduced
effectiveness and efficiency. More and more people are feeling isolated and disrespected
at work, and this has led to greater occupational stress. Many companies have taken to
consulting experts and professionals on ways to increase connectedness and motivation
of their employees.
Some companies organize parties and make their employees feel valued at work. These
are measures to motivate employees and help them to feel secure at their jobs, translating
into greater productivity. However, not all companies have such measures in place, and
some have not gotten it quite right. Hence, it is up to you to make sure that you can cope
with stress at your workplace, and use it to help you work better. Here are 3 simple steps
to help you with coping with stress in the workplace.
Help yourself to identify when you are facing rising levels of stress, tipping the scales
from positive to negative. This is important, as being able to identify signs of being
stressed can help you to take steps to ensure that your overall quality of life does not
drop. If left unacknowledged, the problem will only snowball, leading to disastrous
consequences to your health and overall wellbeing.
You can identify if you are feeling stressed by checking if you have any physical or
psychological reactions, such as excessive sweating or heart palpitations, or the onset of
headaches, irritability or the need to escape. If you experience any of these reactions,
identify if you are feeling any overwhelming negative emotions, and if you are constantly
worried.
You need to be able to analyze the situation and identify what is causing the rise in stress.
These stressors can be external and internal. External stressors refer to things beyond
your control, such as the environment or your colleagues at work. Internal stressors refer
to your own thinking and attitude. Often, we only start reacting to stress when a
combination of stressors working together exceeds our ability to cope.
Keep a diary or a list of events that have caused you to feel strong negative emotions, or
that are likely stressors. This will help you to identify the causes of your stress. Whilst it
is not always possible to eradicate them, we can change the way that we cope with it.
In order to deal with the situation that is causing you stress, you need to calm your mind
and body so as to stave off the reactions and cope with it in a positive way. This can be
through different methods, such as taking time off. If a situation is triggering your stress
and you are unable to calm down, remove yourself from it. Go outside and take a walk to
calm down. Alternatively, you can try implementing relaxation techniques such as deep
breathing. If it is an internal stressor, stop your thought process until you are able to deal
with it logically.
The key to making these 3 steps work for you is to practice them. These are not
instantaneous solutions, and you need to condition your mind and practice them so that
you can implement it when you are feeling stressed.
REDUCING STRESS
1. Job analysis:
We have all experienced that appalling sense of having far too much work to do and too
little time to do it in. We can choose to ignore this, and work unreasonably long hours to
stay on top of our workload. The risks here are that we become exhausted, that we have
so much to do that we do a poor quality job and that we neglect other areas of our life.
Each of these can lead to intense stress.
The alternative is to work more intelligently, by focusing on the things that are important
for job success and reducing the time we spend on low priority tasks. Job Analysis is the
first step in doing this.
The first of the action-oriented skills that we look at is Job Analysis. Job Analysis is a key
technique for managing job overload an important source of stress.
To do an excellent job, you need to fully understand what is expected of you. While this
may seem obvious, in the hurly-burly of a new, fast-moving, high-pressure role, it is
oftentimes something that is easy to overlook.
By understanding the priorities in your job, and what constitutes success within it, you
can focus on these activities and minimize work on other tasks as much as possible. This
helps you get the greatest return from the work you do, and keep your workload under
control.
Job Analysis is a useful technique for getting a firm grip on what really is important in
your job so that you are able to perform excellently. It helps you to cut through clutter
and distraction to get to the heart of what you need to do.
You are thinking negatively when you fear the future, put yourself down, criticize
yourself for errors, doubt your abilities, or expect failure. Negative thinking damages
confidence, harms performance and paralyzes mental skills.
Unfortunately, negative thoughts tend to flit into our consciousness, do their damage and
flit back out again, with their significance having barely been noticed. Since we barely
realize that they were there, we do not challenge them properly, which means that they
can be completely incorrect and wrong.
Thought Awareness is the process by which you observe your thoughts and become
aware of what is going through your head.
One approach to it is to observe your "stream of consciousness" as you think about the
thing you're trying to achieve which is stressful. Do not suppress any thoughts. Instead,
just let them run their course while you watch them, and write them down on our free
worksheet as they occur. Then let them go.
Another more general approach to Thought Awareness comes with logging stress in your
Stress Diary. When you analyze your diary at the end of the period, you should be able to
see the most common and the most damaging thoughts. Tackle these as a priority using
the techniques below.
Here are some typical negative thoughts you might experience when preparing to give a
major presentation:
Fear about the quality of your performance or of problems that may interfere with
it;
Worry about how the audience (especially important people in it like your boss) or
the press may react to you;
Rational Thinking
The next step in dealing with negative thinking is to challenge the negative thoughts that
you identified using the Thought Awareness technique. Look at every thought you wrote
down and challenge it rationally. Ask yourself whether the thought is reasonable. What
evidence is there for and against the thought? Would your colleagues and mentors agree
or disagree with it?
Looking at the examples, the following challenges could be made to the negative
thoughts we identified earlier:
Worries about performance during rehearsal: If some of your practice was less
than perfect, then remind yourself that the purpose of the practice is to identify
areas for improvement, so that these can be sorted out before the performance.
Problems with issues outside your control: Have you identified the risks of
these things happening, and have you taken steps to reduce the likelihood of them
happening or their impact if they do? What will you do if they occur? And what
do you need others to do for you?
Worry about other people's reactions: If you have prepared well, and you do
the best you can, then you should be satisfied. If you perform as well as you
reasonably can, then fair people are likely to respond well. If people are not fair,
the best thing to do is ignore their comments and rise above them.
When you challenge negative thoughts rationally, you should be able to see
quickly whether the thoughts are wrong or whether they have some substance to
them. Where there is some substance, take appropriate action. However, make
sure that your negative thoughts are genuinely important to achieving your goals,
and don't just reflect a lack of experience, which everyone has to go through at
some stage.
By basing your affirmations on the clear, rational assessments of facts that you made
using Rational Thinking, you can use them to undo the damage that negative thinking
may have done to your self-confidence.
Problems during practice: "I have learned from my rehearsals. This has put me
in a position where I can deliver a great performance. I am going to perform well
and enjoy the event."
Worries about performance: "I have prepared well and rehearsed thoroughly. I
am well positioned to give an excellent performance."
Problems issues outside your control: "I have thought through everything that
might reasonably happen and have planned how I can handle all likely
contingencies. I am very well placed to react flexibly to events."
Worry about other people's reaction: "Fair people will react well to a good
performance. I will rise above any unfair criticism in a mature and professional
way."
Make sure that identifying these opportunities and focusing on them is part of your
positive thinking.
3. LAUGHTER
During stress, the adrenal gland releases corticosteroids, which are converted to cortical
in the blood stream. These have an immunosuppressive effect. Dr. Lee Berk and fellow
researcher Dr. Stanley Tan at Loma Linda University School of Medicine have produced
carefully controlled studies showing that the experience of laughter lowers serum cortical
levels, increases the amount and activity of T lymphocytesthe natural killer cells.
Laughter also increases the number of T cells that have suppresser receptors.
RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application in the
investigation of matter. The primary purpose for applied research is discovering,
interpreting, and the development of methods and systems for the advancement of human
knowledge on a wide variety of scientific matters of our world and the universe. Research
can use the scientific method, but need not do so.
Research methodology is a way to systematically solve the research problem. The
research methodology in the present study deals with research design, data collection
methods, sampling methods, survey, analysis and interpretations.
APPROACHES TO RESEARCH
Descriptive approach is one of the most popular approaches these days. In this approach,
a problem is described by the researcher by using questionnaire or schedule. This
approach enables a researcher to explore new areas of investigation.
RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure.
DATA SOURCES
There are two types of data collection namely primary data collection and secondary data
collection.
PRIMARY DATA
The primary data is defined as the data, which is collected for the first time and fresh in
nature, and happen to be original in character through field survey.
SECONDARY DATA
The secondary data are those which have already been collected by someone else and
have been passed through statistical process.
The data collection method used in this research is questionnaire method. Here the data
are systematically recorded from the respondents.
RESEARCH TOOL
A structured questionnaire has been prepared to get the relevant information from the
respondents. The questionnaire consists of a variety of questions presented to the
respondents for their despondence.
SAMPLING
Sampling is that part of statistical practice concerned with the selection of individual
observations intended to yield some knowledge about a population of concern, especially
for the purposes of statistical inference. Each observation measures one or more
properties (weight, location, etc.) of an observable entity enumerated to distinguish
objects or individuals. Survey weights often need to be applied to the data to adjust for
the sample design. Results from probability theory and statistical theory are employed to
guide practice.
SAMPLE UNIT
The employees of the BANKING INDUSTRY are the sample unit in the survey.
SAMPLE SIZE
The sample size chosen for this study is 30 as instructed by the department since it is a
MINI RESEARCH PROJECT.
SAMPLING METHOD
Percentage analysis
Pie diagrams
PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentages are used in making comparison
between two or more series of data. Percentage is used to describe relative terms the
distribution of two or more series of data.
No. of Respondents
Percentage of Respondents = ------------------------ X 100
Total Respondents
DEMOGRAPHIC PROFILE
1.AGE PROFILE OF RESPONDENTS
TABLE 1
AGE
Frequency Percent
Valid 25 30 6 20.0
30 35 14 46.7
35 40 10 33.3
Total 30 100.0
INFERENCE:
TABLE 2
GENDER
Frequency Percent
FEMALE 15 50.0
Total 30 100.0
INFERENCE:
There are equal number of male & female respondents.
TABLE 3
EXPERIENCE
Frequency Percent
5 - 10 YEARS 17 56.7
INFERENCE:
More than 50% of the respondents had a work experience of about 5 10 years.
TABLE 4
QUALIFICATION
Frequency Percent
Valid UG 21 70.0
PG 9 30.0
Total 30 100.0
INFERENCE:
70% of the respondents are PG qualified with an MBA or equivalent degree.
TABLE 1.1
RESPONDENTS WITH DIFFICULTY IN SLEEPING
Frequency Percent
RARELY 8 26.7
SOMETIMES 7 23.3
OFTEN 5 16.7
INFERENCE:
From the above table, it is understood that 26.7% of the employees rarely have any
trouble in sleeping ,23.3% find it difficult sometimes ,16.7% face the problem very often
and 6.7% of the employees find extreme difficulty in sleeping.
Therefore, it is observed that for most parts,the employees do not have any problems with
sleeping.
TABLE1.2
RESPONDENTS WITH DIFFICULTY IN
CONCENTRATING
Frequency Percent
RARELY 11 36.7
SOMETIMES 10 33.3
OFTEN 4 13.3
Total 30 100.0
INFERENCE:
It is clear that 16.7% of the employees have absolutely no difficulty in
concentrating,36.7% of them rarely have a problem ,33.3% sometimes and only a small
group of 13.3% find it difficult to concentrate at work.
Therefore, it can be said that mostly the employees have no trouble in concentrating at
work.
Q3. Do financial problems get you down?
TABLE 1.3
RESPONDANTS WITH FINANCIAL PROBLEMS
Frequency Percent
SOMETIMES 12 40.0
OFTEN 8 26.7
Total 30 100.0
INFERENCE:
The table shows that, 40% of the employees feel that financial problems put them down
sometimes, 30% felt that it did not affect them at all and 26.7% of them felt that very
often it caused them problems. Therefore, it is identified that financial trouble does put
down people sometimes.
Table 1.4
RESPONDENTS AND SUBSTANCE ABUSE
Frequency Percent
RARELY 3 10.0
SOMETIMES 5 16.7
OFTEN 8 26.7
Total 30 100.0
INFERENCE:
This table indicates that 26.7% of the employees self medicate quite often, 23.3%
resort to alcoholism etc very frequently to relieve stress while 23.3% of them do not
resort to substance abuse at all . It shows that most employees give into excessive
alcoholism or some other forms of self medication most times to reduce stress
Q5. Do you get angry quickly?
TABLE 1.5
RESPONDENTS AND FREQUENCY OF ANGER
Frequency Percent
SOMETIMES 12 40.0
Total 30 100.0
INFERENCE:
40% of the employees claim that they sometimes get angry often while 33.3% feel that
they do not get angry very often. Also 26.7% of them say that they get very angry most of
the time.
Therefore, it is inferred that most of the employees are relatively calm and get angry only
sometimes.
Q6. Do you find you are prone to negative thinking about your job?
TABLE 1.6
RESPONDENTS WITH JOB PESSIMISM
Frequency Percent
RARELY 13 43.3
SOMETIMES 7 23.3
Total 30 100.0
INFERENCE:
The table clearly shows that the employees have no negative thoughts about their job
since 40% of them feel that it happens only rarely and 33.3.% say that it never happens.
Therefore, the rate of job pessimism or negative thinking about ones job is very low.
Q7. When you have been ill with relatively minor illnesses, does it take you a
long time to recover?
Table 1.7
RESPONDENTS WITH SLOW RECOVERY DURING ILLNESS
Frequency Percent
RARELY 11 36.7
SOMETIMES 8 26.7
Total 30 100.0
INFERENCE:
From the table, it is seen that most of the employees (36.7%) recuperate pretty quickly
from an illness while only 26.7% of them say that sometimes a long slow recovery period
is taken.
It is inferred that most of the employees get back to their feet pretty soon after an illness
and do not stay in bed for excessive periods of time.
Q8. Do you feel you are isolated, with no-one to talk to?
TABLE 1.8
RESPONDENTS WHO FEEL ISOLATED
Frequency Percent
RARELY 10 33.3
SOMETIMES 6 20.0
Total 30 100.0
INFERENCE:
This table shows that majority of the people do not feel isolated or lonely. 46.7% of them
do not feel any isolation while 33.3% say it happens rarely.
Therfore,it is seen that most of the employees have someone to talk to and relate with and
are not isolated or alone.
Q9. Do you feel out of control and as if you're not in the driving seat of
your life and health?
TABLE1.9
RESPONDENTS WITH NO CONTROL OF LIFE
Frequency Percent
SOMETIMES 12 40.0
OFTEN 6 20.0
Total 30 100.0
INFERENCE:
This table shows that most of the employees have control of their lives and are in the
driving seat of their own lives while only 20% felt that they are being controlled by
others and not themselves.
Frequency Percent
OFTEN 12 40.0
INFERENCE:
The values in the table clearly indicate that all the employees indulge in snacking rather
than in consumption of wholesome nutritious meals due heavy work pressure ,time
constraints and job demands.
Frequency Percent
RARELY 13 43.3
SOMETIMES 8 26.7
Total 30 100.0
INFERENCE:
It is seen that most people do not over react to conflicts either at home or at work. Only
26.7% of them tend to over react in some situations.
Frequency Percent
SOMETIMES 11 36.7
OFTEN 12 40.0
Total 30 100.0
:
INFERENCE:
The table shows that most of the employees feel that their job demands and requires more
than what they are actually capable of doing. In most cases, their workload exceeds their
capacity. Only a small group (6.7%) felt that it was not so.
Frequency Percent
RARELY 5 16.7
SOMETIMES 14 46.7
OFTEN 6 20.0
Total 30 100.0
INFERENCE:
From the table it is seen that 46.7% of the employees feel that sometimes they are trapped
between the pressures of home and work ,20% feel caught often and 16.7% felt that it
happened very rarely.
Frequency Percent
SOMETIMES 8 26.7
OFTEN 1 3.3
Total 30 100.0
INFERENCE:
The table clearly shows that 53.3% of the employees rarely feel under-par even at the
beginning of a working day and only a handful of employees (3.3%) actually feel under-
par on working days.
Q15. Do you shy away from social contact with colleagues and
friends?
TABLE 1.15
RESPONDENTS WHO SHY AWAY FROM
SOCIAL CONTACT WITH COLLEAGUES
Frequency Percent
RARELY 9 30.0
SOMETIMES 3 10.0
Total 30 100.0
INFERENCE :
It clearly shows that majority of the employees are actively sociable and do not shy away
from social contact especially with colleagues.
Frequency Percent
RARELY 12 40.0
SOMETIMES 1 3.3
OFTEN 1 3.3
Total 30 100.0
INFERENCE:
From the table and the pie chart, it is clearly understood that most of the employees are
well dressed and maintain a certain level of grooming and therefore are not commented
upon for shabby appearances by their colleagues.
Q17. Do you claim you have no time for hobbies and interests?
TABLE 1.17
RESPONDENTS WITH NO TIME FOR
THEMSELVES
Frequency Percent
RARELY 1 3.3
SOMETIMES 11 36.7
OFTEN 10 33.3
Total 30 100.0
INFERENCE:
The pie chart and table values clearly indicate that most of the employees are so busy and
caught up with work pressure that they barely have any time for themselves. They have
almost no time for their hobbies and self interests.
Q18. Do you feel misunderstood or unappreciated by your
colleagues, friends or family members?
TABLE 1.18
RESPONDENTS WHO FEEL MISUNDERSTOOD/
UNAPPRECIATED BY OTHERS
Frequency Percent
RARELY 7 23.3
SOMETIMES 6 20.0
Total 30 100.0
INFERENCE:
Here again, most of the employees are satisfied and not misunderstood or unappreciated
by their colleagues or family members. Only 20% feel that at certain times they are
misunderstood.
Q19. Do you feel you have to be the 'coper' for the family or for
colleagues, with no option for seeking support for yourself?
TABLE 1.19
RESPONDENTS WHO ARE COPERS FOR
FAMILY/ COLLEAGUES WITH NO SUPPORT
FOR THEMSELVES
Frequency Percent
RARELY 12 40.0
SOMETIMES 12 40.0
OFTEN 5 16.7
Total 30 100.0
INFERENCE:
Here there are 2 strong groups- one group(40%) feel that very rarely do they have to be
copers for everyone else with no support for themselves while the other group also of
40% feel that sometimes they have no one to seek support from.
Q20. Would you take a sick day, not because you feel ill but
overwhelmed, just to keep your 'head above water'
emotionally, mentally and physically?
TABLE 1.20
RESPONDENTS WHO TAKE A DAY OFF JUST TO
RECUPERATE EMOTIONALLY, MENTYALLY &
PHYSICALLY
Frequency Percent
SOMETIMES 12 40.0
OFTEN 10 33.3
Total 30 100.0
INFERENCE:
The chart and table indicate that many employees call in a sick day at work not because
they are really sick but because they are too overwhelmed and need time to recuperate
physically,mentally and emotionally.
FINDINGS
Most of the respondents have many years of long association with the
organisation
Most of the employees feel that they have no time for themselves and
their personal lives because of work overload.
SUGGESTIONS
This project consists of the information about the employees, working in the banking
industry, who are undergoing stress. So considering this factor, the topic becomes one of
the most important part of the project as it consists of the opinion of the employees who
work in the banks. The response of employees from major banks in the city was
marvellous as they gave their valuable opinion about reducing stress as a result of the last
question included in the questionnaire. The opinion of the employees were as follows:
CONCLUSION
Stress in the work place has become the black plague of the present century. Much of the
stress at work is caused not only by work overload and time pressure but also by lack of
rewards and praise, and more importantly, by not providing individuals with the
autonomy to do their work as they would like.
Organization must begin to manage people at work differently,improve physical work
environment, treat them with respect and value their contribution. If we enhance the
psychological well being and health of the employees,the organizational revenue
increases and there is employee retention as well.. Because it is said that,
BIBLIOGRAPHY
BOOKS
WEBSITES
http://www.lifepositive.com/Mind/psychology/stress/stress.asp
http://helpguide.org/mental/stress_signs.htm
http://www.helpguide.org/mental/stress_management_relief_coping.htm
http://stress.about.com/
http://www.studygs.net/stress.htm
www.wikipedia.com
www.finance.indiamart.com
QUESTIONNAIRE
NAME: AGE:
GENDER: QUALIFICATION:
6 Do you find you are prone to negative thinking about your job?
When you have been ill with relatively minor illnesses, does it take you
7
to recover?
Do you feel that there is more work to do than you realistically have th
12
do?
15 Do you shy away from social contact with colleagues and friends?
a. Not at all b. Rarely c. Sometimes d. Often
e. Very Often
Do you feel you have to be the coper for your family or colleagues wi
19
for seeking support for yourself?
Would you take a sick day not because you feel ill but overwhelmed, ju
20
your head above water emotionally, mentally & physically?