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Role overloadSales and House (1971) state that RO is a situation in whichemployees feel they are being asked to do more than time or abilitypermits.Thus, it occurs when an individual is not able tocomplete the work assigned to him. When an individual has toperform too manv actlwtres, he is subject to quantitative overloadand when he has to perform tasks that are too difficult for him, he1s subject to qualitative overload (French and Caplan, 1973).Worhng under extreme tlme pressure is espec~ally <strong>stress</strong>ful andthe employee's adjustment to work also gets d~storted resulting innegatlve attltude towards the job.Role ConflictWhen the behaviour expected of an individual by others inthe organiaation is inconsistent, he wtll be in a state of roleconflict. There are generally two type of RC, namely inter-senderRC and intra-sender RC is where two diRirent groups of people61
have inconsistent expectations of an individual. Intra-sender RCis when a member of one group has Inconsistent expectation mayuiac due to inter-personal relationships,power, authority,organizational and departmental goals, allocation of resources,poorly defined responsibilities and clash of values and interests,ultimately causing <strong>stress</strong>.Kahn. Sarbln and Mlles (1976) opined that RC IS most likelyamong employees who work In the mlddle level of the hierarchylike superv~sors or publlc relations officers, since they have tosatlsfv two sets of people wth opposing demandsRole ArnblgutryThls role characteristic has been defined by Beehr (1974) asa job sltuatlon in wh~ch there are inadequate or misleading piecesof information about how an lndivldual is supposed to do the job.So an employee who is not clear with regard to the duties andmponslbilities gets confused regarding h ~s scope of authority andjuridiction of job roles. He faces difficulty in takmg a defmite andprecise decision, producing tension, and loss of self-confidence
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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
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: Lack of Leadenhp SupportInappropria
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
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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
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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
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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
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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
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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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