DEVI AHILYA VISHWAVIDYALAYA, INDORE

MAJOR RESEARCH PROJECT

ON

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


A Research Synopsis submitted as partial fulfilment for the award of the Degree of Masters
of Business Administration.
()


Faculty guide: Submitted by:




DECLARATION


This is to certify that the project titled A Comparative Study of Occupational Stress of Front Office and
Back Office Employees in Banking Sector is my original research work and is being submitted in partial
fulfilment for the award of the Masters degree in Business Administration of Devi Ahilya University,
Indore. This report has not been submitted earlier either to this University or to any other
University/Institution for the requirement of a course of study.
Indore abc
M.B.A. IV
(2010-2012)






ACKNOWLEDGEMENT

A successful project is a fruitful culmination of the efforts of many people. A project is therefore
incomplete if one fails to acknowledge all those individuals who have been instrumental in successful
completion of the same.
With a profound sense of gratitude and gratefulness I forward thanks to Dr. pradhan, Director,
Abc limited for providing me the opportunity to undertake and accomplish this project.
When writing this acknowledgement, I must definitely mention that I have been extremely fortunate to have
Prof abc , faculty at Medi-Caps Institute of Technology & Management, Indore, as my research guide. I am
greatly acknowledging her profound knowledge and advice in each and every stage of my project,
sacrificing her valuable time for me.

abc














CERTIFICATE



This is to certify that Ms. Meenu Mehra has completed the project entitled A Comparative Study of
Occupational Stress of Front Office and Back Office employees in banking sector under my guidance and
completed the project successfully for the partial fulfillment of the Course Post Graduate Degree in
Management (Batch : 20102012).
I wish her all the success.



Guided By
Prof. ABC













No.
TABLE of CONTENT
1 Conceptual Framework
1.2 Introduction to HR

1.2 Concept of Stress
1.2.1 Introduction to stress
1.2.2 Stress in Biological terms
1.2.3 What is Stress
1.2.4 Occupational stress
1.2.5 Coping with stress at workplace
1.2.6 Stress Management
1.2.7 Workplace Stress
1.2.8 Reduce your Stress
2 Literature Review
3 Rational of Study
4 Research Methodology
4.1 Research objective
4.2 Sample
4.3 Research Instrument
4.4 Data analysis and interpretation
4.5 Employees opinion about how to reduce stress
4.6 Research Flowchart
4.7 Time consideration
4.8 Limitation of the survey
Advantages of Written Questionnaires
Disadvantages of Written Questionnaires
4.9 Findings
5 References
6 Annexure



1. CONCEPTUAL FRAMEWORK
(1.1) INTRODUVTION TO HR
Human Resource Management is an art of managing people at work in such a manner that they give their
best to the organization. In simple word human resource management refers to the quantitative aspects of
employees working in an organization.
Human Resource Management is also a management function concerned with hiring , motivating ,and
maintains people in an organization. It focuses on people in organization.
Organizations are not mere bricks , mortar, machineries or inventories. They are people. It is the who staff
and manage organizations.
HRM involves the application of management functions and principle. The functions and principle are
applied to acquisitioning , developing ,maintain , and remunerating employees in organizations.
Decisions relating to employees must be integrated. Decision on different aspects of employees must be
consistent with other human resource decisions.
Decision made must influence the effectiveness of organization. Effectiveness of an organization must result
in betterment of services to customers in the form of high quality product supplied at reasonable costs.
HRM functions is not confined to business establishment only .They are applicable to non- business
organizations, too such as education , health care ,recreation etc.
The scope of HRM is indeed vast. All major activities in the working life of his or her entry into an
organization until he or she leaves come under the previews of HRM. specifically, the activities included are
HR planning , job analysis and be sigh, recruitment and selection , orientation and placement , training and
development , performance appraisal and job evaluation , employee and executive remuneration , motivation
and communication , welfare , safety and health , industrial relation and the like.
HRM is a broad concept Personnel management and human resource development is a part of HRM.
Before we define Human Resource Management, it seems good to first define heterogeneous in the sense
that they differ in personality , perception , emotion , values, attitudes , motives , and modes of thoughts.
Human resource management play an important role in the development process of modern economy . In
fact it is said that all the development comes from the human mind.
Human Resource Management is a process of producing development ,maintaining and controlling human
resources for effective achievement of organization.

1.2 CONCEPT OF STRESS
1.2.1 INTRODUCTION TO STRESS
A Lot research has been conducted into stress over the last hundred years. Some of the theories behind it are
now settled and accepted; others are still being researched and debated. During this time ,there seems to
have been something approaching open warfare between competing theories and definitions : Views have
been passionately held and aggressively defended.
What complicates this is that intuitively we all feel that we know what stress is , as it is something we have
all experienced . A definition should therefore be obvious...except that it is not.
Definition:
Hans selye was one of the founding fathers of stress research. His view in 1956 was that stress is not
necessarily something bad it all depends on how you take it. The stress of exhilarating ,creative successful
work is beneficial, while that of failure , humiliation or infection is detrimental. Selye believed that the
biochemical effects of stress would be experienced irrespective of whether the situation was positive or
negative.
Since then, a great deal of future research has been conducted, and ideas have moved on. Stress is now
viewed as a bad thing, with a range of harmful biochemical and long term effect. There effects have
rarely been observed in positive.
The most commonly accepted definition of stress ( mainly attributed to Richard S Lazarus ) is that stress is
a condition or feeling experienced when a person perceives that demands exceed the personal and
social resources the individual is able to mobilize. In short , its what we feel when we think weve lost
control of events.
This is the main definition used by this section of Mind tools, although we also recognize that there is an
intertwined instinctive stress response to unexpected events. The stress response inside us is therefore part
instinct and part to do with the way we think.
The types of stress are as follows :
Mechanical
Stress (physics), the average amount of force exerted per unit area.
Yield stress, the stress at which a material begins to deform plastically.
Compressive stress , the stress applied to material resulting in their compaction.

Biological
Stress (biological), physiological or phychological stress ; some types include:
Chronic stress , persistent stress which can lead to illness and mental disorder.
Eustress , positive stress that can lead to improved long-term functioning.
Workplace stress , stress caused by employment.
Music
Accent (music).
Stress (band), an early80s melodic rock band from San Diego.
Stress (punk band), an early 80s punk rock band from Athens.
Stress (Neo-Psychedelic band), from the late 1980s.
Stress , a song by the French band Justice on their debut album.
Other
Stress (game) , card game.
Stress (linguistics),phonological use of prominence in language.
Chronic stress
Chronic stress is stress that lasts a long time or occurs frequently. Chronic stress is potentially damaging.
Sympotoms of chronic stress can be:
Upset stomach
Headache
Backache
Insomnia
Anxiety
Depression
Anger
In the most severe cases it can lead to panic attacks or a panic disorder.
There are a variety of methods to control chronic stress, including exercise, healthy diet, stress management
, relaxing techniques, adequate rest, and relaxing hobbies.
Ensuring a healthy diet containing magnesium may help control or eliminate stress , in those individual with
lower levels of magnesium or those who have a magnesium deficiency. Chronic stress can also lead to a
magnesium deficiency, which can be a factor in continued chronic stress , and a whole host of other negative
medical condition caused by a magnesium deficiency.
It has been discovered that there is a huge upsurge in the number of people who suffer from this condition.
A very large number of there new cases suffer from insomnia.
In a reviews of the scientific literature on the relationship between stress and disease , the authors found that
stress plays a role in triggering or worsening depression and cardiovascular disease and in speeding the
progression of HIV / AIDS.
Compressive stress
Compressive stress is the stress applied to materials resulting in their compaction (decrease of volume).
When a material is subjected to compressive stress , then this material is under compression. Usually ,
compressive stress applied to bar , columns , etc. Leads to shortening.
Loading a structural element or a specimen will increase the compressive stress until the reach of
compressive strength. According to the properties of the material, failure will occur as yield for material
with ductile behaviour (most metals, some soil and plastics ) or as rupture for brittle behaviour (geometries ,
cast iron, glass, etc ).
In long, slender structural element such as columns or truss bars an increase of compressive force F leads
to structural failure due to bucking at lower stress than the compressive strength.
Compressive stress has stress units (force per unit area ), usually with negative values to indicate the
compaction . However in geotechnical engineering , compressive stress is represented with positive values.






(1.2.2) STRESS IN BIOLOGICAL TERMS :
Stress is biological term which refers to the consequences of the failure of a human or animal boby to
repond appropriately to emotional or physical threats to the organism, whether actual or imagined. It
includes a state of alarm and adrenaline production , short term resistance as a coping mechanism , and
exhaustion . Its refers to the inability of a human or animal body to repond. Common stress symptoms
include irritability, muscular tension , inability to concentrate and a variety of physical reactions, such as
headaches and accelerated heart rate.
The term stress was first used by the endocrinologist Hans Selye in the 1930s to identify physiological
responses in laboratory animals. He later broadened and popularized the concept to include the perceptions
and responses of humans trying to adapt to the challenges of everyday life. In Selyes terminology ,stress
refers to the reaction of the organism, and stressor to the perceived threat. Stress in certain circumstances
may be experienced positively. Eustress , for example, can be an adaptive response prompting the activation
of internal resources to meet challenges and achieve goals.
The term is commonly used by laypersons in a metaphorical rather than literal or biological sense , as a
catch all for any perceived difficulties in life. It also became a euphemism , a way of referring to problems
and eliciting sympathy without being explicitly confessional , just stressed out. It covers a huge range of
phenomena from mild irritation t the kind of severe problems that might result in a real breakdown of health.
In popular usage almost any event or situation between these extremes could be described as stressful.














(1.2.3) WHAT IS STRESS ?
Stress refers to the strain from the conflict between our external environment and us , leading to emotional
and physical pressure. In our fast paced world , it is impossible to live without stress , whether you are a
student or a working adult. There is both positive and negative stress , depending on each individuals
unique perception of the tension between the two forces. Not all stress is bad. For example, positive stress,
also known as eustress , can help an individual to function at optimal effectiveness and efficiency.
Hence , it is evident that some from of positive stress can add more colour and vibrancy to our lives. The
presence of a deadline , for example , can push us to make the most of our time and produce greater
efficiency. It is importance to keep this in mind , as stress management refers to using stress to our
advantage , and not on eradicating the presence of stress in our lives.
On the other hand , negative stress can result in mental and physical strain. The individual will experience
symptoms such as tensions, headaches, irritability and in extreme cases , heart palpitation. Hence , whilst
some stress may be seen as a motivating force, it is importance to manage stress levels so that it does not
have an adverse impact on your health and relationships.
Part of managing your stress levels include learning about how stress can affect you emotionally and
physically , as well as how to identify if you are performing at your optimal stress level (OSL) or if you are
experiencing negative stress. This knowledge will help you to identify when you need to take a break, or
perhaps seek professional help. It is also your first step towards developing techniques to managing your
stress levels.
Modern day stresses can take the form of monetary needs , or emotional frictions. Competition at work and
increased workload can also cause greater levels of stress. How do you identify if you are suffering from
excessive stress ?
Psysological symptoms commonly experienced include insomnia , headaches and an inability to focus
.Physical symptoms take the form of heart palpitations , breathlessness , excessive sweating and
stomachaches.
What causes stress ? There are many different causes of stress , and that which causes stress is also known
as a stressor include performance , threat , and bereavement stressor , to name a few. Performance stressors
are triggered when an individual is placed in a situation where he feels a need to excel. This could be during
performance appraisals , lunch with the boss , or giving a speech. Threat stressors are usually when the
current situation poses a dangerous threat , such as an economic downturn , or from an accident. Lastly,
bereavement stressors occur when there is a sense of loss such as the death of a loved one, or a prized
possession.
Thus, there are various stressors , and even more varied methods and techniques of dealing with stress and
turning it to our advantages. In order to do so, we must learn to tell when we have crossed the line from
positive to negative stress.
Good stress v/s Bad stress :
Stress has often been misunderstood to be negative, with few people acknowledging the importance and
usefulness of positive stress. In our everyday lives, stress is everywhere and definitely unavoidable ; hence
our emphasis should be on to learn to cope with negative stress, and harness the power of positive stress to
help us achieve more.
There are 4 main categories of stress , namely eustress , distress, hyper stress and hypo stress. Negative
stress can cause many physical and psychological problem , whilst positive stress can be very helpful for us
.Heres how we differentiate between them.
Eustress :
This is a positive from of stress , which prepares your mind and body for the imminent challenges that it has
perceived . Eustress is a natural physical reaction by your body which increases blood flow to your muscles ,
resulting in a higher heart rate. Athletes before a competition or perhaps a manager before a major
presentation would do well with eustress , allowing them to derive the inspiration and strength that is
needed.
Distress :
We are familiar with this word and know that it is a negative form of stress . This occurs when the mind and
boby is unable to cope with changes, and usually occurs when there are deviations from the norm. They can
be categorized into acute stress and chronic stress. Acute stress is intense , but does not last for long. On the
other hand, chronic stress persists over a long period of time. Trigger events for distress can be a change in
job scope or routine that the person is unable to handle or cope with.
Hyper stress :
This is another form of negative stress that occurs when the individual is unable to cope with the workload.
Examples include highly stressful jobs , which require longer working hour than the individual can handle.
If you suspect that you are suffering from hyper stress, you are likely to have sudden emotional breakdown
over insignificant issues , the proverbial straws that broke the camels back. It is importance for you to
recognize that your body needs a break, or you may end up with severe and chronic physical and
pshychological reactions.

Hypo- stress :
Lastly , hypo stress occurs when a person has nothing to do with his time and feels constantly bored and
unmotivated . This is due to an insufficient amount of stress ; hence some stress is inevitable and helpful to
us. Companies should avoid having worker who experience hypo stress as this will cause productivity and
mindfulness to fall. If the job scope is boring and repetitive , it would be a good idea to implement some
form of job rotation so that there is always something new to learn.
The types of stress are named as enstress and distress .Distress is the most commonly-referred to type of
stress, having negative implication, whereas eustress is a positive from of stress, usually related to desirable
events in persons life. Both can be equally taxing on the body, and are cumulative in nature, depending on a
persons way of adapting to a change that has caused it.

















(1.2.4) OCCUPATIONAL STRESS
Occupational Stress is stress involving work .Stress is defined in terms of its physical and physiological
effects on a person, and can be a mental, physical or emotional strain . It can also be a tension or a situation
or factor that can cause stress. Occupational stress occurs when there is a discrepancy between the demands
of the environment / workplace and an individuals ability to carry out complete these demands. Often a
stressor can lead the body to have a physiological reaction which can strain a person physically as well as
mentally . One of the main causes of occupational stress is work overload.
Cause
Some scholar note that an increase in workload , a hostile work environment , downsizing , and shift work
can result in occupational stress. Often workloads remain immense even though employees do their best to
complete them , and the employees may feel stressed as a result. A high demand and time pressures
contribute to the stress. Downsizing may also be due to the privatization of a company. When downsizing
occurs, employees are either laid off or fired. Those who still have their jods often have to worry about
whether they will be next on the list of employees to be laid off. If employers are not supportive ,
discriminating in favour of some employees at the expense of others, do not offer encouragement , or create
a hostile work environment , this cause stress for employees.
Interpersonal conflicts within the workplace , uncertainty about job security, and underutilized job abilities
are also causes of occupational stress.
Effect
Physical symptoms that may occur because of occupational stress include fatigue , headache, stomach
problems, musclular aches and pains, chronic mild illness, sleep disturbances , and eating disorders.
Psychological and behavioural problem that may develop includeanxiety , irritability , alcohol and drug use
,feeling powerless and low morale. If exposure to stressors in the workplace is prolonged , the chronic health
problem can occur including stroke. Studies among the Japanese population specifically showed a more than
2-fold increase in the risk of total stroke among men with job strain ( combination of high blood pressure
and immune system dysfunction . Prolonged occupational stress can lead to occupational burnout.





(1.2.5) COPING WITH STRESS AT WORK PLACE
With the rapid advancement of technology , the stresses faced at work have also increased . Many people
dread going to work , hence the term Monday Blues. What is the reason for this ? There is partly the fear
from being retrenched in bad times , leading to greater job insecurity on the part of those who remain .
Undoubtedly, occupational stress is one of the most commonly cited stressors faced by people all over the
world.
Stress refers to the pressure and reactions to our environment which results in psychological and physical
reactions. Whilst some stress is good for motivation and increasing efficiency , too much stress can result in
negative impacts such as reduced effectiveness and efficiency. More and more people are feeling islolated
and disrespected at work , and this has led to greater occupational stress. Many companies have taken to
consulting experts and professionals on ways to increase connectedness and motivation of their employees.
Some companies organize parties and make their employees feel valued at work. These are measures to
motivate employees and help them to feel secure at their jobs , translating into greater productivity. However
, not all companies have such measures in place , and some have not gotten it quite right. Hence , it is up to
you to make sure that can cope with stress at your workplace , and use it to help you better. Here are 3
simple steps to help you with coping with stress in the work place.
Step 1: Raising- Awareness
Help yourself to identity when you are facing rising levels of stress , tipping the scales from positive to
negative . This is importance, as being able to identify signs of being stressed can help you to take steps to
ensure that your overall quality of life does no drop. If left unacknowledged , the problem will only
snowball, leading to disastrous consequences to your health and overall wellbeing.
You can identify if you are feeling stressed by checking if you have any physical or psychological reactions
, such as excessive sweating or heart palpitation , or the onset of headaches , irritability or the need to
escape. If you experience any of there reactions , identify if you are feeling any overwhelming negative
emotion , and if you are constantly worried.
Step 2: Identify-the-Cause
You need to be able to analyze the situation and identify what is causing the rise in stress. There stressors
can be external and internal. External stressors refer to things beyond your control, such as the environment
or your colleagues at work. Internal stressors refer to your own thinking and attitude. Often , we only start
reacting to stress when a combination of stressors working together exceeds our ability to cope.
Keep a diary or a list of events that have caused you to feel strong negative emotions, or that are likely
stressor. This will help you to identify the causes of your stress . Whilst it is not always possible to eradicate
them, we can change the way that we cope with it.
Step 3: Coping-with-stress
In order to deal with the situation that is causing you stress , you need to calm your mind and body so as to
stave off the reactions and cope with it in positive way .This can be through different methods , such as
taking time off. If a situation is triggering your stress and you are unable to calm down , remove yourself
from it. Go outside and take a walk to calm down. Alternatively, you can try implementing relaxation
techniques such as deep breathing. If it is an internal stressor, top your thought process until you are able to
deal with it logically.
The key to making these 3 steps work for you is to practice them. These are not instantaneous solutions , and
you need to condition your mind and practice them so that you can implement it when you are feeling
stressed.















(1.2.6) STRESS MANAGEMENT
Stress management is the need of the hour. However hard we try to go beyond a stress situation, life seems
to find new ways of stressing us out and plaguing us with anxiety attacks. Moreover, be it our anxiety, mind-
body exhaustion or our erring attitude , we tend to overlook causes of stress and the conditions triggered by
those. In such unsettling moments we often forget that stressors , if not escapable , are fairly manageable and
treatable.
Stress , either quick or constant , can induce risky body- mind disorders. Immediate disorders such as dizzy
spells, anxiety attacks, tension, sleeplessness, nervousness and muscle cramps can all result in chronic health
problems. They may also affect our immune, cardiovascular and nervous systems and lead individual to
habitual addictions, which are inter-linked with stress.
Like stress reaction, relaxation responses and stress management techniques are some of the bodys
important built-in response systems. As a relaxation response the body tries to get back balance in its
homeostasis. Some hormones released during the fight or fight situation prompt the body to replace the
lost carbohydrates and fats, and restore the energy level. The Knotted nerves, tightened muscles and an
exhausted mind crave for looseness. Unfortunately, today, we dont get relaxing and soothing situation
without asking. To be relaxed we have to strive to create such situations.













(1.2.7) WORKPLACE STRESS
Workplace stress is the harmful physical and emotional response that occurs when there is a poor match
between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders
encompass a broad array of conditions, including psychological disorders (e.g. depression, anxiety, post-
traumatic stress disorder) and other types of emotional strain (e.g. dissatisfaction , fatigue, tension, etc)
maladaptive behaviours (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration
and memory problems ). In turn, there conditions may lead to poor work performance or even injury. Job
stress is also associated with various biological reactions that may lead ultimately to compromised health,
such as cardiovascular disease.
Stress is a prevalent and costly problem in todays workplace. About one-third of workers report high levels
of stress. One-quarter of employees view their jobs as the number one stressor in their lives. There-quarters
of employees believe the worker has more on-the-job stress than a generation ago. Evidence also suggest
that stress is the major cause of cause of turnover in organizations.
Health and Healthcare Utilization
Problems at work are more strongly associated with health complaints than are any other life stressor-more
so than even financial problems or family problems. Many studies suggest that psychological demanding
jobs that allow employees little control over the work process increase the risk of cardiovascular disease. On
the basis of research by the National institute for Occupational Safety and Health and many other
organizations, it is widely believed that job stress increases the risk for development of back and upper-
extremity musculoskeletal disorders. High levels of stress are associated with substantial increases in health
service utilization. Workers who report experiencing stress at work also show excessive health care
utilization. In a 1998 study of 46000 workers, health care costs were nearly 50% greater for workers
reporting high levels of stress in comparison to low risk workers. The increment rose to nearly 150 %, an
increase of more than $ 1700 per person annually, for workers reporting high levels of both stress and
depression. Additionally, periods of disability due to job stress tend to be much longer than disability
periods for other occupational injuries and illnesses.
Causes of Workplace Stress
Job stress result from the interaction of the worker and the conditions of work .Views differ on the
importance of worker characteristics versus working conditions as the primary cause of job stress. The
differing viewpoints suggest different ways to prevent stress at work. According to one school of thought,
differences in individual characteristics such as personality and coping skills are most important in
predicting whether certain job conditions will result in stress-in other words, what is stressful for one person
may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers
and ways to help them cope with demanding job conditions. Although the importance of individual
differences cannot be ignored, scientific evidence suggests that certain working condition are stressful to
most people. Such evidence argues for a greater emphasis on working conditions a the key source of job
stress, and for job redesign as a primary prevention strategy. Personal interview surveys of working
conditions, including conditions recognized as risk factors for job stress, were conducted in Member states
of the European Union in 1990, 1995, and 2000. Results showed a trend across these period suggestive of
increasing work intensity. In 1990, the percentage of workers reporting that they worked at high speeds at
least one-fourth of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly,
50% of workers reported they work against tight deadlines at least one-fourth of their working time in 1990,
increasing to 56% in 1995 and 60% in 2000. However, no change was noted in the period 1995-2000 (data
not collected in 1990) in the percentage of workers reporting sufficient time to complete tasks. A substantial
percentage of Americans work very long hours. By one estimate, more than 26% of men and more than 11%
of women worked 50 hours per week or more in 2000. These figures represent a considerable increase over
the previous three decades, especially for women. According to the Department of Labor, there has been an
upward trend in hours worked among employed women, an increase in extended work weeks ( > 40 hours )
by men, and a considerable increase in combined working hour among working couples, particularly couple
with young children.
Signs of Workplace Stress
Mood and sleep disturbances, upset stomach and headache, and disturbed relationships with family; friends
and girlfriends or boyfriends are examples of stress-related problems. The effects of job stress on chronic
diseases are more difficult to see because chronic diseases take a long time to develop and can be influenced
by many factors other than stress. Nonetheless, evidence is rapidly accumulating to suggest that stress plays
an important role in several types of chronic health problems-especially cardiovascular disease,
musculoskeletal disorders, and psychological disorders.
Prevention
A combination of organizational change and stress management is often the most useful approach for
preventing stress at work.
How to change the Organization to prevent Job Stress
Ensure that the workload is in line with workers capabilities and resources.
Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills
Clearly define workers role and responsibilities.
Give workers opportunities to participate in decisions and actions affecting their jobs.
Improve communications-reduce uncertainty about career development and future employment
prospects.
Provide opportunities for social interaction among workers.
Establish work schedules that are compatible with demands and responsibilities outside the job.
Discrimination inside the workplace. (e.g. nationality and language)
St. Paul Fire and Marine Insurance Company conducted several studies on the effects of stress prevention
programs in hospital setting. Program activities included (1) employee and management education on job
stress, (2) changes in hospital policies and procedures to reduce organizational sources of stress, and (3)
establishment of employee assistance programs. In one study, the frequency of medication errors declined
by 50% after prevention activities was implemented in a 700-bed hospital. In a second study, there was a
70% reduction in malpractice claims in 22 hospitals that implemented stress prevention activities. In
contrast, there was no reduction in claims in a matched group of 22 hospitals that did not implement stress
prevention activities.














(1.2.8) REDUCE YOUR STRESS
1.JOB ANALYSIS:-
We have all experienced that appalling sense of having far too much work to do and too little time to do it
in. We can choose to ignore this, and work unreasonably long hours to stay on top of our workload. The
risks here are that we become exhausted, that we have so much to do poor quality job and that we neglect
other areas of our life. Each of there can lead to intense stress.
The alternative is to work more intelligently, by focusing on the things that are importance for job success
and reducing the time we spend on low priority tasks. Job Analysis is the first step in doing this.
The first of the action-oriented skills that we look at is Job Analysis. Job Analysis is a key technique for
managing job overload- an important source of stress.
To do an excellent job, you need to fully understand what is expected of you. While this may seem obvious,
in the hurly-burly of a new, fast-moving, high-pressure role, it is oftentimes something that is easy to
overlook.
By understanding the priorities in your Job, and what constitutes success within it, you can focus on there
activities and minimize work on other tasks as much as possible. This helps you get the greatest return from
the work you do, and keep your workload under control.
Job Analysis is a useful technique for getting a firm grip on what really is important in your job so that you
are able to perform excellently. It helps you to cut through clutter and distraction to get to the heart of what
you need to do.
2.RATIONAL & POSITIVE THINKING:-
You are thinking negatively when you fear the future, put yourself down, criticize yourself for errors, doubt
you abilities, or expect failure. Negative thinking damages confidence, harms performance and paralyzes
mental skills.
Unfortunately, negative thoughts tend to flit into our consciousness, do their damage and flit back out again,
with their significance having barely been noticed. Since we barely realize that they were there, we do not
challenge them properly, which means that they can be completely incorrect and wrong.
Thought Awareness is the process by which you observe your thoughts and become aware of what is going
through your head.
One approach to it is to observe your stream of consciousness as you think about the thing youre trying
to achieve which is stressful. Do not suppress any thoughts. Instead, just let them run their course while you
watch them, and write them down on our free worksheet as they occur. Then let them go.
Another more general approach to Thought awareness comes with logging stress in your stress Diary. When
you analysis your diary at the end of the period, you should be able to see the most common and the most
damaging thoughts.
Tackle these as a priority using the techniques below.
Here are some typical negative thoughts you might experience when preparing to give a major presentation:
Fear about the quality of your performance or of problems that may interfere with it ;
Worry about how the audience ( especially important people in it like your boss ) or the press may
react to you ;
Dwelling on the negative consequences of a poor performance ; or
Self- criticism over a less-than-perfect rehearsal.
Thought awareness is the first step in the process of managing negative thoughts, as you cannot manage
thoughts that you are unaware of.
RATIONAL THINKING
The next step in dealing with negative thinking is to challenge the negative thoughts that you identified
using the Thoughts Awareness technique. Look at every though you wrote down and challenge it rationally.
Ask yourself whether the thought is reasonable. What evidence is there for and against the thought? Would
you colleagues and mentors agree or disagree with it?
Looking at the examples, the following challenges could be made to the negative thoughts we identified
earlier:
Feelings of inadequacy: Have you trained yourself as well as you reasonably should have? Do
you have the experience and resources you need to make the presentation? Have you planned,
prepared and rehearsed enough? If you have done all of these, youve done as much as you can to
give a good performance.
Worries about performance during rehearsal: If some of your practice was less than
perfect, then remind yourself that the purpose of the practice is to identify areas for improvement, so
that these can be sorted out before the performance.
Problems with issues outside your control: Have you identified the risks of there things
happening, and have you taken steps to reduce the likelihood of them happening or their impact if
they do? What will you do if they occur? And what do you need others to do for you?
Worry about other peoples reactions: If you have prepared well, and you do the best you
can, then you should be satisfied. If you perform as well as you reasonably can, then fair people are
likely to respond well. If people are not fair, the best thing to do is ignore their comments and rise
above them.
Tip:
Dont make the mistake of generalizing a single incident. OK, you made a mistake at work, but that doesn;t
mean youre bad at your job.
Similarly, make sure you take the long view about incidents that youre finding stressful. Just because
youre finding these new responsibilities stressful now, doesnt mean that they will ALWAYS be so for you
in the future.

Tip:
If you find it difficult to look at your negative thoughts objectively, imagine that you are your best friend or
a respected coach or mentor. Look at the list of negative thoughts and imagine the negative thoughts were
written by someone you were giving objective advice to. Then, thing how you would challenge these
thoughts.

When you challenges negative thoughts rationally, you should be able to see quickly whether the thoughts
are wrong or whether they have some substance to them. Where there is some substance, take appropriate
action. However, make sure that your negative thoughts are genuinely important to achieving your goals,
dont just reflect a lack of experience, which everyone has to go thoughts at some stage.
POSITIVE THINKING & OPPORTUNITY SEEKING
By now, you should already be feeling more positive. The final step is to prepare rational, positive thoughts
and affirmations to counter any remaining negativity. It can also be useful to look at the situation and see if
there are any useful opportunities that are offered by it.
By basing your affirmations on the clear, rational assessments of facts that you made using Rational
Thinking, you can use them to undo the damage that negative thinking may have done to your self-
confidence.
Tip:
Your affirmations will be strongest if they are specific, are expressed in the present tense and have strong
emotional content.

Continuing the examples above, positive affirmations might be:
Problems during practice: I have learned from my rehearsals. This has put me in a position
where I can deliver a great performance. I am going to perform well and enjoy the event.
Worries about performance: I have prepared well and rehearsed thoroughly. I am well
positioned to give an excellent performance.
Problems issues outside your control: I have thought through everything that might
reasonably happen and have planned how I can handle all likely contingencies. I am very well placed
to react flexibly to events.
Worry about other peoples reaction: Fair people will react well to a good performance. I
will rise above any unfair criticism in a mature and professional way.
If appropriate, write these affirmations down on your worksheet so that you can use them when you need
them.
As well as allowing you to structure useful affirmation, part of Positive Thinking is to look at opportunities
that the situation might offer to you. In the examples above successfully overcoming the situation causing
the original negative thinking will open up opportunities. You will acquire new skills, you will be seen as
someone who can handle difficult challenges, and you may open up new career opportunities.
Make sure that identifying these opportunities and focusing on them is part of your positive thinking.










2.LITERATURE OF REVIEW
2.1 OCCUPATIONAL ROLE STRESS
Beehr and Newman (1978)define occupational stress as A condition arising from the interaction of the
people and their jobs and characterised by change within people that force them to deviate from their normal
functioning.
Job stress has been defined as the non-specific response of the body to any demands made upon it (Selye,
1976). It is considered to be an internal state or reaction anything we consciously or unconsciously perceive
as threat, either real or imagined (Clarke and Watson,1991). Robbins (2001) defines stress as a dynamic
condition in which the individual is confronted with an opportunity, constraint, or demand related to what he
or she desires and for which the outcome is perceived to be both uncertain and important.Stress can be
caused by environmental, organisational, and individual variables (Matteson and Lvancevich, 1999; Cook
and Hunsaker, 2001). Organisational based factor have been known to induce job stress for employees at the
workplace (Greenhus and Beutell, 1985).
Thoits (1995) in the study discovered that alienation has a positive effect on job stress. Feelings of alienation
are likely to result when employees are required. There factors are commonly termed as organisational
stressors since they serve as agents that trigger the various stress reactions (Von Onciul, 1996). Among the
numerous organisational sources of stress, only five variables were investigated in this study namely
conflict, blocked career, alienation, work overload, and unfavourable work environment.
Role conflict has been found to have a positive relationship with job stress (Roberts et al, 1997). When
individual are required to play two or more role requirement that work against each other, they are likely to
experience job stress. This is because role conflicts create expectation that may be hard to reconcile.
Foot and Venne (1990) discovered a positive relationship between barriers to career advancement and job
stress. When employees perceived a lack of career opportunities, they are likely to feel uncertain about their
future in the organisation, which in turn, are likely to induce stress. Alienation at the work place can also to
work alone.
According to Kanungo(1981), when workers believe there is a separation between their own job and other
work related contexts, a sense of frustration that finally manifested in a behavioural state of apathy is likely
to occur. This is particularly intense for employees with high social needs.
Working alone on ones job without social from ones peers and supervisors would lead to job stress
(Mirovisky and Ross, 1986; Euene, 1999). Work overload both quantitatively and qualitatively has been
empirically linked to a variety of physiological, psychological, and behavioural strain symptoms (Beehr and
Newman, 1978; Roberts et al,1997; Miller and ELLIS, 1990).
stress. Additionally, a work environment associated with unpleasant organisational climate, lack of privacy,
a lot of hassle in conducting work, and distractions can result in higher stress (Miller and Ellis, 1990;
Eugene, 1999). Thus, the first hypothesis of the study is as follows:
Organisational stressors (conflict, blocked career, alienation, work overload, and unfavourable work
environment) will be positively related to job stress.
2.2 ORGANIZATIONAL EFFECTIVENESS
In the recent years organizational analysis and policy makers have become increasingly interested in the
domain of organizational effectiveness. An organization must have ethics which creates respect, honesty,
integrity and equity to allow communicative competence that can finally help organization to achieve
organizational effectiveness ( Langford, 1979). Likert (1961) emphasized that an leader must be flexible to
satisfy the needs of his/her followers, resulting in high degree of effectiveness which helps in attaining
organizational goals. An organization should be productive even in the conditions of high culture diversity
(Drucker, 1977; Campbell et al, 1970). In this era of competition and turbulence organizations should
continuously raise the bar on their efficiency thereby fostering organizational effectiveness.
Banker, Potter and Srinivasan (2000) explained the third approach of organizational effectiveness and
described it as a function of providing quality service, humaneness and empathy. It is no doubt, that
improving organizational effectiveness is only way to attain success in the business. Top performance
increasingly demands excellence in all areas, including leadership, productivity, and adaptation to change,
process improvement, and capability enhancement (knowledge, skills, abilities, and competencies). For
improving effectiveness, organization should provide good quality of work life which can enhance job
satisfaction and reduce occupational role stress.








3. RATIONALE OF THE STUDY
Stress leads to several harmful effects to an individual and the organisational as well. The individuals
develop their own ways, good or bad to manage it. Bad ways like high consumption of caffeine, addiction to
drugs. Thus, making an organisation loose a good and an efficient employee. Thus for the organisation, it is
important to take measures to manage it so that they are able to have optimum utilization of manpower. The
Indian banking sector is facing work challenges so as to achieve the given targets. Thus arising
dissatisfaction and high level of job stress in the employees of the banking sector. In the light of above facts
we can say that there of job stress a need for study of job stress because it is an integral component of
organisational health and it has various dimension which are not yet explored.
Occupational stress is the harm physical and emotional response that occurs when there is a poor match
between job demands and the capabilities, resources, or needs of the workers.
Stress is a prevalent and costly problem in todays workplace. About one-third of workers report high levels
of stress. One- quarter of employees view their jobs as the number one stressor in their lives. Three-quarters
of employees believe the worker has more on-the-job stress than a generation ago. Evidence also suggests
that stress is the major cause of turnover in organizations.













4. RESEARCH METHODOLOGY
4.1 RESEARCH OBJECTIVE
To study the impact of occupational role stress on organizational effectiveness.



4.2 SAMPLING
Sample : I have taken the sample of 50 employees from three different banks of Indore. All the employees
were of the different designations.
Reason : As we find the employees of the bank to be more stressful as more and more employee are taking
VRS and are dismissed because of inflation. I have selected only those two banks which are affiliated to the
public and are specialized in consumer needs fulfilment.
It is incumbent on the researcher to clearly define the target population. There are no strict rules to follow,
and the researcher must rely on logic and judgment. The population is defined in keeping with the objectives
of the study.












4.4 DATA ANALYSIS AND INTERPRETATION :
Q.1 I am delegated some extra responsibilities in addition to my prescribed ones.

Front office Back office











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




9
8
1
6
1
15
6
2
1 1
0
2
4
6
8
10
12
14
16
strongly Agree agree neutral disagree strongly Agree
front office
back office
Strong Agree 09
Agree 8
neutral 1
Disagree 6
Strongly
Disagree
1
Strong Agree 15
Agree 16
neutral 02
Disagree 1
Strongly
Disagree
1

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








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









0 0 0
1
5
9
8
2
7
12
4
2
0
0
2
4
6
8
10
12
14
Strongly
Agree
Agree Neutral Disagree Strongly
Agree
Front office Back office
Front office Back office
Strongly Agree 1 7
Agree 5 12
Neutral 9 4
Disagree 8 2
Strongly disagree 2 0

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

Front office Back office
Strongly Agree 12 15
Agree 11 8
Neutral 2 2
Disagree 0 0
Strongly disagree 0 0



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











7
13
4
1
0
6
15
1
3
0
0
2
4
6
8
10
12
14
16
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office Back office
Q.4 My job responsibilities are beyond my capabilities.
Front office Back office
Strongly Agree 2 0
Agree 5 3
Neutral 6 12
Disagree 8 6
Strongly disagree 4 4




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










2
5
6
8
4
0
3
12
6
4
0
2
4
6
8
10
12
14
Strongly Agree Agree Neutral Disagree Strongly Agree
Back office
Q.5 The crucial tasks I have to often perform help enhancing my self confidence.
Front office Back office
Strongly Agree 14 8
Agree 10 17
Neutral 1 0
Disagree 0 0
Strongly disgree 0 0




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










14
10
1
0 0
8
17
0 0 0
0
2
4
6
8
10
12
14
16
18
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office Back office
Q.6 I am not able to do justice with my job due to excessive work load.

Front office Back office
Strongly Agree 6 5
Agree 11 17
Neutral 1 1
Disagree 4 2
Strongly Disgree 3 0




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









6
11
1
4
3
5
17
1
2
0
0
2
4
6
8
10
12
14
16
18
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office Back office
Q.7 I sometimes feel that I am not fully capable and competent to bear out my job responsibilities
effectively.










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








0
3
1
15
6
0
3
2
19
1
0
2
4
6
8
10
12
14
16
18
20
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office Back office
Front office Back office
Strongly Agree 0 0
Agree 3 3
Neutral 1 2
Disagree 15 19
Strongly disagree 6 1
Q.8 I sometimes feel that I require more experience/training for efficiently discharging my duties and
responsibilities.

Front office Back office
Strongly Agree 7 6
Agree 13 15
Neutral 4 1
Disagree 1 3
Strongly disagree 0 0






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







7
13
4
1
0
6
15
1
3
0
0
2
4
6
8
10
12
14
16
Strongly Agree Agree Neutral Disagree Strongly Agree

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









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








2
3
15
4
1
2
5
15
3
0
0
2
4
6
8
10
12
14
16
Strongly Agree Agree Neutral Disagree Strongly disagree
Front office Back office
Front office Back office
Strongly Agree 2 2
Agree 3 5
Neutral 15 15
Disagree 4 3
Strongly disagree 1 0
Q.10 Being quiet busy is my job. I find it difficult to give sufficient time to my family and friend circle.









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








20
5
0
1
0
20
5
0 0 0
0
5
10
15
20
25
Strongly Agree Agree Neutral Disagree Strongly
disgree
Front office Back office
Strongly Agree 20 20
Agree 5 5
Neutral 0 0
Disagree 1 0
Strongly disgree 0 0
Q.11 My job responsibilities are quite challenging.










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








5
19
0
1
0
12
13
0 0 0
0
2
4
6
8
10
12
14
16
18
20
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office Back office
Strongly Agree 5 12
Agree 19 13
Neutral 0 0
Disagree 1 0
Strongly Agree 0 0
Q.12 A big burden of supervision and control of a number of employees is on me.













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






5
2
4
9
5
9
14
2
0 0
0
2
4
6
8
10
12
14
16
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office Back office
Strongly Agree 5 9
Agree 2 14
Neutral 4 2
Disagree 9 0
Strongly Agree 5 0

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









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








16
4
0
3
2
15
8
1 1
0
0
2
4
6
8
10
12
14
16
18
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office
Back
office
Strongly Agree 16 15
Agree 4 8
Neutral 0 1
Disagree 3 1
Strongly
disagree 2 0
Q.14 It becomes very difficult for me to satisfy everyone in distribution of work and responsibilities.

Front office Back office
Strongly Agree 4 11
Agree 2 9
Neutral 8 3
Disagree 7 2
Strongly disagree 4 1



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










4
2
8
7
4
11
9
3
2
1
0
2
4
6
8
10
12
Strongly Agree Agree Neutral Disagree Strongly
disagree
Front office Back office
Q.15 I have to finish my work hurriedly due to excess of work.









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






15
9
0
1
0
13
9
2
1
0
0
2
4
6
8
10
12
14
16
Strongly Agree Agree Neutral Disagree Strongly Agree
Front office Back office
Front office Back office
Strongly Agree 15 13
Agree 9 9
Neutral 0 2
Disagree 1 1
Strongly Agree 0 0
4.5 EMPLOYEES OPINION ABOUT HOW TO REDUCE STRESS :
This project consist of the information about the employees undergoing from stress who working in the
banks. So considering this factor this topic becomes one of the most important part of the project as it
consists of the employees who work in the banks. In short it was a direct interview of the employees who
gave their opinion about how to reduce stress. The response of employees in the major banks life Bank of
India and AXIS Bank, and The Bank of India was marvellous and they have given their valuable opinion
about reducing stress as a result of the question included in the questionnaire. So the opinion if the
employees were as follows :
Just smile away An employee Bank of India
Just believe in yourself and just do what your heart wants Bank of India
Talking to family members, - Watching TV or listening good music, - Going for a walk or long
drive An employee Bank of India
Believe in God an employee Bank of India
Respect yourself and give time to yourself An employee Bank of India
Working in environment welfares, lot of positive attitude. Positive attitude is only that reduces
stress and achieves success. Most of the people frustrate due to lack of positivity and stress level
climbs up due to that. So get positive attitude about work, about life, and forget the stress An
employee - AXIS Bank
We should do such activities from which we get happiness and also make others happy. Pass your
time with your close friend and relatives. An employee AXIS Bank
Play and watch cricket An Employee- AXIS Bank
Listen music and spend time with family An Employee- Bank of India
Get adjusted with others, Find and spend time for prayer, Study the scriptures, See oneness in all,
All are manifested of the supreme GOD An employee Bank of India
From the certain sample of employees selected for the research, only 10 employees have given their opinion
how to reduce stress. So we can understand that overloaded the employees of the bank are.





4.6 RESEARCH FLOWCHART:
Questionnaire research design proceeds in an orderly and specific manner. Each 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.




4.7 TIME CONSIDERATIONS :
Many researchers underestimate the required to complete a research project. The following form may be
used as an initial checklist in developing time estimates. The best advice is to be generous with your time
estimates. Things almost always take longer than we think they should.
This checklist contains two time estimates for each task. The first one ( Hours) is your best estimate of the
actual number of hours required to complete the task. The second one (Duration) is the amount of time that
will pass until the task is completed. Sometimes these are the same and sometimes they are different. Most
researchers and business- people have to divide their time among many projects. They simply cannot give
all their time to any one project. For example, my estimate of goal clarification may be four hours, but other
commitments allow me to spend only two hours a day on the study. My hours estimate is four hours, and
my duration estimate is two day.
To arrive at your final time estimates, add the individual estimates. The hours estimate is used for budget
planning and the duration estimate is used to develop a project time line.















4.8 LIMITATION OF THE SURVEY:
The questionnaire was filled by 30 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.(There problem are not in all cases)
One of the other problem of questionnaire is the cost. Some times it may be possible that even by
spending so much the result may not be reasonable.
Many a times the employees may not be really conscious or may not be bothered about the
questionnaire. The may create a problem in the research.
4.8 ADVANTAGES OF WRITTEN QUESTIONNAIRS
Questionnaires are very cost effective when compared to face-to-face interviews. This is especially
true for studies involving large sample sizes and large geographic areas. Written questionnaire
become even more cost effective as the number of research question increases.
Questionnaires are easy to analyze. Data entry and tabulation for nearly all surveys can be easily
done with many computer software packages.
Questionnaire are familiar to most people Nearly everyone has had some experience completing
questionnaire and they generally do not make people apprehensive.
Questionnaire reduce bias. There is uniform question presentation and no middle-man bias. The
researchers own opinion will not influence the respondent to answer questions in a certain manner.
There are no verbal or visual clues to influence the respondent.
Questionnaire are less intrusive than telephone or face-to-face surveys. When a respondent receives a
questionnaire on his own time-table. Unlike other research methods, the respondent is not interrupted
by the research instrument.



4.8.2 DISADVANTAGES OF WRITTEN QUESTIONNAIRE:
One major disadvantage of written questionnaire is the possibility of low response rates. Low
response is the curse of statistical analysis. It can dramatically lower our confidence in the results.
Response rates vary widely from one questionnaire to another ( 10% - 90%), however, well-designed
studies consistently produce high response rates.
Another disadvantage of questionnaires is the inability to probe responses. Questionnaires are
structured instruments. They allow little flexibility to the respondent with respect to response format.
In essence, they often lose the flavour of the response (i.e., respondents often want to qualify their
answers). By allowing frequent space for comments, the researcher can partially overcome this
disadvantage. Comments are among the most helpful of all the information on the questionnaire, and
they usually provide insightful information that would have otherwise been lost.
Nearly ninety percent of all communication is visual. Gestures and other visual cues are not available
with written questionnaire. The lack of personal contact will have different effects depending on the
type of information being requested. A questionnaire requesting factual information will probably
not be affected by the lack of personal contact. A questionnaire probing sensitive issues or attitudes
may be severely affected.
When returned questionnaires arrive in the mail, its natural to assume that the respondent is the
same person you sent the questionnaires to. This may not actually be the case. Many times business
questionnaires get handed to other employees for completion. Housewives sometimes respond for
their husbands. Kids respond as a prank. For a variety of reasons, the respondent may not be who
you think it is. It is a confounding error inherent in questionnaires.
Finally, questionnaires are simply not suited for some people. For example, a written survey to a
group of poorly educated people might not work because of reading skill problems. More frequently,
people are turned off by written questionnaires because of misuse.






4.9 FINDINGS:
Interpretation: Major 48% respondents of Strongly Agree that they are delegated some extra
responsibilities, 28% Agree, 6% neutral, 14% Disagree, 4% strongly Disagree.
Interpretation: Major 16% respondents of Strongly Agree that It sometimes becomes crucial
problem for me to deal with the grievances and representations of subordinates, 34% Agree, 26%
neutral, 20% Disagree, 4% Strongly Disagree.
Interpretation: Major of 54% respondents of Strongly Agree that the extra ordinary job
responsibilities I have to bear out facilitate my personal growth, 38% Agree, 8% neutral, 0 Disagree,
0 Strongly Disagree.
Interpretation: Major of respondents of 4% Strongly Agree that my job responsibilities are
beyond my capabilities, 16% Agree, 36% neutral, 28% Disagree, 16% Strongly Disagree.
Interpretation: Major 56 % of respondents Strongly Agree that the crucial tasks I have to often
perform help enhancing my self confidence, 36% Agree, 4 % neutral, 4% Disagree, 0 % Strongly
Disagree.
Interpretation: Major 44% of respondents Strongly Agree that I am not able to do justice with my
job due to excessive work load, 56 % Agree, 4% neutral, 12 % Disagree, 6 % Strongly Disagree.
Interpretation: Major 00 % of respondents Strongly Agree that they sometimes feel that I am not
fully capable and competent to bear out my job responsibilities effectively, 12 % Agree, 6 % neutral,
68 % Disagree, 14 % Strongly Disagree.
Interpretation: Major 66% of respondents Strongly Agree that they sometimes feel that I require
more experience/training for efficiently discharging my duties and responsibilities, 30% Agree, 4%
neutral, 0% Disagree, 0% Strongly Disagree.
Interpretation: Major 8 % of respondents Strongly Agree that A lot of responsibilities of growth
and advancement of the department organization is on my shoulders, 16 % Agree, 60 % neutral, 14
% Disagree, 2 % Strongly Disagree.
Interpretation: Major 80 % of respondents Strongly Agree that being quiet busy is my job. I find it
difficult to give sufficient time to my family and friend circle, 18 % Agree, 10% neutral, 2 %
Disagree, 0% Strongly Disagree.
Interpretation: Major 34% of respondents Strongly Agree that their job responsibilities are quite
challenging, 64 % Agree, 0% neutral, 0% Disagree, 2% Strongly Disagree.
Interpretation: Major 28 % of respondents Strongly Agree that a big burden of supervision and
control of a number of employees is on me, 32% Agree, 12% neutral, 18% Disagree, 10% Strongly
Disagree.
Interpretation: Major 62 % of respondents Strongly Agree that they are often imposed with some
responsibilities of other departments, 24 % Agree, 2% neutral, 8% Disagree, 4% Strongly Disagree.
Interpretation: Major 30 % of respondents Strongly Agree that It becomes very difficult for me to
satisfy everyone in distribution of work and responsibilities, 22% Agree, 22% neutral, 18% Disagree,
8% Strongly Disagree.
Interpretation: Major 56% of respondents Strongly Agree that they have to finish my work
hurriedly due to excess of work, 36 % Agree, 4% neutral, 10% Disagree, 4% Strongly Disagree.



5.REFERENCES:
Appelbaum, Pual S.(1994). Almost a Revolution: Mental Health Law and the Limits of Change.
United Kingdom: Oxford University Press.
Beehr, T.A. and Newman, J.E.(1976). Work Stress, Employees Health and Organizational
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6.ANNEXURE:
Questionnaire:
5 = Strongly Agree 2 = Disagree
4 = Agree 1 = Strongly Disagree
3 = Neutral
S.
No.
Statement
Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
1
I am delegated some extra
responsibilities in addition to
my prescribed ones.

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

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

4
My job responsibilities are
beyond my capabilities.

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



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



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



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



9
A lot of responsibilities of
growth and advancement of
the department organization is
on my shoulders.



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



11
My job responsibilities are
quite challenging.



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



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



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



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


RESPONSE OF FRONT OFFICE EMPLOYEES











Q. 1 Q. 2 Q. 3 Q. 4
Respondents Delegated extra
responsibilities
Grievance
problem
Extra
responsibilities
Beyond the capabilities
R 1 5 2 5 3
R 2 4 3 5 3
R 3 5 4 4 2
R 4 2 3 5 5
R 5 4 4 3 3
R 6 3 3 4 4
R 7 5 5 5 1
R 8 4 2 4 3
R 9 2 3 4 4
R 10 5 2 5 5
R 11 1 4 4 3
R 12 4 2 5 2
R 13 2 2 4 4
R 14 5 3 5 1
R 15 2 3 5 2
R 16 5 4 4 4
R 17 4 1 5 1
R 18 5 3 4 3
R 19 4 1 5 2
R 20 5 2 5 1
R 21 5 4 5 2
R 22 5 3 5 4
R 23 2 2 4 2
R 24 4 3 4 2
R 25 4 2 4 2












Q.5 Q.6 Q. 7 Q. 8
Enhancing self confidence Excessive work load Deliver responsibilities ineffectively Require
experience/training
5 5 2 5
4 2 2 4
3 4 4 5
5 5 2 3
4 4 4 5
4 5 2 3
5 5 3 5
4 2 2 4
5 4 1 4
5 3 2 4
5 4 1 4
5 4 2 5
4 2 1 2
4 5 2 4
5 1 1 4
4 4 4 5
5 2 1 5
4 4 2 3
5 4 2 4
5 1 2 3
4 1 2 4
4 4 2 4
5 1 1 4
4 4 2 4
5 4 2 4












Q. 9 Q. 10 Q. 11 Q. 12
Responsibilities on my
shoulder
Insufficient time for my family Responsibilities are quite
challenging
Burden of supervision
3 5 5 5
3 5 4 3
3 5 4 2
5 5 4 5
3 5 5 1
3 5 4 2
3 5 4 3
5 5 4 5
3 5 4 1
4 5 5 2
3 4 4 3
3 5 4 1
4 4 4 2
2 5 4 5
3 5 4 1
4 5 4 1
2 5 5 2
3 4 4 2
3 5 4 5
3 5 4 2
2 4 5 4
2 5 4 3
1 4 2 4
3 5 4 2
3 5 4 2



























Q. 13 Q. 14 Q. 15
Often imposed with
responsibilities
Difficult to satisfy everyone Finish work hurriedly
5 5 5
4 3 5
5 2 4
2 1 5
5 2 5
5 5 4
5 1 5
2 4 4
5 2 5
5 3 5
4 3 2
1 2 5
5 5 5
5 3 4
2 2 5
5 4 5
5 2 4
5 2 5
1 3 4
5 1 4
5 3 5
4 5 4
5 3 5
5 3 4
4 1 5

RESPONSE OF BACK OFFICE EMPLOYEES




Q. 1 Q. 2 Q. 3
Respondents Delegated extra responsibilities Grievance
problem
Extra responsibilities
R 1 5 4 5
R 2 5 3 5
R 3 5 5 5
R 4 5 4 5
R 5 4 5 5
R 6 4 4 5
R 7 5 5 4
R 8 3 2 4
R 9 5 5 5
R 10 5 3 5
R 11 1 4 4
R 12 5 4 5
R 13 5 5 4
R 14 4 3 4
R 15 3 5 5
R 16 5 2 3
R 17 5 4 5
R 18 4 4 5
R 19 5 5 5
R 20 4 4 4
R 21 2 4 5
R 22 5 3 4
R 23 4 4 3
R 24 5 4 4
R 25 5 4 5
Q. 4 Q.5 Q.6
Beyond the capabilities Enhancing self confidence Excessive work load
3 5 4
3 4 5
4 4 4
2 4 4
3 5 4
2 4 5
1 4 4
3 4 4
2 5 4
4 4 4
1 4 4
3 4 3
1 5 4
2 4 4
3 4 5
3 5 2
3 4 2
2 4 4
4 5 5
2 4 4
3 4 5
1 5 4
3 4 4
3 4 4
3 5 4



Q. 7 Q. 8 Q. 9 Q. 10
Deliver
responsibilities
ineffectively
Require
experience/training
Responsibilities on my
shoulder
Insufficient time for my family
2 4 3 4
2 4 4 5
2 4 3 5
3 5 3 5
2 4 3 5
2 4 4 5
4 4 3 5
2 5 3 5
4 2 3 4
2 4 5 4
2 2 4 5
2 5 3 5
2 3 2 5
3 4 2 5
2 2 2 5
2 5 3 5
2 4 5 5
4 4 3 5
2 4 3 5
2 5 4 5
2 4 3 5
2 4 3 5
2 5 3 4
2 4 4 5
2 4 3 5




Q. 11 Q. 12 Q. 13 Q. 14 Q. 15
Responsibilities are
quite challenging
Burden of
supervision
Often imposed with
responsibilities
Difficult to satisfy
everyone
Finish work
hurriedly
5 5 5 5 5
4 4 3 1 4
4 4 5 5 4
5 4 4 5 4
4 5 5 5 4
5 3 5 5 5
4 4 5 3 5
4 4 5 5 5
4 5 5 2 5
5 4 5 5 4
5 4 5 2 5
5 5 5 5 4
5 5 5 4 5
4 4 4 4 3
5 4 4 5 5
4 5 5 3 5
4 3 4 4 4
4 4 2 5 5
5 5 4 3 4
5 4 5 4 5
4 4 4 4 4
5 5 4 5 5
4 4 5 4 2
4 5 4 4 3
5 4 5 4 5