A Project Report on

Organizational and individual stress

Submitted by

Manu Gupta (39)
Sahil Tandon ( )

Division C BBA, LL.b




Symbiosis Law School, NOIDA
Symbiosis International University, Pune

In
March, 2014

Under the guidance of
Dr. Ankur Jain

Course in Charge

Human Resources And
Total Quality Management
C E R T I F I C A T E


The project entitled Organizational and individual stress Submitted to the
Symbiosis Law School, NOIDA for Human Resources And Total Quality
Management as part of internal assessment is based on my original work
carried out under the guidance of Dr. Ankur Jain from December 23
rd
, 2013
to March 27
th
, 2014. The research work has not been submitted elsewhere
for award of any degree.

The material borrowed from other sources and incorporated in the thesis has
been duly acknowledged.

I understand that I myself could be held responsible and accountable for
plagiarism, if any, detected later on.



Signature of the candidate: Manu : Sahil :

Date: 27-03-14

ACKNOWLEDGEMENT


First of all I wish to dedicate my sincere thanks and acknowledgements to
Dr. C.J. Rawandale for his support and motivation.

I wish to acknowledge Dr. Ankur Jain for providing me with the opportunity
to enhance my knowledge by submitting this report and all the support.

Index

Table of Contents

Objective ............................................................................................. 1
Research Methodology .......................................................................... 1
Literature Review ................................................................................. 1
Introduction: ....................................................................................... 4
The Organization ............................................................................... 5
Workplace Factors Causing Stress .......................................................... 7
Interactions Between Work And Home Stress ........................................... 9
Individual Stress Management ............................................................. 10
Causes of Stress ................................................................................. 12
1. Causes of Organizational Stress ..................................................... 12
2. Causes of Individual Stress ........................................................... 15
Questionnaire .................................................................................... 17
Analysis ............................................................................................ 19
1. Age Group of candidates .............................................................. 19
2. Candidates clarity of expectations from him at work ....................... 19
3. Candidates clarity of Goals and objectives of department ................ 20
4. Strained Relationships at work ..................................................... 20
5. Too many deadlines at work for the candidates .............................. 21
6. Overwork of Candidates ............................................................... 21
7. Helping Colleagues and co-workers ............................................... 22
8. Control on own Job ..................................................................... 22
9. Participation in decision making .................................................... 23
10. Medical Problems due to stress .................................................. 23
Results .............................................................................................. 24
Discussion ......................................................................................... 25



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Objective

To ascertain the existence of Individual stress in an organization
To ascertain the extent of Individual stress in an organization
To ascertain the existence of Organizational stress in an organization
To ascertain the extent of Organizational stress in an organization


Research Methodology

This research thesis will be carried about by way of an empirical research
involving the distribution of a questionnaire to the sample which consists of
candidates working in several types of organizations.
This research thesis is conducted with the help of Likert Scale as a
tool/technique used for research.


Literature Review

1. B.V. Christiana (2009) Impact of Stress Management on Human
Competencies Asia Pacific Journal of Management

This paper examines the stress in the workplace. It identifies the Human
Resource staff as often being in the front line in dealing with cases of
work-related stress and its becoming crucial for managers to identify
sources and formulate strategies to reduce it.
2 | P a g e


2. J. Rupa, V. Durai (2012) A Study on Stress Among School Teachers with
Special Reference to Madurai District

This research analyzes the conceptual and theoretical overview of
psychological stress in the workplace specifically for teachers, focusing
particularly on organizational sources and consequences of stress. This
overview draws primarily on literature from social psychology,
organizational and industrial psychology, and organizational studies.

3. M. Mansor, Dr. Tayib (2010) An Empirical Examination
of Organizational Culture, Job Stress and Job Satisfaction International
Journal of Business and Social Science

This papers assessment on job stress reveals that the employees are
uncertain on the evaluation for a raise or promotion. It is also found that
there are significant correlations among organizational culture, employee
job stress and job satisfaction at RMC-WPKL. The results of this study
signify that action should be taken to change the departments culture
orientation, reduce employees stress and improve satisfaction.

4. L. Guillen, K. Korotov (2009) Organizational Culture, Leadership,
Change, and Stress INSEAD Working Paper

This research work examines how do organizations become and remain
great places to work. Changing mindsets is never easy and the need for
adaptation usually induces a high degree of stress, both at individual and
organizational levels. Learning how to manage organizational change
3 | P a g e

processes effectively may serve as a platform keep individual and
organizational stress at acceptable levels.

5. Kahn, Robert L.; Byosiere, Philippe (1992) Stress in organizations

This paper talks about Organizational stress. It is defined as a rapidly
expanding field, characterized by disagreements about terminology and
definitions but underlying agreement on the variables of interest and their
causal relationships / these relationships constitute a hypothetical
sequence that begins with organizational antecedents to stress and then
identifies the stressors they generate, the perception and appraisal of
those stressors by individuals, the short-term responses evoked, and the
effects of long-term exposure / at each step in this causal chain, the
moderating effects of individual differences and interpersonal
relationships are acknowledged


4 | P a g e

Introduction:

Stress is a general term applied to various mental and physiological
pressures experienced by people feel in their lives. Stress has been defined
in different ways over the years. Originally, it was conceived of as pressure
from the environment, then as strain within the person. The generally
accepted definition today is one of interaction between the situation and the
individual. It is the psychological and physical state that results when the
resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than
others and in some individuals than others. Stress can be positive or
negative. Stress can be positive when the situation offers an opportunity for
a person to gain something. It acts as a motivator for peak performance.
Stress can be negative when a person faces social, physical, organizational
and emotional problems

The degree of stress experienced depends on the functioning of two
protective physiological mechanisms:

Alarm reaction. When confronted with a threat to our safety, our
first response is physiological arousal: our muscles tense and
breathing and heart rate become more rapid. This serves us well when
the threat is the proverbial bull in the field rushing towards us. We
either fight or flee. Present day threats tend to be more
psychologicalfor example, unjustified verbal attack by a superior at
work. It is usually not socially acceptable to act by fight or flight, and
an alternative means of expressing the resultant emotional and
physical energy is required. This falls in the arena of assertive
5 | P a g e

communication.
Adaptation. The second adaptive mechanism allows us to cease
responding when we learn that stimuli in the environment are no
longer a threat to our safety. For example, when we first spend time in
a house near a railway line, our response to trains hurtling past is to
be startled, as described above. Over time, our response dwindles. If
this process did not function, we would eventually collapse from
physical wear and tear, and mental exhaustion.
1

Stress is experienced when either of these mechanisms are not functioning
properly or when we find it difficult to switch appropriately from one to
another. It is the perception, or appraisal, of the situation that is key to
whether or not it causes stress. This is the basis of the transactional model
of stress, whereby the ability of a person to prevent or reduce stress is
determined by that person's appraisal of (a) the threat within a situation
(primary appraisal), and (b) the appraisal of his/her coping skills to deal with
that threat (secondary appraisal). These appraisals have been shaped by
past experiences of confronting stress and, in turn, influence future behavior
and appraisals. Thus, the process of appraisal, behavior, and stress is
continuous, and managing stress can result from changing the way the
situation is appraised (cognitive techniques) or responded to (behavioral or
cognitive techniques).
2


The Organization
The Organization which we approached for the empirical study was Race
Honda, a leading dealership in two wheeler automobiles. It is an authorized
Honda two-wheeler dealer namely - Race Honda, 80-A, Radheypuri

1
http://oem.bmj.com/content/59/1/67.long#sec-7
2
http://oem.bmj.com/content/59/1/67.long
6 | P a g e

Extension, Jagatpuri Road, Delhi - 110051. They devote themselves to
helping and serving our customers to the best of our ability.

Workers at Race Honda believe the two-wheelers they offer for sale are of
the highest quality. They pledge to deliver you relevant, correct, and
abundant content. They strive to deliver 100% customer satisfaction from
the moment one first contacts the dealership. Their goal is to provide one
with all the information one needs to make an informed decision, whether
purchasing a new vehicle from them or exchanging your old vehicle with a
new Honda two-wheeler or getting your vehicle serviced at Race Honda.
They are confident that once you know the facts, you will choose to buy and
service your next vehicle from Race Honda.

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Workplace Factors Causing Stress

The workplace is an important source of both demands and pressures
causing stress, and structural and social resources to counteract stress.
The workplace factors that have been found to be associated with stress and
health risks can be categorized as those to do with the content of work and
those to do with the social and organizational context of work (fig 1). Those
that are intrinsic to the job include long hours, work overload, time pressure,
difficult or complex tasks, lack of breaks, lack of variety, and poor physical
work conditions (for example, space, temperature, light).
Unclear work or conflicting roles and boundaries can cause stress, as can
having responsibility for people. The possibilities for job development are
important buffers against current stress, with under promotion, lack of
training, and job insecurity being stressful. There are two other sources of
stress, or buffers against stress: relationships at work, and the
organizational culture. Managers who are critical, demanding, unsupportive
or bullying create stress, whereas a positive social dimension of work and
good team working reduces it.
3

An organizational culture of unpaid overtime or presenters causes stress.
On the other hand, a culture of involving people in decisions, keeping them
informed about what is happening in the organization, and providing good
amenities and recreation facilities reduce stress. Organizational change,
especially when consultation has been inadequate, is a huge source of
stress. Such changes include mergers, relocation, restructuring or

3
http://www.who.int/occupational_health/publications/en/oehstress.pdf
8 | P a g e

downsizing, individual contracts, and redundancies within the
organization.
4

o Long hours worked, work overload and pressure
o The effects of these on personal lives
o Lack of control over work and lack of participation in decision making
o Poor social support
o Unclear management and work role and poor management style


4
https://www.boundless.com/management/organizational-behavior/stress-in-
organizations/
9 | P a g e

Interactions Between Work And Home Stress

Increasingly, the demands on the individual in the workplace reach out into
the homes and social lives of employees. Long, uncertain or unsocial hours,
working away from home, taking work home, high levels of responsibility,
job insecurity, and job relocation all may adversely affect family
responsibilities and leisure activities. This is likely to undermine a good and
relaxing quality of life outside work, which is an important buffer against the
stress caused by work. In addition, domestic pressures such as childcare
responsibilities, financial worries, bereavement, and housing problems may
affect a person's robustness at work. Thus, a vicious cycle is set up in which
the stress caused in either area of one's life, work or home, spills over and
makes coping with the other more difficult.

Women are especially likely to experience these sources of stress,
7
since
they still carry more of the burden of childcare and domestic responsibilities
than men. In addition, women are concentrated in lower paid, lower status
jobs, may often work shifts in order to accommodate domestic
responsibilities, and may suffer discrimination and harassment.
5




5
http://www.healthline.com/health/stress-causes
10 | P a g e

Individual Stress Management

Most interventions to reduce the risk to health associated with stress in the
workplace involve both individual and organizational approaches. Individual
approaches include training and one-to-one psychology servicesclinical,
occupational, health or counseling. They should aim to change individual
skills and resources and help the individual change their situation.
6

Stress affects different people in different ways. The experience of work
stress can cause unusual and dysfunctional behavior at work and contribute
to poor physical and mental health. In extreme cases, long-term stress or
traumatic events at work may lead to psychological problems and be
conductive to psychiatric disorders resulting in absence from work and
preventing the worker from being able to work again.
7

There are a number of ways by which the risk of work stress can be
reduced. These include:
Primary prevention - reducing stress through ergonomics, work and
environmental design, organizational and management development,
Secondary prevention - reducing stress through worker education and
training, and
Tertiary prevention - reducing the impact of stress by developing more
sensitive and responsive management systems and enhanced occupational
health provision.
The organization itself is a generator of different types of risk. Tertiary

6
http://www.andersonpeakperformance.co.uk/personalstresstips.htm
7
http://www.who.int/occupational_health/publications/pwh3rev.pdf
11 | P a g e

prevention in organizations places an emphasis on the provision of
responsive and efficient occupational health services. Contemporary work
stress management should, therefore, encompass tertiary prevention. A
good employer designs and manages work in a way that avoids common risk
factors for stress and prevents as much as possible foreseeable problems.













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Causes of Stress

Factors that cause stress are called "Stressors." The following are the
sources or causes of an organizational and non-organizational stress.

1. Causes of Organizational Stress

The main sources or causes of an organizational stress are:-

Career Concern : If an employee feels that he is very much behind in
corporate ladder, then he may experience stress and if he feels that there
are no opportunities for self-growth he may experience stress. Hence
unfulfilled career expectations are a major source of stress.

Role Ambiguity: It occurs when the person does not known what he is
supposed to do on the job. His tasks and responsibilities are not clear. The
employee is not sure what he is expected to do. This creates confusion in the
minds of the worker and results in stress.

Rotating Shifts: Stress may occur to those individuals who work in
different shifts. Employees may be expected to work in day shift for some
days and then in the night shift. This may create problems in adjusting to
the shift timings, and it can affect not only personal life but also family life of
the employee.
8


Role Conflict: It takes place when different people have different
expectations from a person performing a particular role. It can also occur if

8
http://oem.bmj.com/content/59/1/67.long
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the job is not as per the expectation or when a job demands a certain type
of behavior that is against the person's moral values.

Occupational Demands: Some jobs are more stressful than others. Jobs
that involve risk and danger are more stressful. Research findings indicate
that jobs that are more stressful usually requires constant monitoring of
equipments and devices, unpleasant physical conditions, making decisions,
etc.
9


Lack of Participation in Decision Making: Many experienced employees
feel that management should consult them on matters affecting their jobs.
In reality, the superiors hardly consult the concerned employees before
taking a decision. This develops a feeling of being neglected, which may lead
to stress.

Work Overload: Excessive workload leads to stress as it puts a person
under tremendous pressure. Work overload may take two different forms: -
1. Qualitative work overload implies performing a job that is complicated or
beyond the employee's capacity.
2. Quantitative work overload arises when number of activities to be
performed in the prescribed time is many.

Work Under load: In this case, very little work or too simple work is
expected on the part of the employee. Doing less work or jobs of routine and
simple nature would lead to monotony and boredom, which can lead to
stress.


9
http://www.medicalnewstoday.com/articles/145855.php
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Working Conditions: Employees may be subject to poor working
conditions. It would include poor lighting and ventilations, unhygienic
sanitation facilities, excessive noise and dust, presence of toxic gases and
fumes, inadequate safety measures, etc. All these unpleasant conditions
create physiological and psychological imbalance in humans thereby causing
stress.

Lack of Group Cohesiveness: Every group is characterized by its
cohesiveness although they differ widely in degree of cohesiveness.
Individuals experience stress when there is no unity among the members of
work group. There is mistrust, jealously, frequent quarrels, etc., in groups
and this lead to stress to employees.

Interpersonal and Intergroup Conflict: Interpersonal and intergroup
conflict takes place due to differences in perceptions, attitudes, values and
beliefs between two or more individuals and groups. Such conflicts can be a
source of stress to group members.

Organizational Changes: When changes occur, people have to adapt to
those changes and this may cause stress. Stress is higher when changes are
major or unusual like transfer or adaption of new technology.

Lack of Social Support: When individuals believe that they have the
friendship and support of others at work, their ability to cope with the effects
of stress increases. If this kind of social support is not available then an
employee experiences more stress.
10




10
http://www.webmd.com/balance/guide/causes-of-stress
15 | P a g e

2. Causes of Individual Stress

Certain factors outside the scope of an organization also cause stress.
These main sources or causes of non-organizational stress are: -

Civic Amenities: Poor civic amenities in the area in which one lives can be
a cause of stress. Inadequate or lack of civic facilities like improper water
supply, excessive noise or air pollution, lack of proper transport facility can
be quite stressful.

Life Changes : Life changes can bring stress to a person. Life changes can
be slow or sudden. Slow life changes include getting older and sudden life
changes include death or accident of a loved one. Sudden life changes are
highly stressful and very difficult to cope.

Frustration: Frustration is another cause of stress. Frustration arises when
goal directed behavior is blocked. Management should attempt to remove
barriers and help the employees to reach their goals.

Caste and Religion Conflicts: Employees living in areas, which are subject
to caste and religious conflicts, do suffer from stress. In case of religion, the
minorities and lower-caste people (seen especially in India) are subject to
more stress.

Technological Changes: When there are any changes in technological
field, employees are under the constant stress of fear of losing jobs, or need
to adjust to new technologies. This can be a source of stress.

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Career Changes: When a person suddenly switches over a new job, he is
under stress to shoulder new responsibilities properly. Under promotion,
over promotion, demotion and transfers can also cause stress.















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Questionnaire
Organizational and individual stress
NB: Your responses to this questionnaire will remain anonymous and only group data
will be presented. It will not be used as an evaluation of your work or capabilities.

Basic Details:
1. Name: ____________________________
2. Age: 20-30( ) 30-35( ) 35-40( ) 40-above( )
3. Occupation: ________________________

Organizational Stress:
Tick the Correct Answer

1. I am clear what is expected of me at work
Never ( ) Seldom ( ) Sometimes ( ) Often ( ) Always ( )
2. Demands of different groups at work are hard to perform simultaneously
Never ( ) Seldom ( ) Sometimes ( ) Often ( ) Always ( )
3. I am clear about the goals and objectives for my department
Never ( ) Seldom ( ) Sometimes ( ) Often ( ) Always ( )
4. Relationships at work are strained
Never ( ) Seldom ( ) Sometimes ( ) Often ( ) Always ( )
5. I feel that there are too many deadlines in my work that are difficult to meet
i. Yes ( ) ii. No ( )
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Individual stress:
6. You have to leave some tasks Yes ( ) No ( ) Sometimes ( )
because you have too much to do?
7. If your work gets difficult your Yes ( ) No ( ) Sometimes ( )
colleagues will help you?
8. Do you feel you have control Never ( ) Sometimes ( ) Often ( )
on your job?
9. You are able to plan your own work Never ( ) Sometimes ( ) Often ( )
10. You participate in decision making Never ( ) Sometimes ( ) Often ( )
for your own job
11. You have some control over the Never ( ) Sometimes ( ) Often ( )
pace/ content of your work
12. Do you ever suffer from any of the following?
o Anxiety Never ( ) Often ( )
o Chest pain/palpitations Never ( ) Often ( )
o Indigestion or nausea Never ( ) Often ( )
o Sleeplessness Never ( ) Often ( )
o Irritability Never ( ) Often ( )
o Backache Never ( ) Often ( )
o Stomach disorders Never ( ) Often ( )
o Inability to concentrate Never ( ) Often ( )
13. I make sure that I take time for myself, away from my other commitments,
on a regular basis.
Always ( ) Usually ( ) Sometimes ( ) Rarely ( ) Never ( )
19 | P a g e

Analysis

1. Age Group of candidates





2. Candidates clarity of expectations from him at work



0
2
4
6
8
10
12
20 - 30 30 - 35 35 - 40 40 Above
Age Group
0
2
4
6
8
10
12
14
16
Never Seldom Sometimes Often Always
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3. Candidates clarity of Goals and objectives of department




4. Strained Relationships at work



0
2
4
6
8
10
12
14
16
18
Never Seldom Sometimes Often Always
0
1
2
3
4
5
6
7
8
9
Never Seldom Sometimes Often Always
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5. Too many deadlines at work for the candidates




6. Overwork of Candidates



0
1
2
3
4
5
6
7
8
9
10
Never Seldom Sometimes Often Always
0
2
4
6
8
10
12
14
Yes No Sometimes
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7. Helping Colleagues and co-workers




8. Control on own Job



0
2
4
6
8
10
12
14
16
18
Yes No Sometimes
0
2
4
6
8
10
12
14
16
18
Yes No Sometimes
23 | P a g e

9. Participation in decision making




10. Medical Problems due to stress



0
2
4
6
8
10
12
14
16
18
Yes No Sometimes
0
5
10
15
20
25
30
24 | P a g e

Results


a) This research study was conducted on majorly the employees under the
age group of 20 35 years of age (Table 1) as it was done in an
automobile showroom.
b) As you can see form Table 2, a large chunk of employees are well aware
of the quality and quantity of work expected from them in the
organization and from Table 3, that most of the employees are also aware
of the objectives and goals of their departments in the organization.
c) Table 4 suggests that their do exist some strained relationships among
personnel at work place but the quantum of that is not so alarmingly
high.
d) Table 5 and Table 6 show us that in the concerned organization, there
exists a problem of overworking and over burdening the employees with
deadlines.
e) Table 7 reflects that on-the-job conditions are good for workers as the
workforce is helping and cooperative.
f) Table 8 entails the lack of self-control on own jobs of the workers as well
as Table 9 shows that the employees in the organization are not even
considered and involved much into the decision making processes.
g) And finally, Table 10 reflects that workforce of the organizations, majorly,
suffers with Non concentration, Irritability and Back ache.

25 | P a g e

Discussion

a) This research thesis has candidates who are young and hardworking and
under the age group of 20 35 majorly because this was conducted in an
automobile showroom where it is required that the major part of the
workforce be clerical in nature and shall be full of energy as there is a lot
of analog work to be done.
b) The information about the work to be done s made well aware to the
workforce and the objectives in the organization of the concerned
department are also clear, quantitative and well commuted to every
worker.
c) The organization is lacking focus upon maintaining good relationships
among employees as there exist some strained relations and the
organization may suffer for that.
d) The showroom managers are also overburdening the employees and
imposing strict deadlines upon them as a result of which the employee
satisfaction has been affected, which in turn can lead to decrease in the
overall efficiency of the working of the affected workers. This problem can
be solved by recruiting the required number of employees as there could
be a problem of under-staffing in the organization.
e) The workforce, though coping with the issue of strained relations, still is
cooperative and helping towards each other as their moral values should
have been positively upright.
f) The organization lacks the involvement of employees in the decision
making procedures and giving the workers some liberty as to the ways of
doing their routine jobs. This can lead to the barricading creative and
novel ideas from reaching the management from the ground level
workers.
26 | P a g e

g) Individual and organizational stress exists in the concerned organizations
and can be seen by the existence of multiple medical problems among
workers arising out of this stress.

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Conclusion

In this research thesis,