organisational stress - Pondicherry University DSpace Portal

DEPARTMENT OF COMMERCEF'ONDlCHLRRy UNIVERSITY '~/l~~PONDICHERRYOCCUPATIONAL STRESS -A STUDY WITH REFERENCE TO SELECTED BANKEMPLOYEES IN PONDICHERRY REGIONTHESIS SUBMITTED TO THE PONDICHERRY UNIVERSITYFOR THE AWARD OF THE DEGREE OFDOCTOR OF PHILOSOPHYIN COMMERCEGuide and SupervisorDr. D. RAJAGOPALAN, PII D.,Senior Professor and DeanDepartment of Commerce, Pond~cherry UniversityMAY - 2002

Dr. D. RAJAGOPALAN,Senior Rofessor and Dean,Department of Commerce,Pondicheny University.Pondicheny - 605 014.CERTIFICATEThis is to c ere that the thesis entitled "Occupatfonal Stress -A study with reference to selected employees of banks inPondicherry region" is based on the bAginal work done by Mr. A.Viswanathan, Head of the Department of commerce, Kanchimamunivar centre for Post - Graduate Studies Pondicheny. Thsresearch work has not previously formed the basis for the award of anydegree, diploma, associateship, fellowship or any other similar title.The entire work has been planned and carried out by the candidateunder my supervision and guidance.Place : PondicherryI7Date: : - r .', -.> LDr. D. RAJAGOPALANDepartment of CommerffiPoodicberry Unrk;rsitYPOO~,LP~TI~ - 6uj OAJ,

A. VISWANATHANResearch ScholarDepartment of CommerceKanchl Mamunivar CentreFor Post Graduate StudiesLawspetPondichenyDECLARATIONI hereby declare that the thesis entitled "0CCUPATZONA.LSTRESS - A study with reference to selected Bank employees inPondicheny region" for the award of the degree of Doctor ofPhilosophy, is my original work and that it has not previously formedthe basis for the award of any degree, diploma, associateship,fellowship or any other similar title.Place: PondicherryDate: ( -5 -2-Yours faithfully,A-22 -A. Viswanathan.

CONTENTSChapterPage No.AcknowledgementList of Tables1. Introduction 12. Research Design 193. Organisational Stress - A conceptual Framework 344. Organisational Stress and Job Satisfaction - A Review 845. Level of Stress and Job Satisfaction 1236. Managing Stress - Coping Strateves 1607. Conclusion 197Appendix I - Questionnaire 208Appendix I1 - Bibliography 219

ACKNOWLEDGEMENT

I am deeply grateful to my research guide and supe~sorDr. D. Rajagopalan, Senior Professor and Dean, PondicherryUniversity under whose guidance this study was carried out. I amhighly obliged and thankful to him for taking keen interest in theproblem selected by me for the thesis, for making himself available forhours together for discussion inspiring me to think on original liesand for giving me new ideas and valuable suggestion. His suggestionsand guidance have helped me to complete the thesis in the presentform.I am thankful to all the faculty members of the department ofcommerce, Pondicherry University for their support. In particular, Iwould like to thank Dr. K. Chandrasekara Rao, Head of thedepartment, Department of Commerce, Pondicherry University, for allthe help given during the course of this work.1 also thank the members of the Department of commerce,Kanchi Mamunivar Centre for Post - graduate studies for theirsustained encouragement.The nature of this work was such that it would have beenimpossible for me to complete it without the willing co operation formmany quarter I acknowledge my indesbtedness to all those bankemployees who have helped me in the course of my enquiry. I amhighly obliged to Thiru Thirumalai, Chief Manager, State Bank of Indiafor his assistance in collecting the necessary data. It is difficult for meto list the names of a number of bank employees and top-level Bankiv

executives, who extended their unreserved cooperation. I thank all ofthem.I thank with all sincerity the Pondicheny University for providingme the facilities for doing this research work.I thank the Government of Pondicheny for giving the necessarypermission for doing this work.I thank Dr. K. Uthayasuriyan, Lecturer in Commerce,K.M.C.P.G.Studies, Pondicherry for his unstinted effort in motivatingme for the completion of the work to the present form.Last but not the least, my thanks are due to my wife, Dr. V.Balalalida, Ph.D. Head of the Department of French, for her constantencouragement.A. VISWANATHAN

LIST OF TABLES

TableNo.PageNo.Sampling PlanDescriptive Statistics of StressFactors for all SectorsDescriptive Statistics of StressFactors for Sector 1Descriptive Statistics of StressFactors for Sector 2Descriptive Statistics of StressFactors for Sector 3Difference in Stressors among theThree SectorsSectorwise Distribution of PersonalVariablesSimple Regression Results ofPersonal Variables with StressFactors of Samples in all SectorsSimple Regression Results ofPersonal Variables with StressFactors of Samples in Sector 1Simple Regression Results ofPersonal Variables with StressFactors of Samples in Sector 2Simple Regression Results ofPersonal Variables with StressFactors of Samples in Sector 3Relationship between PersonalVariables and Stressors

TableNo.ParticularsRelationship between PersonalVariables and StressorsRelationship between PersonalVariables and StressorsRelationship between PersonalVariables and StressorsRelationship between PersonalVariables and StressorsRelationship between PersonalVariables and StressorsCorrelation between Job Satisfactionand Stress Factors for all SectorsCorrelation between Job Satisfactionand Stress Factors for Sector 1Correlation between Job Satisfactionand Stress Factors for Sector 2Correlation between Job Satisfactionand Stress Factors for Sector 3Multiple regression Results of JobSatisfaction with Stress Variables(Independent) for all SectorsMultiple regression Results of JobSatisfaction with Stress Variables(Independent) for Sector 1Multiple regression Results of JobSatisfaction with Stress Variables(Independent) for Sector 2PageNo.143144145146147149151152153

TableNo.ParticularsMultiple regression Results of JobSatisfaction with Stress Variables(Independent) for Sector 3Descriptive Statistics of CopingStyles for all SectorsDescriptive Statistics of CopingStyles for Sector 1Descriptive Statistics of CopingStyles for Sector 2Descriptive Statistics of CopingStyles for all Sector 3Difference in Coping Styles amongthe SectorsCorrelation between Coping StyleVariables and Stress Variables for allSectorsCorrelation between Coping StyleVariables and Stress Variables forSector 1Correlation between Coping StyleVariables and Stress Variables forSector 2Correlation between Coping StyleVariables and Stress Variables forSector 3PaseNo.viii

TableNo.ParticularsMultiple Regression Results ofCoping Style Variables with StressVariables (Independent) for allSectorsMultiple Regression Results ofCoping Style Variables with StressVariables (Independent) for Sector 1Multlple Regress~on Results ofCoping Style Variables with StressVariables (Independent1 for Sector 2Multiple Regress~on Results ofCoping Style Variables with StressV31.iables (Independent) for Sector 3Simple Regression Rcsults ofPersonal Variables wth CopingStyles of Samples in all SectorsSlmple Regression Results ofPersonal Variables with CopingSyles of Samples in Sector 1Simple Regression Results ofPersonal Variables with CopingScles of Samples in Sector 2Simple Regression Results ofPersonal Variables with CopingSples of Samples in Sector 3Relationship behreen Cop~ng Styleand .AgePageNo.

TableNo.ParticularsRelationship between Coping Styleand SexRelationship between Coping Styleand Marital StatusRelationship between Coping Styleand EducationRelationshp between Coping Styleand DesignationRelationship between Coping Styleand Length of Service in ParentPositionRelationship between Coping Styleand IncomePageNo.

CHAPTER IINTRODUCTION

1.0 BACKGROUNDStress Management is drawing more and more attentionnowadays, particularly in the corporate context. There is no suchth~ng as a stress- free job.Everyone in his work is exposed totension, frustration and anxiety as he gets through the dutiesassigned to him. In order to make our work experience andenwonment as pleasant as poss~ble, it is better that we learn thetechn~que of moderating and modulat~ng our personal stresslevels Infact, stress can be used as a pos~tive and forceful ally forach~evrng success In our l~fe and for glvrng us the r~ght level ofrnotlvatlon and dr~ve to wn through any obstacles on the way.When people talk about stress In the workplace. their vlewsfall into two major d~vls~ons Flrst. we have the people who treat ~tas some k~nd of an a~lment, someth~ng ak~n to a threat and ah~ndrance. sornethlng to be dreaded and eschewed at all tunes.and at any costThe second posttlon rnforrn us that we must'appear' to be stressed - all the time - so that we are accepted asefic~ent persons. We must understand that stress is not theproblem. Them is an optimum level of smss, where we work atour best. This may vary from person to person. Some smss isbetter than no stress; the objective is not to abolish stress, but2

administrate stress; stress is necessary for success but it needs tobe monitored and managed. When we feel that an outburst ofsome sort is imminent, it is better that we do not suppress thatfeeling inside us. Instead, we must face up to that situation, andfind out why we feel the way we feel. The Japanese seem to adoptan excellent technique to resolve such issues.Let us remember that our stress reactions are commonplaceand natural fam~ly as an excellent source of unconditionalsupport; that 1s the type of support, where nothing is expected inreturn. In today's econom:~ environment of job insecurity, flatterorganuatlons, and intense work pressures, there arc quite a fewmanagers who feel trapped where they are and such a feellng ofbe~ng In a rut can turn Into a perststent source of stress. If we feelfrustrated In that job, we ought to do something about it. When wesee successful People, we trend to assume that thelr careers havebeen smooth upward paths. It IS not so people who are seen tomove up the management ladder step by step have no secret ticketor paasword.They simply work hard, watch for opportunities,await them Nm, prepare and equ~p themselves for the bigger roles,and maintiun a positwe outlook on life. Second, it is not alwaysnecesrary to switch jobs, to make our professional life moreinteresting and rewarding. Let us not presume that we have no3

power or means to improve the profile or life-style of the job, which-we are now doing.Where there is a will,there is a way. If we have a good idea,we must preserve with ~ t, refuse to accept a negative response, andleave no stone unturned until we get it implemented. The sense offulfillment and achievement motrvation, whrch ensue, will elicitendunng satrsfactlon. What IS more, a track record of suchdetermtnatron and indefat~gable zeal cannot be ignored for toolong, and the rewards wll follow sooner or later. Whenever we arefaced u~th a change In any area of our Irves, and should we feelthat we lack the ablllty and skill to lead ~7th that sltuatton, stress1s bound to occurChange can affect us at different levels - thepersonal level, the job ler,el, the group level, or the organ~zatronallevrlAs we mo\.e up in the organuatlon, we become more andmore rcspor.slble for lnltlatrng and d~rectlng change rather thanfor merely managing to work. Management IS about coping withcomplexlr), but leadersh~p 1s about settlng a dtrect~on and creatinga wsron for the busmess. Companres must realize the fact thatpeople, right across the board, have a natural resistance tochange. So. if our company IS on the threshold of facing some sonof a change in the near future, wc have to anticipate and promptthe poaaibility of any resistance. The change must be sold to theJ

people : they muat be convinced that it i. good for them in the longrun. That way, the fear of change may be reduced, if not removed,and to that extent stress will be less.If we are Buffering from stress, it can be aafely assumed thatall 18 not well with our time management. This includes difficultwork achedulea being imposed on us. Managers often profess thatby themselves they are good at managmg their time, but it is theother people who create problems by nudging them into impossibleschedules. If someone is thmsting of an impossible work scheduleon another person the affected person must curb the instinct tosuffer In stlence; but summon suffic~ent strength to call a spade aspade. Let us stand on our two feet, take ownershtp for thingshappening around us, modify or mollify them where warranted,and save ourselves needless stress. Sometime we confuse what isurgent, wth what is Important. Sometimes we are press wised bysomeone else to do what thcy want, at the lost of what we know tobe Important. Also many people resist writing lists, ormemoranda, for fear that others will pooh - pooh at them, that itbetrays a lack of memory. A wntten follow-up list is an excellentand efficient method of gettmg things done.It is a fool proofsystem , a simple and effective technique, which facilitatespnontmtion and prompt execuhon of tasks. The axion is that a5

short pencil is more reliable than a long memory.It prevents'needless stress resulting from forgetfulness.Delegation is entrusting a task, or an activity to someoneelse for execution while the authority and the responsibility tocarry out the job are delegated together, the senior person still hasthe overall accountabtliry for performing the task.In order tospread the work load evenly, and to enable everyone's job to be asfulfilltng and interested as possible, delegation is always adoptedas a useful and universal tool. A good manager will deploy hisIim~ted resources In the most optional and advantageous manner.to complete the tasks expected of h~m, in accordance wth thecorporate object~ves. The most access~blc and obv~ous resourcesto us are our oun sktlls and abllittes; and second the slulls andabtl~tles of our team. Doubtless we work uvlth a lot of teal andzest, nevertheless, we must know when and where to stop. What is~mplled IS that we must stop adding to our care and commttment.at some polnt of time, cvhlch is as close and congruent to theoptlrnurn level of our effictency. We must not allow our work tobecome an addition. or an obsession. Some form of recreation andrelaxation is necessary even to maintain the rate of efficiency at auniform level, and not let it taper down. 'All work and no playmakea jack a dull boy is valid from nursery through an adult life.6

An ability to laugh is an excellent antidote to streaa and anxiety.Laughter ia a good medicine, a panacea for all seasons. 'You arenot hrlly dressed, without a smile on your face' b an adage alwaysto remember. The smile has been defined as a curve on the facewhich helps straighter tense issues in life, besides squaring uppeople problems which otherwise warrants going rbund in circles.Stress management involves three main types oftnterventlon. They are stress prevention, employee training, andemployee counseling programme. We ought to observe that thereIS a cycl~cal nature in the sequence of these interventions. Stresspreventton comes Into play fust, because this aspect wll mitigatethe need for the other two. Desp~te the best prevention strategy,some triuntng inputs wll be useful and necessary, because workIS, by dehnitlon, stressful. The better the tralnmg, the less will bethe need for employee counseltng.In due course, the moreeffect~ve the traintng, and the counsel~ng components of thisprogramme an, the h~gher the prevention level will become. At thecorporate level, we need to thtnk about strategies such asergonomics, work desw, job rotation, partxtpative management,and flexible work schedules as preventive measures. Employeesattending training courses on sass management seem to gain adeep inlight into the principles care must be taken to institute7

effective follow up activity to a fall back into the old system.Employee counuling programme is a voluntary and confdential=Nice, which provides help to employees and their immediatefuniliea in dealing with their pemnal, or work - reiated issuea.Extreme amss results in marked changes in the persons'khaviour, attitude, motivations and cognition that there areinevitable consequences for the people with whom they interact.Such persons usually affect those around them by virtue of theirinactivity and negativism, rather than by deviant or disruptiveactlvlty. The negative views of the past, present and future coupledwth the feelings hopelessness, worthlessness, the lack of interestand motivatton mean the employees can no longer fulfil the activeroles that they were playlng previously. The impact of this sort ofbehavlour can be more easily identified in the ProductiveIndustries rather than Service Industries. Once it erupts, it notonly affects the C O ~ C M ~ employees ~ but also the colleguesworhg along with them. Thls will further lead to strained workatmosphere. In thm context the study of the stnaa lea-to suchstrained work environment becomes very essential for the long-term of any organization.

In the interest of the individual customer, business worldand the Government., Banks and Bank employees are playing avery important role for developing the Indian Economy. FurtherBank employees are considered to be a very important Humanresource, where Banks serve better to the society and nation, thesociety and nation in turn develops. It is generally believed by thecommon man that employees of Banks may not experiencestressors in their jobs when compared to other occupations.To test the validity of this belief the researcher hadundertaken a study of "Occupational Stress - a study withreference to Bank Employees in Pondicherrg" Comparativestudy with reference to the employees of Natlonal~sed Banks, StateBank of India. Pnvate sector Banks and the Co-operative sectorBanks In Pond~chew.1.2 SCOPE OF THE STUDYA bank manager's duties mostly involve maiung decision ofone land or another. It involves choosing a p-cularcourse ofactlon after considering the possible alternatives. Whatevermanager does, he does through making decision.9

As for as banks are concerned such decisions are vital forimproving the customer services. Worlung group on customerservices in banks appointed by the Government of lndia in 1977raid that 'bank users criticise and bankers themselves concede,that customer service rendered by banks leaves much to bedesired. The profile of the Indian customer has changed and he istrylng to become a world class customer. Customer's perceptionhave changed and he IS shlftlng from organlsational loyalty tovalue based loyalty Belng a depositor In the bank who provldemajor funds for banklng bus~ness, the customer should bedcllghted wth senice. Courtesy, accuracy and speed can improvethe quality of senlce. Banks have to give attention to thls.One of the greatest challenges facing the bank~ng Industrytoday IS the requirement of motivated, stress-free work forceWhen an emplo!.ee joins a bank and becomes part of the multitudeof the employed, the tnevltable organisat~onal anomle takes over,devold of recogn~tlon and md~mduaiicy al~enation and frustrationset m.In spite of the introduction of technology in banks, thebnnking industry m lndia wdl be labour intensive for many years10

to come. Therefore the attitudes and ethos of the working teamhave to k developed in a way whereby maximum synergy of man-machine combinationis to achieved. The executives andemployees should work in a team and develop team spirit inbanks. This is the need of the hour.A study of this type identifying the strcscl factors andanalysing the coping up strategtes among bank employees willcertainly help for developing HRD training and programmes in ab~g way. The present study deals with some important areas ofstressors and stress management, comprising of occupationalstressors and its causes and the coping techniques particularly onBank employees of different sectors namely; The Indian Publicsector Banks, State Bank of India, lndian Pnvate sector Banksand the Indian co-operative sector Banks.1.3 0- OF THE STUDYThe preuent study rnarnly aims to study the occupationalstrewrn of bank employees. With this end in view, the followingobjectives arc formulated.

To identify and to examine the variables causingoccupational stress among bank employees.To analyse the effect0 of such among bank employees.To idenhfy the oignificant coping strategies adopted by bankemployees.To make a comparative study among the employees ofdifferent bank groups and to identlfy the relationshipbetween demographic variables and stressors as well ascoping up strateges.To offer solutions based on the findings for the betterment ofthe area of 'Management of stress' in the Banking Sector.Keeptng in view the wder theoretical framework and theabove objectives of the study, the researcher has formulated thefollowing hypotheses.There is no signficant difference among the three bankgroups with respect to the strrsaors under study.There is no signficant difference among the thm bankgroups with respect to the various coping strategies.There is no significant difference among the employeesbelonging to the different age pups, educational levels,12

designation, experience, income levels and other aspects asregards the various strerrorr.There is no significant difference among the employeesklonlpng to the different age groups, educational levels,designation, experience, income levels and other aspects asregards the various coping stratepes.1.5 SIGWWCANCE OF THE STUDYOne of the most important resource 1s manpower. Hence tobe effect~ve, an execut~ve needs the knowledge and understandingof human behaviour and a h~gh degree of social slull.Rvcholog). and Ps~cholog~st have clear role to play mhelping executives achieve these skllls of understand~ng humanbehavlouraStress management m modem organtiations hasbecome a groulng problem over the last decadeStress related~llness and health problems are on the lncrease In everyorganlzatlon We find that 'stress' - costs the economyaubatanbally more than industnd injury and more than mdustnalrtnkes (Marshall and Cooper. 1979)

There acenu to be a growing interest in what organizationsdo to its employees i.e. both managers and managed. One of suchaspect is interest in 'organisational stress'. Management expertsare becoming inmasingly involved in helping employees to copewth organimtional Life.Stress leads to physlcal drsorders because the Internal bodysystem changes while Wng to cope wth stressStress over aprolonged trme also leads to dlseases of heart and other parts ofthe body system. Therefore ~t is Important that stress, both onand ofl the job be kept at a low level so that most people may beable to tolerate wthour develop~ng elther emotronal or physlcaldlsordcrsIn each and evcn organlzatlon, emplo\ees have to be keptfully sat~sfied, happv and motivated so that productrvr~, efficiencyand performance wrll be at its peak levelB) this employees mayunderstand the organuatlon and start functlonlng m optlmumefficrencyOne of the most s~gn~ficant way to ach~eve theorganllettonal effictencv 1s to tdentlfi the reasons or causes of'stressom' and the way to cope wth ~t.

There is an emerging evidence that in some situations, anorganization can be held legally liable for the emotional andphysical impact of stressors on employees.Poor workingconditions, sustained conficts with supervisors, traumatic events,intentional harassment of employees sometimes result in anguish,neuroses or even suicide.If liability is established, employeescould claim benefits under worker's compensation laws as well assue for financial damages.Frequent stud~es on stress would help to uncover theshadow areas, so that steps can be initiated to rnlnlmlze the eff'ectof the determinant factors of 'stressors' and also help lndlv~dualsand organtzatlons evolve new and elfect~ve coptng strategies. It 1s~7th this vlew the present study has been undertaken1.6. LIMITATIONS OF THE STUDYThough there are several areas in ldentifylng the stressors.the present study is confined to the following areas:a. The job and the related stressors.b. Role and its related stressors.c. Boss-subordinate relationship and the relatedmtr'esmm.

d. Decision makmg process and stress encountered bythe respondents on account of it.e. Familial factors and related stressors.A. human khaviour changes with changmg times, themapondents may express differently at different points oftime.The hitation is always present in 31 studies onkhaviours sciences.Sex classification has not been taken up as most of therespondents are only male members.Forelgn banks are excluded in this study as there is noforclgn bank In thls town of Pondlchcny.Chapter OneIt deals wth the tntroduction of the toplc for th~s worknamely stressors tn general and occupational strcssors inparticular. The chapter also outltnes the framework of the presentstudy, its objectives, methodology adopted, hypothesis to betested, btatlons of the study. The very objective of this firstchapter in to introduce the reader to the toplc of stressors anddeull out the thesis rtructure and contents.16

This part outlines the research design including thesampling of subjects, the tools employed and the analyticalprocedures adopted for the analysis of data. It also describes inbrief the process through which the questionnaires was evolvedand provides data on its psychometric properties.This chapter traces the growing significance of the study ofstress, the hlstoncal perspective and its concept. The variousaspects and causes of stress commonly studied are described. Italso examlnes the vanous coplng up strategies of stress.Chapter FourA renew of research 1n stress, surnmansmg the major trendand Issues, IS presented m th~s part along wth research pementto the study on lndian and Western organisahons.

Chapter IrtwThis chapter attempts to examine the significant causes ofoccupational stresaors for bank employees among the three groups(namely Nationaliacd banks, Rivate banks and Co-operativebanks). Such identified atrcssors are further subjected tostatistical analysis. Thus this chapter identifies the stressors asexperienced by the bank personnel and the relat~onship betweenStress and Job Satisfaction.Chapter SixChapter VIattempts to examine the vanous coplngstrateges adopted bv the bank employees to combat stressorsThe maln Idea ol thls chapter IS to establish the relat~onsh~pbetu*een stressors and coplng strateglcsTotall) seven coplngstrateglrs were ~dent~fied and the opinion survey conductedthrough a questronnalrc 1s to establ~sh the major strate@esadopted b\ bank cmplo~ccsChopta S.vmThls chapter consolidates the important observaoonsrecorded in thls study m the form of major findings and definiteconclus~ons that would enable one to make val~d suggestions fortonmg up the sueas management strateges in banlang sector inIndia.

Marshall and Cooper, C.L. Executive under Pressure, Apsychological Study, New York : Praeger Publishers. 1979.

RESEARCH DESIGN

Stress can occur in all occupations for any one at any level.The failure to achieve one's goals, the search for personalfulfillment and meanlng in life, dissatisfaction and n+aiseof theworker - are the sorts of global issues that have been included inthe concept of stress. Each person has a profile of needs that arerelevant to h~s or her performance on the job. At the same time,each job. often by ~ts very nature and sometimes because oforganlsational structure has a l~kelihood of satlsfylng certalnneeds and not others. When the lob needs of the worker and theneed fulfilling properties of the job are closely related. stress is lesslikely to occur. When they are different, stress is llkely to occur.Thus, stress 1s the result of a 'm~sfit between a person's skills andabil~t~es and demands of the job and a misfit in terms of a person'sneeds supplied by the job environments (French, Rogers & Cobb19711.In India, in most of the so-called bureaucratic organisations,the problems mentioned as stress causing an red tape, paperwork and communication problems, because administrative powerim centraliucd. It in only in one peraon's hand and he makes20

decisions, while the focal person has to abide by these decisions. Ifthis results in hindenng task achievement the focal personexpmrnces strcaa. Next, the administrative influence in a workenvironment is often transmitted via rules. regulations and policyinfluences. All three when in excess produce stress. The moreseruelcsti the rules and regulations and the morehrbitrary thepolicy, the more the stress. Another important variable which givesnw to stress is the perceived level of participation inorganlsat~onal policy and dec~s~on - mak~ng. Not having theopportunity to partlclpate In decls~ons that affect one's work maycause stress.Work envlrunments arc heterogeneous and have d~fferentstrrssors Most organlsatlons e~ther ~mplrc~tl\ or explicitlyenshnne thclr success crlterla In their goals and objectives Workorganlsatlons do not operate In the rnechan~st~c manner suggestedbv the smooth transformatlon of organ~sat~onal O~JCC~~V~S Intomanapal actlon In practice. thls transformatlon 1s influenced bya number of factors For example, the organ~sat~onal politlcsengaged In by changing coal~tlon of managers, who often operatemth mmnt and confictmg ideas about organ~sahonal ends andmans. Consequently many managers find themselves m a

stressful situation where both short and long-term objectives aresubject to constant revision and the means adopted to achievethem are constantly modified or abandoned altogether.From the above discussions, it is clear that stresses mayarlse because of structural factors of the organisation, job factorsand perceptions of the focal person of his role set members and ofhls own 'self. The stress also pves rise to organisationalconsequences. The present study 1s not only aimed at investigatingthe above variables In relatlon to organlsatlonal stress, but also, to~dentlfy the slgnlficant coptng suategles adopted to manage thestress effectively.2.1 SAMPLECommercial Banks in lndia have been classified into PublicSector Banks, Rvate Sector Banks and Co-operative SectorBanks.Public sector banks are further subdivided into StateBanks of lndia and its Associates and other Nationalised Banks.hvate sector banks have been classified into Rvate sector banksand foreign banks,in addition to this co-operative sector do

operate banks under the classification 'Co-operative Banks'.Further for this study the researcher has taken THREE bankgroup8 i.e. Nationalised Banks, State Banks of India and itsAssociates, Indian Rivate Banks and the Co-operative Banks.Data were collected from the sample bank groups adoptingconvenience-aamplng method. It IS to be mentioned here that noforeign banks operate In the jurisdiction of Pondicherry town andfurther co-operative sector banks arc a few in number whencompared to other bank groups.It 1s also ident~fied that thenumber of employees In each branch of the private sector banksare also handful.Based on the total number of banks sltuated In Pond~che~under each catcgon., the total sample sue of 216 respondentscompnslng of 120 respondents belong~ng to Natlonal~sed and SBI,39 respondents from pnvate banks and 57 respondents from co-operatlvc banks were taken for the study (Table 2.1).

TABLE 2.1SAMPLING PLANSECTOR / TOTAL NUMBER OFI EMPLOYEESNATlONALlSED AND S B I 1216jIPRIVATE SECTOR BANKS392SAMPLEI2039iCO-OPERATIVE SECTOR BAVKS 574 I 57!TOT.11 2181 216'Tllc dcs~rtd san\plc stu 2 16 IS oblatned. whlch co~ls~st of IO"O of the rota1 population.

2.2 SOURCES OF DATAData on the vaned aspects of 'occupat~onal stress", itseffects and ~ts coptng strategres were collected through astructured, comprehens~ve questlonnalre, whrch was developedafter an extensive renew of literatureln~t~ally a Pllot Study among 50 bank employees from all thethree categories through the questlonnalre method as well aspersonal dlscuss~on method was conducted for two obmousobjects In vlewa) To l~melight the uraknesses of the questlonnalre wthrespect to the understandab~l~ty of the statements.bl To check on the time taken by the respondents to fill upthe questronnalre.Thus the loopholes In the questlonnaue were mit~gated tosome extent and a modified questionnaire was then administered.lnforrnat~on collected through the modified questionnaireconstituted the major SOURCE OF DATA for the study.25

A questionnaire comprising THREE parts was framed viz.,PART A, PART-B & PART-C. Under PART-A, Personal informationdata covenng 20 variables were structured. They were groupedInto 'FIVE FACTORS' for the purpose of the research work as givenbelow:Factor IPerson related vanables(Age, sex, martial status, qualifications,designations, length of semce]Factor IIincome related vanable(Salary and other incomes from bank)Factor 111Socio-cultural variable(Religion, caste, place of ongin and traditionalfamily occupation)

Factor IVPersonality related variables(Personality, religious attitudes, companionship,consultations and sleep)Factor VRelaxation technique variables(Meditation, exercise, diversions, drugs andmedicines, smoking, alcoholic)PART-B contains 60 statements covering five areas of1. The jobJob itself can be a source of stress, where it can imposedemands. which threaten to exceed the capabllitles of thefocal person in terms of difficulty, ambiguity and load.- From the members of one's role set, one is Likely toexperience contradictory expectations and pressures;27

when a person is connected with a hierarchy of authority,different types of role conflict are likely to occur that inturn result in stress.Hi. B O . . - ~ i ~ t~IotiOmh@e- Supervisory behaviour and attitudes of role - senders totheir subordinates, consideration, initiative structure,participation and feedback have an important influencein causing stress.iv. P.dnlon makingIt includes, quality of supemsory communication,openness of communication cl~mate, quality of one's self-perceived communication behaviour and *he amount offelt decision makrng autonomy.- Shessors present in the non-working environmentinvolving life events like death, serious illness of family28

members, marriage, separation, divorce, dependents,commitments etc.For this the Occupational Stress Index developed bySrivataava and Singh (1981) and the instruments to measure tenRole Snessors prepared by Udai Pareek (1984) was consulted andwherever modification is required, the researcher has slightlyaltered based on the findings of the Rlot studyConsultat~on of coplng scales developed by Dewe and Guest(1989) helped In fram~ng statements under PART-C, whlch wasa~rncd at collect~ng lnformatlon with respects to coptng strategies.Totally uven coping technlques were brought under PART-CThey are the follouingRelaxation Technique (RT) - Yoga. Med~tation. Aerob~cExerc~scs. Hobbles.Btmtegie. for Preparation (SOP)- Take rest. go homeearly or take a day off in order to be alert at work.

Utilb.t&a of Homa Raaources- Consult spouseand fnmily members.Distraction Techniques (DT) - Letting the feeling ofstress wear off; try not to worry or think, about theproblem.Rational Tuk Orlanted Bchaviour (RTOB) - Settingprtontles; gathenng more tnformat~on.Rube Attempt. (PA) - Ignore the problem, pving up.dotng noth~ng and accepting what's happen~ng.Emotional Rallaf (ER) - Loose temper; try to cool downand rna~nta~n composure.PART -C was mainly aimed at collecting information withrespect to coplng strategies followed or preferred by therespondents.

LIKERTS 5 points (FIVE) male has been u d to measurethe opinion of the respondents to explore the determinants ofoccupational atresaors, the coping strategies adopted by theawnple.In add~t~on to IS, informal meet was also held mth bankemployees In order to get a clear p~cturc. Further for the purposeof collecting aecondaq data, publ~shed books, articies, magazinesand journals, newspapers and so on were also referred tostrengthen the theoretical background of the study.2.4 W E WORK OF MALYSISThe collected data have been analysed and interpreted uslngstat~stical tools such as welghted average mean. Correlaclonanalys~s. Regress~on Analvsis. ANOVA. Cnt~cal raho analysis andPcrcen t agesWetghted awragc mean, median and standard deviationhave alw been employed to analyse the impact of the variousmdicea of atrarn and stress on bank employees and also on banks.

This tool is one of the most useful of all the statistical measuresfor it provides a reliable bane for accurate interpretation.Measures of relationship between 'Job satisfaction andStressors'; also, stressors and coping strategies have beencaptured through correlation analysis.Regression analysis was camed out to study the impact ofpersonal variables on stressors. Multiple regression analysis wascomported between each stressor and the various personalvartables ~ndiv~dually as well as collectively.A unlvartate statlstlcal tool. ANOVA has been used to assessthe statrstlcal stgnlficance of difierences among the THREE bankgroups wth regard to the stressors. coplng stratepes anddemographic variables The result of ANOVA has been then usedfor cntical ratio analysis, whlch helps to compare many groups ofdata simultaneously, and to plnpotnt where exactly criucaldtfferenccs exlat by ~dentifyng specific paus of group.

Calculation of percentages helped to assess the intensity,frequency and the nature of impact of stresaors as perceived bythe sample respondents.Thls chapter has outllned the sample and the tools throughuh~ch the data werc collected. Results pertinent to the analysisand inrerpretatlon arc presented In chapters V and VI. Meanwhile,the subsequent chapters III and IV consol~date the conceptualframework and prowdc a review. of prevlous stud~es on the subjectstress resp.ctively

French, J.R.P., Rodgers, W.L. & Cobb. S. Adjustment as Person -environment fit. In G.V. Coelho, D.A. Hamburg and J.E.Adams (Eds.)., Copylng and adaptation. New York : BasicBooks. 1974.

ORGANISATIONAL STRESS- A Conceptual Framework

The term 'Stress' has come mto wide use in behaviour studyonly within the past two decades, Originating in the physicalsciences, the term has the meaning of a force which, acting on abody, produces strain or deformation. Later stress has come torepresent the bodily condition under strain. Both in the physicaland b~ological sciences and behavioural study, the concept ofstress meant an extreme condition, involvmg tension, perhapsdamage and some form of resistance to the straining force.3.1 COHCEPT OF STRESSif one asks people about theu stress and In particular howthey know at exlsts. two general lunds of thlngs arc described:Flrstly, there are experiences of mental &scomfon. oftenaccompan~ed by feelings of not being able to cope, that things amfalling apart, that one is not in control of oneself and one'ss~tuation or just a general unease that all is not well Mthout anyparticular cause bemg apparent. Secondly they're the physiologcal

manifesmtiona of losa of appetite, sleeplessness, sweating andulcers or other physical illnesses of various degrees.Phys~ologcal stress ia descnbed as the state of the organismfollowng fmlure of the normal homeostatrc regulatory mechanismof adaptat~on Homeostas~s is the state of balance In an organlsmWhen It is disturbed, it results m heterostat~s (state of imbalance)When su~table or adequate mechanism is not avmlable to comeback to the balanced posltlon, 11 might result in stress Stress 1sman~festrd through the symptoms of aGeneral AdaptationS\ ndromc (Hans Selve. 1930)Ps\chologlcnl strrss rrfrrs to a state of the organlsm or the~nd~v~dual and thr euper~rncrd stress 1s complexThe phys~calconsequrnccs Include ps\chosomatic disorders, letharg2 andemot~onal exhaustion Rycholog~call! the ~ndl\idual might feelanxious, tense, ahenated, depersonalised and frustrated Thus. itcan bc sad that stress occurs at an tndtvldual level and it IS aninternal psvcholo~cal experience lnvoivlng feelings, attitudes,motives and urpectauons It 16 a negatlve expencnce, wh~chconcerns distress, discomfort, dvafunct~on and negahve

The term rues8 in Enqneening implies an inherent capacityto withstand stress. In Physics 'stress' la a force, which acts on abody to produce strain. In Phys~ology, sness refers to the changesIn physioloqcal function in response to the factors causing stress.In Psychology it refers to a state of the organism resulting fromserve interactton wth the environment in Psycho - Physiology, theterm 'stress' 18 that st~mulus whlch tmposes detectable strain thatcannot be easlly accommodated by the body and so presents itselfas rrnpatred health or behav~ourDlffercnt people have d~fferent rie\vs about ~t as stress canbe expenenced from a vaney of sources. The businesspersonW~WS stress as frustratton or emotional tenslon; the air trafficcontroller sees ~t as a problem of alertness and concentratton; theblochemst th~nks of tt as a purely chermcal event.The concept of streaa was first ~ntsoduced m the life suencesby Hans Selye in 1936. It is a concept borrowed from the naturalsaences. Den&from the Latin work 'Stringere', snr?scl was

popularly used in the acventeenth century to mean hardship.strain, adversity or affbction. It was used in the eighteenth andnineteenth centuries to denote force, pressure, strain or strongeffort with reference to an object or person. In engineering andphysics, the term implies an external force or pressure exened onsomething with the intention to distort and being rcsuted by theperson or object on wh~ch it 1s exened.The earl~est and most ~mphenttal conceptual~zat~on of stresscame from Seyle (19561 He obsented an ~dentlcal senes of b~ochemlcal changes in a number of organisms adapt~ng to a vartetyof environmental cond~t~ons He termed rh~senes of changes ofthr 'General Adaptat~on Syndrome (GAS)Khan at al (196.1) vle\v stress as an envtronmentaicharactenst~c thought that affect people adversely.LAZARUS. (1966) made tremendous contribut~on to thestudy of Psycholopcal stress he suggests a more comprehensivedefin~tlon of stress as a gencnc term as a whole area of problemsthat Include the stimuli producing stress reactions. The reactions

themrelves and the various interviewing process.This conceptreferring to the field stress covers Physiological, Sociological, andPoychological stress.Mason (1975) defines stress as a state wherein expectedfunction~ng gets disrupted.T.A BEEHR and J.E NEWMAN (1978) define job stress as 'acondit~on anslng from the Interaction of people and their jobs andcharacte*edby changes within people that force then to deviatefrom the normal funct~on~ng.MARSHALL AND COOPER (1979) polnt out the term stressto denote the follow~ngAn excess~ve enwonmental forceThe harm causedThe individual's reactlon In sltuatlonsFIREMAN (1979) view strew as a Psycholo~cal responsestate of negative effect, c haracted by a persistent and high level

of experienced anxiety of tension he further view stress as acondition of organic damage resulting from strain.According to BEEHR and BHAGAT (1985) stress includesstressors and stratns.The term refers to the xnvironmentalsttmulus and the term stram refers to individuals response whichcan be Phystcal, Psychological, or Behavioural indicators of illhealth / well being of the tndividual.John M IVANEEVICH AND MICHAEL (1987) - Accord~ng tothrrn the word stress has been compared mith the word 'SIN' bothare short, emortonally charged words used to refer to somethtngthat IS othewse take man! words to saj,In the words r~f SZlLAGYl an Internal expenence that createsa Psychologtcal imbalance wthin an indlvldual and results fromfactors In the external envmnment, the organrzauon and themd~ndual (1990)STEPHEN WlLLIAM (1990) In h~s book lutled 'ManagingResaurcs for Peak performance - A posture approach to stress

defines or atart of the procesn of stress, which in the final outcomeor the ponsible response to prersures. According to him pressurebecornen strc~, and the process by whlch pressure becomes#tress is called strean process.According to DEWE (1991) the concept stress, whichdomurates current research, IS an extension of the appraisalhypothesis. that stress represents a relationship between astressor and an individual's reaction.The study conducted by JAMES E DRISKEL ANDEDUARDO SALAS (1991) ~nvest~gated the effects of stress onstatus and dcc~s~on-mak~ng In groups The hypothes~stated thatstress results KI centrd~zat~on of authority such that decis~onmak~ng In concentrated at h~gher levels m the group hierarchyRANDALL ANDELIZEBETH ( 1994) define occupationalstress as the interaction ofthe work condiuons with thecharactensts of the worker, such that the demands of work exceedthe ability of the worker to cope wth them:

Using network technology. Electronic PerformanceMonitonng (EPM) systems provide managers with access to thememployees computer terminals and telephone, allowing managersto determine at any moment throughout the day, the pace atwhich employees are workmg, time taken and so on. Thus thestudy by John R. Aiello, Kanhryn. J.Kolla (1995). which examinedhow productivity and stress are affected by EPM, showed that EPMis linked with increased stress and therefore decreasedproduct~wtyThe study of Anlta and Carolyn (1995) tested the effects ofvarlous demograph~c and soclo-econorn~c varlablrs on perceivedsrrcss among bank ernplo>ees in both work and non-workcnvlronmcnt and establ~shed slgnlficant correlat~on betweenperceived stress In the work and non-work enmronment among thesame bank employees.Research Psvchologst Sandi Mann of Unlvers~? of Sal ford(1998) stated that employees who arc under In creaming pressureto appear enthusiastic, interested. cheerful, and friendly at alltimer in thew work place arc highly places.

Jennifer Smith (1998) stated that work place bullyingconsisting of victimization, pressure management, long hours,difficult duties, lack of support and unsought promotion results insuesr. She advocated that managers should be aware of changein atmosphere among staff, hold agenda free meetings andconduct exit interviews to identify work place bullying.Schuler (1980) defines stress 'as a dynamic condit~on inwhich an ~ndtvldual is (a) confronted ulth an opportunity forbe~ng / hanng / dolng what he desues and / or (b) confrontedwth a constralnt on being / havlng / doing what he destres and /or Ic] confronted wth a demand on beurg / havlng / dolng what hedes~ms and for whlch the resolution often 1s perceived to haveuncertainty but whlrh u~ll lead [upon resolut~on) to importantou tcomea-An oppommty is a dynam~ condition in which an indrvidualmay k able to be, haw or do what he desues LC., a situation ofpotrntd gwn. A wnstmtnt on the other hand, is a dynamic

condition in which an individual may be prevented from being,having or doing what he desires, ul essence a potential status quosituation. A demand 1s a dynamic condition in which what antndlvidual desires to be, have or do may be diminished or removeda potential situation of loss. Stress is associated with any one ofthese sltuaoons. Frequently ~ndimduals experience stress of all thethree types from one cond~rion. For eg: an indivldual may be in acondit~on in whlch (s) he along wth two other individual may be ina condttton In which (s) he along ~7th two other indimduals isbeing considered lor promotion. The indivldual perceives thatpromotion u?ll lead to constraints on his / her pnvacy and theautonomy to work on special project and even lead to severaldemands resulting in a general deter~orat~on of the body as apossible consequence of less sleep, more hours at work and lessexercise. So, the more dynamic condltlons 01 opporrunity.constratnt and / or demand an indrvtdual confronts the morestress (s) he wll potentially have. But Selye (1956) 1s of theopinlon that the potentla1 stress only becomes actual or real stresswth who other cond~t~ons; resoluaon Uncer?atnty and ~mportantoutcomes. That 1s when an indiwdual is not able to cope up withthe situat~on and he is not cenain about the way to adapt to thestmatlon and he is also uncenam about its outcome, then actualor real strraa ia generated. Baaed on the explanations given by44

Schuler (1980) and Selye (1956) about the concept of stress, it canbe said that people find different events, situations and activitiesinvolving and activating in an organisation, where they can crhowtheir potentialities. So, stress for an individual depends upon theactivation of the event or situation, in other words, how active theindividual gets involved in the situation. Activation of the~ndivldual then depends upon uncertainty about the outcome ofthe event. Importance of the outcome and abiliv to influence theoutcome.3.4 THE NATURE OF STRESSFrom what has been d~scussed earlier. we may draw anumber of ~nfercnces as to the nature of stress.Stress 1s an external force operaMg on a system, be it anorganlsatlon or a person (Hall & Mansfieid. 1971). Me Gmph (1976)prefer8 to define stress in terms of a set of conditions as havingstress in tt.

'Stress involves an interaction of person and environment.Something happens 'out there" which presents a person with ademand or a constraint or an opportunity for behaviour".It is found to be a person - Environment (Lofquist &J Davis,1969) or role fit or the interact~on of the characteristics of the~ndividual and the potennal sources of stress in the workenwonment. Hence vanous ~ndimdual and organisational factorsthat conrnbute to frustrat~on must be considered as potentialcauses of stress.Stress anses because a threat is present and 1s perceived sobv the ~ndrvldual J G Mtller 119531, treats stress as a st~mulusvanable. Hr defines ~t as an\ tlgorous, extreme or unusualstunulat~on, which. being a threat causes some s~gn~ficant changein behawour- Pascal (195 1 I defines stress ' In terms of a perceivedenwonmental stimulation which threatens the gratlficatlon ofneeda threatening the md~vldualAnncou (1975) defies stress as "any characteristic of thejob environment which poses a t hat to the individual'. Mc Gmph

(1976) suggests situations have potential for reess when theyhave demands, which are perceived to threaten to exceed aperson's capabiht~es to meet them and where there are substantialMerences in rewards and costs from meeting versus not meetingthe demands. He adds. however, that the uncertainty of therewards and costs also influences a person's arousal (an indicatorof stress). Cooper & Marshall (1976) indicate that negativeenvironmental factors are stressors (e.g.. work overload, roleconfl~ct / amb~gutty, poor worhng condit~ons) associated with apan~cular job, detcrm~ne occupat~onal stress.When threat IS present and 1s perce~ved by the ~ndlv~dual mtegntyof the organlsrn IS somehow ~nvolves, that IS, stress affects themd~\idual not onlb psvcholog~callv but also phys~ologcallv and h~spersonal needs are shattered resulting In lneffectlve performanceStress arises when a nonnal adjective (copmg) response cannot befound. I e , he 1s not able to cope any more and as such not able toget along wth h~s job, rcsultmg m propensity to leave theorganrmtron, absenteeism, and gnevanccs Schaffer (1954) oplnesthat stress -1s brought about when a highly motivated organrsm 1sunable to find an adjective response to the problem confronting it.47

This may occur "under conditions variously described as trauma,frustration and conflict". The term "stress refers to events" inwh~ch environmental or internal demands (or both] tax or exceedthe adaptive resources of an ~ndiwdual' (Laurns Ck Lounier, 1978).Stress is more extreme than an ordinarily motivated state and maybe the same as a state of severe frustration or conflict. It is a stateof physical. emotional and mental exhaustion marked by physicaldepletion and chronic fatigue, feelings of helplessness and thedevelopment of negatlve attltudcs towards ones own self, work, lifeand other people. It 1s a process In whlch a profess~onal's att~tudesand bchav~our change in negatlve ways In response to job straln.The organlsatlon mat be prrcel~ed as h~ndering thetndlv~dual In ach~ewng his needs or asplratlons. wthout gxvlngproper expectations or demands. Thus, Margolls. Kroes and Qutnn(1974) define stress as a 'cond~t~on at work mteractlng wthworker charactenstlcs to dlsrupt psycho1oe;lcal or phys~olo@calhomeostas~a'A Situation becomes stressful 'when an individual feelsunable to deal with the demands it makes upon hun, while at the48

same time he also feels that he must". While &ehr 8s Ncwmon(1978) thus define "Job stress as a condrtion wherein job-relatedfactors interact with the worker to change (disrupt or enhance)hrs/her psychological or physiologrcal condition such that theperson (mind and / or body) is forced to deviate from normalfuncuoning. They suggest that stress arises from conditions,whrch may be regarded as either positive (enhancement) ornegauve (disruption) thereby decmg the integrity oftheindrmdual. A person will be vulnerable (1.e.. Stress prone) in anysltuatron rn whlch a motrve of some importance to his integrity isthreatened r.e., 11 questions hrs abiliv. A strmulus must not onlybe of a glven intenslty to arouse anxiety and a glven higherintensin. to lead to stress, but ~t must also be 'of a gwen k~nd' for apart~cular person, related to hls personal~ty.To summanse, the folloulng conclusrons may be drawnregardmg stress rn an organrsatron:Smss is a srate of the indindualIt rnvolves an remction between the individual and theorganmoon.

It is more extreme than an ordinarily motivated state andmay be the same as a state of severe frustration or conflict.A threat must be present in the organisation.A threat must somehow be perceived by the individual.The integnry of the tndivldunl 1s somehow involved.A normal adjective (coping) response cannot be found.3.5 ORGANISATXONAL STRESSStress In an organtsatlon 1s ven common In present day~ndustr~es In rnanv job sltuatlons, h~gh levels of stress are antntegral and largel) unavoidable component of the work The needto cope W-IL~ cornplextty, ambtgu~ty, confl~ct and competingdemands ISa part of organlsattonal l~fe among tnd~wdualsoccupying dtfferent posluons Organ~sations are oftenunnecessarily stressful and have a negative unpact on mdmdual'sphys~cal and mental healthOrgan~sational stress ISthe process by which a firm ormstitution becomes deformed, slowly and systematically, by the

conrtant malfunctioning of -mesystem. It refers to the total ofthe various types of role stresses expenenced by employees intheir organiaational role, namely, Role Ambiguity, Role Stagnation.Role Overload. Role Erosion, Role Conflict, Role Isolation, RoleExpectation Conflict, Resource lnadequacy, and Personallnadequacy etc.Organ~aations are compassed of individuals and groups inorder to achieve certain goals and objectives by means ofdifferent~ated functions that are mended to be rationallycoordinated and duccted through tlme on a continuous basisIPorter and Lawlcr. 1975) Thus, at best. organisations could bedescribed as a system of roles, Roles spec~fy 'who does what, whenand where- Roles are the expectations associated with a givenposition. It does not exist by ~tself as it consists of activities, whichare related to the actlvlties of other people. For example, therelatlonshlp between a worker and the foreman in an industry -both tend to depend on each other. They have to coordinate witheach other, m order to achieve the objectives of the unit or theoganiaation. It can be said more clearly 'a role consists of a set ofnorms that explPlns ' obligations', that is, the actions which otherscan legitimately insist that m perform and 'expectations', that is.

the actions which we can legit~mately insist that the othersperform (Goffman 1961)". As such every role is linked to anotherrole and is reciprocal to this linked role (or roles). In other words,we are tied to one another through role relationships, that is,obligations of one tend to be the expectations of the other. Whenthe roles are incorporated mto an organlsational settmg. the rightsto define the legttimate character of roles, to set the evaluations onroles, to allocate roles and to judge role adequacy tend to berncorporated In part~cular roles Thus, an ~nd~v~dual's position inan office IS a relat~onal concept defining ones posltlon in terms of11s relat~onsh~p to others and to the system as a whole.The effect~veness of ral~d~t\ of role enactment 1s related tothe degree of congruence of self and role In br~ef the self may bedefined as the product of a human be~ngs transactions wthobjects and events ~nclud~ng other people. and represented by thesymbol I [Sarbm. 1954) When self and role charactenstics areIncongruent or antagonlstlc, the enactment IS Ilkel? to be lnval~dand unconvlnctng. a part from the role be~ng a source of stressAn indrvidual 18 confronted. wth conflicting demands frommembefa of hia 'different' role sets.52

An individual is confronted with conflicting demands from'within' one of his role sets.An individual is unclear about (or rejects) the expectationsand behaviours appropriate to any one or more of his roles,which may also involve problems within and between hisvanous role sets. These difficulties often occur whenmanagers (and others) move into new roles, or when theirexlstlng roles are modified in some way as a result oftechnological or organ~sational change. (Srilatha, 1991).To Sum up, organ~sahonal stress may be awed by -Factors external to the organlsauon, such as the social.pol~ocal and economlc that affect the organlsat~onalhomeostasrs wthin the larger ennronment. i.e., the macrosystem.

Factors internal to the organisation in terms oforganisational policies, procedures and organisationalcl~mate i.e.. Meso-system.Factors of the role set sltuatlon such as confl~ctlng roledemands, role pressures, overload and uncermnty of thework. I.c., M~cro-system3.6 CAUSES OF JOB SRESS - SRESSORSThe factors caustng stress In a person are called stressors.The common stressors on employees may generate actlon fromtnd~v~duals, groups and organuat~onal sources.Ind~wdual, group and organ~zational stressors constitutework stressors, whereas extra - organ~saaonal stressors refer tonon-work stressors.lndivldual smssom depend on personality traits andconruaintr of change (Aswartappa. 1990). Personality traits refer

to the nature of the individual. The changes in the career and inthe life of an individual is referred to as constraints change.Group scressom refer to poor relationship within groups andbetween groups, lack of group cohesiveness, lack of leadershipsupport (Aswattappa, 19901, lack of soc~al support, poorrelationship wth colleagues, supenors and subordinates.interpersonal conflict and intergroup confict.Organuational stressors consist of stress anslng manly dueto role factors, job factors and phystcal factors Role factors referto role ambiguit\, role confltct, role o\.erload. role stagnation andtnadequach of role authonn. Job factors consist of difficulty inperform~ng the job, feeling of inequin, that is, feelxng of betngpoorlv patd and rrusmatch between the capablhty of the mdivldualand requuement for the job Notse levels. temperature leveis, poorhghhng, vennlanon. vlbrat~on and monon constitute physxcalfactors Farnlly problems, hfe crisis, financial difficulhes, pohucal.economic and technolo@cal uncettruntles (Aswattappa, 1990),conffict of peraonal behefs with those of the organlsatlon, confictof fanuly demands with organl~ltional demands conancute extra-organll~tronal sources of stress55

Sometimes the nature of the job, such as jobs involving shiftwork, machine paced tasks or hazardous environment may resultin more stress than others. Workers who spend many hours dailyin front of the computer screens also report high stress levels, saysSchuller (1975).Sources of stress ma! also differ based on ones position Inthe organlsation Executive stressors may mse from the pressurefor short-term financ~al results or the fear of a hostile take-overattempt At the supenisor). level, srressors lnclude the pressurelor qual~ti and customer semlcc, numerous meetings andresponslb~l~r\ for the uork of others Workers are more likely tocxperlencr the stressors 01 lou status. resource shortage, and thedemand for a large volume of error free work Thus the h-pe ofuork or job also causes stress It ma! be mentioned here that anvgiven event of stress anses e~ther from a s~ngle cause or from aconstellat~on of interaction causes or smssorsThe factors contnbutlng to these three types of stressorshave been listed as follows.

Personality ChamdensticsLazarus, (1966 & 197 1) has oplned that PC IS an Importantlndlvldual sltuauon la related to an mdlvldual's personahty trait.Some ~nd~vlduals are more prone to stress than others. The reasonl~es In d~firences m background vanables and cognltlve - affect~ved~fTerences Background vanables lnclude age, educat~on, mcome,cxpenence and deslgnatlon, whlch have been dealt wtth In detailIn chapter five Cognatlve affect~ve differences are psycholog~cal Innature These lnclude personal~t! tralts and dlmenslons l~keauthontanan~sm, ngd~n, tolerance of amb~gulty, needforach~evement, self - esteem and many other charactenstlcsIndividuals who have posit~ve images of themselves, andh~gh 'self -esteem' have more confidence in themselves and candeal succeaafully with stress. Likewse as per Lyons (1971) peoplewth hlgh tolerance for ambiguity, are less likely to see roleambiguity and role mnllict a8 stressful and therefore, they aremore Wtely to cope effectively with stress.

It should be noted that 'extroverts' are more adaptable andless stressed than 'introverts' (Khan et al. 1964). Similarly'achievement seekers' show significantly more independence andjob involvement than did 'security - seekers'. Similarly 'rigids' and'ilexibles' perceive different types of situation as stressful, theformer being more susceptible to stress (Kahn et al., 1964). Thusan individual's personality dimension determines whether he isfrequently prone to stress or not.Corlsrrnrnfs of ChangrChanges in the work cnLlronrnent due to techn~calupgradation (ad\ancement) or changes due to transfers,promotions ctc , d~srupt the routine of dally life and leads to jobstress Komhauser (1965) states that transltlon as slmplc as jobrotat~on wlth~n the same department can lead to stress, as an~ndlvldual m~ght feel uncertain, helpless and afra~d of unknownwork demands. Any change requires adaptat~on b! the lndlvrdualover a penod of tlme It 1s dunng the process of adaptat~on thatthe employee utpenences mamum stress due to demands of anew job, unknown coileagues, unfartullar environment etc.

The employees are interrelated by a network of p e drelationship. The patterns of relationship in the group to a greatutent influence the job attitudes of rnembm. Cordial relationshipbetween members of a group results in mcreaacd motivation,morale and job performance. On the other hand, French andCaplan (1973) state that poor rclat~onshlps wth co-worders areassociated wth feelings of threat, low trust. low suppomvenessand low mterest. If there exlsts ~ntra-group conflicts. negativeattitudes towards job IS Wrely to emerge among the concernedemerge among the concerned employees. Sometimes due to grouppressure, an employee may also be compelled to violate the framedpolicres of the organisation. by depressing his conscience. Thiscauses job sue-.

Lack of Leadenhp SupportInappropriate leadership style serves as a source of stress. Ifthere is a difference in the actual leadership style and expectedleadership style there is likely to be conflict and dissonancebetween the superior and the subordinate leading to stress. In thiscontext, actual leadership style refers to the style adopted by theleader, whereas expected leadership style refers to the style which1s expected by the subordinates to be followed by the leader. And'considerate' leadersh~p style is characterized as allowingemployees to partic~pate act~vel! in dec~sion - making and offeringan avenue for good two-way commun~cation. the employees expecttheir leaders or bosses to support them and give them the requiredguidance during difficult times. [f such leadership support is notforthcoming, the employees feel let donn and irntated resulting injob stress. Considerate behaviour of superiors recorded inverserelationship with job stress as per the findings of Burke andBelcourt's (1974) study.

Role overloadSales and House (1971) state that RO is a situation in whichemployees feel they are being asked to do more than time or abilitypermits.Thus, it occurs when an individual is not able tocomplete the work assigned to him. When an individual has toperform too manv actlwtres, he is subject to quantitative overloadand when he has to perform tasks that are too difficult for him, he1s subject to qualitative overload (French and Caplan, 1973).Worhng under extreme tlme pressure is espec~ally stressful andthe employee's adjustment to work also gets d~storted resulting innegatlve attltude towards the job.Role ConflictWhen the behaviour expected of an individual by others inthe organiaation is inconsistent, he wtll be in a state of roleconflict. There are generally two type of RC, namely inter-senderRC and intra-sender RC is where two diRirent groups of people61

have inconsistent expectations of an individual. Intra-sender RCis when a member of one group has Inconsistent expectation mayuiac due to inter-personal relationships,power, authority,organizational and departmental goals, allocation of resources,poorly defined responsibilities and clash of values and interests,ultimately causing stress.Kahn. Sarbln and Mlles (1976) opined that RC IS most likelyamong employees who work In the mlddle level of the hierarchylike superv~sors or publlc relations officers, since they have tosatlsfv two sets of people wth opposing demandsRole ArnblgutryThls role characteristic has been defined by Beehr (1974) asa job sltuatlon in wh~ch there are inadequate or misleading piecesof information about how an lndivldual is supposed to do the job.So an employee who is not clear with regard to the duties andmponslbilities gets confused regarding h ~s scope of authority andjuridiction of job roles. He faces difficulty in takmg a defmite andprecise decision, producing tension, and loss of self-confidence

(Kahn et al, 1964)RA IS pantcularly strong among managerialjobs where respons~b~l~ttes are more general In nature and taskspcciftcattons are not clear RC IS also prevalent amongcornpanlea that have merged or acqutred other companlcs becausethe emplovees become uncertatn of what exactlv they aresupposed to do nav exactly whom thev have to report to Thus. RAdlrnlntshes hls Interest tn the job, leadtng to job dlssat~sfact~onand job stress, ulttmatel\affecting the employee's expectedproc!uct~~e ourcomesT?:is is also unr of the c:ausrs for organtsatlonal stressUhrn .in empiovcc feels that hls suggesttons are not sought Infr;~rz~rrq Important po11c:es of the organsatton and In sol\lngorq:lnuarton;li problrtns hr experiences UPMargol~s. Kores andQu::on (l97J) ieit that under-partlctpatton at work IS slgn~ficantlyre1a:ed to iow job sattslactlon, lo\r motlvatlon to work. tntentlon tolea1.e the job and absente~lsm \vhtch are tndtces of stress. On theconwan., from thr studies so far made. ~t IS proved by French andCpian (1970) that panlctpatlon strengthens employee's pos~ttve jobatt~tudes and thus. enhances a greater sense of autonomy.respons~bllrty, cena~nty. control and ownership (Schuller. 19801.

Inodcguacy of Role AuthonQWhen an individual is assigned a particular job / role,authority commensurate with responsibility will enable him topromptly discharge his duties.Othenvise the employee feelsmsrgnlficant and powerless, smce hls need for self-actualizationand self-expression rematn unfullilled.This creates a negativeeffect on the mental health of the employee, resultlng in stress.Job hjficultyD~fticuln. In performing the job mav anse due tomadequate Improper tralnlng, unpleasant and strenuous worlungcond~tions. Ignorance of not knowng how to do the job ornecesslw to work fast ~nvolvlng a lot of phys~cal effort, excessiveand lnconvenlent worlung hours rcsultlng m stress. Kasl (1978)~tater that job lficulty 18 also experienced when a lob lnvolvesmpeut~venes~, or machlne ITgUla~on of work pace or demandsconunuous attention, resultlng In poor mental health of theultunately cauarng saeaa.

Feeltng of lnequttylnequlty refers to ~nequal~ry Atklnson and Feather (1966)are of the view that always strives to achteve an equitablerelatlonsh~p bct\\ecn the~r job Inputs and outcomesIf theempio\ee pcrcelves that he gets less salw In companson to thequanrin of h~s labour, he devclops a feeling of Inequln, resultingIn nrgarlve attlrudes rewards job and management, d~ssat~sfactlonand poor mental hralth ult~matel\ lead~ng to stress (Flne and Lee.1 w-2'Rolr stagnation rrfers to fe\\?r opportunlttes for learnlng andgroi\::.i :n :hr roir \\hen onr s career is no longer groulng, tenslonhas \an~shrd and rherc arc no further gro!\th possibll~t~es In theorgantsatlonpromortonGrowh here refers to nse In one s career throughHowever promotron ma\ nor be poss~ble for all.because top-level posts In an organlsatlon arc I~rmted, andtherefore emplovees get frustrated and search for newopponunltles and careers. Non-a\.wlabtl~n of such opportunlrles

leads to role stagnation causing job stress. On the other hanb.employees who have made their mark by m~ddle age developobsolescence tendencies, and thus experience stress in theremaining years of their worklng career.Job Requtremenr Capabtltty MtsmarchThe capab~l~ty of the cmplo~ees should be anal\,sed durlngrhc selectton or rrnlning per~od and i:c should be posted to a jobuhrrc h~s ab~l~r~rs can be url!:zed producr~\ei\ Tlrus, thereshoitlti rxrst a marc11 brturrn rl:erequrrrmrncs of n job and the1 t 1of I I I I I I If :k:s ;x)jr\ IS nor atlljt-rcstl to. the~nll~\.ldu.ll rxprrrrnr-rs srverr strrss r\h~lc tn-lng to match his\L~lls!o flrv rrqulrcmrnts of thr :oil .;RCSl as a stressor IS thus acii~ss~c c-satnpir of a squnrr prg ::I a ro~ind hole3.7 ERvKRONHENT FACTORS IN STRESSTtle factors In the en~ironmcnt :hat can cause stress may bedescnbrd as prtalning to four major categones, rangmg fromMicro to the Macro system. They are.

Miicro Syrkm: Smallest unit of organised work (e.g., theoffice or department).Meso SpCem The larger complex of smaller work unltsthat comprlse the company or institut~on or agency.b o syrtcm: Non-work ecosystems that directly lmpact onthe worker and his company or Institution (e.g, surroundingc-omrnun~tv leg~slators, accour,tabil:r~. accountabil~t~ systemshis !>carl;irn~lv crc.1Macro syrt.m Thc iarger rulturni and \\.orld-\\ide complex(C 3 . social. pol~tical and economlc factorsl.3.8 EFFECT OF STRESSIt IS stated that stress 1s like clecrnclt\.. If the voltage IS justnght. rtcan make a bulb Light up and pronde brilliant~llum~nat~on. Such giotv-up occurs when stress is properly

channeled. resulting in a feeling of challenge, job sat~sfact~on.creativity, effectiveness and better adjustment to work and I~fe.Hotvever, rf the voltage is higher that what thr bulb can take, itburns out the bulbBurnout is therefore the harmful effect ofstress resulting In ineffect~veness exhaustion. imtation. Inaction.health deterloration and a host of orher problemsCrnrrall\. crnplo:.rrs ulrh roles requlnng continuous work.irltfdirrct contact \v~th pcoplc ~teachrrs, trainers, salesmen,.p-rsonncl rolcs) csprrrrncr !,urnoil: :now than zmplo\.ees \\iirh:t.ss tt~rt-c-c 8-011t.1t.c \\1111 ;,roplr ti:l:!:i\ rnutizc .~nd rncchan~cal~ 0 .11so 1 l>l~~li~~

It may also be sated here that stress can k either temporarylong term, mild or severe, depending mostly on how h g its causesconttnue, how powerful they are and how strong the employee'srecover). powers are. If stress is temporary or mild. most peoplecan handle ~t, or atleast recover from its effects rather quickly.Roblems predictably arise when htgh intenstty s m continues ~for an extended duratton of time.Job stress can be postt~ve or negatlve Some work ssltuat~onsrnnv have pos~ttvc challegcs and excitement. :vntle others are ver).thrcatentng and anxiety arouslngmEwb.ss" or psifa stress IS one where the s~tuationolTers an approtunlo to the lnd~v~dual to ga:n sorneth~ng. In ~tsabsence the tnd~vldual lacks the 'edge' necessary for peakperformance Promottons to new jobs make the employees feelanuous about theu new work assslgnments. through they lookfonvard to the add~t~onal challenges, rewards and antement. Inthese caws, the nw and uncertmn job sttuanons create posslnvestrcra also called 'Eustrcss' as stated by Hans Selye (1956).

DC.trrssN or negaHw stress is assoc~ated ~7th heart-dlsease,alcoholism, drug abuse, manta1 breaitdoun, absenteelsrn, childabuse and a host of other soclalph!s~cal, organlzatlon andemot~onal problems For example. \\hen managers are glven majorprojects to complete under severe time pressures, they feel venrensc and nervous about being unable to get theu work done onrlrneNrgattve stress occurs uhen \\e percene an ~mbalanceSetween the dcmands placed on us and our abilln to meet those~!rmands In n certaln amount of rlmc ~Dal~dson 1997)3.8.1 Positive role of stressRrsei~r ) h.id norrd. each ~ndtv~duai nerds a moderate amount ofstress to br aicrt and capabir ofiunct~onlng eifect~\.cl\. In anorganwtlonIt ma\ prove as an asset so long as ~t IS tolerableand helps In crraung health\ competltlon Organlzanonalrscrllenct and rnd~vidual success are ach~cvrd through \\?lI-managed stresles

Indian scholua (Pestonjee. 1987.;Mathew, 1985), in their.conceptual papern agreed with thin contention. Mathew has goneto the extent of advoating that particulpr types of strenus arecamtul for being creative manager. Homer, no empiricalwork has ken done on thee her. An exception in the studytitled ' ~ i u t i o Behaviour d Issuca for Managem and SystemsMysts' (Pestonjee and Smgh. 1987). While studymg cltrcssesand p b maasfaction in the cue of managem and system analysts,they noted that marqers and system analysts in privateorgonuations scored higher on both stress and satisfaction aacompared to their counterpans in public organizat~ons. Theyexplained thew fmdlnp ln the 11ght of the charactenstlcs of pnvateorganuccrtlons which generate greater stress and, in turn. lead tohigher job sat~sfaction.Methew 119851 in h~s conceptual paper on role stress of acrcatlve manager ra~scd queries pcnaining to the relanonohipbetween creaunty and streaaors. He noted that such queries arcrelevant for two maone: first. creanvity and innovation in-muonsprcfitionera.have become a top priority for organizationalThcrrfbre, a creative muulpr can k ktterequipped to cope with puticulu strewom creativity invohm

performance of unconventional tasks in the organitotional settingby indrvidurlr. On the other hand, interaction behaviour setting,physical md .ocial environments are Ktn as caud facton ofsmss. It u Wvly therefore that wme kind of stresacs arcauocioted with cnat~ve work.The problems anslng out of h~gh stress are generallychss~fied Into three types namel!., ph\-s~cal problems.psycholog~cal problems and behav~oural problems (Bethr andNewman. 1978), whlch are explained belowWy8k.I prohlolp.: H~gh levels of stress results m fatlguc, h~ghbiood prcuurr and h~gh levels of cholesterol leadlng ro heartd~seamc, ulcers, arthrltla and so on rhomas G Cummlngs andC q L Cooper. 1979)h.lobaig&l prolJ.r~.: High levels of smaa may kaccampurud by urncty, anger, nervousness. depmmon. tensionand untability. Thcu psycholo~pd rtater m pb aituationr lead to

lowmng of self-esteem (McGrath. 1976), resentment ofsupe~sion, lnabllrty to concentrate and take denrrons and jobd~sutl~factron (bhr and Newman, 1980). The outcome tf thesepsycholo~cd probkmr can be h~ghly dysfuncttonalfor theorganuatlon and can have a drrect cost effect on the organlsauonB.h.dod problem The behav~oural problems associated wthh~gh stress tnclude sleeplessness, over-eating or under-eaung,excess~ve dnnklng and smoking and drug abuseThe problemsma\ be manilesrrd b\ tardiness absentre~sm, intent to qu~t.emplovee turnover (Porter and Steers. 1973). bad effect onqurntlr) and qual~rb of work and lack of job in\olvementSta?~ngnus\ from i~ job that is causlng stress or qulttlng the job is anight reaction to the slruat~on, u hich ma\ acrualh be a healthrerrracrlon than a fl~ghr reactton In which the person mav stav onthe srrrssfui job end become angn or aggmssrveSome or the above mentioned reactrons to stress are studredby the mcvchcr from two potnts 01 mew, namely, effect on themdtvrdud and effect on the organlzatlon. Tensron. fawe. rntentto qult. job drrutlsfacclon. absenteeism and iuunety arc mbcts formnsurmg strun on the indwldual (Vmkamthnun and73

Snvasrava, 1994). Effect on quantlty and quality of work and lackof job tnvolvemmt and indices for measuring direct strain on theorganuatlon (Venkauathnam and Snvastave,l994). It may bestated here that effect of job stress on the individual will ult~rnatelyalw affect the orgnnlzauon.When ~nd~\?duals experience stress, the!adopt differentu.ns of dealing uith It as the\ cannot rcrnaln In a cont:nuousstate of tensionTh~s IS called coptng, whtch 1s nothlng but theua\ of tleal~ng uith strrssLi~rraturr on stress states that coping strategies ma!becatrgonzrd as Mtvldrccll stru-u and organiraffonnlIndividual strategies ma? be further class~fied etcheras work-locu.cd coplng stmtepes andemotion-focused coplngntrategtes, or as emcapeiavo~dance strategtes and approachstrategiesOrganviltlonal stratelpea include health mtenance,leadership purwrg and stress reducuon workshops which anu d on A wdeaprrad basts.

Through ' work-focused' coping strategies, empioyeer candmcase stress by directly changing their own work hakts or thework enwanmentr they are in. Some of the work-focused copingstratepcs are role clanfication, time management, delegation,search for more informaoon and direct task help and co-operativework strategies whlch are dlxussed below.Role clanficat~on refen to clanfication sought by theemplo\res from thcir supmors, when f aced ulth unclear jobasslgnmrnrs Anorhrr way of coptng uith stress IS to manage tlmecfrrctivrlv, b\ learn~nq. b! learnlng to get better organized so thatthe work can be don? more cfictentl\Drlrgat~on of work to subord~nates can also duectly workdrmands, lradlng to reduced strrssSometunes an ektlve way of dealing mth too much 18 toco-oprnte wth other people m the same aituatlon like divldlng thework and shmng ~fOm8bon This helps employees completethat work faster and mth much leas efforts, and rflpul.

The second set of lndlvldual stratqpes is 'ernotlon-focussed'coping stratepea These rtrateqes do not dvectly change the workenwonrnent, but rather help employees adjust to stress moreeasil,Some of the "ernot~on-focussed- coplng svategles areIncreased soclal supporr, Increased tolerance of ambiguity,relaxationtechniques, health mantenance, bloieedback andreduced perfect~onlsrnWhen people feel stressed. ~t helps to ha\.e fncnds andcollra~cs who arc support~ve Thus. soc~al suppon reducesstrcsnRole clann 1s nor psstblr at all rimes and In all workattucrttons. In the practical sense of the termTherefore. ~t makesmore acnsc to become rnorr toirrant of arnb~guit) In the workworld, as IC helps to reduce stressRelaxation techniques llke doing y w . meditation, and otherforms of phyalcal exerclsc, help to decrease muscle tenston, heartrate and blood pressure. vhlch arc phyard symptoms of lntenw

atreas. LLkewu health maintenance through proper diet, properexerclac and enough sleep can keep the body in better shape fordealing with stress.Unttl 1960 11 was thought that people could not controltheu mvoluntary nervous systems, whlch In turn controls mternalprocesses such as heanbeat, oxygen consurnptlon. stomach acldflows and bran waves Now there 1s evldence that people canexercise some control wer these Internal processes. Accordtng toRobcrr and Jack(1978) 910-feedback IS where. people underrnedtcal gu~dance can learn from snstrurnent feedback to tnfluences~rnprorns of stress l~ke tncreascd heart rate or severe headache tnorder to reduce thew undestrable effectsBiofeedback has beeninvol\ed in treattng dlseasc and tn decreas~ng physlolog~calresponse associated ~ 7th stressSensors attached to the body tomonitor psvcholo@cal funct~onrng prowde the mnrd tndlvrduals~7th contmuous feedback, so that they can restore theu Wes tonOn.ftT~~Kd mtP(e8.One of the bqgest sources of smss is the attempt by peopleto Live up to the unpourble standards they set for themselves.They expect themwh to be 'perfect' at work even when they arcn

111 or pre-occupied with personal problems. In such a situation, agood way to dealing wth stress more realist~cally, is by learning tolive reduced perfectioni8m or by avoiding unrealistic deadlmes.Givlng vent to one s feelings, emotion, fears and frusrratlonsalso makes the indtvldual feel relaxed and free from stress.Another categoruation of coping strategies is either theapproach stratem' or the 'escape avo~dance strateg)''Approachstratemwhich IS an effcct~\e stratep, uhlch confronts theprohlrms of strrss as a chdllrnge anti increases the capacig ofdealtrr~ ruth itEsrapc a\oidnncr strategies arc nothing but,irtrmprlnq to rrducr rhr frcllng of stress through the use ofalcohol drugs ctc This IS an ~ncffcctl\c and unhealth\ copingsrrarcaIn has been proved from research studies that dependingupon the mcd and emotional support avatlable to a person. he 1sable to effccuvei? cope wth stress using mow approach saatepes.EfTortr to Inmarc phymcal and mental etc.. and crcatrvc pastunes

much a1 music, art, theater etc., are called as approach or effectivecoping atrate[pes.In addlcional to mdivldual atratepes mentioned above, awde vanety or stress programmes have been experimented with,they organuauons, to help employees deal with stress.Health rnalntenance programmes m organuatlons monltoremployees current health, and also offer gym fac~ltt~es staffed wthfull rtme phvs~cal cducar~on and health care personnel. (Ivancewchand Matreson. 1980)Another npc of stress management program thatorganmttons arr expenmenttng wth. 1s leadersh~p trzunlng to~each~lmparr krter counseling skills. to hsten to employeesprobkm more eflectlvely and to communtcate job assignments andtnatrucuona more clearl?Employees arc also helped to tdentifytheu won rtrengthr. weaknesses and response patterns so thatthey can develop a plan of acoon for chanmng theu behavlour morder to cop better wth stre-

Some organ~zat1ons have also sponsored indrwdual stressrceducatron workshops for theu employees, which lncludebtofeed back. acnaltlwty groups, transcenden tal rnedrtatlon, careercounsehg time management and interpersonal shUs workshops.Bhole (1977) In his conceptual paper. expliuned the dllferentaapects go Yoga. Studres such as those conducted by Srngh andLdupa (1977) and Datey (1977) throw lrght on the posltrve effectsof Yogtc practices on experience stress.Hcnlth care spcctaltsts recommend changes in life stlie suchas brcath~ng regularlon, musclc relaxatton, nutrition managementand rxcrcrsrSo. a prc\.cnttve approach rcduces effect of stress.thr\ ke? IS to create a better fit between people and thecn\-tronmentRelaxation Techn~quc IS an emotion-focused coptngsrratco It ts an tnnate. ~ntegrated sct of psycholopcal changesopposite to that 01 the flrght response It does not duectly changethe work enwonment . but rather helps employesadjust tortnsa more easrly Sahasls (1989) and Nagendre (19881 oprnethat mme of the Relutauon technrques whrch haw been proved toreduce rtreu M Transcendental meditatron, ten and Yoga.

hnt~gen~c training. Rogress~ve relaxation, Hypnosis. Sentic cycleand w on.In recent years, mcreaslng attenuon has ken p dto thephenomenon of burnout in human semce professions. Burnoutappears to be a response to ~nterpersonal stressors on the job mwhich an overload of contact uith people results In changes mchanges m changes rn attitudes and behab70ur towards themPainr 1!9811 has obscmed Burnout Stress S?ndrorne (BOSS), theronsrqurnce of high levels of job stress . personal frustrat~on. andinadquare coping shlls. have major personal, organuational andsocial costs, and rhrsc costs are probabl\ increasingBOSS is a drbll~tating psycholog~cal cond~tion brought aboutby unrrl~eved work strcss Four ppes of consequences can ansefrom it (a) deplrt~on of enera. rrserves. (b) lowered resistance toIllness. (c) uinead dlssatisfaction pessrmlsm, and (d) tncreasedabunmum md rnefficlrncy at work.

Burnout can be defined as the end result of stressexpcnenced but nor properly coped wth, resulttng In symptoms ofexhaust~on, untanon, meffectlvcness. dtscounttng of self andothers. and problems of health (hypertension, ulcers and heartproblems)Maslach (1982) revlewed literature on burnout andconcluded that there IS no stngle defin~uon of burnout that ISaccepted as standardHowever, desp~te the dtfferences, there arealso similarities among vanous defin~t~ons of burnoutFtrst of all.there ts general agreement that burnout occurs at an indtwdualIcvrlSccond. burnout 1s an lntcrnal ps\cholog~cal experience~n\olv\ng fccltngs ar!irudrs, morltrs and expectationsThird.!here IS also general agrrcmcnt that burnout 1s a negativecxprncncc for the ind~vtdu~~l. In that irconcerns problems.d~strers d~scornlor! d\ sfunct~on, and or negative consequencesi eninga and Spracilr\ I 198 1 )has e ~dcnt~fied five dtst~nct stages ofburnout SubhradtngHoneymoon stage.Fuel shortage stage.Chron~c symptom staw.

Cnsis stage, andHrttlng the wall stagePareek (1982) has potnted out nlne factors, whrch lead toburnout.Thew arc (a) level of stress. (b) type of stress. (c)personality. (d) nature of job or the role, (el non-work life, (1)l~fcscle. (gj role sryle. (h) coping styles, and liJ organitationalcl~mate

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Stress in Heath and Diseases, Banaras Hindu University,Varanasi, February, 1977.Cooper and Marshal Executive under Ressure A psychologicalStudy, London Mc Milan Press, 1976.Dewe, P.I. and Guest, D.E. "Methods of Coping with stress atwork : A conceptual analysis and Emphirical study ofMeasurement issues", Journal of organisational Behaviourrev. edt. 1991.F~nn. R.H. and Lee S.M. "Salar). Equlty : Its determinationAnalgs~s and Correlate", Journal of Applied Psychology,1972.F~rcmdn Psychological hlodei of Stress and ~ts appllcat~on tomanagerla1 unemplqment - Human relation 32 (41, 1979,pp 323 - 345Frrnch J P R and Caplan R D Organlsatlonal Stress andIndindual Stress , In A J Marrow led1 The failure of success.Ncw York, AhlACDhf. 1973French. J .P.R. and caplan R.D.."Ps~chological factors incoronall; Heart D~sease". Industrial Medicine, 1970.Goofman : E. On Cooling the Mark out Psychiatry (Rev. Edt),1952.

Margolis, B.L., Kores. W.H. and Quilon R.P., Job Stress : AnUnlisted Occupational Hazard "Journal of occupationalMedicine, 1974, 16, pp. 654-661.Maslach, C.S. Jackson, S.E. The Maslach Burnoce Inventory PaloAlta, C.A. : Consulting Psychologists Press, 198 1.Mason J.W. and historical view of stress field. Journal of HumanStress 1975 March 6- 12.h'lathew V.J. "Organisational Behav~our Issues for Managers andSystems analys~s." Work~ng Paper No. 660, Indian lnstituteof Managcment, Ahmedabad, (he\\. Edition) 1985.>larhcu.. V.J "Job Stress of a creatlve Manager. FPM WrittenCornprehens~ve Exarn~nat~on Paper. OB .Area Ind~an lnstituteoi >lanagcmcnt. .At~rncd;lbad, 19s-.51( Grath. .J E Stress and Beha\tour in Organ~sations', In MDunncrtc (ed I Hdndbook of Industrlai and Organ~sat~onalPs\cholog Ch~ca~o Rmd hlc Sulli. 1976hl~ll~r. J Glnformat~on Input overload and Psychopaltholog).,Amerlcan Journal of Psych~atn. Rev. etd. 8, 116, 1969.Nagcndra, H.R. and P4agarathna.R.. New Perspectives in StressManagcmcnt. Bangelore i'lrekananda Kendra, Yoga ResearchFoundauon. 1988.

Paine, W.S. [Ed.] Job Stress and Burnout : Research, theory andintervention, London : Sage Publications, 1982.Pareek, U. Manqng Stress and Coping In D.M. Postonjee, U.Pareek and R. Agrawal (Eds.,) studies in stress and itsManagement. Delhi : Oxford and IBM, 1983.Pestonjee D.M. 'Executive Stress : Should it always be Avoided?",Vlkalpa, 1985, 12(1), pp. 23-30.Pestonjee, D. M. and Singh, G.P. "Organisational BehaviourIssues for Managers and Systems analysis." Working PaperNo. 660, Indian Institute of Management, Ahmedabad, (Rev.Ed~uon) 1991.Porter, Lawber, Hackman - Behanour In Organisations, Mc Craw- Hill Kogakusha Ltd., 1975.Randall. K Ross and Elizabeth M.Altm a~ "Intervenbons inoccupational Stress", Sage Publ~cauons, 1994.Sahasi, G. Mohan, D. and Kacker, C. 'Effectiveness of YogicTechniques tn the Management of ANnety", Journal ofPersonality and Clinical Studes, 5(1), 1989, pp. 51-55.Sales S.M. and House J., 'Job Dissatisfaction as a possible Riskfactor in coronary Heart Disease Journal of chronic &seases,1971, 23, pp. 861-873.

Hans Salye, The stress of liie New ~ & k Mc. Craw ill bookcompany, 1936.Hans Selye; The stress of life reo.ed., New York Mc. Graw HillBook Company, 1930.James E. Dr~sker and Eduardo Sales. "Croup Decision Mhngunder Stress'' Journal of Applied Psychology, 1991, Vol. 76,No. 3, pp. 473 - 478.Janlfrr Sm~th. Organlsat~onal Stress and Employee well being .Ncw Pcrsprct~vc". Stress News, C'ol 10, No 2, InternetSource. 1998John h1 Ivr~necr\*ich and hllchcal - organlsational behaviour andm,lnagcmcnt Business publlcatlon pianoten. 1987, p.2 11John R Alello .ind Krlthr!n J liolb Electron~c PerformanceMon~torlng and Social content . Impact on Productlt~ty andStress" Journal of Appl~rd Psycholog,. 1995. Vol. 80, No.3.pp 339.353Kahn ct al "Organ~sational Stress : Studies in Role conflict andRole ambrgu~p '-New York : Wile?. 1964.Kasl S.V.. "Eptdemlologtcal Contr~butlons to the study of workstress", In C.L. Cooper and R. Pajne (Ed.), Stress at Work,New York, John Wiley and Sons, 1978.

Sandman Psychophysiological parameters of emotionalexpression Rev.ed. Dissertation abstracts International 33,1998,2356 - 2357.Schafler L.H. "Rhythm and timing in skill, Psychological review,1954, 89, 109-122.Schuller R.S "Defin~tion and conceptualization of stress inOrganisations", Organisational Behaviour and HumanPcrforrnance, 1980Schuller R S. 'Role Percept~ons satisfaction and performance Apart~al rcconc~i~rtt~on". Journal of Applied Ps\.cholog., 1966,197 1 & 1975, 60. pp. 683-87.Sclye. H "The Stress of L~fr . Ncu \'ark . 51c. Craw - Hill. 1956.Singh. R H tk Y;UciupLi, K Nh&itt~dvog~~ pr'tcticcsPsychob~olog~cal Studies on certainpaper presented at the InternationalSern~nar un Stress In Health and D~seases. Banaras HinduUnivers~t!.. C"~ran,~~r. 197;Srilclta"organmt~onal stress at the middle management levelu~th reference to certaln organlsational and personalitycorrelates in select publlc and Private Enterprises" Phdthcs~s. Osman~n Unittrrslty. Hyderabad. 1991

Stephen Williams "Managing Pressure for Peak performance. The+ve Approach to Stress", Kogan Page Publishers, 1990.Szilagyi, Andrew D. and Holland, Winford E. Changes in SocialDensily: Relationship with functional Interaction andPerceptions of Job characteristics, Role stress and workSatislactlon - Psycholojgcal abstracts, 1981, 65 (3), 6580.Thomas. C. Cummings and Cary L.Cooper "A CybernelicFramework for studylng occupational Stress", HumanRelat~ons, pp. 395-418.L'enkata Ratham C.S. and Srivastava B.K. "PersonnelManagement and Human Resources" Text. 1994, p. 259.

CHAPTER IVORGANISATIONAL STRESSAND JOB SATISFACTION - .4 Review

Although stress is a concept that has interestedpsychologisrs for many years, early studies on stress wereresmcted to the field of medicine.Phys~olo~st. Walter Canon (1914), had used the term stressto describe emotional states that had detr~mental physical resultson organismsIn 1935. he modified the use of the term todescnbe the physlcal stimuli and used the term stran to mean theorganism s responseHo\\ever, rhc work of Hans Sel!e (19361 is generallycons~dercd to bc the first major discussion on stress as anexclus~ve phenomenon Sevle absented a phenomenon called theGeneral Adnptation Syndrome (GAS1 It was described as the bodllyresponse to prolonged stressful curumstances m the form ofphy~~olopcd. psycholo@cal and behavloural responses.The modern theonst who has conmbuted moat on stress uL.nrur11966 and 1971). who pomts out. that both the85

environmental stimulus and the reacting individual are vitalckments, in the stress process.In thls chapter ~t 1s auned to renew the earher studies mstress to find out some of the ways by which stress rntght anse, toconsrdcr tts out come and low stress IS resolved The renew 1sdindcd Into lour pans, b uShrd~rs on mprnq styles of stress, andShrdles on stress tn dtfferent secon tncludlng banks.tnchanng bankA.K. Snuasmm (1985) obtalned data from 400 first linetechntul .upenvwra.Role stress xale of Ruzo, House and86

Lrtanrrn (1970) war employed to areas the subjects' role stress.The Job Anxiety Scde atandardised by Sriycrstam (1974) wasused. One of the seven subscales of the Employee's MotivationSchedule standardized by Snuastatm (1984) was administered tothe Ss to assess heir lwel of work related need for achievement.fhe results md~cated that the employee's 11-Ach markedlymoderates the role stress-job anxtety relat~onship.Moms and Snyder (1980) ~n theu study on 262 public sectoremployees, found that need for achlevemcnt and need forautonomv la~led to pronde convincing emdence of penCasive linearmudrrattng ellecrs between role stress variables. role confl~ct androle ambigu~ty and thc outcomes organlsatlonal commitment, job~nvolvcment, psvrhosomatlc complaints and propenslp to leavethe organ~sat~onIn order to understand the moderating effects of need forach~wement. the charactenst~cs of ind~vlduals who are high mnerd for ach~cvcmetn should be examinedIn terms of thetnsrrument used in th~study [Fnes and Knox. 19721, htgh-need-for-ach~evement md~v~dualn possess the follomg charactensttcs(a) they are mom goal-onented; (bl thev plan water ernphas~s onaccompliahmg udcs ar qu~ckly as possible (c) thq plece peter

emphasis on exerttng theu best effort and (d) they plaa moreemphasls on success than on bang self-contented. Thesecharactenst~cs show that, when h~gh-need-for-achiwementmdivlduals ncelve conflicting demands from theu role c~t, theyface greater obstacles m efficient task accomphshment Thus. italso seems reawnable that h~gh-need-for-ach~evement mdtvldualsare more dmsatlsfied wth lntersender role confl~ctHangopal (1980) obtalned data from 100 supervisorsworking In a publtc sector undertaking and ~nvestigated thep.rsonal~t\ factors ego strength and dornlnance vssubm~sstvrriess as moderators of the reiat~onsh~p between rolesrrrss var~ables and companx sat~sfact~on and job ~nvolvementThc results suggested that htgh ego strength subjects reported lessof role confltct than thc low ego strength subjectsSnuasrata (1984) obtalned data from 120 male Indianmanagera [age 35-51 years) on ego strength, job ~nvolvement andoccupottonal stress Subjects uith h~gh ego strength expencncedmtld am88 ansmg from role confltct relative to that expencnced bySubJecta wth low or moderate ego strength S~rndarly Subjectswth hgher job rn~lvement also experienced lower amsa than88

those with low or moderate job involvement. The results indicatedthat ego strength and job involvement interacted to moderate theeffects of atrear.Abdel- HaLm ( 1981) INvestlgated whether employees abilityacts as a moderating factor on the rclaaonship between roleconfict and mmnsic - aatlsfact~on. He collected data from 89, (30-65 years old) m~ddle-lower managenal personnel from a largemanufacrunng companyThe results faled to mdlcate anymoderat~ng effectsOlpcn (1963) colltctcd data from 91 mtddlc- managers onmle stress pcrsonallh. and measures of psychological and physicalstraln The rrlat~ons betwen role confllct and psycholog.lcal stramwere stgn~flcantlv positive and hlgher among type A than type Bpcrbonal~ties Results highhght the role of penonahcy factors indetemunmg how people react to d~fferent kurds of smssDhadda (1990) stud~cd the mlatlonshlp of role atma, jobtnvolmmr and pmonal~ty ~pes in awation and railway offid.The umplc conmeted of 50 mlway and 50 aviation offianla. For

the purpose of the study, the ORS scale (Pareek, 1983~). the Joblnvolvemetn Scale (Lodahl and Kejner, 1965) and the Type-A /w - B Scale (Bortner, 1969) were administered to therespondents.M~nal (19921 studied role stresses in relation to copingstyles. locus of control and personal~ty type using a sample of 147doctors belonging to both private and governmenthospitalscttlngsP A'Sntasrola and $1 M S~nhn 119831 ~nvestlgated the effectof cmplo~crs ego strength and lob ~n\.oi\ement on thew expenence01 role stress arlstng from role o~erload role amblgult\ and rolecorlfl~ct fhr\ op~ncd that thesr tuo r.anablcs arc of centralImportance In lnflucnclng rmplo\+res behamour and adjustmenton the job4.1.1 8- and Background fhctonThe background variables atudied by Sen (1981) in rrlationto role rueem were age, sex, educauon, income, farmly type,

mrital status, residence, distance from residence to place of work.distance from place of domicile to place of work, entry andprevlous job experience. Some of the conclusions draw by Senwere that role etagnation decreases as people advance in age, age18 negauvely related with role stress. Women experience more rolestress as compared to men.Role stress ia inversely related tomcome; the h~gher the tncome, the less 18 the level of reported rolestress.personsUnmamed persons expenence more stress than marriedThis may be due to thetr cornparaove lack of securitynerd, rcsult~ng Inactualuat~on needsh~gher self-esteem, autonomy and self-Persons from urban background madeexpenence more stressBhatnagar and Bose [ 1985) made and attempt to ~dentlfy ageand leadersh~p srvlrs as correlates of 10 types of role sursses. Forthts purpose. Leadrr Elfectlveness and Adapcabihty Descnpuon(LEAD) (Heraey and Blanchard, 1972) and ORS Scale (Parrek,1983cl wem admtnlstercdMeans, SD and Person's productmoment coeffiaents of correlaoon were used to analp the data.The frndrngs of d ~e study revealed that branch managers scoredlorn on role unb~guity, self-role &stance and role stagnaaon

tndrcat~ng that respondents do not really experience majorstresses ul these areas.Beena and Poduval ( 199 1 )studred gender differences mrelatton to the work stress wth age as an Independent vanableThe sampleconststed of 80 first-level execut~ves of a largeindustrial organltationA 25-~tem work stress related scale wasder.elopcd b, ustng ttcms from the Htggmgs' scale (1991) Thefindrngs of the s~ud\ indicated that stress expenence of thecxecutt\rs ~ncreased uith advanctng age Sex uas also found to bcs major fac!or affecting the stress condtttonTnk11!9;31 in his stud\ of 226 salesmen crnplojed b\ a largernunulacturcr of pharmaceuttcal and health products. sho~rs thatlength of srn1ces in his present posrttons uas not found bestgnificantl! related to role strarn Sirn~larly Rrchardson, andStator. (19741 ~n theu stud) among sales wls In a departmentstore mdtcatedthat overall department store expenence andlength of scmce wrr unrelated to role stram These two stud~esshow that length of se~ce may not ~nfluence role strarn amongules personsRobably because of the nature of ther jobs. Nosagntficmr comlat~on was obtmned between Job tenure and Job92

stress by Graham (1983) in his study on 90 professional countryemployees, and Singh (1983 in h~study on 205 supe~sory andadministrative personnel.Pelnt (1973) found a negatlvc nlacionsh~p between rolebonflict and ageParasuraaman and Aluno (1984) obtlned datafrom 217 employees of a medium-s~zed food processing plant.Results showed that increasing age was assoclated wth abll~ty totolerate stressBut one cannot full\. stress the fact that wthincrease m age, confl~ct will be lesserMoreover, contrad~ctoryfind~ngs have been obtalned in other stud~esMadhu andHarigopal (19891 obta~ncd data from 65 techn~cal and non-tcchn~ral supcnrisors cmplo>ed in a major public sector industryIt uan found char Role confl~c! was sign~ficantl\ and posrtlvelycorreiared wwth age for the techn~cal sample and the pooledsampleIt \sar argued rhar as age (and also experience) increaseone tends ro establish a set of stabillad role expectauons and maybecome less mduct~ve to change his behamourMahmoud Tnlo (1978). Graham (1980) m their studiesfound chat age wcls not s~gntficantly related to role s m . Sin&

(1983) also found that age aplyed a much smaller role mperception role conficts.Education plajs an Important role m the expenence ofconfl~ct Pelt~t (1973) In h~study, observed a pos~tlve relat~onshrpbetween role confllct and level of educat~on. I e . he found that roleconfllcr was pos~t~vcl~ related (1973) dld not find any slgnlficantrclat~onship berween these vanablcsSlngh 11983) found thateducation played a srnallc: role ~n the pcrceptlon of role confllct.In another stud\. Ahmad and Khanna 11992) ~nvestlgatedrhr rrlilt~onsh~p brr\rrrn job strrss. job satisfaction and job~nvolrrmrnr among 50 rnlddle Ir\rl hotel managers (aged 22-36vrars)Thr anaiss~z of the data rr\eaied a srgn~ficant negatlvcmlationship twturen job stress and job sat~sfact~on irrespectl\-e ofthe subjrcts' KX,manta1 starus, rducation and expenenceOccupar~onal sness was reported to be negat~vely comlated wthpb mvolvement, and the h~gh job ~nvolvement group was moreuc~sfied wth thew job &an the low job ~nvolvement group

Pandey (1997) conducted a study to determine- therelationshipbetween personal demographics and organizationalrole stress. The study was conducted on 61 personnel of IndianRailways (aged 28-58 years ).Rol stresses were measured byadministering the Organizational Role Stress Scale (Pareek,1983~). The analysis revealed a positive but non-significantrelationship of age with all the dimensions of role stress exceptrole ambiguity.Similarly, education showed positive but non-significant correlation with all the 10 dimensions of role stress.Expenencc was reported tobe positively and significantlyassoc~ated wth ~nter-role distance, role expectation conflict, roleamb~gu~ty, personal ~nadequacy, role stagnation, role erosion, andself-role distance.The man findings of Kumar's (1989) study mdicated thatunmamed executives, executives marned to worlung women, andmarketing executives experienced significantly higher total rolestress. Role stagnation. and personal inadequacy were found to besignificantly higher among lower level executives.

4.1.3 Stress and Organhational VariablesPamsumman and AluRo (1981) identified a number ofsources of stress (Stressors) in the- work environment andexamined the relationship of contextual, task and role relatedvariables to such stressors.Das (1982) has reported that negarlve work group climateand powerlessness may be dominant causes of stress expenencedby lndran managers, than role ambiguity.Das (1982) has reported that work group climate is animportant cause of managerial stress and perceived power is thesecond most potent cause of managerial stress. Role arnbigulty didnot anse as a significant cause of stress. Thus, negative groupclimate and powerlessness may be domlnant causes of stressexperienced by Indian managers.Jagdish (1983) investigated the relationship of occupationalstress with job satisfaction and mental health of first level%

superviwrm urd found that occupational stress arising fmm roleoverload,role ambiguity, role conflict, group and politicalpresmures, responsibility for persons, their participation.powerlesmness, poor peer relations, intrinsic impoverishment. lowstatus, strenuous workmg condiuons and unprofitabilitysign~ficantly unpav the supenisor s job satisfaction, overall as wellas area-wae.Research psycholog~st Sand1 Mann of University of Salford( 1998) stated that employees who are under increasing pressure toappear enrhusiast~c, mterested. cheerful and fnendly at all timesIn their work place are highly stressedJenni/er Srnlth (1998) stated thatwork place buily~ngconsistmg of \?ctirmsatlon, pressure management. long hours,diflicult dutles, lack of suppon and unsought promotion, resultsIn stress. She advocated that managers should be aware of changeIn atmosphere among staff, hold agenda free meetings andconduct exlt lntervlewa to dent@ work place bullymg.

Moms (1980) conducted a study on 3 widely diflering-vocational groupings (professional, clerical and manual employees;55, 129 and 75 subjects respectively). Results ind~cated thatcomparattve influences of role confl~ct and role ambiguity differwith respect to the outcomes - organisational commitment, job~nvolvement, work - related psychosomatic illness - with respect tod~flerences tn the complenty of roleshrnble (1980) tn hls study on 80 dtstnct agriculturists~agncultural cxtcnslon agents) found that tolerance of arnbtgulry,agc extcnston tralntng and extenston expenence acted asmoderat~ng vanablrs In some of the relationshtps bctwcen rolesrrcss and var~ous personal outcomesGrrenr 119801. m hts stud\, obtatned data from 247 sentorsctenttsts and englnecrs emplo\ed m the research andde\~elopmenr dlmslons of an alr frame manufacturer, an electrontcsand buslncss equipment firm. and a paper productsmanufnctumr The object~\,e was to assess the moderat~ng effectsof formnlraaoon on the relauonship bemaen major forms of~denuficatron : the profers~onal. orgamaaoonal, mrxtd'. andmbfferent~dcntlficationa. \nth role streso v~nebles. Results

uggerted that identification with one's profession and-not withthe organisation war associated with stronger feelings of roleconflict and dienation, particularly within more formalinedorganiretional settings.House. Rum. &RLmQn 11970) tn thetr study found that thespec~fic organtsat~onal practices whtch tend to be assoc~ated wthhlgh mle conficr are goal confltct and lnconststenc)., delay indrctslons, d~stonton and suppresston of tnforrnanon and vlolabonsof the cham of commandSue of an organtsarion IS also a causal armbute of roleconfl~ct Alan and Slanton 1197 4) In thetr study found that medtum- sued departments seemed to tnclude mom role - stram thane~ther larger or smaller dcpanmentsCummmgs and Elsalrm (1968) obtamed data from 425managern of Amencan buuness organlsatlons Company amc wasmea8ures thmugh the total number of managrment and non-

management employees in the company. It was found that smallcompanies were associated with more need fulfdment than bothmedlum - arzed and large cornpanlea.Supe~sor). behanour and attitudes of role-senders to the~rliubordinates has an Important ~nfluence In causing role confictSlote (1971) In hls study explored two aspects of role confl~ct, jobconfl~ct and ~nterpcrsonal confllct It was found that whlle roleconfl~ct and communlcatlon patterns d~d show s~gn~ficant Inverserclat~onsh~ps the\ urrc based on the critlcall!.d~fferent andd~yuncttvc pcrceptlons of the d\ad partnersBevr Vctonn and .Alien ll98J) In thelr stud! matched themk expectations of 887 lndustnal managers to percel\.ed andactual expectatlona held for subjects by thew unmedmte supcnorsAll the vanance was found to come dvectly from the managersprrrptlon of the supenor s exprctatlons.

Gmham (1983) in his study revealed that significantcomlationn existed ktween the employees' job streu and leaderkhaviour description questionnaire acores ofthe diatrictprogramme leaden' leader behamour. k initiation structure andconsideration Korea of the dintrict programme leader incr-,the job ntresr Korea decreamd. Simiily, Kenneth (1983) in hisrtudy of116 sales persons indicated that sale supe~sorykhnviour, consideration, initiation structure, participation andfeedback wm related to sales force perceptions of rule stresa.Schular (1980) surveyed 382, high, middle and low levelemployees m a large rnanufactunng finn. Data showed thatpartlclpat~on m decla~on malung was negauvely related to roleconhct From thew studies, 11 can be suggested that, the h~gherthe lnltlatlon and cons~dcrat~on of the supenor the lesser theconn~ct faced by the focal persons \58.720%~86hnas (1969) m h~s study found that arpenenced roleconfbct to k hyhly comlated wth W m e n t wth onesrupenor over the degm of authonty to docate orguusaaonalreguda, e g , py, promotlonr, etc , to one a subordmates. He a hfound that p cmg managen a hrgh delpn of authonty to defineV13

their own jobr had no significant relationrh~p to the degree of roleconflict.House. h. Ltemnn (1970) In thew study found that roleconfbct to be lower under cond~t~ons m wh~ch superiors arcdescnbed as more frequently engapng In emphasrnng productionunder cond~oons of uncenamry. provldlng structure andstandards, facllitatmg team work, toleratmg upward ~nfluenceCommun~car~on uith the role senders or to h~gher levelaurhor~r\ has a sign~ficant lnfluence In causlng confl~ct.Wtnharnpcr and Kenr 119841 In thclr stud\ exam~ncd assoclatlonskrueen SLX organ~~at~ondl commun~car~on processes and jobsrrTss .~nd the relatt\c Importance of communlcatton processes mexplaining rhc presence of stress Results suggest that cenancommun~cat~on processes, especiall\ supervlson and topmanagement communication, ma\ pla\ an important role Inprovoking strrss

4.1.1 Btreu md Job PecforrmnceAn employee n an organuatlon performs m accordance wthvanous relevant expectat~ons of others around hunHISperformance In the organmtlon depends on task acuvltlcs,behavloural settlngs as well as patterns of interpersonalconnecrednrss'Somet~mes such job actlwtles or job rolesthreaten to exceed the occupant's capacltles and produce rolestress The emot~onal, phys~olo~cal and behanoural responses toexpcnenced smss are greatly Influenced by personal attnbutesand experiences uh~ch. In turn, may lnfluencc an mdlvldual'soutputA.KSnvastava (19831 attempted to explore the stress-performance (productron) mlanonsh~p, considering the latter as adeterminant of the former rather than vice versa. The study wasconducted on a p u p of 60 akillcd workers with equal number ofh~gh (N-30). The find~ngs of the study established that employees

who maintained a constantly high production level by virtue ofthew attributed productivity perceived and experienced less rolestress as compared to employees with low production capacity.Schuler (1975) reported that at the lower and middle level ofthe organ~aatlon, role ambiguity 1s negativeiy related to jobperformance but this was not found at the higher lwei of theorganlaation. The lack of s~gnlficant relatlonship at higher level isbecause, as the employees in organlsatlons are promoted, theyacqulrr skills or coplng uith role ambiguit).Brehr 11976) tn his studv on 331 employees of a largemanufactunng firm and Persuraman (1978) on 217 members of afood-prcxess~ng company, report that role-ambiguity was found tohave h~ghcr negatlrr relatlonship with performance lor employeesat h~gher Irvel a In an organlstltlon that at lourr levels.Expenencc or job tenure IS Wtel!. to moderate therrlatlonshlp ktwnn job amblgu~ty and performance. Chonko(1979) mhcates that low performance 1s related to arnblgu~ty forleu expcnenced d es people. Less expenend sales people often

fmd themselves in new rituations. requiring new information.whereas for experienced sales people certain aspects of their jobstend to become 'routiniacd'.Efendroglu (19791, based on data from 54 tellers worlung attwo banking mstltutions md~catcd that performance feedback maypositively affect the degree of perce~ved role amb~gu~ty as causedby the non-exlstencc or non-clanc of behavloural requuementsBernard~n (1981) found that for patrol oficers, amb~gu~ty wass~gn~ficantly related to the wrgents overall performance rarlngs.Madhu and Hangopal (1980) In the~r study camed out on 65male suprntsors I c . (40 tcchn~cal and 25 non-techn~calsupewisorsl reported that role amblgulry was negat~vely related tojob performance onl? for the non-techn~cal samplePeetarn Sngh and Asha (1983) from theu studv on 60manage- from 3 eategones(Ch~ef uecuuve, departmental headand supemsor) from 40 organlsatlons compnsmg 10 mdustnesfound thatorgan~~tlond non0mnovaUon. poor man-

performance and inadequate utilisation of human skrlls are resultsof role ambiguity.M~cheals. Ronald (1983) in their study on 1.005 purchasingprofess~onals found significant and inverse relationship betweenrole confict and hlgh performance.4.2.2 Stmu and Job IhtlshctionJob satisfaction is a general attltude which 1s the result ofmanv specific att~tudes In three areas, namely. spcclfic job factors.~r~d~viduiil rhilr~ct~n~t~cs and group relationsh~ps outs~de the jobJob factors rrfrr to wagrs. supen*lslon, stead~nrss of employment.renditions of work, advancement opportunities. recognition ofabilin., fair evaluation of work, socral relations on the job. promptsettlemenf of grievances, fa11 treatment by employer, etc.lndivldual characfenstrcs refer to age, health, temperament.des~res and levels of aspnatlon. Group relat~onsh~ps outslde thejob are h~s farnlly relationsh~ps. social status. recreational outlets,and acurqt?. In organ~sat~ons - labour polit~cal or purely social. Jobaabsfact~on plays an imporrant role m terms of its rclaaonsh~p

with role conflict. Unless an individual feels satisfied with his jobintrinsically and extrinsically, he might experience stress in hisrole. lntrins~c aspect of work refers to the satisfaction andenjoyment a man feels from performing hrr job well. That is, thedegree to which a worker takes an actlve interest in co-workersand company functions and desires to contribute to job-relateddecisions. Emsic aspect of the job means the value of the joband social status assoc~ated with it. It has been found that thehigher the role conflict. the lower the job satisfaction (Srilatha,1991)House. Rzzo and Lrtzrnan (197011n thew study found thatthere exisrs lourred degrees of need fulfillment wth ~ncrcased roleconfl~cr Need areas associated uith work itself, the reward system.and the pleasantness of the soc~ai enwonment appear srrmlarlyaffected.Kmnf (1966) In hls study found that role conflict wasnegatrvely related to aatrsfact~on wth the job, the organraatlon andespeclPlly the manager

Miles (1974) reported that experienced role conflict related toadverse personal outcome, that is, job dissatisfaction.-He foundthat both are mutually causative. Keller (1975) also confumed anegative relationship between role confl~ct and job satisfaction.Schuler (1975) obtained data from 33 1 employees of a largemanufacturing fum. The sample was divided into threeorganisational levels : higher level -upper level managers.Rofess~onal employees, middle level-middle-level managers, andcntn. . Ir\.el profess~onals The result lnd~cared that at lower levelsofthe organlsatton, role confllc~ has a stronger negativerelatlonshlp uqth job satlsfactlon than at h~gher level employeeshavr acqu~rcd or hove had more sk~lls ro handle and ut111se roleconfl~cr than thc m~ddle level rrnplo!eesKahn (19611 also ~ndrcates that role confllct IS more svtssfuland dlssatlsfylng In lower level posltlons, because the employee ISmom dependent on h ~supenlsor and has httle power to ~nflucncehun The employers tnablllty to cope adequately wth role confl~ctwhen he 1s h~ghly dependent on h~supenisor should thus lead tod~s.etisfacuon wth the job

Senatra (1977) in his rtudy found role conact to bes~gnifcantly related to low job satisfaction. Same findings wereconfumed by Carter (18781.Ahmed (1981) obtaned data from difIerent technologyorganraatlons Manufactunng and Banlung (N - 89 and 81managenal and non-managed personal nspcct~vely). The resultsshowed that role confllct was associated wth lower worksatlsfact~on for ~ndtvlduals on simple. low-scope jobs In long-l~nked (manufacrunng) techno lo^ and for ~ndlvlduals on complex.h~gh-scow jobs in mediat~ng Isen~ce) techno lo^Bemardm (1981) In his stud\ on 53 patrol officers, foundrole confllct to be slgnlficantly related to satlsfactlon u ~th the work~tself and uith supcn-tslon S~milar hndlngs were obtalned by Coldwell, (19811 on tuv samples of 100 black mdustnal workers each.But s~gnlficant d~fferences were also obtamed between rugrantand non-migrant black uvrkers wth regard to th~s aspectDabronrka (1981) diecussed problems (conflict situations) inthe process of rcalizatron of professional roles. These imply

undesirable consequences for the indiwdual an4 for theorganiaation as a whole. Such consequences included~ssat~sfactron with work, decreased eflicrency and distrust ofsupemaor's and co-workers.Snvastava and Parmar (1981) In ther study obtamed datafrom 62 supervisors from 2 textile mlllsResults Indicated anegative relatronsh~p between role confllc~ and job satisfact~onHowever, the rnagn~tude of the relat~onshtp depended on theinstrument used for rneasunng sat~sfact~onA number of other studies also support a negatlverrlat~onsh~p between role conf?~ct and job sat~sfact~on. (Slngh.1983. Coldwrll. 1984. Jagd~sh and Snvastava. 1984)4.3 8TRL88 AllO COPING STYLESD Qu~ck (1979) concluded from thelr study thatorganrzot~onal techn~ques hke Role Analvs~s Techn~que (RAT).work rrdes~gn, jobennchmenr, performance planning andmdtwdual techn~qucs like serob~c exercrse. relaxahon respon8c

and psychotherapy are preventive techniques which help toImprove quality of work life and also individual and organizationaleffectiveness.The study by David C. Ganster and Marcelhe. R. Fusilierand Bronston T. Mayes (1986) examned the role of social supportm the expenence of work stress The results indicated that socialsuppon shows a consistent relation wlth a vanety of stressoutcomesKaur and Murthy s (19861 study revealed that avoidancestrategtes were predominant at junlor management level andapproach strateg;les were predominant for senior levelmanagement personnel of publ~c and pnvate sector organisatlons.Ahmad. Bhatr and Ahrnad (1990) studled smss and copmgstrateper among executive technocrats and found that whlle menused defens~vc sntle more often than women, females largely usedthe approach swlc of coplng

The rtudy by Shailendra S~ngh and Arvind.K.Sinha (1984)ident~fied three categories of coping strategies, namely, strategeswh~ch act on the wurcc of stress, strateees which act on thesymptomatic efkcts of stress and that which acts as an escapefrom the source and effects of stress.Sam Batl~valas (1990) comparative study between Indlanand Amer~can execut~ves at the organ~sat~onal and personal levelrevealed that Ind~an executives experienced more personalstrrssors than thew Amencan counterparts, but they comparedfa~r!~ ucll uith the~r Amencan counterpans In the organ~sat~onalfrorlrT!lc aurhor concluded that thcrc IS no one best coplngtechnlqucs and each person learns from h~s her oun personalexpcncnce to transform stress Into an assetliagan Norman. 1. and bgan Han!.a (1995) reported thatpsvcho-educat~onal tralnlng programs helped to reduce job smssand lmprove job performance.Royal Bank financial group.Toronto has also tracked with surveys that ~ts flexible workarrangements (FWA's) whlch included job-shanng,fledtime.compressed work weeks and work-at-home arrangements, helped,to reduce work stress and thereby reduce intention to quit' and

'abuntecism' and also increase employee efficiency and businesseffectiveness.Helen Whitten (Jan 1997) revealed that 'md maps whlchis a method of organising thoughts and mformatlon usmg keywords and Images. helps mdicnduals m suess managementThetechnique is based on undmtandmg of all aspects of themdicndual s ltfestyle includmg family, work. fnends, leisure, sportsand so on. in order to help him develop appropnate stressmanagement suateg~esStephen Palmer (Apr 1997) describes problem-focussedapproach consisting ofidentifymg the problem, selecting goals.exploring options, cons~denng consequences. malung decisions.takmg actions and evaluating the strategv, as an affect~veapproach which can be applied to stress counselhng and stressmanagement trammg.Weslcv Sime (Apnl 1998 hlghhghted on the new perspectivesm the field of Ropsaive Relaxanon (Mcguigan and MmundJawboon Apnl 1998). 'Bmfeedback and also on the usage of an

0bjNXlve instrument to document relationsh~p betweenjob stressurd employee00 satisfactionand productivity (Settcriind andL.ruon. 1995).Roben Holden (Apnl 19981, a stress consultant, stressed onlaughter. happmess, poluuve outlook and a joyful hem as jollygood mcdmnn for streas.JenlfIer Smlth (Apnl. 1998) emphasiscd that organisationalcoptng approaches go a btt deeper than tndtadual approaches.slncc thr former 1s rooted In the fundamental understanding ofwhat 11 means to be a human bctng (nor just an emplo!ee)wth allConscious and unronsnous rrsponses to stressful sltuatlons.Organtsar~onal approaches are thus, h~ghl! indlvldual approaches.just adrn~nistered coilect~vel!.Though them are many studies In which, in one way oranother. the researcher has dealt wth role s tresses cxpcnenced11.1

y profeauonals of various organimations, only a few such studieshave been discussed here which compared various huespertaining to role stress with regard to public and private sectorprofessionals.Jasmme (1987) conducted a study to compare the level ofjob-related smss among public and private sector blue-collaremployees.A job stress scale developed by the author wasadmln~stered to a sample of 120 blue-collar workers from publicand 120 from pnvate sector organizations. The analysis of thedata revealed that role ~ncumbents of publ~c sector organizationexperienced slgn~ficantly mom stress than those of pnvate sectororganuatlonsTwv stud~es which dealt wth publ~c and pnvate sectorprofeas~onals were conducted by Pestonjee and Smgh (1987) andC P Smgh (1987). Both mveshgatlons stud~ed computerprofesstonals.The former study dealt wth two job categones,namely. system analysts and managen, of both pubhc and pnvateoqanrzottons whereas m the latter study. S~ngh stud~ed three jobcategones, namely managers. systems, personnel and operationspcrwnnel of both types of organufahons.I IS

Another 8tudy war conducted by Shanma (1987)gn two jobcategories, namely, rnangera and aupernsors of both public andpnvate pharmaceutical organizations to ascertain the effects androles of mot~vational cl~rnatca on four psycholopcal variables sucha aa job satisfaction, participation, denation and rok stresses.The findings of the study revealed that employees of thepnvate organuatlon scored h~gher and significantly differed fromchow or publ~c organuatlon as regards inner-role distance, roleexpecrarlon conflict, role eroston. role ~solat~on, personaltnadcquacy and rcsourcc ~nadcquacg. Publlc organvationemplo\ces, howcvrr, scored s~gn~ficantl! hlgher on rolestagnattonsAhmad. Bharadwaj and Naruai (1985) conducted a study ofstvss among cxrrutlvrs A group of 30 excrutrvcs from the publicsector and another group of 30 executives from the pnvate sectorwere comparcd on role sntss. It was found that there was nomajor dtfference.

ur .nd Munhy (1986) conducted a study- with theintention of examining the nature of role stress, coping strategiesand locus of control of managerial personnel at Merentorgmuational level In a major public sector industrial organizationand to investigate and relationsh~p amongst these variables.httanayak (1993) exarnlned the level of stress expenencedbv 240 employees of an industry a pubi~c sector undertak~ng mOnssa Results revealed that supervisors expenenced greater jobstress. lack of leadersh~p support, the lnequlty than executivesEmplo\ees of the product~on unlt expenenced greater job stress.role conillct, role arnb~gu~t)., role overload, job difficulr\, lack oflcadershtp support, tnequttv inadequacy of role authonn thansemce employeesSatyannra\ana ( 1995) ~nvestlgated smsaors among 75executives and .75 supervisors of Bharat Heavy ElecmcalLtd.(BHEL) The analysis of the data revealed that role erosion.personable msdequacy. resource Inadequacy and role stagnationwere expenend as dommate conmbutors of mle stress inexecutive supemmora. The two groups Mered ypllficantly in117

espect of inta-role distance, role overload, personal inadequacyand role ambiguity dimensions.M~shra (1997) conducted a study to compare the lwel ofoccupational stress among pubhc and pnvate sector publicrelations omcers The analys~s of the data revealed that pubhcrelations omcen of publlc sector expenenced slgnlficantly higheroccupat~onal stress on the dlmenslons of role ambiguity, roleconfllcr, unrtasonablr group and SIC ~mpovenshment, low statusand strrnuous worklng condlt~ons as compared ro publrc relationsoflicers of pnvatc sectorAhmad. Bharadwaj and Narula (1985) conducted a study onrtrclrs and found that publtc sector executives expenence slightlymorr stress thantheir counterparts in the pnvate sector.Beckground facton hkr ag?, educat~on. Income expenence andrnamal status of execurlws were unrelated to role stress In boththe group.Smgh'a (1986) aploratoq study related to structure and-c.of smsa among executive of public and pnvate sector118

organizations. Some of the results of h~s study revealed t6at hlgherlevel executives expenenced less stress and stram, utllutd bettercopmg strategter and enjoyed more positlve outcomes. Alsoexecunves of pu bhcs sector organuatlons expenenced less effmvecoplng strateees and rated themselves as less effective than theucounterparts from the pnvate sector. The results also revealedthan suc dunenstons of stress, namely, lack of group cohesiveness,feekng of inequtty, lack of supemsory support, role amhguity. jobrequuement capab~l~ty mlsmatch and Inadequacy of role authorityhad a ncgatlve hnear rclationsh~p whlle role conflrct and roleambigu~n had an ~nvened u-shaped relauonsh~p wthperformancePestonejec and Slngh's (1987) stud? revealed that managersand s\stems anallsts In pnvate organuations have more stressand satlsfact~on when compared wth theu counterparts m pubbcorganwnonSen (1981) in hta study investigated the mam role stresseserpenenced by employees in banks at dflennt levels and thecoping auategies adopted by them.

Uatng the ORS Scale (Reek, 1983c,) Sen observed httledtflerence between the scores m the three banks but he foundmterestlng data about d~flerence stn role stresses at theorganrzattonal levels. Top level people obtiuned lower scores onrole stagnattons whereas clericals staff;abtamed the htghest scoreon thts d~menstons Sen. has tnterval staff obtatned the highestscore on thts dtmens~ons Sen has lntcrpretcd thls by obsemngthat people at the lowest level felt that thev were stagnattng both~ndtvlduall\ as well as role-wseHowever, this feelmg decreasedas people moved up In the hterarchvChaudhan (1990) exarntncd the mlattonshtp between rolesrress and job sattsfact~on among bank oflicers. The main findlngsof the stud! were as follows(a)Roic rroston and rrsource lnadquac!. were expcnenced asdominant whereas role amb~gutv and role expectattonconfltct as remote contnbutors of role smss among bankofftcers.(b)No significant drffemnces were oburvtd between the two agegroups on role stress dunenstons.

(c) The overall indices of role stress and job oatisfact& werefound to be negatively correlated in higher as well as lowerage groups of bank officers.Another study related to bank professionals was conductedby Pattanayak and Mishra (1997). The main objective was toexplore spcc~fically prevalence and determinants of organitatienalclimate, job stress and job strain among the employees in thesemce Kctors. The study revealed that significant differenceswereobserved between banlung and Insurance employees withregard to role confl~ct and experience of Inequity.Mukherjee ( 1997) studled the relatronsh~p betweenorganlutlonal role stress, role efficacy, and organlzatlonal climateamong banking profess~onals. The sample consisted of 71managers which ~ncluded 27 senior level and 44 juntor levelmanagement personnel or a large banhng organuauon.Theyconcluded that. Juntor level managers expenenctd hlgher stresson all the role stress dmenslons as cornpad to senlor levelmanagera. Stgruf~cant differences were observed knwten the twogroups on the dunensions of inter-role &stance. role overload.prmond inadequacy and total role stress.The study by Anrta and Carolyn (1995). tested the effects ofvanou.demographic and soclo-economlc varinbk on perceived

stress among bank managers in both work and aon-workenwonment, and established significant correlations betweenperceived stress in the work and non-work enwonment among thesame bank managers.Ir la evldent from the above dlscuss~on that like Westernresearcherslndran scholars also d~fferentl\ approached theproblem of stress The\ wewed thls phenomenon from vanousprrspccrl\rs ranglng from st~mulus orlented to response andps\chod\n.~m~c polnrs of vlru Anc~ent lnd~an scholars, however.scrm to h~ve plci due attenuon to thls lssue The slstcm of YogaIS snal\t~cal and nor on]\ helps the mdlwdual In understandinghls o\m strrsses but also leads hlrn to the roots of these stressesThere are subtle vanatlons m the lntensln u~th which d~flemntstrcsaors operate and ~t la not unltkely that the powerful strcsaorsbecome less or even dormant after a penod of tune whereas theIns ponrrful ones rnav dlsappar or return wth greater vlgourI??

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Schuller. R.S. 'Role perceptions, satisfaction and performance Apartial reconciliation" Journal of Applied psychology, 1975, 60,pp. 683-87.Sen, P.C. 'A study of personal and organizational correlated of RoleStress and coping strategies in some public sector Banks' Ph.D.thesis, Gujarat Unviersity, Ahmedabad, 1981.Shailendra Singh and hind K. Sinha 'Emphirical Dimensions ofStrategies of Coping with job Related Stress', Indian Journal ofApplied Psychology, 1984, Vol. 24 (l), pp. 25-29.Sharma, T. Dtfferentd effects of organizational climates on jobsatisficauon, sense of partic~pation, alienation and role stress.Unpublished Ph.D. thesis, Gujarat University, Ahmedabad,1987.Singh. G.P., Organ~saoonal climate as moderator of role stress - jobsatisfact~on relat~onsh~p in case of different, Job categories ofcomputer profess~onals unpublished Ph.D. thesis, GujaratUniversity, Ahmedabad, 1987.Singh, S. 'Execu~ves under stress : Explorations in the structure andDynam~cs', Unpublished Ph.D. Thesis, Indian Institute ofTechnology, lianpur, 1983.Srivastara, A.K. and Sinha, M.M. Pcrceivd Role Stress of a function ofEgo strength and Job involvement of the Managerial personnel.Psycholog~cal Abstracts, 1984, 7 1 (6).

Srivastara, P.K, and Sinha, M.M 'Perceived Role Stress as a function ofEgo strength and Job Involvement of Managerial Personnes",Psychological Studies, 28, 1983, pp/ 8 - 12.Srivastava, A.K. Job Anxiety Scale Varanasi : Deepa Publications,1974.Srivastava, A.K., 'Moderating effect of N. Ach. on Role Stress JobAnxiety Relationship", Psychological Studies, 1985, 30 (2), 102-106.Srivastava, P.K. and Sinha, M.M. 'Perceived Role Stress as a functionof Ego strength and Job involvement of managerla1 personnel",psycholog~cal studies, 1983, 28, pp. 8- 12.Sr~vastava, P.K., and Parmar K.H. Relationship of Role Conflict, roleambiguity and role accuracy to job satisfact~on. Psychologicalabstracts. 1983. 66 (3). 6861.Stephcn Palmer 'Problemfocused Stress counseling and stressmanagement ualnlng - An ~ntr~ns~call!. br~ef integrationapproach - Put I'source.Stress News. .4pr1l 1977, Vol. 9, No 2 InternetWesley Sirne, *h'e\' Concepts m Stress Management'. Stress News, Vol.10. No. 2. Internet Source. April 1998.Wittkamper, Duane Kent, orgn~stlonal communication processes andjob stress. Disserttion abstracts interna~onal, 1984, 45 (4), 620- A.

CHAPTER VLEVEL OF STRESSAND JOB SATISFACTION

A major lactor that influences the behaviour of an individualand thus the relationship with others at work is stress. Not onlydoes stress affect our interpersonal style. it can also have serioushealth irnpl~catlon if ignored and not properly managed. Tomanage stress properly, one must first identify and understandwht causes streas and then learn ways to handle that stress.Stress 1s due to reactions of the body and mlnd to pressuresaarrtated wth the work on hand. It may be phvs~cal oremttonalThc ph?s~cal stress IS the product of scarcity of tlme andemg) There u~ii be dlverse demands from vanous groups lead~ngto cmot~onai stress of the boss One has to therefore exhibitunusual dexterity m dealrng wth pressures to rmnrrmte stress anda m .The rveu at home is somewhat manageable but stress dueto haw work - load and complex problems in the office has124

assumed ominous dimensions. The stress being experienced bythe boss is not only a danger to him but a source of anxiety anddistress to others, mainly sub-ordinates. Th~s is so because thestress adversely affects boss's attitude, behaviour andperformance.Each job carnes some pecuhar problems of its own.Bureaucratic practices and poor supervisory relationships oftencause stress. An employee may also be frustrated if he feels thatthe present job does not provide any opportunlry to prove h~sworth. It also appears that job sat~sfact~on has a natural tendencyto decllnrA study on stress should embrace two important lnteractlngprocesees. namely, appra~sal and coplng. The appmsal processrefers to the analysts of the determinants of stress (Stressors) andits effect on the ~nd~vlduals physical, psycholoe;lcal andbehavloural mil - krng (Strain). The coping process IS nothlngbut the different ways of deahg with stress. Thus, gaming agreater undemtiqdmg of the processes related to stress hasrelevance for employes. organizations and society as a whole.

.Table 5.1DESCRIPTIVE STATISTICS OF STRESS FACTORS FOR ALL SECTORSI(N = 216)-I/ I IPopulat~on j ~cvd orSTRESSF,CTORS , VE4I MEDIAC SD Man' *t'Value 'Siimifmn-.- --i- I 8 93 900IIF 2 2 4 !h 50 IR Oi(H) 56 (K) -22 -14t37180 I 1200 -I? I41 I1t0010 0113 976 700/77410 2000 I 0011 III4 I4 I' 14%) h N M ) 2000 -1-1 17 001I 5 10 '8 ll (H1 5 7270 I2 00 -i 13 0 01IIO\ ER 41.L 72 l l 65 00 3I.5700 120.00 -22.29 ' 0.01IClass~ficat~on ol Loel ol Stress F1 F2 F3 FJ FS OvnAllLou Lc\ el ~8 6 5? >20 .20 >I2 >I20

The purpose of this chapter is to identify sources-of stress,known as atressors and to examine the relationship betweenstresa and job satisfaction. Also it was attempted to study theinfluence of personal variables on stress.In general, the overall score of the stress 1s moderate for therespondents of all the three sector However, the vanous factors ofstress d~d not have the same level of existence. Stress IS more onfactors 4 and 5. follorved by factors 1 and 2. At the other exmme,rcgard~ng the factor 3, stress IS less than the low mean value.whrch tnd~cates that stress 1s almost n~l as far as factor 3 ISconcerned. (Table 1)When the analysls was made for each sector, the stressscores of sector 1 & 33 in line wth the total scores, level Sector2 m&catea a different pattern of stress from the total smssscores. That 1s. more stress on Factor 4, followed by Factors 1.2and 5. Regarding Factor 3. the stress is almost equal to the lowscore Tables 2,3 and 4). The analysis lndicates that the existence

Tsbk 5.2DESCRIPTIVE STATISTICS OF STRESS FACTORS FOR SECTOR ISTRESSII1 1 Populahom / Lcvdof*MEDIA3 SD Man4 't'\.alueIIII I 8 bj I 9W 41410 1200 -5Y9 0018. - -12 2921 280 184300 5600 -1097 001II; 9 0? 7 CHI 0 I I 10 (X) -9 Ol 0 01- -- ---I4 1 ; ;- 10 (MI 94x1 10 w -5 41 o 01, - -- - --A- III < Iub8 1100 79780 1200 -125 NSO\ ER ALL 70.95 83.00 37 7500 120.00 -9.81 0.01Class~ficoaon or Lctcl of Stress: FI F:! F3 FJ FS OvaAll1.u~ Lcvcl ~8 6 10 >20 > I? > 120

Tab* 5.3DESCRIPTIVE STATISTICS OF STRESS FACTORS FOR SECTOR 2(N - 39)STRESSFACTORSFIMEAN992MEDIAN900SD37790PopahtionMeam*I200't1Valw-314Lrvd ofSigmillcmncC-0 01F?27772200168200woo-10~8o 01F3 1 10461 700606002000 / -9830 01IF4 1 1546 ' 1600IIiF5 1 8311 900I398604791012000 ' -711I1200 481001001IOVERALL ) 71.92 i 63.00i ,I3 .120.~ -11.990.01Clruifiuaon of Lml of Sues: F1 F2 F3 F4 FS OvaAllLow Level

T.bk 5.4DESCRIPTIVE STATISTICS OF STRESS FACTORS FOR S EnOR 3FAnORS 11MEANMEDIANIFl 8751 8.50SD3 3960Populr ti00Man*I't4ValucI? 00 # 1 -10 48(N = 120)kel orSiimifiamce0.01IF? 2835 24501835005600 -16510 01IIFl 9 87 750 1 751WIiI?OW -1476 001F4 141: 1350 446401 ?OW -1443I---- ,It I001F 5 l150; 43870 - 0 9 5 i NSIIOVER ALL ' R72 ' 61.50 / 30.490II 1 I120.00,0.01Clrrwficat~on of LMI of Sues. FI F:! F3 FJ F5 OvcrAllLow LOCI

of stress in Sector 1 and 3 was in line with the total stress inbanhg sector in general. Sector 2 also had some similarly onsome of the stress factors, namely Factor 1.2 and 4, whichindicates that there is a consensus among the three sectors onthese stress factors, more stress on Factor 4 and moderate on 1and 2.5.2 DIPFERENCE M LEVEL OF STRESSS~gnlficant difference was observed In the level of stress mfactor 5 among the three sectors at 0 01 level of s~gn~ficanceRegard~ng all the other four factors there was no s~gn~ficantd~fference among the different banking sectors (Table 5) Here.once agiun it was proved that there was jolnt percept~on on somefactors, vu . Factor 1.2 and 4 by the employees of the threedifferent sectorsD~fferent people reapond to stress differently, somepermonahhea arc more rnclined to respond negatlvcly to saesson.131

Tabk 5.5DIFCERENCE IN STRESSORS AMONG THE THREE SECTORSHa: There is no dillircmt in pcrceptioo of stresson among the respondents of threesecton1 ISTRESS of DF / Sum I k d ofMan ' I Squsra SquaresLplria"Va~arcBctuecn 2 I 4743 2371 1 73 NSI t Nlthln ?I3'?915000 1373Total 2 I5 , 29720 00UCI\\LW ? 521.1 2607- - - * -.-. -- *I 2 H 11I1111 2 I1 hVXId) (HI 328 IX)rt11~1215 6VVI0 MI0 OH N 5---Bc~nccn 2 19 30 21 65 041 NS. - . -- - - - - ---- -1; NII~III 213 I I284000 hO 26I 5 12880 omBet\wcn 2 ' 10190 50% 1 40 h St 4 \klth~n 1213, 775800 3652Tool 2 IS 7860 00Bcnreen 2 32.1 60 162 30 5 1.1'.- -- c -F< Nhn 213, 672700 3158Toul !I5 7051 000 01Bcnrrrcnt 2 8 12380 6190 006 NSOVER ALL Vll~h~n 1 213 121420000 1006 00 ITotal /?IS /?l430000 1*Ho rejected at a - 0.01. NS - Not Signtficenl132

Thee include individuda with Type A pereonalitka andpuimi.tr Other such as Type B pmonalitia md optimism,Kern to respond more pooitiwly toward streswra (Schanbroeck,Ourater & Bemmmr 1994).To explore the unpaa of personal variable on the feeling ofr a uthe reapondents were grouped based on personal variablesas indicated in Table 6 and the statistical tool of simple regressionwas instrumented to idennfy the impact of these personalvanables on smxs. The analys~s was cam4 at for the totalrespondents beaides for the respondents of each sector.From the analysis. it 1s clear that the demographic vanablesinfluence the stress s~gn~ficantly.For all the thm sectors the personal variable that influencethe sacu are listed below rabk 7):PI is influence by income

Tabk 5.6SECTORWISE DISTRIBUTION OF PERSONAL VARIABLESPERSONALVARIABLESName of theGmpubcbI Vatiabk&lo\\ 2525-15SECTORIACE CROLP :j:i1 33 1 30 5 I I081- 4 1 - 1 48 SJI Abmc 55 j 3 i I 2 j 1 5TOTAL i n ! 39 12e 1 216uak I SI 3 1 87 1 171SEY Fcmlc i 6 1 6 ' 33 I 45TOTAL 1 57 39 120 1 215Uarncd 1 $1 33 114 I 198WARTTAL STATUS I nrnarncd , 6 6 6 ! 18TOTAL I 57 39 120 1 216,--CinJuJte27 2 1 77 120EDUCATIO,AL Post Gdute 1 18 1 18 3 3 69QUALIFICATION f~z'~' 12 ! 1212 3 15TOTAL 9 39 I20 216C-\t-G& I\ . t 6 6\\I (indr Ill , . , 3 3DWGhATlOh&!??EL-_ --\st Uawgcr 9 ,b12, 2118 !3339\>SISIJ~& I! , - ' 30 1 JSC-lc* , 29 1.8 48 ' 90TOTAL In 39 I20 216-.\can 9 1 3 9 215-10 ! i 1 9 18 30LENGTHOF !lo-15 39 I5 15 i 69SERVICE IN THE 15.'0 1 3 1 7 36 ! 48PARENT POSITION i 1 3 ' 1 8 i 2 125 1 3 1 - 2.1 I 27TOTAL I 5 7 39 I20 1 216- -SECTORI ISECTORIll- I -r 1 9 ISALL -SIICM)RS

LSIMPLE REGRESSIOH RESULTS OF PERSONALVARIABLESWITH STRESS FACTORS OF SAMPLES IN ALL SECTORS-(N* 216)IUrI sfrv*cmE9 FA-TOR IA'. / x. / ~ ~ - b ~.-- -. ---ICm~yu - III

Fa is influence by Education and length of serviceF4 is influence by Age, Marital Status, Education andDesignat~onFs is influence by Education, total service and sc~ce isbankmg sectorO w d - Length of serviceThe Analys~s was extended wth the scores of respondents of eachsector In order to ~dentlfy the personal variables that influence thestress in each sector (Table 8.9 & 10). The lnfluenclng personalvar~ablcs for each sector are summarued below.Sector 1 (N = 57)F1FaFJ- Length of Bank Semlce- Education- Educat~onF* - Mantal Status & Educat~onF. - Education & Length of Bank Senice

'Sign16cm1 ot 5% level: **Signifiml at 1% level137

Table 5.9SIMPLE REGRESSION RESULTS OF PERSONALVAMABLESWITH STRESS FACTORS OF SAMPLES IN SECTOR 2ISTRESS FACTOR ICCUISIMI 102000 166360!13WPO 700001 64969;131310\~~14/?12500&u 4 1M)O .(III?SE 145% I JOc!R . O ~ I 03166kwh1 I 407 4 14''.JJ*45 ' 20000 07123 ' -1 0714 1 40011 ) -1875016022 1 I855 1 042U 05641 / 00777 0766401116 00714 / 00761 i 00888 / 00000 1 OW.? 16' I69 175 1 -1 90 / 401 I -5 06.'-STRESS F kCTOR 1COWIMI 16 NOO *OI)M) i 31 1820 IOSIOV ; u 5 4 ~ ) 10626 :a U)IO 27 3120-20909 47619 -36350 , 57143 j 43927 1 0 15-537(5W 54180 , 18718 521562 1 OM59 44346R OOOVl OI8(< j 00021 OONq ' 00915 01276 / OQOOO ' OOWOW ~ ~ I I 058 2W"j 0:I 088 194 231. / O W I 004STREU F .\(TOR 3Lunuull I1 111'910 1_9M55 IOllW ' I< 1740 48WI ' lW7q 84062Rcu 412b61 7 7 .O!38I l UbU Ilq7l j 01651 ' 07031\L; - 3 7 7 8 lU7:J - Ub86l _ -_ __ 08972' _ 01217--15%-- ROWU OIWl OIWS'' OUYU OMll 01018, OlU71 OW(~-\IIJ~,I I I I : &.- 11 4' 4 12 ' I '( 2 07. I 36 044STRt-\.\\ 1 \(TOR I(ul,lutl IllMXll 1' 1(MI 171~~0 I$ .'70 I2 27M I'RIW 1

Tlbk 5.10SIMPLE REGRESSIOY RESULTS OF PERSONALVARIABLESWITH STRESS FACTORS OF SAMPLES IN SECTOR 3Bar .01919 ; ?.(23< 14174 49937 ' OIW 0743 . 40198 47192SE ,*- om7 , o 870: I o 51:: i 0.2898 0.2539 OOSY o 5j95R' I OWW ' 00665 000'2 00109 00034 00676 ' 0.0012 00148SNdrm .I' ' .I 04 1 290'' 019 -I 94 063 2.92'' / 4.38 -I 3:OI+R ALLcww 75 osm 63 tmo q2.31~) 71.w~~4Iku 6 l li 563000 u ~7290 j 72.9740 a: I IV7 I Om71 34963 717Ul4.0106 -:.&ISE I a I 3615: . I WIP I 7038 I 0.3631 i no1R' 1 00003 / 00111 00119 00004: 002% 01308 1 00000 00012Udml.~' !-OX 1 II! .I41 022 1176 14.?l**I-O.O3 470'Sipiiicm~ at 5% level: **S~gn~ticmf at IS le\.cl139

Sector 2 (N = 39)FrFsFs-mcorne-Sex & Length of Service-Sex & Length of Se~ceF. -Nl1FsOver8ll-Ntl-SexSector 3 (N = 120)PIFaFF4-Education-Manta1 Status & Length of Service-Length of Senice-Age. Sex. Des~gnat~on. Length of Servlce and Income?m -Sex and Length of Semcemd -Length of Senice

Tabk 5.1 1RELATIONSHIP BETWEES PERSONAL VARIABLES AND STRESSORSHI: Tbere is no difference in perception oCSTRESSOR I among dimerent group ofrapondents classified on pcmnal varublafat Used: ANOVAJOB' SourcaSATISFACTIONVARIABLES Vanane, 1IAgeSummf i Mean 1of DF / Sgwra quara 'Bcrwccn 3 / 179 5 59 83I Lcvel orSignirtnce0 05Bcn\ccn I 157 4 157 40 / I 1 97'. 1 0.01\c\ VIlth~n , 114 28150 13 15Toral 2 I 5 !972 0- :Rct\\r-cn I 313 3137 128L~UIIJI 5rarus I\ lrhln 2 2941 0 l j 74-- ,rl1ra1 :IS 2972 oEducatlondQualllicatlonI ?I? , 27920 13 17 ,\k~th~nTotal 215 j 2972 0- -----NSBct\\crbn 5 173 00 57 85 4 38.. 0 01'A~th~n 211 2798 0 13 20 ITo~al 11 5 2972 0Bcn\rcn i 27 2 5 44 0 39 NSDcslgnar~on \Ilthln 210 2945 0 I4 O? ITowl 215 2972 0 I IBenrwn 5 24; 7 48 73 3 75.' 1 001Pend ol Sen ICC InI210 27280 I? 79Pmnt Poslnon .Toml 215 2972 0II4 54.Berm, 4 1762 44 06 I 3 33. / 0.01lncomc U~thrn 211 27960 1325 ITotal ' 2 1 5 ' 29720II'Ho m~~ted at o - 0.05: "Ho rejected at a = 0.01. NS - Not Significant

Here also, the result of sector 2 is different from that ofsector 1 and 3. That is personal variables have more influence onrtress factors in sector 1 and 3 whereas they have negligibleimpact in sector 2. Among the stress factors. factor 4 is influencedby several personal variables. The most influencing personalvariable of stress IS 'Expenence'. It is followed by the other factorsuch as 'educatwn', designahon and moome.5.4 DtFFERENCES IN THE IMPACT OF PERSONALVARIABLES AMONG THE SECTORSIn rhls part. it iras attempted to explore the vanatton In theImpact ofpersonal variables on stress factors among thercspondcnrs of the three sectors One-wa! ANOVA statisticalmethod of analysts was ~nstrumented to explore the difference inimpact of ixrsonal variables among the three sectorsIn general. ~t was observed that wth regard to the personalvanables, namely Education. Designation and expenence, the levelof atress dfled considerable (Table 11) among the thm banlangsectors. Among the vanous factor of stress, difference was

Tabk 5.12RELATIONSHIP BETWEEN PERSONAL VARIABLES AND STRESSORSH.: There is no difTertnct im perception of STRESSOR 2 among diflermt groups ofmpoodcob clauilkd om pmo~l variablesTat Used: ANOVAJOBSoureaVARIABLES 1 VariancelBenvcen 3 10850 36160*F W~lh~n 212 : 68830 0 327 70Total 1215 699100Sc\Marital StatusBetweenUllhlnTow1111I 1719 1719OiO534 69740 0 325 90 '215 699100ILevel orNSNSBcnwm ' I 1200 12000 037 / NSU~lhln !I 4 69790 0 326 10Total215 699100Bcrw~m 3 3621 0 1207 00 3 86..Edur~t~omlOwll,icat,on U~rhln I 212 66290 0 312 70Towl '215 699100 IBcnwcn 5 99180 198400 694**1 001Dcs~gnatlon I4 ~thtn 1 2 10 59990 0 285 70 ]---Total 2 699100 I IBcnv+cnPcnd ol Smlcc In -----"-&,I Posltlon U ~ h nToulI0 01/ 5 4813 0 96660 3 I?** 0012 10 65080 0 309 90 I I!I5 699100&nml 4 6211 15530' 047Income W~lhtn 1 ? 1 1 69290 0 328 40 ,ITolal / ?I5 699100INSOH,,rc~rcd a a - 0.05; **& rejected at a = 0.01: NS - Nor Signlficanr

A --Tabk 5.13RELATIONSHIP BETWEEN PERSONAL VARIABLES ASD STRESSORSHa: Tberc is ao dillereace ia perception ofSTRESSOR 3 among different group orrespondeats classified on pmoaal variablesTest Used: ANOVAJOBSATISFACTIO* 011 Suaof MeanVARIABLES Var~anceDF Spuara Spuara~cnwcnl 3 1 593 19801033 1 NS46' U ~th~n 1 212 128300 60 50T O ~ ~ I j2151 128800, F I alueLcvd ofSiaifiiaceBcntcen' I 45 7 45 76 ' 0 76 1 NSk.1 U~th~n;?lJ 128400 6000 1Total 2 I5 12880Uct\\~.en 1 IlhO 11000 I 1 NSIV3nt31 41.1tur U ~thln , 2 14 127700 59 67To131 21 5 12880 0Uc!\\~xn 3 718 5 239 50 4 I:** 001LducatlonalIQu~l~lic~t~o~iHltliln '212 121700 5759I-- + -- . .r1)t31 :I s I 28x0 o. .- --AIIt -Dc!\\crn 31 72 0 626 ;0 1: 49.. 0 01- -- - -[)c\lpn~tton H 1th111 2 10 975; 0 J* 44- . 4 + + - -Total :I! 128800Rcn\crti 5 1492 0 298 30 ' 5 iO** 0 01---Pmd 01 Sen ~cc..hrtnt Posluon H lh~n 210 113900 54 25In -. * - - - -- ATotal ,215 128800Ba\wen1 4 ' 7360 I8400 j10*' 001lncomc W~h~nj?ll 121500 5758Total 1 215 I?88O 0 1I!,Irqertcd at a - 0.05: *'&mptcd at a = 0.01 : NS - Not Sigrilfiunt

RELATIONSHIP BETWEEN PERSONAL VARIABLE.. AND STRESSORSJOB Sourreal I ISum of HamSATISFACTION of DFVARIABLESSquraVBTUM&rwecn 3 6192 20640 601*' 1 001IA klc \L~th~n I 7241 0 34 15Tool 5 7860 0Ik \ 8 m I 2?85 2785 : 076 NSk\ Ullhtn 214 7832 O 36 60Tool I 7BhO0,Bcn8rrt.-I 4W9 49090 I4 16.. 0 01~lurul SLllus Ullhln '1.1 '369 0 U Ur-I I 7w1 oUct\\mt 3 81136 29450 895.. 001lJrwllluui ---Uclhtn :I: 69760 j2911 c 1 n . - .-, :Ilml 2 I 'BtklOtkt\trol_ 5 10'0 421 H) 15 39. 001-- -- __ --_-__C-.lksrylwc~tm U llhln 110 3 0 2' 39* . . -- --...--l~ual I ' f W OM~m, ‘ 890 1181 048 YS------ ----10 7'100 1700Pama Poutrm -Toul 115 78600 !b3M.d of hn KC Ml- -, - 'W 4 4913 1::1#)'35?** 001lnsarr U t h 211 349:'Toul 215 70600 t1

'ITable 5.15RELATIONSHIP BETWEEN PERSONAL VARIABLES ASD STRESSORSHI: There is no difference in perception of STRESSOR 5 among different groups ofrapondents classified on personal variablesTest Used: ANOVAJOBSATISFACTIONVARIABLESAgct t lISourcesorVarianceBm\et.nNlthcnTotalDFBctwccnl 1Ss\ U lthtn I 21 43212215Total 1215Sumor I MconSqlraresISquaraF \ aiue193 6 ~ I 0 1 970320 331717051 059 4 5940 1 1 826092 0 3! 6770510 1~cl\\cen' 1 / 1 9 297 OOYu I4 1111111 1 2 14 7048 O 32 94Told 115 7051 0Dst\\cc~i 3 653 Y 217'K) 7 22..I LJUL.III~II.II\\ 1111111 212 6308 0 30 I X IQU~~I~~L.III~III rtrt31 - -, 9 -----IS 705 1 0 IBst\\ccn 5 8401 I699 I 575'.- C - - . ----+.--+ ----I>cscg~i~I~on I\ lthtn I 2 10 6202 O --%-d-*H0 rcjccred al a = 0.05: **Ho rcjccted 31 a = 0.01 : NS - Nol SignificantOrslgnlficanccTvl.l I 215 705 I ----Oen\ceni 5 1 102 0 220 30 1 7 78'.Pcnod ot 5en ILC tn ---N c!hln 210 5950 0 28 33 /Pmnl PoscllonTo131 215 I 7051 0 I, Beh\ccn 1 4 1 226 5 ' 56 62 1 1 75Income Utrhtn /211/ 68250 32351Total 12151 70510 1NSNSNS0010010 01NS

Table 5.16RELATIONSHIP BETWEEN PERSONAL VARIABLES AND STRESSORSHI: There is no difference io perception olOVERALL STRESS FACTORS amongdillereat group ofrespondenb classified on personal variablesTat Used: ANOVA*Ho m~ccrcd at a = 0.05; **Ho rejected ar a = 0.01: NS - Nor Significant

observed wth regard to most of the factors among the respondentsof the three sectors at 0 01 and 0 05 level of slgnlficance Therewas a s~gn~ficant dlfference m factor 4 caused by most of thepersonal vanables followed by factor 1 Regarding Factors 2 and 5there was no significant dlfference caused by the personalvanables among the three sector (Table 12 to 16)From the foregoing analysis, ~t may be concluded thatpersonal vanable has an Impact on stress considerablv Also thedegree of Impact vanes across the sectorMost lnfluenclngpersonal variables are experience and des~gnatlon followng byeducation Income and age ~t lndlcates that older ernplo\ees at highlevel, wth more expenence feel more stress than the other groupIt 1s lnterestlng to note that emplo\ees of higher income grouphave more stress, where as the lower lncome group has not5.5 8TResS AND JOB SATISPACTIOH (56)In general, there exlsts a ncgauve slgnficant rclauonsh~pbetween employees' oplnron on stress and thew job sausfactlon(Table 17) However, the con-clat~on coefficient is low. This148

Table 5.11CORRELATION BETWEEN JOB SATISFACTION ANDSTRESS FACTORS FOR ALL SECTORS(N = 21tJOBSATISFACTIONVARIABLESSalar)STRESS FACTORSF, F f ' F3 / F1 F5 Over All1 I-0 0438 , 4 0402 0 2362 / 0 0210 0 0043 0 03461Good Relat~onsh~pw~th Other -0 1033 -0 1510 -00818 -02460 -00140 -0 1681Ernpls)mI1 IOpponunit~cs tor ~,IOW26 -02284! -009IO -0 1258 -0 1925 , -0.21 I!hmorlon1I i IFrcedorn ol' Work -0 1626 ' 0 21 1 ; -0.238 0.0047 -0.2408 : -0.3021I--- 1 j,I I 1 IWaturc ol'the Jub 0.0157 -0.1603 -0.1128 , 00683 -0.2001 , -0.1406I I !Personal VccdRoperl! Looked -0 0972 -0 1817 -0 0369 0 1.178 -0 2333 , 4 2537Alter 1 I IWoA1ngh.rrxlll -00913have SoC~nl StatusSATISFACTION i- 0i00232/ 007l61 -01138

indicates, that employees are more satisfied on their job when thestress is less. Likewise, they are dissatisfied when there is morestress. For the total respondents the correlation coefficients aremore in factor 2 and 5. Among the three sectors, sector 1 and 3are in line with the outcome of the total respondents. In these twosectors also Factor 2 and 5 occupies the frst two ranks as far asthe correlation coefficients are considered where as, with regard toSector 2, the correlation is higher in Factors 2 and 3. If wasproved, once again, that sector 2 IS distinctive from the other twosectors (Table 18,19 & 20).5.6 IMPACT OF STRESS ON JOB SATISFACTIONThe foregoing analysis examined the organizationalconsequence of stress, by studying the relationship between stressand job satisfact~on. The analysis was made for the respondents asa whole, as well as for the respondents of the three sectors.In this part, the analysis was extended further in order toexplore the impact of each stressor on job satisfaction. This wasattempted by using the muitlple regression analysis technique.I50

Tabk 5.18CORRELATION BETWEEN JOB SATISFACTION ANDSTRESS FACTORS FOR SECTOR I(N = 57)JOBSATISFACTIONVARIABLES1 F11Salar) ' -0 1416F242519STRESS FACTORSIGood Relat~onshipwllh Oha OW61 -01488 02665 43l3l -004111 -00926Employees1IWuAlnp Conditions 0 164 I 4 0530 I -0 0035 -0 1124 -0 0289 1 4 0341I II IIIOpponun~l~a lorI0 0621 1 -0 2073 -0 0399 : -0 I563 -0 3362 1 -0 333Pn>~nolton 1F303095F400506FS Ova AllI-00209 1 -00558Rccoynlt~on in theOrgmlnl~on- A01477; 00391 0I8IY: I -0?8171 -0l63l I 00lO-IFrcnlomofWoA 00171 -016651 00352' -00266 -03130 -01436IIPersonal NedRopcrl! Looked O 062 I , -0 1640 , 0 0491 1 -0 22%wlil 0.0975 0.2205 0.3798 0.3488have Social SUNSI 0.2355SATISFACTION I!II I II-0.2091I0.2090II10.1000-0 4013 I -0 34890.1586 1 0.3300II1-0.2693 -0.1063

Table 5.19CORRELATIOS BETWEEN JOB SATISFACTION ANDSTRESS FACTORS FOR SECTOR 2(N = 39)I 1JOB I STRESS FACTORS ISATISFACTIONVARIABLES 1 F I l n F3 F4 FI Over AllSalq -00468 0 0857 0 3379 -0 2696 04908 0 1833I'I 4.3720 ' -0.6292 4.5333 0.3003 0.0279 0.5547SATISFACTIONI I IIS?

Tabk 5.20CORRELATION BETWEEN JOB SATISFACTION ANDSTRESS FACTORS FOR SECTOR 3- (N = 120)JOBnRESS FACTORSSATISFACTIONVARIABLES ~1 EZ F3 F4 PS OW AllWary / 00128 01652 01465 -00907 -00725 01133Good Reiat~onshlpwlhhhcr / -02154 -00854 -02069 42351 -0llOP 41768Emplo)m ,IWoAmg Cond~r~ons -0 3071 -0 2689 -0 0873 -0 2899 -0 4534 -0 3253IIOppM"i'lO" -000101 -02230 -0 Ill6 -02873 -02080 -02339Prornot~onI1Rcxogn111on III ~hc-03260 -02911 -03464Orgmlwr~on -017901 -02517 -033911IIFdom 01 Won -01525 -02922 -02631 -01000 I -02926 -0 3144I I INamot h lob 4 27'57 : -02726 42\06 00491 -0 ?2A -0 2724IPmonal NedRopi)La.icd -00745 -02852 -0117 -02415 2 -02717IARcr

-The findings revealed that there is an impact of stressors on JSsignificantly (Table 21). Among the stressors, F2 and Fs influencethe overall JS of the respondents of all sector. The study alsorevealed that except the vanable 'Recognition', all other factors ofJS are mfluenced by stressors.When the analys~s was attempted on sectorwise morefactors (F2, F4 and F5) are influenced by personal variables incase of Sector 2. Regarding Sector 1, the factors ~nfluenced by thepersonal vanables are F1 and F3, whereas for Sector 3, thosefactors are F4 and FS It IS also observed that the factors 1 and 3are not ~nfluenced by the demographic vanables, except in Sec.1(Tables 22, 23 & 24)5.7 CONCLUSIONIn general, the level of stress is moderate in banlung sector.Among the stressors, stress 1s more on Factor 4 and 5. At theother extreme, stress IS almost nil on Factor 3. The existence ofstress in Sector 1 and 3 was in lime with the scores of the totalrespondents. In each sector, more stress is caused by Factor 4

Tmblc 5.22WI'LTIPLE REGRESSION RESULTS OF JOB SATISFACTION HTTtl STRES5 VARIABLESN - 57 and Df - S1. NS - Not SipilinnL

MllLTIPLE REGRESSION MSULTS OF JOB SATISFACTION WITH STRESS VARIABLESN - 39 ud Df - SJ. NS - Not S(pli(k.mL

It LTIPLE REGRESSION RESI'LTS OF JOB ShTlSFACTlON WITH STRESS \ MIABLES,.-

followed by F1 and F5 One can safely conclude that In banlungsector, more stress 1s due to the 'dec~sion malung strate~es'adopted by the superiorsAlthough there was a s~gn~ficant difference m the level ofstress among the three sectors on some of the stressors, there wasa consensus on some factors - F1 , F2 and F4 That IS, stress ISmore on F4 and is moderate on F1 and F2 Personal vanables hada sign~ficant influence on the perception of stress, expenencebang a major contributory factorIt 1s followed by the othervanables, such as, education, designation and Income In general,employees at h~gh positions \+~th more expenence and Income feelmore stress than the other groupA s~gn~ficant correlat~on, but negatlve was found betweenstress and job sat~sfactlon, wh~ch ~nd~cates that employees aremore sat~sfied when the stress is lessAmong the stressors, Mand F5 influence the level of job sabsfactlon Llkewse, except thevanable 'recogn~t~on', all other factors of Job Sahsfactlon aremfluenced by stressors

CHAPTER V1MANAGING STRESS- COPING STRATEGIES

Like Science stress is a good servant but a bad master. Wehave to keep stress under our control not the other way round.The forbidden apple mentioned in the bible was the source of allsons of evil for Adam & Eve. The falling apple in Newton's life wasthe source ofinspiration for the scientist to invent thegravitational theory. It was not the fault of the fruit but it was thefault of the mdividuals who make or mar the use of the fruit. Thesame argument can hold good for stress also. It is not the stressthat IS harmful but how one controls it, that makes the difference.It has been proved that persons can be divided into twotypes. - 7')pe 'A' & Type 'B' In terms of their personality. Type 'A'persons have achievement need, high motivation and time urgencysense- ail contribution to stress. Much of the stress experiencedby these persons is self imposed and they are very easily prone tostress.Type 'B' are easy going, sociable, laid-back and non-compeutive. A little introspection will pve an insight into one'spersonellty whether he is'A' or Type 73'.

Effect~ve stress management rests wth ~ndinduals All haveproblems but how one news these problems makes the differenceIn terms of organlzatlon, thls refers to the att~tude whlch makesone feel satisfied and successful In one's own professionPos~tlvethmlung is not a solutlon to problems but it IS probably the mostlrnportant mental framework when alternative solutions arecons~dered Thls posltlve attitude enables one to adm~t to thepresence of stress in ones own Lfe whlch calls for effective selfmanagement -one vleus and handle the stress, how we appraiseand adapt to an eventIndi\~duals are organuatrons cannot remaln In a continuousstate of tenslonE~en if a dellberate and consc:ous strategy IS notadopted to deal wth stress some strateg 1s adopted, for exampleto leave the conflicts and stress to take care of themselves This ISalso a straten although the individual or the organvatlon matnot be aware of thls This 1s called avoidance coplng strategyThe word coping has two connotations in stress lrteratureIt has been used to denote the way of dealing wth stress, or theeffort to 'master' conditions of h m , threat, or challenge when aroutme or automatic response 1s not readdy avadable1-52

Two different approaches to the study of coping have beenpursued by various investlgators.On the one hand, someresearchers (e.g. Byrne, 1964; Goldstein, 1973) have emphasizedgeneral coping traits, styles or dispositions, while on the other(e.g., cohen and Lazarus, 1973: Katz et al., 1970; Wolf and Goodell1968 ), some investlgators have preferred to study the activeongoing strategies in a particular stress situation.Coplng traits refer to a dlsposltion to respond In a specificway In sltuatlons that are stressful. Coplng traits are thus stablecharactenstics of persons who transcend all stressful situations.Coping style ~rnpl~es a broader, more encornpasslng dlsposltlon.Tra~t and style are fundamentally strnilar Ideas. Tralt and stylerefer to a charactenstic way of handllng sltuatlons, they are stabletendencies on the basis of whlch ~nferences are drawn about howan md~vldual u~ll cope In posltlon IS typically assessed bypersonality tests, not by actual observation of what the personsays or does m a particular stress situation.The emphasis on process distinguishes this approach fromothers whichtra~t - onented. Rychologists have identified twomajor ways in which people cope with stress.In the first163

approach, a person may declde to suffer or deny the expenencedstress, thls is the passive approachOr , a person may declde toface the realities of experienced stress and clanfy the problemthrough negotiations wth other members, thls is the actlveapproach ( Pareek, 1983b)Cop~ng can have an effect on three kinds of outcomes -psycholo~cal, social and physiologicalFrom a psycholo~calperspective, coping can have an effect on the person's morale (thatIS, the ua!one feels about oneself and one's Itfe), emotionalreactions, e g , level of depresston or anxiet), or the balancebetween posttlve trend and negatne feelings ( Bradburn. 1969).the inctdence of ps)chtatr~c dtsorders and even performanceFrom a soctal perspective, one can measure its Impact onfunctional effectiveness, suchas emplovabil~~. communitymvolvement, and sociab~llt! ( Renne, 19741, the effectiveness oftnterpersonal relat~onsh~ps, 01 the degree to which useful soclalroles are filled (and actlng out anti- social behawour, etc , areavolded)From a physiologcal perspective, outcome lncludesshort - term consequences, such as the development andprogression of a particular dlsease

Although there are many coplng strategies suggested byresearchers, most approaches d~stingu~sh between strategres thatare active m natlve and onented towards confront~ng the problem,and strategws that entatl an effort to reduce tenslon by avo~dmgdeahng wth the problemThe present study made an attempt tod~scover the major coplng styles adopted by bank employees tomanage theu occupational stressSeven coptng stratepesdeveloped by Deve and Guest (1989) are mcorporated m this studyto Identify the coping strategy used by the respondents They areRelaxation Technique (RT) ,Strateves for preparation (SOP),Util~sation of Home resources (UHR) ,Dlstract~on techniques (DT) ,Rat~onal task Onented Behavlour (RTOB),Pass~ve Attempts (PA) . andEmotional relief ( ER )This part of analysis throws light on the coping stylefollowed by all respondents as well as by the respondents of eachsector It also explores the vanahon m coplng styles among the

Table 6.1DESCRIPTIVE STAT ISTICS OF COPING STYLES FOR ALL SECTORSICOPISG 1 , R\MiSTYLESSD I "'IIRJ -216)Lnel 01Signineaacc4 l 1RTOB 1.8470 I1010 -26 55 0.01t R 2 1250 I 12iP0 j ooI1ISOP 1 2780 7 1 3070 ' .53 10 1 0.01IIDI I 6.;Wl I lj70 -10 $2 ' o.nl.-I . _- _ _.. .-I 1R 1. 18610 3 1 11120 .?8.7 / 001i1'IIR 1V1~11 2 / I2J70 ( .24t5 001iI1P:\ 14310 6 1 I>BIO! .??4? 1 0011Rank is computed on the basis ol'lhe Incan scoresiiII

employees of different sector. The personal variables that explainthe variation in coping styles are also identified and presented inthis chapter.6.1 -0 OF COPING STRATEGIWThe scores of the respondents indicate that, ER is thestrategy wh~ch most of the respondents preferred. It is followed bythe other stratepes, UHR and RT. On the other hand, PA and SOPare the least preferred coping strategies in the oplnlon of therespondents as a whole (Table 6 1).The analysls was further extended to ~dentlfy the coplngstyles preferred by respondents of each sector.The sectonvisescores also reveal a s~milar result regarding most preferred copingstrateges. Emplovees of Sector 1 ranked ER as the most preferredstrategy followed by UHR and PA. Regarding sector 2, the rankmgorder was ER, RT and RTOB. Respondents of sector 3 ranked ER,RTOB and UHR In the b t three places ( Tables 6.2, 6.3 and 6.4).D~ffercnces In ranlung were found regarding least preferred coping

Table 6.2DESCRIPTIVE STATISTICS OF COPING STYLES FOR SECTOR I(N = 57)IRank ts compu~d on he basts of hc mean scoresJ

Table 6.3DESCRIPTIVE STATISTICS OF COPING STYLES FOR SECTOR 2cOrl?rGSIYLPS ME** W* 1RTOB 16150 3 ' OW1-- - - --- -- - ISDI't' Vtluc-1593ER 2 2310 1 , 11350 / -2074I(N - 39)OrSlpAuma001001IWF lMMO 6 I 09730, -0°1ID r 1 SUX) 4 I 0970 .1402 / 0011R 1 18460 2 11130 , .I209I. -- - - - . ---IlJllR 1 5360 4 1 2320 .I2 48 1 001PA1 YI50' R d IS computed on hc bas~sol hc mcan scorn!II11 I00112900 / .1?34 1 001II

Tabk 6.4DESCRIPTIVE STATISTICS OF COPING STYLES FOR SECT'OR 3COPI\Csn LLSVIA,1IDIIRTOH 2x00 2 10660- - --t. R 2 4250 1 1 0260 .j8 17II(N -120)I IIK 2 3250 3 , 1 1960P \ 15250 6 12900 -:8 00 1 001R d IS compured on Ihc basts ol Ihe mean rorrr1i

strategies in the scores of total respondents as well as respondentsin each sector.This part an attempt was made to explore the variation inthe copmg styles among the respondents of the three sector. Totest thls hypothes~s, one way ANOVA method was used.Theanalys~s revealed that except the strategy 'PA', there existss~gn~ficant difference m the cop~ng style adopted by therespondents across the sector ( Table 6.5). hence. ~t is clear thatbank employees of dlflerent sector adopt differentcopingstratepes to mange stress.6.3 STRESSOR8 AllD COPMG STRATEGIESWhether stressors and coping strateges are independent orrnurually dependent?If they are dependent, which strategy isadopted. In case of stress is h~gh or low. To study the relationshipbetween these two, simple cornlation analysis was used. Ingeneral, the cornlation coefficients between the stress and coping171

ITable 6.5DIFFERENCE IN COPING STYLES A,MONG THE SECTORSHI: There u no dirlerence in coping styles amone the rcspondenu of the three sectorsCOPI\C sourm or sf\ LCS , I DF I Sun 0, rqu.,~ I +ares ' r valueI 1 II I IBETWEEN 1 21 78 59001 39 291 36 17"IRTOR WITHIN , 2131 231 UXX)/ 109TOTAL 215; 310M)OiBEWEEN 21 39 aCO 19 74 14 20"t R WITHIN , 2131 296 10001 1 39TOTAL , 215i 32.5~~0121 16 57001--. . - . - -,-- -BETWEEN\I )I' WITHIN 213 350 6000 1 65TOTAL 215 367 30008 28 5 03'BETWEEN 2 17 5403 6 77 7 18'I1 I WITHIN 213 2 ~ YXC )---- . - -. - - 1 22TOTAL 215 277 80001BETWEEN 2 41 9800 20 99 1997"R I WITHIN 213 223 9000, 1 05-- - -- -TOTAL 215' 265 80001BEMEN 2 46 17m1 23 08, 17 05"---- * -A --1 HR WITHIN 2131 288 1 35TOTAL 2158 334 MOO1BETWEEN 21 2 75001 1 38' 084P 4 WITHIN 2131 350 20001 164---- - , -TOTAL 2151 353 OOOOit-BETWEEN 2i 1416OMX)I 708001 2925"O\ kR ALL WITHIN 2131 515SM)a)l 24 201ITOTAL 1 2151 8571 OOOOII'*Ho rc~ccred at a - 0 01. NS - No1 Slgnlficanr4

are low for almoat all the seven coping strategies ( Table 6.6 ),which indicates that there exist no relationship between stressorsand coping strategies. When the analysis was made sectorwise, asim~lar result was observed, which shows that these two are~ndependent. In other words, employees preferred coping styles oftheu own, daregarding the level of stress ( Tables 6.7, 6.8 and6.9).6.4 IMPACT OF S'TRE880RS ON COPIHG STRATEGIESFrom the above, it is clear that there is no relationshipbetween stressors and coplng strategies, slnce the correlationcoefictents are ven lotv. in this part, the researcher attempted toexplore the Impact of stressors on coplng stratepes. Since, thesetwo are not correlated as found earlier. ~t was hypothes~sed thatthere IS no Impact of stressors on coping styles. Multipleregresston analys~s rechn~que \\as used to test this hypothesis.An hptheslsed, tt was observed that coping styles werenot influenced by the stressors for all the respondents (Tables6.101. The sectowse results urre also m consistent with the total

CORRELATION BETWEEN COPING STYLE VARIABLES ANDSTRESS VARIABLES FOR ALL SECTORS(N =?16)

Tabk 6.7CORRELATION BETWEEN COPING STYLE VARIABLES ANDSTRESS VARIABLES FOR SECTOR 1STRESSVARIABLESI 1COPING STYLE \ ,UUABLLS8 RTOB ER sor DT RT LHRPAO ~ A IF I OOB30 -OW! -000711 OW9 01237 -022041 O WiF? 0 1597 00847 -0GUX)l 00797 0 1817 005711 01%F1 01907 01923i 43171, 02924 01905j 01051/ 03677I 1I6 4 01169 01325 -024501 00559 01542 01180/ 02658II-0OOOJ012690197201140k 5 03278 029881 40341l 02464> 03033II0 23381 0 17651 0 16461 0 1853 0 2510

Table 6.8CORRELATION BETWEEN COPING STYLE VARIABLES AND!5TRESS VARIABLES FOR SECTOR 2

PACORRELATION BETWEEN COPING STYLE VARIABLES ANDSTRESS VARIABLES FOR SECTOR 3IICMlYC SIYLO VARIABLESslw..ss\ ARIABLES j IRTOB ER SOP DT ITIIFI I ' 4 12. 0 1971 004 1x7 401%IF! 0~23' 0 018Sl Om61 Om27F;I:HP /OrrUl0044 40731 am14I IiOOOMI, OlOli 017681 40650 00lOSi 42281 00285/ 00131Iarul Oms/ OmPlIII1t4 OW 01112 o 1974 oow awnFs 42142' 408191 005761 OW2 42300O\PRALL : OlOOBl 01BX)I 00117 40526I i I 1+1 I4izni ows~ omgrIII42023/ 001501 4 1478142751 00503 00074

MULTIPLE REGRESSION RESULrS OF COPING STYLE VARIABLES WITHSTRESS VARIABLES (INDEPENDENT) FOR ALL SECTORS

esult, which indicated that employees' coping styles remain samedisregarding the high or Low level of stress ( Tables 6.11, 6.12 &6.13). Hence, it could k dely concluded that stresson andcoping strategtes are independent.6.3 COPIlOO STRATEGIES AND PERSONAL VARUBUSResearches have shown that soclal and emotional supportavmlable to the person helps him to effectively cope wth stress.Persons malntmnlng close interpersonal relat~onsh~ps wth fnendsand fam~lies arr able to use more approach strategiesSocialsupport lncludes both matenal support and emotional supportHence. it IS emdent the background vanable of mdivldual is vital inselecting the coptng strateees To explore the unpact of personalvanable on the coping styles, respondents were grouped based onpersonal vanables and the stausucal tool of regrrsslon wasmstrumented to tdenafy the unpact of these personal vanables oncopmg styles. The analysis revealed that coplng styles were notmfluenced by personal vanables. except the strategy RTOB for therespondents of all the three sectom ( Table 6.14).

WULTIPLE REGRESSION RESULTS OF COPING STYLE VARlABLFS WITHSTRESS VARIABLES (INDEPENDENT) FOR SECTOR PN - 57 ad DT- 51. NS - Not !3gmltkamt.

MULTIPLE REGRESSION RESULTS OF COPING STYLE VARlABLES WITHSTRESS VARIABLES (INDEPENDEM') FOR SECTOR 2-

MULTIPLE REGRESSION RESULTS OF COPING STYLE VARIABLES WITHSTRESS VARIABLES (INDEPENDENT) FOR SECTOR 3PAOVER ALLI'N- I24lr.d M-It& NS-Not Sig~iflamLa' I 4(YU)I 00385 -1 161 NSooiini 0011s IOJ NS0 . 1FIF?FJj:'F4F! 0.WII! 4.m NSFt002331 0 1 1 ~ I 0.P( NS ,F?002YINSF3 146420 00507NSH01168NSF10.1?710.050.0344 0710.W7: OW' 0.59ooon 1.2000698; 1 -1.90

'SIMPLE REGRESSION RESULTS OF PERSONALVARIABLQWITH COPING STYLES OF SAMPLES IN ALL SECTORS*ColMLh aSt:I:-1.106IJt I 1151501751 1 Om)J0 ~ 7 1 1 01016nmg! 1 o mI@'* 190:ITOB2OMb : 21665 I 2lRO 1 1 1914dlV70 I OlOIt I 411Y 01W0.m 0~031 OMII 1 00517om21 ooml I OOISJ 1 oo~5461 . 1 1 I 341-14911 OlU400161 1 047720 ~ I 5 00771oolrt 1 OISIIla. j611..wrC~MI 1 I > I 1 I I I 111:! I4lWM1 I!! 0 I !R- 1 I , I I o m swr,SL&I 'I 1 . I : ur i o 11 .ou!U:W , UW)02llP I OLN31 1IlM? OmtYI JIID j I 1161O W / OUI!bOW1 1 OW12onrr II~III om2 1 O~KII~I ?Y I 55 j aN n SI-,Cm-1 1 II>.W lutu IRW !I*! ::a 12577 1 17121 1 amll&a i I~:-w - : I 41 IR:I j nsm) (I 1167 ; om11 j ~SE / alw~i t I , u : OYH: 1 oosn no ; owm ' nnruR i ;I,H~ 7 : : ~ B~I~I OI~.W ] om OD?:> i om11 i el*:. -Sndm~ I dl41 ~ I I :!I i .III ::I I OR ' 418--(.-BNaI.w . 1o\'tlL\U*IU'I luhlm ] I I ~ 11mm 1 I I I V ~ . 04- / 121110 i 11m7OWII 1 3 4 i orm .~I~TIO I n 1 ~ 3 ' olU7 1 .om17 I lrw04971 OV2U 1 lYlo 04?1 1 02SS ! 03m IO0)oc 1037thOOIW ' OUUI j o m ' 00% I OOO~D 1 OW 1 0am i 007UI:a , I JI I o:t 7 ( n u ' 2: I ow i r la*sl&m * 5% krl. -SI&IQ* a lo k*e(

The sector mse analyses are also In he with the totalresult (Tables 6.15, 6 16 and 6.17). Among the personal variables,the vanables ~nfluencurg the coping styles are length of d,educat~on and age6.6 DIlrFEREnCE IN THE IMPACT OF PERSONALVARIABLES ON COPING STYLESThe forgotng analysis made an attempt to ~dent~fy theinfluence of coping styles by the background vanablesTheanalys~s was extended funher In order to explore the d~ffercnce incoplng st\les among the d~fferent groups of respondents based ontheu background vanables Some personal vanables age.educat~on, expcnencc and Income arc the dlscnrnlnatlng vanablesof copurg strategm. That IS. respondents of hlgher educahon.more expmence and Income follow ddferent coplng strateges

SIMPLE RECR~IONRESULTS OF PERSONALVARIABLESWITH COPING STYLES OF SAMF'LU IN SECTOR IIC- 1 I I n l*sU [ OW24 / 121s 1 15267 / IJ14t* h 1 VOW UU11 i OlJIl QOJW / 01421 / oolov I 0m5l 1 O M 'SE 1 f l ' 1 4 1 I 011Xo ] OIPU I OlDi 1 00162 ] 02111R- 1 I . on111 j oou now nmro ' om21 I om21 1 our*1 ~JI 111 1 I)! O:I 1 074 ' 010 1 4 % / n?IW?('-1 '

SIMPLE REGRESSION RESULTS OF PERSONALVARIABLESWIM COPING STYLES OF SAMPLES IN SECTOR 2- I- . -.c M P l , I lmsl AII1C , I 37UI ?:Ul;i 0813: i 20?C ! 0%:: -.--.. -. . -b , $ 2 nin! : I-! I 4 olw3 ! o w 1 n:rl?_I ~a>?- o!veI nun , IIJIW i nwr OIW I ~PI? O33m 'R' C:O? , eh. ; rips srm 1 em, ~PJI I om15 1 onlt!I i PIS !PI nt!? i.167 orr, 1.1~6 i or)O\TRUL'c- I ~:wra ; lomv 1 rcu, !$wo 1 IIM.~ ~rlrzl, .::$Y i IWI' ruw . I Ill! ova:I : w R - . - w 1:" 17041 w a w n1 aojm I OW( s1s7 , ON)# ] n m oU51; .I 0s j 1941 1 : 1: .I* 1 41 Is .I Ib*-a 5% hrl. *.-fiElr I I* hrlIJIIS 1 IO~~IIII= njnli IUY ,00111 / om(:.I 10 ! 021 '

SIMPLE REGRESSION RESULTS OF PERSONALVARIABLESWITH COPING STYLES OF SAMPLES IN SECTOR 3

compare to the other group. S~mllarly old employees'drfferwthyounger one m managmg stress (Tables (6 18 to 6.24)The dcscnptlve staustlcs wth regard to coplng strateges~nd~cate homogeneit) among the respondents of different sectorsIt suggests that ER IS unanimously mewed as the most preferredstrate@Next to ER. PA and RTOB are the other stratcgespreferred b) most of the respondentsSign~ficant dllference wasobserved In the coplng strategies preferred by the respondentsacross thc sector, uh~ch tndicates that bank emplo\ecs of d~fferentsector adopt dlfferent coplng strategies to manage stressNo rrlat~onsh~p \\-as obsen,ed betwcen stresson and coplngstratepes. \chh md~cates that level of stress has no mfluencc onthe copmg strategres adopted b\ employees It was also supportedbv the results, when the anal\s~s was attempted for each sectorSt&to smsaors, most of the personal mablcs alsohave no ~nflumcc on the copmg strategies preferred by thela8

RELATIONSHIP BETWEEN COPING SrYLE AND ACE&: Tbere k no diffmna In copill rtyk preferred among different gromps ofmwdcsb cbssilkd on 'Age'T& Ud: ANOVABEMEN 31 11 6100 3 871 323 00232R 1 WllHlN 212' 254 2OW 1 MITOTAL 2151 2658000 ,;BEWEEN/ 31 I~OWOOI ~BS' 1 551 NSIOVER ALL I W ~ N i 2121 WO0000l 30 33tiTOTU 1 2151 651100001j'Ha rqaxcd at a - 0.05. **& rrycml at a - 0 01 and NS -No! Sigrufiaa

RELATIONSHIP BETWEEN COPING STYLE ASD _SEXTbere is no dlllerencc L coping styk preferred among diNcrent group ofrespondcots clasilkd om 'Sex'I IBETWEEN/ r DOOM o 001 0 00, NSRTOB WITHIN / 2141 3100000 1451 I00741WITHIN 335 6000 1 57'TOTAL / 215 3356000BETWEEN 1 96070 9 61 575 001U )I' WlTHlN 214 357 7KU 1 67 ITOTAL ' 215 X7 XXX) IBETWEEN 1 10960 1 10 0 85 NS1) 1 WITHIN , 214 2767000 1 29TOTAL / 215 277aaxlBETWEEN, t 02123 0 21 0 17 NSR 1 WITHIN 214 265 6000 1 24TOTAL 215 265 KIWBETWEEN 1 88440 8 84 5 81 0016--. * --I ttR WITHIN 214 3257000 152TOTAL 215 33 UXX)BEMEN, 1 08882 0 831 0 MI F1SP.\ WMlN 214 352 1000-1- I+TOTAL j 215 353 00001 651OVER A1.L WITHIN ] 2141 85180000 30461 ITOTAL 2151 8571 W00I*H.r)rctcd a a - 005. *OH,, +ed JII a '0 01 and NS - Not Stgmficvlt

RELATIONSHIP BETWEEN COPING !STYLE AND MARITAE STATUSHe: Tbm k so difference Im copiy slyk preferred among different p m p ofmposdemrs cbrrined om 'Maritd Status'Tat UKd: ANOVAI I I I I 1CO~I~C ~..-.r / DF I 1 L-01 1 MLULCV~IO~!a?'LPS , burwrFV,k1 Squm , Spun,SipifkaoeeI IB ~ E N I/ o w / o 64 o u NSRTORt R,WlfWN'TOTAL--BEMENWlTW1214 ~)93000/ 1452151 310~00/11 00038) 0001 I2141 33SB0001 1 57' 1TOTAL 1 215, 33560000 00BEMEN 11 02424 0 24' 0 14' NSU U' WlTW 2141 367 1000 1 72; iTOTAL , 215, 367 5000BETWEEN 11 0 3788 0 381 0 29 NSI1) 1 WlTWN 2141 2775000 130 ITOTAL 215 2778000IINSRT W W 214 26.58000, 1 241 IITOTAL 1 2151 2658000 1BErWEENi 11 2OS2- omi ! 001 NS--t- -UMI WITMU , 2141 33450001 1 561TOTAL2151 3345000, IBETWEEN1 11 7 67OO001 7 67PA WTHN I 214 w 30001 1611 I_-I--- - --OVER ALLTOTALeElWEDlW l M/TOTAL2151 553 00001121421%I4751 003238701 2371 0 d NSIBSgQ0000i 30881 I(1571 00001 I I

Table 6.21RELATIOSSHIP BETWEEN COPING STYLE ASD EDU_CATIONHI: Tbcre is no difference in coping style preferred among different group ofmpondenh cbaifkd oa 'Educalion'I / corlxII *.* M". I kclo,mw 1 F spa- I i Fbr /~*.ihreJRlOB WITHIN / 2121 282 10001 U!TOTAL 215, 3100000 IBEMEN - -- - 31 ?loA 352; 2501 NS--+--I R WITHIN 212 325 1000 153TOTAL 215 3356000BETWEEN 3 15120 0 543 0 29 NSU )I' WITHIN 212 365BMX) 1 '3TOTAL 215 367 3000 IBETWEEN 3, 70990 2 37 1 85 NSD I WITHIN 212 270 7MX)1 28-TOTAL 215 277 BOa)BETWEEN 3 21 8000 i 27 6 31 000R I WITHIN 212 2U WOO 1 15TOTAL 215 ZS5 BOa)- . . -BETWEEN 3 148200+I t(R WlTHlN 212 319 7000 151,TOTAL 215 334 XXX)r 01) 3 28--- - ----002BETWEEN 3 11 3300 3 Bl 2 34 0 07---TOTAL 215 353 0000 IP 4 WlfnlN 212 341 5000 1611BETWEEN, 31 393 60001 131 201 4 501 0 OCOVER ALL WITHIN 1 2?2! 61770000 29 141 I*I& rqcctcd n a - 0 05. "HaTOTAL / 2151 6571 (30001 Ircicctd a1 a = 0 01 md NS - Not S I~~KIII

RELATIONSHIP BETWEEN COPlSG STYLE AND DESIGNATIONHI: There Ir no dlfferenec in coping styk preferred among different group ofmpondenu classified on 'Dcuigoatioo'RTOBBETWEENWITHINI I I5j 11 SSUJ 2%; 185' NS2101 298 3000 142I--i--TOTAL 215' 3100000BETWEEN 51 2SOB01 050 032 USd-:ER WITHIN 7 210 333 1OOO 1 591TOTAL / 2151 3356000BETWEEN 51 21 0800 4 22' 256 0 03WP WITHIN / 210; 3463000 1 651TOTAL 1 215 3673000 I7BETWEEN 5 11 5530 1711 133 NSD T WITHIN I 210 2693000 1281TOTAL 21s 2 7 7 mBETWEEN 5 45560 0911 0 73 NSR 1 WITHIN 210 261 3000 1 241TOTAL 215 2651)oO IBEWEN 5 74633 1491 096, NS--.- -- - --m i ~ ~WIN I 210 3 2 7 ~ I %ITOTAL j 215, 3345000 1BETWEN1 5 12 1500I2 431 1 501 NSp.4 WWN j 2101 3roeoaot 1621TOTAL 2151 35300001EIWEEN 51 41 18001I8 241 0 281 NSOVER ALL W I ~ N 21a worn 31 osjTOT& 21% BS71#XX)i I*& rejected o~ a - 0 05. **I& rqered at a 0 01 and NS - Not S~gn~fiun~IVJ

RELATIONSHIP BETWEEN COPING SrYLE ANDLENGTH OF SERVICE IN PARENT POSITIONHa: Tbcre is no dilTcretm h coping slyk prcferrl rmomt diflerest group ofmpondcntr chuinrd on 'Length olSenicc in Parest PositionBETWEEN: 5 as2700 7 EI 5 57,RTOA WITHIN 210 273 7000i---- ----aTTOTAL / 215 3100000 1BETWEEN s w 2200 r MI 3 12k R WITHIN / 210 3124000 1 49 ITOTAL ' 215 3356000 1-..BETWEEN 5 109100 2 18- --v )P WITHIN-* 2; 356 4000 I 70TOTAL 215 367 MOO-. .-1 29' HSBETWEEN 5 6 7940 136 105 NS1) 1 WITHIN 270 271 00001 29- -. * -. ----- tTOTAL 215 277 BOOOBETWEEV 5 260000 5 20 4 551 OWR I WITHIN 210 2398000 1 14TOTAL 215 265 8000owBETWEEN 5 242100 4 MI 3 28' 0 01IWITHIN 210 31031XM 1 481TOTAL : 215 3345000--- - - --BETWEEN' 5 154500 3 09 1 92' NSP .\ E-&;-,; - 337 SOM) 181'TOTAL / 215 3530000BETWEEN1 5 1064000 141 X)l 5 061 000IOVER ALL WITHIN 1 210 58650000 27931I I 1'Ho wted JI: a - 005. "ti, rcjec~d JI a = 0.01 and NS - NOI Sign~ficanLTOTAL 1 215, 85710000~o 01

Table 6.24RELATIONSHIP BETWEEN COPISG STYLE AND INCOMEHI: 1 brre ia oo dillern- in coping styk preferred among diflcrcot groups ofmpondents chxilkd om 'Income'Tat Lud: ANOVACOrlNC Snrcs d DF 1 Swmd HeanmLES \ 1 ~ mR TOEERi,BETWEEN] 41 53 7000 1343WITHIN211: 256)o 121BEMEN' 4 165100WITHINTOTAL215; 3100000211 3191000 1 511215' 335 6000F \.lwI' Lcvd OfSipifkimce1105 000I4131 273 0 03BEWEN 4 13 5900 3 401 203 NSI--i --i-----d-SOP WlTHiN 211 353 7000 16811IIIIWlTHlN*&I-BETMEN 4 181203 4 531 3 68 0 01211 259 7000-- - - --- ---- .-TOTAL 215 277 BOOO1 231--. _BETWEEN 4 28 7803 7 20; 641 0001RT WITHIN 211 237 0000 1 121TOTAL 215, 265 8000 I 1BETWEEN 41 27 8000 6951 478 000UHR WlTHlN 21 1, 506 7000 1 *51TOTAL ' 215 3M 5000 1BETWEEN1 41 11 7900 2951 182 NSPA ;WITH(NT 3412000 1621OVER ALLrr~ectedTOTAL 215 367 WXX)'TOTM j 2151 ~WIO I 1BETWEEN/ 41 785 0000 196301 7 161 OM)WTWN 2111 5 7 m m 27421I1&Of&. 215/ 6571 0000!st a - 0 05. **Ha rcmectcd at a = 0 01 and NS - Not S~pficanrI95

espondents.Whereas sow of the variables such as age,education, experience and tncome discr~minate the coping strategypreferred by the respondents.Among them, experience andeducation are being major discriminating variables.Olderemployees, wth h~gher education and income adopt differentcoping strareg~es compare to younger ones with low education andincome profiles

Bradbum. N. The structure of well-being. Chicago : Aldine. 1969.Byrne, D. 'Repression- Sensitization as a dimension ofpersonality. In B.A. Maher (Ed.,), Progress in experimentalpersonal~ty research. Volume 1, New York : Academic Ress,1964.Cohen, E. and Lazarus, R.S. Active coping processes, copingdtsposit~ons and recovery from surgery psychosomaticMed~clne. 1973. 35. 375 - 389.Deve, P I and Guest. D.E. 'Methods of coplng with Stress at work: A conceptual analysis and Ernptrical Study of Measurement~ssues*, Journal of organlzat~onal Behaviour, 1989.Goidsten. M J Indlvldual d~fferenccs In response to stress.Amcr~can Journal of community Psycholog3. 1973. 2.1 13 -137Kau, J . We~ncr H Gallagher. T and Hellman, L Stress, distressand ego dcicnscs Archlies of General psych~atn, 1970, 23,131.142Pareek. U Revcnrlng and resolimg conflict. In L.D. Goodstainand J.W Ple~fier (Eds.). The 1983 annual for facilitators,tralners and consultants (164-169). San Dlego, californa :Unlvers~ty Assoc~ates. 1983b.Renne. K.s. measurement of Soc~al Health Ln General PopulationSurvey Social Scrcnce Research. 1974. 3. 25-44.Wo1i.S. and Goodlell. H Stress and disease Springfield , I1 :Thomas. 1968.

CHAPTER VIICONCLUSION

We get inspiration from Lord Vinayaka who teaches usstrew management. 'How could you remain unperturbedthroughout your writing of the entire slokas of Mahabaratha Yasked Ved Vyas to Lord Vmayaka. The God replied. 'Iam likethat thread in Deepam. Irrespective of the level of oil, it bumssteadily. The message is that happiness is compared to high levelof oil and low level of sorrow. The stability under the pressure isbe~ng preached by Him, whlch IS the essence of stressmanagement That IS what IS exactly preached by Lord Knshna inBhagavad Ceeta - 'S~thltha pragyan.' the person being unaffectedunder pressureFor that person, the pursuit of goal is moregrat~fj~ng than the goal itself. For him. success 1s not a destinationbur a journey throughout.Astudy conducted by 'Fortune' magazine reveals thedifference between successful and unsuccessful executives- thestabdity under pressure - the unique characteristic that makesthem reach the top. This stability under pressure refers tomanagement stress. which IS required in today's world.

Optimum Stress is absolutely necessary; since, withoutstress complacency develops. People normally work well underpressure - with set target dates and deadllnes. individual successand organlzaoonal achievement are posstblc through optimumstress. When the limit exceeds, it endangers a person. Imaginethe sltuatlons where there arc no futed working hours, nodeadllnes for the tasks to be completed, no annual budget for theorganlzatlons. There will be no charm in it. People will come asthey like and a sense of bzlness develops. At the same tlme, whenthe persons o\+erstretch themselves, they expenence all sorts ofsymptoms - be ~t hypcrtcns~on, headache. ac~dlty, etc due tostress.The former :s called ROSS (Rust Our Stress Syndrome) andthe latter 1s called BOSS (Burn Out Stress Syndrome). Both arebad and they cause cons~derable harm to the people expenencingIt.People at work apenence stress due to a variety of masons.The factors causmg stress In a person are called suessors. Thecommon smsors on employees may generate action fromindividual..pups. organizauonal and enwonmental sources.

When people can cope with that and view them as challenging theyundergo pooitrve stress or. when they can't cope theyexperience negatlve stress or distress. In terms of intensity , theycan be termed as hyper (over- stress) or hypo (under - stress)stresses. But they optimum level of stress can help us climb thesuccess ladder very well. Opumum stress ~nfuses challenge andcreates meantng and purpose to human life.The present study is a modest attempt to identify the stressfactors (stressors) and to examine the coping strategies amongbank employees of diflerent sectorsFrom the forgorng chapters,the researchers consolrdates the rmponant obsematrons recordedrn the stud In the form of major findings and draws defintteconclus~ona that world enabie one to make valid suggestions fortonmg the stress management stratepes in the banhng sector.7.1 W OR FINDUG81. In general, t.he overall score of the stress is moderate ina11 the three sectors as expressed by majonty of therespondents. Among the various sectors, the

espondents of the private banks showed a pattern ofstress different from the scores of all other respondents.2 In all sectors, a rnajonty of the respondents viewed morestress on managed drcls~on- makmg policles andfamlhttd factor At the other extreme, stress 1s low dueto supc~sory styles and attttudes.Respondents ofNatronaiised and SB group banks as well as cooperativebanks had srrnilar perceptton on the above stressors,\vhcrras respondent of Private banks felt more stress onrnanagrnal dec~sion rn.dcing pollcies job contents androle con!'.~ct3 Them is dtffcrrnce in perceptron about the stressorsamong :he pcrceptlon is also present tn some stressors.b u , more stress due to managenal decrs~on-maktngpoirc~es and low stress on the job contents and on roleconfllcr4. 'Expencnce' 1s a major conmbutory cause of differencem pcrcepclon of smss when respondents are classified

under different groups based on personal variables. Ithas the maximum discriminating power also. Employeeswith more experience expressed more stress comparedto employees with less service. It may be due to increasein responsibility with an increase in the length of k c e .Llke 'experience', personal variables 'designation' and'income' also influence the perception of stress. It is~nteresting to note that people getting more income feltmore stress than the other groups.5. A srgnrficanr, but negatlve relationship is observedbetween strcss and job sat~sfactron. whlch indicates thatsat~sfied cmplovees cxprcssed low stress compared to thedlssat~sficd employees. Also, except the factor'rccogn~tlon' all other factors of job satisfaction arc~nfluenccd by stmssors.6. With regard to coptng strategtes there exist homogeneityamong the respondents wthm the sector. Most of therespondents prefemd 'Pass~ve Attempts' and ' EmotionalRelief saattgres in managmg stress.Some of the

espondents mewed 'Rational Task Oriented &haviourlto cope with stress.7. A signrficant dliference exists in the coping strategiespreferred among the respondents of three sectors.ItimpLes that coping stratrp;les differ among employeesacross the sector.8 No rclat~onsh~p was obscnfed between stressors andcoplng strnteglesAlso, rr \vas found that the level ofstress has no ~nfluence on the coplng strategies. That is,employees are consistent wth the coplng stratc@es~rrespect~ve the level of stmss the percerve9 Llke strcsson, personal variables also have no influenceon the coping saatepes.However, variables 'age' and'education' dixnmlnared the coplng strategy adopted bythe respondents.In general older employees andemployees wth hlgher quallrtcatlons differ from the othermupa wth respect to the roping strategies foliowed.

Stress is not always bad. A certain amount of stress is apositlve and pleasurable thing.It leads to productivity in thehuman race. Hence, effecuve suess management does not alwaysmean rmnirnistng or e hatmg stress. It is to keep the stress atthe optimal level.In chis context, the following suggestions areoffered to improve the stress management in banlung sector.1 Though the overall stress IS moderate at present, it couldbe further shifted to optlmum level by gvlng specla1attention to thc stressors. managerial decis~on polic~esand job contents. Managerla1 pohcies in which the stressis high at present may be changed in relation to theexpeftatlons of the employees. Lkemsc, job contents -the low suessor at present - may be redesigned to makethe job more inreresung and challenpng.

2. In private banks, desired level of stress could be infusedby paying attention to role factors in addition tomanagerial and job factors.3. Necessary steps may be taken to influence the level ofstress, whlch exists among cedn group of employees.To specify, management should pay attention toemployees wth mom experience. Similarly managementshould attempt to sat~sfy people at the top level, whoexpcnence 'dtstress'.J S~nce strcssors were found to be stgn~ficantly andnegartvelv related to job satlsfactton, the overall jobsatlsfact~on could be tmproved by paying immediateattentton to the occupat~onal stressors experienced bythe bank empioyees. Particularly, specla1 attention, is tobr pa~d to !he stressors, such as, role conflict, familiarfactors and supemsoq behawor, slnce they cause jobsat~sfactton verv much.

5. Distress can be either due to the strmssors or byineffective coping strategies. The study reveals thatcoping strategies differ among employees across thesector. That may be the reason for more stress in privatesector banks. By rnalung them understand theappropnate coping stratewes, one can streamline theexistence of stress in banks.6. Trarning on coprng strategres may be arranged for certaingroups of employees who are older or who have higherqualifications, stnce they not only differ in the perceptronof stressors but also In the coping strategles. By makingthem recognize the appropnate coplng strategles, stresscould be proactrvely reduced7 Flexlbll~t In coprng strateges can be very useful in stressmanagementInstead of keeping the same strategydrsregardlng the quantum of stress. trying different stylesat different srtuat~ons appropriately may pve morerelaxation.Impmv~ng the ability both physically as wellas pclycholog~cally, besrdes choosing the right coping

strategy accord~ng to the demand may also result inpleasant and positive outcomes.7.3 CONCLUSIONTo conclude, stress 1s like electric power.bulb light up and provtde brlll~ant illumination.It can make aHowever. if thevoltage 1s h~gher than what the bulb can take, it can bum out thebulb. lnd~\iduals have to effcct~vcly occurs when stress is properlychanneliscd result~ng In the fcellng of challenge, hlgh sat~sfactionIn the job, creatnitv, cffcct~veness. better adjustment to work andIlk

APPENDIX IQUESTIONNAIRE

I Please tick (') the appropriate boxPART - A : PERSONAL DATAA.2.A 3Sex0 Male C) FemaleMartial Status0 Married C] UnrnarrledA 4Educational Qual~f~c~tlon0 Graduate @ Post-graduate0 Proft"islonal (\I B T\ .C .A ,I C \\ :\ )rn~i Others (spcu~fy)A j Des~gnahon0 Ch~ef Manager - Grade IV Senlor Manager - Grade 1110 Manager / Dy Manager - Grade [I Assstant Manager -Grade ISpectdl cadre .Ass~stnnts0 ClerksA bLength of servlce In the arent posihon0 Below 5 years 6 5 - 10 years 10- 15 years15 - 3 y e 20 - 3 years Above 25 yearsA.7 Total hgth of tku~k urvr. (spec+) 0 years

A.8 Income per month (salary)&low Rs.9000Rs.5000 - Rs.10000C] Rs.10000- Rs.15000 Rs.15000 - Rs.20000Above Rs.ZDOOOA.9 Sociocultural backgroundChristian Muslim Others3. Place of orig~nUrban Semi-urban Rural4.Tradihonal Family occupationSpec~fy : ...... .............. .........................................A.10 Personal~ty typesa Relaxed life style0 Pass~ve Non

A.14 Companionship0 Many friends and acquaintances Many acquaintances, k w friends0 OM friend, few acquaintances No friends, a few acquaintancesA "loner", no hiends and no acquaintancesA. 15 Consultations0 Regularly w~th family & friendsOn occasions, perhaps w~th a crws0 A few times a weekRarely0 NeverAlb Sleep0 8 hours per n~ght, no problems 0 7 to 8 hours including Jay time napsb to 7 hours lncludlng napsNo Over 9 hours includtng napsLess thdn b hours:\ 17 Relaxahon responseMhf~tation -0 Tw~ce LLIIIV 0 0 1 Once exvery other dayOcraslonal d~\rrslol~s. \.acarlons rare ONO dlvers~ons, or vacahons.A 19 ExcrclseRegular exerrlse and gam~Occ~mnaI exercise or gamesRegular exercise, no gamesNo Rare ererc~se or gamesNeverA.3 Drugs0 None at any hme a Occas~onal Couple of times a weekNo Drugs - several hmes a weekDrugs -daily

Indicate the extent to which you are satisfied with certain aspects ofyour job by selecting one of the responses provided alongside eachcondition. Circle the responw that is appropriate to you.ES - Extremely Satisfied S -5hsfied55 - Somewhat Satisfied NSD -Neither Satisfied nor DissatisfiedSD - Somewhat D~ssahsfied D - DissatisfiedED - ExtTemely DissatisfiedCondlhon / Factor1 Salary1 Respow1I'ES S SS NSD SD D I ED1 I I ! 1 , I '1 1 I1 Good relationship with other employees 1, I3 K'ork~ng c.on~lit~ons4 Opportunittes for promotton5 Recognihon in the organization1 IIIeFreedom of work7 Nature of the pb II I i8 Personal 4 pmprly looked after--9 Working here w~ll have social statusII

PART - BGiven below are Borne statements describing how you feel aboutyour job. There are no right or wrong responses to them. Please put atick mark (4) in the box against phrase which best describes how youfeel about the statement. The Phrases areNever Feel - N.F. Ckcas~onally Feel - 0 F Sometimes Feel - S.T.F.Frequently Feel - F.F. Always Feel - A.FPlease respond to all statements wthout leav~ng out any statement--LT4TEMEIT he\er Orcas- Some- Frque ' Always :Frei ~onnllb hmes ritly / FeelFeel Feel Feel IR 1I (yip\ ~nv \\ark morp hi.~n mvI- - kcsure hours - iR 2 i meet the target set tor n i ~ 1x1I tII... my off~cc w~th dtfl~culhI am nt great pmsure ui 1m g the target wt for me ui 1 Imy officeR J , 1 work unite, strcsslul hme11, schedule m catwlng out mv II f; uslgned task IIR5 jMy au~grml task u al~avs I 1I bed, IIR b I I am nujaved bv hme scheduleIIj m my o h l workIR 7 I cons~der thst hrnc tactor can beregarded as a source of mmtnl 1bmmonR 8 I have vanow other 1nkm5whrh (%ml lWlgaus PollM Ietc) mnrtn ncgkrtrd because I

iSTATEMENT Nwer Occas- Some- Freque AlwaysIFeel h l l v times ndv Feeldm one roof on1I do tnrnfnn with fk quahty IWUlt tO UumtamR 14 Mv ofhrul work-role does not Iallow me 6 have enough hme 1iwith my family 11R 15 1 have been with too much' 1I1!IroleR 16 Lly role Interferes w~th mytamlty life 1R I7 There IS a need to reducesame part ofI-- mv roleIR 18 I feel overburdened In my, I !role 1R 19 Many funcnons of &hat Ishould be a part of my roleIi 1have been assigned to someI1Iother role1IR 20 *era1 aspects of my role ISI 1vague.I- R 21 My mk has not been defmed I-Iclearlv and m deta~lR 22 I am not clear as to what I' 1 I1 hawtodommy role IIR 23 I 1 m not chr as to what are '/ the pnorrm m my ruleI !IIII

ISTATEMENT Nwer Orcar Some- Frque *IwaysFeel ionallv times , ntlv Feeleel' Feel F&IThe work I do in my bank isnot related to my interests.My role has been recently ,reduced in importance. i 1 Ido not get dormahon ! 1 1 Ineeded to carry out1mponsibtlihes assigned to 1me. I iI do not get enough resources j toy:eff&hve m 6" rotel%e expectahons of my 'sentors confltct w~th those ofm unlonI am not able to sattsfy theconfllchng demandsIvar~ous peer le\el people and~UIltOrSIdo not Lnon wl>~t the 1IIII.II-I am not clear on the vopeIand respnstb~lhres of rnv iroleI have to do thlngs In my )ohIthat are against m\ I I~udgementI do not ha\e enough Iknowledge - to handle the Irespons~hil~ttes ot rnv role I IThere IS not enoughIlnterarhons b?t'w~n my role !IIand other roleshave enough hme wth myfamllMy hm~ly and fnendsI

SATEMENTheavy demands of my job.R.37 My children's lack of interestin education in causing mestress at work.R.38 My family memben' healthcondition is causing me stress1 rt workR.39 1 Unadjushng nature of family 1NeverFeelOccasionallyFeel1 members a causing me stress.jR'Ul Constant demands from myfamily memben is causing/ me shess.R.ll I Due to heavv work at the / I/ off~ce I am not able to spare I1 I 1j hme for recreahonal I I iII acttvttlesR 42 Due to heavy work I am not ' , Iable to looh after mv famlly ' I!I 1matters effechvelyjIIR13 The neighbour's of my Ires~dence are not supporttve, I1I feel I dm unsupporteJ.1 I IR U If I have to choose behveen I III work and famtl!, I will glve1Igreater prloric to H orti over I /ISometimesFeelFrequentlyFeelAlwaysFeel/i.- I!RJb I have a good deal of ,II ddftculty m comlng to aIIi daa~onqulcklj I IR 47 ' I dtsltke facmg sttuahons, 1 I iI Iwhere I am requlrrd to make I1dec~de what course of achons 'I i 1iR 49 I Ln my work dec~s~ons are toII1

I STATEMENT 1 Never I Cccas- I Some- I Freque I Always I1 R.51f~.52Iits correctness afterwards.Taking an appropriatederision is stressful for me.I often consult mv boss forF ~ Ij workIIR.53 / I feel that mv boss should 1 I 1I I consult me &fore tak~ne a / "! 1; derlslon m our workIIR 54 /II th~nk better to consult mv II I I I / subordinate whlle taklng a;II ~mportant dec~ston1 concem~ng them I Ipersonal lnternt ~n the 1 I_-_---_people he controlsIRt-jh 1 feel that rnv boss IS unaware I 1 IIabout the *a\ his people 'I.-- Ithlnl and feel about htrn I+R 5; I feel that m\ boss dws notsupport us while tall~ng to 1outs~rienIIR 58 I led to go to rnv boss for /Ihelp regarding rn\ personal 1I- problems 1R 59 I am sure that rnl boss sho~ s , I Iinterest In solving mvpersonal and tamllv ,I, problems I ,R 60 I should constder m\ boss as ', a good fnend for all matters 1t-IIYFeeltimesFeel"tiy j ~eeiFeelR 55 1 I feel that my boss takes no 1 I 1 1I1

PART - CEvery human being has an enormous problem solving potentialbuilt into hm or her. If like most people you occasionally get particularlyfed up with your job and feel tense and frustrated. How do you cope upwith? Please put a tick (0 in the box against each statements which bestdescribes how youf feel about the statements. The responses areN -Never S - Som&mes A - AlwaysSIN0 / STATEMENTS ResponsesNever SomehmesIQuestion I Your job becomes a source ofN S/1 conflict and tension leading to stressHow will you react'IS 1 I I wlll ignore the problem IS? 1 I will set priorities and do other pbs I- S 3I I will take restS 4 I will become emohonal and loose Itemper 1 IS 5I ~'111tension by other meansI5 6 I \v tll cfelav solvtng the problemS 7 I will simply give up the problem j5 8 I H\II gather more informahon aboutIthe problemItry to let-off the feeling of I 1 1S 9 1 N 111 try to cool down and maintain 1IIcomposure IS 10 I rc 111 leave the office early and go 1 1home 1S 11 I will take a dav-otf IIS 12 I I- Do mditahonIS 13 Express ~rntabillty to selfS 14 I Talk thurgs over with famil\, and IS 15S 16ij spouse 1i Try to solve the problem after1 consultmg fnends.I will develop hobbles or do yogaIAlwaysA1IS.17 ] I will be gomg on thlnk~ng over ~t.J

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