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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 <strong>stress</strong> 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 <strong>stress</strong> 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.
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DEPARTMENT OF COMMERCEF'ONDlCHLRRy
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A. VISWANATHANResearch ScholarDepar
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ACKNOWLEDGEMENT
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executives, who extended their unre
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TableNo.PageNo.Sampling PlanDescrip
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TableNo.ParticularsMultiple regress
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TableNo.ParticularsRelationship bet
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1.0 BACKGROUNDStress Management is
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power or means to improve the profi
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short pencil is more reliable than
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effective follow up activity to a f
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As for as banks are concerned such
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To identify and to examine the vari
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There acenu to be a growing interes
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d. Decision makmg process and stres
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Chapter IrtwThis chapter attempts t
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RESEARCH DESIGN
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decisions, while the focal person h
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operate banks under the classificat
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2.2 SOURCES OF DATAData on the vane
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Factor IVPersonality related variab
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members, marriage, separation, divo
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LIKERTS 5 points (FIVE) male has be
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Calculation of percentages helped t
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ORGANISATIONAL STRESS- A Conceptual
Page 51 and 52: manifesmtiona of losa of appetite,
Page 53 and 54: popularly used in the acventeenth c
Page 55 and 56: of experienced anxiety of tension h
Page 57 and 58: Using network technology. Electroni
Page 59 and 60: condition in which an individual ma
Page 61 and 62: 'Stress involves an interaction of
Page 63 and 64: This may occur "under conditions va
Page 65 and 66: It is more extreme than an ordinari
Page 67 and 68: the actions which we can legit~mate
Page 69 and 70: Factors internal to the organisatio
Page 71 and 72: Sometimes the nature of the job, su
Page 73 and 74: It should be noted that 'extroverts
Page 75 and 76: Lack of Leadenhp SupportInappropria
Page 77 and 78: have inconsistent expectations of a
Page 79 and 80: Inodcguacy of Role AuthonQWhen an i
Page 81 and 82: leads to role stagnation causing jo
Page 83 and 84: channeled. resulting in a feeling o
Page 85 and 86: DC.trrssN or negaHw stress is assoc
Page 87 and 88: performance of unconventional tasks
Page 89 and 90: Snvasrava, 1994). Effect on quantlt
Page 91 and 92: The second set of lndlvldual stratq
Page 93 and 94: 111 or pre-occupied with personal p
Page 95 and 96: Some organ~zat1ons have also sponso
Page 97 and 98: Burnout can be defined as the end r
Page 99 and 100: Aswathappa. K, "Organisational Beha
Page 101: Stress in Heath and Diseases, Banar
Page 105 and 106: Sandman Psychophysiological paramet
Page 107 and 108: CHAPTER IVORGANISATIONAL STRESSAND
Page 109 and 110: environmental stimulus and the reac
Page 111 and 112: emphasis on exerttng theu best effo
Page 113 and 114: the purpose of the study, the ORS s
Page 115 and 116: tndrcat~ng that respondents do not
Page 117 and 118: (1983) also found that age aplyed a
Page 119 and 120: 4.1.3 Stress and Organhational Vari
Page 121 and 122: Moms (1980) conducted a study on 3
Page 123 and 124: management employees in the company
Page 125 and 126: their own jobr had no significant r
Page 127 and 128: who maintained a constantly high pr
Page 129 and 130: performance and inadequate utilisat
Page 131 and 132: Miles (1974) reported that experien
Page 133 and 134: undesirable consequences for the in
Page 135 and 136: The rtudy by Shailendra S~ngh and A
Page 137 and 138: 0bjNXlve instrument to document rel
Page 139 and 140: Another 8tudy war conducted by Shan
Page 141 and 142: espect of inta-role distance, role
Page 143 and 144: Uatng the ORS Scale (Reek, 1983c,)
Page 145 and 146: stress among bank managers in both
Page 147 and 148: Abdel-Halim,.A.A. (198 1) 'Employee
Page 149 and 150: Grapam. Prances Craf. Job stress in
Page 151 and 152: Lodahi. T.M. & liejner, M, (19651.
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Pareek, U., organizational role str
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Srivastara, P.K, and Sinha, M.M 'Pe
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A major lactor that influences the
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.Table 5.1DESCRIPTIVE STATISTICS OF
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Tsbk 5.2DESCRIPTIVE STATISTICS OF S
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T.bk 5.4DESCRIPTIVE STATISTICS OF S
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Tabk 5.5DIFCERENCE IN STRESSORS AMO
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Tabk 5.6SECTORWISE DISTRIBUTION OF
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Fa is influence by Education and le
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Table 5.9SIMPLE REGRESSION RESULTS
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Sector 2 (N = 39)FrFsFs-mcorne-Sex
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Here also, the result of sector 2 i
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A --Tabk 5.13RELATIONSHIP BETWEEN P
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'ITable 5.15RELATIONSHIP BETWEEN PE
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observed wth regard to most of the
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indicates, that employees are more
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Table 5.19CORRELATIOS BETWEEN JOB S
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-The findings revealed that there i
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MllLTIPLE REGRESSION MSULTS OF JOB
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followed by F1 and F5 One can safel
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Like Science stress is a good serva
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Two different approaches to the stu
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Although there are many coplng stra
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employees of different sector. The
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Table 6.3DESCRIPTIVE STATISTICS OF
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strategies in the scores of total r
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are low for almoat all the seven co
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Tabk 6.7CORRELATION BETWEEN COPING
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PACORRELATION BETWEEN COPING STYLE
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esult, which indicated that employe
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MULTIPLE REGRESSION RESULTS OF COPI
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'SIMPLE REGRESSION RESULTS OF PERSO
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SIMPLE RECR~IONRESULTS OF PERSONALV
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SIMPLE REGRESSION RESULTS OF PERSON
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RELATIONSHIP BETWEEN COPING SrYLE A
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RELATIONSHIP BETWEEN COPING !STYLE
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RELATIONSHIP BETWEEN COPlSG STYLE A
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Table 6.24RELATIONSHIP BETWEEN COPI
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Bradbum. N. The structure of well-b
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We get inspiration from Lord Vinaya
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When people can cope with that and
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under different groups based on per
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Stress is not always bad. A certain
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5. Distress can be either due to th
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APPENDIX IQUESTIONNAIRE
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A.8 Income per month (salary)&low R
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Indicate the extent to which you ar
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iSTATEMENT Nwer Occas- Some- Freque
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SATEMENTheavy demands of my job.R.3
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PART - CEvery human being has an en
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Abdel-Halkn,.A.A. (1981) 'Employees
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Bemardin "The Managerial grid as a
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Daved C. Ganster and others, Human
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Graham Job stress in Mississippi co
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Jennifer Smith 'Organisational Stre
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Lazarua R.S. "Psychological Stress
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Misra, M. Awrtivenesrr and role str
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Pareek.U Managing Stress and Coping
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Schuller R.S "Definition and concep
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Srivastara. P.K. and Sinha, M.M 'Pe
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