A PROJECT REPORT ON STRESS MANAGEMENT ON IOB

EMPLOYEES

PROJECT REPORT SUBMITTED TO THE

UNIVERSITY OF MADRAS

in partial fulfillment of the requirements for the award of degree of

BACHELOR OF COMMERCE IN BANK MANAGEMENT

By

M.SANGEETHA

Register No: 12/S303024

Under the guidance and supervision of

Miss.S.Revathi, M.COM, M.PHIL, MBA.

DEPARTMENT OF BANK MANAGEMENT

ETHIRAJ COLLEGE FOR WOMEN (AUTONOMOUS)

(SELF-SUPPORTING)

CHENNAI – 600 008

MARCH 2015

1
 ETHIRAJ COLLEGE FOR WOMEN (AUTONOMOUS)

(SELF-SUPPORTING)

DEPARTMENT OF BANK MANAGEMENT

ETHIRAJ SALAI

CHENNAI 600 008

CERTIFICATE

I certify that the project entitled ‘‘A STUDY ON STRESS MANAGEMENT ON

IOB EMPLOYEES’’, submitted for the degree of Bachelor of Commerce in Bank
Management by Miss M.SANGEETHA, is the record of research work carried out
by her during the period NOVEMBER-MARCH 2015 under my guidance and
supervision, and that this work has not formed the basis for the award of any
degree.

(SIGNATURE OF CANDIDATE)

Miss.S.REVATHI, M.Com,M.Phil,MBA. DR.MRS.T.USHA PRIYA,M.Com.,M.Phil,Ph.D.

ASSISTANT PROFESSOR HEAD OF THE DEPARTMENT

STATION:CHENNAI

DATE:

2
 ACKNOWLEDGEMENT

I express my gratitude to our Principal Dr.Mrs.A.Nirmala, for providing me an

opportunity to undergo my project. And also for those who have guided and
inspired me in completing this study. I would like to express my gratitude to our
Head of the Department Dr.Mrs.T.Usha Priya, for her constant encouragement and
guidance without the task would not have been completed. I would like to express
my deep sense of gratitude to our mentor Miss.S.Revathi for giving me support and
helping me during my project study. Last but not least I would like to thank my
parents and friends for their support.

THANK YOU ALL!!!

SIGNATURE OF THE CANDIDATE

3
 DECLARATION

I declare that the project entitled “A Study On Stress Management on IOB

Employees” Submitted by me for the Degree Of Bachelor Of Commerce In Bank
Management is the record of research work carried out by me during the period of
November-March 2015 under the guidance Of Miss.S.Revathi, and has not formed
the basis for the award of any Degree.

PLACE:

DATE:

SIGNATURE OF THE CANDIDATE

4
 LIST OF CONTENTS

CHAPTER NO. TITLE PAGE NO

CERTIFICATE

ACKNOWLEDGEMENT

DECLARATION

LIST OF TABLE

LIST OF FIGURE

CHAPTER 1 INTRODUCTION 1-15

CHAPTER 2 REVIEW OF LITERATURE 16-28

CHAPTER 3 ANALYSIS AND 29-43

INTERPRETATION
CHAPTER 4 CONCLUSION 44-46

BIBLIOGRAPHY

APPENDIX

5
 LIST OF TABLE

TABLE NO. TITLE PAGE NO

3.1 ANALYSIS BASED ON AGE GROUP 29
3.2 ANALYSIS BASED ON GENDER 30
3.3 ANALYSIS BASED ON COMFORTNESS OF 31
WORKING PLACE
3.4 ANALYSIS BASED ON JOB RESPONSIBILITY IS 32
DEFINED
3.5 ANALYSIS BASED ON NO.OF.FRIENDS IN THE 33
ORGANIZATION
3.6 ANALYSIS BASED ON FEEL WHILE WORKING 34
IN ORGANIZATION
3.7 ANALYSIS BASED ON LEVEL OF STRESS 35
FACED BY EMPLOYEE
3.8 ANALYSIS BASED ON EMPLOYEES STRESS 36
RELATION
3.9 ANALYSIS BASED ON LEAVE TAKEN BY THE 37
EMPLOYEE
3.10 ANALYSIS BASED ON WORKLOAD 38
3.11 ANALYSIS BASED ON WORLOAD FACED BY 39
THE EMPLOYEE
3.12 ANALYSIS BASED ON THE EMPLOYEES THEY 40
SHARE THEIR PROBLEMS
3.13 ANALYSIS BASED ON STRESS SITUATION 41
HANDLED BY EMPLOYEE
3.14 ANALYSIS BASED ON STRESS MANAGEMENT 42
TECHIQUES IN ORGANIZATION

3.15 ANALYSIS BASED ON ORGANIZATIONAL 43

EVENT ENJOYED BY EMPLOYEE

6
 LIST OF FIGURES

FIGURE TITLE PAGE NO

NO.
3.1 ANALYSIS BASED ON AGE GROUP 29
3.2 ANALYSIS BASED ON GENDER 30
3.3 ANALYSIS BASED ON COMFORTNESS OF 31
WORKING PLACE
3.4 ANALYSIS BASED ON JOB RESPONSIBILITY IS 32
DEFINED
3.5 ANALYSIS BASED ON NO.OF.FRIENDS IN THE 33
ORGANIZATION
3.6 ANALYSIS BASED ON FEEL WHILE WORKING IN 34
ORGANIZATION
3.7 ANALYSIS BASED ON LEVEL OF STRESS FACED 35
BY EMPLOYEE
3.8 ANALYSIS BASED ON EMPLOYEES STRESS 36
RELATION
3.9 ANALYSIS BASED ON LEAVE TAKEN BY THE 37
EMPLOYEE
3.10 ANALYSIS BASED ON WORKLOAD 38
3.11 ANALYSIS BASED ON WORLOAD FACED BY 39
THE EMPLOYEE
3.12 ANALYSIS BASED ON THE EMPLOYEES THEY 40
SHARE THEIR PROBLEMS
3.13 ANALYSIS BASED ON STRESS SITUATION 41
HANDLED BY EMPLOYEE
3.14 ANALYSIS BASED ON STRESS MANAGEMENT 42
TECHIQUES IN ORGANIZATION

3.15 ANALYSIS BASED ON ORGANIZATIONAL 43

EVENT ENJOYED BY EMPLOYEE

7
 CHAPTER 1:

INTRODUCTION

8
INTRODUCTION:

A study on stress management with special references to Indian overseas bank. The work place is
a challenging job of competitive spirit constructive conflict and a zeal to get head of others and a
way in which individual deals with stress at work is called stress management. There are number
of studies and surveys have been conducted by the researchers throughout the world for
suggesting improved techniques to manage stress. Stress is a prevalent and costly problem in
today’s work place. About one third of workers or 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 age. The initiation of the Financial Stability Assessment Programs by the
International Monetary Fund (IMF) and the World Bank in 1999 brought stress tests to the
forefront of financial stability modeling. Most major central banks in the world have now their
own financial stability (FS) stress testing model or are in the process of developing one. Stress
tests are also an integral part of banks’ risk management practices. This widespread use of stress
tests has led to an emergence of a rough consensus about the model structure of stress tests. For
FS stress tests there also seems a broad agreement that the value added from stress tests is
derived from “an integrated forward looking perspective, a focus on the financial system as a
whole and a uniform approach to the assessment of risk exposures across institutions” (p.3, IMF
and World Bank, 2003). Therefore, a best practice guide to building stress testing models should
be easily established. This is not the case. As any other model, stress tests can only capture
reality in a stylized fashion. Model builders therefore have to make choices on what is essential,
what can be represented in a reduced form fashion and what can be ignored. To do this, it is
necessary to understand the ultimate objective of the model. It is surprising that there has been
little to no debate about this issue. In the first section of the paper I, therefore, provide an
overview over different objectives. And I show how they translate into different model
requirements which can sometimes be conflicting. In the light of this discussion, I explore how
objectives shape modeling choices. One of the key objectives of FS stress tests is to capture the
impact of severe (yet plausible) shocks on the whole financial system. So far, this has not been
possible as modelers’ face two important challenges: data limitations and the endogeneity of risk.
These issues are discussed in the third section of the paper, where I will also highlight
possibilities to start addressing these challenges. A first distinguishing factor when discussing

9
stress testing objectives is whether they are run for internal or external purposes. This already
implies different model requirements. Whereas external models have to focus on the target
audience, internal models have to be understood and accepted by senior management. As the
background and risk management culture differs across institution – especially when comparing
commercial and central banks – stress testing models have to reflect these variations. For internal
purposes, two broad objectives can be distinguished. The first is validation, when stress tests are
used to assess for example the robustness of capital models. But, the ultimate internal objective
is decision making. For private banks, stress testing results may feed into capital decision or
business planning and central bank use them as input into the supervisory dialog or for assessing
FS vulnerabilities. But for many nonsupervisory central banks, the main objective is not internal
but external communication. Communication, decision making and validation all lead to
different model requirements. For the latter two, model accuracy and forecast performance are
essential. Whilst these characteristics are important they may not be overriding priorities for
communication, which requires primarily that the model is transparent and suitable for
storytelling. Unfortunately, transparency, the suitability for storytelling, model accuracy, forecast
performance and other priorities cannot always be achieved equally well within the same model.
For example, it is well known that simple models such as autoregressive specifications may even
outperform the true model with respect to forecast performance (see Clements and Hendry,
1998). But, autoregressive specifications are certainly not granular enough for policy evaluation
or communication. Understanding these trade-offs for different model specification is not easy
and ultimately depends on the objective. This is not only important for modeler’s when
designing the stress testing framework but also for policy makers. It is not enough to call for
more stress testing but it is also important to know what should ultimately be achieved with the
stress test results. Not with standing that objectives are different for different stress tests current
models share very much a common structure. As pointed out by summer (2007) this structure is
rooted in the quantitative risk management framework. The quantitative risk management
framework can be characterized as a model chain starting with a specific shock to systematic risk
factors (e.g. stock market returns or macroeconomic variables), followed by a modeled data
generating process which captures how systematic risk drivers interact between each other and
across time, and finally a model computing how systematic risk drivers impact onto the specific
risk measure for exposures (e.g. value at risk). Without undertaking a full survey of the literature

10
(for this see Sorge and Virolainen, 2006 or ECB, 2006) , the main theme throughout my
discussion in Section 2 is that different model choices are available, but that data availability and
the main objective are the key determinants in choosing an appropriate set-up at each point along
the model chain. However, any stress testing modeler will meet important challenges. Most of
them are well understood (see ECB, 2006), but because of their complexity, limited progress has
been made. In Section 3, I discuss the two biggest problems: data and the endogeneity of risk. I
argue that data limitations imply that stress testing models are not always econometrically robust,
something which should be reflected when communicating the results, e.g. by confidence
intervals or by reporting results with different assumptions. That said stress tests can also be used
to address data limitations. This is actually frequently done, for example, when modeler’s do not
observe sufficient data to econometrically model the link between risk factors and outcome they
may just set values to extreme levels. If the objective is validating the robustness of the capital
model, this may be sufficient. If it is communication, it may not as such a stress test does not
reveal key parts of the transmission from shock to impact. It seems to me that when policy
makers call for more stress testing they implicitly call for modeling risk endogenously.
Endogenous risk is due to endogenous behavioral reactions by agents in the economy including
the policy maker. Modeling endogenous behavior is an important step in addressing issues
currently not captured in any satisfactory fashion. For example, current stress tests assume that
banks will be passive in light of the stress event and not change their exposures. And central
banks are also assumed to act in a mechanical fashion. I discuss, further, how endogenous
behavior can lead to liquidity risk and macro feedbacks. Finally, the endogeneity of risk can
imply non-linarites in the model of the data generating process, something often mentioned by
policy makers without further specifying what it really means. The aim of the Section 3 of this
paper is not only to highlight these problems but also to point to possible solutions. But it is
apparent that modeling the endogeneity of risk is the key challenge for improving stress testing
models. The remainder of the article is structured as follows. Section 1 discusses the objectives
of stress testing. Section 2 elaborates on the common structure of current stress testing models
and explores how objectives shape modeling choices. Section 3 highlights important challenges
and some possibilities to address them. Section 4 discusses the possible next steps and Section 5
concludes. According to Selye, the General Adaptation Syndrome consists of three phases.

1. Alarm Reaction- A stage where a brain detects a threat or stressor triggering the responses.

11
2. Resistance- In this stage, a body adapts to the stressors and appears to be coping, i.e.,
individual adapts to stimulus which permits him or her to eventually return to a state of
psychological equilibrium.
3. Exhaustion- A stage in which the body’s energy stores and hormone reserves being deleted,
which could lead to stress related conditions such as atherosclerosis, hypertension or depression
as the stress response systems becomes exhausted. Stress is the emotional and physical strain
caused by our response to pressure from the outside world. Stress can be understood more
comprehensively as, it is a condition which happens when one realizes the pressures on them, or
the requirements of a situation, are wider than their recognition that they can handle. If these
requirements are huge and continue for a longer period of time without any interval, mental,
physical or behavioral problems may occur. Organizational stress is a condition arising out of
interaction of people with their jobs and characterizes by changes within people that forces them
to drift apart from normal functioning. Organizational stress originates in organizational
demands which are experienced by the individual. There are two related reasons for studying
organizational stress. Firstly mismanaged organizational stress can produce individual strain
which is detrimental for human resources in the organization. This has negative economic
implications such as poor quality of work, low productivity, absenteeism, etc. Secondly, when
organization manages stress, it leads to improved performance, workers Satisfaction,
involvement and productivity. Organizational stress does not solely have its Roots in factors due
to job of an individual but individual personal reason also has a major Role in factors leading to
stress. The various types of stressors can be:
a) Extra Organizational Stressors – It refers to the factors that are more personal and Related
more to individual, like societal patterns, technological changes, changed lifestyle, relocation of
work or family, unexpected happening or changes in life sociological variables like race, sex and
class leads to stress.
b) Organizational Stressors -They emerge from reasons related to organization or job such as
work overload or under load, role isolation, role conflict, role ambiguity, job Satisfaction etc.
c) Individual Stressors- Since each individual's disposition and perception for taking and
handling stress varies, so the level of stress and its causes are more individual in nature. Such
factors include psychological hardiness and the type of personality.

12
DEFINITION OF STRESS MANAGEMENT:

Stress is the ways human beings react both physically and mentally to challenges, events, and
situations in their lives. People experience stress in different ways and for different reasons. The
reaction is based on your perception of an event or situation. If you view a situation negatively,
you will likely feel distress- over whelmed, oppressed or out of control. Distress is more familiar
from stress. The other form, eustress, results from a positive view of an event or situation, which
is why it is called so good stress. Eustress you rise to a challenge and can be an anti-dote to
boredom because it engages focused energy. That energy can easily turned to distress, however,
it something causes to view the situation as unmanageable or out of control. Many people regard
public and speaking or airplanes flights or very stressful- causing physical relation such as an
increased heart rate and a loss of appetities- while others look forward to the event. It is often a
question of perception: a positive stressor for one person can be negative stressor for another
person.

BACKGROUND OF STUDY
Over the last century, stress as an interdisciplinary concept become a region of nice interest and
has been researched extensively. As citied by Baskaran (2004), stress has become therefore
common in both developed as well as developing countries that individuals have referred to as it
‘the third wave plague’ (Sutherland & Cooper, 1990). This problem has become a serious issue;
however the word “stress” is utilized by totally different people, in several contexts and for
various purposes. According to Stoppler (2011), generally stress is said to contain external and
internal factors. External factors comprise the physical atmosphere such as challenges,
difficulties, and expectations that confronted by people on a day-to-day basis. Internal factors
confirm body's ability to retort to, and cope with, the external stress-inducing factors. Internal
factors that influence the power to handle stress consist of nutritional standing, overall health and
fitness levels, emotional well-being, and also the quantity of sleep and rest that a person get.
The earliest studies on stress were largely physiological. Selye (1956) had developed
psychological model where it established a link between stressors and illness in his model of
general adaptation syndrome. The attempt to grasp psychological stress did not solely involve the
link between stress and illness; different human characteristics like emotion, motivation and
performance were linked to anxiety. Stress is a complex and dynamic concept. Undesirable level

13
of stress affects overall performance of the organization. Therefore, in order to get the work done
effectively, organization or manager should properly manage the level of stress. To achieve this
organizational objective all the factors which influence stress should be properly identified and
measured. There is no single level of stress that is optimal for all people. Positive stress adds
anticipation and excitement to life, and we all thrive under a certain amount of stress. Our goal is
not to eliminate stress, but to learn how to manage it and how to use it to help us. Therefore it is
very important for both individual and organization to manage the stress to its optimal level. In
this research, stress is taken as the independent variable and to attempt is made to know how it
affect the employees’ performance. In order to conduct this study effectively, stress is further
divided into its dimensions, such as job related, individual related and organizational related
stress and techniques were applied to find out the level, relationship and impact of stress on
employees performance. All the employees of Commercial bank PLC branches in Eastern of
ethnic unrest. At the end of the civil war, most of the Banks &financial institutions penetrated
into the Eastern province which increased the competition among them. Due to the new comers
offering competitive products, all the existing institutions focused on improving the service
Standards to maintain the customer base which has resulted in boosting up the targets given to
the employees and also made the stress level of the employees to increase. It creates a pressure
on its employees to maintain the standard in the same level. This in turn could develop stress
among the employees.
BENEFITS OF STRESS MANAGEMENT
We are all familiar with stress- it is a fact of life with the rapid pace of modern living. It feels
increasingly difficult to keep up. Sadly the negative effects of stress are wide spread and
growing. Our stress response is trigged when we are faced with overwhelming demands. The
impact important pressures we feel incapable of coping with stress and prolong exposure to these
reaction we can have impact on physical emotional, mental health. Most of us feel stress out at
least once in a month and the majority of visit to the doctor, the day off work, are for stress
related problems. But stress can grow slowly and go unnoticed or ignored for the years, lack of
time information and motivation can cause it to build a until something breaks under pressure.
With this in mind, one of the most important skills we can ever learn is the right way to manage
stress. Once the skills are in place, moods became most stable, thoughts become clearer,
relationship improves, and the risk of illness diminishes. It requires a commitment to yourself

14
take the necessary time and effort to learn to new stress management skills. But we should all
aim to develop at least one strategy to turn to when we feel our stress level is raising. Remember
relaxation and peace of mind is not reserved only for those with pots of money and masses of
free time. They can be yours, too with a little knowledge and understanding. There are many
effective on the spot techniques you can use in the middle of intensely stressful situation.
Practice deep breathing to provide extra oxygen for both physical and emotional wellbeing. Or
take a break to remove yourself from the situation. It is necessary invent and excuse. So you can
spend a few moments by yourself. You will be able to think more
1. Try to build stress reducing activities into your life such as exercise, relaxation and
hobby.
2. Eat well and ensure you have sufficient rest and sleep to prepare yourself for the
inevitable stress of life.
3. Become aware of your strengths, weakness and needs.
4. Make it a priority to get plenty of support rather than trying to cope alone.
5. Right down your thoughts so they being to make sense. Decide on priorities and look for
solution.
6. Think creatively
7. Delegate, share responsibility, and renegotiate deadlines. Often goes around you won’t
realize how overloaded you are feeling.
8. Always seek expert advice when you experience severe physical emotional symptoms.

Your reactions to and even determine its impact, so it is always possible to reduce the level of
pressure you feel by knowing yourself well enough to tell when you are under stress. You can
take action as soon as possible. The time and effort you can spend learning and relaxing use
stress management is always well spent because of the emotional and physical health benefits. If
you are willing to make a change in just one area, let it be the increasing in the time use spends
relaxing. This is the foundation of on which all the other stress management techniques are build.
Without stopping for a moment, we can’t assess our current situation and gain and inside into
how we are being affected, and what needs to change.

15
HISTORY:
This chapter presents the history of stress theory, a relatively new theory that is still evolving.
Although limited to dealing with one major aspect of clients’ lives, stress theory’s “applicability
is far-reaching” (Ingoldsby, Smith, & Miller, 2004, p. 147). The terms stress theory and crisis
theory has been used interchangeably. This text uses the term stress theory as the title
acknowledges that, although sometimes stress is of crisis proportions, stress is not always of that
severity. A theory is an explanation of observations (Babbie, 2004) that can show us how to
intervene (Burr, 1995), predict behavior, and guide research. There are different types of
theories. Stress theory is a social theory that explains observations about stress, an aspect of
social life. Theories use concepts that represent classes of phenomena to explain observations. A
variable, a special type of concept that varies, is composed of a set of attributes (Babbie, 2004).
The attributes male and female compose the variable genderas gender varies from male to
female. When we put together concepts showing their relationships, we form conceptual
frameworks or models. Chapters in Part II of this book include conceptual frameworks/models of
stress theory. Although stress theory is a relatively new development, most likely people have
dealt with stress since the beginning of the human race. Boss (1987) points out that “in the
Talmud and the Bible, we read that families have been concerned with events of change, trouble,
disaster, and ambiguity since the beginning of recorded time” (p. 696). Early stress researchers in
England wrote “considerably on problem families ,labeling them as deviant, antisocial, and lower
class” (Hill, 1958, p. 144). Early American researchers, in contrast to English researchers,
concentrated on the processes of family maladjustment rather than on stereotyping families (Hill,
1958). The late 1970s through the late 1980s saw a shift in research from family weaknesses to
family strengths and coping strategies (Burr, 1989). Research on stress not only varied in focus
from weaknesses to strengths; it also varied in the unit of analysis from individuals, to families,
to communities. In this chapter, a brief history of the development of individual stress theory
appears first, followed by the history of the development of family stress theory. Although this
text is primarily aimed at people interested in families, individual stress theory has made
valuable contributions to understanding family stress (Boss, 2002), and both individual and
family stress theories are important in family stress management.

16
Individual Stress Theory

Contributions to individual stress theory came largely from psychobiology, sociology,

psychiatry, and anthropology. The earlier researchers were psych biologists, followed by
sociologists, psychiatrists, and anthropologists.
Psychobiology
Early psych biologists found a connection between emotional stress and physiology. Cannon
(1929) did early experimental work showing that stimuli associated with emotional arousal led to
changes in physiological processes. Later, the relationship between ordinary life events and
illness was demonstrated. More recently technological advances facilitated research showing
specific physiological responses to stress. Shortly after the work of early psych biologists,
sociologists began contributing to the stress research.
Sociology
Lindeman (1944), a sociologist, described individual bereavement experiences of surviving
relatives of those who died in the Melody Lounge Cocoanut Grove fire. In studying surviving
relatives of the people who perished in the fire, he found that those who had positive outcomes
had gone through a process. The grieving process that he observed is discussed later in Part III:
Crisis Management. Following the work in sociology, psychiatrists contributed to the stress
literature.
Psychiatry
Early psychiatrists contributing to stress theory included Tyhurst (1951, 1957a, 1957b), Caplan
(1964, 1974), Holmes and Rahe (1967), and Sifneos (1960). While Tyhurst (1951, 1957a, 1957b)
developed a model describing the natural history of individual reactions to disaster, which are
discussed in Part II of this book, Holmes and Rahe (1967) conceived of life events as stressors,
which require change in the individual’s ongoing life pattern. Their Social Readjustment Rating
Scale (SRRS) (Holmes & Rahe, 1967) appears in Chapter 2. To this day, the scale is used to
assess vulnerability of individuals and cited in the literature (e.g., Lewis, Lewis, Daniels, &
D’Andrea, 2003). Caplan’s (1974) focus on prevention of mental health disturbances was
different from that of Tyhurst (1951, 1957a, 1957b) and Holmes and Rahe (1967). He developed
a stage theory of crisis development (Caplan, 1964), which is presented in Part II of this book.
Also in Part II of this book, Sifneos’ model, useful in guiding crisis assessment, appears.

17
Although psychiatric models dominated the 1950s and 1960s, the 1980s saw a contribution to
stress theory from anthropology.
Anthropology
Hoff (1989, 1995, 2001), a nurse anthropologist, developed the Crisis Paradigm to explain what
happens when individuals experience crises andto help manage individual crises. The Crisis
Paradigm is presented in Part II of this book. Family stress theory developed parallel to the
development of individual stress theory.
Family Stress Theory
Independent of the individual stress research summarized above, a considerable body of stress
theory and research evolved within the family field (McCubbin, Patterson, & Wilson, 1981).
Burr (1989) divided the development of family stress theory into three stages or eras. In this
book, I add the fourth era, the postmodern era.
The First Era (1920s to Late 1940s)
The first era in the development of family stress theory began with research in the 1920s and
ended with efforts toward theory development in the mid-1940s (Burr, 1989). Graduate students
did much of the early research in the 1920s while Angell, a sociologist from the University of
Michigan, wrote one of the first published studies on family stress in 1936. The research of
Cavan and Ranck (1938) from the University of Chicago followed. Both studies examined the
effects of the Great Depression of the 1930s on families. Both also studied families on
theSociopsychological/family level using the case study approach and inductive (specific to
general) method to examine the effects of the stressor of the sudden loss or reduction of income
on families as well as individuals(Boss, 1987).Angell (1936) found that family integration and
adaptability had an impact on how families reacted to the sudden loss of income. He defined
integration as the family’s “bonds of coherence and unity” consisting of “common interests,
affection, and a sense of economic interdependence” (p. 15) and adaptability as flexibility (vs.
rigidity) in a family’s structure. Adaptability consisted of philosophy of life (materialistic vs. non
materialistic), family mores (traditional vs. nontraditional), and responsibility (irresponsibility
vs. responsibility). He called the more adaptable families “plastic” families, which were the non
materialistic, nontraditional, responsible families. Angell distinguished three degrees of
integration and adaptability producing nine types of families (highly integrated, highly adaptable;
highly integrated, moderately adaptable; highly integrated, inadaptable; moderately integrated,

18
highly adaptable; moderately integrated, moderately adaptable; moderately integrated,
inadaptable; integrated, highly adaptable; unintegrated, moderately adaptable; and unintegrated,
unadaptable). No unintegrated, highly adaptable families were found in the study. Angell found
that the families accommodated more easily when there was a maximum of integration and
adaptability and that “even a moderate degree of adaptability will pull families with any
integration at all through all but the worst crises”(p. 181). Two years following the publication of
Angell, Cavan and Ranck (1938) published their findings. Cavan and Ranck (1938), a sociologist
and a psychiatric social worker, respectively, presented “a theoretical statement of the process of
organization, crisis, disorganization, and reorganization, as related to the family” (p. 2). They
applied group theories to the family in stating that three criteria characterized a well-organized
(vs. disorganized) family: (a) “a high degree of unity,” (b) “reciprocal functioning,” and (c) “a
definite function in the larger community of which it is a part” (p. 2). Evidence of the first
characteristic, unity, included the degree of • acceptance and contribution to family objectives,
such as caring for children, planning for children’s education, establishing a permanent home,
and providing affectional relations;
• Subordination of personal ambitions to family objectives;
• Conduct controlled by accepted family traditions and ideals, not through external compulsion;
• Satisfaction for interests (amusement, intellectual stimulation, finances)found within the
family.
Cavan and Ranck (1938) defined the second characteristic of organized families, reciprocal
functioning, as when family “members have been assigned and have accepted definite roles
which are complementary to each other” (pp. 3–4). Evidence of having a function in the
community included three characteristics: (a) being self-supporting, (b) abiding by the law, and
(c) maintaining friendly relationships with neighbors. Cavan and Ranck (1938) believed that it
was important to study family members (individuals) as well as the family as a whole and that it
was important for individual members to be well organized. They defined the well-organized
family member as one who accepted family and community roles. The person then organized his
or her life around those roles. The well-organized person also found socially acceptable and
personally satisfactory ways to achieve the goals implied by the roles. Early family stress
researchers (Angell, 1936; Cavan & Ranck, 1938) used the term crisis for what we now label
stressor in stress theory, leading to some confusion among those studying the theory. Despite this

19
drawback, this first body of research led to the first efforts of development of family stress
theory (Burr, 1989) by sociologist Earl Koos (1946). Koos made the first effort at creating a
stress theory with “the profile of trouble” (p. 107). Koos’s research and profile, which appear in
Part II of this book, led to the second era of family stress theory development.
The Second Era (Late 1940s to Late 1970s)
The second era, from the late 1940s to the late 1970s, consisted of major theoretical development
(Burr, 1989). Hill (1949), another sociologist, called Koos’s (1946) profile of families in trouble
the Truncated Roller Coaster Profile of Adjustment. Named the father of family stress
theory(Boss, 2002), Hill (1949, 1958) made the next attempt at developing family stress theory
when he developed the ABCX “Formula”/Model, which became the center of family stress
theory, in this era. According to Boss(1987), Hill (1958) made a substantial contribution to
scientific inquiry into family stress with his ABCX Formula, whose variables remain a
foundation of current family stress theory. Much of the remainder of this era consisted of testing
the ABCX Formula (Burr, 1989). A shift in the focus of research led to the third era of family
stress theory development.
The Third Era (Late 1970s to Mid-1980s)
From the late 1970s through the late 1980s, the third era saw a change in focus of research from
family weaknesses to family strengths, coping strategies, and family system concepts (Burr,
1989). McCubbin and Patterson(1982, 1983a, 1983b), two family social scientists, expanded on
the ABCX Formula to develop the Double ABCX Model, which included coping as well as other
variables. Family stress researchers in this era based their studies on the Double ABCX Model
(Burr, 1989). A shift in focus to processes signaled the beginning of the fourth era in the
development of family stress theory.
The Fourth Era (Mid-1980s to Present)
The fourth era in the development of family stress theory saw a shift to a more postmodern
approach by changing focus to processes, shared family meanings, culture, and contexts as well
as family strengths. Based on the premise that there are multiple realities and multiple truths,
postmodern therapies reject the idea that reality is external and can be grasped. People create
meaning in their lives through conversations with others. The postmodern approaches avoid
anthologizing clients, take a dim view of diagnosis, avoid searching for underlying causes of
problems, and place a high value on discovering clients’ strengths and resources. Rather than

20
endless talking about problems, the focus of therapy is on creating solutions in the present and
the future. (Corey, 2005, p. 471)The fourth, postmodern, era of stress theory development began
with a focus on shared family meanings created through family member interactions appearing in
the Family Adjustment and Adaptation Response (FAAR) Model(McCubbin& Patterson, 1983b;
Patterson, 1988, 1989, 1993, 2002; Patterson&Garwick, 1994). In 1987, the husband and wife
team of Marilyn McCubbin,a nurse, and Hamilton McCubbin, family social scientist, expanded
on the Double ABCX Model to develop the Typology Double ABCX Model, later called the
Typology Model of Family Adjustment and Adaptation. The change from concentrating on the
causes of stress and family weaknesses to concentrating on family strengths appeared in this era
of stress theory development. With this change in concentration, the concept of resilience was
added to the stress literature beginning in the late1980s (Rutter, 1987; Stinnett &DeFrain, 1985).
Expanding on the Typology Model of Family Adjustment and Adaptation that they had
published in1987, M. A. McCubbin and H. I. McCubbin (1991, 1993) developed the Resiliency
Model of Family Stress, Adjustment, and Adaptation. While adding to the literature, by
considering culture and a more postmodern view, the Resiliency Model was still based on the
ABCX Formula/Model(Hill, 1949, 1958).Another shift in stress theory development of this era
came as focus on processes occurred. Robert Burr (1989), a family scientist, proposed using the
general ecosystem theory to explain family stress. He modified the Profile of Trouble (Kook,
1946) to illustrate the processes that families experience. The Family Distress Model
(Cornille&Boroto, 1992; Cornille,Boroto, Barnes, & Hall, 1996; Cornille, Mullis, & Mullis,
2006) also focused on processes and considered culture. Wesley Burr and Associates (1994)
called of scholars to “set aside positivist views in favor of a family systems paradigm. They
suggested that scholars liberate themselves from the ABCX Model” (Boss, 2002, pp. 33–
34).Despite that suggestion, during this era, Boss expanded on the ABCX Formula to develop
the Contextual Model of Family Stress, which considered culture.
SCOPE OF THE STUDY:
The study has attempted to understand the sources of organizational stress experienced by bank
employees. The type of factors that lead to stress, level of stress they are bearing and to know the
ways used by them to cope with the stress. The employees from middle level and top level from
both the sectors have been taken for there search work. United States National Institute of
Occupational Safety and Health has defined workplace stress as “The harmful physical and

21
emotional responses that occur when the requirements of the job do not match the capabilities,
resources, or needs of the worker. Job stress can lead to poor health and even injury.” Workers
who are stressed are also more likely to be unhealthy, poorly motivated, less productive and less
safe at work. Their organizations are less likely to be successful in a competitive market. Stress
workers from stress arising outside of work, but they can protect them from stress that arises
through work. Stress at work can be a real problem to the organization as well as for its workers.
Good management and good work organization are the best forms of stress prevention. This
study is helpful in assessing the extent of stress experienced by the employees.
OBJECTIVES OF THE STUDY:

1. To assess current stress level of employees at bank.

2. To identify situation that cause stress.

3. To identify emotional, physical and mental effects of stress.

METHODOLOGY:

For the purpose of study the sample size of 30 respondents. The questionnaire were distributed to
the employees of Indian Overseas Bank. Both the primary and the secondary data were collected.

PRIMARY DATA:

Primary data was collected from the respondents by administering a structured questionnaires.

SECONDRAY DATA

Apart from the primary data the secondary data collected through journals and internet used for
the study.

TOOLS: For the purpose of this study the percentage(%) tools were applied for the analysis
and interpretation. This percentage tools helped me to analyze how employees of banks are
facing stress in their organization.

22
CHAPTER ARRANGEMENTS:

CHAPTER 1 deals with INTRODUCTION

CHAPTER 2 deals with REVIEW OF LITERATURE

CHAPTER 3 deals with ANALYSIS AND INTERPRETATION

CHAPTER 4 deals with CONCLUSION.

LIMITATIONS OF THE STUDY

Though all the above studies have succeeded in attaining their objectives; the common
limitations with most of them include,

• The sample size chosen for the above studies was not a true sample of the population which
results in failure to generalize the results. Therefore their results may not be applicable to the
banking sector as a whole.

• Some of the important stressors such as role boundary, responsibility etc were not included in
their studies.

• Modernization of the banking sector has resulted in increased use of information and
communication technology. Even though, stress due to information technology was not
considered.

• Not all the job cadres (i.e. executive, officer, clerk and sub staff) have been considered viz.
most studies were confined to one or two job cadres only.

• Though focus was mainly towards studying stress level in banks.

• The above studies have dealt either with occupational stress or stress management (coping with
stress) alone without dealing with both.

23
 CHAPTER 2:
REVIEW OF LITERATURE

24
CHAPTER 2:

REVIEW OF LITERATURE:

This chapter deals with the review of literature on the topic of stress management on Indian
overseas bank. The following articles have been collected pertaining to the topic.

IN DETAIL:
AUTHOR NAME: ABDUL MOEED ABID
TOPIC: A COMPARATIVE STUDY: COMMONALITIES OF JOB STRESS
FACTORS IN CONVENTIONAL BANKING VS. ISLAMIC BANKING IN
SOUTHERN PUNJAB.
Banking sector works as the backbone for the economic development for a country. Stability of
the economic system is dependent on the stable banking system. Banking system is the most
efficiency way of transferring the money from savor to borrowers in a safe mode. Banking
system is categorized in many ways like government and private banking, conventional and
Islamic banking, private and semi government banking and many others. This research is
conducted to find out the job stress factor in two banking sector which are conventional and
Islamic banking sector. The research is trying to rank the stress factor from most stressor to non-
stressor and then finding the commonalities of these high ranked stress factors in both sectors of
banking. Literature reviews and interviews make the research team able to find 9 factors of job
stress in banking sector. For ranking and finding the commonalities, a questionnaire was used on
which the responses are taken. Data analysis on the basis of scale used reveals the facts that
among 9factors of job stress there are 4 common factors in both sector which are “over
workload” “public dealing” “long work timing instead of official timing of 9am to 5pm” and
“market competition” in addition to this one factor which is high ranked for conventional
banking Is not included I Islamic banking is the pressure of deposit and other targets but it is not
included in common stress factor class as it is not highly ranked in Islamic banking response. In
the same way one factor is high ranked in Islamic banking that is “low salaries as compared to
workload” but it is not classified as high ranked in conventional banking, so this factor is
particularly attached to the Islamic banking but not common in both sector. The research
provide the new way of research to by considering the gender and designation, discrimination in
25
banking sector as stress factor varies on gender and designation level which can be new door for
future research.
AUTHORS NAME: AJAY SOLKE
TOPIC: OCCUPATIONAL STRESS AMONG BANKING
PROFESSIONALS, A CASE STUDY OF NATIONALISED BANKS
Stress is inevitable in our society. Researchers on stress make it clear that, to enter in to
the complex area of stress, especially in to the area of occupational stress, is very
difficult. Stress is an unavoidable consequence of modern living. During the past decade,
the banking sector had under gone rapid and striking changes like policy changes due to
globalization and liberalization, increased competition due to the entrance of more private
(corporate) sector banks, downsizing, introduction of ne technologies, etc. due to these
changes, the employees in the banking sector are experiencing a high level of stress. In
light of the above, the present study attempt to throw light on the various problems of
occupational stress among banking professionals specifically du Stress is inevitable in
our society. Researchers on stress make it clear that, to enter in to the complex area of
stress, especially in to the area of occupational stress, is very difficult. Stress is an
unavoidable consequence of modern living. During the past decade, the banking sector
had under gone rapid and striking changes like policy changes due to globalization and
liberalization, increased competition due to the entrance of more private (corporate)
sector banks, downsizing, introduction of new technologies, etc. Due to these changes,
the employees in the banking sector are experiencing a high level of stress. In light of the
above, the present study attempt to throw light on the various problems of occupational
stress among banking professionals specifically the Nationalized bank employees. For
meeting the objective Occupational Stress Index (OSI) constructed by Srivastava and
Singh was used in the study. The 46 item questionnaire is categorized into 12 sub scales
namely Role Overload, Role Ambiguity, Role Conflict, Unreasonable Group and
Political Pressure, Responsibility for Persons, Under Participation, Powerlessness, Poor
Peer Relations, Intrinsic Impoverishment, Low Status, Strenuous Working Conditions
and Unprofitability. The subjects were the 90 professionals occupying the managerial
positions in the Punjab National Bank. The study was largely concentrated in Northern
Region of India focusing on the branches of PNB located in Punjab, Haryana and

26
Chandigarh. The result obtained was analyzed using descriptive statistics and Pearson
Correlation. The study concluded that employees of the selected bank are experiencing
high degree of stress with respect to the dimensions of Poor Peer Relations,
Responsibility of persons, Strenuous Working Conditions, Powerlessness and
Unprofitability.
AUTHOR NAME: Dr. AJAY KUMAR SINGH AND MISS NIDHI
DHAWAN
TOPIC: A STUDY OF ORGANIZATIONAL STRESS AND COPING
MECHANISM IN PUBLIC AND PRIVATE SECTOR BANKS
Recent literature has examined various organizational variables and their effect on work stress. A
close examination of stress literature in India indicates that the diverse elements in the work
environment have been investigated. In Realizing the importance of executives in the
organization, a study was conducted in the industry by Chand & Sethi (1997) to examine the
organizational factors namely, role overload, role ambiguity, role conflict, under participation,
responsibility for, poor peer relation and strenuous working condition as predictors of job related
stress. The study was conducted in a variety of nationalized banks, 150 executives (middle level
officers) were selected through purposive and incidental sampling to represent functional areas
like administration, general banking, savings, lending, general services, and auditing, accounting
etc. The study reveals that role conflict was the strongest predictor of organizational stress. This
was attributed to the factors like incompatible role pressures, insufficient staff, meeting the
annual target planned by higher authorities. Strenuous working conditions emerged as the second
strongest predictor. Strenuous working conditions in banks arose due to risky and complicated
assignments, necessity to work fast, lot of physical effort, excessive and inconvenient working
hours and constantly working under tense circumstances. The study empirically demonstrated
role conflict, strenuous working conditions and role overload to be clearest and significant
predictors of job related stress. There is evidence that role incumbents with high levels of role
ambiguity also respond to their situation with anxiety, depression, physical symptoms, a sense of
futility or lower self -esteem, lower levels of job involvement and organizational commitment,
and perceptions of lower performance on the part of the organization, of supervisors, and of
themselves.

27
AUTHOR NAME: ALIAH BINTI ROSLAN
TOPIC: ANALYSIS OF WORK STRESS AMONG BANK EMPLOYEES: A
CASE STUDY OF BANK RAKYAT
The purpose of this study is to determine factors of work stress among the Bank Rakyat’s
employees. This study also aims to determine whether there were any statistically significant
differences in the respondents’ level of work stress by demographic factors (gender, status,
education qualification, job position and length of service). The survey was carried out at 12
branches of Bank Rakyat at Northern Zone. A total of 154 bank employees participated in this
study. Data was collected through 40 items questionnaires on a five-point Likert Scale. Both
descriptive and inferential statistics were used to analyze the data using the SPSS version 15.0.
Correlation analyses were conducted to test the relationship between levels of work stress with
personal factors, organizational factors and environmental factors; whereas descriptive analysis
was conducted to analyze demographic characteristics of respondents. Besides that, T-test,
ANOVA and regression were also used in this study. The findings of this study showed that
there was no statistically significant difference in the level of work stress by demographic factors
(gender, status, education qualification, job position and length of service). However, the
findings showed that only organizational factors have significant relationship with work stress
level. Findings of this study also resulted in the overall level of work stress among respondent is
moderate.
AUTHOR NAME: ANDREW G.HALDANE
TOPIC: WHY BANKS FAILED THE STRESS TEST
By any historical standard, the financial crisis of the past 18 months has been extraordinary.
Some have suggested it is the worst since the early 1970s; others, the worst since the Great
Depression; others still, the worst in human history. Time will tell. Risk managers are of course
known for their pessimistic streak. Back in August 2007, the Chief Financial Officer of Goldman
Sachs, David Viniar, commented to the Financial Times: “We are seeing things that were 25-
standard deviation moves, several days in a row” To provide some context, assuming a normal
distribution, a 7.26-sigma daily loss would be expected to occur once every 13.7 billion or so
years. That is roughly the estimated age of the universe. A 25-sigma event would be expected to
occur once every 6 x 10124 lives of the universe. That is quite a lot of human histories. When I

28
tried to calculate the probability of a 25-sigma event occurring on several successive days, the
lights visibly dimmed over London and, in a scene reminiscent of that Little Britain sketch, the
computer said “No”. Suffice to say, time is very unlikely to tell whether MrViniar’s empirical
observation proves correct. Fortunately, there is a simpler explanation – the model was wrong.
Of course, all models are wrong. The only model that is not wrong is reality and reality is not,
definition, a model. But risk management models have during this crisis proved themselves
wrong in a more fundamental sense. They failed Keynes’ test – that it is better to be roughly
right than precisely wrong. With hindsight, these models were both very precise and very wrong.
For that reason, 2008 might well be remembered as the year stress-testing failed. Failed those
institutions who invested in it in the hope it would transform their management of risk. Failed the
authorities who had relied – perhaps over-relied – on the signal it provided about financial firms’
risk management capabilities. And, perhaps most important of all, failed the financial system as a
whole by contributing, first, to the decade of credit boom and, latterly, the credit bust. That is a
stark conclusion. But it is a conclusion which is hard to escape. When tested against real stress,
large parts of the financial system seized-up and a number of financial institutions failed. Against
that backdrop, now is as good a time as any for candor about what went wrong. That is the
purpose of my comments today: to diagnose some of market failures or frictions in stress-testing
practices highlighted by the crisis; and, more speculatively, to suggest some practical ways in
which stress testing might deliver answers which are “roughly right”.
AUTHOR NAME:ASHFAQ AHMED, DR. MUHAMMAD RAMZAN
TOPIC: EFFECTS ON JOB STRESS ON EMPLOYEES JOB
PERFORMANCE A STUDY ON BANKING SECTOR OF PAKISTAN
Stress is an unwanted reaction people have to severe pressures or other types of demands placed
upon them. A huge and multi fields literature points a lot of key factors such as work
environment, management support, work load etc. in determining the stressful the work can be
and its effect on employee physical and mental health. According to him work to family conflicts
is also a predecessor which creates stress in employees of an organization. Job stress has been
also viewed as dysfunctional for organizations and their members. Although stress has been
variously viewed as an environmental stimulus to an individual defined stress as an individual's
reaction to an environmental force that effect an individual performance. Job related stress can
be mostly immobilizing because of its possible threats to family functioning and individual

29
performance. Job related stress can create an difference between demands on families and the
ability of families to provide material security for them. While there is a significant body of
which deals with work and family there is relatively little research which deals specifically with
perceived job insecurity (i.e., concerns or fears about job loss) and marriage and family life.
Stress condition which happens when one realizes the pressures on them, or the requirements of
a situation, are wider than their recognition that they can handle, if these requirements are huge
and continue for a longer period of time withoutany interval, mental, physical or behavior
problems may occur, (Health &Safety Executive UK). Stress exists in every organization either
big or small the work places and organizations have become so much complex due to which it
exists, work place stress has significant effects over the employees job performance, and the
organizations in UK are trying to cope with this scenario. Eleven forces are used as an
antecedents of stress by researches (Overload, Role vagueness, Role conflict, Responsibility for
people, Participation, Lack of feedback, Keeping up with quick technological change, Being in
an innovative role, Career growth, Organizational structure and environment, and Recent
episodic events.,) Overload :excessive work or work that is outside one's capability Role
Ambiguity : Role insufficient information concerning powers, authority and duties to perform
one's role, Role Conflict: Supervisors or subordinates place contradictory demands on the
individual Responsibility for people: Responsibility for people, well-being works, job security,
and professional development Participation: Extent to which one has influence over decisions
relevant to one's job. Lack of Feedback: Lack of information about job performance Keeping up
with rapid technological change: Keeping up with rapid changes in the information processing
field being in an innovative role: Having to bring about change in the organization . Career
development: Impact of status dissimilarity, lack of job security, let down ambition. Recent
episodic events: Certain life events, such as divorce and bereavement, which are highly stressful
In every organization and at every level of management and workers an elevated average level of
stress is to be found which mostly has an effect on employee’s job satisfaction. According to him
employees have tendency towards high level of stress regarding time, working for longer hours
which reduces employees urge for performing better. Management support helps in reducing or
increases stress in employees, apparent organizational assistance, management support work as a
cushion which acts positively in decreasing work related stress in employees. There are a lot of
reasons causing stress work family conflicts work over load one of reason in identified by that if

30
the organization or management does not appreciates its employees for their hard work or
contribution toward the organization creates stress and mostly creates intention to leave. He
studied the link between anxiety stress with satisfaction and performance of employees, that
lower anxiety stress improves performance of employee’s which he studied in different
managerial level of an organization. He found the relationship between occupational stressors
and the performance of employees of an organization as well as it can affect the employees
psychologically. He studied a association between job stress and job performance between
managers and blue-collar employees. Stress on job can be stated as the outcome of an individual
due to the working environment from which he feels unsecured. Different relationships are
projected between job stress and performance: U-shaped and curvilinear, positive linear,
negative linear and no relationship between the stress and performance. A random sample of 305
blue-collar and 325 managerial workers in Canadian firm are surveyed through structured
questionnaire. Variables used for this study were job stress, job performance, and organizational
commitment. A negative linear relationship between job stress and job performance was found.
Very limited evidence is seen for curvilinear or no association. Numerous studies found that fob
stress influences the employees‟ job satisfaction and their overall performance in their work.
Because most of the organizations now are more demanding for the better job outcomes. In fact,
modern times have been called as the “age of anxiety and stress” (Coleman, 1976).The stress
itself will be affected by number of stressors. Nevertheless, Beehr and Newman (1978) had
defined stress as a situation which will force a person to deviate from normal functioning due to
the change (i.e. disrupt or enhance) in his/her psychological and/or physiological condition, such
that the person is forced to deviate from normal functioning. From the definition that has been
identified by researchers, we can conclude that it is truly important for an individual to recognize
the stresses that are facing by them in their career. Some demographic factor may influence the
way a university academic staff act in their workplace.
AUTHOR NAME: AYYAPAN,M. SAKTHI VADIVEL
TOPIC: THE IMPACT OF OCUPATIONAL STRESS OF SELECTED
BANKING SECTOR EMPLOYEES IN TAMILNADU
Stress management is getting more and more attention nowadays particularly in the financial
sector. There is no such think like stress-free job. Everyone in their work is exposed to tension
and anxiety as they gets through the duties assign to them. Banking industry which is the

31
backbone of the country’s economy is not and exceptional one. The job nature of the banking
employees is very tedious as it involves the direct customer interaction in all levels. So this study
aims to analyze the level of stress faced by bank employees who are under different categories
from both public and private sectors of selected banks which resides in Tamilnadu. The
technological growth has revolutionized the way banking sector works and the competition is
globalized now a days because of the economic condition. The level of stress faced by the
employees in the banking sector also growing rapidly. The present study clearly found that there
is a significant relationship between type of the banks, gender, age, education, marital status,
length of the service, job role, family type, of the respondents and impact of occupational stress.
So the banking sector employees should adopt new coping strategies for maintaining good
physical and mental condition which will improve the productivity level of the bank.
AUTHOR NAME: CARY L.COOPER AND SUE CARTWRIGHT
TOPIC: AN INTERVENION STRATEGY FOR WORKPLACE STRESS
This article explores a range of sources of workplace stress and three-prong primary, secondary,
and tertiary prevention intervention. Primary is concerned with stressor reduction, secondary
with stress management and tertiary with remedial support. In addition, a number of wider policy
issues are suggested, such as risk assessment, economic incentives, and specific measures to help
small and medium sized workplaces in managing workplace stress.
AUTHOR NAME: DONALD F. PARKER AND THOMAS A.DECOTIIS
TOPIC: ORGANISATIONAL DETERMINANTS OF JOB STRESS
In this article a model of job stress that focuses on organizational and job- related stress is
presented. Job stress is conceived of as a first level outcome of the organizations and job; it is a
feeling of discomfort that is separate and distinct from second level outcomes or consequences of
job stress. The second-level outcomes may include varying levels of satisfaction, organizational
commitment, motivation, and performance. A partial test of the model examines relationships
between hypothesized stressors and experienced job stress. Survey data obtained from 367
managers of a large restaurant chain were used with the results generally supporting the model.
Factor analysis supported the concept that job stress is multidimensional. Two distinct
dimensions of job stress were identified: time stress and anxiety. Both job stress dimensions
were significantly related to each of the models five organizational stressor categories, but not all

32
of the independent variables within the categories were significantly related to job stress.
Moreover, the specific stressors associated with each dimension of job stress proved to be
substantially different.
AUTHOR NAME: HARISH SHUKLA
TOPIC: A STUDY ON STRESS MANAGEMENT AMONG THE
NATINOALIZED BANKS
This article reveals that since the beginning of this decade, have been facing greater challenges in
terms of technological revolution, service diversification and global banking. Stress is
unavoidable on the part of the employees as the systems, procedures; banking, like other
services, has become one of the highly competitive sectors in India. The banking organizations,
technique are getting complicated with the use of advance technology. Every employee cannot
cope with such rapid changes taking place in the jobs. This will lead to arising of stress among
employees. An attempt has been made through this research paper to know the reasons of stress
among employees of banks and the ways used by employees to cope with the stress generated at
workplace. It is found that maximum number of employees in banks remains in stress. Majority
of the employees try to find solution to relieve them from stress. Also the measures are also
suggested in the paper to overcome stress that affects their physical and mental health.
AUTHOR NAME: KAMALAKUMATI KARUNANITHY AND AMBIKA
PONNAMBALAM
TOPIC: A STUDY ON THE EFFECT OF STRESS ON PERFORMANCE
OF EMPLOYEES IN COMMERCIAL BANK
This article says that many executives feel they could make better decisions and perform more
effectively if they worked under less stress. Stress has also been linked to absenteeism, turnover,
and industrial accidents. As such, this study was carried out with the primary objective of
understanding the level and relationship between stress and performance of Commercial bank
PLC employees in the Eastern Province of Sri Lanka. It also tried to identify the impact of Job
related stress, Organizational related stress, and Individual related stress on performance. These
objectives are reached through the application of descriptive analysis, correlation technique and
regression technique. Descriptive analysis is applied to find out the level of stress and correlation
coefficient is useful for finding out the relationship between variables. Regression analysis is

33
applied to test the impact of stress on performance. The results revealed when mean value is
compared, mean value of the organizational related stress is higher than the other two. It is also
found that there is a negative relationship between stress and performance. It is concluded that
stress is having an impact on Commercial bank PLC employee’s performance, at the same time
The influence of organizational related stress is higher than job related and individual related
stress.
AUTHOR NAME: MATHIAS DREHMANN
TOPIC: STRESS TEST ON OBJECTIVES, CHALLENGES AND
MODELLING CHOICES
Stress tests have become an integral tool for banks’ risk management practices as well as for
financial stability assessments by central banks. But there has been no debate about the
objectives of stress tests, even though an understanding of those is essential when building and
evaluating stress testing models. This paper identifies three main objectives: validation, decision
making and communication. And it shows that different objectives lead to different and possibly
conflicting priorities for model design. In the light of this discussion modeling choices are
assessed and two main challenges for stress testing models are discussed: data limitations and the
endogeneity of risk.
AUTHOR NAME: RAJENDRAN JAYASHREE
TOPIC: STRESS MANAGEMENT WITH SPECIAL REFERENCE TO
PUBLIC SECTOR BANK EMPLOYEES IN CHENNAI
Today workplace stress is becoming a major issue and a matter of concern for the employees and
the organizations. It has become a part of life for the employees, as life today has become so
complex at home as well as outside that it is impossible to avoid stress. Selye [1936] defines
stress as “a dynamic activity wherein an individual is confronted with an opportunity, constraint
or demand”. Organizational stress arises due to lack of person- environment fit. When
organizational stress is mismanaged, it affects the human potential in the organization. It further
leads to reduced quality, productivity, health as well as wellbeing and morale. Thus, Stress is
inevitable in our society. Researchers on stress make it clear that, to enter in to the complex area
of stress, especially in to the area of occupational stress, is very difficult. Stress is an unavoidable
consequence of modern living. With the growth of industries, pressure in the urban areas,

34
quantitative growth in population and various problems in day to day life are some of the reasons
for increase in stress. Stress is a condition of strain that has a direct bearing on emotions, thought
process and physical conditions of a person. Steers [1981] indicate that, “Occupational stress has
become an important topic for study of organizational behavior for several reasons.” 1. Stress has
harmful psychological and physiological effects on employees, 2. Stress is a major cause of
employee turnover and absenteeism,3. Stress experienced by one employee can affect the safety
of other employees, 4. By controlling dysfunctional stress, individual and organization can be
managed more effectively. During the past decade, the banking sector had under gone rapid and
striking changes like policy changes due to globalization and liberalization, increased
competition due to the entrance of more private (corporate) sector banks, downsizing,
introduction of new technologies, etc. Due to these changes, the employees in the banking sector
coupled with globalization, privatization policies has drastically changed conventional patterns
in all sectors. The banking sector is of no exemption. The 1990s saw radical policy changes with
regarding to fiscal deficit and structural changes in India so as to prepare herto cope with the new
economic world order. Globalization and privatization led policies compelled the banking sector
to reform and adjust to have a competitive edge to cope with multinationals led environment.
The implications of the above said transformations have affected the social, economic and
psychological domains of the bank employees and their relations. Evidence from existing
literature states that more than 60% of the bank employees have one or other problem directly or
indirectly related to these drastic changes. All the factors discussed above are prospective
attributes to cause occupational stress and related disorders among the employees. Although a lot
of studies have been conducted on the psychosocial side of the new policy regime in many
sectors, there are only few studies, as far as the banking sector is concerned, while the same
sector has been drastically influenced by the new policies. In this juncture, the present study is
undertaken to address specific problems of bank employees related to occupational stress. This
throw light in to the pathogenesis of various problems related to occupational stress among bank
employees.
AUTHOR NAME: ROLI PRADHAN AND PRAVEEN TOMAR
TOPIC: EVALUATING STRESS IN THE INDIAN BANKING SCENARIO
This study follows a line of investigation about the existing knowledge of stress management
strategies among the employees in Indian commercial banks. The study reviewed number of

35
different issues related to occupational stress and explored the factors causing stress. To
understand the factors leading to stress, an in-depth study was managed from the employees the
three different banks. The study argues that stress can be managed effectively and inexpensively,
if the employees learn what stress is, what are the consequences of stressors and how to control it
effectively. Recognizing the implications of stress in an organization will increase employee
satisfaction and performance.
AUTHOR NAME: TILOTTAMA AZAD
TOPIC: MANAGING SRESS AMONG BANKING SECTOR EMPLOYEES
Stress Management is getting more and more attention now-a-days, particularly in the financial
sectors. There is no such thing like stress- free job. Everyone in their work is exposed to tension
and anxiety as they gets through the duties assigned to them. Banking industry which is the
backbone of the country’s economy is not an exceptional one. The job nature of banking
employees is very tedious as it involves the direct customer interaction in all levels. This
research shows that a large number of bankers are facing high stress because of their job and the
reasons behind this stress include long working hours, improper reward system, lack of job
autonomy, organizational culture, role conflict etc. and the main reason is lack of management
support to employees. The employees can notice a number of symptoms indicating high level
stress among them. However if these symptoms are not noticed in early Stage, they can cause
serious health problems among employees such as depression, heart problems, diabetes etc. Not
only health but personal life of bankers is also being affected because of high job stress, most
Employees are unable to spend time at home or with family. However, with the help of proper
management techniques by management, the bankers stress level can be reduced to great extent.
The type of research conducted is ‘Causal’ as this research explores the effect of one variable
over other. It aims to determine the cause-effect relationship between factors causing stress and
their impact on banker’s personal life and health.
AUTHOR NAME: VIJAY JOSHI AND DR. K.A. GOYAL
TOPIC: STRESS MANAGEMENT AMONG BANK EMPLOYEES: WITH
REFERENCES TO MERGERS AND ACQUISITIONS
Employees of banks are supposed to be proactive, proficient enough to bear responsibility and to
perform under very stiff competitive environment. The existing banking industry is going

36
through very crucial situations of example, global market is facing recession, the growth rate of
emerging economies are going down; the pressure of competition is very high and apart from
this dynamic environment of banking industry; various banks are restructuring their path of
growth. At this juncture, banks re adopting and spreading their wings of mergers and acquisitions
to fly high and augment their strength and market size by approaching global as well as the rural
market. Here, the impact of mergers and acquisitions on employees is a major concern because
this may create stress among employees. Employees, and their family have to go through with a
paradigm during the course of the merger the aim of this study is to identify the various stressor
which contribute in increasing the level of stress among employees. Further the articles discuss
the employee attitude and works related behavior and at the end we conclude. There is scope
further research to explore the employee’s behavior towards strategic issues like mergers and
acquisitions. This study will present guidelines for policy formulators, bankers and researchers to
consider employees view before taking further decision towards a mergers and acquisitions.
CONCLUSION
This chapter reveals the meaning of “Stress management on IOB Employees”. There is a wide
research gap in analyzing the level of stress among IOB employees. So I have taken this topic.

37
 CHAPTER 3:
ANALYSIS AND INTERPRETATION

38
CHAPTER 3: ANALYSIS AND INTERPRETATION:

This chapter deals with analysis and interpretation of stress management faced by Indian
overseas bank employees. The questionnaire was prepared and distributed to 30 respondents of
IOB employees. The percentage tool was applied for the analysis of the questionnaire.

TABLE 3.1

ANALYSIS BASED ON AGE GROUP:

AGE GROUP NO.OF.RESPONDENTS PERCENTAGE

18-22 8 26.7%
23-27 10 33.3%
ABOVE 27 12 40%
TOTAL 30 100%
FIGURE 3.1

AGE GROUP
26.70%
40.00%
18-22
23-27
ABOVE 27

33.30%

SOURCE: primary data

INFERENCES: From the above table the majority of 40% of respondents were under the
age group of above 27. 33.3% of respondents were under the age group of 23-27. The remaining
26.7% of respondents were under the age group of 18-22.

39
TABLE 3.2

ANALYSIS BASED ON GENDER :

GENDER NO.OF.RESPONDENTS PERCENTAGE

MALE 13 43.3%
FEMALE 17 56.7%
TOTAL 30 100%

FIGURE 3.2

GENDER

43.30%
MALE
FEMALE
56.70%

SOURCE: primary data

INFERENCES: From the above table the majority of 56.7% of respondents are female. The
remaining 43.3% of respondents are male.

40
TABLE 3.3

ANALYSIS BASED ON COMFORTNESS OF WORKING PLACE:

WORKING PLACE COMFORTABLE NO.OF.RESPONDENTS PERCENTAGE

YES 23 76.7%
NO 7 23.3%
TOTAL 30 100%

FIGURE 3.3

WORKING PLACE COMFORTABLE

23.30%

YES
NO

76.70%

SOURCE: primary data

INFERENCES: From the above table the majority of 76.7% of respondents have said yes
for their working place is comfortable. 23.3% of respondents have said no for their working
place is comfortable.

41
TABLE 3.4

ANALYSIS BASED ON WHETHER THE JOB RESPONSIBILITY

CLEARLY DEFINED:

RESPONSIBILITY NO.OF.RESPONDENTS PERCENTAGE

CLEARLY DEFINED
YES 24 80%
NO 6 20%
TOTAL 30 100%

FIGURE 3.4

RESPONSIBILITY CLEARLY DEFINED

20%

YES
NO

80%

SOURCE: primary data

INFERENCES: From the above table the majority of 80% of respondents have said yes for
their responsibility is clearly defined. The remaining 20% of respondents have said no for their
responsibility is not clearly defined.

42
TABLE 3.5

ANALYSIS BASED ON THE EMPLOYEE NO.OF FRIENDS IN THE

ORGANISATION:

FRIENDS NO.OF.RESPONDENTS PERCENTAGE

VERY FEW 3 10%
FEW 11 36.7%
MANY 10 33.3%
CAN’T SAY 6 20%
TOTAL 30 100%

FIGURE 3.5

FRIENDS
10.00%
20.00%

VERY FEW
FEW
MANY
CAN'T SAY
36.70%

33.30%

Source: primary data

INFERENCES: From the above table the majority of 36.7% of respondents have few
friends in the organization. 33.3% of respondents have many friends in the organization. 20% of
respondents have said that they have more friends which cannot be counted (can’t say). The
remaining 10% of respondents have very few friends in the organization.

43
TABLE: 3.6

ANALYSIS BASED ON THE FEEL WHILE WORKING IN THE

ORGANISATION:

FEELING STRESS NO.OF.RESPONDENTS PERCENTAGE

GREAT 10 33.3%
SATISFIED 14 46.7%
UNABLE TO CONCENTRATE 4 13.3%
DEPRESSED 2 6.7%
TOAL 30 100%

FIGURE: 3.6

FEELING STRESS

6.70%
13.30% 33.30% GREAT
SATISFIED
UNABLE TO CONCENTRAE
DEPRESSED

46.70%

Source: primary data

INFERENCES: From the above table the majority of 46.7% of respondents were satisfied
while working in the organization. 33.3% of respondents were great while working in the
organization. 13.3% of respondents were unable to concentrate while working in the
organization. The remaining 6.7% of respondents were depressed while working in the
organization.

44
TABLE: 3.7

ANALYSIS BASED ON THE LEVEL OF STRESS FACED BY THE

EMPLOYEES IN THE ORGANIZATION:

STRESS SITUATION NO.OF RESPONDENTS PERCENTAGE

MOSTLY 15 50%
RARELY 7 23.3%
SOMETIMES 7 23.3%
NOT AT ALL 1 3.3%
TOTAL 30 100%

FIGURE: 3.7

STRESS SITUATION
3.30%
23.30%
MOSTLY
RARELY
50.00% SOMETIMES
NOT AT ALL

23.30%

Source: primary data

INFERENCES: From the above table the majority of 50% of respondents face stress
situation mostly in their organization. 23.3% of respondents face stress situation rarely in their
organization. 23.3% of respondents face stress situation sometimes in their organization. The
remaining 3.3% of respondents face stress situation in their organization.

45
TABLE: 3.8

ANALYSIS BASED ON THE EMPLOYEES STRESS RELATION:

STRESS RELATED NO.OF RESPONDENTS PERCENTAGE

WORK 7 23.3%
ENVIRONMENT
SUPERVISION 3 10%
WORK GROUP 14 46.7%
SOCIAL INJUSTICE 6 20%
TOTAL 30 100%

FIGURE: 3.8

STRESS RELATED

20% 23%

WORK ENVIRONMENT
SUPERVISION
WORK GROUP
10% SOCIAL INJUSTICE

47%

Source: primary data

INFERENCES: From the above table the majority of 46.7% of respondents stress is related
to work group. 23.3% of respondents stress is related to work environment. 20% of respondents
stress is related to social injustice. The remaining 10% of respondents stress is related to
supervision.

46
TABLE: 3.9

ANALYSIS BASED ON THE LEAVE TAKEN BY THE EMPLOYEES

DURING THE PAST 12MONTHS DUE TO STRESS:

LEAVE NO. OF RESPONDENTS PERCENTAGE

YES 29 96.7%
NO 1 3.3%
TOTAL 30 100%

FIGURE:3.9

LEAVE
3.30%

YES
NO

96.70%

SOURCE: primary data

INFERENCES: From the above table the majority of 96.7% of respondents have taken
leave in the past 12 months due to work related stress. The majority of 3.3% of respondents have
not taken leave in the past 12 months due to work related stress.

47
TABLE: 3.10

ANALYSIS BASED ON THE WORKLOAD:

WORKLOAD NO. OF RESPONDENTS PERCENTAGE

EXCESS 16 53.3%
BEARABLE 9 30%
NORMAL 5 16.7%
TOTAL 30 100%

FIGURE: 3.10

WORKLOAD
17%

EXCESS
BEAREABLE
53%
NORMAL

30%

SOURCE: primary data

INFERENCES: From the above table the majority of 53.3% of respondents feel that their
workload is excess. 30% of respondents feel that their workload is bearable. 16.7% of
respondents feel that their workload is normal.

TABLE: 3.11
48
ANALYSIS BASED ON THE WORKLOAD THAT HAS BEEN FACING
DURING THE LAST THREE YEARS BY THE EMPLOYEES:

WORKLOAD FACED NO.OF RESPONDENTS PERCENTAGE

WORKLOAD HAS DECREASED 5 16.7%
REMAINED THE SAME 10 33.3%
WORKLOAD HAS INCREASED 15 50%
TOTAL 30 100%

FIGURE: 3.11

WORKLOAD FACED

16.70%
WORKLOAD HAS
DECREASED
REMAINED THE SAME
50.00%
WORKLOAD HS
INCREASED

33.30%

SOURCE: primary data

INFERENCES: From the above table the majority of 50% of respondents faced their
workload has increased during the last three years. 33.3% of respondents faced their workload
has remained the same during the last three years. 16.7% of respondents faced their workload has
decreased during the last three years.

TABLE: 3.12

49
ANALYSIS BASED ON THE EMOPLOYEES TO WHOM THEY SHARE
THEIRPROBLEMS:

SHARE PROBLEM NO.OF RESPONDENTS PERCENTAGE

SUPERIOR 10 33.3%
COLLEAGUES 20 66.7%
TOTAL 30 100%

FIGURE: 3.12

SHARE PROBLEM

33.30%

SUPERIOR
COLLEGUES

66.70%

SOURCE: primary data

INFERENCES: From the above table the majority of 66.7% of respondents were share their
problems with their colleagues. The remaining 33.3% of respondents were share their problems
with their superior.

TABLE: 3.13

50
ANALYSIS BASED ON THE STRESSFUL SITUATION HANDLED BY
THE EMPLOYEE:

HANDLE STRESS SITUATION NO.OF RESPONDENTS PERCENTAGE

OPTIMISTICALLY 6 20%
WITH THE HELP OF OTHERS 8 26.7%
DEPENDS UPON THE LEVEL 16 53.3%
TOTAL 30 100%

FIGURE: 3.13

HANDLE STRESS SITUATION

20.00%
OPTIMISTICALLY
WITH THE HELP OF
OTHERS
53.30% DEPENDS UPON THE LEVEL

26.70%

SOURCE: primary data

INFERENCES: From the above table the majority of 53.3% of respondents handle their
stress situation will be depends upon the level. 26.7% of respondents handle their stress situation
with the help of others. The remaining 20% of respondents handle their stress situation
optimistically.

TABLE: 3.14

51
ANALYSIS BASED ON THE STRESS MANAGEMENT TECHNIQUES IN
THE ORGANIZATION:

IMPLEMENTING STRESS NO.OF RESPONDENTS PERCENTAGE

MANAGEMENT TECHNIQUES
YES 9 30%
NO 21 70%
TOTAL 30 100%

FIGURE: 3.14

IMPLEMENTING STRESS MAN-

AGEMENT TECNIQUES
30%

YES
NO

70%

SOURCE: primary data

INFERENCES: From the above table the majority of 70% of respondents said yes for
implementing stress management techniques in the organization. The remaining 30% of
respondents said no for implementing stress management techniques in the organization.

TABLE: 3.15

52
ANALYSIS BASED ON THE ORGANIZATION EVENTS ENJOYED BT
THE EMPLOYEE:

EVENTS NO.OF RESPONDENTS PERCENTAGE

GROUP DISSCUSSION 6 20%
PLAYING GAMES 11 36.7%
ORGANIZING EVENTS 13 43.3%
TOTAL 30 100%

FIGURE: 3.15

ORGANISATIONAL EVENT

20.00%

43.30% GROUP DICUSSION

PLAYING GAMES
ORGANIZING EVENTS

36.70%

SOURCE: primary data

INFERENCES: From the above table, the majority of 43.3% of respondents enjoy in
participating in organizing events, 36.7% of respondents enjoy in participating in playing games,
the remaining 20% of respondents enjoy in participating in group discussion.

53
 CHAPTER 4:
FINDINGS AND CONCLUSION

CHAPTER: 4

54
This chapter deals with the findings and conclusion of the stress management on Indian Overseas
bank employees.

FINDINGS:

1. Some of the respondents said that their working place is comfortable because they are
satisfied with their organization.
2. Most of the respondents faced stress situation mostly in their organization because their
workload has increased.
3. Most of the respondents have said their stress is related to workgroup.
4. Many of the respondents have taken leave due to work related stress.
5. Some of the respondents have said that their workload has increased in their last three
years.
6. Most of the respondents feel that their workload is excess.
7. Some of the respondents have few friends in their organization.
8. Most of the respondents have shared their problems with their colleagues.
9. Most of them, have handle their stressful situation will be depend upon the level.

SUGGESTION:

1. Take adequate steps to redesign jobs, which are taxing to employees abilities and
capacities.
2. Encourage the cross functional and interdepartmental work arrangements to reduce work
related stress among low performers and low achievers.
3. Facilitate role enlargement, role linkage and role enrichment to manage role isolation,
self role distance and role erosion.
4. Adequate role clarification to be made whenever necessary to eliminate role ambiguity
5. Introduce more job oriented training programs which improves employees skill and their
confidence to their work effectively
6. Do concentrate on career planning to manage role stagnation
7. Encourage open channels of communications to deal work related stress let the employee
be clear about hard work related award and smart work related award

55
 8. Provide counseling on work related and personal problems and support from a team of
welfare health and counseling staff
9. Attractive system of reward and recognition of good work
10. Ensure an organizational climate career planning and career growth to ensure further the
retention of talented employees
11. Extent the counseling practices at employee’s family level including dependents and
relatives.
12. Organization should organize regular checkup and those found suffering from very high
stress should be subjected to stress management process.
13. Cut back excessive hours which directly affect the employee’s physical fitness.
14. Develop realistic self-concept among employees that is neither inflated nor deflated.
15. Encourage management to practice proactive approaches rather than reactive approaches
as a strategic step.

CONCLUSION:

As this research is occupying the topic, “Stress management on Indian Overseas Bank” and this
research also try to find out the stress factors in the banking industries. For this purpose, manual
questionnaire method is used to collect primary data and literature review to assess the current
level of stress faced by the employees at the banks and also to identify the situation which causes
the stress. The technological growth has revolutionized the way banking sector works and the
competition is globalized now a day because of economic conditions. The level of stress faced by
the employees in the banking sector also growing rapidly. The present study clearly found that
there is a significant relationship between the age, gender, workplace, their responsibility, their
feeling, stress situation of the respondents and the impact of the occupational stress. The problem
of stress is inevitable and unavoidable in the banking sector. For maximum stress relief, there
must be change one’s internal mental processing and perception of the world. A majority of
employees face severe stress related ailments and a lot ofpsychological problems. Hence,
management must take several initiatives in helping their employees to overcome its disastrous
effect. This particular research was intended to study the level of stress management on Indian
overseas banks. The study reveals that the factors such as organizational climate, inter role
distance, role stagnation, work stressors and financial risk lead to stress. An effort should be

56
made to have a friendly climate with appropriate physical working condition. The relevance for
the development of platforms to intensify communication throughout the workplace is essential
which would not only reduce role ambiguity at work but also helps employees prioritize the tasks
for better management of work leading to stress free environment and friendly organizational
climate. The productivity of the workforce is the most decisive factor as far as the success of the
organization is concerned. The productivity in turn is dependent on the psychosocial wellbeing
of the employees. In an age of highly dynamic and competitive world, man is exposed to all
kinds of stressors that can affect him on all realms of life. It appears that executives are mostly
using positive re-appraisal, self controlling and planful problem solving technique to manage
stress. This is a healthy sign and it would be a step in the right direction if organization helps
executives to be more self- reliant in resolving their own stress. The particular research was
certain limitations were met with the study, every effort has been made to make it much
comprehensive.

57
 BIBLIOGRAPHY

BIBLIOGRAPHY
58
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2. Dr. Amateur Kumar Singh and Ms. Nidhi Dawan,,"A study of organizational stress and coping
mechanism in public and private sector banks,.
3. Mr. Schweiger and Mr. Ivancevich, “A study on stress management with references to
mergers and acquisitions", International journal of business and commerce, vol.1, No. 5, Jan
2012(22_31).
4. Mr. Harish shills and Ms. Rachita Garg," A study on stress management among the employees
of nationalized banks", Stress Management, vol. 2, issue 3, December 2013, pp.(72-75).
5. Mr. Donald F. Parker," Organizational determinants of job stress", Organizational behaviour
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6.Mr. Cary L. Cooper and Mr. Sue cartwright, "An intervention strategy for workplace stress",
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Swedish energy company, International project management,

WEBSITES:
1. www.scribe.corn http://www.scribd.com/doc/1183044/job-stress.
2. www.webcrawler.org
3. www.Iosrjounals.org
4. http://europepmc.org/abstract/MED/101 48698
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6. www.sungard.com/ambit
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8. www.ijbcnet.com
9. http://www.juste.org

60
APPENDIX

61
QUESTIONNAIRE
The questionnaire is only a part of research work carried out by the researcher
M. SANGEETHA OF B.COM BANK MANAGEMENT OF ETHIRAJ COLLEGE FOR
WOMEN for the partial fulfillment of the degree. The research was carried down on the topic
STRESS MANAGEMENT among bank employees. The information provided will be kept
confidential.
1. Age
18-22 ( ) 23-27 ( ) 27-30 above ( )
2. Gender
Male ( ) Female ( )
3. Is your working place comfortable ?
Yes ( ) No ( )
4. Does your job responsibility clearly defined?
Yes ( ) No ( )
5. How many friends do you have in your organization?
Very few ( ) Few ( ) Many ( ) Can't say ( )
6. How do you feel while working in your organization?
Great ( ) Satisfied ( ) Unable to concentrate ( ) Depressed ( )
7.How often you face stress situation in your organization?
Mostly ( ) Rarely ( ) Sometimes ( ) Not at all ( )
8. Most of your stress is related to?
Work environment ( ) Supervision ( ) Work group ( ) Social injustice ( )
9. Have you taken leave in the past 12months due to work related stress?
Yes ( ) No ( )
10. What do you feel about your workload?
Excess ( ) Bearable ( ) Normal ( )

62
11. How would you define your work load that has been facing during the last
three years?
Workload has decreased ( ) Remained the same ( ) Workload has increased ( )
12. Whom do you report to or share when you have any problems in your work?
Superior ( ) Colleagues ( )
13. How do you try to handle your stressful situations?
Optimistically ( ) With the help of others ( ) Depends upon the level ( )
14. Is your organization implementing stress management techniques in the
organization?
Yes ( ) No ( )
15. Which organization events do you enjoy the most?
Group discussion ( ) Playing games ( ) Organizing events ( )

63