A Term Paper

ON

A Detailed study Of
STRESS MANAGEMENT AMONG WORKING WOMAN IN BANKA SURVEY IN JODHPUR Submitted in partial fulfilment for the award of

Degree of Master of Business Administration Of Department of Management Studies Jai Narain Vyas University, Jodhpur (2010-2011)

Under the supervision of Pr. R. C. S. Rajpurohit

Head, Department of business adm.

Submitted by
Poonam kanwar M. B. A. IVSEM

ACKNOWLEDGEMENT
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With pleasure I extend my deep sense of gratitude to my supervisor Dr. R. C. S. Rajpurohit, for his honourable guidance and encouragement. Without his valuable views this study would not have seen the light of day. I would like to extend my thanks to Dr. Meeta Nihalini, HOD, Department of management studies, J.N.V University, Jodhpur, for her extreme support. I would also like to thank all the staff members and friends for their valuable suggestions and cooperation given in doing the work on this term paper.

POONAM KANWAR M.B.A. IV

CERTIFICATE

Department of Management Studies Jai NarainVyas University, Jodhpur

This is to certify that the term paper on STRESS MANAGEMENT OF WORKING WOMAN:- A SURVEY IN JODHPUR has been prepared

by Miss. Poonam kanwar in the partial fulfilment of the requirements for the award of degree M.B.A. This term paper has been prepared under my supervision and is approved for submission.

DATE: Jul 5, 2011

Pr. R. C. S. Rajpurohit Head, Department of business administration

LITERATURE REVIEW
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A review on the previous studies on stress among the employees is necessary to know the areas already covered. This will help to find our new areas uncovered and to study them in depth. The earlier studies made on stress among the employees are briefly reviewed here. The research study of Jamal. M* finds that job stressors were significantly related to employees psychosomatic problems, job satisfaction, unproductive time at the job, and absenteeism. Type A behaviour was found to be an important moderator of the stress outcome relationship. 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. 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. Brief. A. P. and J. M. Atieh*, argues that it is not safe to assume that job conditions that have an adverse impact on affective reactions to the job will also have a negative impact on overall subjective well-being. (A. P and J. M. Atieh, Studying job stress: Are we making mountains out of molehills? Journal of occupational behavior, 1987 pp115-26.)

Fienmann views stress as a psychological response state of negative effect characterized by a persistent and a high level of experienced anxiety or tension. Hans Seyle, the endocrinologist, whose research on General Adaptation Syndrome (GAS), for the first time, revealed how human beings adapt themselves to emotional strives and strains in their lives. According to him emotional stress occurs in three important stages. 1. Alarm reaction stage

2. Resistance stage 3. Exhaustion stage. Alarm reaction is caused by physical or psychological stressors. Resistances are brought about by ACTH hormone of the body. Exhaustion follows when ACTH dwindles as a result of continual stress. (ACTH-Aprinocorticotropic) According to Stephen .P. Robbins*, stress related headaches are the leading cause of loss of work time in U. S. industry. Cooper and Marshall* visualize stress as characteristics of both the focal individual and his environment. They designate the internal and external consultive forces as pressures or stressors and the resulting stalk of the organism on stress. (Cooper. C. L. and Marshall. J, Understanding Executive Stress, The McMillan Press Ltd, 1978 p 4.)

Recent research into the interaction between the mind and body show that we may place our body on stress alert quite unconsciously, because of our psychological and emotional attitudes to stress. Anticipatory emotions like impatience, anxiety, and anger can produce the same nerve impulses and chemical reactions as being faced with a concrete challenge. So when faced with a stressful situation, we must either use up the energy created by the body to challenge or learn how to turn off, the response using a conscious relaxation technique.(Stephen Robbins, Organizational Behavior, Prentice Hall, U.K, 1989 pp 499501).

INTRODUCTION TO 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. This is the main definition used by this section of Mind Tools, although we also recognize that there is an intertwined instinctive stress response to unexpected events. The stress response inside us is therefore part instinct and part to do with the way we think. The types of stress are as follows

WHAT IS STRESS? Stress is a dynamic condition in which an individual is confronted with an opportunity, demand or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important. This is a complicated definition. Stress is not necessarily bad in and of itself. Although stress is typically discussed in a negative context, it also has a positive value. Its an opportunity when it offers potential gain. Consider for example, the superior performance that an athlete or stage performer gives in clutch situations. Such individuals often use stress positively to rise to the occasion and perform at or near their maximum. Similarly, many professionals see the pressures of heavy workloads and deadlines as positive challenges that enhance the quality of their work and the satisfaction the get from their job. But it is different in the case of bank employees. The bank employees are the people who also have to achieve the certain target and so for the non achievement of target the employees remain stressed and tensed. The employees who have the simple table work also have to face the problem of stress. Due to recession the banking sector is also facing the problem of
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employee cut-offs and so the work load of the existing employees increases and the feel stressed. 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. 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
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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.(Jamal M. Job stress-prone Type A behaviour, personal and organizational consequences, Canadian Journal Administration Sciences, 1985. pp 360-74.) STRESS AND DECISIONMAKING, PERCEPTION, AND COGNITION Stress can affect an individuals decision making process and ability to make effective judgments. For example, Easterbrook proposes a cue utilization model and argues that when exposed to stressors, individuals experience perceptual narrowing meaning that they pay attention to fewer perceptual cues or stimuli that could contribute to their behaviour or decision. Peripheral stimuli are likely to be the first to be screened out or ignored. Decision making models proposed by Janis and Mann support this hypothesis and suggest that under stress, individuals may make decisions based on incomplete information. Friedman and Mann suggest that when under conditions of stress, individuals may fail to consider the full range of alternatives available, ignore long-term consequences, and make decisions based on oversimplifying assumptions. Furthermore, the individuals may suffer from performance rigidity as a result of their reduced search behaviour and reliance on fewer perceptual cues to make decisions. Research on decision making under stress supports these theoretical models. Observe the decision making processes of individuals under time pressure. We find that individuals under time pressure tend to focus their attention only on a few salient cues. Larsen finds that, like other types of stressors, sleep deprivation can reduce an individuals ability to reason, to analyze complex situations, and to make effective decisions. Sleep-deprived (stressed) individuals in his study were more likely to obey orders without thinking and to ignore cues that implied the presence of something unusual. Stress can also contribute to performance decrements by slowing cognition and individual information processing. Stress can be looked at as a form of task overload (e.g., asking an individual to perform more than one task under a time constraint) and it is seen that the addition of
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multiple required tasks reduces the quality of individual performance and increases the magnitude of the performance decrement as compared with the case in which the individual has only one task to perform.(Cooper. C. L. and Marshall. J, Understanding Executive Stress, The McMillan Press Ltd, 1978 p 4.)

STRESS MANAGEMENT Stress management is the need of the hour. However hard we try to go beyond a stress situation, life seems to find new ways of stressing us out and plaguing us with anxiety attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring 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. (K. Aswathappa, Organizational Behavior,Himalaya Publishing House)

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. DIFFERENT TYPES OF STRESSORS As mentioned previously, stressors can come in a variety of forms, including extreme heat or lighting, lack of sleep, risk of injury or death, or time pressure. The description of stressors and their impact on behaviour is an open-ended task, and current research considers an increasing number of events and conditions to be stressors. Although stressors can be physical (biological or chemical demands on the body) or cognitive (threat of death, personal assault)
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in form, they are always external and produce similar physiological responses within the body. These physiological effects, defined as a stress response, can include increased blood pressure, dilated pupils and increased heart rate.

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 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. 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. (K. Aswathappa, Organizational Behavior,Himalaya Publishing House)

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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.( Stephen P. Robbins, Organizational Behavior, Prentice Hall, U .K. 1999)
.CAUSES OF WORKPLACE STRESS

A survey by St. Paul Fire and Marine Insurance Co. found that problems at work are more strongly associated with health complaints than are any other life stressormore so than even financial or family problems. While challenges are a normal and satisfying part of work life, stress is not a necessary evil in the workplace. However, for many people stress has become synonymous with work. The National Institute for Occupational Safety and Health (NIOSH) is the federal agency responsible for conducting research and making recommendations for the prevention of work-related illness and injury. As part of its mandate, NIOSH is directed by Congress to study the psychological aspects of occupational safety and health, including stress at work. NIOSH works in collaboration with industry, labor, and universities to better understand the stress of modern work, the effects of stress on worker safety and health, and ways to reduce stress in the workplace. Through its research program in job stress and through educational materials, NIOSH is committed to providing organizations with knowledge to reduce this threat. ( Stress at Worka report by the National Institute for Occupational Safety and Health.) The NIOSH report states that job stress results from both the characteristics of a worker and the working conditions, but that there are differing views as to which set of circumstances is the primary cause of job stress:

Individual characteristics According to one school of thought, differences in personality and coping style of the worker are most important in predicting job stress. Thus, what is stressful for one person may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers and ways to help them cope with demanding job conditions.

Working conditions Scientific evidence suggests that certain working conditions are stressful to most people. Evidence from recent studies argues for a greater emphasis on working conditions as the key source of job stress and for job redesign as a primary prevention strategy.
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Both viewpoints suggest ways to prevent stress at work, but NIOSH favors the view that working conditions play a primary role in causing job stress. The report cites the following job conditions that may lead to stress:

The design of tasks heavy workload; infrequent rest breaks; long hours; and routine tasks that do not utilize workers' skills Management style poor communication in the organization and a lack of familyfriendly policies Interpersonal relationships an unsupportive social environment Work roles conflicting or uncertain job expectations; too much responsibility Career concerns job insecurity; lack of opportunity for advancement or promotion Environmental conditions unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems

( Stress at Worka report by the National Institute for Occupational Safety and Health.) 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 (PaulHersey, Kenneth H. Blanchard, Dewey E. Johnson Organizational Behavior, Prentice Hall of India Pvt. Ltd, 1998.) PREVENTION A combination of organizational change and stress management is often the most useful approach for preventing stress at work. How to Change the Organization to Prevent Job Stress

Ensure that the workload is in line with workers' capabilities and resources. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
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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. Establish work schedules that are compatible with demands and responsibilities outside the job. Discrimination inside the workplace. (e.g. nationality and language )

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.(Stephen P. Robbins, Organizational Behavior, Prentice Hall, U .K. 1999.) 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
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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.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. REDUCING STRESS 1. Job analysis:

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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 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.

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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;

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.
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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 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."
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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."

Make sure that identifying these opportunities and focusing on them is part of your positive thinking. 3. LAUGHTER 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?

Laughter lowers blood pressure and reduces hypertension. It provides good cardiac conditioning especially for those who are unable to perform
physical exercise.

Reduces stress hormones (studies shows, laughter induces reduction of at least four of
neuroendocrine hormonesepinephrine, cortical, dopac, and growth hormone, associated with stress response).

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.

It increases muscle flexion, relaxation and fluent blood circulation in body. Boosts immune function by raising levels of infection-fighting T-cells, disease-fighting
proteins called Gamma-interferon and disease-destroying antibodies called B-cells.

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 Laughter triggers the release of endorphinsbody's natural painkillers. Produces a general sense of well-being.
INDUSTRY PROFILE HISTORY OF BANKING
Western economic and financial history is usually traced back to the coffee houses of London. The London Royal Exchange was established in 1565. At that time moneychangers were already called bankers, though the term "bank" usually referred to their offices, and did not carry the meaning it does today. There was also a hierarchical order among professionals; at the top were the bankers who did business with heads of state, next were the city exchanges, and at the bottom were the pawn shops or "Lombard"'s. Some European cities today have a Lombard street where the pawn shop was located. After the siege of Antwerp trade moved to Amsterdam. In 1609 the Amsterdamsche Wisselbank (Amsterdam Exchange Bank) was founded which made Amsterdam the financial centre of the world until the Industrial Revolution. Banking offices were usually located near centers of trade, and in the late 17th century, the largest centers for commerce were the ports of Amsterdam, London, and Hamburg. Individuals could participate in the lucrative East India trade by purchasing bills of credit from these banks, but the price they received for commodities was dependent on the ships returning (which often didn't happen on time) and on the cargo they carried (which often wasn't according to plan). The commodities market was very volatile for this reason, and also because of the many wars that led to cargo seizures and loss of ships.

HISTORY OF BANKING IN INDIA

The first bank in India, though conservative, was established in 1786. From 1786 till today, the journey of Indian Banking System can be segregated into three distinct phases. They are as mentioned below:

Early phase from 1786 to 1969 of Indian Banks Nationalisation of Indian Banks and up to 1991 prior to Indian banking sector Reforms. New phase of Indian Banking System with the advent of Indian Financial & Banking Sector Reforms after 1991.
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Phase I The General Bank of India was set up in the year 1786. Next came Bank of Hindustan and Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of Bombay (1840) and Bank of Madras (1843) as independent units and called it Presidency Banks. These three banks were amalgamated in 1920 and Imperial Bank of India was established which started as private shareholders banks, mostly Europeans shareholders.

In 1865 Allahabad Bank was established and first time exclusively by Indians, Punjab National Bank Ltd. was set up in 1894 with headquarters at Lahore. Between 1906 and 1913, Bank of India, Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank, and Bank of Mysore were set up. Reserve Bank of India came in 1935. During the first phase the growth was very slow and banks also experienced periodic failures between 1913 and 1948. There were approximately 1100 banks, mostly small. To streamline the functioning and activities of commercial banks, the Government of India came up with The Banking Companies Act, 1949 which was later changed to Banking Regulation Act 1949 as per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of India was vested with extensive powers for the supervision of banking in India as the Central Banking Authority. During those days public has lesser confidence in the banks. As an aftermath deposit mobilisation was slow. Abreast of it the savings bank facility provided by the Postal department was comparatively safer. Moreover, funds were largely given to traders. Phase II Government took major steps in this Indian Banking Sector Reform after independence. In 1955, it nationalised Imperial Bank of India with extensive banking facilities on a large scale specially in rural and semi-urban areas. It formed State Bank of India to act as the principal agent of RBI and to handle banking transactions of the Union and State Governments all over the country. Seven banks forming subsidiary of State Bank of India was nationalised in 1960 on 19th July, 1969, major process of nationalisation was carried out. It was the effort of the then Prime Minister of India, Mrs. Indira Gandhi. 14 major commercial banks in the country was nationalised. Second phase of nationalisation Indian Banking Sector Reform was carried out in 1980 with seven more banks. This step brought 80% of the banking segment in India under Government
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ownership.

The following are the steps taken by the Government of India to Regulate Banking Institutions in the Country:

1949 : Enactment of Banking Regulation Act. 1955 : Nationalisation of State Bank of India. 1959 : Nationalisation of SBI subsidiaries. 1961 : Insurance cover extended to deposits. 1969 : Nationalisation of 14 major banks. 1971 : Creation of credit guarantee corporation. 1975 : Creation of regional rural banks. 1980 : Nationalisation of seven banks with deposits over 200 crore.

After the nationalisation of banks, the branches of the public sector bank India rose to approximately 800% in deposits and advances took a huge jump by 11,000%. Banking in the sunshine of Government ownership gave the public implicit faith and immense confidence about the sustainability of these institutions. Phase III This phase has introduced many more products and facilities in the banking sector in its reforms measure. In 1991, under the chairmanship of M Narasimham, a committee was set up by his name which worked for the liberalisation of banking practices. The country is flooded with foreign banks and their ATM stations. Efforts are being put to give a satisfactory service to customers. Phone banking and net banking is introduced. The entire system became more convenient and swift. Time is given more importance than money. The financial system of India has shown a great deal of resilience. It is sheltered from any crisis triggered by any external macroeconomics shock as other East Asian Countries suffered. This is all due to a flexible exchange rate regime, the foreign reserves are high, the capital account is not yet fully convertible, and banks and their customers have limited foreign exchange exposure.

21

SCOPE & SIGNIFICANCE OF THE STUDY

The world today is fast changing and every individual faces a lot of pressure and demand at work. These pressures at work lead to mental and physical disorders. Stress refers to an individuals response to a disturbing factor in the environment and the consequences of such a reaction. This study will help organizations know what causes stress and how to reduce the same in employees since it is a well known fact that a healthy and sound employee is a productive employee.

OBJECTIVES OF THE STUDY

Primary objective:

To undergo an in-depth study about the existence of stress among the employees of the BANKING INDUSTRY.

Secondary objective: To identify the factors causing stress among the employees. To find out the level of stress among the employees of different age groups. To study about the effects of stress on employees in BANKING INDUSTRY. To identify the coping strategies to manage stress.

22

RESEARCH METHOLOGY Primary data: Primary data will be collected through survey and open ended and close ended questions through pre prepared questionnaire and an investor confidence index will be prepared to gauge investor confidence. Sample size 100 female respondent Socio economic background: Urban population Research design: Random sampling Area of research : Jodhpur

Questionnaire: Close and open ended questions are prepared

Statistical analysis:

The data is subjected to appropriate analysis

Secondary data
Secondary data is collected through books,magazines,newspapers, internet and other sources.

23

RESERCH AND DATA ANALYSIS Guidelines:

1. In one way anova table we look at the significance value if it is greater than 0.05 than

the groups are similar otherwise the groups differs. If the group differs then we see the post hoc table. 2. In the post hoc table we see the significance value for individual comparisons, here the confidence interval is 95% and thus if the significance value for individual group is greater than 0.05 than that two groups are similar otherwise different, the mean difference table shows which group has higher mean.

24

ANOVA Sum of Squares Df Q1. clean and well organised working environment Between Groups Within Groups Total Q2.able to receive support from family Between Groups Within Groups Total Q3. treated with respect Between Groups Within Groups Total Q4. opportunityfor further dovelopment Between Groups Within Groups Total Q5. experience harassment Between Groups Within Groups Total Q6. work for long hours and overtime Between Groups Within Groups Total Q7 the completion of Between Groups work at specified time Within Groups Total Q8. I enjoy working Between Groups with my Colleagues . Within Groups Total Q9. able to receive support from superiors Between Groups Within Groups Total Q10. satisfy with benefit packages Between Groups Within Groups Total Q11. communicate grievance and Between Groups 9.099 89.751 98.850 13.067 94.667 107.733 3.277 73.707 76.983 4.682 96.251 100.933 3.141 81.793 84.933 1.879 101.521 103.400 17.007 94.326 111.333 1.032 75.818 76.850 10.916 118.484 129.400 11.660 114.524 3 56 59 3 56 59 3 56 59 3 56 59 3 56 59 3 56 59 3 56 59 3 56 59 3 56 59 3 56 3.887 2.045 1.900 .040 3.639 2.116 1.720 .173 .344 1.354 .254 .858 5.669 1.684 3.366 .025 .626 1.813 .345 .093 1.047 1.461 .717 .046 1.561 1.719 .908 .443 1.092 1.316 .830 .083 4.356 1.690 2.577 .063 Mean Square 3.033 1.603 F 1.892 Sig. .141

25
126.183 8.765 59 3 2.922 1.321 .037

Post Hoc Tests

26

Multiple Comparisons Tamhane 95% Confidence Interval Dependent Variable (I) education (J) education Graduate Post graduate above PG graduate Snr sec Post graduate above PG post graduate Snr sec Graduate above PG above PG Snr sec Graduate Post graduate Mean Difference (I-J) Std. Error Sig. .44048 -.69667 -.47917 -.44048 -1.13714 -.91964 .69667 1.13714 .21750 .47917 .91964 -.21750 .58333 -.81667 -.29167 -.58333 -1.40000 -.87500 .81667 1.40000 .52500 .29167 .87500 -.52500 .16667 .62182 .43957 .47300 .62182 .56883 .59504 .43957 .56883 .40080 .47300 .59504 .40080 .52059 .42991 .53427 .52059 .44668 .54786 .42991 .44668 .46256 .53427 .54786 .46256 .63763 .983 .557 .902 .983 .377 .626 .557 .377 .995 .902 .626 .995 .861 .358 .995 .861 .054 .560 .358 .054 .845 .995 .560 .845 1.000 Lower Bound Upper Bound -1.5179 -1.9647 -1.8357 -2.3989 -3.0295 -2.8338 -.5714 -.7552 -.9043 -.8774 -.9945 -1.3393 -.9918 -2.0646 -1.8129 -2.1585 -2.8208 -2.4946 -.4313 -.0208 -.7931 -1.2295 -.7446 -1.8431 -1.9897 2.3989 .5714 .8774 1.5179 .7552 .9945 1.9647 3.0295 1.3393 1.8357 2.8338 .9043 2.1585 .4313 1.2295 .9918 .0208 .7446 2.0646 2.8208 1.8431 1.8129 2.4946 .7931 2.3230

Q1. clean and well Snr sec organised working environment

Q2.able to receive Snr sec support from family

Graduate Post graduate above PG

graduate

Snr sec Post graduate above PG

post graduate

Snr sec Graduate above PG

above PG

Snr sec Graduate Post graduate

Q3. treated with respect

Snr sec

Graduate

27

ANOVA Sum of Squares Df Q1. clean and well organised working environment Q2.able to receive support from family Q3. treated with respect Q4. opportunityfor further development Q5. experience harassment Q6. work for long hours and overtime Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Q7.fear about quality Between Groups of performance. Within Groups Total Q8. experience excessive work pressure Q9. I enjoy working with my Colleagues . Q10. able to receive support from superiors Q11. satisfy with benefit packages Q12. communicate grievance and complaints Hoc Tests Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total 17.035 81.815 98.850 11.721 96.012 107.733 2.067 74.917 76.983 8.171 92.762 100.933 4.677 80.256 84.933 5.805 97.595 103.400 4.375 91.958 96.333 17.375 93.958 111.333 12.094 64.756 76.850 12.852 116.548 129.400 15.743 110.440 126.183 5.446 127.137 132.583 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 4 55 59 1.362 2.312 .589 .042 3.936 2.008 1.960 .593 3.213 2.119 1.516 .060 3.024 1.177 2.568 .058 4.344 1.708 2.543 .040 1.094 1.672 .654 .046 1.451 1.774 .818 .019 1.169 1.459 .801 .030 2.043 1.687 1.211 .017 .517 1.362 .379 .052 2.930 1.746 1.679 .168 Mean Square 4.259 1.488 F 2.863 Sig. .732

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Multiple Comparisons Tamhane Dependent Variable Mean Difference (IJ) Std. Error Sig. -.50000 -1.12500 -.96429 1.12500 -.62500 -.46429 96429 . 46429 .16071 41667 91667 1.54167 -.50000 -.79167 -1.44643 .79167 -.29167 -.94643 -1.44643 .94643 -.65476 .87500 .37500 .08333 .50000 .-54167 .37500 .64087 .34083 .43051 .53877 .64087 .63394 .68633 .75894 .34083 .63394 .42013 .53052 .43051 .68633 .42013 .59213 .66480 .55616 .58962 .65568 .66480 .53987 .57428 .64191 .55616 .53987 .44401 .52859 .65568 .64191 .52859 .56368 .43814 .46031 .47806 .65960 .46031 .35014 .39896 .60473 .47806 .998 .936 .311 .998 .998 .986 .999 .944 .936 .986 1.000 .191 .311 .999 1.000 .338 .998 .862 .246 .902 .998 1.000 .724 1.000 .862 1.000 .806 1.000 .902 1.000 1.000 .982 .961 .029 .997 1.000 .029 1.000 1.000 1.000 .997 95% Confidence Interval Lower Bound Upper Bound -2.8230 -2.1980 -2.3176 -1.6667 -1.8230 -2.9354 -2.8086 -1.6769 .0520 -1.6854 -1.1325 -.5259 -.3891 -1.8800 -1.4539 -.6977 -2.7039 -2.6840 -3.3999 -3.1194 -1.7039 -2.1148 -2.8375 -2.5769 -1.1007 -1.5315 -1.9996 -1.9993 -1.3694 -1.8269 -1.8327 -2.5294 -1.0104 -.9702 -1.1859 -2.1860 -2.0535 -1.1155 -1.3685 -2.6818 -1.9359 1.8230 -.0520 .3891 2.5001 2.8230 1.6854 1.8800 3.5102 2.1980 2.9354 1.4539 3.6092 2.3176 2.8086 1.1325 3.4596 1.7039 1.1007 .5070 1.3694 2.7039 1.5315 .9446 1.8269 2.6840 2.1148 .6901 1.8327 3.1194 2.5769 1.9993 1.3866 2.0104 2.0535 1.9359 2.6027 .9702 1.0321 1.0352 2.0151 1.1859

(I) age

(J) age 20-30 30-40 40-50 20-30 30-40 40-50

Q1. clean and well 20-30 organised working environment 30-40

above to 50 .41667

above to 50 .91667 40-50 20-30 30-40 40-50 above to 50 20-30 30-40 40-50 Q2.able to receive 20-30 support from family 30-40 20-30 30-40 40-50 20-30 30-40 40-50 40-50 20-30 30-40 40-50 above to 50 20-30 30-40 40-50 Q3. fear about the 20-30 quality of your performance 20-30 30-40 40-50

above to 50 1.54167

above to 50 96429

above to 50 -.87500

above to 50 -.37500

above to 50 -.08333

above to 50 -.57143

above to 50 .20833 30-40 20-30 30-40 40-50 40-50 20-30 .54167 -.04167 -.16667 -.37500

above to 50 -29167

29

13. What type of programme you personally adapt to manage stress. PARTICULARS YOGA AND MEDITATION SPEND TIME WITH FRIENDS AEROBICS CONSELLING OTHER NO.OF RESPONDENTS 31 29 10 18 12 PERCENTAGE 31% 29% 10% 18% 12%

14. What type of company-wide programs that are/could be adapted to manage stress? PARTICULARS Employee counselling Effective Training & Development program Autonomous work groups Health clubs OTHER Education wise
1. As the value of significance is greater than 0.05 for the attributes that forces

NO.OF RESPONDENTS 23 24 22 21 110

PERCENTAGE 31% 29% 10% 18% 12%

different education group people to clean and well organised working environment attribute, it could be said that no such difference exists among groups.
2. As the value of significance is greater than 0.05 for the attributes that forces

different education group people to support from family attribute, it could be said that no such difference exists among groups.

30

3. As the value of significance is greater than 0.05 for the attributes that forces

different education group people to treated with respect attribute, it could be said that no such difference exists among groups.
4. As the value of significance is smaller than 0.05 for the attributes that forces

different education group people to opportunity to further develop their skill and abilities attribute, it could be said that difference exists among groups. secondary and post graduate education group, were found different, as sig. value for it was less than 0.05, post graduation group highly believe that they have further opportunity to further development than below secondary.
5. As the value of significance is smaller than 0.05 for the attributes that forces

different education group people to experience harassment attribute, it could be said that difference exists among groups. Post graduation and graduate education group, were found different, as sig. value for it was less than 0.05, graduation group highly believe that they experience harassment at work palace than post graduation.
6. As the value of significance is smaller than 0.05 for the attributes that forces

different education group people to fear about quality of performance attribute, it could be said that difference exists among groups. graduation and post graduate education group, were found different, as sig. value for it was less than 0.05, graduation group highly believe that they have fear about quality of their performance than post graduation.
7. As the value of significance is smaller than 0.05 for the attributes that forces

different education group people to experience excessive work pressure attribute, it could be said that difference exists among groups. Post graduation and graduate education group, were found different, as sig. value for it was less than 0.05, graduation group highly believe that they experience excessive than post graduation.
8. As the value of significance is smaller than 0.05 for the attributes that forces

work pressure

different education group people to relationship with colleagues and peers attribute, it could be said that difference exists among groups. as sig. value for it was greater than 0.05. so no differences exists .
31

9. As the value of significance is greater than 0.05 for the attributes that forces

different education group people to support from superiors attribute, it could be said that no such difference exists among groups.
10. As the value of significance is greater than 0.05 for the attributes that forces

different education group people to support from superiors attribute, it could be said that no such difference exists among
11. As the value of significance is smaller than 0.05 for the attributes that forces

different education group people to communicate grievance and complaints attribute, it could be said that difference exists among groups. Post graduation and graduate education group, were found different, as sig. value for it was less than 0.05, graduation group highly believe that they can communicate their grievance and complaints than post graduation. Age-wise Analysis:
12. As the value of significance is greater than 0.05 for the attributes that forces

different Age group people to clean and well organised working environment attribute, it could be said that no such difference exists among groups.
13. As the value of significance is greater than 0.05 for the attributes that forces

different Age group people to support from family attribute, it could be said that no such difference exists among groups.
14. As the value of significance is greater than 0.05 for the attributes that forces

different Age group people to treated with respect attribute, , it could be said that no such difference exists among groups
15. As the value of significance is greater than 0.05 for the attributes that forces

different Age group people to opportunity to further development attribute, it could be said that no such difference exists among groups.
16. As the value of significance is smaller than 0.05 for the attributes that forces

different Age group people to experience harassment attribute, it could be said that difference exists among groups. 20-30 and 30-40 age group, were found different, as sig. value for it was less than 0.05, 20-30 age group highly believe that they experience harassment than 30-40.
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17. As the value of significance is smaller than 0.05 for the attributes that forces

different Age group people to work for long hours and overtime attribute, it could be said that difference exists among groups. 20-30 and 40-50 age group, were found different, as sig. value for it was less than 0.05, 20-30 age group believe that they work for long hours and overtime than 40-50.
18. As the value of significance is smaller than 0.05 for the attributes that forces

different Age group people to experience excessive work pressure attribute, it could be said that difference exists among groups. 20-30 and 50-60 age groups were found different, as sig. value for it was less than 0.05, 20-30 age group believe that they experience excessive work pressure than 40-50.
19. As the value of significance is greater than 0.05 for the attributes that forces

different Age group people to relationship with colleague and peers attribute, it could be said that no such difference exists among groups.
20. As the value of significance is greater than 0.05 for the attributes that forces

different Age group people to able to receive support from my superiors attribute, it could be said that no such difference exists among groups.
21. As the value of significance is grater than 0.05 for the attributes that forces

different Age group people to satisfy with salary and benefit packages attribute, it could be said that no such difference exists among groups.
22. As the value of significance is smaller than 0.05 for the attributes that forces

different Age group people to communicate their grievance and complaints attribute, it could be said that difference exists among groups.40-50 and 20-30 age group, were found different, as sig. value for it was less than 0.05, 40-50 age group highly believe that they can easily communicate their complaints than 20-30 grievance and

33

FINDINGS The opinion about the physical work environment is almost better, according to majority of the respondents. Most of the respondents are sociable and have no problems interacting with their colleagues.
Almost all the respondents get support from their superiors whereas employees with graduation have no good relationship with peer and subordinate compared to employees post graduate.

Nearly half of the respondents agree that they are overloaded with work. More than half of the respondents suffer stress in their job. Among all other factors these factor are causes of stress in woman employees.

1. overload work 2. Harassment on the basis of gender. 3. Completion of work in given time. 4. complaints and grievance communication problem 5. Quality of their work performance. Almost all the respondents prefer to follow coping strategies personally, to manage stress and they prefer to do meditation and yoga to reduce stress.

34

Most of the respondents say that the organization does not take suitable steps to manage stress. Employee counselling and effective training & development programs are the company wide programs that could be adapted to manage stress

SUGGESTION

The employees must give importance to time management techniques there by they can complete their work within the specified time. There should be organisational rules and regulation and effective policies to eliminate gender discrimination and harassment. Effective communication channels should be there to solve complaints and grievance. Many tasks can be delegated to subordinates without losing effectiveness so that we can reduce the overload of work. Giving counselling to the employees when they face problems, because counselling 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 performance of employees. EAP includes counselling employees who seek assistance on how to deal with alcohol and drug abuse, managing personal finances, handling conflicts at the work place, dealing with marital and other family problems, and coping with health problems.

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.

This project consists of the information about the employees, working in the banking industry, who are undergoing stress. So considering this factor, the topic becomes one of the most important part of the project as it consists of the opinion of the employees who work in the banks. The response of employees from major banks in the city was marvellous as they gave their valuable opinion about reducing stress as a result of the last question included in the questionnaire. The opinions of the employees were as follows:
35

Just smile away An employee- ICICI Bank Just believe in yourself and just do what your heart wants An employeeICICI Bank Talking to family member - Watching TV or listening good music, Going for a walk or long drive An employee- ICICI Bank Most of the people frustrate due to lack of positivity and stress level climbs up due to that. So get positive attitude about work, about life, and forget the stress An employee- ICICI bank

Play and watch cricket An employee- ICICI Bank Listen music and spend time with family An employee- An employee- ICICI Bank

LIMITATIONS OF THE STUDY

In spite of the precautions, vigilance and scrupulousness taken by the investigator to make the study objective, it cannot be denied that there are certain limitations.

The questionnaires were filled be 100 female employees working in various banks. So the scope of sample findings was less. The questionnaire was filled by 100 female employees of different designations. So the point of view of employees differs as per their designations. The employees from whom the questionnaires are filled are in a heavy workload so some of the questionnaires filled by the employees who are in stress cannot be called reasonable.

The responses of the employees cannot be accurate as the problem of language and understanding arises. (These problems are not in all cases.) As the study was done within a limited time, investigator could not select a sufficiently large sample for the study. The employees were reluctant to give correct information.

CONCLUSION
36

Stress in the work place has become the black plague of the present century. Much of the stress at work is caused not only by work overload and time pressure but also by lack of rewards and praise, and more importantly, by not providing individuals with the autonomy to do their work as they would like. Organization must begin to manage people at work differently, improve physical work environment, treat them with respect and value their contribution. If we enhance the psychological well being and health of the employees, the organizational revenue increases and there is employee retention as well.. Because it is said that,

A Healthy Employee is a Productive Employee

REFERANCES AND BIBLIOGRAPHY

BOOKS
1. A. P and J. M. Atieh, Studying job stress: Are we making mountains out of

molehills? Journal of occupational behavior, 1987 pp115-26 2. Cooper. C. L. and Marshall. J, Understanding Executive Stress, The McMillan Press Ltd, 1978 p 4. 3. Jamal M. Job stress-prone Type A behaviour, personal and organizational consequences, Canadian Journal Administration Sciences, 1985. pp 360-74..
4. K. Aswathappa, Organizational Behavior,Himalaya Publishing House.

5. PaulHersey, Kenneth H. Blanchard, Dewey E. Johnson Organizational Behavior, Prentice Hall of India Pvt. Ltd, 1998. 6. Stephen P. Robbins, Organizational Behavior, Prentice Hall, U .K. 1999.

JOURNALS AND MAGAZINES

37

7. Brief A.P. and Atieth J.M., Studying Job Stress: Are we making mountains out of mole Hills? Journal of occupational behavior, 1987. 8. Business line, The stress is beginning to show, Financial Express published by Hindu, Trivandrum, 1989. 9. Dr.Satish Chandra Pandy, Indian ways of winning Stress, The Journal of Management and Strategy, 1997. 10. Jamal M., Job Stress-Prone Type A behavior and personal and organizational consequences, Canadian Journal of Administrative. WEBSITES
1. http://www.lifepositive.com/Mind/psychology/stress/stress.asp 2. http://www.medicinenet.com/stress/article.htm 3. http://helpguide.org/mental/stress_signs.htm 4. http://www.helpguide.org/mental/stress_management_relief_coping.htm 5. http://stress.about.com/ 6. http://www.studygs.net/stress.htm 7. www.wikipedia.com 8. www.finance.indiamart.com

Indian

QUESTIONNAIRE

Department of Management Studies Jai NarainVyas University, Jodhpur

Name: Organization: name Age: [ ] 20-30 [ ]40-50 Education: [ ]Higher secondary level [ ]PG
38

[ ] 30-40 [ ]50 and above [ ]UG [ ] Professional Degree

Scale

[1] strongly disagree [3] undecided [4] agree Questions

[2] disagree [5]strongly agree

S.No 1 2 3 4 5 6 7 8 9 10 11 12

I am able to receive good support from my family members. Clean and well organized working environment. Overall I am satisfied with my benefit packages. (TA,DA,Insurance etc.) I am treated with respect. I am able to receive support from my boss I have the opportunity to further develop my skill and abilities. I experience harassment on the basis of gender in the organization I work for long hours, on overtime and even on holidays. the completion of work at specified time I experience excessive work pressure. My relationship with colleagues and peers is smooth and coordial. I can communicate my grievance and complaints .

1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5

13. What type of programme you personally adapt to manage stress. Yoga and meditation Aerobics Others 14. What type of company-wide programs that are/could be adapted to manage stress? Employee counselling Autonomous work groups Effective Training & Development program Health clubs other spend time with family and friends counselling

15. Kindly give your suggestions to reduce stress

39

40