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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
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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
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Snvasrava, 1994). Effect on quantlt
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The second set of lndlvldual stratq
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111 or pre-occupied with personal p
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Some organ~zat1ons have also sponso
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Burnout can be defined as the end r
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Aswathappa. K, "Organisational Beha
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Stress in Heath and Diseases, Banar
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Paine, W.S. [Ed.] Job Stress and Bu
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Sandman Psychophysiological paramet
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CHAPTER IVORGANISATIONAL STRESSAND
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environmental stimulus and the reac
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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.
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: T.bk 5.4DESCRIPTIVE STATISTICS OF S
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
Page 190 and 191: MllLTIPLE REGRESSION MSULTS OF JOB
Page 192 and 193: followed by F1 and F5 One can safel
Page 194 and 195: Like Science stress is a good serva
Page 196 and 197: Two different approaches to the stu
Page 198 and 199: Although there are many coplng stra
Page 200 and 201: employees of different sector. The
Page 202 and 203: Table 6.3DESCRIPTIVE STATISTICS OF
Page 204 and 205: strategies in the scores of total r
Page 206 and 207: are low for almoat all the seven co
Page 208 and 209: Tabk 6.7CORRELATION BETWEEN COPING
Page 210 and 211: PACORRELATION BETWEEN COPING STYLE
Page 212 and 213: 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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