MRP Final for Meenu Mm

8/12/2019 MRP Final for Meenu Mm

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DEVI AHILYA VISHWAVIDYALAYA, INDORE

MAJOR RESEARCH PROJECT

ON

A COMPARATIVE STUDY OF OCCUPATIONAL STRESS OF FRONT OFFICEAND BACK OFFICE EMPLOYEES IN BANKING SECTOR

A Research Synopsis submitted as partial fulfilment for the award of the Degree of Mastersof Business Administration.

()

Faculty guide: Submitted by:

DECLARATION


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This is to certify that the project titled A Comparative Study of Occupational Stress of Front Office and

Back Office Employees in Banking Sector is my original research work and is being submitted in partial

fulfilment for the award of the Masters degree in Business Administration of Devi Ahilya University,

Indore. This report has not been submitted earlier either to this University or to any other

University/Institution for the requirement of a course of study.

Indore abc

M.B.A. IV

(2010-2012)


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ACKNOWLEDGEMENT

A successful project is a fruitful culmination of the efforts of many people. A project is therefore

incomplete if one fails to acknowledge all those individuals who have been instrumental in successful

completion of the same.

With a profound sense of gratitude and gratefulness I forward thanks to Dr. pradhan , Director,

Abc limited for providing me the opportunity to undertake and accomplish this project.

When writing this acknowledgement, I must definitely mention that I have been extremely fortunate to have

Prof abc , faculty at Medi-Caps Institute of Technology & Management, Indore, as my research guide. I am

greatly acknowledging her profound knowledge and advice in each and every stage of my project,

sacrificing her valuable time for me.

abc


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CERTIFICATE

This is to certify that Ms. Meenu Mehra has completed the project entitled A Comparative Study of

Occupational Stress of Front Office and Back Office employees in banking sector under my guidance and

completed the project successfully for the partial fulfillment of the Course Post Graduate Degree in

Management (Batch : 2010 2012).

I wish her all the success.

Guided By

Prof. ABC


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No. TABLE of CONTENT

1 Conceptual Framework

1.2 Introduction to HR

1.2 Concept of Stress

1.2.1 Introduction to stress1.2.2 Stress in Biological terms

1.2.3 What is Stress

1.2.4 Occupational stress

1.2.5 Coping with stress at workplace

1.2.6 Stress Management

1.2.7 Workplace Stress1.2.8 Reduce your Stress

2 Literature Review

3 Rational of Study

4 Research Methodology

4.1 Research objective

4.2 Sample

4.3 Research Instrument

4.4 Data analysis and interpretation

4.5 Employees opinion about how to reduce stress

4.6 Research Flowchart

4.7 Time consideration

4.8 Limitation of the survey

Advantages of Written Questionnaires

Disadvantages of Written Questionnaires

4.9 Findings

5 References

6 Annexure


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1. CONCEPTUAL FRAMEWORK

(1.1) INTRODUVTION TO HR

Human Resource Management is an art of managing people at work in such a manner that they give their

best to the organization. In simple word human resource management refers to the quantitative aspects of

employees working in an organization.

Human Resource Management is also a management function concerned with hiring , motivating ,and

maintains people in an organization. It focuses on people in organization.

Organizations are not mere bricks , mortar, machineries or inventories. They are people. It is the who staff

and manage organizations.

HRM involves the application of management functions and principle. The functions and principle are

applied to acquisitioning , developing ,maintain , and remunerating employees in organizations.

Decisions relating to employees must be integrated. Decision on different aspects of employees must be

consistent with other human resource decisions.

Decision made must influence the effectiveness of organization. Effectiveness of an organization must result

in betterment of services to customers in the form of high quality product supplied at reasonable costs.

HRM functions is not confined to business establishment only .They are applicable to non- business

organizations, too such as education , health care ,recreation etc.

The scope of HRM is indeed vast. All major activities in the working life of his or her entry into an

organization until he or she leaves come under the previews of HRM. specifically, the activities included are

HR planning , job analysis and be sigh, recruitment and selection , orientation and placement , training and

development , performance appraisal and job evaluation , employee and executive remuneration , motivation

and communication , welfare , safety and health , industrial relation and the like.

HRM is a broad concept Personnel management and human resource development is a part of HRM.

Before we define Human Resource Management, it seems good to first defi ne heterogeneous in the sense

that they differ in personality , perception , emotion , values, attitudes , motives , and modes of thoughts.

Human resource management play an important role in the development process of modern economy . In

fact it is said that all the development comes from the human mind.

Human Resource Management is a process of producing development ,maintaining and controlling human

resources for effective achievement of organization.


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1.2 CONCEPT OF STRESS

1.2.1 INTRODUCTION TO STRESS

A Lot research has been conducted into stress over the last hundred years. Some of the theories behind it are

now settled and accepted; others are still being researched and debated. During this time ,there seems to

have been something approaching open warfare between competing theories and definitions : Views have been passionately held and aggressively defended.

What complicates this is that intuitively we all feel that we know what stress is , as it is something we have

all experienced . A definition should therefore be obvious...except that it is not.

Definition:

Hans selye was one of the founding fathers of stress research. His view in 1956 was that stress is not

necessarily something bad it all depends on how you take it. The stress of exhilarating ,creative successful

work is beneficial, while that of failure , humiliation or infection is detrimental. Selye believed that the

biochemical effects of stress would be experienced irrespective of whether the situation was positive or

negative.

Since then, a great deal of future research has been conducted, and ideas have moved on. Stress is now

viewed as a bad thing, with a range of harmful biochemical and long term effect. There effects have

rarely been observed in positive.

The most commonly accepted definition of stress ( mainly attributed to Richard S Lazarus ) is that stress is

a condition or feeling experienced when a person perceives that demands exceed the personal and

social resources the individual is able to mobilize. In short , its what we feel when we think weve lost

control of events.

This is the main definition used by this section of Mind tools, although we also recognize that there is an

intertwined instinctive stress response to unexpected events. The stress response inside us is therefore part

instinct and part to do with the way we think.

The types of stress are as follows :

Mechanical

Stress (physics), the average amount of force exerted per unit area.

Yield stress, the stress at which a material begins to deform plastically.

Compressive stress , the stress applied to material resulting in their compaction.


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Biological

Stress (biological), physiological or phychological stress ; some types include:

Chronic stress , persistent stress which can lead to illness and mental disorder.

Eustress , positive stress that can lead to improved long-term functioning.

Workplace stress , stress caused by employment.

Music

Accent (music).

Stress (band), an early80s melodic rock band from San Diego.

Stress (punk band), an early 80s punk rock band from Athens.

Stress (Neo- Psychedelic band), from the late 1980s.

Stress , a song by the French band Justice on their debut album.

Other

Stress (game) , card game.

Stress (linguistics),phonological use of prominence in language.

Chronic stress

Chronic stress is stress that lasts a long time or occurs frequently. Chronic stress is potentially damaging.

Sympotoms of chronic stress can be:

Upset stomach

Headache

Backache

Insomnia

Anxiety

Depression

Anger


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In the most severe cases it can lead to panic attacks or a panic disorder.

There are a variety of methods to control chronic stress, including exercise, healthy diet, stress management

, relaxing techniques, adequate rest, and relaxing hobbies.

Ensuring a healthy diet containing magnesium may help control or eliminate stress , in those individual with

lower levels of magnesium or those who have a magnesium deficiency. Chronic stress can also lead to amagnesium deficiency, which can be a factor in continued chronic stress , and a whole host of other negative

medical condition caused by a magnesium deficiency.

It has been discovered that there is a huge upsurge in the number of people who suffer from this condition.

A very large number of there new cases suffer from insomnia.

In a reviews of the scientific literature on the relationship between stress and disease , the authors found that

stress plays a role in triggering or worsening depression and cardiovascular disease and in speeding the

progression of HIV / AIDS.

Compressive stress

Compressive stress is the stress applied to materials resulting in their compaction (decrease of volume).

When a material is subjected to compressive stress , then this material is under compression. Usually ,

compressive stress applied to bar , columns , etc. Leads to shortening.

Loading a structural element or a specimen will increase the compressive stress until the reach ofcompressive strength. According to the properties of the material, failure will occur as yield for material

with ductile behaviour (most metals, some soil and plastics ) or as rupture for brittle behaviour (geometries ,

cast iron, glass, etc ).

In long, slender structural element such as columns or truss bars an increase of compressive force F leads

to structural failure due to bucking at lower stress than the compressive strength.

Compressive stress has stress units (force per unit area ), usually with negative values to indicate the

compaction . However in geotechnical engineering , compressive stress is represented with positive values.


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(1.2.2) STRESS IN BIOLOGICAL TERMS :

Stress is biological term which refers to the consequences of the failure of a human or animal boby to

repond appropriately to emotional or physical threats to the organism, whether actual or imagined. It

includes a state of alarm and adrenaline production , short term resistance as a coping mechanism , and

exhaustion . Its refers to the inability of a human or animal body to repond. Common stress symptoms

include irritability, muscular tension , inability to concentrate and a variety of physical reactions, such as

headaches and accelerated heart rate.

The term stress was first used by the endocrinologist Hans Selye in the 1930s to identify physiological

responses in laboratory animals. He later broadened and popularized the concept to include the perceptions

and responses of humans trying to adapt to the challenges of everyday life. In Selyes terminology ,stress

refers to the reaction of the organism, and stressor to the perceived threat. Stress in certain circumstances

may be experienced positively. Eustress , for example, can be an adaptive response prompting the activation

of internal resources to meet challenges and achieve goals.

The term is commonly used by laypersons in a metaphorical rather than literal or biological sense , as a

catch all for any perceived difficulties in life. It also became a euphemism , a way of referring to problems

and eliciting sympathy without being explicitly confessional , just stressed out. It covers a huge range of

phenomena from mild irritation t the kind of severe problems that might result in a real breakdown of health.

In popular usage almost any event or situation between these extremes could be described as stressful.


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(1.2.3) WHAT IS STRESS ?

Stress refers to the strain from the conflict between our external environment and us , leading to emotional

and physical pressure. In our fast paced world , it is impossible to live without stress , whether you are a

student or a working adult. There is both positive and negative stress , depending on each individuals

unique perception of the tension between the two forces. Not all stress is bad. For example, positive stress,

also known as eustress , can help an individual to function at optimal effectiveness and efficiency.

Hence , it is evident that some from of positive stress can add more colour and vibrancy to our lives. The

presence of a deadline , for example , can push us to make the most of our time and produce greater

efficiency. It is importance to keep this in mind , as stress management refers to using stress to our

advantage , and not on eradicating the presence of stress in our lives.

On the other hand , negative stress can result in mental and physical strain. The individual will experience

symptoms such as tensions, headaches, irritability and in extreme cases , heart palpitation. Hence , whilstsome stress may be seen as a motivating force, it is importance to manage stress levels so that it does not

have an adverse impact on your health and relationships.

Part of managing your stress levels include learning about how stress can affect you emotionally and

physically , as well as how to identify if you are performing at your optimal stress level (OSL) or if you are

experiencing negative stress. This knowledge will help you to identify when you need to take a break, or

perhaps seek professional help. It is also your first step towards developing techniques to managing your

stress levels.

Modern day stresses can take the form of monetary needs , or emotional frictions. Competition at work and

increased workload can also cause greater levels of stress. How do you identify if you are suffering from

excessive stress ?

Psysological symptoms commonly experienced include insomnia , headaches and an inability to focus

.Physical symptoms take the form of heart palpitations , breathlessness , excessive sweating and

stomachaches.

What causes stress ? There are many different causes of stress , and that which causes stress is also known

as a stressor include performance , threat , and bereavement stressor , to name a few. Performance stressors

are triggered when an individual is placed in a situation where he feels a need to excel. This could be during

performance appraisals , lunch with the boss , or giving a speech. Threat stressors are usually when the

current situation poses a dangerous threat , such as an economic downturn , or from an accident. Lastly,

bereavement stressors occur when there is a sense of loss such as the death of a loved one, or a prized

possession.


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Thus, there are various stressors , and even more varied methods and techniques of dealing with stress and

turning it to our advantages. In order to do so, we must learn to tell when we have crossed the line from

positive to negative stress.

Good stress v/s Bad stress :

Stress has often been misunderstood to be negative, with few people acknowledging the importance andusefulness of positive stress. In our everyday lives, stress is everywhere and definitely unavoidable ; hence

our emphasis should be on to learn to cope with negative stress, and harness the power of positive stress to

help us achieve more.

There are 4 main categories of stress , namely eustress , distress, hyper stress and hypo stress. Negative

stress can cause many physical and psychological problem , whilst positive stress can be very helpful for us

.Heres how we differentiate between them.

Eustress :

This is a positive from of stress , which prepares your mind and body for the imminent challenges that it has

perceived . Eustress is a natural physical reaction by your body which increases blood flow to your muscles ,

resulting in a higher heart rate. Athletes before a competition or perhaps a manager before a major

presentation would do well with eustress , allowing them to derive the inspiration and strength that is

needed.

Distress :

We are familiar with this word and know that it is a negative form of stress . This occurs when the mind and

boby is unable to cope with changes, and usually occurs when there are deviations from the norm. They can

be categorized into acute stress and chronic stress. Acute stress is intense , but does not last for long. On the

other hand, chronic stress persists over a long period of time. Trigger events for distress can be a change in

job scope or routine that the person is unable to handle or cope with.

Hyper stress :

This is another form of negative stress that occurs when the individual is unable to cope with the workload.

Examples include highly stressful jobs , which require longer working hour than the individual can handle.

If you suspect that you are suffering from hyper stress, you are likely to have sudden emotional breakdown

over insignificant issues , the proverbial straws that broke the camels back. It is importance for you to

recognize that your body needs a break, or you may end up with severe and chronic physical and

pshychological reactions.


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Hypo- stress :

Lastly , hypo stress occurs when a person has nothing to do with his time and feels constantly bored and

unmotivated . This is due to an insufficient amount of stress ; hence some stress is inevitable and helpful to

us. Companies should avoid having worker who experience hypo stress as this will cause productivity and

mindfulness to fall. If the job scope is boring and repetitive , it would be a good idea to implement some

form of job rotation so that there is always something new to learn.

The types of stress are named as enstress and distress .Distress is the most commonly-referred to type of

stress, having negative implication, whereas eustress is a positive from of stress, usually related to desirable

events in persons life. Both can be equally taxing on the bo dy, and are cumulative in nature, depending on a

persons way of adapting to a change that has caused it.


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(1.2.4) OCCUPATIONAL STRESS

Occupational Stress is stress involving work .Stress is defined in terms of its physical and physiological

effects on a person, and can be a mental, physical or emotional strain . It can also be a tension or a situation

or factor that can cause stress. Occupational stress occurs when there is a discrepancy between the demands

of the environment / workplace an d an individuals ability to carry out complete these demands. Often a

stressor can lead the body to have a physiological reaction which can strain a person physically as well as

mentally . One of the main causes of occupational stress is work overload.

Cause

Some scholar note that an increase in workload , a hostile work environment , downsizing , and shift work

can result in occupational stress. Often workloads remain immense even though employees do their best to

complete them , and the employees may feel stressed as a result. A high demand and time pressures

contribute to the stress. Downsizing may also be due to the privatization of a company. When downsizing

occurs, employees are either laid off or fired. Those who still have their jods often have to worry about

whether they will be next on the list of employees to be laid off. If employers are not supportive ,

discriminating in favour of some employees at the expense of others, do not offer encouragement , or create

a hostile work environment , this cause stress for employees.

Interpersonal conflicts within the workplace , uncertainty about job security, and underutilized job abilities

are also causes of occupational stress.

Effect

Physical symptoms that may occur because of occupational stress include fatigue , headache, stomach

problems, musclular aches and pains, chronic mild illness, sleep disturbances , and eating disorders.

Psychological and behavioural problem that may develop includeanxiety , irritability , alcohol and drug use

,feeling powerless and low morale. If exposure to stressors in the workplace is prolonged , the chronic health

problem can occur including stroke. Studies among the Japanese population specifically showed a more than2-fold increase in the risk of total stroke among men with job strain ( combination of high blood pressure

and immune system dysfunction . Prolonged occupational stress can lead to occupational burnout.


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(1.2.5) COPING WITH STRESS AT WORK PLACE

With the rapid advancement of technology , the stresses faced at work have also increased . Many people

dread going to work , hence the term Monday Blues. What is the reason for this ? There is partly the fear

from being retrenched in bad times , leading to greater job insecurity on the part of those who remain .

Undoubtedly, occupational stress is one of the most commonly cited stressors faced by people all over the

world.

Stress refers to the pressure and reactions to our environment which results in psychological and physical

reactions. Whilst some stress is good for motivation and increasing efficiency , too much stress can result in

negative impacts such as reduced effectiveness and efficiency. More and more people are feeling islolated

and disrespected at work , and this has led to greater occupational stress. Many companies have taken to

consulting experts and professionals on ways to increase connectedness and motivation of their employees.

Some companies organize parties and make their employees feel valued at work. These are measures to

motivate employees and help them to feel secure at their jobs , translating into greater productivity. However

, not all companies have such measures in place , and some have not gotten it quite right. Hence , it is up to

you to make sure that can cope with stress at your workplace , and use it to help you better. Here are 3

simple steps to help you with coping with stress in the work place.

Step 1: Raising- Awareness

Help yourself to identity when you are facing rising levels of stress , tipping the scales from positive to

negative . This is importance, as being able to identify signs of being stressed can help you to take steps to

ensure that your overall quality of life does no drop. If left unacknowledged , the problem will only

snowball, leading to disastrous consequences to your health and overall wellbeing.

You can identify if you are feeling stressed by checking if you have any physical or psychological reactions

, such as excessive sweating or heart palpitation , or the onset of headaches , irritability or the need to

escape. If you experience any of there reactions , identify if you are feeling any overwhelming negative

emotion , and if you are constantly worried.

Step 2: Identify-the-Cause

You need to be able to analyze the situation and identify what is causing the rise in stress. There stressors

can be external and internal. External stressors refer to things beyond your control, such as the environment

or your colleagues at work. Internal stressors refer to your own thinking and attitude. Often , we only start

reacting to stress when a combination of stressors working together exceeds our ability to cope.


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Keep a diary or a list of events that have caused you to feel strong negative emotions, or that are likely

stressor. This will help you to identify the causes of your stress . Whilst it is not always possible to eradicate

them, we can change the way that we cope with it.

Step 3: Coping-with-stress

In order to deal with the situation that is causing you stress , you need to calm your mind and body so as tostave off the reactions and cope with it in positive way .This can be through different methods , such as

taking time off. If a situation is triggering your stress and you are unable to calm down , remove yourself

from it. Go outside and take a walk to calm down. Alternatively, you can try implementing relaxation

techniques such as deep breathing. If it is an internal stressor, top your thought process until you are able to

deal with it logically.

The key to making these 3 steps work for you is to practice them. These are not instantaneous solutions , and

you need to condition your mind and practice them so that you can implement it when you are feeling

stressed.


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(1.2.6) STRESS MANAGEMENT

Stress management is the need of the hour. However hard we try to go beyond a stress situation, life seems

to find new ways of stressing us out and plaguing us with anxiety attacks. Moreover, be it our anxiety, mind-

body exhaustion or our erring attitude , we tend to overlook causes of stress and the conditions triggered by

those. In such unsettling moments we often forget that stressors , if not escapable , are fairly manageable and

treatable.

Stress , either quick or constant , can induce risky body- mind disorders. Immediate disorders such as dizzy

spells, anxiety attacks, tension, sleeplessness, nervousness and muscle cramps can all result in chronic health

problems. They may also affect our immune, cardiovascular and nervous systems and lead individual to

habitual addictions, which are inter-linked with stress.

Like stress reaction, relaxation responses and stress management techniques are some of the bodys

important built-in response systems. As a relaxation response the body tries to get back balance in its

homeostasis. Some hormones released during the fight or fight situation prompt the body to replace the

lost carbohydrates and fats, and restore the energy level. The Knotted nerves, tightened muscles and an

exhausted mind crave for looseness. Unfortunately , today, we dont get relaxing and soothing situation

without asking. To be relaxed we have to strive to create such situations.


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(1.2.7) WORKPLACE STRESS

Workplace stress is the harmful physical and emotional response that occurs when there is a poor match

between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders

encompass a broad array of conditions, including psychological disorders (e.g. depression, anxiety, post-

traumatic stress disorder) and other types of emotional strain (e.g. dissatisfaction , fatigue, tension, etc)

maladaptive behaviours (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration

and memory problems ). In turn, there conditions may lead to poor work performance or even injury. Job

stress is also associated with various biological reactions that may lead ultimately to compromised health,

such as cardiovascular disease.

Stress is a prevalent and costly problem in todays workplace. About one -third of workers report high levels

of stress. One-quarter of employees view their jobs as the number one stressor in their lives. There-quarters

of employees believe the worker has more on-the-job stress than a generation ago. Evidence also suggestthat stress is the major cause of cause of turnover in organizations.

Health and Healthcare Utilization

Problems at work are more strongly associated with health complaints than are any other life stressor-more

so than even financial problems or family problems. Many studies suggest that psychological demanding

jobs that allow employees little control over the work process increase the risk of cardiovascular disease. On

the basis of research by the National institute for Occupational Safety and Health and many otherorganizations, it is widely believed that job stress increases the risk for development of back and upper-

extremity musculoskeletal disorders. High levels of stress are associated with substantial increases in health

service utilization. Workers who report experiencing stress at work also show excessive health care

utilization. In a 1998 study of 46000 workers, health care costs were nearly 50% greater for workers

reporting high levels of stress in comparison to low risk workers. The increment rose to nearly 150 %, an

increase of more than $ 1700 per person annually, for workers reporting high levels of both stress and

depression. Additionally, periods of disability due to job stress tend to be much longer than disability

periods for other occupational injuries and illnesses.

Causes of Workplace Stress

Job stress result from the interaction of the worker and the conditions of work .Views differ on the

importance of worker characteristics versus working conditions as the primary cause of job stress. The

differing viewpoints suggest different ways to prevent stress at work. According to one school of thought,

differences in individual characteristics such as personality and coping skills are most important in

predicting whether certain job conditions will result in stress-in other words, what is stressful for one person

may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers

and ways to help them cope with demanding job conditions. Although the importance of individual


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differences cannot be ignored, scientific evidence suggests that certain working condition are stressful to

most people. Such evidence argues for a greater emphasis on working conditions a the key source of job

stress, and for job redesign as a primary prevention strategy. Personal interview surveys of working

conditions, including conditions recognized as risk factors for job stress, were conducted in Member states

of the European Union in 1990, 1995, and 2000. Results showed a trend across these period suggestive of

increasing work intensity. In 1990, the percentage of workers reporting that they worked at high speeds atleast one-fourth of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly,

50% of workers reported they work against tight deadlines at least one-fourth of their working time in 1990,

increasing to 56% in 1995 and 60% in 2000. However, no change was noted in the period 1995-2000 (data

not collected in 1990) in the percentage of workers reporting sufficient time to complete tasks. A substantial

percentage of Americans work very long hours. By one estimate, more than 26% of men and more than 11%

of women worked 50 hours per week or more in 2000. These figures represent a considerable increase over

the previous three decades, especially for women. According to the Department of Labor, there has been anupward trend in hours worked among employed women, an increase in extended work weeks ( > 40 hours )

by men, and a considerable increase in combined working hour among working couples, particularly couple

with young children.

Signs of Workplace Stress

Mood and sleep disturbances, upset stomach and headache, and disturbed relationships with family; friends

and girlfriends or boyfriends are examples of stress-related problems. The effects of job stress on chronic

diseases are more difficult to see because chronic diseases take a long time to develop and can be influenced

by many factors other than stress. Nonetheless, evidence is rapidly accumulating to suggest that stress plays

an important role in several types of chronic health problems-especially cardiovascular disease,

musculoskeletal disorders, and psychological disorders.

Prevention

A combination of organizational change and stress management is often the most useful approach for

preventing stress at work.

How to change the Organization to prevent Job Stress

Ensure that the workload is in line w ith workers capabilities and resources.

Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills

Clearly define workers role and responsibilities.

Give workers opportunities to participate in decisions and actions affecting their jobs.


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Improve communications-reduce uncertainty about career development and future employment

prospects.

Provide opportunities for social interaction among workers.

Establish work schedules that are compatible with demands and responsibilities outside the job.

Discrimination inside the workplace. (e.g. nationality and language)

St. Paul Fire and Marine Insurance Company conducted several studies on the effects of stress prevention

programs in hospital setting. Program activities included (1) employee and management education on job

stress, (2) changes in hospital policies and procedures to reduce organizational sources of stress, and (3)

establishment of employee assistance programs. In one study, the frequency of medication errors declined

by 50% after prevention activities was implemented in a 700-bed hospital. In a second study, there was a

70% reduction in malpractice claims in 22 hospitals that implemented stress prevention activities. In

contrast, there was no reduction in claims in a matched group of 22 hospitals that did not implement stress

prevention activities.


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(1.2.8) REDUCE YOUR STRESS

1.JOB ANALYSIS:-

We have all experienced that appalling sense of having far too much work to do and too little time to do it

in. We can choose to ignore this, and work unreasonably long hours to stay on top of our workload. The

risks here are that we become exhausted, that we have so much to do poor quality job and that we neglect

other areas of our life. Each of there can lead to intense stress.

The alternative is to work more intelligently, by focusing on the things that are importance for job success

and reducing the time we spend on low priority tasks. Job Analysis is the first step in doing this.

The first of the action-oriented skills that we look at is Job Analysis. Job Analysis is a key technique for

managing job overload- an important source of stress.

To do an excellent job, you need to fully understand what is expected of you. While this may seem obvious,

in the hurly-burly of a new, fast-moving, high-pressure role, it is oftentimes something that is easy to

overlook.

By understanding the priorities in your Job, and what constitutes success within it, you can focus on there

activities and minimize work on other tasks as much as possible. This helps you get the greatest return from

the work you do, and keep your workload under control.

Job Analysis is a useful technique for getting a firm grip on what really is important in your job so that you

are able to perform excellently. It helps you to cut through clutter and distraction to get to the heart of what

you need to do.

2.RATIONAL & POSITIVE THINKING:-

You are thinking negatively when you fear the future, put yourself down, criticize yourself for errors, doubt

you abilities, or expect failure. Negative thinking damages confidence, harms performance and paralyzes

mental skills.

Unfortunately, negative thoughts tend to flit into our consciousness, do their damage and flit back out again,

with their significance having barely been noticed. Since we barely realize that they were there, we do not

challenge them properly, which means that they can be completely incorrect and wrong.

Thought Awareness is the process by which you observe your thoughts and become aware of what is going

through your head.

One approach to it is to observe your stream of consciousness as you think about the thing youre trying

to achieve which is stressful. Do not suppress any thoughts. Instead, just let them run their course while you

watch them, and write them down on our free worksheet as they occur. Then let them go.


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Another more general approach to Thought awareness comes with logging stress in your stress Diary. When

you analysis your diary at the end of the period, you should be able to see the most common and the most

damaging thoughts.

Tackle these as a priority using the techniques below.

Here are some typical negative thoughts you might experience when preparing to give a major presentation:

Fear about the quality of your performance or of problems that may interfere with it ;

Worry about how the audience ( especially important people in it like your boss ) or the press may

react to you ;

Dwelling on the negative consequences of a poor performance ; or

Self- criticism over a less-than-perfect rehearsal.

Thought awareness is the first step in the process of managing negative thoughts, as you cannot manage

thoughts that you are unaware of.

RATIONAL THINKING

The next step in dealing with negative thinking is to challenge the negative thoughts that you identified

using the Thoughts Awareness technique. Look at every though you wrote down and challenge it rationally.

Ask yourself whether the thought is reasonable. What evidence is there for and against the thought? Wouldyou colleagues and mentors agree or disagree with it?

Looking at the examples, the following challenges could be made to the negative thoughts we identified

earlier:

Feelings of inadequacy: Have you trained yourself as well as you reasonably should have? Do

you have the experience and resources you need to make the presentation? Have you planned,

prepared and rehearsed enough? If you have done all of these , youve done as much as you can togive a good performance.

Worries about performance during rehearsal: If some of your practice was less than

perfect, then remind yourself that the purpose of the practice is to identify areas for improvement, so

that these can be sorted out before the performance.

Problems with issues outside your control: Have you identified the risks of there things

happening, and have you taken steps to reduce the likelihood of them happening or their impact if

they do? What will you do if they occur? And what do you need others to do for you?


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Worry about other peoples reactions: If you have prepared well, and you do the best you

can, then you should be satisfied. If you perform as well as you reasonably can, then fair people are

likely to respond well. If people are not fair, the best thing to do is ignore their comments and rise

above them.

Tip:Dont make the mistake of generalizing a single incident. OK, you made a mistake at work, but that doesn;t

mean youre bad at your job.

Similarly, make sure you take the long view abo ut incidents that youre finding stressful. Just because

youre finding these new responsibilities stressful now, doesnt mean that they will ALWAYS be so for you

in the future.

Tip:If you find it difficult to look at your negative thoughts objectively, imagine that you are your best friend or

a respected coach or mentor. Look at the list of negative thoughts and imagine the negative thoughts were

written by someone you were giving objective advice to. Then, thing how you would challenge these

thoughts.

When you challenges negative thoughts rationally, you should be able to see quickly whether the thoughts

are wrong or whether they have some substance to them. Where there is some substance, take appropriate

action. However, make sure that your negative thoughts are genuinely important to achieving your goals,

dont just reflect a lack of experience, which everyone has to go thoughts at some stage.

POSITIVE THINKING & OPPORTUNITY SEEKING

By now, you should already be feeling more positive. The final step is to prepare rational, positive thoughts

and affirmations to counter any remaining negativity. It can also be useful to look at the situation and see if

there are any useful opportunities that are offered by it.

By basing your affirmations on the clear, rational assessments of facts that you made using Rational

Thinking, you can use them to undo the damage that negative thinking may have done to your self-

confidence.

Tip:

Your affirmations will be strongest if they are specific, are expressed in the present tense and have strong

emotional content.


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Continuing the examples above, positive affirmations might be:

Problems during practice: I have learned from my rehearsals. This has put me in a position

where I can deliver a great performance. I am going to perform well and enjoy the event.

Worries about performance: I have prepared well and rehearsed thoroughly. I am well

positioned to give an excellent performance.

Problems issues outside your control: I have thought through everything that might

reasonably happen and have planned how I can handle all likely contingencies. I am very well placed

to react flexibly to events.

Worry about other peoples reaction: Fair people will react well to a good performance. I

will rise above any unfair criticism in a mature and professional way.

If appropriate, write these affirmations down on your worksheet so that you can use them when you need

them.

As well as allowing you to structure useful affirmation, part of Positive Thinking is to look at opportunities

that the situation might offer to you. In the examples above successfully overcoming the situation causing

the original negative thinking will open up opportunities. You will acquire new skills, you will be seen as

someone who can handle difficult challenges, and you may open up new career opportunities.

Make sure that identifying these opportunities and focusing on them is part of your positive thinking .


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2.LITERATURE OF REVIEW

2.1 OCCUPATIONAL ROLE STRESS

Beehr and Newman (1978 )define occupational stress as A condition arising from the interaction of the

people and their jobs and characterised by change within people that force them to deviate from their normal

functioning.

Job stress has been defined as the non-specific response of the body to any demands made upon it (Selye,

1976). It is considered to be an internal state or reaction anything we consciously or unconsciously perceive

as threat, either real or imagined (Clarke and Watson,1991). Robbins (2001) defines stress as a dynamic

condition in which the individual is confronted with an opportunity, constraint, or demand related to what he

or she desires and for which the outcome is perceived to be both uncertain and important.Stress can be

caused by environmental, organisational, and individual variables (Matteson and Lvancevich, 1999; Cook

and Hunsaker, 2001). Organisational based factor have been known to induce job stress for employees at the

workplace (Greenhus and Beutell, 1985).

Thoits (1995) in the study discovered that alienation has a positive effect on job stress. Feelings of alienation

are likely to result when employees are required. There factors are commonly termed as organisational

stressors since they serve as agents that trigger the various stress reactions (Von Onciul, 1996). Among the

numerous organisational sources of stress, only five variables were investigated in this study namely

conflict, blocked career, alienation, work overload, and unfavourable work environment.

Role conflict has been found to have a positive relationship with job stress (Roberts et al, 1997). When

individual are required to play two or more role requirement that work against each other, they are likely to

experience job stress. This is because role conflicts create expectation that may be hard to reconcile.

Foot and Venne (1990) discovered a positive relationship between barriers to career advancement and job

stress. When employees perceived a lack of career opportunities, they are likely to feel uncertain about their

future in the organisation, which in turn, are likely to induce stress. Alienation at the work place can also to

work alone.

According to Kanungo(1981), when workers believe there is a separation between their own job and other

work related contexts, a sense of frustration that finally manifested in a behavioural state of apathy is likely

to occur. This is particularly intense for employees with high social needs.

Working alone on ones job without social from ones peers and supervisors would lead to job stress

(Mirovisky and Ross, 1986; Euene, 1999). Work overload both quantitatively and qualitatively has been

empirically linked to a variety of physiological, psychological, and behavioural strain symptoms (Beehr and

Newman, 1978; Roberts et al,1997; Miller and ELLIS, 1990).


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stress. Additionally, a work environment associated with unpleasant organisational climate, lack of privacy,

a lot of hassle in conducting work, and distractions can result in higher stress (Miller and Ellis, 1990;

Eugene, 1999). Thus, the first hypothesis of the study is as follows:

Organisational stressors (conflict, blocked career, alienation, work overload, and unfavourable work

environment) will be positively related to job stress.

2.2 ORGANIZATIONAL EFFECTIVENESS

In the recent years organizational analysis and policy makers have become increasingly interested in the

domain of organizational effectiveness. An organization must have ethics which creates respect, honesty,

integrity and equity to allow communicative competence that can finally help organization to achieve

organizational effectiveness ( Langford, 1979). Likert (1961) emphasized that an leader must be flexible to

satisfy the needs of his/her followers, resulting in high degree of effectiveness which helps in attaining

organizational goals. An organization should be productive even in the conditions of high culture diversity

(Drucker, 1977; Campbell et al, 1970). In this era of competition and turbulence organizations should

continuously raise the bar on their efficiency thereby fostering organizational effectiveness.

Banker, Potter and Srinivasan (2000) explained the third approach of organizational effectiveness and

described it as a function of providing quality service, humaneness and empathy. It is no doubt, that

improving organizational effectiveness is only way to attain success in the business. Top performanceincreasingly demands excellence in all areas, including leadership, productivity, and adaptation to change,

process improvement, and capability enhancement (knowledge, skills, abilities, and competencies). For

improving effectiveness, organization should provide good quality of work life which can enhance job

satisfaction and reduce occupational role stress.


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3. RATIONALE OF THE STUDY

Stress leads to several harmful effects to an individual and the organisational as well. The individuals

develop their own ways, good or bad to manage it. Bad ways like high consumption of caffeine, addiction to

drugs. Thus, making an organisation loose a good and an efficient employee. Thus for the organisation, it is

important to take measures to manage it so that they are able to have optimum utilization of manpower. The

Indian banking sector is facing work challenges so as to achieve the given targets. Thus arising

dissatisfaction and high level of job stress in the employees of the banking sector. In the light of above facts

we can say that there of job stress a need for study of job stress because it is an integral component of

organisational health and it has various dimension which are not yet explored.

Occupational stress is the harm physical and emotional response that occurs when there is a poor match

between job demands and the capabilities, resources, or needs of the workers.

Stress is a prevalent and costly problem in todays workplace. About one -third of workers report high levels

of stress. One- quarter of employees view their jobs as the number one stressor in their lives. Three-quarters

of employees believe the worker has more on-the-job stress than a generation ago. Evidence also suggests

that stress is the major cause of turnover in organizations.


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4. RESEARCH METHODOLOGY

4.1 RESEARCH OBJECTIVE

To study the impact of occupational role stress on organizational effectiveness.

4.2 SAMPLING

Sample : I have taken the sample of 50 employees from three different banks of Indore. All the employees

were of the different designations.

Reason : As we find the employees of the bank to be more stressful as more and more employee are taking

VRS and are dismissed because of inflation. I have selected only those two banks which are affiliated to the

public and are specialized in consumer needs fulfilment.

It is incumbent on the researcher to clearly define the target population. There are no strict rules to follow,

and the researcher must rely on logic and judgment. The population is defined in keeping with the objectives

of the study.


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4.4 DATA ANALYSIS AND INTERPRETATION :

Q.1 I am delegated some extra responsibilities in addition to my prescribed ones.

Front office Back office

Interpretation : Major 48% respondents of Strongly Agree that they are delegated some extraresponsibilities, 28% Agree, 6% neutral, 14% Disagree, 4% strongly Disagree.

9

8

1

6

1

15

6

21 1

0

2

4

6

8

10

12

14

16

strongly Agree agree neutral disagree strongly Agree

front office

back office

Strong Agree 09

Agree 8

neutral 1

Disagree 6

StronglyDisagree

1

Strong Agree 15

Agree 16

neutral 02

Disagree 1

StronglyDisagree

1


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Q.2 It sometimes becomes crucial problem for me to deal with the grievances and representations ofsubordinates.

Interpretation : Major 16% respondents of Strongly Agree that It sometimes becomes crucial problem forme to deal with the grievances and representations of subordinates, 34% Agree, 26% neutral, 20% Disagree,4% Strongly Disagree.

0 0 01

5

98

2

7

12

4

2

00

2

4

6

8

10

12

14

StronglyAgree

Agree Neutral Disagree StronglyAgree



Strongly Agree 1 7

Agree 5 12Neutral 9 4

Disagree 8 2

Strongly disagree 2 0


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Q.3 The extra ordinary job responsibilities I have to bear out facilitate my personal growth.


Strongly Agree 12 15


Disagree 0 0


Interpretation : Major of 54% respondents of Strongly Agree that the extra ordinary job responsibilities Ihave to bear out facilitate my personal growth, 38% Agree, 8% neutral, 0 Disagree, 0 Strongly Disagree.

7

13

4

10

6

15

1

3

00

2

4

6

8

10

12

14

16

Strongly Agree Agree Neutral Disagree Strongly Agree



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Q.4 My job responsibilities are beyond my capabilities.


Strongly Agree 2 0

Agree 5 3

Neutral 6 12

Disagree 8 6


Interpretation : Major of respondents of 4% Strongly Agree that my job responsibilities are beyond mycapabilities, 16% Agree, 36% neutral, 28% Disagree, 16% Strongly Disagree.

2

56

8

4

0

3

12

6

4

0

2

4

6

8

10

12

14


Back office


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Q.5 The crucial tasks I have to often perform help enhancing my self confidence.


Strongly Agree 14 8

Agree 10 17

Neutral 1 0

Disagree 0 0

Strongly disgree 0 0

Interpretation : Major 56 % of respondents Strongly Agree that the crucial tasks I have to often performhelp enhancing my self confidence, 36% Agree, 4 % neutral, 4% Disagree, 0 % Strongly Disagree.

14

10

10 0

8

17

0 0 00

2

4

6

8

10

12

14

16

18




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Q.6 I am not able to do justice with my job due to excessive work load.


Strongly Agree 6 5

Agree 11 17

Neutral 1 1Disagree 4 2

Strongly Disgree 3 0

Interpretation : Major 44% of respondents Strongly Agree that I am not able to do justice with my job dueto excessive work load, 56 % Agree, 4% neutral, 12 % Disagree, 6 % Strongly Disagree.

6

11

1

43

5

17

12

00

2

4

6

8

1012

14

16

18




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Q.7 I sometimes feel that I am not fully capable and competent to bear out my job responsibilitieseffectively.

Interpretation : Major 00 % of respondents Strongly Agree that they sometimes feel that I am not fullycapable and competent to bear out my job responsibilities effectively, 12 % Agree, 6 % neutral, 68 %Disagree, 14 % Strongly Disagree.

0

3

1

15

6

0

32

19

1

0

2

4

6

8

10

12

14

16

18

20




Strongly Agree 0 0


Disagree 15 19



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Q.8 I sometimes feel that I require more experience/training for efficiently discharging my duties andresponsibilities.


Strongly Agree 7 6

Agree 13 15

Neutral 4 1

Disagree 1 3


Interpretation : Major 66% of respondents Strongly Agree that they sometimes feel that I require more

experience/training for efficiently discharging my duties and responsibilities, 30% Agree, 4% neutral, 0%Disagree, 0% Strongly Disagree.

7

13

4

10

6

15

1

3

00

2

4

6

8

10

12

14

16



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Q.9 A lot of responsibilities of growth and advancement of the department organization is on myshoulders.

Interpretation : Major 8 % of respondents Strongly Agree that A lot of responsibilities of growth andadvancement of the department organization is on my shoulders, 16 % Agree, 60 % neutral, 14 % Disagree,2 % Strongly Disagree.

23

15

4

12

5

15

3

00

2

4

6

8

10

12

1416

Strongly Agree Agree Neutral Disagree Strongly disagree



Strongly Agree 2 2

Agree 3 5

Neutral 15 15

Disagree 4 3



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Q.10 Being quiet busy is my job. I find it difficult to give sufficient time to my family and friend circle.

Interpretation : Major 80 % of respondents Strongly Agree that being quiet busy is my job. I find it difficultto give sufficient time to my family and friend circle, 18 % Agree, 10% neutral, 2 % Disagree, 0% StronglyDisagree.

20

5

01

0

20

5

0 0 00

5

10

15

20

25

Strongly Agree Agree Neutral Disagree Stronglydisgree



Agree 5 5

Neutral 0 0

Disagree 1 0

Strongly disgree 0 0


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Q.11 My job responsibilities are quite challenging.

Interpretation : Major 34% of respondents Strongly Agree that their job responsibilities are quitechallenging, 64 % Agree, 0% neutral, 0% Disagree, 2% Strongly Disagree.

5

19

01

0

12

13

0 0 00

2

4

6

8

10

12

14

16

18

20



Strongly Agree 5 12

Agree 19 13

Neutral 0 0Disagree 1 0

Strongly Agree 0 0


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Q.12 A big burden of supervision and control of a number of employees is on me.

Interpretation : Major 28 % of respondents Strongly Agree that a big burden of supervision and control of anumber of employees is on me, 32% Agree, 12% neutral, 18% Disagree, 10% Strongly Disagree.

5

2

4

9

5

9

14

2

0 00

2

4

6

8

10

12

14

16



Strongly Agree 5 9

Agree 2 14

Neutral 4 2

Disagree 9 0

Strongly Agree 5 0


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Q.13 I am often imposed with some responsibilities of other departments.

Interpretation : Major 62 % of respondents Strongly Agree that they are often imposed with someresponsibilities of other departments, 24 % Agree, 2% neutral, 8% Disagree, 4% Strongly Disagree.

16

4

0

32

15

8

1 10

0

2

4

6

8

10

12

14

16

18


Front officeBackoffice

Strongly Agree 16 15Agree 4 8Neutral 0 1Disagree 3 1Stronglydisagree 2 0


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Q.14 It becomes very difficult for me to satisfy everyone in distribution of work and responsibilities.


Strongly Agree 4 11

Agree 2 9

Neutral 8 3

Disagree 7 2


Interpretation : Major 30 % of respondents Strongly Agree that It becomes very difficult for me to satisfyeveryone in distribution of work and responsibilities, 22% Agree, 22% neutral, 18% Disagree, 8% StronglyDisagree.

4

2

87

4

11

9

32

1

0

2

4

6

8

10

12

Strongly Agree Agree Neutral Disagree Stronglydisagree



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Q.15 I have to finish my work hurriedly due to excess of work.

Interpretation : Major 56% of respondents Strongly Agree that they have to finish my work hurriedly due toexcess of work, 36% Agree, 4% neutral, 4% Disagree, 0% Strongly Disagree.

15

9

01

0

13

9

21

00

2

4

6

8

10

12

14

16





Agree 9 9

Neutral 0 2

Disagree 1 1

Strongly Agree 0 0


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4.5 EMPLOYEES OPINION ABOUT HOW TO REDUCE STRESS :

This project consist of the information about the employees undergoing from stress who working in the

banks. So considering this factor this topic becomes one of the most important part of the project as it

consists of the employees who work in the banks. In short it was a direct interview of the employees who

gave their opinion about how to reduce stress. The response of employees in the major banks life Bank of

India and AXIS Bank, and The Bank of India was marvellous and they have given their valuable opinion

about reducing stress as a result of the question included in the questionnaire. So the opinion if the

employees were as follows :

Just smile away An employee Bank of India

Just believe in yourself and just do what your heart wants Bank of India

Talking to family members, - Watching TV or listening good music, - Going for a walk or longdrive An employee Bank of India

Believe in God an employee Bank of India

Respect yourself and give time to yourself An employee Bank of India

Working in environment welfares, lot of positive attitude. Positive attitude is only that reduces

stress and achieves success. Most of the people frustrate due to lack of positivity and stress level

climbs up due to that. So get positive attitude about work, about life, and forget the stress Anemployee - AXIS Bank

We should do such activities from which we get happiness and also make others happy. Pass your

time with your close friend and relatives. An employee AXIS Bank

Play and watch cricket An Employee - AXIS Bank

Listen music and spend time with family An Employee - Bank of India

Get adjusted with others, Find and spend time for prayer, Study the scriptures, See oneness in all,

All are manifest ed of the supreme GOD An employee Bank of India

From the certain sample of employees selected for the research, only 10 employees have given their opinion

how to reduce stress. So we can understand that overloaded the employees of the bank are.


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4.6 RESEARCH FLOWCHART:

Questionnaire research design proceeds in an orderly and specific manner. Each item in the flow chartdepends upon the successful completion of all the previous items. Therefore, it is important not to skip a

single step. Notice that there are two feedback loops in the flow chart to allow revisions to the methodology

and instruments.


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4.7 TIME CONSIDERATIONS :

Many researchers underestimate the required to complete a research project. The following form may be

used as an initial checklist in developing time estimates. The best advice is to be generous with your time

estimates. Things almost always take longer than we think they should.

This checklist contains two time estimates for each task. The first one ( Hours) is your best estimate of theactual number of hours required to complete the task. The second one (Duration) is the amount of time that

will pass until the task is completed. Sometimes these are the same and sometimes they are different. Most

researchers and business- people have to divide their time among many projects. They simply cannot give

all their time to any one project. For example, my estimate of goal clarification may be four hours, but other

commitments allow me to spend only two hours a day on the study. My hours estimate is four hours, and

my duration estimate is two day.

To arrive at your final time estimates, add the individual estimates. The hours estimate is used for budget

planning and the duration estimate is used to develop a project time line.


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4.8 LIMITATION OF THE SURVEY:

The questionnaire was filled by 30 employees of different designations. So the point of view ofemployees differs as per their designations.

The employees from whom the questionnaires are filled are in a heavy workload so some of thequestionnaires filled by the employees who are in stress cannot be called reasonable.

The responses of the employees cannot be accurate as the problem of language and understandingarises.(There problem are not in all cases)

One of the other problem of questionnaire is the cost. Some times it may be possible that even byspending so much the result may not be reasonable.

Many a times the employees may not be really conscious or may not be bothered about thequestionnaire. The may create a problem in the research.

4.8 ADVANTAGES OF WRITTEN QUESTIONNAIRS

Questionnaires are very cost effective when compared to face-to-face interviews. This is especiallytrue for studies involving large sample sizes and large geographic areas. Written questionnaire

become even more cost effective as the number of research question increases.

Questionnaires are easy to analyze. Data entry and tabulation for nearly all surveys can be easilydone with many computer software packages.

Questionnaire are familiar to most people Nearly everyone has had some experience completingquestionnaire and they generally do not make people apprehensive.

Questionnaire reduce bias. There is uniform question presentation and no middle-man bias. Theresearchers own opinion will not influence the respondent to a nswer questions in a certain manner.

There are no verbal or visual clues to influence the respondent.

Questionnaire are less intrusive than telephone or face-to-face surveys. When a respondent receives aquestionnaire on his own time-table. Unlike other research methods, the respondent is not interrupted

by the research instrument.


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4.8.2 DISADVANTAGES OF WRITTEN QUESTIONNAIRE:

One major disadvantage of written questionnaire is the possibility of low response rates. Lowresponse is the curse of statistical analysis. It can dramatically lower our confidence in the results.

Response rates vary widely from one questionnaire to another ( 10% - 90%), however, well-designed

studies consistently produce high response rates.

Another disadvantage of questionnaires is the inability to probe responses. Questionnaires arestructured instruments. They allow little flexibility to the respondent with respect to response format.

In essence, they often lose the flavour of the response (i.e., respondents often want to qualify their

answers). By allowing frequent space for comments, the researcher can partially overcome this

disadvantage. Comments are among the most helpful of all the information on the questionnaire, and

they usually provide insightful information that would have otherwise been lost.

Nearly ninety percent of all communication is visual. Gestures and other visual cues are not availablewith written questionnaire. The lack of personal contact will have different effects depending on the

type of information being requested. A questionnaire requesting factual information will probably

not be affected by the lack of personal contact. A questionnaire probing sensitive issues or attitudes

may be severely affected.

When returned questionnaires arrive in the mail, its natural to assume that the respondent is the

same person you sent the questionnaires to. This may not actually be the case. Many times businessquestionnaires get handed to other employees for completion. Housewives sometimes respond for

their husbands. Kids respond as a prank. For a variety of reasons, the respondent may not be who

you think it is. It is a confounding error inherent in questionnaires.

Finally, questionnaires are simply not suited for some people. For example, a written survey to agroup of poorly educated people might not work because of reading skill problems. More frequently,

people are turned off by written questionnaires because of misuse.


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4.9 FINDINGS:

Interpretation : Major 48% respondents of Strongly Agree that they are delegated some extraresponsibilities, 28% Agree, 6% neutral, 14% Disagree, 4% strongly Disagree.

Interpretation : Major 16% respondents of Strongly Agree that It sometimes becomes crucial problem for me to deal with the grievances and representations of subordinates, 34% Agree, 26%neutral, 20% Disagree, 4% Strongly Disagree.

Interpretation : Major of 54% respondents of Strongly Agree that the extra ordinary jobresponsibilities I have to bear out facilitate my personal growth, 38% Agree, 8% neutral, 0 Disagree,0 Strongly Disagree.

Interpretation : Major of respondents of 4% Strongly Agree that my job responsibilities are beyond my capabilities, 16% Agree, 36% neutral, 28% Disagree, 16% Strongly Disagree.

Interpretation : Major 56 % of respondents Strongly Agree that the crucial tasks I have to often perform help enhancing my self confidence, 36% Agree, 4 % neutral, 4% Disagree, 0 % StronglyDisagree.

Interpretation : Major 44% of respondents Strongly Agree that I am not able to do justice with my job due to excessive work load, 56 % Agree, 4% neutral, 12 % Disagree, 6 % Strongly Disagree.

Interpretation : Major 00 % of respondents Strongly Agree that they sometimes feel that I am notfully capable and competent to bear out my job responsibilities effectively, 12 % Agree, 6 % neutral,68 % Disagree, 14 % Strongly Disagree.

Interpretation : Major 66% of respondents Strongly Agree that they sometimes feel that I requiremore experience/training for efficiently discharging my duties and responsibilities, 30% Agree, 4%neutral, 0% Disagree, 0% Strongly Disagree.

Interpretation : Major 8 % of respondents Strongly Agree that A lot of responsibilities of growthand advancement of the department organization is on my shoulders, 16 % Agree, 60 % neutral, 14

% Disagree, 2 % Strongly Disagree. Interpretation : Major 80 % of respondents Strongly Agree that being quiet busy is my job. I find itdifficult to give sufficient time to my family and friend circle, 18 % Agree, 10% neutral, 2 %Disagree, 0% Strongly Disagree.

Interpretation : Major 34% of respondents Strongly Agree that their job responsibilities are quitechallenging, 64 % Agree, 0% neutral, 0% Disagree, 2% Strongly Disagree.

Interpretation : Major 28 % of respondents Strongly Agree that a big burden of supervision andcontrol of a number of employees is on me, 32% Agree, 12% neutral, 18% Disagree, 10% StronglyDisagree.

Interpretation : Major 62 % of respondents Strongly Agree that they are often imposed with someresponsibilities of other departments, 24 % Agree, 2% neutral, 8% Disagree, 4% Strongly Disagree.

Interpretation : Major 30 % of respondents Strongly Agree that It becomes very difficult for me tosatisfy everyone in distribution of work and responsibilities, 22% Agree, 22% neutral, 18% Disagree,8% Strongly Disagree.

Interpretation : Major 56% of respondents Strongly Agree that they have to finish my workhurriedly due to excess of work, 36 % Agree, 4% neutral, 10% Disagree, 4% Strongly Disagree.


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Beehr, T.A. and Newman, J.E.(1976). Work Stress, Employees Health and Organizational

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Campbell, J.P.(1977). On the Nature of Organizational Effectiveness: New Perspectives on

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Dhar, U. And Arora, B.(1996). Thinking Experience and Job Stress: An Empirical Study. Psycho-

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Driscoll, M. And Beehr, T.(1994). Supervisor Behaviors, Role Stressors and Uncertaininty as

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55.

Georgopolous. B. And Arnold. T.S.(1965). A Study of Organizational Effectiveness. American

Sociological Review, Pg: 535-536.

Kabn, R.L. and Byosier. P.(1992). Stress in organization. Consulting Psychology Press: Pg: 571-650.

Lazarus, R.L.and Folman, S.(1984). Stress, appraisal, and Coping. New York: Springer.

Luthans, F.(2005). Organizational Behavior. New Delhi: Tata Mc Grew Hill. Pg : 112.

Pelled, L.H., Eisenhardt, K.M. and Xin, K.R.(1999). Exploring the Black Box: An Analysis of Work

Group Diversity, Conflict, and Performance. Administrative Science Quarterly, 44, Pg: 1-28.

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Management Association and the boston Consulting Group.

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W.Austin. Pg:7-24 Topper, E.F (2007).The in the Library Journal of New Library.


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6.ANNEXURE:

Questionnaire:

5 = Strongly Agree 2 = Disagree4 = Agree 1 = Strongly Disagree3 = Neutral

S.No.

Statement StronglyAgree

Agree Neutral Disagree StronglyDisagree

1I am delegated some extraresponsibilities in addition tomy prescribed ones.

2

It sometimes becomes crucial problem for me to deal withthe grievances andrepresentations ofsubordinates.

3

The extra ordinary jobresponsibilities I have to bear

out facilitate my personalgrowth.

4 My job responsibilities are beyond my capabilities.

5The crucial tasks I have tooften perform help enhancingmy self confidence.

6I am not able to do justice withmy job due to excessive workload.

7

I sometimes feel that I am notfully capable and competent to

bear out my jobresponsibilities effectively.

8

I sometimes feel that I requiremore experience/training forefficiently discharging myduties and responsibilities.

9

A lot of responsibilities ofgrowth and advancement ofthe department organization ison my shoulders.

10

Being quiet busy is my job. Ifind it difficult to givesufficient time to my familyand friend circle.

11My job responsibilities arequite challenging.

12A big burden of supervisionand control of a number ofemployees is on me.

13I am often imposed with someresponsibilities of otherdepartments.

14

It becomes very difficult forme to satisfy everyone indistribution of work andresponsibilities.

15I have to finish my workhurriedly due to excess ofwork.


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RESPONSE OF FRONT OFFICE EMPLOYEES

Q. 1 Q. 2 Q. 3 Q. 4Respondents Delegated extra

responsibilitiesGrievanceproblem

Extraresponsibilities

Beyond the capabilities

R 1 5 2 5 3R 2 4 3 5 3R 3 5 4 4 2R 4 2 3 5 5R 5 4 4 3 3R 6 3 3 4 4R 7 5 5 5 1R 8 4 2 4 3R 9 2 3 4 4

R 10 5 2 5 5R 11 1 4 4 3R 12 4 2 5 2R 13 2 2 4 4R 14 5 3 5 1R 15 2 3 5 2R 16 5 4 4 4R 17 4 1 5 1R 18 5 3 4 3R 19 4 1 5 2R 20 5 2 5 1R 21 5 4 5 2R 22 5 3 5 4R 23 2 2 4 2R 24 4 3 4 2R 25 4 2 4 2


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Q.5 Q.6 Q. 7 Q. 8Enhancing self confidence Excessive work load Deliver responsibilities ineffectively Require

experience/training5 5 2 54 2 2 4

3 4 4 55 5 2 34 4 4 54 5 2 35 5 3 54 2 2 45 4 1 45 3 2 45 4 1 45 4 2 5

4 2 1 24 5 2 45 1 1 44 4 4 55 2 1 54 4 2 35 4 2 45 1 2 34 1 2 44 4 2 4

5 1 1 44 4 2 45 4 2 4


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Q. 9 Q. 10 Q. 11 Q. 12Responsibilities on my

shoulderInsufficient time for my family Responsibilities are quite

challengingBurden of supervision

3 5 5 53 5 4 33 5 4 25 5 4 53 5 5 13 5 4 23 5 4 35 5 4 53 5 4 14 5 5 23 4 4 33 5 4 14 4 4 22 5 4 53 5 4 14 5 4 12 5 5 23 4 4 23 5 4 53 5 4 22 4 5 42 5 4 31 4 2 43 5 4 23 5 4 2


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Q. 13 Q. 14 Q. 15Often imposed with

responsibilitiesDifficult to satisfy everyone Finish work hurriedly

5 5 54 3 5

5 2 42 1 55 2 55 5 45 1 52 4 45 2 55 3 54 3 21 2 5

5 5 55 3 42 2 55 4 55 2 45 2 51 3 45 1 45 3 54 5 4

5 3 55 3 44 1 5


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RESPONSE OF BACK OFFICE EMPLOYEES

Q. 1 Q. 2 Q. 3

Respondents Delegated extra responsibilities Grievanceproblem

Extra responsibilities

R 1 5 4 5

R 2 5 3 5

R 3 5 5 5

R 4 5 4 5

R 5 4 5 5

R 6 4 4 5

R 7 5 5 4

R 8 3 2 4

R 9 5 5 5

R 10 5 3 5

R 11 1 4 4

R 12 5 4 5

R 13 5 5 4

R 14 4 3 4

R 15 3 5 5

R 16 5 2 3

R 17 5 4 5

R 18 4 4 5

R 19 5 5 5

R 20 4 4 4

R 21 2 4 5

R 22 5 3 4

R 23 4 4 3

R 24 5 4 4

R 25 5 4 5


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Q. 4 Q.5 Q.6

Beyond the capabilities Enhancing self confidence Excessive work load

3 5 4

3 4 5

4 4 4

2 4 4

3 5 4

2 4 5

1 4 4

3 4 4

2 5 4

4 4 4

1 4 4

3 4 3

1 5 4

24 4

3 4 5

3 5 2

3 4 2

2 4 4

4 5 5

2 4 4

3 4 5

1 5 4

3 4 4

3 4 4

3 5 4


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Q. 7 Q. 8 Q. 9 Q. 10

Deliverresponsibilitiesineffectively

Requireexperience/training

Responsibilities on myshoulder

Insufficient time for my family

2 4 3 4

2 4 4 5

2 4 3 53 5 3 5

2 4 3 5

2 4 4 5

4 4 3 5

2 5 3 5

4 2 3 4

2 4 5 4

2 2 4 5

2 5 3 52 3 2 5

3 4 2 5

2 2 2 5

2 5 3 5

2 4 5 5

4 4 3 5

2 4 3 5

2 5 4 5

2 4 3 5

2 4 3 5

2 5 3 4

2 4 4 5

2 4 3 5


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Q. 11 Q. 12 Q. 13 Q. 14 Q. 15

Responsibilities arequite challenging

Burden ofsupervision

Often imposed withresponsibilities

Difficult to satisfyeveryone

Finish workhurriedly

5 5 5 5 5

4 4 3 1 4

4 4 5 5 4

5 4 4 5 44 5 5 5 4

5 3 5 5 5

4 4 5 3 5

4 4 5 5 5

4 5 5 2 5

5 4 5 5 4

5 4 5 2 5

5 5 5 5 4

5 5 5 4 54 4 4 4 3

5 4 4 5 5

4 5 5 3 5

4 3 4 4 4

4 4 2 5 5

5 5 4 3 4

5 4 5 4 5

4 4 4 4 4

5 5 4 5 54 4 5 4 2

4 5 4 4 3

5 4 5 4 5

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