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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,
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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
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manifesmtiona of losa of appetite,
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popularly used in the acventeenth c
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of experienced anxiety of tension h
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Using network technology. Electroni
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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 and 102: Stress in Heath and Diseases, Banar
Page 103 and 104: Paine, W.S. [Ed.] Job Stress and Bu
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: emphasis on exerttng theu best effo
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.
Page 153 and 154: Pareek, U., organizational role str
Page 155 and 156: Srivastara, P.K, and Sinha, M.M 'Pe
Page 157 and 158: A major lactor that influences the
Page 159 and 160: .Table 5.1DESCRIPTIVE STATISTICS OF
Page 161 and 162: Tsbk 5.2DESCRIPTIVE STATISTICS OF S
Page 163 and 164:
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
Page 260 and 261:
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
Page 268 and 269:
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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