CHAPTER 3

OCCUPATIONAL STRESS AND WORK PERFORMANCE

3.1 INTRODUCTION

According to the world Health Organization (WHO) occupational stress is a worldwide

epidemic, which has been adversely impacting organizational employees in various
countries. More importantly, the problem of occupational stress is not limited to the
advanced countries like US, UK, Canada, and other European countries, but also to the
employees in various business organizations in developing countries like India. This is
especially true for IT organizations. Due to the increasing trends of occupational pressure
and severe competition for success, the IT organizations have been recognized as a new
business area where the employee stress has become a significant problem. The
occupational stress has adverse effects on employees in various ways like resulting in
dysfunctional behaviors and contributing towards poor physical and mental health.
Occupational stress leaves an adverse impact on the employees who are under excessive
pressure of work or other type of demands made on them at the workplace.

In the present day business and corporate world, the problems of occupational stress are
impossible to avoid. It has been identified as one of the most common perils of modern
times. It is the major issue for the organizations because those organizations that have the
employees under high pressure and stress are more likely to be unsuccessful in the
market (Suresh Babu and S. Balakrishan, 2017).

As an organization becomes more and more dynamic and problems related to

employees’ involvement dominate the organization agenda, occupational stress becomes
one of the most prominent problems for the management. (Sabbarwal, Singh. and Amiri,
2017). Many researchers considering occupational stress in the organizations have made
great strides in understanding many factors of the stress phenomenon in the area of
organizational behavior. Nowadays, majority of the employees working in various
sectors, face several challenges and problems in the highly competitive working
conditions – lack of time, lack of space, other uncontrollable factors, background
distractions, general uncertainty and administrative functions that result in occupational

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stress. In addition, in today’s era of globalization, occupational stress has become
significant because of dynamic social factors and changing requirements of lifestyles. In
short, today’s business and industrial environment is a highly stressful environment
(Kushwaha, 2014). Increase in workload and diversity of roles in the organization and
pressures from outside of the organization have placed every employee under a lot of
stress (Kumara, 2016). This has led to a significant impact on employees’ psychological
and physical health that inevitably leads to occupational stress and burnout.

3.2 CORRELATION BETWEEN OCCUPATIONAL STRESS AND WORK

PERFORMANCE

Occupational stress can have a direct effect on the job performance of the employees in
any organization (Ongori and Agolla, 2008). To some extent, occupational stress may
result in improvement of job performance, but beyond a certain level occupational stress
and its generation will create adverse effects on the job performance of the employees.
As a result, the employees who are engaged in IT organizations and who work in highly
stressful situations may feel tired and depressed. Occupational stress at severely extreme
level may also cause physical problems like high blood pressure, problem pertaining to
hearing and sight and may also cause mental disorder among the employees. The
problems pertaining to mental and physical disorders do not only affect the performance
of the employees but also adversely affect the productivity of the organization.

In the opinion of some experts and social researchers, stress, to some extent is required
with a view to develop physical and mental ability. This is because due to a little level of
stress employees become creative and innovative and become alert towards their
responsibility in relation to their assigned work. Up to a certain level of occupational
stress employees can learn new skills and obtain new know-how and knowledge with a
view to cope up with the adverse conditions arising in the organizations. These are
positive situations for the overall improvement of the employees and their self-
satisfaction. But if, the stress related to occupation increases beyond a certain level or
beyond the bearing ability of the employees, it creates generally undesirable and
unpleasant situations which will result in it creating physical and mental disorders. This
situation is known as distress.

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It has been said that low degree of occupational stress leads to a negative outcomes like
lack of motivation, lack of interest in the assigned job, and creates negative effects on the
job performance of the employee, as well as, organizational productivity. On the other
hand, occupational stress at a moderate level may be responsible for creating desirable
and pleasant conditions at the workplace which would be helpful for the employees in
improving their job performance and improving the productivity of the organization.
However, according to medical science, stress impacts adversely, it has impact on the
human body and subsystem of the human bodies like the nervous system, immune
system, and blood pressure. Occupational stress has adverse impact on employees in
different ways such as headache, backache, restlessness, loss of appetite, respiratory
disorder, etc. Apart from this, there are some psychological effects like tension, anxiety,
fear, depression, loss of concentration, loss of self-confidence, nervousness, etc. and
behavioral acts like arguing, crying, conflicting attitude sleeping disorder, burnout, etc.
are also some of the noticeable adverse effects of occupational stress on the employees.
Additionally, due to heavy occupational stress, there may be an increase in absenteeism,
decrease in commitment of job assigned to them, an increase in the attrition rate of the
employees, particularly in Information Technology organization (Kotteeswari M, and
Sharief, 2014). Thus, occupational stress does not only have adverse impact on the
employee’s physical, psychological and behavioral conditions, but also has adverse
impact on the organization. Main adverse impacts of occupational stress are as under:

i) Substandard Job performance

Occupational stress has adverse impact on the job performance of the employees, which
results in low productivity of the whole organization because all the functions of the
entire organization are being performed by the employees.

ii) Attitude change

Employees, who are often suffering from a highly stressful situation for a longer period,
may experience many changes in attitude. Due to heavy work stress, they may start
thinking negatively. Apart from this they may develop lower morale and develop
dissatisfaction towards the job. Due to heavy occupational stress they are not able to

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maintain friendly and cordial relationships with other workers and with the management
officials.

iii) Withdrawal Behavior

Heavy occupational stress also has adverse impact on the behavior of the employee. As a
result of this, there is an increase in absenteeism, the attrition rate of employees, and it
also adversely impacts the internal environment of the organization.

Productivity of the employees is directly related to the health of employees. Good health
conditions of employee result in highest productivity. Heavy occupational stress proves
to be very harmful for the employees of IT and ultimately results in the acceptance of
compromised health condition and loss of productivity. Absenteeism, negligence of work
responsibilities, loss of productivity, increase in employee turnover, more mistakes in the
assigned job, memory loss, complaining, various psychological problems, getting
irritated, frustration, eating disorders, excessive smoking and expensive consumption of
alcohol, etc. are some of the important results of occupational stress. In fact, one
employee having heavy occupational stress can sometimes affect the security of other
employees. Occupational stress also adversely impacts on the team work or team
performance, the wellbeing of employees and overall performance of an organization.

At the personal level, occupational stress can have devastating effects on the physical,
psychological health condition of the employees. It causes severe damage to the
employee’s well-being. Occupational stress can decrease the confidence of employee
which results in loss of ability and capacity to cope with the challenging task and
changing social situations. Occupational stress can adversely affect the job concentration
ability of employee which results in poor performance and lack of career opportunities
and loss of employment.

At the organizational level, occupational stress can take a heavy toll on the productivity
and efficiency of the organization. It increases the expenditure of the organization on
medical treatment of the employees who are suffering from sickness due to heavy
occupational stress. Heavy occupational stress at the organizational level may result as a
drop in job performance, because of low motivational levels, higher employee turnover
related to recruitment and training costs, workmen’s compensation, and other legal

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expenditures. Occupational stress always indicates dislike towards job or dissatisfaction
regarding work among the employees. Therefore, the best thing that the organization can
do is to recognize the ill effects of occupational stress on the employees. It will help the
organization to prevent the danger of occupational stress and its impact on the physical
and psychological conditions of the employees. If employees are badly affected due to
occupational stress, then surely it will adversely affect the health of the organization.

Due to globalization and liberalization, organizations are now universally market-

oriented. The effects of changing technology (Information Technology) have caused the
enhancement of interactive communication for the potential market. Occupational stress
is a global phenomenon, which results in higher expenditure on employees,
organizations, and society. Today, occupational stress among employees is a great
challenge and it is a challenge for their organizations as well. Nowadays occupational
stress is considered as a new dimension of Human Resource Management. It is a matter
of genuine concern to ensure the effectiveness of the organization’s employees. The
management has to provide a stress free environment at the workplace. Only then
employees’ wellbeing can be improved, and thereafter the effectiveness and efficiency of
the employees can be achieved. Therefore, top priority should be given to the actions that
reduce occupational stress in order to provide good management and good organization.
It will not be possible for any organizations to remove the stress-related factors;
therefore, it is important for the management to work with employees with a view to
recognize the various aspects of the working environment which are causing most of the
difficulties and after identifying such factors, they should work together for
improvements.

3.3 IMPACT OF OCCUPATIONAL STRESS ON ORGANIZATION

Up till now, we have explained the causes and consequences and impacts of heavy
occupational stress on the employees. It is equally important to highlight the ill effects of
occupational stress on the organization also. It has been observed that unless and until it
is promptly dealt with, stress may have adverse effect on the overall performance of the
organization and the society as well. The organizational consequences of occupational
stress may have massive adverse effects on the organization’s performance. Due to the

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heavy occupational stress among the employees the organizations face many problems
which have been elaborated in the following paragraphs.

1. High expenditure on recruitment process and higher rate of Employee Attrition –

This problem is most common problem of organizational consequences of occupational
stress. Under heavy work load employees do not want to enjoy their working
environment. But some employees have the confidence to take their employer’s help to
overcome the problem of occupational stress, other employees may feel that they do not
have any option but to resign and leave the organization with a view to keep away
themselves away from the ill effects of occupational stress. Sometimes it is possible that
employees who want help/support from the employer may not receive the help from the
employer and they choose to leave the organization. Unfortunately, in several Indian IT
organizations, there is no effort made by the management to find out or to identify the
actual reasons for an employee’s resignation. Therefore, there may be many obstacles in
the way of identifying organizational stress issue and problems of occupational stress.

2. Higher rate of Absenteeism of employees – Employees under high occupational stress

tend to experience serious illness and therefore take longer period of time to be away
from their job. Absenteeism is an indicator of their inability to cope up with their work.
So they try to escape from the stressful condition by staying at their home. Sometimes
these employees will report for work but will not be able to contribute much. Such types
of employees are physically present at workplace but psychologically they are elsewhere.
All these factors are just attributed to poor discipline on the employer’s part. If IT
organizations recognize that the absenteeism and presentism are the organizational
consequences of occupational stress it may be easy for the management to take
corrective action against the issue of employee’s absenteeism. If may be beneficial to the
employees as well as the organization.

3. Reduction in the level of Productivity – If any employee faces prolonged and chronic
fatigue due to heavy occupational stress; it becomes more difficult for the employee to
work to an optimum level. If employee faces severe level of fatigue, his/her
concentration ability and motivation level may reach at a minimum level. This leads to
mistakes creeping in the work process of employees. It also takes a long time to

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complete the work. The quality of work begins to suffer; and it causes the lowing of the
productivity levels of the organization.

4. Growth in Health and safety related problems – This is also more common in the
organizations. This problem is more physical in nature. In IT organizations employees
tend to take more risks and suffer low level of concentration ability when they are under
the occupational stress. This causes increased accidents, which results in increasing
litigation, insurance and medical expenditure for the organization.

5. Litigation – There is a legal obligation of the organizations to provide safety to the

employees and a safe work conditions for them. This legal obligation includes adequate
training and education, safe work practices and favoritism free and harassment free work
place. If any organization fails to meet these obligations and employees experience
occupational stress due to the failure, the employee may seek a legal remedy. This may
be result in increased legal expenditure and it may damage the reputation of
organization. The threat of litigation may motivate organizations to take actions to
overcome the organizational consequences of occupational stress.

6. Damage of Reputation – The reputation of the organization is damaged by the culture

of occupational stress which can develop as a result of the failure to manage stress at
organizational and at individual level. Reduction in productivity levels of the
organization and decreased performance of the employees can further lead to the
development of poor customer service.

7. Growth in Training Education expenditure – Due to higher rate of attrition or higher

staff turnover, more induction courses are needed; it increases the expenditure on
training and education for the new employees. Apart from this, the organization may also
have to spend more on interpersonal skills, health and safety and stress management
training and education.

3.4 FACTORS LEADING TO DIFFICULTY IN WORK AT THE WORKPLACE

Here, the researcher has tried to identify the factors of stress which could lead to
occupational stress among employees at the workplace. Employees could have been
affected by group behavior, lack of information, office politics and conflicts, excessive

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 interruptions, and lack of recognition. Any of these factors may lead to occupational
stress among them at the workplace. Let us take them one by one.

Group behavior

Table 3.1(1) reveals that where group behavior is concerned, of the total 300 respondents
146 (48.7%) indicate that they always find difficulty in their jobs, 78 (26.0%) face job
related difficulties sometimes and there are 76 (25.3%) employees who have never faced
any major difficulty while doing their job. Thus, it appears that a large proportion of our
respondents working in the IT organizations have faced difficulties sometime or the
other.

Table 3.1(1) Factors leading to difficulty in work among respondents at the

workplace
Type of difficulty felt in the job: Group behavior
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Always 48 32.0% 98 65.3% 146 48.7%
Sometimes 61 40.67% 17 11.3% 78 26.0%
Never 41 27.3% 35 23.3% 76 25.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

In comparative analysis we find that due to group behavior, among the 150 respondents
from Chandigarh, 48 (32.0%) respondents always experienced difficulty in their job, 61
(40.67%) felt the difficulties only sometimes while 41 (27.33%) never felt difficulty in
their job on account of group behavior. Among the 150 respondents from Pune 98
(65.33%) always faced job difficulties on account of group behavior, 17 (21.8%)
respondents faced the difficulties sometimes while 35 (46.0%) respondents from Pune
never felt difficulty in their job on account of group behavior. This shows that the
number of IT organization employees in our sample hailing from Pune who always faced
difficulty in work due to group behavior is more than double that of those from
Chandigarh. It is clear that in relative terms the respondents from Pune have faced the
problems related to group behavior more than their counterparts in Chandigarh.

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 Lack of information

Table 3.1(2) indicates that where lack of information is concerned, of the total 300
respondents 91 (30.3%) indicate that they always feel lack of information in their jobs,
122 (40.7%) face lack of information in their job sometimes and there are 87 (29.0%)
employees who have never felt lack of information while doing their job. Thus, it
appears that a large proportion of our respondents working in the IT organizations have
faced the problem of lack of information sometime or the other.

Table 3.1(2), Factors leading to difficulty in work among respondents at the

workplace
Type of difficulty felt in the job: Lack of information
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Always 42 28.0% 49 32.7% 91 30.3%
Sometimes 60 40.0% 62 41.3% 122 40.7%
Never 48 32.0% 39 26.0% 87 29.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

In comparative analysis we find that in terms of lack of information, among the 150
respondents from Chandigarh, 42 (28.0%) respondents always experienced lack of
information in their job, 60 (40.0%) felt the lack of information only sometimes while 48
(32.0%) never felt lack of information in their job on account of lack of information at
workplace. Among the 150 respondents from Pune 49 (32.7%) always faced job
difficulties on account of lack of information, 62 (41.3%) respondents faced the
difficulties sometimes while 39 (26.0%) respondents from Pune never felt difficulty in
their job on account of lack of information. This shows that the number of IT
organization employees in our sample hailing from Pune who always faced difficulty in
work due to lack of information is a little higher than that of those from Chandigarh.

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 Office politics and conflicts

Table 3.1(3), Factors leading to difficulty in work among respondents at the

workplace
Type of difficulty felt in the job: Office politics and conflicts
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Always 67 44.7% 57 38.0% 124 41.3%
Sometimes 53 35.3% 36 24.0% 89 29.7%
Never 30 20.0% 57 38.0% 87 29.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

The above Table 3.1(3) shows that where office politics and conflicts is concerned, of
the total 300 respondents 124 (41.3%) indicate that they always find difficulty in their
jobs, 89 (29.7%) face job related difficulties sometimes and there are 87 (29.0%)
employees who have never faced any major difficulty while doing their job. Thus, it
appears that the largest proportion of our respondents working in the IT organizations
have faced difficulties always in this regard.

In relative analysis we find that due to office politics and conflict, among the 150
respondents from Chandigarh, 67 (44.7%) respondents always experienced difficulty in
their job, 53 (35.3%) felt the difficulties only sometimes while only 30 (20.0%) never felt
difficulty in their job on account of office politics and conflicts. Among the 150
respondents from Pune 57 (38.0%) always faced job difficulties on account of group
behavior, 36 (24.0%) respondents faced the difficulties sometimes while as many as 57
(38.0%) respondents from Pune never felt difficulty in their job on account of office
politics and conflicts. This shows that the number of IT organization employees in our
sample hailing from Chandigarh who always faced difficulty in work due to office
politics and conflicts is more than those from Pune while a comparatively much larger
proportion in Pune sample has never faced problems related to office politics.

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 Excessive interruptions

Table 3.1(4) Factors leading to difficulty in work among respondents at the

workplace
Type of difficulty felt in the job: Excessive interruptions
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Always 52 34.7% 67 44.7% 119 39.7%
Sometimes 49 32.6% 38 25.3% 87 29.0%
Never 49 32.7% 45 30.0% 94 31.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

The above Table 3.1(4) shows that where excessive interruptions are concerned, of the
total 300 respondents 119 (39.7%) indicate that they always find difficulty in their jobs,
87 (29.0%) face job related difficulties sometimes and there are 94 (31.3%) employees
who have never faced any major difficulty while doing their job. Thus, it appears that the
largest proportion of our respondents working in the IT organizations have faced
difficulties always in this regard.

In comparative analysis we find that due to excessive interruptions, among the 150
respondents from Chandigarh, 52 (34.7%) respondents always experienced difficulty in
their job, 49 (32.6%) felt the difficulties only sometimes while 49 (32.7%) never felt
difficulty in their job on account of excessive interruptions. Among the 150 respondents
from Pune 67 (44.7%) always faced job difficulties on account of group behavior, 38
(25.3%) respondents faced the difficulties sometimes while 45 (30.0%) respondents from
Pune never felt difficulty in their job on account of excessive interruptions. This shows
that the number of IT organization employees in our sample hailing from Pune who
always faced difficulty in work due to excessive interruptions is much higher than that of
those from Chandigarh.

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 Lack of recognition

Table 3.1(5) Factors leading to difficulty in work among respondents at the

workplace
Type of difficulty felt in the job: Lack of recognition
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Always 49 32.7% 58 38.7% 107 35.7%
Sometimes 55 36.7% 44 29.3% 99 33.0%
Never 46 30.6% 48 32.0% 94 31.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

The above Table 3.1(5) shows that where lack of recognition is concerned, of the total
300 respondents 107 (35.7%) indicate that they always find difficulty in their jobs, 99
(33.0%) face job related difficulties sometimes and there are 94 (31.3%) employees who
have never faced any major difficulty while doing their job. Thus, it appears that a large
proportion of our respondents working in the IT organizations have faced difficulties
related to lack of recognition of their merit sometime or the other.

In comparative analysis we find that due to lack of recognition, among the 150
respondents from Chandigarh, 49 (32.7%) respondents always experienced difficulty in
their job, 55 (36.7%) felt the difficulties only sometimes while 46 (30.6%) never felt
difficulty in their job on account of lack of recognition. Among the 150 respondents from
Pune 58 (38.7%) always faced job difficulties on account of lack of recognition, 44
(29.3%) respondents faced the difficulties sometimes while 48 (32.0%) respondents from
Pune never felt difficulty in their job on account of lack of recognition. This shows that
the number of IT organization employees hailing from Pune who always faced difficulty
in work due to lack of recognition is relatively more than that of those from Chandigarh.

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 Figure 3.1, Factors Lead to Feeling difficulty in work among respondents at the
Workplace
120
100
80
60
40
20
0 Never

Never

Never

Never

Never
Sometimes

Sometimes

Sometimes

Sometimes

Sometimes
Always

Always

Always

Always

Always
Group behavior Lack of information Office politics and Excessive interruptions Lack of recognition
conflicts

City Chandigarh City Pune

3.5 FACTORS LEADING TO FEELING OVERLOADED IN WORK AMONG

RESPONDENTS AT WORKPLACE

Next the question was raised, what made the employees that they were feeling
overloaded in work at the workplace? Different factors were mentioned namely, shortage
of required resources, insufficient co-workers, more administration and paper work,
continuous and chaotic job demands and shortage of help at work.

Shortage of required resources

As is clear from Table 3.2(1) out of 300 respondents as many as 211 (70.3%) considered
shortage of required resources as a cause of work overload. Of the 150 respondents each,
in Chandigarh and Pune, 83 (55.3%) respondents in Chandigarh and 128 (85.3%)
respondents in Pune felt overloaded due to the shortage of required resources, while 67
(44.7%) respondents in Chandigarh and 22 (14.7%) respondents did not feel overloaded.
Thus a larger proportion of the Pune respondents believed that shortage of required
resources was the reason for feeling overloaded.

Table 3.2(1) Factors Leading to Feeling Overloaded in Work among Respondents at

Workplace
Factors leading to overload in the job: Shortage of required resources
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 83 55.3% 128 85.3% 211 70.3%
No 67 44.7% 22 14.7% 89 29.7%
Total 150 100% 150 100% 300 100%
Source: Primary data

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 Insufficient co-workers

Table 3.2(2) Factors Leading to Feeling Overloaded in Work among Respondents at

Workplace
Factors leading to overload in the job: Insufficient co-workers
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 86 57.3% 51 34.0% 137 45.7%
No 64 42.7% 99 66.0% 163 54.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

Where insufficient number of co-workers was concerned, a larger proportion of the

respondents, i.e., 163 (54.3%) did not consider this a factor. In terms of the insufficient
number of co-workers, of the 150 respondents each in Chandigarh and Pune, 86 (57.3%)
respondents in Chandigarh and 51 (34.0%) respondents in Pune felt overloaded.
However, 64 (42.7%) respondents in Chandigarh and 99 (66.0%) respondents did not
feel overloaded. Thus a larger proportion of the Chandigarh respondents believed that
insufficient number of co-workers was the reason for feeling overloaded with work.

More administration and paper work

Table 3.2(3) Factors Leading to Feeling Overloaded in Work among Respondents at

Workplace
Factors leading to overload in the job: More administration and paper work
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 101 67.3% 110 73.3% 211 70.3%
No 49 32.7% 40 26.7% 89 29.7%
Total 150 100% 150 100% 300 100%
Source: Primary data

In terms of having too much administration and paper work, of the 300 respondents as
many as 211 (70.3%) considered this as a cause of work overload. Of the 150
respondents each in Chandigarh and Pune, 101 (67.3%) respondents in Chandigarh and

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 110 (73.3%) respondents in Pune felt overloaded while 49 (32.7%) respondents in
Chandigarh and 40 (26.7%) respondents did not feel so. Thus a larger proportion of the
Pune respondents believed that more administration and paper work was the reason for
feeling overloaded with work.

Continuous and chaotic job demands

Table 3.2(4) Factors Leading to Feeling Overloaded in Work among Respondents at

Workplace
Factors leading to overload in the job: Continuous and chaotic job demands
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 78 52.0% 75 50.0% 153 51.0%
No 72 48.0% 75 50.0% 147 49.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

Almost equal proportion of respondents among the total 300 gave positive and negative
responses to the factor of continuous and chaotic job demands as being the cause of work
overload. A similar picture emerged when we compared the respondents from the two
cities. Of the 150 respondents each in Chandigarh and Pune, 78 (52.0%) respondents in
Chandigarh and 75 (50.0%) respondents in Pune felt overloaded due to this reason.
However, 72 (48.0%) respondents in Chandigarh and 75 (50.0%) respondents did not
consider this factor important. Thus, the results from both cities turned out to be similar
in this regard.

Shortage of help at work

In terms of the shortage of help at work, too, there was not much difference between
those who considered this factor as a reason for work overload and those who did not, as
153 (51%) of the 300 respondents said yes to this question and 147 (49%) replied in the
negative. Of the 150 respondents each in Chandigarh and Pune, 68 (45.3%) respondents
in Chandigarh and 85 (56.7%) respondents in Pune felt overloaded due to this factor
while 82 (54.7%) respondents in Chandigarh and 65 (43.3%) respondents did not feel so.

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 Thus a larger proportion of the Pune respondents believed that shortage of help at work
was the reason for feeling overloaded.

Table 3.2(5) Factors Leading to Feeling Overloaded in Work among Respondents at

Workplace
Factors leading to overload in the job: Shortage of help at work
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 68 45.3% 85 56.7% 153 51.0%
No 82 54.7% 65 43.3% 147 49.0%
Total 150 100% 150 100% 300 100%
Source: Primary data
Figure 3.2, Factors Lead to Feeling Overloaded in Work among respondents at the
Workplace

140
120
100
80
60
40
20
0
Yes No Yes No Yes No Yes No Yes No
Shortage of required Insufficient co-workers More administration Continuous and chaotic Shortage of help at
resources and paper work job demands work

Feeling overloaded in work City Chandigarh Feeling overloaded in work City Pune

3.6 RESPONSE TO FORCED OVERTIME WORK

Next the question was asked that whenever employees were forced to work overtime,
how they dealt with that situation. Their responses varied from redoubling their efforts,
make slow efforts, not make any extra efforts to displaying annoyance with work and
complaining about work.

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 Redoubling efforts

Table 3.3(1) Response to Forced Overtime Work

Response to Forced Overtime Work: Redouble my efforts
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 115 76.7% 106 70.7% 221 73.7%
No 35 23.3% 44 29.3% 79 26.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

As Table 3.3(1) shows an overwhelming majority of 221 (73.7%) out of 300 respondents
said that when asked to work overtime, they redoubled their efforts. In relative terms, of
the 150 respondents each in Chandigarh and Pune, 115 (76.7%) respondents in
Chandigarh city and 106 (70.7%) respondents in Pune city tried to double their efforts by
working overtime while 35 (23.3%) respondents in Chandigarh and 44 (29.3%)
respondents in Pune city did not try to redouble their work. It appears that the IT
respondents from Chandigarh seemed to be more willing to work overtime for their
organizations in comparison with their Pune counterparts.

Make slow efforts

Of the 300 respondents 176 (58.7%) said they worked but did it at a slow pace while 124
(41.3%) said they did not slow down. Hence, it seems that a larger number of IT
employees in our study did not say no to overtime work but kept their pace slow.

Table 3.3(2) Response to Forced Overtime Work

Response to Forced Overtime Work: Make slow efforts
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 97 64.7% 79 52.7% 176 58.7%
No 53 35.3% 71 47.3% 124 41.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

In comparative terms, of the 150 respondents each in Chandigarh and Pune, 97 (64.7%)
of the employees in Chandigarh and 79 (52.7%) respondents in Pune city tried slowly to

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 put in efforts at the time of work overtime while 53 (35.3%) respondents in Chandigarh
and 71 (47.3%) respondents in Pune city kept the same pace, thereby implying that
although the Chandigarh respondents were more willing to work overtime but at their
own pace.

Display annoyance with work

Table 3.3(3) Response to Forced Overtime Work

Response to Forced Overtime Work: Display annoyance with work
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 52 34.7% 48 32.0% 100 33.3%
No 98 65.3% 102 68.0% 200 66.7%
Total 150 100% 150 100% 300 100%
Source: Primary data

The data show that overall a large number of employees did not show displeasure at
being made to work overtime, as of the 300 respondents, 200 (66.7%) replied in the
negative whereas 100 (33.3%) said they did display annoyance.

In relative terms, of the 150 respondents each in Chandigarh and Pune, 52 (34.7%)
employees in Chandigarh and 48 (32.0%) employees in Pune city showed annoyance
with work while working overtime while 98 (65.3%) respondents in Chandigarh and a
slightly larger proportion of 102 (68.0%) respondents in Pune city did not feel annoyed
with work while working overtime.

Don’t make any extra efforts

Table 3.3(4) Response to Forced Overtime Work

Response to Forced Overtime Work: Don’t make any extra efforts
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 63 42.0% 54 36.0% 117 39.0%
No 87 58.0% 96 64.0% 183 61.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

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Of the 300 respondents 117 (39.0%) said that they did not make any extra efforts while
doing overtime work while a much larger number of 183 (61%) did not agree with this
statement implying that they did make extra efforts for overtime work.

In comparative terms, of the 150 respondents each in Chandigarh and Pune, 63 (42.0%)
employees in Chandigarh city and 54 (36.0%) employees in Pune city did not put any
extra efforts at the time of work overtime. However, 87 (58.0%) respondents in
Chandigarh and 96 (64.0%) respondents in Pune city tried to put in extra efforts at the
time of work overtime. This means that the Pune respondents were ready to make extra
efforts for work while the Chandigarh respondents did not seem too willing to do so.

Complain about overtime work

Table 3.3(5) Response to Forced Overtime Work

Response to Forced Overtime Work: Complain about overtime work
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 100 50.0% 100 50.0% 200 66.7%
No 50 50.0% 50 50.0% 100 33.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

Interestingly, of the 300 respondents 200 (66.7%) said that they do complain about
overtime work while 100 (33.3%) said that they did not. So it seems that although our
respondents complain about forcibly being made to work extra, yet they do so without
creating too much fuss. And it seems to be a universal sentiment in both cities, as of the
150 respondents each in Chandigarh and Pune, 100 (50.0%) employees each in both
Chandigarh and Pune cities say that they complain about extra work being forced on
them while 50 (50.0%) respondents each in both cities did not complain about it.

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 Figure 3.3, Force to Work Overtime among respondents

140
120
100
80
60
40
20
0
Yes No Yes No Yes No Yes No Yes No
Redouble my efforts Slowly take efforts Get annoyed with work Won’t take any extra Complain about it
efforts

Force to work overtime City Chandigarh Force to work overtime City Pune

3.7 The EFFECTS OF OCCUPATIONAL STRESS ON WORK PERFORMANCE

OF EMPLOYEES

How does stress affect the work performance of the employees in IT organizations? This
was our next question. The responses that have been analyzed are increased absenteeism,
decreased productivity, wasted potentials and skills, loss of goodwill, reduced work
effectiveness, low morale, premature retirement and low job satisfaction.

Increased absenteeism

Of the 300 respondents 183 (61%) agreed that work stress leads to absenteeism while
117 (39.0%) did not believe that.

Table 3.4(1) The Effects of Occupational Stress on Work Performance of

Employees
Leads to increased absenteeism
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 83 55.3% 100 66.7% 183 61.0%
No 67 44.7% 50 33.3% 117 39.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

When compared, we see that 83 (55.3%) respondents in Chandigarh and 100 (66.7%)
respondents in Pune city believe that work stress leads to absenteeism while 67 (44.7%)
respondents in Chandigarh and 50 (33.3%) respondents in Pune city don’t accept this.

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 So, the belief that occupational stress leads to increased absenteeism, was higher among
Pune respondents.

Decreased productivity

Table 3.4(2) The Effects of Occupational Stress on Work Performance of

Employees
Leads to decreased productivity
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 80 53.3% 57 38.0% 137 45.7%
No 70 46.7% 93 62.0% 163 54.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

Of the 300 respondents 137 (45.7%) felt that stress leads to decreased productivity while
a larger proportion of 163 (54.3%) did not believe this. Comparatively, a much larger
proportion of Chandigarh respondents, namely, 80 (53.3%) out of 150 believed it while
only 57 (38.0%) respondents agreed with this in Pune and 93 (62.0%) of them in Pune
did not consider work stress a cause of low productivity.

Wasted potentials and skills

Table 3.4(3) The Effects of Occupational Stress on Work Performance of

Employees
Results in wasted potentials and skills
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 100 66.7% 100 66.7% 200 66.7%
No 50 33.3% 50 33.3% 100 33.3%
Total 150 100% 150 100% 300 100%
Source: Primary data

Of the 300 respondents 200 (66.7%) agreed that work stress results in wasted potential
and skill while 100 (33.3%) did not believe that. The data from both Chandigarh and

139
 Pune corresponds with this as in both cases 100 (66.7%) of the 150 respondents said that
stress causes wasted potential and skill and 50 (33.3%) did not feel this way.

Loss of goodwill

Table 3.4(4) The Effects of Occupational Stress on Work Performance of

Employees
Loss of goodwill
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 80 53.3% 70 46.7% 150 50.0%
No 70 46.7% 80 53.3% 150 50.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

Does occupational stress cause loss of goodwill? No conclusive result could be

deciphered as the responses to this question went 50-50, as 150 respondents said yes and
the same number said no. But in comparative terms, 80 (53.3%) of the 150 Chandigarh
respondents agreed with this statement while 70 (46.7%) did not. And 70 (46.7%) of the
Pune respondents agreed with this believe while a larger number of 80 (53.3%) felt that
stress did not lead to loss of goodwill among employees.

Reduced work effectiveness

Table 3.4(5) The Effects of Occupational Stress on Work Performance of

Employees
Reduced work effectiveness
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 68 45.3% 85 56.7% 153 51.0%
No 82 54.7% 65 43.3% 147 49.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

140
 Regarding the issue of work stress leading to reduced work effectiveness, the results
were very close as 153 (51%) of the 300 respondents answered yes while 147 (49%)
answered no. Comparatively, however, more respondents from Pune – 85 (56.7%) out of
150 – believed in this while a lesser number – 68 (45.3%) – from Chandigarh agreed
with this, where a larger proportion of 82 (54.7%) disagreed with the point that work
stress leads to reduced work effectiveness.

Low morale

Table 3.4(6) The Effects of Occupational Stress on Work Performance of

Employees
Low morale
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 68 45.3% 70 46.7% 138 46.0%
No 82 54.7% 80 53.3% 162 54.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

Of the 300 respondents 138 (46%) believed that low morale was a result of occupational
stress while a larger proportion of 162 (54%) disagreed with this. In comparative terms,
results from the respondents from both the cities of Chandigarh and Pune were quite
similar, as can be seen in Table 3.4(6).

Premature retirement plan

Table 3.4(7) The Effects of Occupational Stress on Work Performance of

Employees
Premature retirement plan
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 68 45.3% 85 56.7% 153 51.0%
No 82 54.7% 65 43.3% 147 49.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

141
 Surprisingly, when asked whether or not occupational stress leads to encouraging
premature retirement plans, once again the results were very close as 51% of the 300
respondents agreed with this while 49% did not. In relative terms however, more
respondents from Pune – 85 (56.7%) out of 150 – believed in this while a lesser number
– 68 (45.3%) – from Chandigarh agreed with this, where a larger proportion of 82
(54.7%) disagreed with the point that work stress leads to premature retirement plans.

Reduced job satisfaction

Table 3.4(8) The Effects of Occupational Stress on Work Performance of

Employees
Reduced job satisfaction
Chandigarh Pune
Occurrence No. Percentage No. Percentage Total (out Percentage
of 300)
Yes 68 45.3% 85 56.7% 153 51.0%
No 82 54.7% 65 43.3% 147 49.0%
Total 150 100% 150 100% 300 100%
Source: Primary data

Of the 300 respondents 153 (51%) linked work stress to reduced job satisfaction while
147 (49%) felt that there was no connection between the two. However, in relative terms,
more respondents in Pune – 85 (56%) out of 150 – agreed that work stress leads to lesser
job satisfaction while only 68 (45.3%) in Chandigarh believed so.

Figure 3.4 The Effects of Stress on Work Performance of Employees

Chandigarh Pune

9
55

95
141

Yes No Yes No

142