A Project Report on Stress Management among Bank Employees

Preface
The study of human resource management is one of the major criteria in the corporate sector. Human resource is the heart of the organization. By this research project we will be able to know to reduce the stress level of the employees working in the bank. By this way the productivity of the employee increases. Now a day the corporate sector is booming in a high speed that the people have to work for prolonged hours to maintain the standard of living and achieve their basic needs. So is the condition in the hospitals colleges B!"#s and lots of other places. $n spit of having the modern technologies and facilities people are feeling themselves to be work loaded and stressed. Stress arises because of many reasons which are discussed in the following project. The project report also contain techni%ues how to reduce the stress and overcome such problems. To identify the level of stress among the people who work $ have tried to survey the people working in hospitals B!"#s and other industries as well as institutes. Stress arises because of unfulfilled wants lack of job satisfaction etc. before starting the topic of stress& let#s first understand the importance of human resource.

ACKNOWLEDGEMENT
To carry out this research work $ have got the help from my parents who have given full support to carry out this research work. They are the one who motivated and helped for the completion of this project report. 'urther $ would like to thank (r. )hetan Trivedi *Branch (anager H+') Bank, and their employees who have given full supported and co operated with me to carry out this research work. Then $ would like to thank (r. (.N. -athod *SBS Bank Sardarnagar Branch Bhavnagar, who has supported me to fill the %uestionnaire and carry on my research work. $ am also thankful to the employees of SBS bank who have supported me. The Branch (anager of ./$S bank and their employees who have helped me for the project work by filling the %uestionnaire.

Executive Summery
This project gives us a detailed idea of what is stress and also the definition of stress is been defined. 'or more detailed study the types of the stress is also defined. By looking at the starting of the project you will find0 o $ntroduction to Human resource o $ntroduction and +efinition of stress o Stress in biological terms o 1hat is stress2 o )oping with stress at work place. o Stress management o 1orkplace stress o -educing of stress. .fter the theoretical part $ have included the research part. (y research work includes two %uestionnaires. o Burn out test o Stress analysis 3uestionnaire (y research includes the research methodology which contains the information as follows0 o -esearch objectives o Sampling *types and methods of sampling, o -esearch instrument o +ata analysis and interpretation o 4mployee#s opinion to reduce stress. o -esearch flowchart o Time consideration

o 5imitation of survey o .dvantages and disadvantages of written %uestionnaire o 'inding

INDEX
No
6.6 6.7 6.7.6 6.7.7 6.7.8 6.7.; 6.7.< 6.7.= 6.7.>

Content Conce!tua" #rame$or%

$ntroduction to H)oncept of stress $ntroduction to stress Stress in Biological terms 1hat is stress )oping with stress at workplace Stress (anagement 1orkplace stress -educe your stress

Page no
6 8 8 9 : 66 6< 69 77

&
7.6 7.7 7.8 7.; 7.< 7.= 7.> 7.9 7.9.6 7.9.7 7.:

'e(earc) Met)o*o"ogy
-esearch objective Sampling -esearch instrument +ata analysis and interpretation 4mployees opinion about how to reduce stress -esearch flowchart Time consideration 5imitation of the survey .dvantages of 1ritten 3uestionnaires +isadvantages of 1ritten 3uestionnaires 'indings

&+
7> 7: 87 8= ;9 <? <6 <7 <7 <8 <<

, 1

-i."iogra!)y Annexure

/0 /2

1. CONCEPTUAL FRAMEWORK
3 4 5 INT'OD6CTION TO 7'

Human -esource (anagement is an art of managing people at work in such a manner that they give their best to the organization. $n simple word human resource management refers to the %uantitative aspects of employees working in an organization. Human -esource (anagement is also a management function concerned with hiring motivating and maintains people in an organization. $t focuses on people in organization. "rganizations are not mere bricks mortar machineries or inventories. They are people. $t is the who staff and manage organizations. H-( involves the application of management functions and principles. The functions and principles are applied to ac%uisitioning developing maintain and remunerating employees in organizations. +ecisions relating to employees must be integrated. +ecision on different aspect of employees must be consistent with other human resource decisions. +ecision made must influence the effectiveness of organization. 4ffectiveness of an organization must result in betterment of services to customers in the form of high@%uality product supplied at reasonable costs. H-( function s is not confined to business establishment only. They are applicable to non@business organizations too such as education health care recreation etc. The scope of H-( is indeed vast. .ll major activities in the working life of his or her entry into an organization until he or she leaves@come under the previews of H-(.specifically the activities included are H- planning job analysis and be

sign

recruitment and selection

orientation and placement welfare

training and

development performance appraisal and job evaluation employee and eAecutive remuneration motivation and communication safety and health industrial relations and the like. H-( is a broad concept !ersonnel management and human resource development is a part of H-(. Before we define BHuman -esource (anagementC it seems good to first define heterogeneous in the sense that they differ in personality perception emotions values attitudes motives and modes of thoughts. Human resource management plays an important role in the development process of modern economy. $n fact it is said that all the development comes from the human mind. B Human -esource (anagement is a process of producing development maintaining and controlling human resources for effective achievement of organization goals.C

3 4&5 CONCEPT O# ST'ESS

3 4&4 5 INT'OD6CTION TO ST'ESS
. 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. +uring this time there seems to have been

something approaching open warfare between competing theories and definitions0 Diews have been passionately held and aggressively defended. 1hat complicates this is that intuitively we all feel that we know what stress is as it is something we have all eAperienced. . definition should therefore be obviousEeAcept that it is not.

De8inition9
Hans Selye was one of the founding fathers of stress research. His view in 6:<= was that Bstress is not necessarily something bad F it all depends on how you take it. The stress of eAhilarating creative successful work is beneficial while that of failure humiliation or infection is detrimental.C Selye believed that the biochemical effects of stress would be eAperienced 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 Gbad thingG 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 -ichard S 5azarus, is that (tre(( i( a con*ition or 8ee"ing ex!erience* $)en a !er(on !erceive( t)at :*eman*( excee* t)e !er(ona" an* (ocia" re(ource( t)e in*ivi*ua" i( a."e to mo.i"i;e4< $n short itHs what we feel when we think weHve lost control of events. This is the main definition used by this section of (ind Tools although we also recognize that there is an intertwined instinctive stress response to uneApected 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 Mec)anica"

Stress *physics, the average amount of force eAerted per unit area. Iield stress the stress at which a material begins to deform plastically. )ompressive stress the stress applied to materials resulting in their compaction.

-io"ogica"

Stress *biological, physiological or psychological stress& some types include0

o

)hronic stress persistent stress which can lead to illness and mental disorder 4ustress positive stress that can lead to improved long@term functioning 1orkplace stress stress caused by employment

Mu(ic

.ccent *music,. Stress *band, an early H9?s melodic rock band from San +iego. Stress *punk band, an early H9?s punk rock band from .thens. Stress *Neo@!sychedelic band, from the late 6:9?Hs. Stress a song by the 'rench band Justice on their debut album

Ot)er

Stress *game, card game Stress *linguistics, phonological use of prominence in language

Stre(( 3!)y(ic(5= t)e average amount o8 8orce exerte* !er unit area4 Stre(( is a measure of the average amount of force eAerted per unit area. $t is a measure of the intensity of the total internal forces acting within a body across imaginary internal surfaces as a reaction to eAternal applied forces and body forces. $t was introduced into the theory of elasticity by )auchy around 6977. Stress is a concept that is based on the concept of continuum. $n general stress is eApressed as

1here $s the average stress also called engineering or nomina" (tre(( and $s the force acting over the area .

C)ronic Stre((
C)ronic (tre(( is stress that lasts a long time or occurs fre%uently. )hronic stress is potentially damaging. Symptoms of chronic stress can be0

upset stomach headache backache insomnia anAiety depression anger

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

10

There are a variety of methods to control chronic stress including eAercise healthy diet stress management relaAation techni%ues ade%uate rest and relaAing hobbies. 4nsuring a healthy diet containing magnesium may help control or eliminate stress in those individuals with lower levels of magnesium or those who have a magnesium deficiency. )hronic stress can also lead to a magnesium deficiency which can be a factor in continued chronic stress and a whole host of other negative medical conditions caused by a magnesium deficiency. $t has been discovered that there is a huge upsurge in the number of people who suffer from this condition. . very large number of these new cases suffer from insomnia. $n a review of the scientific literature on the relationship between stress and disease the authors found that stress plays a role in triggering or worsening depression and cardiovascular disease and in speeding the progression of H$DK.$+S.

Com!re((ive (tre((9
Com!re((ive (tre(( is the stress applied to materials resulting in their compaction *decrease of volume,. 1hen a material is subjected to compressive stress then this material is under compression. Lsually compressive stress applied to bars columns etc. leads to shortening. 5oading a structural element or a specimen will increase the compressive stress until the reach of compressive strength. .ccording to the properties of the material failure will occur as yield for materials with ductile behavior *most metals some soils and plastics, or as rupture for brittle behavior *geometries cast iron glass etc,.

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$n long slender structural elements @@ such as columns or truss bars @@ an increase of compressive force F leads to structural failure due to buckling at lower stress than the compressive strength. )ompressive stress has stress units *force per unit area, usually with negative values to indicate the compaction. However in geotechnical engineering compressive stress is represented with positive values.

3 4&4&5 Stre(( in -io"ogica" term(9

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Stre(( is a biological term which refers to the conse%uences of the failure of a human or animal body to respond appropriately to emotional or physical threats to the organism whether actual or imagined. $t includes a state of alarm and adrenaline production short@term resistance as a coping mechanism and eAhaustion. $t refers to the inability of a human or animal body to respond. )ommon stress symptoms include irritability muscular tension inability to concentrate and a variety of physical reactions such as headaches and accelerated heart rate. The term GstressG was first used by the endocrinologist Hans Selye in the 6:8?s to identify physiological responses in laboratory animals. He later broadened and popularized the concept to include the perceptions and responses of humans trying to adapt to the challenges of everyday life. $n SelyeHs terminology GstressG refers to the reaction of the organism and GstressorG to the perceived threat. Stress in certain circumstances may be eAperienced positively. 4ustress for eAample can be an adaptive response prompting the activation of internal resources to meet challenges and achieve goals. The term is commonly used by laypersons in a metaphorical rather than literal or biological sense as a catch@all for any perceived difficulties in life. $t also became a euphemism a way of referring to problems and eliciting sympathy without being eAplicitly confessional just Gstressed outG. $t covers a huge range of phenomena from mild irritation to the kind of severe problems that might result in a real breakdown of health. $n popular usage almost any event or situation between these eAtremes could be described as stressful.

3 4&4,5 $)at i( Stre((>

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Stress refers to the strain from the conflict between our eAternal environment and us leading to emotional and physical pressure. $n 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 individual#s uni%ue perception of the tension between the two forces. Not all stress is bad. 'or eAample 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 eAample can push us to make the most of our time and produce greater efficiency. $t 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. "n the other hand negative stress can result in mental and physical strain. The individual will eAperience symptoms such as tensions headaches irritability and in eAtreme 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. !art 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 *"S5, or if you are eAperiencing negative stress. This knowledge will help you to identify when you need to take a break or perhaps seek professional help. $t is also your first step towards developing techni%ues to managing your stress levels. (odern day stresses can take the form of monetary needs or emotional frictions. )ompetition at work and an increased workload can also cause greater levels of stress. How do you identify if you are suffering from eAcessive stress2 !sychological symptoms commonly eAperienced include insomnia headaches

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and an inability to focus. !hysical symptoms take the form of heart palpitations breathlessness eAcessive sweating and stomachaches. 1hat causes stress2 There are many different causes of stress and that which causes stress is also known as a stressor. )ommon lifestyle stressors include performance threat and bereavement stressors to name a few. !erformance stressors are triggered when an individual is placed in a situation where he feels a need to eAcel. This could be during performance appraisals lunch with the boss or giving a speech. Threat stressors are usually when the current situation poses a dangerous threat such as an economic downturn or from an accident. 5astly 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

techni%ues of dealing with stress and turning it to our advantages. $n order to do so we must learn to tell when we have crossed the line from positive to negative stress.

Goo* (tre(( v?( -a* (tre((9

Stress has often been misunderstood to be negative with few people

acknowledging the importance and usefulness of positive stress. $n our everyday lives stress is everywhere and definitely unavoidable& hence our emphasis should be on differentiating between what is good stress and what is bad. This will help us to learn to cope with negative stress and harness the power of positive stress to help us achieve more. There are ; main categories of stress namely eustress distress hyper stress and hypo stress. Negative stress can cause many physical and psychological problems whilst positive stress can be very helpful for us. Here#s how we differentiate between them.

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Eu(tre((9 this is a positive form of stress which prepares your mind and body for the imminent challenges that it has perceived. 4ustress is a natural physical reaction by your body which increases blood flow to your muscles resulting in a higher heart rate. .thletes before a competition or perhaps a manager before a major presentation would do well with eustress allowing them to derive the inspiration and strength that is needed.

Di(tre(( 1e are familiar with this word and know that it is a negative form of stress. This occurs when the mind and body is unable to cope with changes and usually occurs when there are deviations from the norm. They can be categorized into acute stress and chronic stress. .cute stress is intense but does not last for long. "n the other hand chronic stress persists over a long period of time. Trigger events for distress can be a change in job scope or routine that the person is unable to handle or cope with.

7y!er (tre(( This is another form of negative stress that occurs when the individual is unable to cope with the workload. 4Aamples include highly stressful jobs which re%uire longer working hours than the individual can handle. $f you suspect that you are suffering from hyper stress you are likely to have sudden emotional breakdowns over insignificant issues the proverbial straws that broke the camel#s back. $t is important for you to recognize that your body needs a break or you may end up with severe and chronic physical and psychological reactions.

16

7y!o(tre(( 5astly hypo stress occurs when a person has nothing to do with his time and feels constantly bored and unmotivated. This is due to an insufficient amount of stress& hence some stress is inevitable and helpful to us. )ompanies should avoid having workers who eAperience hypo stress as this will cause productivity and mindfulness to fall. $f the job scope is boring and repetitive it would be a good idea to implement some form of job rotation so that there is always something new to learn. The types of stress are named as eustress and distress. Di(tre(( is the most commonly@referred to type of stress having negative implications whereas eu(tre(( is a positive form of stress usually related to desirable events in personHs life. Both can be e%ually taAing on the body and are cumulative in nature depending on a personHs way of adapting to a change that has caused it.

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3 4&415 Co!ing $it) Stre(( at Wor% !"ace

1ith the rapid advancement of technology the stresses faced at work have also increased. (any people dread going to work hence the term B(onday BluesC. 1hat is the reason for this2 There is partly the fear from being retrenched in bad times leading to greater job insecurity on the part of those who remain. Lndoubtedly 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. 1hilst some stress is good for motivation and increasing efficiency too much stress can result in negative impacts such as reduced effectiveness and efficiency. (ore and more people are feeling isolated and disrespected at work and this has led to greater occupational stress. (any companies have taken to consulting eAperts 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 %uite 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 8 simple steps to help you with coping with stress in the workplace.

Ste! 9 'ai(ing A$arene(( Help yourself to identify when you are facing rising levels of stress tipping the scales from positive to negative. This is important as being able to identify signs of being stressed can help you to take steps to ensure that your overall %uality of

18

life does not drop. $f left unacknowledged the problem will only snowball leading to disastrous conse%uences to your health and overall wellbeing. Iou can identify if you are feeling stressed by checking if you have any physical or psychological reactions such as eAcessive sweating or heart palpitations or the onset of headaches irritability or the need to escape. $f you eAperience any of these reactions identify if you are feeling any overwhelming negative emotions and if you are constantly worried. Ste! &9 I*enti8y t)e Cau(e Iou need to be able to analyze the situation and identify what is causing the rise in stress. These stressors can be eAternal and internal. 4Aternal stressors refer to things beyond your control such as the environment or your colleagues at work. $nternal stressors refer to your own thinking and attitude. "ften we only start reacting to stress when a combination of stressors working together eAceeds our ability to cope. Meep 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. 1hilst it is not always possible to eradicate them we can change the way that we cope with it. Ste! ,9 Co!ing $it) Stre(( $n 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. $f a situation is triggering your stress and you are unable to calm down remove yourself from it. No outside and take a walk to calm down. .lternatively you can try implementing relaAation techni%ues such as deep breathing. $f it is an internal stressor stop your thought process until you are able to deal with it logically.

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The key to making these 8 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.

3 4&4/5 Stre(( 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 anAiety attacks. (oreover be it our anAiety mind@body eAhaustion or our erring attitudes we tend to overlook causes of stress and the conditions triggered by those. $n such unsettling moments we often forget that stressors if not escapable are fairly manageable and treatable.

Stress either %uick or constant can induce risky body@mind disorders. $mmediate disorders such as dizzy spells anAiety 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.

5ike Gstress reactionsG GrelaAation responsesG and stress management techni%ues are some of the bodyHs important built@in response systems. .s a relaAation response the body tries to get back balance in its homeostasis. Some hormones released during the Hfight or flightH situation prompt the body to replace the lost carbohydrates and fats and restore the energy level. The knotted nerves tightened muscles and an eAhausted mind crave for looseness. Lnfortunately today we donHt get relaAing and soothing situations without asking. To be relaAed we have to strive to create such situations.

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'ecogni;ing a (tre((or9
$t is important to recognize whether you are under stress or out of it. (any times even if we are under the influence of a stressful condition and our body reacts to it internally as well as eAternally 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. $t is important to remain attentive to such symptoms and to learn to cope with the situations. 1e cope better with stressful situation when we encounter them voluntarily. $n 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. 'or instance stress may mount when one is coerced into undertaking some work against oneHs will.

Laug)ter:
.dopting a humorous view towards lifeHs situations can take the edge off everyday stressors. Not being too serious or in a constant alert mode helps maintain the e%uanimity of mind and promote clear thinking. Being able to laugh stress away is the smartest way to ward off its effects. . sense of humor also allows us to perceive and appreciate the incongruities of life and provides moments of delight. The emotions we eAperience directly affect our immune system. The positive emotions can create neurochemical changes that buffer the immunosuppressive effects of stress. +uring stress the adrenal gland releases corticosteroids which are converted to cortical in the blood stream. These have an immunosuppressive effect. +r. 5ee

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Berk and fellow researcher +r. Stanley Tan at 5oma 5inda Lniversity School of (edicine have produced carefully controlled studies showing that the eAperience of laughter lowers serum cortical levels increases the amount and activity of T lymphocytesOthe natural killer cells. 5aughter also increases the number of T cells that have suppresser receptors.

1hat 5aughter )an +o .gainst Stress .nd $ts 4ffects 2

P 5aughter lowers blood pressure and reduces hypertension. P $t provides good cardiac conditioning especially for those who are unable to perform physical eAercise. P -educes stress hormones *studies shows laughter induces reduction of at least four of neuroendocrine hormonesOepinephrine cortical dopac and growth hormone associated with stress response,. P 5aughter cleanses the lungs and body tissues of accumulated stale air as it empties more air than it takes in. $t is beneficial for patients suffering from emphysema and other respiratory ailments. P $t increases muscle fleAion relaAation and fluent blood circulation in body. P Boosts immune function by raising levels of infection@fighting T@cells disease@ fighting proteins called Namma@interferon and disease@destroying antibodies called B@cells. P 5aughter triggers the release of endorphinsObodyHs natural painkillers. P !roduces a general sense of well@being.

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3 4&4@5 Wor%!"ace Stre((

Wor%!"ace (tre(( 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 anAiety 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,. $n turn these conditions may lead to poor work performance or even injury. Job stress is also associated with various biological reactions that may lead ultimately to compromised health such as cardiovascular disease. Stress is a prevalent and costly problem in todayHs workplace. .bout one@third of workers report high levels of stress. "ne@%uarter of employees view their jobs as the number one stressor in their lives. Three@%uarters of employees believe the worker has more on@the@job stress than a generation ago. 4vidence also suggests that stress is the major cause of turnover in organizations.

7ea"t) an* 7ea"t)care 6ti"i;ation

!roblems at work are more strongly associated with health complaints than are any other life stressor@more so than even financial problems or family problems. (any studies suggest that psychologically demanding jobs that allow employees little control over the work process increase the risk of cardiovascular disease. "n the basis of research by the National $nstitute for "ccupational Safety and Health and many other organizations it is widely believed that job stress increases the risk for development of back and upper@eAtremity musculoskeletal disorders. High levels of stress are associated with substantial increases in health service utilization. 1orkers who report eAperiencing stress at work also show eAcessive health care utilization. $n a 6::9 study of ;= ??? workers health care costs were nearly <?Q greater for workers reporting high levels of stress in

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comparison to Blow riskC workers. The increment rose to nearly 6<?Q an increase of more than R6 >?? per person annually for workers reporting high levels of both stress and depression. .dditionally periods of disability due to job stress tend to be much longer than disability periods for other occupational injuries and illnesses.

Cau(e( o8 Wor%!"ace Stre((

Job stress results from the interaction of the worker and the conditions of work. Diews differ on the importance of worker characteristics versus working conditions as the primary cause of job stress. The differing viewpoints suggest different ways to prevent stress at work. .ccording to one school of thought differences in individual characteristics such as personality and coping skills are most important in predicting whether certain job conditions will result in stress@in other words what is stressful for one person may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers and ways to help them cope with demanding job conditions. .lthough the importance of individual differences cannot be ignored scientific evidence suggests that certain working conditions are stressful to most people. Such evidence argues for a greater emphasis on working conditions as the key source of job stress and for job redesign as a primary prevention strategy. !ersonal interview surveys of working conditions including conditions recognized as risk factors for job stress were conducted in (ember States of the 4uropean Lnion in 6::? 6::< and 7???. -esults showed a trend across these periods suggestive of increasing work intensity. $n 6::? the percentage of workers reporting that they worked at high speeds at least one@fourth of their working time was ;9Q increasing to <;Q in 6::< and to <=Q in 7???. Similarly <?Q of workers reported they work against tight deadlines at least one@fourth of their working time in 6::? increasing to <=Q in 6::< and =? Q in 7???. However no change was noted in the period 6::<F7??? *data not collected in 6::?, in the percentage of workers reporting sufficient time to complete tasks. . substantial percentage of .mericans work very long hours. By one estimate more than 7=Q of men and

24

more than 66Q of women worked <? hours per week or more in 7???. These figures represent a considerable increase over the previous three decades especially for women. .ccording to the +epartment of 5abor there has been an upward trend in hours worked among employed women an increase in eAtended work weeks *S;? hours, by men and a considerable increase in combined working hours among working couples particularly couples with young children.

Sign( o8 Wor%!"ace Stre((

(ood and sleep disturbances upset stomach and headache and disturbed relationships with family& friends and girlfriends or boyfriends are eAamples 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 disorders and psychological disorders. musculoskeletal

Prevention
. combination of organizational change and stress management is often the most useful approach for preventing stress at work. How to )hange the "rganization to !revent Job Stress

4nsure that the workload is in line with workersH capabilities and resources. +esign jobs to provide meaning stimulation and opportunities for workers to use their skills. )learly define workersH roles and responsibilities. Nive workers opportunities to participate in decisions and actions affecting their jobs.

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$mprove communications@reduce uncertainty about career development and future employment prospects. !rovide opportunities for social interaction among workers. 4stablish work schedules that are compatible with demands and responsibilities outside the job. +iscrimination inside the workplace. *e.g. nationality and language ,

St. !aul 'ire and (arine $nsurance )ompany conducted several studies on the effects of stress prevention programs in hospital settings. !rogram activities included *6, employee and management education on job stress *7, changes in hospital policies and procedures to reduce organizational sources of stress and *8, establishment of employee assistance programs. $n one study the fre%uency of medication errors declined by <?Q after prevention activities was implemented in a >??@bed hospital. $n a second study there was a >?Q reduction in malpractice claims in 77 hospitals that implemented stress prevention activities. $n contrast there was no reduction in claims in a matched group of 77 hospitals that did not implement stress prevention activities.

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3 4&4+5 'e*uce your (tre((

6. Ao. ana"y(i(9 B 1e have all eAperienced that appalling sense of having far too much work to do and too little time to do it in. 1e can choose to ignore this and work unreasonably long hours to stay on top of our workload. The risks here are that we become eAhausted that we have so much to do that we do a poor %uality job and that we neglect other areas of our life. 4ach 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 .nalysis is the first step in doing this.

The first of the action@oriented skills that we look at is Job .nalysis. Job .nalysis is a key techni%ue for managing job overload F an important source of stress. To do an eAcellent job you need to fully understand what is eApected of you. 1hile 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 .nalysis is a useful techni%ue for getting a firm grip on what really is important in your job so that you are able to perform eAcellently. $t helps you to cut through clutter and distraction to get to the heart of what you need to do. 7. 'ationa" C !o(itive t)in%ing9 B Iou are thinking negatively when you fear the future put yourself down criticize yourself for errors doubt your abilities or eApect failure. Negative thinking damages confidence harms performance and paralyzes mental skills.

27

Lnfortunately 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 .wareness is the process by which you observe your thoughts and become aware of what is going through your head. "ne approach to it is to observe your Gstream of consciousnessG as you think about the thing youHre trying to achieve which is stressful. +o not suppress any thoughts. $nstead 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. .nother more general approach to Thought .wareness comes with logging stress in your Stress +iary. 1hen 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 techni%ues below. Here are some typical negative thoughts you might eAperience when preparing to give a major presentation0

'ear about the %uality of your performance or of problems that may interfere with it&

1orry about how the audience *especially important people in it like your boss, or the press may react to you& +welling on the negative conse%uences 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.

'ationa" T)in%ing
The neAt step in dealing with negative thinking is to challenge the negative thoughts that you identified using the Thought .wareness techni%ue. 5ook at

28

every thought you wrote down and challenge it rationally. .sk yourself whether the thought is reasonable. 1hat evidence is there for and against the thought2 1ould your colleagues and mentors agree or disagree with it2 5ooking at the eAamples the following challenges could be made to the negative thoughts we identified earlier0

#ee"ing( o8 ina*eDuacy9 Have you trained yourself as well as you reasonably should have2 +o you have the eAperience and resources you need to make the presentation2 Have you planned prepared and rehearsed enough2 $f you have done all of these youHve done as much as you can to give a good performance.

Worrie( a.out !er8ormance *uring re)ear(a"9 $f 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.

Pro."em( $it) i((ue( out(i*e your contro"9 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 do2 1hat will you do if they occur2 .nd what do you need others to do for you2

Worry a.out ot)er !eo!"eE( reaction(9 $f you have prepared well and you do the best you can then you should be satisfied. $f you perform as well as you reasonably can then fair people are likely to respond well. $f people are not fair the best thing to do is ignore their comments and rise above them.

29

Ti!9 +onHt make the mistake of generalizing a single incident. "M you made a mistake at work but that doesnHt mean youHre bad at your job. Similarly make sure you take the long view about incidents that youHre finding stressful. Just because youHre finding these new responsibilities stressful now doesnHt mean that they will .51.IS be so for you in the future.

Ti!9 $f you find it difficult to look at your negative thoughts objectively imagine that you are your best friend or a respected coach or mentor. 5ook at the list of negative thoughts and imagine the negative thoughts were written by someone you were giving objective advice to. Then think how you would challenge these thoughts. 1hen you challenge negative thoughts rationally you should be able to see %uickly whether the thoughts are wrong or whether they have some substance to them. 1here there is some substance take appropriate action. However make sure that your negative thoughts are genuinely important to achieving your goals and donHt just reflect a lack of eAperience which everyone has to go through at some stage. Po(itive T)in%ing C O!!ortunity See%ing 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. $t 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 -ational Thinking you can use them to undo the damage that negative thinking may have done to your self@confidence. 30

Ti!9 Iour affirmations will be strongest if they are specific are eApressed in the present tense and have strong emotional content. )ontinuing the eAamples above positive affirmations might be0

Pro."em( *uring !ractice9 G$ have learned from my rehearsals. This has put me in a position where $ can deliver a great performance. $ am going to perform well and enjoy the event.G

Worrie( a.out !er8ormance9 G$ have prepared well and rehearsed thoroughly. $ am well positioned to give an eAcellent performance.G Pro."em( i((ue( out(i*e your contro"9 G$ have thought through everything that might reasonably happen and have planned how $ can handle all likely contingencies. $ am very well placed to react fleAibly to events.G

Worry a.out ot)er !eo!"eE( reaction9 G'air people will react well to a good performance. $ will rise above any unfair criticism in a mature and professional way.G

$f appropriate write these affirmations down on your worksheet so that you can use them when you need them. .s well as allowing you to structure useful affirmations part of !ositive Thinking is to look at opportunities that the situation might offer to you. $n the eAamples above successfully overcoming the situations causing the original negative thinking will open up opportunities. Iou will ac%uire new skills you will be seen as someone who can handle difficult challenges and you may open up new career opportunities. (ake sure that identifying these opportunities and focusing on them is part of your positive thinking.

2. Research Methodology
31

3&4 5 'e(earc) O.Fective9 B

Stress is a dynamic condition in witch 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. .lthough stress is typically discussed in a negative conteAt it also has a positive value. $t#s an opportunity when it offers potential gain. )onsider for eAample the superior performance that an athlete or stage performer gives in BclutchC situations. Such individuals often use stress positively to rise to the occasion and perform at or near their maAimum. Similarly many professionals see the pressures of heavy workloads and deadlines as positive challenges that enhance the %uality 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. +ue to recession the banking sector is also facing the problem of employee cut@offs and so the work load of the eAisting employees increases and the feel stressed. The types of stress are named as eustress and distress. Di(tre(( is the most commonly@referred to type of stress having negative implications whereas eu(tre(( is a positive form of stress usually related to desirable events in personHs life. Both can be e%ually taAing on the body and are cumulative in nature depending on a personHs way of adapting to a change that has caused it. Stress management is the need of the hour. However hard we try to go beyond a

32

stress situation life seems to find new ways of stressing us out and plaguing us with anAiety attacks. (oreover be it our anAiety mind@body eAhaustion or our erring attitudes we tend to overlook causes of stress and the conditions triggered by those. $n such unsettling moments we often forget that stressors if not escapable are fairly manageable and treatable. Stress either %uick or constant disorders such as can induce risky body@mind disorders. dizzy spells anAiety attacks tension

$mmediate

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. 5ike Gstress reactionsG GrelaAation responsesG and stress management

techni%ues are some of the bodyHs important built@in response systems. .s a relaAation response the body tries to get back balance in its homeostasis. Some hormones released during the Hfight or flightH situation prompt the body to replace the lost carbohydrates and fats and restore the energy level. The knotted nerves tightened muscles and an eAhausted mind crave for looseness. Lnfortunately today we donHt get relaAing and soothing situations without asking. To be relaAed we have to strive to create such situations. This research is to carry out the study that how much stressed the employees of the banks are and how do their stress affect their work life social life output etc. so a sample of 6; to 6< employees are selected from all the three banks for the research of stress among them.

3&4&5 Sam!"ing
33

Sam!"e9 $ have taken the sample of 8< employees from three different banks of Bhavnagar. .ll the employees were of the same designations. 'ea(on9 .s we find the employees of the bank to be more stressful as more and more employees are taking D-S and are dismissed because of inflation. $ have selected only those three banks which are affiliated to the public and are specialized in consumer needs fulfillment. $t is incumbent on the researcher to clearly define the target population. There are no strict rules to follow and the researcher must rely on logic and judgment. The population is defined in keeping with the objectives of the study. Sometimes the entire population will be sufficiently small and the researcher can include the entire population in the study. This type of research is called a census study because data is gathered on every member of the population. Lsually the population is too large for the researcher to attempt to survey all of its members. . small but carefully chosen sample can be used to represent the population. The sample reflects the characteristics of the population from which it is drawn. Sampling methods are classified as either probability or non probability. $n probability samples each member of the population has a known non-zero probability of being selected. !robability methods include random sampling systematic sampling and stratified sampling. $n non probability sampling judgment sampling %uota sampling and members are selected from the population in some nonrandom manner. These include convenience sampling snowball sampling. The advantage of probability sampling is that sampling error can be calculated. Sampling error is the degree to which a sample might differ from the population. 1hen inferring to the population results are reported plus or

34

minus the sampling error. $n non probability sampling the degree to which the sample differs from the population remains unknown. 'an*om (am!"ing is the purest form of probability sampling. 4ach member of the population has an e%ual and known chance of being selected. 1hen there are very large populations it is often difficult or impossible to identify every member of the population so the pool of available subjects becomes biased. Sy(tematic (am!"ing is often used instead of random sampling. $t is also called an Nth name selection techni%ue. .fter the re%uired sample size has been calculated every Nth record is selected from a list of population members. .s long as the list does not contain any hidden order this sampling method is as good as the random sampling method. $ts only advantage over the random sampling techni%ue is simplicity. Systematic sampling is fre%uently used to select a specified number of records from a computer file. Strati8ie* (am!"ing is commonly used probability method that is superior to random sampling because it reduces sampling error. . stratum is a subset of the population that shares at least one common characteristic. The researcher first identifies the relevant stratums and their actual representation in the population. -andom sampling is then used to select subjects from each stratum until the number of subjects in that stratum is proportional to its fre%uency in the population. Stratified sampling is often used when one or more of the stratums in the population have a low incidence relative to the other stratums. Convenience (am!"ing is used in eAploratory research where the researcher is interested in getting an ineApensive approAimation of the truth. .s the name implies the sample is selected because they

35

are convenient. This non@probability method is often used during preliminary research efforts to get a gross estimate of the results without incurring the cost or time re%uired to select a random sample. Au*gment (am!"ing is a common non@probability method. The researcher selects the sample based on judgment. This is usually and eAtension of convenience sampling. 'or eAample a researcher may decide to draw the entire sample from one GrepresentativeG city even though the population includes all cities. 1hen using this method the researcher must be confident that the chosen sample is truly representative of the entire population. Guota (am!"ing is the non@probability e%uivalent of stratified sampling. 5ike stratified sampling the researcher first identifies the stratums and their proportions as they are represented in the population. Then convenience or judgment sampling is used to select the re%uired number of subjects from each stratum. This differs from stratified sampling where the stratums are filled by random sampling. Sno$.a"" (am!"ing is a special non@probability method used when the desired sample characteristic is rare. $t may be eAtremely difficult or cost prohibitive to locate respondents in these situations. Snowball sampling relies on referrals from initial subjects to generate additional subjects. 1hile this techni%ue can dramatically lower search costs it comes at the eApense of introducing bias because the techni%ue itself reduces the likelihood that the sample will represent a good cross section from the population.

3&4,5 'e(earc) In(trument9 B

36

Checking Yourself for Burnout

Burnout occurs when passionate committed people become deeply disillusioned with a job or career from which they have previously derived much of their identity and meaning. $t comes as the things that inspire passion and enthusiasm are stripped away and tedious or unpleasant things crowd in. This tool can help you check yourself for burnout.

Intro*uction9
This tool can help you check yourself for burnout. $t helps you look at the way you feel about your job and your eAperiences at work so that you can get a feel for whether you are at risk of burnout.

6(ing t)e Too"9

1ork through the table on paper and calculate values manually. 'ill in values appropriately on the sheet. This will automatically calculate scores for you and interpret these scores showing the score and interpretation in row 8?.

$f you choose to use the manual method then calculate the total of the scores as described in the instructions *note that this uses a slightly different scoring method from the spreadsheet,. .pply the score to the scoring table underneath to get the interpretation.

)hecking Iourself for Burnout

Gue(tionnaire

37

No 3uestions 6 7 8 +o you feel run down and drained of physical or emotional energy2 +o you find that you are prone to negative thinking about your job2 +o you find that you are harder and less sympathetic with people than perhaps they deserve2 +o you find yourself getting easily irritated by small problems or by your co@ workers and team2 +o you feel misunderstood or unappreciated by your co@workers2 +o you feel that you have no@one to talk to2 +o you feel that you are achieving less than you should2 +o you feel under an unpleasant level of pressure to succeed2 +o you feel that you are not getting what you want out of your job2 +o you feel that you are in the wrong organization or the wrong profession2 .re you becoming frustrated with parts of your job2 +o you feel that organizational politics or bureaucracy frustrate your ability to do a good job2 +o you feel that there is more work to do than you practically have the ability to do2 +o you feel that you do not have time to do many of the things that are important to doing a good %uality job2 +o you find that you do not have time to plan as much as you would like to2 Total

Not at all

-arely Sometimes "fte n

Dery often

< = > 9 : 6? 66 67

68

6;

6<

38

$nstructions0 'or each %uestion put an H/H in the column that most applies. !ut one H/H only in each row. !lease write the total number of TA# at the space given at the bottom of each column

Gue(tion(

He(

No

.nswer Number 1eight 1eighted Total .re you satisfied with the performance you give at your work2 Not at all ? -arely 6 Sometimes 7 depression2 & +o you think that you are suffering from "ften 8 Dery often ; , +o you worry about your colleagueHs opinion about you2 +o you discuss your problem with your spouse or friend or 1 / @ + 0 SU 2 @6 <I 69 8< ;< & , +o you feeling stress some times2 any other close to you2 +o you work more than 9 hours2 Iou have an important function at your home and your boss asks to give a ; hour over time what will be your response2 +o you regularly spend time for entertainment2 $s your social life balanced2 +o you plan your work before doing2 No you signfear of burnout hereV +o about the %uality of your performance2 5ittle sign of burnout here unless some factors are particularly severe Be careful @ you may be at risk of burnout particularly if several scores are .re highyou a heart patient2 Iou are at severe risk of burnout @ do something about this urgently Iou areget at very severe risk of burnout @ do something about this urgently +o you tensed at your non achievement of your target2

39

$f the answer of the above %uestion is Ies then answer the following0 a5 .5 c5 *5 e5 $s the reason of your stress your work load2 .re you stressed because of your family problems2 +o you get stressed when your boss scolds Iou2 +o you try to find any solution for the problem of your stress2 *$' I4S, +o you practice yoga or any other ayurvedic therapy for reducing stress2

To ma%e t)e (urvey re!ort more c"ear t)e a.ove Due(tionnaire $a( a"(o 8i""e*4 A( a re(u"t t)e em!"oyee( )ave given !ro!er re(!on(e an* t)e re!ort o8 t)e Due(tionnaire i( !re(ente* in t)e !roFect4

*7.;, Data ana"y(i( an* Inter!retation

T)e !roFect re!ort ()o$( t)e in8ormation o8 t)e "eve" o8 (tre(( $)ic) t)e em!"oyee( are 8acing a( t)e !erio* o8 rece((ion i( going t)e em!"oyee cutBo88 an* turnover ratio( are 8oun* to .e )ig) (o t)e $or%"oa* 8or t)e exi(ting em!"oyee( are )ig)4 So t)ey are 8acing t)e !ro."em o8 $or% over"oa* an* t)u( t)ey get (tre((e*4 LetJ( )ave a $atc) on t)e .a(ic *ata o8 t)e (urvey9 The re!ort o8 a .an% SU @6 < No sign of burnout hereV 5ittle sign of burnout here unless some factors are particularly response ? =

40

69 8< ;<

severe Be careful @ you may be at risk of burnout particularly if several scores are high Iou are at severe risk of burnout @ do something about this urgently Iou are at very severe risk of burnout @ do something about this urgently

9 ? ?

no (ign o8 .urn out "itt"e (ign o8 .urnout -e care8u" (evere ri(% Kery )ig)

The -eport of a -an% SU @6 < 69 8< ;< No sign of burnout hereV 5ittle sign of burnout here unless some factors are particularly severe Be careful @ you may be at risk of burnout particularly if several scores are high Iou are at severe risk of burnout @ do something about this urgently Iou are at very severe risk of burnout @ do something about this urgently response ? 8 6? ? ?

No (ign Litt"e (ign -e care8u" Severe ri(% Kery )ig)

T)e re!ort o8 a -an%

41

SU @6 < 69 8< ;<

No sign of burnout hereV 5ittle sign of burnout here unless some factors are particularly severe Be careful @ you may be at risk of burnout particularly if several scores are high Iou are at severe risk of burnout @ do something about this urgently Iou are at very severe risk of burnout @ do something about this urgently

response ? < 8 ? ?

No (ign "itt"e (ign .e care8u" Severe ri(% Kery )ig)

$t is seen from the above data that the employees working in the banks are at the risk of two levels that is Ba little sign of burn outC and Bbe carefulC. Taking a look on the data of all the three banks it is seen that the employees working in SBS are found less stressed out compared to other banks. This can be because it#s a public sector. $f all the graphs are compared it is seen that the ratio of stressed employees in ./$S banks are high as compared to all the other banks. 5et#s have a look on the overall result of the survey SU @6 < 69 8< ;< No sign of burnout hereV 5ittle sign of burnout here unless some factors are particularly severe Be careful @ you may be at risk of burnout particularly if several scores are high Iou are at severe risk of burnout @ do something about this urgently Iou are at very severe risk of burnout @ do something about this urgently response ? 6; 76 ? ?

42

Ies 7>

No 9

No response ?
no (ign "itt"e (ign -e care8u"" (evere ri(% Kery )ig)

'rom the above graph it can be seen that maAimum employees of all the banks are at a moderate level of risk of burnout while the employees who were found with a little sign of burnout is less. So the ratio of little sign of burnout and moderate level of burnout is 708. 4 Are you (ati(8ie* $it) t)e !er8ormance you give at your $or%>

He( No No re(!on(e

'rom the diagram it is clear that >> Q of the employees are satisfied with the performance they give in the work while 78 Q of the employees are not satisfied. &4 Do you t)in% t)at you are (u88ering 8rom *e!re((ion>

43

Ies > 79

No

No response ?

He( No No re(!on(e

7? Q of the employee feel that they are suffering from depression while 9? Q of the employee feel that that they are free from the depression

,4 Do you $orry a.out your co""eagueE( o!inion a.out you> Ies : No 7= No response ?

He( No No re(!on(e

7=Q of the employees worry about their colleague#s opinion about them while >;Q of the employees are not concern with the opinion about their colleague.

44

14 Do you *i(cu(( your !ro."em $it) your (!ou(e or 8rien* or any ot)er Ies 86 c"o(e to you> Ies 7? Ies 87 6< No No No response 8No response ? ?
He( No No re(!on(e

No ;

No response ?

:6Q of the employees of the bank discuss their problem and share their feelings with their spouse or friends or others while : Q of the employee is not concerned with it. /4 Do you $or% more t)an 0 )our(>

45

9:Q of the employees work for more than 9 hours which is the starting point of

He( No No re(!on(e

the stress while 66 Q of the employees don#t work for more than 9 hours. @4 Hou )ave an im!ortant 8unction at your )ome an* your .o(( a(%( to give a 1 )our over time= $)at $i"" .e your re(!on(e> Ies 6; No 6: No response 7

He( No No re(!on(e

;? Q of the employees are proved to be work dedicated and they are ready to miss the important function at their house while <; Q of the employees said no and = Q of the employee did not gave any answer.

+4 Do you regu"ar"y (!en* time 8or entertainment>

46

He( No No re(!on(e

<>Q of the employee spent regular time on entertainment which helps us to remain stress free while ;8 Q of the employees don#t do that. 04 I( your (ocia" "i8e .a"ance*>

Ies 6: 6;

No

No response 7
He( No No re(!on(e

<; Q of the employees find their social life to be balanced while ;? Q of the employees don#t have their social life balanced. =Q of the employees remain silent.

24 Do you !"an your $or% .e8ore *oing> Ies 86 ; 47 No No response ?

Ies 6 8;

No

No response ?
He( No No re(!on(e

$t is a

good habit to plan the work you do. 9: Q of the employees plan their work before doing while 66 Q of the employees don#t plan their work. I4 Do you 8ear a.out t)e Dua"ity o8 your !er8ormance>

Ies 77 68

No

No response ?

He( No No re(!on(e

=8Q of the employees fear the %uality of performance which they give while 8> Q of the employees don#t fear the %uality of their work.

4 Are you a )eart !atient>

48

He( No No re(!on(e

Here 8 Q of the employees are heart patient which is partially the result of stress. &4 Do you get ten(e* at your non ac)ievement o8 your target> Ies 7< 6? No No response ?

He( No No re(!on(e

>6Q of the employees get tensed at the non achievement of the target while 7: Q of the employees work casually.

,4 Do you 8ee"ing (tre(( (ome time(>

49

Ies 79 =

No

No response 6

He( No No re(!on(e

9?Q of the employees feel stressed sometimes while 6> Q of the employees are not feeling stressed. 8 Q of the employees did not respond.

I8 t)e an($er o8 t)e a.ove Due(tion i( LHe(J t)en an($er t)e 8o""o$ing9 a5 I( t)e rea(on o8 your (tre(( your $or% "oa*> Ies 7? : No No response =

He( No No re(!on(e

<>Q of the employees find themselves to be stressed by their work over load. 7= Q of the employees are not stressed because of the work overload. 6> Q of the employees did not answer.

50

.5 Are you (tre((e* .ecau(e o8 your 8ami"y !ro."em(> Ies 6; 6; No No response >

He( No No re(!on(e

;? Q of the employees are stressed because of their family problems ;?Q by other problems while 7?Q of the employees did not responded.

Ies 6? 69

No

No response >

c5 Do you get (tre((e* $)en your .o(( (co"*( you>

He( No No re(!on(e

51

7?Q of the employee did not responded when they were asked weather their get stressed because of the scolding of their boss. <6Q of the employees don#t get stress because of the scolding of their boss. 7: Q of the employees get stressed because of the scolding of their boss. *5 Do you try to 8in* any (o"ution 8or t)e !ro."em o8 your (tre((> Ies 7; = No No response <

He( No No re(!on(e

=: Q of the employees try to find the solution of their stress. e5 3I# HES5 Do you !ractice yoga or any ot)er ayurve*ic t)era!y 8or re*ucing (tre((> Ies 66 69 No No response =

86Q of the employees try the yoga and other ayurvedic techni%ues to reduce

He( No No re(!on(e

their stress while <6 Q of the employees use other techni%ues to reduce stress.

52

3&4/5 Em!"oyeeJ( o!inion a.out )o$ to re*uce (tre((

This project consist of the information about the employees undergoing from stress who working in the banks. So considering this factor this topic becomes one of the most important part of the project as it consists of the opinion of the employees who work in the banks. $n short it was a direct interview of the employees who gave their opinion about how to reduce stress. The response of employees in the major banks of Bhavnagar like State Bank of Saurashtra The ./$S Bank and The H+') bank was marvelous and they have given their valuable opinion about reducing stress as a result of the last %uestion included in the %uestionnaire 7. So the opinion if the employees were as follows0 Just smile away .n employee@ H+') Bank Just believe in your self an !ust o what your heart wants .n employee@ H+') Bank -Talking to family members" - #atching T$ or listening goo music" %oing for a walk or long rive .n employee@ H+') Bank &elieve in %o .n employee@ H+') Bank 'espect yourself an give time to yourself .n employee@ H+') Bank #orking in environment welfares" lot of positive attitu e. (ositive attitu e is only that re uces stress an achieves success. )ost of the people frustrate ue to lack of positivity an stress level climbs up ue to that. *o get positive attitu e about work" about life" an forget the stress .n employee@ ./$S Bank #e shoul o such activities from which we get happiness an also make others happy. (ass your time with your close frien s an relatives. .n employee@ ./$S Bank 53

 (lay an watch cricket .n employee@ ./$S Bank +isten music an spen time with family .n employee@ SBS Bank %et a !uste with others" Fin an spen time for prayer" *tu y the scriptures" *ee oneness in all" ,ll are manifeste of the supreme %-. .n employee@ SBS Bank These opinions are seemed to be valuable and effective as one of the effective things has been noticed that the employees who have got less than 69 marks in the Burnout test have given their opinions about reducing the stress. $t is also noticed that in the ./$S bank Bhavnagar in the time of afternoon slow instrumental music are been played so that the employees can work stress free. This is one of the positive things which are seen in the organization who is caring for their employees. This will help the organization to boost up the productivity. 'rom the certain sample of employees selected for the research only 6? employees have given their opinion how to reduce stress. So we can understand that how overloaded the employees of the bank are.

54

3&4@5 'e(earc) #"o$c)art

3uestionnaire research design proceeds in an orderly and specific manner. 4ach item in the flow chart depends upon the successful completion of all the previous items. Therefore it is important not to skip a single step. Notice that there are two feedback loops in the flow chart to allow revisions to the methodology and instruments. +esign (ethodology +etermine 'easibility +evelop $nstruments Select Sample )onduct !ilot Test -evise $nstruments )onduct -esearch .nalyze +ata !repare -eport

55

3&4+5 Time Con(i*eration(

(any researchers underestimate the time re%uired to complete a research project. The following form may be used as an initial checklist in developing time estimates. The best advice is to be generous with your time estimates. Things almost always take longer than we think they should. This checklist contains two time estimates for each task. The first one *Hours, is your best estimate of the actual number of hours re%uired to complete the task. The second one *+uration, is the amount of time that will pass until the task is completed. Sometimes these are the same and sometimes they are different. (ost researchers and business@people have to divide their time among many projects. They simply cannot give all their time to any one project. 'or eAample my estimate of goal clarification may be four hours but other commitments allow me to spend only two hours a day on this study. (y GhoursG estimate is four hours and my GdurationG estimate is two days. To arrive at your final time estimates add the individual estimates. The hours estimate is used for budget planning and the duration estimate is used to develop a project time line.

56

3&405 Limitation o8 t)e (urvey

The %uestionnaires were filled be 8< employees working in the three major
Banks of Bhavnagar i.e. .Ais Bank H+') Bank and SBS Bank. So the scope of sample findings was less.

The %uestionnaire was filled by 8< employees of different designations. So the

point of view of employees differs as per their designations.

The employees from whom the %uestionnaires are filled are in a heavy
workload so some of the %uestionnaires 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.,

"ne of the other problems of %uestionnaire is the cost. Some times it may be
possible that even by spending so much the result may not be reasonable.

(any a times the employees may not be really conscious or may not be
bothered about the %uestionnaire. This may create a problem in the research.

3&404 5 A*vantage( o8 Written Gue(tionnaire(

3uestionnaires are very cost effective when compared to face@to@ face interviews. This is especially true for studies involving large sample sizes and large geographic areas. 1ritten %uestionnaires become even more cost effective as the number of research %uestions increases.

57

 3uestionnaires are easy to analyze. +ata entry and tabulation for nearly all surveys can be easily done with many computer software packages. 3uestionnaires are familiar to most people. Nearly everyone has had some eAperience completing %uestionnaires and they generally do not make people apprehensive. 3uestionnaires reduce bias. There is uniform %uestion presentation and no middle@man bias. The researcherHs own opinions will not influence the respondent to answer %uestions in a certain manner. There are no verbal or visual clues to influence the respondent. 3uestionnaires are less intrusive than telephone or face@to@face surveys. 1hen a respondent receives a %uestionnaire in the mail he is free to complete the %uestionnaire on his own time@table. Lnlike other research methods the respondent is not interrupted by the research instrument.

3&404&5 Di(a*vantage( o8 Written Gue(tionnaire(

"ne major disadvantage of written %uestionnaires is the possibility of low response rates. 5ow response is the curse of statistical analysis. $t can dramatically lower our confidence in the results. -esponse rates vary widely from one %uestionnaire to another *6?Q @ :?Q, however well@designed studies consistently produce high response rates. .nother disadvantage of %uestionnaires is the inability to probe responses. 3uestionnaires are structured instruments. They allow little fleAibility to the respondent with respect to response format. $n

58

essence they often lose the Gflavor of the responseG *i.e. respondents often want to %ualify their answers,. By allowing fre%uent space for comments the researcher can partially overcome this disadvantage. )omments are among the most helpful of all the information on the %uestionnaire and they usually provide insightful information that would have otherwise been lost. Nearly ninety percent of all communication is visual. Nestures and other visual cues are not available with written %uestionnaires. The lack of personal contact will have different effects depending on the type of information being re%uested. . %uestionnaire re%uesting factual information will probably not be affected by the lack of personal contact. . %uestionnaire probing sensitive issues or attitudes may be severely affected. 1hen returned %uestionnaires arrive in the mail itHs natural to assume that the respondent is the same person you sent the %uestionnaire to. This may not actually be the case. (any times business %uestionnaires get handed to other employees for completion. Housewives sometimes respond for their husbands. Mids respond as a prank. 'or a variety of reasons the respondent may not be who you think it is. $t is a confounding error inherent in %uestionnaires. 'inally %uestionnaires are simply not suited for some people. 'or eAample a written survey to a group of poorly educated people might not work because of reading skill problems. (ore fre%uently people are turned off by written %uestionnaires because of misuse.

59

3&425 #in*ing(
$t is analyzed from the %uestionnaire filled by the employees that the employees who have scored more than 7? marks in the burnout test are not satisfied with the performance which they give in the organization. Thus it is proved that the employees who are desired to give better performance than their original performance are found more stressful than the others. 1hile at the same time the employ that have scored less than 7? marks in the burnout test are satisfied with the performance. 'rom the sample of 8< bank employees who have been surveyed one is found to be a heart patient. This can be because of high level of stress. Dery rare of the employee are to be found suffering from depression. $t is proved from the survey that the employees who have scored more than 7< marks in the burnout test are concern about the opinion of their colleagues. .nd the employees who got less than 7< marks do not mind about their colleague#s opinion. Thus it is proved that the colleagues opinion also play a lead role in the increase and decrease of the stress level. Those who mind about their colleague#s opinion are found to be more stressful. The employees who have scored 79@7: marks in the burnout test don#t believe in sharing their problems with their spouse or friend or any closed one. Thus we can say that sharing your problems with your spouse or close friends is a better idea to reduce stress. $n the second %uestionnaire one of the %uestion was BIou have an important function at your home and your boss asks to give a ; hour over time 60

what will be your response TIes or No#2C the employees have given their opinion as per their mood. 1hile considering the point of view of entertainment it depends upon the mood of the employees. The entertainment is considered one of the most ultimate solutions to reduce stress. (ost of the employees do not spend regular time in entertainment. This may be because they may not be getting time for entertainment or they may not be interested in the same. "ne of the %uestions was asked that were their social life balanced2 $t is observed that the employees who have scored above 7? marks in the burnout test did not have their social life balanced. Thus we can conclude that the employees who are above 7? don#t have their social life balanced. Thus it is proved that stress may affect our social life also. The employees were asked weather they plan their work or not moderate answers were given. The employees scoring more than 7< marks were not found their work planned. Thus the employees who plan their work have scored below 7< marks in the burnout test eAcept some cases as there are always some drawbacks in making plan. 'ailure of a plan may also lead a person to stress. Thus we can conclude that planning of the work may help to reduce stress level. (ost of the employees who have scored more than 7? marks fear about their %uality of work they give. This aspect is not dependent of the burnout level. This aspect depends upon the dedication of work. So it is meaningless to compare this %uestion with the burnout test. . %uestion was asked that weather you get stressed at the non@ achievement of their target2 .ll the employees have responded positively. But this is not concern with the burnout score. 'rom this we can conclude that all the

61

employees are given achievable target and naturally by the non@achievement of the target all the employees may get stressed. "ne of the other possibilities is that the employees have responded positively to show themselves to be good. The employees having more than 6? marks in the burnout test says that they are under stress. "ut of 8< employees of the sample 7? of the employees accepted that the reason for their stress is workload. 6? employees are not stressed because of the workload but because of their family problem. < of the employees are not suffering from stress. 6; employees out of 8? employees who are stressed feel stressful when their boss scolds them while 6= employees refused that they are not stressed because their boss scolds them. .ll the 8? employees have accepted that they try to find the solution of their stress. 6? employees out of 8? employees practice yoga to reduce their stress and the other 7? employees don#t practice yoga. The burnout scores of the employees who practice yoga are either more than 7< or less than 7?. Thus we can conclude that the employees have reduced their stress by yoga therapy and other employees have just started the yoga because of high level of burnout The above analysis is done by the data received from the %uestionnaire. So the accuracy of data depends upon the response of the employees.

62

3.

! !L!O"RAP#$

o www.mindtool.com o "rganizational Behavior B*tephen (. 'obbinsC o Burn "ut tool F 3uestionnaire o Self analysis of %uestionnaire

63

%. ANNE&URE
Gue(tionnaire

64

No 3uestions 6 7 8 +o you feel run down and drained of physical or emotional energy2 +o you find that you are prone to negative thinking about your job2 +o you find that you are harder and less sympathetic with people than perhaps they deserve2 +o you find yourself getting easily irritated by small problems or by your co@ workers and team2 +o you feel misunderstood or unappreciated by your co@workers2 +o you feel that you have no@one to talk to2 +o you feel that you are achieving less than you should2 +o you feel under an unpleasant level of pressure to succeed2 +o you feel that you are not getting what you want out of your job2 +o you feel that you are in the wrong organization or the wrong profession2 .re you becoming frustrated with parts of your job2 +o you feel that organizational politics or bureaucracy frustrate your ability to do a good job2 +o you feel that there is more work to do than you practically have the ability to do2 +o you feel that you do not have time to do many of the things that are important to doing a good %uality job2 +o you find that you do not have time to plan as much as you would like to2 Total

Not at all

-arely Sometimes "fte n

Dery often

< = > 9 : 6? 66 67

68

6;

6<

65

$nstructions0 'or each %uestion put an H/H in the column that most applies. !ut one H/H only in each row. !lease write the total number of TA# at the space given at the bottom of each column

.nswer Not at all -arely Sometimes "ften Dery often

Number

1eight ? 6 7 8 ;

1eighted Total

SU @6 < 69 8< ;<

No sign of burnout hereV 5ittle sign of burnout here unless some factors are particularly severe Be careful @ you may be at risk of burnout particularly if several scores are high Iou are at severe risk of burnout @ do something about this urgently Iou are at very severe risk of burnout @ do something about this urgently

66

Gue(tion(

He(

No

.re you satisfied with the performance you give at your work2 & , 1 / @ + 0 2 I +o you think that you are suffering from depression2 +o you worry about your colleagueHs opinion about you2 +o you discuss your problem with your spouse or friend or any other close to you2 +o you work more than 9 hours2 Iou have an important function at your home and your boss asks to give a ; hour over time what will be your response2 +o you regularly spend time for entertainment2 $s your social life balanced2 +o you plan your work before doing2 +o you fear about the %uality of your performance2 .re you a heart patient2 & , +o you get tensed at your non achievement of your target2 +o you feeling stress some times2 $f the answer of the above %uestion is Ies then answer the following0 a5 .5 c5 *5 e5 $s the reason of your stress your work load2 .re you stressed because of your family problems2 +o you get stressed when your boss scolds Iou2 +o you try to find any solution for the problem of your stress2 *$' I4S, +o you practice yoga or any other ayurvedic therapy for reducing stress2 67