organisational stress - Pondicherry University DSpace Portal

More documents

Recommendations

Info

We get inspiration from Lord Vinayaka who teaches usstrew management. 'How could you remain unperturbedthroughout your writing of the entire slokas of Mahabaratha Yasked Ved Vyas to Lord Vmayaka. The God replied. 'Iam likethat thread in Deepam. Irrespective of the level of oil, it bumssteadily. The message is that happiness is compared to high levelof oil and low level of sorrow. The stability under the pressure isbe~ng preached by Him, whlch IS the essence of stressmanagement That IS what IS exactly preached by Lord Knshna inBhagavad Ceeta - 'S~thltha pragyan.' the person being unaffectedunder pressureFor that person, the pursuit of goal is moregrat~fj~ng than the goal itself. For him. success 1s not a destinationbur a journey throughout.Astudy conducted by 'Fortune' magazine reveals thedifference between successful and unsuccessful executives- thestabdity under pressure - the unique characteristic that makesthem reach the top. This stability under pressure refers tomanagement stress. which IS required in today's world.
Optimum Stress is absolutely necessary; since, withoutstress complacency develops. People normally work well underpressure - with set target dates and deadllnes. individual successand organlzaoonal achievement are posstblc through optimumstress. When the limit exceeds, it endangers a person. Imaginethe sltuatlons where there arc no futed working hours, nodeadllnes for the tasks to be completed, no annual budget for theorganlzatlons. There will be no charm in it. People will come asthey like and a sense of bzlness develops. At the same tlme, whenthe persons o\+erstretch themselves, they expenence all sorts ofsymptoms - be ~t hypcrtcns~on, headache. ac~dlty, etc due tostress.The former :s called ROSS (Rust Our Stress Syndrome) andthe latter 1s called BOSS (Burn Out Stress Syndrome). Both arebad and they cause cons~derable harm to the people expenencingIt.People at work apenence stress due to a variety of masons.The factors causmg stress In a person are called suessors. Thecommon smsors on employees may generate action fromindividual..pups. organizauonal and enwonmental sources.
Page 1 and 2:
DEPARTMENT OF COMMERCEF'ONDlCHLRRy
Page 3 and 4:
A. VISWANATHANResearch ScholarDepar
Page 5 and 6:
ACKNOWLEDGEMENT
Page 7 and 8:
executives, who extended their unre
Page 9 and 10:
TableNo.PageNo.Sampling PlanDescrip
Page 11 and 12:
TableNo.ParticularsMultiple regress
Page 13 and 14:
TableNo.ParticularsRelationship bet
Page 15 and 16:
1.0 BACKGROUNDStress Management is
Page 17 and 18:
power or means to improve the profi
Page 19 and 20:
short pencil is more reliable than
Page 21 and 22:
effective follow up activity to a f
Page 23 and 24:
As for as banks are concerned such
Page 25 and 26:
To identify and to examine the vari
Page 27 and 28:
There acenu to be a growing interes
Page 29 and 30:
d. Decision makmg process and stres
Page 31 and 32:
Chapter IrtwThis chapter attempts t
Page 33 and 34:
RESEARCH DESIGN
Page 35 and 36:
decisions, while the focal person h
Page 37 and 38:
operate banks under the classificat
Page 39 and 40:
2.2 SOURCES OF DATAData on the vane
Page 41 and 42:
Factor IVPersonality related variab
Page 43 and 44:
members, marriage, separation, divo
Page 45 and 46:
LIKERTS 5 points (FIVE) male has be
Page 47 and 48:
Calculation of percentages helped t
Page 49 and 50:
ORGANISATIONAL STRESS- A Conceptual
Page 51 and 52:
manifesmtiona of losa of appetite,
Page 53 and 54:
popularly used in the acventeenth c
Page 55 and 56:
of experienced anxiety of tension h
Page 57 and 58:
Using network technology. Electroni
Page 59 and 60:
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 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 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 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
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 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
Page 246 and 247: Indicate the extent to which you ar
Page 248 and 249: iSTATEMENT Nwer Occas- Some- Freque
Page 250 and 251: SATEMENTheavy demands of my job.R.3
Page 252 and 253: PART - CEvery human being has an en
Page 254 and 255: Abdel-Halkn,.A.A. (1981) 'Employees
Page 256 and 257: Bemardin "The Managerial grid as a
Page 258 and 259: Daved C. Ganster and others, Human
Page 260 and 261: Graham Job stress in Mississippi co
Page 262 and 263: Jennifer Smith 'Organisational Stre
Page 264 and 265: Lazarua R.S. "Psychological Stress
Page 266 and 267: Misra, M. Awrtivenesrr and role str
Page 268 and 269: Pareek.U Managing Stress and Coping
Page 270 and 271: Schuller R.S "Definition and concep
Page 272 and 273: Srivastara. P.K. and Sinha, M.M 'Pe
show all

organisational stress - Pondicherry University DSpace Portal

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?