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defines or atart of the procesn of stress, which in the final outcomeor the ponsible response to prersures. According to him pressurebecornen strc~, and the process by whlch pressure becomes#tress is called strean process.According to DEWE (1991) the concept stress, whichdomurates current research, IS an extension of the appraisalhypothesis. that stress represents a relationship between astressor and an individual's reaction.The study conducted by JAMES E DRISKEL ANDEDUARDO SALAS (1991) ~nvest~gated the effects of stress onstatus and dcc~s~on-mak~ng In groups The hypothes~stated thatstress results KI centrd~zat~on of authority such that decis~onmak~ng In concentrated at h~gher levels m the group hierarchyRANDALL ANDELIZEBETH ( 1994) define occupationalstress as the interaction ofthe work condiuons with thecharactensts of the worker, such that the demands of work exceedthe ability of the worker to cope wth them:
Using network technology. Electronic PerformanceMonitonng (EPM) systems provide managers with access to thememployees computer terminals and telephone, allowing managersto determine at any moment throughout the day, the pace atwhich employees are workmg, time taken and so on. Thus thestudy by John R. Aiello, Kanhryn. J.Kolla (1995). which examinedhow productivity and stress are affected by EPM, showed that EPMis linked with increased stress and therefore decreasedproduct~wtyThe study of Anlta and Carolyn (1995) tested the effects ofvarlous demograph~c and soclo-econorn~c varlablrs on perceivedsrrcss among bank ernplo>ees in both work and non-workcnvlronmcnt and establ~shed slgnlficant correlat~on betweenperceived stress In the work and non-work enmronment among thesame bank employees.Research Psvchologst Sandi Mann of Unlvers~? of Sal ford(1998) stated that employees who arc under In creaming pressureto appear enthusiastic, interested. cheerful, and friendly at alltimer in thew work place arc highly places.
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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: of experienced anxiety of tension h
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
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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,)
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stress among bank managers in both
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Abdel-Halim,.A.A. (198 1) 'Employee
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Grapam. Prances Craf. Job stress in
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Lodahi. T.M. & liejner, M, (19651.
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Pareek, U., organizational role str
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Srivastara, P.K, and Sinha, M.M 'Pe
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A major lactor that influences the
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.Table 5.1DESCRIPTIVE STATISTICS OF
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Tsbk 5.2DESCRIPTIVE STATISTICS OF S
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T.bk 5.4DESCRIPTIVE STATISTICS OF S
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Tabk 5.5DIFCERENCE IN STRESSORS AMO
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Tabk 5.6SECTORWISE DISTRIBUTION OF
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Fa is influence by Education and le
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Table 5.9SIMPLE REGRESSION RESULTS
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Sector 2 (N = 39)FrFsFs-mcorne-Sex
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Here also, the result of sector 2 i
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A --Tabk 5.13RELATIONSHIP BETWEEN P
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'ITable 5.15RELATIONSHIP BETWEEN PE
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observed wth regard to most of the
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indicates, that employees are more
Page 185 and 186:
Table 5.19CORRELATIOS BETWEEN JOB S
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-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
Page 196 and 197:
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
Page 220 and 221:
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
Page 254 and 255:
Abdel-Halkn,.A.A. (1981) 'Employees
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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
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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
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