organisational stress - Pondicherry University DSpace Portal

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Miicro Syrkm: Smallest unit of organised work (e.g., theoffice or department).Meso SpCem The larger complex of smaller work unltsthat comprlse the company or institut~on or agency.b o syrtcm: Non-work ecosystems that directly lmpact onthe worker and his company or Institution (e.g, surroundingc-omrnun~tv leg~slators, accour,tabil:r~. accountabil~t~ systemshis !>carl;irn~lv crc.1Macro syrt.m Thc iarger rulturni and \\.orld-\\ide complex(C 3 . social. pol~tical and economlc factorsl.3.8 EFFECT OF STRESSIt IS stated that stress 1s like clecrnclt\.. If the voltage IS justnght. rtcan make a bulb Light up and pronde brilliant~llum~nat~on. Such giotv-up occurs when stress is properly
channeled. resulting in a feeling of challenge, job sat~sfact~on.creativity, effectiveness and better adjustment to work and I~fe.Hotvever, rf the voltage is higher that what thr bulb can take, itburns out the bulbBurnout is therefore the harmful effect ofstress resulting In ineffect~veness exhaustion. imtation. Inaction.health deterloration and a host of orher problemsCrnrrall\. crnplo:.rrs ulrh roles requlnng continuous work.irltfdirrct contact \v~th pcoplc ~teachrrs, trainers, salesmen,.p-rsonncl rolcs) csprrrrncr !,urnoil: :now than zmplo\.ees \\iirh:t.ss tt~rt-c-c 8-011t.1t.c \\1111 ;,roplr ti:l:!:i\ rnutizc .~nd rncchan~cal~ 0 .11so 1 l>l~~li~~
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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
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: leads to role stagnation causing jo
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
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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
Page 264 and 265:
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
Page 272 and 273:
Srivastara. P.K. and Sinha, M.M 'Pe
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