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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
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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
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'Stress involves an interaction of
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This may occur "under conditions va
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It is more extreme than an ordinari
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the actions which we can legit~mate
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Factors internal to the organisatio
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Sometimes the nature of the job, su
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It should be noted that 'extroverts
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Lack of Leadenhp SupportInappropria
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have inconsistent expectations of a
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Inodcguacy of Role AuthonQWhen an i
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leads to role stagnation causing jo
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channeled. resulting in a feeling o
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DC.trrssN or negaHw stress is assoc
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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 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: Another 8tudy war conducted by Shan
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
Page 165 and 166: Tabk 5.5DIFCERENCE IN STRESSORS AMO
Page 167 and 168: Tabk 5.6SECTORWISE DISTRIBUTION OF
Page 169 and 170: Fa is influence by Education and le
Page 171 and 172: Table 5.9SIMPLE REGRESSION RESULTS
Page 173 and 174: Sector 2 (N = 39)FrFsFs-mcorne-Sex
Page 175 and 176: Here also, the result of sector 2 i
Page 177 and 178: A --Tabk 5.13RELATIONSHIP BETWEEN P
Page 179 and 180: 'ITable 5.15RELATIONSHIP BETWEEN PE
Page 181 and 182: observed wth regard to most of the
Page 183 and 184: indicates, that employees are more
Page 185 and 186: Table 5.19CORRELATIOS BETWEEN JOB S
Page 188 and 189: -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
Page 262 and 263:
Jennifer Smith 'Organisational Stre
Page 264 and 265:
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
Page 272 and 273:
Srivastara. P.K. and Sinha, M.M 'Pe
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