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Two different approaches to the study of coping have beenpursued by various investlgators.On the one hand, someresearchers (e.g. Byrne, 1964; Goldstein, 1973) have emphasizedgeneral coping traits, styles or dispositions, while on the other(e.g., cohen and Lazarus, 1973: Katz et al., 1970; Wolf and Goodell1968 ), some investlgators have preferred to study the activeongoing strategies in a particular stress situation.Coplng traits refer to a dlsposltion to respond In a specificway In sltuatlons that are stressful. Coplng traits are thus stablecharactenstics of persons who transcend all stressful situations.Coping style ~rnpl~es a broader, more encornpasslng dlsposltlon.Tra~t and style are fundamentally strnilar Ideas. Tralt and stylerefer to a charactenstic way of handllng sltuatlons, they are stabletendencies on the basis of whlch ~nferences are drawn about howan md~vldual u~ll cope In posltlon IS typically assessed bypersonality tests, not by actual observation of what the personsays or does m a particular stress situation.The emphasis on process distinguishes this approach fromothers whichtra~t - onented. Rychologists have identified twomajor ways in which people cope with stress.In the first163
approach, a person may declde to suffer or deny the expenencedstress, thls is the passive approachOr , a person may declde toface the realities of experienced stress and clanfy the problemthrough negotiations wth other members, thls is the actlveapproach ( Pareek, 1983b)Cop~ng can have an effect on three kinds of outcomes -psycholo~cal, social and physiologicalFrom a psycholo~calperspective, coping can have an effect on the person's morale (thatIS, the ua!one feels about oneself and one's Itfe), emotionalreactions, e g , level of depresston or anxiet), or the balancebetween posttlve trend and negatne feelings ( Bradburn. 1969).the inctdence of ps)chtatr~c dtsorders and even performanceFrom a soctal perspective, one can measure its Impact onfunctional effectiveness, suchas emplovabil~~. communitymvolvement, and sociab~llt! ( Renne, 19741, the effectiveness oftnterpersonal relat~onsh~ps, 01 the degree to which useful soclalroles are filled (and actlng out anti- social behawour, etc , areavolded)From a physiologcal perspective, outcome lncludesshort - term consequences, such as the development andprogression of a particular dlsease
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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
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their own jobr had no significant r
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who maintained a constantly high pr
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performance and inadequate utilisat
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Miles (1974) reported that experien
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undesirable consequences for the in
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The rtudy by Shailendra S~ngh and A
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0bjNXlve instrument to document rel
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Another 8tudy war conducted by Shan
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espect of inta-role distance, role
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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
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 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
Page 226 and 227: RELATIONSHIP BETWEEN COPlSG STYLE A
Page 228 and 229: Table 6.24RELATIONSHIP BETWEEN COPI
Page 230 and 231: Bradbum. N. The structure of well-b
Page 232 and 233: We get inspiration from Lord Vinaya
Page 234 and 235: When people can cope with that and
Page 236 and 237: under different groups based on per
Page 238 and 239: Stress is not always bad. A certain
Page 240 and 241: 5. Distress can be either due to th
Page 242 and 243: APPENDIX IQUESTIONNAIRE
Page 244 and 245: 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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