A Comprehensive Project Report On Relati

A
COMPREHENSIVE PROJECT REPORT

ON
―RELATIONSHIP BETWEEN JOB STRESS & JOB SATISFACTION IN
BANKING EMPLOYEES‖
Submitted to:
N.J. SONECHA MANAGEMENT & TECHNICAL INSTITUTE
IN PARTIAL FULFILLMENT OF THE

REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ASMINISTRATION
In
Gujarat Technological University
UNDER THE GUIDANCE OF

Miss Urvi suchak Mr. Mitesh unadkat
(Assistant professor) (Assistant professor)
Submitted by
Miss. Nidhi.K.Popat Miss.Hetal.D.Thanki
(Enrollment No 118170592004) (Enrollmentno:118170592001)
[Batch : 2012-13]
MBA SEMESTER III/IV
(N.J. SONECHA MANAGEMENT & TECHNICAL INSTITUTE)
MBA PROGRAMME
Affiliated to
Gujarat Technological University
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Institute’s Certificate
Certified that this Comprehensive Project Report Titled

“Relationship between job stress & job satisfaction in banking
employees” is the bonafide work of Ms Hetal.D.Thanki
(Enrollment No. 118170592001) and Ms. Nidhi.K.Popat
(Enrollment No. 118170592004) who carried out the research
under my supervision. I also certify further, that to the best of
my knowledge the work reported here in does not form part of
any other project report or dissertation on the basis of which a
degree or award was conferred on an earlier occasion on this or
any other candidate.
Signature of the Faculty Guide (Name& Designation of guide)
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DECLARATION
We hereby declare that this project on“RELATIONSHIP BETWEEN

JOB STRESS & JOB SATISFACTION IN BANKING EMPLOYEES”done is
original work by us for the award of partial fulfillment of the degree of
MASTER OF BUSINESS ADMINISTRATION in HUMAN RESOURCE
MANAGEMENT to " N.J. SONECHA MANAGEMENT & TECHNICAL
INSTITUTE‘‘is record of bonafide work carried out by us.
We also declare that this project is a result of our own effort and that
not been submitted to any other University / Institution for the award of any
degree.
Hetal.D.Thanki Nidhi.K.Popat
Date:-
Place:-
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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 determine the relationship between
job stress and job satisfaction and know the ways s to reduce the stress level
of the employees working in the bank. By this way we are also able to
increase quality of work & productivity of employees.
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,
BPO‘s and lots of other places. In spite of having the modern technologies
and facilities, people are feeling overloaded by work and stressed which also
affects the level of job satisfaction. Stress arises because of many reasons
which are discussed in the following project. The project report also contain
techniques how to reduce the stress and overcome such problems.
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. Sometimes stress arises due to lack of job satisfaction &
vice versa
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ACKNOWLEDGEMENT
To carry out this research work we 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.
We wish to express our deep gratitude to Miss Urvi Suchak and Mr.
Mitesh Unadkat for acting as a guide and providing us with continuous
support and guidance. This report could not have been completed without the
inputs and the words of advice from them far which we will always remain
grateful to them.
We wish gratitude to our other faculty members for taking keen interest
in our project work and fine-tuning us efforts as and when required.
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Executive Summery
This project gives us a detailed idea of what is stress and how the
stress has been defined& identified& in which way it affects level of job
satisfaction. By looking at the starting of the project you will find:
Introduction to Human resource

Introduction and Definition of job stress
Introduction and Definition of job satisfaction
Link between job stress and job satisfaction
Stress in biological terms
What is stress?
Coping with stress at work place.
Stress management
Workplace stress and job satisfaction
Conceptual framework of relationship between job stress and
job satisfaction
Reducing strategies of job stress.
Our research includes the research methodology which contains the

information as follows:
Research objectives
Sampling (types and methods of sampling)
Research instrument
Data analysis and interpretation
Findings
Suggestion
Conclusion
Here finaly from our study we canfind that there is a inverse

relationship between job stress & job satisfaction
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INDEX
CH. PARTICULARS PAGE.NO
PART 1GENERAL INFORMATION 9
1 Industry profile 10
1.1 Introduction to HR 11
1.2 History of banking industry 12
2 Major players in banking industry 17
3 Product Profile 20
PART 2 PRIMARY STUDY 23
4 Introduction of the Study (job stress & job satisfaction) 24
4.1 Literature Review 50

4.2 Background of the Study 64
4.3 Problem Statement of the Study 65
4.4 Objectives of the Study 66
4.5 Hypothesis 67
5 Research Methodology 68
5.1 Research Design 70

5.2 Source/s of Data 71
5.3 Data Collection Method 72
5.4 Population 72
5.5 Sampling Method 73
5.6 Sampling Frame 74
6 Data Analysis and Interpretation 75
7 Results and Findings 100
8 Limitations of the Study 103
9 Conclusion 105
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List of Figures
FIGURE NO. PARTICULARS PAGE NO.
1 Job satisfaction 31
2 Link between job stress & job satisfaction 33
3 Sources of stress 35
4 Organizational stressors 37
5 Macro- level Organizational stressors 38
6 Consequences of stress 40
7 Recognizing stressors 43
8-9 Coping strategies 45-47
10 Conceptual framework of job satisfaction 49
11 General adaptation syndrome 51
12 Approaches to job satisfaction 52
13 Theoretical framework 55
14 Stress prevention and management 57
15 Factors associated with work-related stress 60
16 Operationalization of variables 76
List of Tables
Table no. PARTICULARS PAGE NO.
1-20 Data analysis 77-96
21 Assignment of scale 97
22-24 Statistical tool 98-99s
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1.1 INTRODUCTION TO HRM
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 &
qualitative 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 but it is based on human asset.
Decision related to HRM influences the effectiveness of organization.

HRM function s is not confined to business establishment only. They are
applicable to non-business organizations, too such as education, health care,
recreation etc.
The scope of HRM is indeed vast. All major activities in the working life
of employees entry into an organization until they leaves-comes under the
field of HRM. Specifically, the activities included are HR planning, job analysis
and design, 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 relations and the like.
― Human Resource Management is a process of producing

development, maintaining and controlling human resources for effective
achievement of organization goals.‖
By studying & implementing stress management strategies we can be

able to improve efficiency of our human capital which leads to profit
maximization.
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1.2 INDUSTRY PROFILE
 HISTORY OF BANKING
Modern Western economic and financial history is usually traced back

to the coffee houses of London. The London Royal Exchange was established
in 1565. At that time moneychangers were already called bankers, though the
term "bank" usually referred to their offices, and did not carry the meaning it
does today.There was also a hierarchical order among professionals; at the
top were the bankers who did business with heads of state, next were the city
exchanges, and at the bottom were the pawn shops or "Lombard‘s‖. Some
European cities today have a Lombard street where the pawn shop was
located.
After the siege of Antwerp trade was moved to Amsterdam. In 1609 the
Amsterdamsche Wisselbank (Amsterdam Exchange Bank) was founded
which made Amsterdam the financial centre of the world until the Industrial
Revolution.
Banking offices were usually located near centers of trade, and in the
late 17th century, the largest centers for commerce were the ports of
Amsterdam, London, and Hamburg. Individuals could participate in the
lucrative East India trade by purchasing bills of credit from these banks, but
the price they received for commodities was dependent on the ships returning
(which often didn't happen on time) and on the cargo they carried (which often
wasn't according to plan). The commodities market was very volatile for this
reason, and also because of the many wars that led to cargo seizures and
loss of ships.
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MAJOR EVENTS IN BANKING HISTORY
1602- First joint-stock company, the Dutch East India Company

founded.
1720 - The South Sea Bubble and John Law's Mississippi Scheme
1720 - European financial crisis and forced many bankers out of
business.
1930- The Bank of North America was found by the Continental
Congress.
1933 in the wake of the Wall Street Crash of 1929, 9,000 banks close,
wiping out A third of the money supply in the United States.
1986 - The "Big Bang" (deregulation of London financial markets)
served as a Catalyst to reaffirm London's position as a global centre of
world banking.
2008 - Washington Mutual collapses. It was the largest bank failure in
history.
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HISTORY OF BANKING IN INDIA
The first bank in India, though conservative, was established in 1786.

From 1786 till today, the journey of Indian Banking System can be segregated
into three distinct phases. They are as mentioned below:
Early phase from 1786 to 1969 of Indian Banks

Nationalization of Indian Banks and up to 1991 prior to Indian
banking sector Reforms
New phase of Indian Banking System with the advent of Indian
Financial & Banking Sector Reforms started after 1991.
Phase I
The General Bank of India was set up in the year 1786. Next came
Bank of Hindustan and Bengal Bank. The East India Company established
Bank of Bengal (1809), Bank of Bombay (1840) and Bank of Madras (1843)
as independent units and called it Presidency Banks. These three banks were
amalgamated in 1920 and Imperial Bank of India was established which
started as private shareholders banks, mostly Europeans shareholders.
In 1865 Allahabad Bank was established and first time exclusively by

Indians, Punjab National Bank Ltd. was set up in 1894 with headquarters at
Lahore. Between 1906 and 1913, Bank of India, Central Bank of India, Bank
of Baroda, Canara Bank, Indian Bank, and Bank of Mysore were set up.
Reserve Bank of India came in 1935.
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During the first phase the growth was very slow and banks also
experienced periodic failures between 1913 and 1948. There were
approximately 1100 banks, mostly small. To streamline the functioning and
activities of commercial banks, the Government of India came up with The
Banking Companies Act, 1949 which was later changed to Banking
Regulation Act 1949 as per amending Act of 1965 (Act No. 23 of 1965).
Reserve Bank of India was vested with extensive powers for the supervision
of banking in India as the Central Banking Authority.
During those day‘s public has lesser confidence in the banks. As an

aftermath deposit mobilization was slow. Abreast of it the savings bank facility
provided by the Postal department was comparatively safer. Moreover, funds
were largely given to traders.
Phase II
Government took major steps in this Indian Banking Sector Reform

after independence. In 1955, it nationalized Imperial Bank of India with
extensive banking facilities on a large scale specially in rural and semi-urban
areas. It formed State Bank of India to act as the principal agent of RBI and to
handle banking transactions of the Union and State Governments all over the
country.
Seven banks forming subsidiary of State Bank of India was

nationalized in 1960 on 19th July, 1969, major process of nationalization was
carried out. It was the effort of the then Prime Minister of India, Mrs. Indira
Gandhi. 14 major commercial banks in the country wasnationalized. Second
phase of nationalization Indian Banking Sector Reform was carried out in
1980 with seven more banks. This step brought 80% of the banking segment
in India under Government ownership.The following are the steps taken by
the Government of India to Regulate Banking Institutions in the Country:
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1949: Enactment of Banking Regulation Act.
1955:Nationalization of State Bank of India.
1959:Nationalization of SBI subsidiaries.
1961: Insurance cover extended to deposits.
1969:Nationalization of 14 major banks.
1971: Creation of credit guarantee corporation.
1975: Creation of regional rural banks.
1980:Nationalization of seven banks with deposits over 200
crores.
After the nationalization of banks, the branches of the public sector

bank India rose to approximately 800% in deposits and advances took a huge
jump by 11,000%. Banking in the sunshine of Government ownership gave
the public implicit faith and immense confidence about the sustainability of
these institutions.
Phase III
This phase has introduced many more products and facilities in the
banking sector in its reforms measure. In 1991, under the chairmanship of M
Narasimham, a committee was set up by his name which worked for the
liberalization of banking practices.
The country is flooded with foreign banks and their ATM stations.
Efforts are being put to give a satisfactory service to customers. Phone
banking and net banking is introduced. The entire system became more
convenient and swift. Time is given more importance than money.
The financial system of India has shown a great deal of resilience. It is

sheltered from any crisis triggered by any external macroeconomics shock as
other East Asian Countries suffered. This is all due to a flexible exchange rate
regime, the foreign reserves are high, the capital account is not yet fully
convertible, and banks and their customers have limited foreign exchange
exposure.
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2. MAJOR PLAYERS IN BANKING INDUSTRY
A bank is a financial institution that accepts deposits and channels

those deposits into lending activities
Types of banks :
 Commercial bank
 Community Banks:
 Community development banks
 Postal savings banks
 Private banks
 Offshore banks
 Savings bank
 Building societies and Landesbanks
 Ethical banks
 Islamic banks
 Investment banks.
 Merchant banks
 Universal banks
The banking in India started with the establishment of the General

Bank of India in 1786. Later the Bank of Hindustan was also established.
However, both the banks are not in functional state currently. It's the State
Bank of India, which is currently the oldest bank in India in existence,
established in 1806.
Since the beginning, due to huge market potential, a number of

banking companies have come up in India, which include both, public sector
as well as private sector banks. However, the list of top 10 banking
companies in India has mostly been dominated by the State Bank of India
(SBI).
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Since the initial days, the State Bank of India has dominated the Indian
banking industry accounting for nearly 20% of the Indian banking system's
deposit base. It also has got almost 20% of the credit portfolio
Indian banking has grown much stronger than its Asian counterparts in
recent years, in terms of both performance indices and product range. The
continued deregulation of deposits and interest on loans have led to a
greater understanding of capital structure, increased competition and
autonomy, as well as technological upgradation.56 of India‘s domestic banks
account for 95% of assets. In terms of net profit, the State Bank of India is the
main bank followed by ICICI bank, Punjab National bank and Canara Bank
List of Top 10 Banking Companies in India:
 SBI
 HDFC BANK
 AXIS BANK
 BANK OF INDIA
 PUNJAB NATIONAL BANK
 BANK OF BARODA
 ICICI BANK LIMITED
 UNION BANK OF INDIA
 CITY BANK
 CANARA BANK
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3. PRODUCT PROFILE OF BANKING INDUSTRY
Banks in India have traditionally offered mass banking products. Most

common deposit products are Savings Bank, Current Account, Term deposit
Account and lending products being Cash Credit and Term Loans. Due to
Reserve Bank of India guidelines, Banks have had little to do besides
accepting deposits at rates fixed by Reserve Bank of India and lend amount
arrived by the formula stipulated by Reserve Bank of India at rates prescribed
by the latter. PLR (Prime lending rate) was the benchmark for interest on the
lending products. But PLR itself was, more often than not, dictated by RBI.
Further, remittance products were limited to issuance of Drafts, Telegraphic
Transfers, Bankers Cheque and Internal Transfer of funds.
In view of several developments in the 1990s, the entire banking

products structure has undergone a major change. As part of the economic
reforms, banking industry has been deregulated and made competitive. New
players have added to the competition. IT revolution has made it possible to
provide ease and flexibility in operations to customers. Rapid strides in
information technology have, in fact, redefined the role and structure of
banking in India.
Further, due to exposure to global trends after Information explosion

led by Internet, customers - both Individuals and Corporate - are now
demanding better services with more products from their banks. Financial
market has turned into a buyer's market. Banks are also changing with time
and are trying to become one-stop financial supermarkets.
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Market focus is shifting from mass banking products to class banking
with introduction of value added and customized products.
A few foreign & private sector banks have already introduced

customized banking products like Investment Advisory Services, SGL II
accounts, Photo-credit cards, Cash Management services, Investment
products and Tax Advisory services. A few banks have gone in to market
mutual fund schemes. Eventually, the Banks plan to market bonds and
debentures, when allowed. Insurance peddling by Banks will be a reality soon.
The recent Credit Policy of RBI announced on 27.4.2000 has further
facilitated the entry of banks in this sector. Banks also offer advisory services
termed as 'private banking' - to "high relationship - value" clients.
The bank of the future has to be essentially a marketing organization

that also sells banking products. New distribution channels are being used;
more & more banks are outsourcing services like disbursement and servicing
of consumer loans, Credit card business.
Products like debit cards, flexi deposits, ATM cards, personal loans
including consumer loans, housing loans and vehicle loans have been
introduced by a number of banks.
Recently, market has also seen major developments in treasury

advisory services. With the introduction of Rupee floating rates for deposits as
well as advances, products like interest rate swaps and forward rate
agreements for foreign exchange, risk management products like forward
contract, option contract, currency swap are offered by almost every
authorized dealer bank in the market. The list is growing.
Public Sector Banks like SBI have also started focusing on this area.
SBI plans to open 100 new branches called Personal Banking Branches
(PBB) this year. The PBBs will also market SBI's entire spectrum of loan
products: housing loans, car loans, personal loans, consumer durable loans,
education loans, loans against share, financing against gold.
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INTRODUCTION
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 individual & their unique perception of the tension between the two
forces. Not all stress are bad. For example, positive stress, can help an
individual to function at optimal effectiveness and efficiency.
The word stress is derived from a Latin word ―stringere‖, meaning to

draw tight. From the view point of physical sciences, the phenomena of stress
are evident in all materials when they are subjected to ―force, pressure, strain
or strong-front‖.
It is important to keep this in mind, as stress management refers to

using stress to our advantage, and not on eradicating the presence of stress
in our lives.
On the other hand, negative stress can result in mental and physical
strain. Hence, whilst some stress may be seen as a motivating force, it is
important to manage stress levels so that it does not have an adverse impact
on your health and relationships.
Part of managing your stress levels include learning about how stress
can affect you emotionally and physically, as well as how to identify if you are
performing at your optimal stress level (OSL) or if you are experiencing
negative stress.
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What causes stress? There are many different causes of stress, and
that which causes stress is also known as a stressor. Common lifestyle
stressors include performance, threat, and bereavement stressors, to name a
few. Performance stressors are triggered when an individual is placed in a
situation where he feels a need to excel. This could be during performance
appraisals, lunch with the boss, or giving a speech. Threat stressors are
usually when the current situation poses a dangerous threat, such as an
economic downturn, or from an accident. Lastly, bereavement stressors occur
when there is a sense of loss such as the death of a loved one, or a prized
possession..
Stress has been called ―the invisible‖. It is a disease that may affect
you, your organization, and any of the people in it, so you cannot afford to
ignore it.
 WORLD’S 1ST STRESSFUL SITUATION:
The Garden of Eden began as a tranquil stress environment.

However when Adam was given the tantalizing chance to eat the forbidden
fruit, he was trust into mankind‘s first stressful situation. Adam was offered a
choice and, as we know, decision-making is the breeding ground for conflict,
frustration and distress.
DEFINITION
Stress in individual is defined as any interference that

disturbs a persons’ healthy mental and physical well being. It occurs
when the body is required to perform beyond its normal range of
capabilities.
Behr and Newman define job stress as “a condition arising from

the interaction of people and their jobs and characterized by changes
within people that force them to deviate from their normal functioning”.
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The most commonly accepted definition of stress (mainly attributed to
Richard S Lazarus) is that stress is a condition or feeling experienced
when a person perceives that “demands exceed the personal and social
resources the individual is able to mobilize.” In short, it's what we feel
when we think we've lost control of events.
 STRESS IN BIOLOGICAL TERMS
Stress is a biological term which refers to the consequences of the

failure of a human or animal body to respond appropriately to emotional or
physical threats to the organism, whether actual or imagined. It includes a
state of alarm and adrenaline production, short-term resistance as a coping
mechanism, and exhaustion. It refers to the inability of a human or animal
body to respond..
The term "stress" was first used by the endocrinologist Hans Selye in
the 1930s to identify physiological responses in laboratory animals. He later
broadened and popularized the concept to include the perceptions and
responses of humans trying to adapt to the challenges of everyday life. In
Selye's terminology, "stress" refers to the reaction of the organism, and
"stressor" to the perceived threat. Stress in certain circumstances may be
experienced positively.
 GOOD STRESS V/S BAD STRESS
Stress has often been misunderstood to be negative, with few people

acknowledging the importance and usefulness of positive stress. In our
everyday lives, stress is everywhere and definitely unavoidable; hence our
emphasis should be on differentiating between what is good stress, and what
is bad. This will help us to learn to cope with negative stress, and harness the
power of positive stress to help us achieve more.
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TYPES OF STRESS
There are6 main categories of stress, namely eustress, distress, hyper

stress and hypo stress, neustress, chronic 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.
 Eustress
This is a positive form of stress, which prepares your mind and body for
the imminent challenges that it has perceived. Eustress is a natural physical
reaction by your body which increases blood flow to your muscles, resulting in
a higher heart rate. Athletes before a competition or perhaps a manager
before a major presentation would do well with eustress, allowing them to
derive the inspiration and strength that is needed.
 Distress
We are familiar this word, and know that it is a negative form of stress.
This occurs when the mind and body is unable to cope with changes, and
usually occurs when there are deviations from the norm. They can be
categorized into acute stress and chronic stress. Acute stress is intense, but
does not last for long. On the other hand, chronic stress persists over a long
period of time.
 Hyper stress
This is another form of negative stress that occurs when the

individual is unable to cope with the workload. Examples include highly
stressful jobs, which require longer working hours than the individual can
handle. If you suspect that you are suffering from hyper stress, you are likely
to have sudden emotional breakdowns over insignificant issues, the proverbial
straws that broke the camel‘s back.
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 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 workers who experience hypo stress as
this will cause productivity and mindfulness to fall. If the job scope is boring
and repetitive, it would be a good idea to implement some form of job rotation
so that there is always something new to learn.
 Neustress
It the stress for the day to day adaptability of man to his environment
and results in the maintenance of internal steady state (homeostasis) it is
known as neustress. For example, one produces neustress in order to breath,
work.
 Chronic stress
Chronic stress: Chronic stress is stress that lasts a long time or
occurs frequently. Chronic stress is potentially damaging.
Symptoms of chronic stress can be:
upset stomach
headache
backache
insomnia
anxiety
depression
anger
panic disorder.
Ensuring a healthy diet containing magnesium may help control or

eliminate stress. Chronic stress can also lead to a magnesium deficiency,
which can be a factor in continued chronic stress, and a whole host of other
negative medical conditions caused by a magnesium deficiency.
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DEFINITION OF JOB SATISFACTION
“Job satisfaction as the amount of overall positive affect (or feelings) that
individuals have towards their jobs‖
-Feldman and Arnold
―Job satisfaction is an affective or emotional response toward various facets

of one‘s job. This definition means job satisfaction is not a unitary concept‖
-Kreitner and Kinicki
―Job satisfaction is a set of favorable or unfavorable feelings with which

employees view their work.‖
-Davis and Newstrom
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JOB SATISFACTION
Figure 1 Job satisfaction
Over the year, some research has shown that job satisfaction causes
job performance. (Goodman, 2007). Job satisfaction is an integral part in
human resources management. By identifying factors influencing job
satisfaction, the management especially human resource department is able
to provide necessary and meaningful information to make intelligent decision
for promoting employee‘s job satisfaction level (Lambert et. al, 2001).
Job satisfaction has been defined as a set of favorable or unfavorable

feeling with which employees view their work. The feeling is very much
associated with elements such as attitude and behavioral intentions which can
help managers to understand employee relations to their jobs and to predict
the effect on future behavior(Garman et. al., 2003).
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Other theories assume that the interaction of variables such as task
characteristics, organizational characteristics and individual characteristics
that influences job satisfaction (Hoy and Miskel,1996) which will ultimately
affect the quality of service rendered (Fitzgerald et.al. 1994) Job satisfaction
theories are categorized into content and process theories (Gruenberg, 1979).
LINK BETWEEN JOB STRESS AND JOB SATISFACTION
Several studies have tried to determine the link between stress and job
satisfaction. Job satisfaction and job stress are the two hot focuses in human
resource management researches. According to Stamps & Piedmonte (1986)
job satisfaction has been found significant relationship with job stress. One
study of general practitioners in England identified four job stressors that were
predictive of job dissatisfaction (Cooper, et al., 1989).
In other study, Vinokur-Kaplan (1991) stated that organization factors

such as workload and working condition were negatively related with job
satisfaction. Fletcher & Payne (1980) identified that a lack of satisfaction can
be a source of stress, while high satisfaction can alleviate the effects of
stress. This study reveals that, both of job stress and job satisfaction were
found to be interrelated. The study of Landsbergis (1988) and Terry et al.
(1993) showed that high levels of work stress are associated with low levels of
job satisfaction.
Moreover, Cummins (1990) have emphasized that job stressors are

predictive of job dissatisfaction and greater propensity to leave the
organization. Sheena et al. (2005) studied in UK found that there are some
occupations that are reporting worse than average scores on each of the
factors such as physical health, psychological well-being, and job satisfaction.
The relationship between variables can be very important to banking

employees If a definite link exists between two variables, it could be possible
for banking employees to provide intervention in order to increase the level of
one of the variables in hope that the intervention will also improve the other
variable as well (Koslowsky, et al., 1995).
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In this study, we would like to examine what extent of interrelation
between the job stress and job satisfaction among banking employees
Figure. 2 Link between job stress and job satisfaction
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DEFINING STRESS AT WORK
Workplace stress is the harmful physical and emotional response that

occurs when there is a poor match between job demands and the capabilities,
resources, or needs of the worker. Stress-related disorders encompass a
broad array of conditions, including psychological disorders (e.g., depression,
anxiety, post-traumatic stress disorder) and other types of emotional strain
(e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g.,
aggression, substance abuse), and cognitive impairment (e.g., concentration
and memory problems). In turn, these conditions may lead to poor work
performance or even injury. Job stress is also associated with various
biological reactions that may lead ultimately to compromised health, such as
cardiovascular disease.
Stress is a prevalent and costly problem in today's workplace. About

one-third of workers report high levels of stress. One-quarter of employees
view their jobs as the number one stressor in their lives. Three-quarters of
employees believe the worker has more on-the-job stress than a generation
ago. Evidence also suggests that stress is the major cause of turnover in
organizations.
SIGNS OF WORKPLACE STRESS
Mood and sleep disturbances
upset stomach
headache
disturbed relationships
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.
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POTENTIAL SOURCES OF STRESS
There are three categories of potential stressors:
Environmental factor
Organization factor
Individual factors
Figure.3 Potential sources of stress
35
CAUSES OF STRESS
Society the working world and daily life have changed almost
beyond recognition in the past 50 years. These changes have contributed to a
major increase in stress.
STRESSORS
The agents or demands that evoke the potential response are

referred to as stressors. According to Syele a stressors is ―Whatever
produces stress with or without functioning hormonal or nervous systems‖.
EXTRA ORGANIZATIONAL STRESSORS
Extra organizational stressors have a tremendous impact on job

stress. Taking an open system perspective of an organization Extra
organizational stressors include things such as social / technological change,
the family, relocation, economic & financial conditions, race & class,
residential or community conditions.
36
ORGANIZATIONAL STRESSORS
Besides the potential stressors that occur outside the

organization, there are also those associated with the organization itself.
There are also more macro-level dimensions unique to the organization that
contains potential stressors.
Stress affects organization as well as the individual within them. An

organization with a high level of absenteeism, rapid staff turnover,
deteriorating industrial and customer relations, a worsening safety record, or
poor quality control is suffering from organizational stress.
Figure 4 Organizational stressors
37
MACRO-LEVEL ORGANIZATIONAL STRESSORS
Unfair, Centralization Crowding & Poor

arbitrary lack of
Little communicati
performance privacy.
reviews opportunity on
Air pollution.
Formalization Unfair control
Rotating
systems.
works shifts. Inter- Safety
hazards.
Dependence Inadequate
Inflexible
rules. of Inadequate information
lighting.
departments Poor
Unrealistic
job Line-Staff Excessive, feedback
descriptions. heat or cold
conflicts Inaccurate
performance
management
Figure.5 Macro-level organizational stressors
38
GROUP STRESSORS
The group can also be a potential source of stress. Group

stressors can be categorized into three areas.
1. Lack of groups cohesiveness
2. Lack of social support
3. Intra-Individual, interpersonal & inter-group conflict
INDIVIDUAL STRESSORS
In a sense, the other stressors (Extra organizational,

organizational, & Group stressors) all eventually get down to the individual
level. For example, role conflict, ambiguity, self-efficacy & psychological
hardiness may all affect the level of stress someone experiences.
39
CONSEQUENCES OF STRESS
The effect of stress is closely linked to individual personality. The same

level of stress affects different people in different ways & each person has
different ways of coping. Recognizing these personality types means that
more focused help can be given.
Stress shows itself number of ways. For instance, individual who is

experiencing high level of stress may develop high blood pressure, ulcers,
irritability, difficulty in making routine decisions, loss of appetite, accident
proneness, and the like. These can be subsumed under three categories:
Individual consequences
Organizational consequence
Burnout
Figure.6 Consequences of stress
40
Individual consequences
Individual consequences of stress are those, which affect any

individual directly. Due to this the organization may suffer directly or indirectly,
but it is the individual who has to pays for it. Individual consequences of stress
are broadly divided into behavioral, psychological and medical.
 Behavioral consequences of stress are responses that may

harm the person under stress or others. Behaviorally related stress symptoms
include changes in productivity, turnover, as well as changes in eating habits,
increased smoking or consumption of alcohol, paid speech, and sleep
disorders.
 Psychological consequences of stress replace to an individual

mental health and well-being from or felling depressed. Job related stress
could cause dissatisfaction, infect it has most psychological effect on the
individual and lead to tension, anxiety irritability, and boredom.
 Medical consequences of stress affect a person‘s well being.

According to a research conducted, it revealed that stress could create
changes in metabolism, increase heart and breathing rates, increases blood
pressure bring out headaches and induce heart attacks.
Organizational consequences
Organizational consequences of stress have direct affect on the

organizations. These include decline in performance, withdrawal and negative
changes in attitude.
Decline in performance can translate into poor quality work or a drop in

productivity. Promotions and other organizational benefits get affected
due to this.
Withdrawal behavior also can result from stress. Significant form of
withdrawal behavior is absenteeism.
41
One main affect of employee stress is directly related to attitudes. Job
satisfaction, morale and organizational commitment can all suffer,
along with motivation to perform at higher levels.
Burnout
A final consequence of stress has implementation for both

people and organizations. Burnout is a general feeling of exhaustion that
develops when an individual simultaneously experiences too much pressure
and few sources of satisfaction.
CONSEQUENCES OFJOB DISSATISFACTION
Decreased morale
Decreased performance & efficiency
Absenteeism
Turnover
Behavioral consequences
Decreased productivity
42
Recognizing a stressor
It is important to recognize whether you are under stress or out of it.

Many times, even if we are under the influence of a stressful condition and our
body reacts to it internally as well as externally, we fail to realize that we are
reacting under stress. This also happens when the causes of stress are there
long enough for us to get habituated to them. The body constantly tries to tell
us through symptoms such as rapid palpitation, dizzy spells, tight muscles or
various body aches that something is wrong.
Figure.7 recognizing a stressor
43
Managing stress in the work place
Every responds to stress in a different way, and to response

stress by fighting stress oneself and with others.
Reduction or elimination of stress is necessary for psychological

and physical well being of an individual. Efficiency in stress management
enables the individual to deal or cope with the stressful situations instead of
avoidance. Strategies like tie management, body-mind and mind-body
relaxation exercise, seeking social support and help individual improve their
physical and mental resources to deal with stress successfully.
Apart from helping employees to adopt certain coping strategies

to deal with stress they should provide them with the service of counselor is
also useful.
Many strategies have been developed to help manage stress in

the work place. Some are strategies for individuals, and other is geared
toward organizations.
44
INDIVIDUAL COPING STRATEGIES
Many strategies for helping individuals manage stress have

been proposed.
Figure.8 Individual coping strategies
Individual coping strategies are used when an employee under stress

exhibits undesirable behavior on the jobs such as performance, strained
relationship with co-workers, absenteeism alcoholism and the like. Employees
under stress require help in overcoming its negative effects. The strategies
used are:
Exercise
One method by which individual can manage their stress is

through exercise. People who exercise regularly are known to less likely to
have heart attacks than inactive people are.
45
Relaxation
A related method individual can manage stress is relaxation.

Copying with stress require adaptation. Proper relaxation is an effective way
to manage stress.
Relaxation can take many forms. One way to relax is to take regular
vacations; people can also relax while on the job (i.e. take regular breaks
during their normal workday
Time management
Time management is an often recommended method for

managing stress, the idea is that many daily pressures can be eased or
eliminated if a person does a better job of managing time. One popular
approach to time management is to make a list, every morning or the things to
be done that day. Then you group the items on the list into three categories:
critical activities that must be performed, important activities that should be
performed, and optimal things that can be delegated or postponed, then of
more of the important things done every day.
Role management
Some what related to time management in which the individual

actively works to avoid overload, ambiguity and conflict.
Support groups
This method of managing stress is to develop and maintain

support group. A support group is simply a group of family member or friends
with whom a person can spend time. Supportive family and friends can help
people deal with normal stress on an ongoing basis. Support groups can be
particularly useful during times of crisis.
46
Counseling
Personal counseling help employees, understand and

appreciate a diverse workforce, the holistic approach adopted by the
counselor gives him a comprehensive view of the employee as client and
enable him to deal the issues of work related problems in a larger context with
his awareness of the inter-relationship among problems in adjustment with
self, other and environment.
One of the advantage of the individual interventions is the

individual can use these skills to improve the quality of life in offer domains
like family, social support and self, thus reducing the negativity .
ORGANIZATIONAL STRATEGIES
The most effective way of managing stress calls for adopting stressors
and prevent occurrence of potential stressors. Two basic organizational
strategies for helping employees manage stress are institutional programs
and collateral programs.
Figure.9 Organizational strategies
Work Design Stress Management programs
Work schedules Health promotions programs
Culture Other programs
Supervision
47
INSTITUTIONAL PROGRAMS
Institutional programs for managing stress are undertaken to

established organizational mechanism for example, a properly designed job
and word schedules can help ease stress. Shift work in particular can
constantly have to adjust their sleep and relaxation patterns. Thus, the design
of work schedules should be a focused of organizational efforts to reduce
stress.
The organization‘s culture& supervision can also used to help to

manage stress. The organization should strive to foster a culture that
reinforces a healthy mix of work and nonworking activities.
COLLATERAL PROGRAMS
In addition to their institutional efforts aimed at reducing stress,

many organizations are turning to collateral programs. A collateral stress
program in an organizational program specifically created to help employees
deal with stress. The organizations have adopted stress management
programs, health promotion programs and other kinds of programs for this
purpose.
LAUGHTER:
Adopting a humorous view towards life's situations can take the

edge off everyday stressors. Not being too serious or in a constant alert mode
helps maintain the equanimity of mind and promote clear thinking. Being able
to laugh stress away is the smartest way to ward off its effects.
48
IMPORTANCE OF THE STUDY
21stcentury has been regarded as the period of incredible change in

human history. Philosophers and scientists have been various names to this
period. Peter Drucker has called it ―The Age of Discontinuity‖, John Galbraith
has called it ―The Age of Future Shock‖ and Hari Albrecht called it ―The Age of
Anxiety‖.
Urbanization, industrialization and the increase scale of

operations in society are some of the reasons for rising stress. It is an
inevitable consequence of socio-economic complexity and to some extent, its
stimulant as well. People experience stress as they can no longer have
complete control over what happen in their lives. The telephone goes out of
order, power is shut down, water supply is disrupted, children perform poorly
at school etc, we feel frustrated and then stressed.
Stress is an all pervading modern phenomenon that takes a

heavy toll of human life. Different situations and circumstances in our personal
life and in our job produce stress. Those can be divided into factors related to
the organization and factors related to the person which include his
experience and personality traits. Job related factors are work overload, time
pressures, poor quality of supervision, insecure political climate, role conflict
and ambiguity, difference between company values and employee values
which leads to higher level of job dissatisfaction. Here many studies
indicates that the job stress is the major determinant of the job satisfaction.
Figure 10 Conceptual framework
49
4.1 REVIEW OF LITERATURE
A review on the previous studies on stress among the employees is

necessary to know the areas already covered. This will help to find our new
areas uncovered and to study them in depth. The earlier studies made on
stress among the employees are briefly reviewed here.
The research study of Jamal. M finds that job stressors were

significantly related to employees‘ psychosomatic problems, job satisfaction,
unproductive time at the job, and absenteeism. Type A behavior was found to
be an important moderator of the stress outcome relationship.
Fienmann views stress as a psychological response state of negative

effect characterized by a persistent and a high level of experienced anxiety or
tension.
According to Stamps &Piedmonte (1986) job satisfaction has been

found significant relationship with job stress. One study ofgeneral practitioners
in England identified four job stressors that were predictive of job
dissatisfaction(Cooper, et al., 1989).
In other study, Vinokur-Kaplan (1991) stated that organization factors

such asworkload and working condition were negatively related with job
satisfaction. Fletcher & Payne (1980)identified that a lack of satisfaction can
be a source of stress, while high satisfaction can alleviate theeffects of stress.
This study reveals that, both of job stress and job satisfaction were found to
be interrelated.
The study of Landsbergis (1988) and Terry et al. (1993) showed that
high levels of work stressare associated with low levels of job satisfaction.
Moreover, Cummins (1990) have emphasized thatjob stressors are predictive
of job dissatisfaction and greater propensity to leave the organization.
50
Sheena et al. (2005) studied in UK found that there are some
occupations that are reporting worse thanaverage scores on each of the
factors such as physical health, psychological well-being, and jobsatisfaction.
The relationship between variables can be very important to academician. If a
definite linkexists between two variables, it could be possible for a
academician to provide intervention in order toincrease the level of one of the
variables in hope that the intervention will also improve the othervariable as
well (Koslowsky, et al., 1995). In this study, we would like to examine what
extent ofinterrelation between the job stress and job satisfaction among
university academic staff setting in Malaysia.
Hans Seyle, the endocrinologist, whose research on General

Adaptation Syndrome (GAS), for the first time, revealed how human beings
adapt themselves to emotional strives and strains in their lives. According to
him emotional stress occurs in three important stages.
1. Alarm reaction stage 2. Resistance stage 3. Exhaustion stage.
Figure 11 General Adaptation Syndrome
51
Alarm reaction is caused by physical or psychological stressors.
Resistances are brought about by ACTH hormone of the body. Exhaustion
follows when ACTH dwindles as a result of continual stress. (ACTH-
Adrenocorticotropic hormone)
According to Stephen .P. Robbins, stress related headaches are the

leading cause of loss of work time in U. S. industry
Cooper and Marshall visualize stress as characteristics of both

the focal individual and his environment. They designate the internal and
external conductive forces as ‗pressures‘ or ‗stressors‘ and the resulting stalk
of the organism on stress.
THEORETICAL APPROACHES TO JOB SATISFACTION
Figure 12 Approaches to job satisfaction
Task characteristics approach:
This perspective proposes that the task characteristics are related to

employee attitudes and describes jobs by the five perceived core dimensions
of autonomy, feedback from the job, job variety, task identity, and task
significance (Hackman & Oldham, 1975)
52
These five dimensions will further impact the three mediating
psychological states of experienced meaningfulness, experienced
responsibility, and knowledge of results. A higher-order need, referred to as
growth need strength (GNS), has been hypothesized to be a moderator
variable.
However, researches regarding the mediating states and GNS have

been weak and inconsistent in support of these concepts (Walsh, Taber, &
Beehr, 1980; Seers & Graen, 1984; Hogan & Martell, 1987). Recent studies
continue to support task characte-ristics directly impacting job satisfaction in
diverse samples (Bhuian, Al-Shammari, & Jefri, 1996; Ting, 1996; Reiner &
Zhao, 1999; Bhuian & Menguc, 2002).
Social information processing approach:
This situational approach has been proposed as an alternative to the

task characteristics approach (Salancik & Pfeffer, 1978). It rests on the basic
premise that job attitudes are determined by social cues processed from the
work environment.
The association between job characteristics and job attitudes results

from the fact that both are the consequences of the prevailing normative and
informational structure of the work setting (Pfeffer, 1982). Early validation for
the social information processing theory was mostly from laboratory studies
(White & Mitchell, 1979; Leigh, Lucas, & Woodman, 1988). There has been a
degree of recent support for this perspective in using leadership as the
normative or information source.
These studies found that leadership styles or behaviors impact job

satisfaction (Landeweerd & Boumans, 1994; Dubinsky, Yammarino, Jolson, &
Spangler, 1995; Jones, Kantak, Futrell, & Johnston, 1996; de Vries, Roe, &
Taillieu, 1998).
53
Dispsositional approach:
The dispositional approach has garnered renewed interest in recent

years. This perspective indicates that the individual possesses relatively
stable unobservable mental states such as needs or attitudes that will impact
their perceptions and behavior (Staw & Ross, 1985).
The approach indicates that work attitudes are formulated from

internal states. The essence of the approach is that individuals possess stable
traits that significantly influence their affective and behavioral reactions to
organizational settings (Davis-Blake & Pfeffer, 1989). Employees will process
information in such a way to be consistent with their internal states (Staw,
Bell, & Clausen, 1986). Research has tended to indicate a degree of temporal
stability in dispositions, as well as cross-situational stability (Staw & Ross,
1985; Steel & Rentsch, 1997).
Recent studies continue to support dispositions and their impact on job

satisfaction including intrinsic motivation (Savery, 1996; Lu, 1999; Schonfeld,
2000), positive/negative affectivity (Connolly & Viswesvaran, 2000; Simmons,
Nelson, & Neal, 2001), self-esteem (Costa & McCrae, 1994), and need for
achievement (Mannheim, Baruch, & Tal, 1997).
54
Combined or integrated approach:
Griffin, Bateman, Wayne, and Head (1987) combined the task

characteristics model with the social information processing model. This
viewpoint proposes that job enrichment and social cues combine to influence
perceptions and attitudes.
A laboratory study conducted by the authors supported the

perspective. This perspective is similar to an earlier viewpoint proposed by
Graen and Ginsburgh (1977). This approach combined both task
characteristics with leader-member exchange (Graen, Novak, &
Sommerkamp, 1982). However, these combined models limit the impact of
dispositional variables. This study will include these variables in a more
thorough examina-tion.
Figure 13 Theoretical framework
55
General Principles of Stress by Richard Lazarus
I. Stress may be either physical or psychological: Examples of

physical stress include infections, exposure to excessive heat or cold failure to
get adequate sleep, and pain. Examples of psychological stress include
arguing with your spouse, starting a new job, staring at a stack of bills you are
unable to pay, and being lonely.
II. Physical and psychological stress may overlap and interact:

although it is convenient to distinguish between physical and psychological
stress. Furthermore, there is evidence (Friedman,Ader& Glasgow, 1965) that
physical and psychological stressors may function interactively.
III. The appraisal of stress is not necessarily objective: when under

threat, people respond emotionally and seem particularly prone to deviate
from objective and rational modes of thought (Folkman, Schaefer & Lazarus,
1979).
IV. Stress may be self-imposed: we tend to think of stress as

something imposed onus from without by others and their demands.. For
example, you might put pressure on yourself to get good grades or to climb
the corporate ladder rapidly. These overly high expectations often lead to
perceptions of failure and feelings of disappointment.
V.Our response to stress is complex and multidimensional:

stress affects us at several levels. It tends to produce changes in our
emotions, our physiology, and our behavior.
VI.The effects of stress may be cumulative or additive: it had long

been suspected that stress has cumulative effects. For example, you might be
experiencing stress of moderate intensity at home, at school and at work.
Coping with each source of stress singly, you might be able to handle things
without great difficulty. But collectively, the stress in these three areas of your
life might be overwhelming.
56
Figure 14 STRESS PREVENTION AND MANAGEMENT
by Ivancevich, et al. (1987)
Organizational Stress Management Program

Target
Figure 14 Stress prevention and management
It presents how organizational stress management programs can be

targeted. Programs may be designed to (1) identify and modify work
stressors, (2) educate employees in modifying and understanding stress and
its impact, and (3) provide employees support to cope with the negative
impact of stress. Some of the targeted, corrective programs include:
57
 Training programs for managing and coping with stress.
 Redesigning work to minimize stressors.
 Changing management style to include more support and coaching to
help workers achieve their goals.
 More flexible work hours and attention paid to work/life balance and
needs such as child and elder care.
 Better feedback on worker performance and management
expectations.
There is a very important distinction between preventing stress and

managing it. Stress prevention focuses on controlling or eliminating stressors
that might provoke the stress response. Stress management on the other
hand suggests procedures for helping people cope effectively with or reduce
stress that is already being experienced.
58
Organizational hazards
The European Agency for Safety and Health at Work (Cox et al., 2000)
identified both physical and psychosocial hazards in the workplace as being
linked to stress. Physical hazards include factors such as noise and poor
physical work environments. Literature suggests that physical hazards do not
only interact with one another in producing their effects, they may also interact
with psychosocial hazards (Melamed et al., 1999; Schrijvers et al., 1998). For
instance, Broadbent (1971) described how noise and sleep loss might interact
in relation to task performance.
The International Labor Organization (ILO) (1986) defines psychosocial

hazards in terms of the interactions among job content, work organization and
management, environmental and organizational conditions, as well as the
employees competencies and needs.
This consensus is summarized in ten difference categories of job

characteristics, work environments and organizations which may be
hazardous, and these categories relate to either the work context or the work
content (Cox et al., 2000).
59
Figure15 Factors associated with work-related stress (adapted from Cox et al.,
2000)
Category Hazards
Work context
Organizational culture and Poor communication, low levels of support for

function problem-solving and personal development,
lack of definition of organizational objectives.
Career development Career stagnation and uncertainty, under-or

over-promotion, poor pay, job insecurity, low
social value to work.
Interpersonal relationships at Social or physical isolation, poor relationships

work with superiors, interpersonal conflict, lack of
social support.
Home work interface Conflicting demands of work and home, low

support at home, dual career problems
Work content
Task design Lack of variety or short work cycles,

fragmented or meaningless work, under-use of
skills, high level of uncertainty.
Workload/workplace Work overload or under load, lack of control

over pacing, high levels of time pressure.
Work schedule Shift working, inflexible work schedules,

unpredictable hours, long or unsocial hours.
60
Stress and productivity
Here research shows that extreme or prolonged stress stifles creativity,

limiting our ability to think flexibly and solves complex problems. The culprit is
cortisol. During times of stress, the body secretescortisol.Low levels of cortisol
have a positive effect on memory and can lower our sensitivity to pain. It‘s
part of the body‘s protective fight-or-flight response.
But too much cortisol can ―wreak havoc,‖ says Brain Rules author Dr.
Medina. The hippocampus is the part of the brain associated with human
memory, and it is studded with cortisol receptors ―like cloves in a ham,‖
explains Medina. When stress is too severe or too prolonged, it ―disconnects
neural networks, stops the hippocampus from creating new neurons, and
even destroys brain cells,‖ he says.
Again, we think eggs. This timeScrambled. Creative thought requires

peace and clarity—what David Allen calls ―mind like water‖ in his classic tome
on organization. There‘s science behind those Zen principles. Our brains
literally can‘t think clearly when bombarded by too much stress.
61
Stress and turnover
A 2007 survey by the American Psychological Association found that

52 percent of employees considered looking for a new job, quit their job,
declined a promotion or didn‘t seek advancement because of stress.
About that same time, in a study for Watson Wyatt andWorldatWork,

researchers surveyed 13,000 employees at 946midsize to large companies
and found almost 40 percent of employees cited stress as the primary reason
for resigning from a job.
The employers in that study, however, underestimated the impact of

stress on turnover, ranking it fifth behind issues of pay and career
advancement, among other perceived causes. It is a worrisome gap, said
study sponsors.
One stress expert has found measurable success fighting that trend.
Dr. Bruce Wilson is a cardiologist and president/CEO of HeartMatters.MD, an
educational company that teaches people not only how to manage stress, but
how to avoid the stress response. After teaching stress reduction tools to the
employees of a large hospital system in Colorado, Wilson was able to
substantially increase employee job and customer satisfaction. Overall annual
employee turnover was decreased from 22 percent to 9percent, resulting in a
calculated savings of $3.9 million to the employer during that first year.
62
Stress management
By this point the case for stress management should be abundantly

clear. But just how to alleviate that stress is a not a small issue.
According to Dr. Medina, occupational stress is at its worst when two

factors are at play:
1) a great deal is expected of you, and
2) you have no control over whether you will perform well.
The biggest part of successful stress management, he suggests,

involves getting control back into your life. The consultants at Medina agree,
citing literature which shows that people, who have more control over their
work experience greater job satisfaction, produce higher quality work and
have less stress..
At PricewaterhouseCoopers in New York, management monitors

vacation days and encourages employees to use their allotted time. Among
the organization‘s other efforts to encourage healthy work-life balance—a
small pop up message appears when employees check mail over the
weekend, reminding them to take time out.
In another example Stress education can make a measurable

difference, at GlaxoSmithKline, management began offering stress reduction
seminars and rolled out a program called Team Resilience, meant to increase
staff‘s ability to mitigate job stress. Within five years, the company realized a
60 percent global reduction in work-related behavioral health issues and a 29
percent drop in days lost because of mental health issues related to work.
63
4.2 BACKGROUND OF THE STUDY
All individuals, employees& managers are exposed to stress. Some,

however, are exposed more intensively than others. Within organizational
structure & staff categories, differing degrees of stress can be identified. A
number of authors have investigated the personalities of individuals & how
this influences optimal functioning under stressful conditions. The question
still arise: do organizations do enough for individuals to assist in managing
stress? Is enough awareness created regarding stress management & coping
with stress?
It is necessary to identify the risk areas for stress & proactively strive
for more understanding & awareness of stress & coping resources amongst
employees & management. There is an increasing need for employees at
different levels & different subgroups in the organization to possess the
necessary skills & motivation to perform the core tasks associated with their
jobs & also to acquire additional abilities in handling demands that accompany
ever increasing stress
The apparent human & organizational cost resulting from job stress
warrants the implementation of personal & organizational strategies. It is
important to enable employees to enjoy good physical & mental health by
reducing unnecessary stress from the work environment. The organizations
involved in human resource management & development have a
responsibility to employees to assist in managing this ever changing stress by
monitoring the effect of organizational variables & perception of stress by
individuals.
64
4.3 PROBLEM STATEMENT
Job stress is views as a predecessor of job satisfaction and two

variable are treated as highly related variable. Job stress directly affects to job
satisfaction. An inverse relationship between job stress and job satisfaction
among various populations is found consistently in literature. In international
context, there is body of literature that documents the influence of job stress
on job satisfaction of employees.
4.4 OBJECTIVES OF THE STUDY
The main objective of this study is to identify, the impact of job stress on the
degree of job satisfaction of banking employees
Further, following specific objectives were established in order to accomplish

the main objective of the study
 To identify the determinants of employee job stress

 To identify the determinants of employee job satisfaction
 Examine the causes, types and effects of job stress on the individual,
and the organization
 Highlight workable stress management techniques in the workplace
 To identify relationship between job stress & job satisfaction
65
SCOPE OF THE STUDY
The present world is fast changing and there are lots of pressures and
demands at work. These pressures at work lead to physical disorders. Stress
refers to individual‘s reaction to a disturbing factor in the environment. Hence
this study would help the organization to know the factors of stress and to
reduce the stress in employees .stress and job satisfaction has inverse
relationship and job satisfaction is dependent on job stress. Since it is a well
known fact that healthy employee is a productive employee.
66
4.5 HYPOTHESIS OF THE STUDY
NULL HYPOTHESIS (H0)
Ho: There is no significant relationship between job stress & job satisfaction.
ALTERNATE HYPOTHESIS (H1)
H1 : There is a significant relationship between job stress & job satisfaction.
We have considered 5 banks from Junagadh region & taken sample of

20 from each bank
67
68
RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application

in the investigation of matter. The primary purpose for applied research is
discovering, interpreting, and the development of methods and systems for
the advancement of human knowledge on a wide variety of scientific matters
of our world and the universe. Research can use the scientific method, but
need not do so.Research methodology is a way to systematically solve the
research problem. The research methodology in the present study deals with
research design, data collection methods, sampling methods, survey, analysis
and interpretations.
APPROACHES TO RESEARCH
Descriptive approach is one of the most popular approaches these

days. In this approach, a problem is described by the researcher by using
questionnaire or schedule. This approach enables a researcher to explore
new areas of investigation.
69
5.1 RESEARCH DESIGN
A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure.
A well structured questionnaire is framed.

Data is collected from the banking employees of Junagadh region
Findings are made and necessary suggestions and recommendations
are given.
70
5.2 DATA SOURCES
There are two types of data collection namely primary data collection
and secondary data collection.
Method of Data Collection
Primary Data Secondary Data
PRIMARY DATA
The primary data is defined as the data, which is collected for the first
time and fresh in nature, and happen to be original in character through field
survey.
SECONDARY DATA
The secondary data are those which have already been collected by
someone else and have been passed through statistical process.
71
5.3 DATA COLLECTION METHOD
The data collection method used in this research is structured

questionnaire method. Here the data are systematically recorded from the
respondents.
5.4 POPULATION
It is the aggregate of all the elements define prior to the selection of the
sample. It is necessary to define the population in terms of the element,
sampling unit, extant and time. We have conducted a survey of employees to
know the affect of job stress on the employees of banking industry in
Junagadh region.
5.5 SAMPLING
Sampling is that part of statistical practice concerned with the

selection of individual observations intended to yield some knowledge about a
population of concern, especially for the purposes of statistical inference.
Each observation measures one or more properties (weight, location, etc.) of
an observable entity enumerated to distinguish objects or individuals. Survey
weights often need to be applied to the data to adjust for the sample design.
Results from probability theory and statistical theory are employed to guide
practice.
72
SAMPLE UNIT
The employees of various banks of Junagadh region are the sample

unit in the survey.
SAMPLE SIZE
The sample size chosen for this study is 75-100among various banking
employees of Junagadh region
SAMPLING METHOD
Sampling methods are classified as either probability or non probability.

In probability samples, each member of the population has a known non-zero
probability of being selected. Probability methods include random sampling,
systematic sampling, and stratified sampling. In non-probability sampling,
members are selected from the population in some nonrandom manner.
These include convenience sampling, judgment sampling, quota sampling,
and snowball sampling. In non-probability sampling, the degree to which the
sample differs from the population remains sunk now. In this research, the
sampling method used is Convenience sampling.
73
5.6 SAMPLING FRAME
Subject of study Relationship between job stress &

job satisfaction
Element Employees of Banking industry
Sampling method Convenience sampling
Sample size 100
Extent Junagadh region
Research instrument Questionnaire
BANKS SAMPLE SIZE
State bank of india 20
HDFC Bank 20
AXIS Bank 20
Veraval peoples co-operative bank 20
Bank of baroda 20
74
75
Figure 16 Operationalization of variables
VARIABLES JOB STRESS JOB SATISFACTION
Work load Pay
Work relation Promotion
Job insecurity Supervision

INDICATORS
Work condition Fringe benefit
Role ambiguity Operating conditions
Work environment Coworkers
Organization culture Nature of work
Work policies Communication
76
DEMOGRAPHIC PROFILE
I. Age profile of respondents
Table 1
particulars Frequency percentage
21-30 13 13
31-40 30 30
41-50 41 41
50 & above 16 16
Total 100 100
Chart 1
Inference
It is observed from the above chart that 13% of the respondents are between
(21-30) yrs., 30% of the respondents are between (31-40) yrs., 41% of the
respondents are above (41-50) years and 16% of the respondents are 50& above
77
II. Gender wise classification of employees
Table.2
Gender Frequency Percentage
male 48 48%
female 52 52%
total 100 100%
Chart 2
Inference
It is found from the survey that 48% of the respondents are male and 52% of
the respondents are female
78
III. Classification on educational qualification
Table 3
Qualification Frequency Percentage
graduate 27 27
post graduate 38 38
technical 17 17
professional 18 18
total 100 100%
Chart 3
Inference
It is evident from the survey that 18% of the respondents are professionally
qualified,27% of the respondents have graduation, 38% of the respondents have
post-graduation and technically qualified, 17% of the respondents.
79
IV. Work experience wise classification of employees
Table 4
Attributes Frequency Percentage
< 5 YRS 21 21%
(5-10) YRS 39 39%
(10-15) YRS 26 26%
> 15 YRS 34 34%
TOTAL 100 100%
Chart 4
Inference
It is found from the survey that 34% of the respondents have more than 15
years of experience, 39% of the respondents have (5-10) yrs. of experience and 26%
of the respondents have their experience between (10-15) yrs. remaining 21% of the
respondents have less than 5 years of experience.
80
1. Rational allocation of work& deadlines reduces the stress?
Table 5
Particulars Frequency Percentage
strongly agree 50 50%
agree 20 20%
undecided 12 10%
strongly disagree 10 10%
disagree 8 8%
total 100 100%
Chart 5
Inference
From the above data it is evident that almost 50% of respondents

strongly agree that rational allocation of work reduce the stress while other
20% ,12%,10% ,8% said that they are agree, undecided, strongly disagree
and disagree respectively with the given fact.
81
2. Do you feel satisfied with the financial contribution of the
organization in your standard of living?
Table 6
agree 10 10%
undecided 25 25%
disagree 15 15%
total 100 100%
Chart 6
Inference
From the given data we can say 30% of the respondents are strongly agree
that appropriate compensation system leads to better job satisfaction and decreased
level of stress while other 10%, 25%, 20%,and 15% said that they are agree,
undecided, strongly disagree and disagree respectively with the given fact.
82
3. Do you feel lack of co-operation in office?
Table 7
agree 22 22%
undecided 20 20%
disagree 10 10%
total 100 100%
Chart 7
Inference
From the given data we can say 30% of respondents are strongly agree that
good work relation leads to reduced stress and improved level of job satisfaction
while other 22%, 20%, 18%,and 10% said that they are agree, undecided, strongly
disagree and disagree respectively with the given fact.
83
4. Do you have passed up at least once for a promotion in the past
years?
Table 8
agree 20 20%
undecided 20 20%
disagree 18 18%
total 100 100%
Chart 8
Inference
better promotion opportunity generate job satisfaction and reduces level of stress
84
5. Do you feel uncertainties regarding your job?
Table 9
agree 30 30%
undecided 8 8%
disagree 7 7%
total 100 100%
Chart 9
Inference
there is uncertainties regarding job and that is leading to high level of job stress while
other 30%, 8%, 13%,and 17% said that they are agree, undecided, strongly disagree
and disagree respectively with the given fact.
85
6. Do you receive no better than "fair" evaluations recently?
Table 10
agree 10 10%
undecided 30 30%
disagree 12 12%
total 100 100%
Chart 10
Inference
they are not fairly evaluated by the supervisor and that is leading to low level of job
satisfaction and increase level of stress while other 10%, 13%, 18%,and 12% said
that they are agree, undecided, strongly disagree and disagree respectively with the
given fact.
86
7. Improving working conditions, reduces the stress?
Table 11
agree 21 21%
undecided 18 18%
disagree 8 8%
total 100 100%
Chart 11
Inference
From the given data we can say 33% of respondents are strongly agree
better work condition leads to higher job satisfaction and decrease level of stress
87
8. Do you satisfied with the benefits provided by the organization?
Table 12
agree 20 20%
undecided 15 15%
disagree 17 17%
total 100 100%
Chart 12
Inference
when organization provide more benefit to employees thenit increase level of job
satisfaction and decrease level of stress while other 20%, 15%, 13%,and 17% said
that they are agree, undecided, strongly disagree and disagree respectively with the
given fact.
88
9. Do you feel any uncertainties regarding your role &
responsibilities causes stress?
Table 13
agree 30 30%
undecided 10 10%
disagree 8 8%
total 100 100%
Chart 13
Inferences
uncertainties regarding your role & responsibilities causes stress and that is
leading to low level of job satisfaction and increase level of stress while other 30%,
10%, 12%,and 8% said that they are agree, undecided, strongly disagree and
disagree respectively with the given fact.
89
10. Do you feel mentally and/or physically exhausted at the end
of a day at work?
Table 14
agree 30 30%
undecided 15 15%
disagree 20 20%
total 100 100%
Chart 14
Inference
they are feeling burden for their job and that is leading to low level of job satisfaction
and increase level of stress while other 30%, 15%, 10%,and 20% said that they are
agree, undecided, strongly disagree and disagree respectively with the given fact.
90
11. Do you feel friendly work environment can reduce stress?
Table 15
agree 30 30%
undecided 15 15%
disagree 11 11%
total 100 100%
Chart 15
Inference
friendly work environment decrease level of stress while other 30%, 15%, 9%,and
11% said that they are agree, undecided, strongly disagree and disagree respectively
with the given fact.
91
12. Do you satisfied with the support given by your co-workers?
Table 16
agree 25 25%
undecided 20 20%
disagree 15 15%
total 100 100%
Chart 16
Inference
good relation with co workers and satisfaction with coworkers leads to increase level
of job satisfaction and decrease level of stress while other 25%, 20%, 15%,and 15%
said that they are agree, undecided, strongly disagree and disagree respectively with
the given fact.
92
13. Training& Development programs help to cope-up with new
technology that reduces the stress?
Table 17
agree 18 18%
undecided 33 21%
disagree 13 13%
total 100 100%
Chart 17
Inference
training related new technology help to reduce stress level and increase level of job
satisfaction while other 18%, 33%, 21%,and 13% said that they are agree,
undecided, strongly disagree and disagree respectively with the given fact.
93
14. Do you feel monotonous in your work assignment?
Table 18
agree 20 20%
undecided 10 10%
disagree 10 10%
total 100 100%
Chart 18
Inference
they are bored by doing repetitive task and that is leading to low level of job
satisfaction so organization should introduce task variety while other 20%, 10%,
20%,and 10% said that they are agree, undecided, strongly disagree and disagree
respectively with the given fact
94
15. Are you comfortable as an individual with organizational
policies and procedures?.
Table 19
agree 10 10%
undecided 34 34%
disagree 15 15%
total 100 100%
Chart 19
Inference
they are not feel comfort with organization policies and procedures that is leading to
low level of job satisfaction while other 10%, 34%, 27%,and 15% said that they are
agree, undecided, strongly disagree and disagree respectively with the given fact.
95
16. Do you feel communication channel work properly in
organization?
Table 20
agree 25 25%
undecided 15 15%
disagree 8 8%
total 100 100%
Chart 20
Inference
communication channel in the organization does not work properly and it creates
confusion to whom employees have to communicate for any problem and it is leading
to low level of job satisfaction and increase level of stress while other 25%, 15%,
12%,and 8% said that they are agree, undecided, strongly disagree and disagree
respectively with the given fact.
96
HYPOTHESIS TESTING
Many researchers had been recognized that job stress is one of the major
determinants of the job satisfaction. Thus this study intends to test the following
relationship with surveyed data. It explains job satisfaction is a function of job stress ,
while other factors remain constant. Here we had taken job stress as the
independent variable while job satisfaction as a dependant variable.
Job satisfaction = ƒ (Job stress)
We had identified different 8 variables related to job stress & job

satisfaction respectively & used likert scale in the questionnaire & assigned
value to them as given below
Table 21 assignment of Scale
Scale Value
Strongly disagree 1
Disagree 2
Average 3
Agree 4
Strongly agree 5
97
The Calculations are as follows
Table 22
Factors (JOB Strongly Disagree Average Agree Strongly Value

STRESS) disagree agree
VALUE ASSIGNED 1 2 3 4 5
Work load 8 10 12 20 50 394

Work relation 10 18 20 22 30 344
Job insecurity 7 13 8 30 42 387
Work condition 8 20 18 21 33 351
Role ambiguity 8 12 10 30 40 382
Work environment 11 9 15 30 35 369
Organization culture 13 21 33 18 15 301
Work policies 15 27 34 10 14 281

∑x=2809
Table 23
Factors (JOB Strongly Disagr Average Agree Strongly Value

SATISFACTION) disagree ee agree
Value assigned 1 2 3 4 5
Pay 15 20 25 10 30 320
Promotion 18 12 20 20 30 332
Supervision 12 18 30 10 30 328
Fringe benefit 17 13 15 20 35 338
Operating 20 10 15 30 25 330
conditions
Coworkers 15 15 20 25 25 330
Nature of work 10 20 10 20 40 360
Communication 8 12 15 25 40 377
∑y=2715
98
Table 24
r = -0.97
Here the value of correlation co-efficient (r) comes negative that is -
0.97 so alternative hypothesis is accepted. So we can say that job stress and
job satisfaction is negatively related with each other.
99
100
FINDINGS
 The study was carried out with the purpose to inspect the relationship
between job stress & degree of job satisfaction of banking employees
 Findings proved that work overload & role ambiguity leads to greater
extent of stress which can also affects adversely the level of job
satisfaction
 Findings also reveal the facts that nature of work & inefficient
communication channels generates lower level of satisfaction among
certain front line employees
 In addition it is said from the data analysis that some gaps in expected
& actual pay, promotion & appraisal system also affects level of job
satisfaction which sometimes end up into stressful conditions as the
employees feel difficulty in coping with this recession with current pay
& benefits
 Job insecurity, working conditions, organizational culture & policies
also contributes up to certain extents in causing job stress which leads
to decrease the level of job satisfaction
 Thus it can be statistically claimed that, employees who are having
very high or low level of job stress will suffer due to endless issue of job
dissatisfaction
 It is better to maintain a moderate level of job stress to reach higher
degree of job satisfaction
101
SUGGESTIONS
 Several recommendations can be made based on the survey results

 Firstly it is worthwhile to conduct an employee job satisfaction analysis
periodically to measure the level of job satisfaction
 Stress coping strategies are needed to be customized to cater different
type of managerial employees, coming from different backgrounds
 It can be recommended that to introduce an evaluation system to
measure the effectiveness of such initiatives undertaken by various
banks
 The employees must give importance to time management techniques
thereby they can complete their work within the specified time.
 Many tasks can be delegated to subordinates without losing
effectiveness so that we can reduce the overload of work.
 Counseling the employees when they face problems, because
counseling is the discussion of a problem that usually has emotional
content with an employee in order to help the employee cope better
 The organization must introduce Employee Assistance Programs
(EAPs) and stress control workshops accordingly to the level of
employees, because there is a strong relation between the level of
stress and level of employee‘s job satisfaction.
102
103
LIMITATIONS OF THE STUDY
 The study is limited to the bank of the junagadh region

 The time and budget were among the other constraints, which limited
the scope and subject coverage of the research.
 We have taken work load, organization policies, cooperation from co workers
and organization culture as factors that affect the level of job stress and job
satisfaction but there are many other factors that affect job stress and job
satisfaction
 As the study was based on the data collection from banking industry,
inability to predict job stress & job satisfaction issues in other types of
organization can be mentioned as another limitations
104
105
CONCLUSION
Stress in the work place has become the black plague of the present century.
Much of the stress at work is caused not only by work overload and time pressure but
also by lack of rewards and praise, and more importantly, by not providing individuals
with the autonomy to do their work as they would like. All this aspects also affects
adversely to the level of job satisfaction of employees.
Organization must begin to manage people at work differently, improve

physical work environment, treat them with respect and value their contribution. If we
enhance the psychological well being of the employees, the organizational revenue
increases due to increased level of job satisfaction & greater commitment.
Finally we can conclude that optimal level of stress contributes positively to

the level of job satisfaction otherwise it always affects adversely.
106
Questionnaire
 Demographic variable
1. Name:
2. Age group: (21-30) yrs (31-40) yrs
(41-50) yrs 50 & above yrs
3. Sex : Male / Female
4. Educational Qualification: UG/PG/Technical/Professional
5. Experience 5 yrs (5-15) yrs > 15 y
107
 Job stress
1. Rational allocation of work& deadlines reduces the stress?
Strongly agree ( ) Agree ( ) Undecided ( )
Disagree ( ) Strongly disagree ( )
2. Do you feel lack of co-operation in office?

3. Do you feel uncertainties regarding your with your job?

4. Improving working conditions, reduces the stress?

5. Do you feel uncertainities regarding your role & responsibilities

causes stress?
6.Do you feel friendly work environment can reduce stress?

108
7.Training& Development programs help to cope-up with new
technology that reduces the stress?
8.Describe the comfort level as an individual with organizational

policies and procedures.
109
 Job satisfaction
1.Do you feel satisfied with the financial contribution of the organization
in your standard of living?
2. Do you have passed up at least once for a promotion in the past few
years.
3. Do you received no better than "fair" evaluations recently?
4. Do you feel mentally and/or physically exhausted at the end of a day at

work?
1. Do you feel satisfied with the support given by your co-workers?
6. Do you often feel overloaded and overwhelmed at work?
110
7. Do you feel satisfied with the benefits provided by the organization?
Disagree ( ) strongly disagree ( )
8. Do you feel communication channel work properly in organization?
111
Bibliography
Reference books
1. PaulHersey, Kenneth H. Blanchard, Dewey E. Johnson –

―Organizational Behavior‖,Prentice Hall of India Pvt. Ltd, 1998.
2. 4. Stephen P. Robbins, ―Organizational Behavior‖, Prentice Hall, U .K.
1999.
3. K. Aswathappa, ―Organizational Behavior‖,Himalaya Publishing House
Websites
http://www.fahs.surrey.ac.uk/stress_impact/publications/wp1/WP1Ch4_
Stess%20impact%20literature%20review.pdfhttp://www.fahs.surrey.ac.
uk/stress_impact/publications/wp1/WP1-
Ch4_Stess%20impact%20literature%20review.pdf
http://www.docstoc.com/?doc_id=25279867&download=1
http://oem.bmj.com/content/60/1/10.full.pdf
http://www.adameurope.eu/prj/5864/prd/9/1/Designing%20the%20Wor
k%20Directed%20Intervention%20Programme.pdf
http://info.4imprint.com/wp-content/uploads/m0709-02-blue-paper-
business-case-for-stress.pdf
http://www.neurofeedbackclinic.ca/journals/stress/stress02.pdf
http://human-
factors.arc.nasa.gov/flightcognition/Publications/IH_054_Staal.pdf
http://www.banknetindia.com/banking/bproducts.htm
http://business.mapsofindia.com/india-company/top-10-banking-
companies.htmls
112

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A

COMPREHENSIVE PROJECT REPORT

IN PARTIAL FULFILLMENT OF THE

UNDER THE GUIDANCE OF

Certified that this Comprehensive Project Report Titled

Signature of the Faculty Guide (Name& Designation of guide)

We hereby declare that this project on“RELATIONSHIP BETWEEN

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

Stress arises because of unfulfilled wants, lack of job satisfaction etc.

Introduction to Human resource

Our research includes the research methodology which contains the

Here finaly from our study we canfind that there is a inverse

CH. PARTICULARS PAGE.NO

PART 1GENERAL INFORMATION 9

2 Major players in banking industry 17

PART 2 PRIMARY STUDY 23

4 Introduction of the Study (job stress & job satisfaction) 24

4.1 Literature Review 50

5.1 Research Design 70

6 Data Analysis and Interpretation 75

7 Results and Findings 100

8 Limitations of the Study 103

FIGURE NO. PARTICULARS PAGE NO.

2 Link between job stress & job satisfaction 33

5 Macro- level Organizational stressors 38

8-9 Coping strategies 45-47

10 Conceptual framework of job satisfaction 49

11 General adaptation syndrome 51

12 Approaches to job satisfaction 52

14 Stress prevention and management 57

15 Factors associated with work-related stress 60

Table no. PARTICULARS PAGE NO.

1-20 Data analysis 77-96

22-24 Statistical tool 98-99s

Human Resource Management is an art of managing people at

Human Resource Management is also a management function

Decision related to HRM influences the effectiveness of organization.

― Human Resource Management is a process of producing

By studying & implementing stress management strategies we can be

Modern Western economic and financial history is usually traced back

1602- First joint-stock company, the Dutch East India Company

The first bank in India, though conservative, was established in 1786.

Early phase from 1786 to 1969 of Indian Banks

In 1865 Allahabad Bank was established and first time exclusively by

During those day‘s public has lesser confidence in the banks. As an

Government took major steps in this Indian Banking Sector Reform

Seven banks forming subsidiary of State Bank of India was

After the nationalization of banks, the branches of the public sector

The financial system of India has shown a great deal of resilience. It is

A bank is a financial institution that accepts deposits and channels

The banking in India started with the establishment of the General

Since the beginning, due to huge market potential, a number of

List of Top 10 Banking Companies in India:

Banks in India have traditionally offered mass banking products. Most

In view of several developments in the 1990s, the entire banking

Further, due to exposure to global trends after Information explosion

A few foreign & private sector banks have already introduced

The bank of the future has to be essentially a marketing organization

Recently, market has also seen major developments in treasury

The word stress is derived from a Latin word ―stringere‖, meaning to

It is important to keep this in mind, as stress management refers to

 WORLD’S 1ST STRESSFUL SITUATION: