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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
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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
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the purpose of the study, the ORS s
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tndrcat~ng that respondents do not
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(1983) also found that age aplyed a
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4.1.3 Stress and Organhational Vari
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Moms (1980) conducted a study on 3
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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
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: Here also, the result of sector 2 i
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
Page 214 and 215: MULTIPLE REGRESSION RESULTS OF COPI
Page 216 and 217: 'SIMPLE REGRESSION RESULTS OF PERSO
Page 218 and 219: SIMPLE RECR~IONRESULTS OF PERSONALV
Page 220 and 221: SIMPLE REGRESSION RESULTS OF PERSON
Page 222 and 223: RELATIONSHIP BETWEEN COPING SrYLE A
Page 224 and 225: 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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