Comparative Study of Stress Level Among Female Employees of Public and Private Sector Banks by...

7/28/2019 Comparative Study of Stress Level Among Female Employees of Public and Private Sector Banks by Sahiba Beas

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COMPARATIVE STUDY OF STRESS LEVEL AMONG PUBLIC

AND PRIVATE SECTOR BANK WOMEN EMPLOYEES

A

PROJECT REPORT

SUBMITTED TO

PUNJAB TECHNICAL UNIVERSITYJALANDHAR (INDIA)

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

IN

MANAGEMENT

By

Sahiba Beas

University Roll No. 104602248

Department of Business Management

Guru Nanak Institute of Management and Technology,

(GNIMT) 2012


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STUDENTS DECLARATION

I hereby certify that the work which is being presented in the report, entitled

COMPARATIVE STUDY OF STRESS LEVEL AMONG AND PUBLIC AND

PRIVATE SECTOR BANK EMPLOYEES in partial fulfillment of the requirements

for the award of the degree of Masters of Business Administration and Submitted in Guru

Nanak Institute of Management and Technology, Ludhiana is an authentic record of my

own work carried out during a period from Dec. 2011 to Mar, 2012, under the

supervision of Mrs. Nidhi Sharma.

The matter embodied in this thesis has not been submitted by me for the award of any

other degree of this or any other University/Institute.

(Name of the Candidate)

This is to certify that the above statement made by the candidate is correct to the best of

our knowledge.

Mrs. Nidhi Sharma

(Supervisor of Department)

The Viva Voice examination of ______________________ student, has been held

on______________________.

Sign. of Supervisor Sign. of Director/Dy. Director Sign. of External Examiner


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CONTENTS

CHAPTER TOPIC PAGE

1. INTRODUCTION 1 24

2. REVIEW OF LITERATURE 25 28

3. RESEARCH METHODOLOGY 29 30

4. RESULTS AND DISCUSSION 31 50

5. SUMMARY 51 54

6. REFERENCES 55

APPENDIX


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ABSTRACT

The study of human resource management is one of the major criteria in the banking

sector. Human resource is the heart of the organization. By this research project we willbe able to know to reduce the stress level of the female employees working in the bank.

By this way the productivity of the employee increases.

Now a day the banking sector is booming in a high speed that the people have to work for

prolonged hours to maintain the standard of living and achieve their basic needs. So is the

condition in the hospitals, colleges, BPOs and lots of other places. In spit of having the

modern technologies and facilities, people are feeling themselves to be work loaded and

stressed. Stress arises because of many reasons which are discussed in the following

project. The project report also contain techniques how to reduce the stress and overcome

such problems.

To identify the level of stress among the female employees who work I have tried to

survey the female employees working in public and private sector banks. Stress arises

because of unfulfilled wants, lack of job satisfaction etc. before starting the topic of

stress; lets first understand the importance of human resource.


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CHAPTER I

INTRODUCTION

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. Itis the staff who and manage organizations. HRM involves the application of management

functions and principles. The functions and principles are applied to acquisitioning,

developing, maintain, and remunerating employees in organizations. Decisions relating to

employees must be integrated. Decision on different aspect 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 function s is not confined to business

establishment only. They are applicable to non-business organizations, too such as

education, health care, recreation etc.

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 define heterogeneous in the sense that they differ in personality, perception,

emotions, values, attitudes, motives, and modes of thoughts.

Human Resource Management is a process of producing development, maintaining

and controlling human resources for effective achievement of Organization goals


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CONCEPT OF STRESS

A lot of 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 obviousexcept

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 further 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

effects. These effects have rarely been observed in positive situations.

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, it's what we feel when we think we've lost control of events.

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

stress management, relaxation techniques, adequate rest, and relaxing hobbies.


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

those individuals with lower levels of magnesium or those who have a magnesium

deficiency. Chronic stress can also lead to a magnesium deficiency, which can be a factor

in continued chronic stress, and a whole host of other negative medical conditions 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 these new cases suffer from insomnia.

In a review 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 bars, columns, etc.

leads to shortening.

Loading a structural element or a specimen will increase the compressive stress until the

reach of compressive strength. According to the properties of the material, failure will

occur as yield for materials with ductile behavior (most metals, some soils and plastics)

or as rupture for brittle behavior (geometries, cast iron, glass, etc).

In long, slender structural elements -- such as columns or truss bars -- an increase of

compressive force F leads to structural failure due to buckling at lower stress than the

compressive strength.


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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.

STRESS IN BIOLOGICAL TERMS

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

animal body to respond 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. It refers to the inability of a

human or animal body to respond. 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 Selye's 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 to 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.

WHAT IS STRESS?


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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 form of positive stress can add more color 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 important 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 palpitations. Hence, whilst some stress may be seen as a motivating force, it is

important 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 an increased workload can also cause greater levels of stress.

How do you identify if you are suffering from excessive stress? Psychological symptoms

commonly experienced include insomnia, headaches and an inability to focus. Physical

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

stomachaches.


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WHAT CAUSES STRESS?

There are many different causes of stress, and that which causes stress is also known as a

stressor. Common lifestyle stressors include performance, threat, and bereavement

stressors, 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.

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 and usefulness of positive stress. In our everyday lives, stress is everywhere

and definitely unavoidable; hence our emphasis should be on differentiating between

what is good stress, and what is bad. This will help us 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 problems, whilst positive stress can be

very helpful for us. Heres how we differentiate between them.

Eustress

this is a positive form 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.


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Distress

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

when the mind and body 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

hours than the individual can handle. If you suspect that you are suffering from hyper

stress, you are likely to have sudden emotional breakdowns over insignificant issues, the

proverbial straws that broke the camels back. It is important for you to recognize that

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

psychological reactions.

Hypo stress

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 workers 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 eustress and distress. Distress is the most commonly-

referred to type of stress, having negative implications, whereas eustress is a positive

form of stress, usually related to desirable events in person's life. Both can be equally

taxing on the body, and are cumulative in nature, depending on a person's way of

adapting to a change that has caused it.


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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 isolated 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 you can cope

with stress at your workplace, and use it to help you work better. Here are 3 simple steps

to help you with coping with stress in the workplace.

Step 1: Raising Awareness

Help yourself to identify when you are facing rising levels of stress, tipping the scales

from positive to negative. This is important, as being able to identify signs of being

stressed can help you to take steps to ensure that your overall quality of life does not

drop. If left unacknowledged, the problem will only snowball, leading to disastrous

consequences to your health and overall wellbeing.


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

psychological reactions, such as excessive sweating or heart palpitations, or the onset of

headaches, irritability or the need to escape. If you experience any of these reactions,

identify if you are feeling any overwhelming negative emotions, 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.

These 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.

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

that are likely stressors. 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 to stave off the reactions and cope with it in a 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, stop 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.

STRESS MANAGEMENT


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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 attitudes, 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 individuals to habitual addictions,

which are inter-linked with stress.

Like "stress reactions", "relaxation responses" and stress management techniques are

some of the body's 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 flight' 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 don't get relaxing and soothing situations

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

RECOGNIZING A STRESSOR

It is important to recognize whether you are under stress or out of it. Many times, even if

we are under the influence of a stressful condition and our body reacts to it internally as

well as externally, we fail to realize that we are reacting under stress. This also happens

when the causes of stress are there long enough for us to get habituated to them. The

body constantly tries to tell us through symptoms such as rapid palpitation, dizzy spells,

tight muscles or various body aches that something is wrong. It is important to remain

attentive to such symptoms and to learn to cope with the situations.

We cope better with stressful situation, when we encounter them voluntarily. In cases of


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relocation, promotion or layoff, adventurous sports or having a baby, we tend to respond

positively under stress. But, when we are compelled into such situations against our will

or knowledge, more often than not, we wilt at the face of unknown and imagined threats.

For instance, stress may mount when one is coerced into undertaking some work against

one's will.

Laughter:

Adopting a humorous view towards life's situations can take the edge off everyday

stressors. Not being too serious or in a constant alert mode helps maintain the equanimity

of mind and promote clear thinking. Being able to laugh stressaway is the smartest way

to ward off its effects.

A sense of humor also allows us to perceive and appreciate the incongruities of life and

provides moments of delight. The emotions we experience directly affect our immune

system. The positive emotions can create neuro chemical changes that buffer the

immunosuppressive effects of stress.

During stress, the adrenal gland releases corticosteroids, which are converted to cortical

in the blood stream. These have an immunosuppressive effect. Dr. Lee Berk and fellow

researcher Dr. Stanley Tan at Loma Linda University School of Medicine have produced

carefully controlled studies showing that the experience of laughter lowers serum cortical

levels, increases the amount and activity of T lymphocytesthe natural killer cells.

Laughter also increases the number of T cells that have suppresser receptors.

WHAT LAUGHTER CAN DO AGAINST STRESS AND ITS EFFECTS?

1) Laughter lowers blood pressure and reduces hypertension.

2) It provides good cardiac conditioning especially for those who are unable to perform

physical exercise.

3) Reduces stress hormones (studies shows, laughter induces reduction of at least four of

neuroendocrine hormonesepinephrine, cortical, dopac, and growth hormone, associated

with stress response).


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4) Laughter cleanses the lungs and body tissues of accumulated stale air as it empties more

air than it takes in. It is beneficial for patients suffering from emphysema and other

respiratory ailments.

5) It increases muscle flexion, relaxation and fluent blood circulation in body.

6) Boosts immune function by raising levels of infection-fighting T-cells, disease-fighting

proteins called Gamma-interferon and disease-destroying antibodies called B-cells.

7) Laughter triggers the release of endorphinsbody's natural painkillers. Produces a

general sense of well-being.

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

behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g.,

concentration and memory problems). In turn, these 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 today's 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.

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 psychologically 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 other organizations, it is


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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 46,000 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 $1,700 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 results 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 jobconditions. Although the importance of individual differences cannot be ignored,

scientific evidence suggests that certain working conditions are stressful to most people.

Such evidence argues for a greater emphasis on working conditions as 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 periods suggestive of increasing work intensity. In

1990, the percentage of workers reporting that they worked at high speeds at least 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 19952000 (data not collected in 1990) in the percentage


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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 an upward trend in hours worked among

employed women, an increase in extended work weeks (>40 hours) by men, and a

considerable increase in combined working hours among working couples, particularly

couples 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.

PREVENTIONA 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 with workers' capabilities and resources.

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

skills.

Clearly define workers' roles and responsibilities.

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

Improve communications-reduce uncertainty about career development and future

employment prospects.

Provide opportunities for social interaction among workers.


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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 settings. 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.

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 that we do a poor quality job and that we neglect other areas

of our life. Each of these can lead to intense stress.The alternative is to work more intelligently, by focusing on the things that are important

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 these activities and minimize work on other tasks as much as possible. This


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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 your 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 you're 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.

Another more general approach to Thought Awareness comes with logging stress in your

Stress Diary. When you analyze 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;


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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 Thought Awareness technique. Look at every thought you wrote

down and challenge it rationally. Ask yourself whether the thought is reasonable. What

evidence is there for and against the thought? Would your 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, you've

done as much as you can to give 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 these 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?

Worry about other people's 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.

When you challenge negative thoughts rationally, you should be able to see quickly

whether the thoughts are wrong or whether they have some substance to them. Where


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there is some substance, take appropriate action. However, make sure that your negative

thoughts are genuinely important to achieving your goals, and don't just reflect a lack of

experience, which everyone has to go through 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.

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 people's 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 affirmations, part of Positive Thinking is to

look at opportunities that the situation might offer to you. In the examples above,

successfully overcoming the situations 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.


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CHAPTER II

REVIEW OF LITERATURE

Spector et. al.(1994) stat that As an individual , the issues of Locus of Control(LOC),

whereby one may perceive oneself as a victim or an agent of control in ones own

life(external or internal LOC), appears to be one of three key personality facts linked to

how an individual reacts to stressful situation . The other two are: Negative Affectivity or

the tendency to experience a variety of negative emotions across time and situations; and

type A personalities who seem to be hyper- reaction to uncontrollable stressors and more

reactive than type B.

Brown et. al.(1990) examined the relationship between stressful life events and drinking

outcome among male alcoholics who had completed an alcohol treatment program.

Approximately 40% of the pre-treatment stressors were found to be directly or indirectly

related to alcohol use.

Green et al. (1990) suggests that individuals in each of the above-mentioned categories

are more likely to have negative responses to stressors that is, they are more likely to

develop long-term mental health problems, including PTSD. These findings have some

interesting implications for military leaders. While it is not reasonable or practical to

select individuals for deployments based solely on these characteristics, it may be

possible to pay particular attention to stress-related disorders among these populations of

soldiers during and after deployment. Such targeted policy could reduce the number of

stress-induced casualties and prevent long-term mental health disorders by focusing on

the potentially most vulnerable populations..

Fletcher (1988) examined the further down the skill level in the job chain one looks the

worse off the mental health of those groups becomes. Further it has also been shown how

Conditions of work most adverse to workers health is to be found in blue collar

professions and in some health care positions such as nursing. A common and possibly


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decisive denominator of these work conditions is that they expose the worker to a

combination of high psychological stress and physical workload and a low level of

decision latitude.

Robbins (1988) research that stress is a condition in which an individual is confronted

with an opportunity, constrain or demand related to what he/she desires and for which the

outcome is perceived to both uncertain and important. So, stress is associated with:

Constraints or demand

Uncertainty over the outcome which is regarded as important

Miller et. al. (1986) reviewed stress management training techniques and found they

included such approaches as relaxation training, biofeedback and systematic

desensitization (i.e., focusing on environmental factors to reduce anxiety). Miller (1992)

also identified aerobic training as a stress management approach. Other approaches have

included meditation, muscle relaxation and transcendental meditation.

Selye (1956) defines stress as a nonspecific response of the body to any sort of demand

made on it. Selye defines this demand, which could include a stimulus or an event, as a

stressor and notes that a wide variety of stimuli are capable of producing the sameinternal stress response. Stressors are external and can come in several different forms,

ranging from extreme temperature to a physical assault. According to Selye, once the

individual has been exposed to the stressor, a physiological stress response will occur.

Hans Selye (1936)The term stress was basically introduced into the social sciences by

Hans Selye. The various terms tension, strain , stress is a term basically used in

engineering which means pressure of one object on another, conflict and pressure are

used to denote the effect of stress on individuals, through there may be thin differences in

these terms. Hans viewed stress as the non-specifically induced changes within a

biological system. It is non specific because any adoption to a problem faced by the body,

irrespective of the nature.


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CHAPTER III

RESEARCH METHODOLOGY

Objectives of the Study

Research Design

A research design is considered as the framework or plan for a study that guides as well

as helps the data collection and analysis of data. The research design may be exploratory,

descriptive and experimental for the present study. The descriptive research design is

adopted for this project.

Research Approach

The research worker contacted the respondents personally with well-prepared

sequentially arranged questions. The questionnaire is prepared on the basis of

objectives of the study. Direct contract is used for survey, i.e., contacting

employees directly in order to collect data.

Sample size

The study sample constitutes 100 female employees constituting in the research area.

Sampling Area

The study is conducted in employees of HDFC & ICICI Banks.

Sampling Design

The researcher has used probability sampling in which stratified random sampling is

used.


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Collection of Data

Most of the data collected by the researcher is primary data through personal interview,

where the researcher and the respondent operate face to face.

Research Instrument

The researcher has used a structured questionnaire as a research instrument tool which

consists of close ended questions, multiple choice and dichotomous questions in order to

get data. Thus, Questionnaire is the data collection instrument used in the study. All the

questions in the questionnaire are organized in such a way that elicit all the relevant

information that is needed for the study

Statistical Tools

The statistical tools used for analyzing the data collected are percentage method, bar

diagrams and pie diagrams.

Analysis of Data

The data are collected through survey and books, reports, newspapers and internet etc.,

the survey conducted among the employees of HDFC & ICICI bank. The data collected

by the researcher are tabulated and analyzed in such a way to make interpretations.

Various steps, which are required to fulfill the purpose, i.e., editing, coding, and

tabulating. Editing refers to separate, correct and modify the collected data. Coding

refers to assigning number or other symbols to each answer for placing them in categories

to prepare data for tabulation refers to bring together the similar data in rows and

columns and totaling them in an accurate and meaningful manner

The collected data are analyzed and interrupted using statistical tools and techniques.

LIMITATIONS OF THE STUDY

The survey is subjected to the bias and prejudices of the respondents. Hence 100%

accuracy cant be assured.


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The researcher was carried out in a short span of time, where in the researcher could not

widen the study.

The study could not be generalized due to the fact that researcher adapted personal

interview method.


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CHAPTER IV

RESULTS AND DISCUSSION

4.1.(A)Do you get proper lightening facilities in your organization?Table No. 4.1 (a)

Options Public Banks Private Banks

Respondents Percentage Respondent

s

Percentage

Strongly Agree 4 7.28% 14 25.46%

Agree 28 50.90% 24 43.62%

Neutral 15 27.26% 10 18.18%

Disagree 4 7.28% 2 3.64%

Strongly disagree 4 7.28% 5 9.10%

Total 55 100% 55 100%

Figure No. 4.1 (a)

INTERPRETATION

Public Banks

The above figure shows that 50.90% employees are agree that their organisation provides proper

lightening facilities, where as 7.28% employees are strongly disagree with the opinion.

Private Banks

The above figure shows that 43.62% employees are agree that their organisation provides proper

lightening facilities, while 3.64% are disagree with the opinion.


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4.1.(b) Do you get proper drinking water facilities in your organization?

Table No. 4.1 (b)



s

Percentage

Strongly Agree 10 18.18% 21 38.18%

Agree 23 41.82% 21 38.18%

Neutral 14 25.46% 5 9.10%

Disagree 6 10.90% 6 10.90%


Total 55 100% 55 100%

Figure No. 4.1 (b)

INTERPRETATION

Public Banks

The above figure shows that 41.82% employees are agree that their organisation provides

drinking water facilities, while 25.46% neutral, 18.18% strongly agree, 10.90% disagree

and least 3.64% employees are strongly disagree with the opinion that their organisation

provides drinking water facilities.

Private Banks

The above figure shows that 38.18% employees are strongly agree that their organisation

provides drinking water facilities, while 38.18% agree, 10.90% disagree, 9.10% neutral

and least 3.64% employees are strongly disagree with the opinion that their organisation

provides drinking water facilities.

4.1.(c) Do you get proper sanitation facilities in your organization?


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Table No. 4.1 (c)



s

Percentage

Strongly Agree 9 16.36% 11 20.00%Agree 28 50.90% 31 56.36%

Neutral 15 27.28% 10 18.18%

Disagree 3 5.46% 3 5.46%


Total 55 100% 55 100%

Figure No. 4.1 (c)

INTERPRETATION

Public Banks


sanitation facilities, while 27.28% neutral, 16.36% strongly agree and least 5.46%

employees are disagree with the opinion that their organisation provides sanitation

facilities.

Private Banks


sanitation facilities, where as 20.00% strongly agree, 18.18% neutral and least 5.46%

employees are disagree with the opinion that their organisation provides sanitation

facilities.

4.1.(d) Do you get proper ventilation facilities in your organization?

Table No. 4.1 (d)


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s

Percentage


Agree 28 50.90% 19 34.54%

Neutral 16 29.10% 13 23.64%

Disagree 7 12.72% 2 3.64%


Total 55 100% 55 100%

Figure No. 4.1 (d)

INTERPRETATION

Public Banks


ventilation facilities, while 29.10% neutral, 12.72% strongly agree and least 7.28%

employees are disagree with the opinion that their organisation provides ventilation

facilities.

Private Banks

The above figure shows that 34.54% employees are strongly agree that their organisation

provides ventilation facilities, while as 34.54% agree, 23.64% neutral, 3.64% disagree

and least 3.64% employees are disagree with the statement.

4.2.(a) Training is provided very often in your organization

Table No. 4.2 (a)



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s

Percentage


Agree 21 38.18% 20 36.36%

Neutral 20 36.36% 18 32.74%

Disagree 10 18.18% 7 12.72%


Total 55 100% 55 100%

Figure No. 4.2 (a)

INTERPRETATION

Public Banks

The above figure shows that 38.18% employees are agree that training is provided very

often in their organisation, while 36.36% neutral, 18.18% disagree, 5.46% strongly agree

and remaining 1.82% employees are strongly disagree with the opinion.

Private Banks

The above figure shows that 36.36% employees are agree that training is provided very

often in their organisation, while 32.74% neutral, 12.72% strongly agree, 12.72%

disagree and remaining 5.46% employees are strongly disagree with the opinion.

4.2.(b) Are you satisfied with the duration of training program?

Table No. 4.2 (b)



s

Percentage


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Agree 17 30.90% 27 49.10%

Neutral 22 40.00% 13 23.64%

Disagree 10 18.18% 7 12.72%


Total 55 100% 55 100%

Figure No. 4.2 (b)

INTERPRETATION

Public Banks

The above figure shows that 40.00% employees are neutral satisfied with duration of

training program, where as 30.90% are satisfied, 18.18% dissatisfied, 5.46% highly

satisfied, and remaining 5.46% employees are highly dissatisfied with the duration of

training program.

Private Banks

The above figure shows that 49.10% employees are satisfied with duration of training

program, while 23.64% neutral, 12.72% dissatisfied, 10.90% highly satisfied and

remaining 3.64% employees are highly dissatisfied with the duration of training program.

4.2.(c) Do you agree with feedback procedure conducted in the organization?

Table No. 4.2 (c)



s

Percentage

Strongly Agree 7 12.72% 12 21.82%

Agree 23 41.82% 20 36.36%


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Neutral 14 25.46% 17 30.90%

Disagree 9 16.36% 2 3.64%


Total 55 100% 55 100%

Figure No. 4.2 (c)

INTERPRETATION

Public Banks

The above figure shows that 41.82% employees are agree that feedback procedure

conducted in their organisation, where as 25.46% are neutral, 16.36% disagree, 12.72%

strongly agree and remaining 3.64% employees are strongly disagree with the statement.

Private Banks

The above figure shows that 36.36% employees are agree that feedback procedure

conducted in their organisation, where as 30.90% are neutral, 21.82% strongly agree,

7.28% strongly disagree and remaining 3.64% employees are disagree with the statement.

4.3(a) Are you satisfied with your pay package?

Table No. 4.3 (a)



s

Percentage


Agree 21 38.18% 27 49.10%

Neutral 15 27.28% 18 32.70%

Disagree 10 18.18% 2 3.64%



35/60

Total 55 100% 55 100%

Figure No. 4.3 (a)

INTERPRETATION

Public Banks

The above figure shows that 38.18% employees are satisfied with their pay package,

where as 27.28% are neither satisfied nor dissatisfied, 18.18% dissatisfied, 10.90%

strongly dissatisfied and rest 5.46% employees are strongly satisfied with their pay

package.

Private Banks

The above figure shows that 49.10% employees are satisfied with their pay package,

while 32.70% are neither satisfied nor dissatisfied, 9.10% strongly dissatisfied, 5.46%

strongly satisfied and rest 3.64% employees are strongly dissatisfied with their pay

package.

4.3(b) Incentives are given properly.

Table No. 4.3 (b)



s

Percentage


Agree 20 36.36% 24 43.64%

Neutral 24 43.64% 19 34.54%

Disagree 8 14.54% 5 9.10%


Total 55 100% 55 100%


36/60

Figure No. 4.3 (b)

INTERPRETATION

Public Banks

The above figure shows that 43.64% employees are neither agree nor disagree that

incentives are given properly to them, where as 36.36% are agree, 14.54% disagree,

3.64% strongly disagree and rest 1.82% employees are strongly agree with the statement.

Private Banks

The above figure shows that 43.64% employees are agree that incentives are given

properly to them, where as 34.54% are neutral, 12.72% strongly agree and rest 9.10%

employees are disagree with the statement.

4.4 Do you agree that you can complete your work within specified time?

Table No. 4.4



s

Percentage

Strongly Agree 11 20.00% 8 14.54%

Agree 20 36.36% 24 43.64%

Neutral 17 30.90% 17 30.90%Disagree 3 5.46% 5 9.10%


Total 55 100% 55 100%


37/60

Figure No. 4.4

INTERPRETATION

Public Banks

The above figure shows that 36.36% employees are agree that they can complete their

work in specified time, where as 30.90% are neutral, 20.00% strongly agree, 7.28%

strongly disagree and rest 5.46% employees are disagree with the statement that they can

complete their work in specified time.

Private Banks


work in specified time, while 30.90% are neutral, 14.54% strongly agree, 9.10% disagree

and rest 1.82% employees are disagree with the statement that they can complete theirwork in specified time.

4.5 Do you agree that you are overloaded with work?

Table No. 4.5



s

Percentage


Agree 24 43.64% 24 43.64%



Total 55 100% 55 100%


38/60

Figure No. 4.5

INTERPRETATION

Public Banks


work in specified time, where as 30.90% are neutral, 20.00% strongly agree, 7.28%

strongly disagree and rest 5.46% employees are disagree with the statement that they can

complete their work in specified time.

Private Banks


work in specified time, while 30.90% are neutral, 14.54% strongly agree, 9.10% disagree

and rest 1.82% employees are disagree with the statement that they can complete theirwork in specified time.

4.6 Do you suffer stress in your job?

Table No. 4.6



s

Percentage

Yes 55 100.0% 55 100.00%

No 0 0.00% 0 0.00%

Total 55 100% 55 100%


39/60

Figure No. 4.6

INTERPRETATION

Public Banks

All female employees of public sector banks feel stress in their job.Private Banks

All female employees of private sector banks feel stress in their job.

4.7 How do you feel about your job?

Table No. 4.7



s

Percentage

Interesting 41 74.54% 37 67.27%

Boring 14 25.46% 18 32.73%

Total 55 100% 55 100%


40/60

Figure No. 4.7

INTERPRETATION

Public Banks

The above figure shows that 74.54% employees feel their job is interesting, where as

25.46% feel their job as a boring.

Private Banks

The above figure shows that 67.27% employees feel their job is interesting, where as

32.73% feel their job as a boring.

4.8. What kind of stress do you suffer in your job?

Table No. 4.8



s

Percentage

Physical 13 23.64% 16 29.10%

Mental 42 76.36% 39 70.90%

Total 55 100% 55 100%


41/60

Figure No. 4.8

INTERPRETATION

Public Banks

According to 76.36% employees feel mental stress in their job, where as 23.64% feel

physical stress in their job.

Private Banks

According to 70.90% employees feel mental stress in their job, where as 29.10% feel

physical stress in their job.

4.9. What is the level of stress that you feel in your job?

Table No. 4.9


Respondents Percentage Respondents

Percentage

High 12 21.82% 31 56.36%

Low 43 78.18% 24 43.64%

Total 55 100% 55 100%


42/60

Figure No. 4.9

INTERPRETATION

Public Banks

The above chart reveals that 78.18% employees feel low stress in their job, while 21.82%

feel high stress in their job.

Private Banks

The above chart reveals that 56.36% employees feel high stress in their job, while

43.64% feel low stress in their job.


43/60

FACTORS CAUSING STRESS

4.10(a)Is there a good deal of interpersonal relations in the organization?

Table No. 4.10 (a)Options Public Banks Private Banks


s

Percentage


Agree 9 16.36% 6 10.91%

Neutral 17 30.91% 23 41.82%

Disagree 21 38.18% 21 38.18%


Total 55 100% 55 100%

Figure No. 4.10 (a)

INTERPRETATION

Public Banks

The above figure shows that 38.18% employees are disagree with the opinion that there a

good deal of interpersonal relations in the organization, where as 30.91% are neutral,

16.36% agree, 10.91% strongly agree and rest 3.64% employees are strongly disagree

with the opinion.

Private Banks

The above figure shows that 41.82% employees are neither agree nor disagree with the

opinion that there a good deal of interpersonal relations in the organization, where as

38.18% are disagree, 10.91% agree, 7.27% strongly agree and rest 1.82% employees are

strongly disagree with the opinion.


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4.10 (b) Proper growth opportunities are provided.

Table No.4.10 (b)



s

Percentage


Agree 10 18.18% 9 16.36%

Neutral 17 30.91% 10 18.18%

Disagree 26 47.27% 30 54.54%


Total 55 100% 55 100%

Figure No. 4.10 (b)

INTERPRETATION

Public Banks

The above figure shows that 47.27% employees are disagree with the fact that proper

growth opportunities are provided to them as compared to male employees, while as

30.91% are neutral, 18.18% agree, 1.82% strongly agree and least 1.82% employees are

strongly disagree with the fact.

Private Banks

The above figure shows that 54.54% employees are disagree with the fact that proper

growth opportunities are provided to them as compared to male employees, while as

18.18% are neutral, 16.36% agree, 7.28% strongly disagree and least 3.64% employees

are agree with the fact.

4.10 (c) Recognition is given for your work.


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Table no. 4.10 (c)



s

Percentage

Strongly Agree 0 0.00% 0 0.00%Agree 7 12.72% 6 10.91%

Neutral 19 34.54% 20 36.36%

Disagree 27 49.10% 23 41.82%


Total 55 100% 55 100%

Figure No. 4.10 (c)

INTERPRETATION

Public Banks

The above figure shows that 49.10% employees are disagree with the fact that

recognition is given for their work, while as 34.54% are neutral, 12.72% agree and least

3.64% employees are strongly disagree with the fact.

Private Banks

The above figure shows that 41.82% employees are disagree with the fact thatrecognition is given for their work, while as 36.36% are neutral, 10.91% agree and least

10.91% employees are strongly disagree with the fact.

4.10 (d) Participation in decision making.

Table No. 4.10 (d)



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s

Percentage


Agree 10 18.17% 9 16.36%



Total 55 100% 55 100%

Figure No. 4.10 (d)

INTERPRETATION

Public Banks

The above figure shows that 40.00% employees are disagree with the fact that their

participation in decision making, where as 29.10% are neutral, 18.18% agree, 9.10%

strongly disagree and least 3.64% employees are strongly agree with the fact.

Private Banks


fact that their participation in decision making, where as 21.82% are disagree, 16.36%

agree, 5.46% strongly disagree and least 3.64% employees are strongly agree with thefact.

4.10 (e) Grievances are redressed properly.

Table No. 4.10 (e)


Respondents Percentage Respondent Percentage


47/60

s


Agree 4 7.27% 6 10.91%

Neutral 25 45.45% 21 38.18%

Disagree 16 29.10% 22 40.00%

Strongly disagree 8 14.54% 2 3.64%Total 55 100% 55 100%

Figure No. 4.10 (e)

INTERPRETATION

Public Banks

The above figure shows that 45.45% employees are neither agree nor disagree with theopinion fact that grievances are redressed properly, while as 29.10% are neutral, 14.54%

disagree, 7.28% strongly agree and least 3.64% employees are strongly agree with the

fact.

Private Banks

The above figure shows that 40.00% employees are disagree with the opinion fact that

grievances are redressed properly, while as 38.18% are neutral, 10.91% agree, 7.28%

strongly agree and least 3.64% employees are strongly agree with the fact.

4.10 (f) Overburden is there in your job.

Table No. 4.10 (f)



s

Percentage



48/60

Agree 11 20.00% 9 16.36%

Neutral 21 38.18% 12 21.82%

Disagree 17 30.90% 28 50.92%


Total 55 100% 55 100%

Figure No. 4.10 (f)

INTERPRETATION

Public Banks


opinion fact that overburden is there in their job, while as 30.90% are disagree, 20.00%

agree, 9.10% strongly disagree and least 1.82% employees are strongly agree with the

fact.

Private Banks


opinion fact that overburden is there in their job, while as 21.82% are disagree, 16.36%

agree, 5.46% strongly agree and least 3.64% employees are strongly disagree with the

fact.

4.10 (g) Personal problems are given importance in your organization.

Table No. 4.10 (g)



s

Percentage


Agree 3 5.46% 3 5.46%


49/60

Neutral 24 46.64% 28 50.90%

Disagree 21 38.18% 18 32.72%

Strongly disagree 6 10.90 % 4 7.28%

Total 55 100% 55 100%

Figure No. 4.10 (g)

INTERPRETATION

Public Banks


opinion fact that personal problems are given importance in their organization, where as

38.18% are disagree, 10.90% strongly disagree, 5.46% agree and least 1.82% employees

are strongly agree with the fact.

Private Banks


opinion fact that personal problems are given importance in their organization, where as

32.72% are disagree, 7.28% strongly disagree, 5.46% agree and least 3.64% employees

are strongly agree with the fact.

COPING STRATEGIES

4.11 Have you taken any coping strategies personally to manage stress?

Table No. 4.11



s

Percentage

Yes 45 81.82% 50 90.91%

No 10 18.18% 5 9.09%

Total 55 100% 55 100%


50/60

Figure No. 4.11

INTERPRETATION

Public Banks

The above chart reveals that 81.82% employees have taken coping strategies personally

to manage stress, while 18.18% have not taken any coping strategies.

Private Banks

The above chart reveals that 90.90% employees have taken coping strategies personally

to manage stress, while 9.10% have not taken any coping strategies.

4.12 What kind of strategies of the following have you taken?

Table No. 4.12


Respondents Percentage Respondents

Percentage

Exercise 3 6.68% 4 8.00%

Meditation 10 22.22% 18 36.00%

Listening music 15 33.33% 19 38.00%

Take a walk 9 20.00% 4 8.00%

Spending time with children 8 17.77% 5 10.00%


51/60

Total 45 100% 50 100%

Figure No. 4.12

INTERPRETATION

Public Banks

From the above it can be depicts that 33.33% employees use Listening Music strategy to

coping the stress, where as 22.22% use mediation strategy, 20.00 use take a walk, 17.17

spending time with their children and remaining 6.68% employees use exercise strategy

to reduce the stress.

Private Banks

From the above it can be depicts that 38.00% employees use Listening Music strategy to

coping the stress, where as 36.00% use mediation strategy, 10.00% spending time with

their children, 8% exercise and remaining 8.00% employees use talk a walk strategy to

reduce the stress.

4.13. Does this organization take any suitable steps to manage stress?

Table No. 4.13



s

Percentage

Yes 42 76.36% 43 78.18%

No 13 23.64% 12 21.82%

Total 55 100% 55 100%


52/60

Figure No. 4.13

INTERPRETATION

Public Banks

The above chart reveals that 76.36% employees agree that their organisation take suitable

steps to manage stress, where as 23.64% employees think that their organisations do not

take suitable steps to manage stress.

Private Banks

The above chart reveals that 78.18% employees agree that their organisation take suitable

steps to manage stress, where as 21.82% employees think that their organisations do not

take suitable steps to manage stress.

4.14. What type of company-wide programs that are/could be adapted to manage stress?

Table No. 4.14

Options Public Banks Private BanksRespondents Percentage Respondent

s

Percentage

Employee counseling 6 14.28% 4 9.30%

Autonomous work groups 5 11.90% 13 30.24%

Transport subsidy 11 26.20% 3 6.98%

Health clubs 1 2.38% 19 44.18%


53/60

Effective Training &

Development program

19 45.24% 4 9.30%

Total 42 100% 43 100%

Figure No. 4.14

INTERPRETATION

Public Banks

From the above it can be depicts that effective training & development program are used

by public banks to manage stress, where as 26.20% employees replied that transport

subsidy, 14.28% employees counseling, 11.90% autonomous work groups and remaining

2.38% employees replied that their bank used health club facilities to reduce stress.

Private Banks

From the above it can be depicts that Health club program are used by private banks to

manage stress, where as 30.24% employees replied that autonomous work groups, 9.30%

employees counseling, 9.30% effective training & development program and remaining

6.98% employees replied that their bank used transport subsidy to reduce stress.

CHAPTER V

SUMMARY

FINDINGS

Public Banks

Majority of female employees are agreeing that their organisation provides proper lightening

facilities.

Higher percentage of employees is agreed that their organisation provides drinking water

facilities.


54/60

More than half percentage of employees is agreed that their organisation provides

sanitation facilities.

Higher number of employees is agreeing that their organisation provides ventilation

facilities.

Majority of employees are agreeing that training is provided very often in their

organisation.

Employees are neutral satisfied with duration of training program.

Majority of employees are agreeing that feedback procedure conducted in their

organisation.

Employees are satisfied with their pay package.

In public sector bank, Employees are neither agree nor disagree that incentives are givenproperly to them.

Employees are agreeing that they can complete their work in specified time.

All female employees of public sector banks feel stress in their job.

Employees feel their job is interesting.

Majority of Public sector employees feel mental stress in their job.

Majority of employees feel low stress in their job.

Employees are disagree with the opinion that there a good deal of interpersonal relations

in the organization.

Employees are disagreeing with the fact that proper growth opportunities are provided to

them as compared to male employee

Majority of employees are disagreeing with the fact that recognition is given for their

work.

Employees are disagree with the fact that their participation in decision making.

Employees are neither agree nor disagree with the opinion fact that grievances are

redressed properly.

Employees are neither agree nor disagree with the opinion fact that overburden is there in

their job.


55/60

Employees are neither agree nor disagree with the opinion fact that personal problems are

given importance in their organization.

Employees have taken coping strategies personally to manage stress.

Employees use Listening Music strategy to coping the stress as compare to otherstrategies.

Employees agree that their organisation take suitable steps to manage stress.

Effective training & development program are used by public banks to manage stress.

Private Banks

Majority of female employees are agree that their organisation provides proper lightening

facilities Majority of employees are strongly agreed that their organisation provides drinking water

facilities.

Employees of private banks are agreeing that their organisation provides sanitation

facilities.

Private bank Employees are strongly agree that their organisation provides ventilation

facilities.

Employees are agreeing that training is provided very often in their organisation.

Employees are satisfied with duration of training program.

Employees are agreeing that feedback procedure conducted in their organisation.

Employees are satisfied with their pay package.

Employees are agreeing that incentives are given properly to them.

Employees are agreeing that they can complete their work in specified time.

All female employees of private sector banks feel stress in their job.

Employees feel their job is interesting.

Employees feel mental stress as compare to physical stress in their job.

Employees feel high stress in their job.

Employees are neither agree nor disagree with the opinion that there a good deal of

interpersonal relations in the organization.


56/60

Employees are disagreeing with the fact that proper growth opportunities are provided to

them as compared to male employees.

Employees are disagreeing with the fact that recognition is given for their work.

Employees are neither agree nor disagree with the fact that their participation in decisionmaking.

Employees are disagreeing with the opinion fact that grievances are redressed properly.

Half percentage of employees are neither agree nor disagree with the opinion fact that

overburden is there in their job.

Employees are neither agree nor disagree with the opinion fact that personal problems are

given importance in their organization.

Employees have taken coping strategies personally to manage stress. Employees use Listening Music strategy to coping the stress as compare to other

strategies.

Employees agree that their organisation take suitable steps to manage stress.

Health club program are used by private banks to manage stress.


57/60

SUGGESTIONS

Public sector banks

Good training programmes on different departments should be implemented, so that

employees can cope up with the changing needs of the firm.

Currently poor stress management programmes are followed in public sector banks, so

good stress management programmes should be implemented.

Improve the welfare measures of employees.

In any organization stress development means failure of implemented strategies and

interpersonal relationships, so public sector banks should look at causes of stress, proper

management of stress means success of organization.

Reorganization of people who have done outstanding performance, it will boost

employee performance.

Good employee and management relationship will help to reduce stress to a great extent.

Consider the problems of the employees for the wellbeing of the organization.

Introduce a stress management committee to solve employee problems.

Private sector banks

The employees must give importance to time management techniques thereby they can

complete their work within the specified time.

Many tasks can be delegated to subordinates without losing effectiveness so that we can

reduce the overload of work.

Giving counseling to the employees when they face problems, because counseling is the

discussion of a problem that usually has emotional content with an employee in order to

help the employee cope within better.

The organization must introduce Employee Assistance Programmes (EAPs) and stress

control workshops accordingly to the level of employees, because there is a strong

relation between the level of stress and level of employees.


58/60

Engaging the bored employee in aerobic exercise, because it stimulates the brain and the

body. Also the employee must do meditation and yoga in their daily life.


59/60

CONCLUSION

Stress in the work place has become the black plague of the present cent

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Comparative Study of Stress Level Among Female Employees of Public and Private Sector Banks by...

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