1

PROJECT REPORT

ON

STRESS MANAGEMENT OF EMPLOYEES IN SSCCM

COLLEGE

SUBMITTED TO

SWAMI SAHAJANAND COLLEGE OF COMMERCE AND

MANAGEMENT (SSCCM)

UNDER THE GUIDANCE OF

SHRUTI MADAM

IN FULFILMENT OF THE REQUIREMENT OF THE AWARD OF

DEGREE OF

MASTERS IN HUMAN RESOURCES AND DEVELOPMENT (MHRD)

OFFERED BY

MAHARAJA KRISHNAKUMARSINHJI BHAVNAGAR

UNIVERSITY

BHAVNAGAR

PREPARED BY :
NAME SID NO. SEAT NO.
JOE KOSHY 4096208120210001

MHRD ( SEMESTER - IV )
 2

STUDENT’S DECLARATION

I hereby declare that the Project Report titled “STRESS MANAGEMENT OF

EMPLOYEES IN SSCCM COLLEGE” is a result of my own work and my
indebtedness to other work publications, references, if any, have been duly
acknowledged. If I am found guilty of copying from any other report or published
information and showing as my original work, or extending plagiarism limit, I
understand that I shall be liable and punishable by the university, which may include
“Fail” in examination or any other punishment that university may decide.

SID NO. NAME SIGNATURE

4096208120210001 JOE KOSHY

Place: BHAVNAGAR_____________
Date: _______________
 3

PREFACE

Management today is must for day-to-day life. Management is the integral part of the
business. In this world, all things need proper management for its success. Project
report plays an important role as a part of the curriculum of MHRD in SWAMI
SAHAJANAND COLLEGE OF COMMERCE & MANAGEMENT.
Here we have tried our level best to represent our project report and explain our
understanding level through it.
 4

ACKNOWLEDGEMENT

“If you pick the right people and give them the opportunity to spread
their wings and put compensation as a carrier behind it, you almost
do not have to manage them”

- Jack Welch
We are very thankful to our mentor (SHRUTI MADAM) for the inspiration and for
initiating diligent efforts and expert guidance in course of our study and completion of
the project. Our genuine sense of gratitude goes to SWAMI SAHAJANAND
COLLEGE OF COMMERCE & MANAGEMENT and specially to our Principal, Dr.
HETAL MEHTA who gave us a chance to brighten our academic qualification that
provided us this opportunity to have a practical knowledge of relevant fields.
5
 6

TABLE OF CONTENT

SR. NO. PARTICULARS PAGE NO.

1 INTRODUCTION 8-17
2 LITERATURE REVIEW 18-32
3 RESEARCH METHODOLOGY 33-43
4 DATA COLLECTION AND ANALYSIS 44-66
5 FINDINGS, RECOMMENDATION AND 67-71
CONCLUSION
6 BIBLIOGRAPHY 72-76
 7

A RESEARCH REPORT
ON
STRESS MANAGEMENT OF EMPLOYEES IN SSCCM
COLLEGE

BY JOE KOSHY
 8

CHAPTER 1

INTRODUCTION

STRESS MANAGEMENT

Key Points

1. Defining Stress

2. Causes of Stress

3. Symptoms of Distress

4. Managing Stress

5. Depression

6. Suicide

‘Remember that the mind and body are one and that psychological health is just as
important as physical health to your overall well-being.’
 9

GENERAL INTRODUCTION

Stress is a fact of life, wherever you are and whatever you are doing. You cannot
avoid stress, but you can learn to manage it so it doesn’t manage you. Changes in our
lives—such as going to college, getting married, changing jobs, or illness—are
frequent sources of stress. Keep in mind that changes that cause stress can also benefit
you. Moving away from home to attend college, for example, creates personal-
development opportunities—new challenges, friends, and living arrangements. That is
why it’s important to know yourself and carefully consider the causes of stress.
Learning to do this takes time, and although you cannot avoid stress, the good news is
that you can minimize the harmful effects of stress, such as depression or
hypertension. The key is to develop an awareness of how you interpret, and react to,
circumstances. This awareness will help you develop coping techniques for managing
stress.

For example, for an Army platoon leader, managing stress will require techniques that
include an awareness of yourself and your Soldiers. As you will see, the stress you
encounter as a student differs in intensity from what you may experience in the Army,
particularly while deployed or in combat. The principles and techniques you use to
manage stress are similar, however, as reported by this second lieutenant after
returning from the war in Afghanistan:

How do you combat fatigue, stress, and fear in yourself? In your Soldiers?

In the past seven months (in Afghanistan) I have learned a lot about how I deal with
combat fatigue and stress. I have found that finding a little time for myself each day
or even each week allows me to regenerate and focus. Having a sense of humour
and not taking things so personally have also helped reduce my stress levels.

Keeping a notebook with me at all times and writing tasks, missions, or even just
things to do has helped me keep my mind at ease, rather than thinking that I have
forgotten to do something. Maintaining communication with my family and
friends, whether through e-mail or phone conversations, also keeps me grounded.
 10

1. Defining Stress

Stress is the way human beings react both physically and mentally to changes, 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 distressed—overwhelmed,
oppressed, or out of control. Distress is the more familiar form of stress.

The other form, eustress, results from a “positive” view of an event or situation,
which is why it is also called “good stress.” Eustress helps you rise to a challenge and
can be an antidote to boredom because it engages focused energy. That energy can
easily turn to distress, however, if something causes you to view the situation as
unmanageable or out of control. Many people regard public speaking or airplane
flights as very stressful—causing physical reactions such as an increased heart rate
and a loss of appetite—while others look forward to the event. It’s often a question of
perception: A positive stressor for one person can be a negative stressor for another.

2. Causes of Stress

The most frequent reasons for “stressing out” fall into three main categories:

* The unsettling effects of change

* The feeling that an outside force is challenging or threatening you

* The feeling that you have lost personal control.

Life events such as marriage, changing jobs, divorce, or the death of a relative or
friend are the most common causes of stress. Although life-threatening events are less
common, they can be the most physiologically and psychologically acute. They are
usually associated with public service career fields in which people experience intense
stress levels because of imminent danger and a high degree of uncertainty—police
officer, fire and rescue worker, emergency relief worker, and the military. You may
not plan to enter a high-stress career, but as a college student, you may find that the
demands of college life can create stressful situations. The National Institute of
Mental Health (NIMH) notes some of the more common stressors for college students:

• Increased academic demands

 11

• Being on your own in a new environment

• Changes in family relations

• Financial responsibilities

• Changes in your social life

• Exposure to new people, ideas, and temptations

• Awareness of your sexual identity and orientation

• Preparing for life after graduation.

3. Symptoms of Distress

Symptoms of stress fall into three general, but interrelated, categories — physical,
mental, and emotional. Review this list carefully. If you find yourself frequently
experiencing these symptoms, you are likely feeling distressed:

• Headaches

• Fatigue

• Gastrointestinal problems

• Hypertension (high blood pressure)

• Heart problems such as palpitations

• Inability to focus/lack of concentration

• Sleep disturbances whether it’s sleeping too much or an inability to sleep

• Sweating palms/shaking hands

• Anxiety

• Sexual problems.

Even when you don’t realize it, stress can cause or contribute to serious physical
disorders. It increases hormones such as adrenaline and corticosterone, which affect
your metabolism, immune reactions, and other stress responses. That can lead to
increases in your heart rate, respiration, blood pressure, and physical demands on your
internal organs. Behavioural changes are also expressions of stress. They can include:
 12

• Irritability

• Disruptive eating patterns (overeating or under eating)

• Harsh treatment of others

• Increased smoking or alcohol consumption

• Isolation

• Compulsive shopping.

A sustained high level of stress is no laughing matter. It can affect every area of your
life—productivity in the workplace and classroom, increased health risks, and
relationships, to name just a few.

4. Managing Stress

The first step to managing stress is understanding yourself better—how you react in
different situations, what causes you stress, and how you behave when you feel
stressed. Once you’ve done that, take the following steps:

Set priorities, use the time-management tips, make a To-Do list, decide what is really
important to get done today and what can wait. This helps you to know that you are
working on your most immediate priorities, and you don’t have the stress of trying to
remember what you should be doing.

Practice facing stressful moments. Think about the event or situation you expect to
face and rehearse your reactions. Find ways to practice dealing with the challenge. If
you know that speaking in front of a group frightens you, practice doing it, perhaps
with a trusted friend or fellow student. If the pressure of taking tests causes you to
freeze up, buy some practice tests at the school bookstore or online and work with
them when there are no time pressures.

Examine your expectations. Try to set realistic goals. It’s good to push yourself to
achieve, but make sure your expectations are realistic. Watch out for perfectionism.
Be satisfied with doing the best you can. Nobody’s perfect—not you, not your fellow
students or colleagues, nobody. Allow people the liberty to make mistakes, and
remember that mistakes can be a good teacher.
 13

Live a healthy lifestyle. Get plenty of exercise. Eat healthy foods. Allow time for rest
and relaxation. Find a relaxation technique that works for you—prayer, yoga,
meditation, or breathing exercises. Look for the humour in life, and enjoy yourself.

Learn to accept change as a part of life. Nothing stays the same. Develop a support
system of friends and relatives you can talk to, when needed. Believe in yourself and
your potential. Remember that many people from disadvantaged backgrounds have
gone on to enjoy great success in life. At the same time, avoid those activities that
promise release from stress while actually adding to it. Drinking alcohol, drinking
caffeine, smoking, using narcotics and overeating all add to the body’s stress in
addition to their other harmful effects. Here are some other strategies for dealing with
stress:

• Schedule time for vacation, breaks in your routine, hobbies, and fun activities.

• Try to arrange for uninterrupted time to accomplish tasks that need your
concentration. Arrange some leisure time during which you can do things that
you really enjoy.

• Avoid scheduling too many appointments, meetings, and classes back-to-back.

Allow breaks to catch your breath. Take a few slow, deep breaths whenever
you feel stressed. Breathe from the abdomen and, as you exhale, silently say to
your-self, “I feel calm.”

• Become an expert at managing your time. Read books, view videos, and
attend seminars on time management. Once you cut down on time wasters,
you’ll find more time to recharge yourself.

• Learn to say “no.” Setting limits can minimize stress. Spend time on your
main responsibilities and priorities rather than allowing other people’s
priorities or needs to dictate how you spend your time.

• Exercise regularly to reduce muscle tension and promote a sense of well-being.

• Tap into your support network. Family, friends, and social groups can help
when dealing with stressful events.
 14

5. Depression

Unfortunately, a person’s inability to deal with stress can often lead to clinical
depression. People with depression have similar symptoms to stress, except the
symptoms are not temporary—they can last for weeks at a time. Because of the
sustained symptoms, the effect on the body, mood, and behaviour is often more
serious than with temporary stress.

Depression can have severe effects on your eating habits, your relationships, your
ability to work and study, and how you think and feel. The illness is not unique to a
particular group of people or area of the country. Millions of adults, including many
college students, suffer from clinical depression.

It’s important to understand that clinical depression is a real, not an “imaginary”

illness. It’s not a passing mood or a sign of personal weakness. It demands
treatment—and 80 percent of those treated begin to feel better in just a few weeks.
According to NIMH, the following symptoms are signs of major depression:

• Sadness, anxiety, or “empty” feelings

• Decreased energy, fatigue, being “slowed down”

• Loss of interest or pleasure in usual activities

• Sleep disturbances (insomnia, oversleeping, or waking much earlier than usual)

• Appetite and weight changes (either loss or gain)

• Feelings of hopelessness, guilt, and worthlessness

• Thoughts of death or suicide, or suicide attempts

• Difficulty concentrating, making decisions, or remembering

• Irritability or excessive crying

• Chronic aches and pains not explained by another physical condition.

It’s normal to have some signs of depression some of the time. But the NIMH says
that if someone has five or more symptoms for two weeks or longer, or suffers
noticeable changes in normal functioning, that person should go to a mental health
professional for evaluation. Depressed people often may not be thinking clearly and
 15

may therefore not seek help on their own. They frequently require encouragement
from others—they “need help to get help.”

Mental health professionals say depression among college students is a serious

problem. A recent UCLA survey of college freshmen indicates that today’s students
are feeling more overwhelmed and stressed than students did 15 years ago. The
National Mental Health Association reports that more than 30 percent of college
freshmen report feeling overwhelmed a great deal of the time. If you think you might
be depressed, you should talk with a qualified health-care or mental-health
professional. The resident adviser in your dorm, the student health centre, your family
health-care provider, or a clergy member can help steer you to treatment resources.
Several effective treatments for depression are available, and—depending on the
severity of the symptoms—can provide relief in just a few weeks. But individuals
respond differently to treatment. If you don’t start feeling better after a few weeks,
talk to your treatment provider about other treatments, or seek a second opinion.

6. Suicide

As noted above, severe depression often manifests itself in thoughts about death or
suicide, or in suicide attempts. Many people are understandably uncomfortable talking
about suicide, but doing so can save lives. The NIMH reports that in 2000, suicide
was the 11th leading cause of death for all Americans and the third leading cause of
death for those aged 15 to 24 years. While women are three times as likely to attempt
suicide as men, men are four times as likely as women to succeed. There are many
common myths about suicide:

• If someone wants to die, nobody can stop that person.

False. Most people thinking about suicide don’t want to die: They want help.

• If I ask someone about suicide, I’ll give that person the idea.

False. That you cared enough to ask may offer comfort to the person.

• Suicide comes “out of the blue.”

False. Usually, the person exhibits several warning signs.

 16

You should always take suicidal thoughts, impulses, or behaviour seriously. If you are
thinking or talking about hurting or killing yourself, or know someone who is, seek
help immediately. The NIMH recommends you turn to your student health centre; a
family physician; a professor, coach, or adviser; a member of the clergy; a local
suicide or emergency hotline; or a hospital emergency room.

Some of the warning signs of suicide include:

• Talking about suicide

• Statements about hopelessness, helplessness, or worthlessness

• Preoccupation with death

• Becoming suddenly happier or calmer

• Losing interest in things one cares about

• Setting one’s affairs in order for no apparent reason—such as giving away

prized possessions or making final arrangements regarding finances and
property

CONCLUSION

Stress can have consequences far beyond temporary feelings of pressure. While you
can’t avoid stress, you can learn to manage it and develop skills to cope with the
events or situations you find stressful. By learning to cope with stress, and by
recognizing the symptoms of depression and the warning signs of suicide, you’ll be
better prepared to help not only yourself, but also friends, fellow students, and the
firm or institution you will someday lead.
 17

SWAMI SAHAJANAND COLLEGE OF COMMERCE AND

MANAGEMENT

OVERVIEW

Swami Sahajanand College of Commerce and Management is a well-known

College/Institute based in Bhavnagar, Gujarat, India and established /founded in the
2004, is a modern educational institution. Swami Sahajanand College of Commerce
and Management is a Private College and offers education mainly in
ARTS/SCIENCE/ENGINEERING/ LAW etc. The main objective of the institute is to
provide quality education to enhance individual performance and elevate professional
standards through innovative training programs in varied disciplines, research and
extension activities.

Swami Sahajanand College of Commerce and Management has established itself as

an institute of great repute in the area of ARTS/SCIENCE/ENGINEERING/ LAW etc.
We have joined in building a successful partnership in carving a great future and
embark on a fascinating journey with Swami Sahajanand College of Commerce and
Management.

OUR VISION

"Achievement through efforts..."

OUR MISSION

"Ever to excel..."

OUR MOTTO

"Tirelessly strive towards perfection and scaling greater heights..."

OUR DREAM

"To establish a unique identity in the emerging global village..."

*****************************************************************
 18

CHAPTER 2

LITERATURE REVIEW
 19

LITERATURE REVIEW

1. The UK Perspective: A Review of Research on Organisational

Stress Management Interventions: 02 February 2011

Dr Sabir I. Giga, Andrew J. Noblet, Brian Faragher, Cary L.

Cooper

Abstract

There are an increasing number of studies that have monitored the impact of Stress
Management Interventions and the results of these studies can play a vital role in
informing the development of more effective, evidenced-based SMIs. In this paper,
the authors have undertaken a review of United Kingdom (UK)-based research that
has tested the impact of SMIs. Sixteen studies were examined and the results revealed
that the vast majority of interventions were targeted at the individual employee,
although there was a tendency for more recent research to focus on organisational
level interventions. While all intervention levels were found to have some human
and/or organisational benefits, strategies aimed at the individual level were less likely
to result in longer-term benefits. An examination of the research methods used in the
16 studies indicated that UK-based researchers are beginning to adopt more rigorous
research methods. However, there was a tendency for researchers to evaluate
interventions over a relatively short time-frame. The implications of these findings for
future research are discussed.
 20

2. Managing employee stress and wellness in the new millennium :

2008

Richardson, Katherine M

Abstract

It has been almost a decade since Journal of Occupational Health Psychology

published back-to-back meta-analyses on occupational stress management
interventions (Richardson & Rothstein, 2008) and organizational wellness programs
(Parks & Steelman, 2008). These studies cited the need for systematic reviews given
the growing body of literature in the field and the proliferation of stress management
interventions and mental health wellness programs, which have traditionally been
viewed as two distinct initiatives. More recent research has shown a trend toward
incorporating stress management as a component of workplace wellness programs. As
part of the special series Journal of Occupational Health Psychology at 20, the
purpose of this paper is to reflect back on the findings of the 2008 meta-analyses to
review what was learned, see what new studies have added to the literature, and assess
recent social and political changes that present new challenges—and opportunities—
for the field. (PsycInfo Database Record (c) 2021 APA, all rights reserved)

3. Occupational Stress Management and Burnout Interventions

in Nursing and Their Implications for Healthy Work
Environments: 2015

B Nowrouzi, N Lightfoot

Abstract

This article reports on a literature review of workplace interventions (i.e., creating

healthy work environments and improving nurses’ quality of work life [QWL]) aimed
at managing occupational stress and burnout for nurses. A literature search was
conducted using the keywords nursing, nurses, stress, distress, stress management,
burnout, and intervention. All the intervention studies included in this review reported
 21

on workplace intervention strategies, mainly individual stress management and

burnout interventions. Recommendations are provided to improve nurses’ QWL in
health care organizations through workplace health promotion programs so that nurses
can be recruited and retained in rural and northern regions of Ontario. These regions
have unique human resource needs due to the shortage of nurses working in primary
care.

Occupational stress is due to work situations that place demands on workers; nurses’
inability to meet work demands can lead to illness or psychological distress (Edwards,
2003). Occupational stress is a major health problem for both employees and
organizations, and can lead to burnout, illness, labour turnover, and absenteeism.
Occupational stress can also be a barrier to recruiting and retaining workers (Bartram,
Joiner, & Stanton, 2004).

Healthy work environments are vital to the retention and recruitment of health care
professionals and the sustainability of health systems (Pino & Rossini, 2012). Health
care organizations must control costs and increase productivity while responding to
increasing demands from a growing, aging population (Schalk, Bijl, Halfens,
Hollands, & Cummings, 2010). A clear understanding of the nursing workforce is
essential prior to developing recruitment and retention strategies.

According to the World Health Organization (2014), a global shortage of 7.2 million
health care workers exists. This shortage is expected to increase to 12.9 million by
2035 (World Health Organization, 2014), and is especially pronounced for the nursing
profession, which is the largest group of health care professionals in hospitals, one
third of the Canadian health care workforce; approximately 6 in 10 Canadian nurses
work in hospitals (Canadian Federation of Nurses Unions, 2013). Nurses’ work
environments in Canada have received attention due to high absenteeism and staff
shortages, augmented by dramatic cutbacks in funding and restructuring of health care
services in the 1990s (Schalk et al., 2010). The Canadian Federation of Nurses Unions
reported that 86% of nurses found their workplaces stressful and understaffed, 88%
said they were under-resourced at work, and 91% experienced heavy workloads
(Greenslade & Paddock, 2007).

In Canada, approximately 95% of the country’s land mass is rural and remote
(Fierlbeck, 2011). Registered nurses (RNs) provide care to approximately 6.6 million
 22

(21.7% of Canadians) individuals living in rural and remote areas (Canadian

Federation of Nurses Unions, 2013). However, the nature of nurses’ clinical practice
in rural, remote, and northern regions of the country is poorly understood (Stewart et
al., 2011). RNs are often overworked (Canadian Federation of Nurses Unions, 2013).
Moreover, if the health needs of Canadians continue to change based on current trends,
Canada will need an additional 60,000 full-time equivalent RNs by 2022 (Canadian
Nurses Association, 2012). However, little is known about the determinants of a
positive work environment in rural and northern settings (Penz, Stewart, D’Arcy, &
Morgan, 2008).

Regrettably, the constant under-supply of RNs, recruitment challenges, and low

retention rates limit northern and rural residents’ access to health services (Dotson et
al., 2011). Access to services may even be eliminated in communities that do not have
sufficient RNs to deliver health services, or residents may have to travel long
distances to receive care (e.g., oncology services).

As the Canadian workforce ages, the overall health of nurses may decline, challenging
the profession to adequately care for the health of the public. Today, Canadian nurses
are often 30 years or older when they graduate from nursing programs and begin their
nursing careers (Canadian Institute for Health Information, 2009). In 2009, most
nurses practicing in Canada were 40 to 59 years old; nurses in this age group
constitute 57.1% of the RN workforce in Canada (Canadian Institute for Health
Information, 2009). In 2011, the average age of a Canadian RN was 46 years
(Canadian Federation of Nurses Unions, 2013; Canadian Institute for Health
Information, 2013).

To date, research has focused largely on occupational stress (Malik, 2011; Opie et al.,
2010; Schonfeld & Farrell, 2010; Wu, Chi, Chen, Wang, & Jin, 2010), nurses’ health
(Hayes, Douglas, & Bonner, 2013; Smith, Fritschi, Reid, & Mustard, 2013), burnout
(Balevre, Cassells, & Buzaianu, 2012; Hanrahan, Aiken, McClaine, & Hanlon, 2010;
Jourdain & Chênevert, 2010), work-related injuries (Witkoski & Dickson, 2010), and
job satisfaction (Bourbonnais, Brisson, Malenfant, & Vezina, 2005; Eriksen, Tambs,
& Knardahl, 2006; Marchand, 2007), issues affecting the nursing shortage. It is clear
that nurses continually experience changes in their work roles and functions. A review
 23

of nurses’ quality of work life (QWL) should evaluate interventions to mitigate job
stress, increase QWL and decrease work absenteeism.

The aim of this review was to evaluate workplace interventions, associated with work
environments and QWL, targeting nurses’ occupational stress and burnout. An
examination of the current literature focused on nurses’ occupational stress followed
by a critical analysis of stress management interventions for nurses and their
implications for nurses’ QWL. Similarly, the authors present an overview of the
literature pertaining to nurses’ burnout, nurses’ work environments, and prevention
interventions.

4. Effects of Mindfulness-Based Stress Reduction on employees’

mental health: 2018

Math Janssen, Yvonne Heerkens, Wietske Kuijer, Beatrice van

der Heijden, Josephine Engels

Abstract

Objectives

The purpose of this exploratory study was to obtain greater insight into the effects of
Mindfulness-Based Stress Reduction (MBSR) and Mindfulness-Based Cognitive
Therapy (MBCT) on the mental health of employees.

Methods

Using PsycINFO, PubMed, and CINAHL, we performed a systematic review in

October 2015 of studies investigating the effects of MBSR and MBCT on various
aspects of employees’ mental health. Studies with a pre-post design (i.e., without a
control group) were excluded.

Results

24 articles were identified, describing 23 studies: 22 on the effects of MBSR and 1 on

the effects of MBSR in combination with some aspects of MBCT. Since no study
focused exclusively on MBCT, its effects are not described in this systematic review.
 24

Of the 23 studies, 2 were of high methodological quality, 15 were of medium quality

and 6 were of low quality. A meta-analysis was not performed due to the emergent
and relatively uncharted nature of the topic of investigation, the exploratory character
of this study, and the diversity of outcomes in the studies reviewed. Based on our
analysis, the strongest outcomes were reduced levels of emotional exhaustion (a
dimension of burnout), stress, psychological distress, depression, anxiety, and
occupational stress. Improvements were found in terms of mindfulness, personal
accomplishment (a dimension of burnout), (occupational) self-compassion, quality of
sleep, and relaxation.

Conclusion

The results of this systematic review suggest that MBSR may help to improve
psychological functioning in employees.

Citation: Janssen M, Heerkens Y, Kuijer W, van der Heijden B, Engels J (2018)

Effects of Mindfulness-Based Stress Reduction on employees’ mental health: A
systematic review. PLoS ONE 13(1): e0191332. doi:10.1371/journal.pone.0191332

Editor: Klaus Ebmeier, University of Oxford, UNITED KINGDOM

Received: March 10, 2017; Accepted: January 3, 2018; Published: January 24, 2018

Copyright: © 2018 Janssen et al. This is an open access article distributed under the
terms of the Creative Commons Attribution License, which permits unrestricted use,
distribution, and reproduction in any medium, provided the original author and source
are credited.

Data Availability: All relevant data are within the paper and its supporting
information files.

Funding: The research was funded by a grant of NWO, Dutch Organization for
Scientific Research (Den Haag, The Netherlands), File number: 023.007.051,
www.nwo.nl. MJ received the funding. The funder had no role in study design, data
collection and analysis, decision to publish, or preparation of the manuscript.

Competing interests: The authors have declared that no competing interests exist.
 25

5. Occupational stress in nursing: 21 December 2001

Andy Clegg

Abstract

The management and reduction of occupational stress are recognized as key factors in
promoting employee well-being. Nursing is one of the many disciplines contributing
to a huge body of research into the causes and effect of the ill-defined phenomenon of
occupational stress. This literature review considers the ontological contribution of a
number of disciplines to a growing body of knowledge on the subject of stress. The
paper examines the complex issue of stress management, highlighting the impact of
organizational culture and transformational leadership style on staff satisfaction levels.

6. The theory of preventive stress management: a 33-year review

and evaluation: 10 August 2011

M. Blake Hargrove, James Campbell Quick, Debra L. Nelson,

Jonathan D. Quick

Abstract

The theory of preventive stress management (TPSM) has contributed to theoretical

understanding, empirical exploration and organizational practices since its
introduction in 1979. This paper describes the theoretical concepts contained in the
theory, reviews the empirical findings based on the theory and outlines the
organizational practices associated with the application of the theory. Special
attention is given to the contribution of the three principal authors associated with the
theory as well as the work of their key collaborators. The impact of the theory is
evaluated and discussed. Opportunities for future research based on the TPSM are
offered. Copyright © 2011 John Wiley & Sons, Ltd.
 26

7. The Use of Yoga to Manage Stress and Burnout in Healthcare

Workers: 2017

Rosario Andrea Cocchiara, Margherita Peruzzo, Alice

Mannocci, Livia Ottolenghi, Paolo Villar, Antonella Polimeni,
Fabrizio Guerra and Giuseppe La Torre

Abstract

The purpose of this systematic review is to analyse and summarize the current
knowledge regarding the use of yoga to manage and prevent stress and burnout in
healthcare workers. In February 2017, a literature search was conducted using the
databases Medline (PubMed) and Scopus. Studies that addressed this topic were
included. Eleven articles met the inclusion criteria. Seven studies were clinical trials
that analysed yoga interventions and evaluated effectiveness by gauging stress levels,
sleep quality and quality of life. A study on Chinese nurses showed statistical
improvement in stress levels following a six-month yoga program (χ2 = 16.449; p <
0.001). A population of medical students showed improvement in self-regulation
values after an 11-week yoga program (from 3.49 to 3.58; p = 0.04) and in self-
compassion values (from 2.88 to 3.25; p = 0.04). Four of the included articles were
observational studies: They described the factors that cause stress in the work
environment and highlighted that healthcare workers believe it is possible to benefit
from improved physical, emotional and mental health related to yoga activity.
According to the literature, yoga appears to be effective in the management of stress
in healthcare workers, but it is necessary to implement methodologically relevant
studies to attribute significance to such evidence.
 27

8. Workplace interventions for common mental disorders: a

systematic meta-review: 01 December 2015

S. Joyce, M. Modini, H. Christensen, A. Mykletun, R. Bryant,

P. B. Mitchell and S. B. Harvey

Abstract

Depression and anxiety disorders are the leading cause of sickness absence and long-
term work incapacity in most developed countries. The present study aimed to carry
out a systematic meta-review examining the effectiveness of workplace mental health
interventions, defined as any intervention that a workplace may either initiate or
facilitate that aims to prevent, treat or rehabilitate a worker with a diagnosis of
depression, anxiety or both. Relevant reviews were identified via a detailed systematic
search of academic and grey literature databases. All articles were subjected to a
rigorous quality appraisal using the AMSTAR assessment. Of the 5179 articles
identified, 140 studies met the inclusion criteria, of which 20 were deemed to be of
moderate or high quality. Together, these reviews analyzed 481 primary research
studies. Moderate evidence was identified for two primary prevention interventions;
enhancing employee control and promoting physical activity. Stronger evidence was
found for CBT-based stress management although less evidence was found for other
secondary prevention interventions, such as counselling. Strong evidence was also
found against the routine use of debriefing following trauma. Tertiary interventions
with a specific focus on work, such as exposure therapy and CBT-based and problem-
focused return-to-work programmes, had a strong evidence base for improving
symptomology and a moderate evidence base for improving occupational outcomes.
Overall, these findings demonstrate there are empirically supported interventions that
workplaces can utilize to aid in the prevention of common mental illness as well as
facilitating the recovery of employees diagnosed with depression and/or anxiety.
 28

9. To Be or Not to Be (Stressed): The Critical Role of a

Psychologically Healthy Workplace in Effective Stress
Management: 15 October 2015

Matthew J. Grawitch, David W. Ballard, Kaitlyn R. Erb

Abstract

This article explains how key practices pertaining to the psychologically healthy
workplace can be used to develop a comprehensive approach to stress management in
contemporary organizations. Specifically, we demonstrate the ways in which
employee involvement, recognition, work–life balance, health and safety, and growth
and development practices can be used to assist in the reduction of work stress and the
proactive management of strain. Although many organizations strive to establish a
positive environment conducive to work and well-being, identifying where to begin
can often seem like a daunting task. Currently, many stress management efforts
emphasize individual-level interventions that are simply implemented alongside
existing organizational practices. We propose that a broader perspective allows for a
better understanding of the stress process, resulting in the ability to consider a wider
range of changes to organizational processes. Combining knowledge regarding
psychologically healthy workplace practices, stress management intervention levels
and the personal resource allocation framework, we present a comprehensive
framework for approaching workplace stress management, which can be tailored to
the unique needs of various organizations, departments and employees. By adopting
this broader perspective, we believe organizations can more strategically address
employee stress, resulting in more effective stress management and a profound impact
on stress-related outcomes. Copyright © 2014 John Wiley & Sons, Ltd.
 29

10. Organizational Level Stress Management Interventions: A

Review and Recommendations: 2014

John M. Ivancevich, Michael T. Matteson

ABSTRACT

The popular press has informed the public that stress can be efficiently managed with
a diverse array of techniques and programs. Unfortunately, these claims have not been
scientifically tested or evaluated. In fact, organizational based stress management
intervention programs which incorporated well designed evaluations have rarely even
been attempted. This paper provides a stress management framework and then
reviews the literature to determine what can be done to increase researcher interest
and dedication to scientifically designing, implementing, and evaluating
organizational level stress management intervention programs.

11. Critical Incident Stress Management (CISM): A Statistical

Review of the Literature

George S. Everly Jr., Raymond B. Flannery Jr. & Victoria A.

Eyler

Abstract

Crisis intervention has emerged over the last 50 years as a proven method for the
provision of urgent psychological support in the wake of a critical incident or
traumatic event. The history of crisis intervention is replete with singular, time-
limited interventions. As crisis intervention has evolved, more sophisticated multi-
component crisis intervention systems have emerged. As they have appeared in the
extant empirically-based literature, their results have proven promising. A previously
published paper narratively reviewed the Critical Incident Stress Management (CISM)
model of multi-component crisis intervention. The purpose of this paper was to offer a
statistical review of CISM as an integrated multi-component crisis intervention
system. Using the methodology of meta-analysis, a review of eight CISM
 30

investigations revealed a Cohen's d of 3.11. A fail-safe number of 792 was similarly

obtained.

12. A scoping review identifying the need for quality research on

the use of virtual reality in workplace settings for stress
management

Matthew Naylor, Brad Ridout, Andrew Campbell

Abstract

Workplace stress management is a growing problem that can have significant mental
health and financial impact for workers and their employers. There is a growing body
of evidence supporting the efficacy of Virtual Reality (VR) treatments for stress and
anxiety, however no reviews of VR to date have looked specifically into the use of
VR for this purpose in the workplace. This scoping review aimed to identify available
evidence in this environment (i.e., workplace) and investigate whether using VR
might reduce workplace stress levels. The academic databases, CINAHL, Medline,
Proquest, PsychINFO, PubMed, Scopus, and Web of Science, were searched using
terms focused on VR, stress or relaxation, and workplaces. Results from the articles
reviewed demonstrate a wide variety of study designs and techniques, with a general
indication that the interventions reduce stress. Commonalities, differences, and levels
of workplace focus are examined. Areas for future studies are highlighted, and the
importance of the unique contribution VR can make to stress management in the
workplace is identified as a gap in the research to be filled.
 31

13. A Systematic Review of the Job-stress Intervention Evaluation

Literature, 1990–2005: 19 Jul 2013

Anthony D. Lamontagne, Tessa Keegel, Amber M. Louie,

Aleck Ostry & Paul A. Landsbergis

Abstract

Ninety reports of systematic evaluations of job-stress interventions were rated in

terms of the degree of systems approach used. A high rating was defined as both
organizationally and individually focused, versus moderate (organizational only), and
low (individual only). Studies using high-rated approaches represent a growing
proportion of the job-stress intervention evaluation literature. Individual-focused, low-
rated approaches are effective at the individual level, favourably affecting individual-
level outcomes, but tend not to have favourable impacts at the organizational level.
Organizationally focused high- and moderate-rated approaches are beneficial at both
individual and organizational levels. Further measures are needed to foster the
dissemination and implementation of systems approaches to examining interventions
for job stress.

14. The role of workplace health promotion in addressing job

stress: 31 July 2006

Andrew Noblet, Anthony D. LaMontagne

Abstract

The enormous human and economic costs associated with occupational stress suggest
that initiatives designed to prevent and/or reduce employee stress should be high on
the agenda of workplace health promotion (WHP) programmes. Although employee
stress is often the target of WHP, reviews of job stress interventions suggest that the
common approach to combating job stress is to focus on the individual without due
consideration of the direct impacts of working conditions on health as well as the
effects of working conditions on employees' ability to adopt and sustain ‘healthy’
behaviours. The purpose of the first part of this paper is to highlight the criticisms of
 32

the individual approach to job stress and to examine the evidence for developing
strategies that combine both individual and organizational-directed interventions
(referred to as the comprehensive approach). There is a risk that WHP practitioners
may lose sight of the role that they can play in developing and implementing the
comprehensive approach, particularly in countries where occupational health and
safety authorities are placing much more emphasis on identifying and addressing
organizational sources of job stress. The aim of the second part of this paper is
therefore to provide a detailed description of what the comprehensive approach to
stress prevention/reduction looks like in practice and to examine the means by which
WHP can help develop initiatives that address both the sources and the symptoms of
job stress.

15. Critical incident stress management (CISM):

George S Everly Jr, Raymond B Flannery Jr, Jeffrey T

Mitchell

Abstract

Critical incident stress management (CISM) comprises a range of crisis intervention

services that usually include precrisis training, individual crisis counselling, group
debriefing, and post incident referral for primary and secondary victims. CISM is
utilized to address the aftermath of violent acts, and has evolved from earlier crisis
intervention and group psychological debriefing procedures. These approaches have
been used throughout the world, and CISM is emerging as a standard of care. This
article reviews the literature on crisis intervention, group debriefing, and CISM
interventions within a methodological context. Strengths and weaknesses of the
literature as a whole are presented. Implications of the findings are discussed.

******************************************************************
 33

CHAPTER 3

RESEARCH METHODOLOGY
 34

INTRODUCTION

Stress is a dynamic condition in which an individual is confronted with an

opportunity, demand or resource related to what the individual desires and
for w h i c h t h e o u t c o m e i s p e r c e i v e d t o b e b o t h u n c e r t a i n a n d
important.

Stress is not necessarily bad in and of itself. Although stress is typically

discussed in a negative content, it also has a positive value. It’s an
opportunity when it offers potential gain. Some individuals often use stress
positively to rise to the occasion and perform at or near their maximum. Similarly,
many professionals see the pressures of heavy workloads and deadlines as positive
challenges that enhance the quality of their work and the satisfaction they get from
their job.

Distress is the most c o m m o n l y r e f e r r e d t o t y p e o f s t r e s s h a v i n g

n e g a t i v e i m p l i c a t i o n s , w h e r e a s eustress is a positive form of stress usually
related to desirable events in person’s l i f e . B o t h c a n b e e q u a l l y t a x i n g o n
t h e b o d y , a n d a r e c u m u l a t i v e i n n a t u r e , depending on a person’s way
of adapting to a change that has caused it.

Stress management is the need of the hour. However hard we try to go

beyond a stress situation, life seems to find new ways of stressing us out
and plaguing us with anxiety attacks. Moreover, be it our anxiety, mind-body
exhaustion or our erring attitudes, we tend to overlook causes of stress and the
conditions triggered by those. In such unsettling moments we often forget that
stressors, if not escapable, are fairly manageable and treatable.

Like stress reaction relaxation responses and stress management techniques are some
of the body’s important response system. As a relaxation response, the body tries to
get back balance in its homeostasis. Some hormones released during fight or fight
situation, prompt the body to replace the lost carbohydrates and fats and restore the
energy level. The knotted nerves, tightened muscles and an exhausted mind crave for
looseness. Unfortunately, we don’t get relaxing and soothing situations without asking.
To be relaxed we have to strive to create such situations.
 35

This research is to carried out to study how much

s t r e s s e d t h e employees of the SSCCM are and how do their stress
affect their work-life, social-life, output etc. So, a sample of 50 employees are
selected from the institution for the research to find, stress among them.

OBJECTIVE OF THE STUDY

• Learn the basic physiological responses of the human beings to various

organizational, environmental and emotional stresses.
• Participants will have the ability to differentiate between normal healthy stress,
environmental stressors and emotional stressors both endogenous and reactive.
• Learn and practice various techniques of stress awareness, regulation of stress
responses and the cognitive behavioral methodology of stress management.
• Practice skills in developing tailored methodologies to address their unique
styles of reacting to stress, mitigating its effects and avoiding the development
of severe stress responses.
• Utilize effective relaxation and stress reduction techniques
• Identify the causes of unwanted stress and also recognize negative stress and
its symptoms
• It aims to find out the level of workers motivation.
• The study explores the views expressed by the respondents about the stress
and providing solutions in an attempt to solve and develop a better system.
• The findings of this study help the organization to implement the expectations
from the employees.
• It studies the existence or non-existence of stress among the employees in the
organization and identifies the factors which are contributing for stress.
 36

NEED OF THE STUDY:

This study and its solutions will bring the following benefits in the organization:

• Strong institutional culture

• Less sick days

• Employee retention and talent acquisition

• It shows care for the employees

• Strengthens relationship

• Enhances performance

• Improves communication

• Helps in betterment life

 37

FIELD STUDY

The researcher (myself) has conducted the study among the professors and office
level employees in SSCCM college. Since employees were operating, study on the
whole system could not be undertaken as a whole and is restricted in the unit of
college.

COLLECTION OF DATA

Primary data

Primary data was collected within the employees of SSCCM through survey i.e.,
Questionnaire.

Research design

The research designs undertaken for the study is descriptive one. The methodology
involved in this design is mostly qualitative in nature.

Types of study

• The present study is partly exploratory, partly descriptive and partly causal.
• It is exploratory because it is concerned with identifying the existence and
non-existence of stress.
• It is descriptive as it aims to describe the various internal and external factors
that contribute to stress.
• It is casual as it aims to analyse the causes for stress and the effect of stress in
the performance of the employees.
 38

Sample design

A sample of 50 employees is taken out of total population of 60 employees

(83.4 %), based on judgement sampling. The sample is selected in such a way
that it includes the employees of all ages, different designations from different
streams with distinct experience from various departments. Hence the sample
is representative of the population and an unbiased mix of all factors.

Sample size

Out of total population of 60 employees, a total of 50 employees belonging to

different units of SSCCM are selected for the questionnaire

Research Instrument

The research instrument used for the survey is a structured undisguised

questionnaire. The questionnaire has been framed in structures and
undisguised form with a total number of 15 questions. It has closed ended
questions. The information collected through personal interview is also being
used. Pre-testing was conducted to find if there were any discrepancies in the
questionnaire designed, necessary changes were made after designing the
questionnaire for which data was collected.

Diagrams used

• Pie charts
 39

Data analysis

To analyse and interpret the data collected following statistical methods i.e.
Percentage method

Percentage Method

The percentage method was extensively used for finding various details. It is used for
making comparison between two or more series of data. It can be generally calculated.

Percentage of employees is given by (Number of employees favourable/total

employees) x 100

LIMITATION OF THE STUDY

• The employees of different departments are not able to spent enough time.
• There is lack of sincerity from some of respondents in answering the
questionnaire.
• Time period of this study is also very short
• Sample size chosen is covered only a portion of the whole population.
• Discrimination in pay/salary structure
• More of centralized and formal organization structure

• Strict rules and regulations

• Lack of employees participation in decision-making

***************************************************
 40

QUESTIONNAIRE

The following questions were asked in Google Form to collect

Primary Data :

1) How often do you feel highly stressed from your job ? *

• Always
• Very often
• Sometimes
• Rarely
• Never

2) I work a manageable number of hours ? *

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

3) I have an appropriate amount of work assigned to me? *

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree

4) I get enough time for my hobbies? *

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree
 41

5) I have a good work life balance? *

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree

6) I am satisfied with the pace of my work? *

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree

7) I have what I need to perform well at work? *

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

8) How would you read the level of your job stress? *

• I don't experience stress from work

• Mild
• Moderate
• Severe
• Extreme

9) How long have you been experiencing stress from work? *

• Less than a month

• 1 - 3 month
 42

• 4 - 6 months
• 6 months - 1 year
• More than 1 year

10) Most of the stress are related to? *

• Work environment
• Supervision
• Work group
• Social injustice

11) Stress related to support? *

• Feeling work not valued

• Lack of management support
• Over competitive
• Incentive policy

12) Whom do you report/share if you have any problems in your work? *

• Superior
• Colleagues
• Functions head
• Head of HR department

13) To what level the management is effective in handling your stress

situation? *

• Completely
• To a certain extent
• To a satisfactory level
• Not at all

14) My line manager encourages me at work ? *

• Strongly disagree
• Disagree
• Neutral
 43

• Agree
• Strongly agree

15) My colleagues are willing to listen to my work related problems?*

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree

**********************************************
 44

CHAPTER - 4

DATA COLLECTION & ANALYSIS

 45

The project report shows the information of the level of stress which the
employees are facing. As the period of recession is going, the employee cut-off
and turnover ratios are found to be high. So, the workload for the existing
employees are tremendous. As a result, they are facing the problem of work
overload and thus they get stressed.

Primary Data Collection

For the purpose of Data Collection, a Questionnaire was served to 50 Employees

of SSCCM and the Analysis of the collected Responses was performed.

Below 30 years Between 30 and 40 Between 41 and 50 Above 50 years

years years

18 19 13 0
 46

Male Female

16 34

Teaching staff Non teaching staff

35 15
 47

Always Very often Sometimes Rarely Never

4 3 30 11 2

INTERPRETATION

From the diagram it is clear that 60% of the employees sometimes feel highly
stressed from their job, 22% of the employees rarely feel stressed, 8% of them
always feel stressed and around 12% very often feel stressed while
approximately 8% of the employees never feel stressed.
 48

Strongly Disagree Neutral Agree Strongly

disagree agree

7 7 15 11 10

INTERPRETATION

From the diagram it is clear that 14% of the employees strongly disagree that they
work manageable number of hours , 14% of the employees disagree that their
working hours is manageable, 30% of them are neutral to this, while 22%
employees agree that they work manageable no. of hours and 20% of them strongly
agree that their working hours is manageable.
 49

Strongly Disagree Neutral Agree Strongly

disagree Agree

5 2 9 23 11

INTERPRETATION

From the diagram it is clear that 10% of the employees strongly disagree that an
appropriate amount of work is assigned to them , 4% of the employees disagree that
an appropriate amount of work is assigned to them , 18% of them are neutral to this,
while 46% employees agree that an appropriate amount of work is assigned to them
and 22% of them strongly agree that an appropriate amount of work is assigned to
them.
 50

Strongly Disagree Neutral Agree Strongly

disagree agree

5 14 4 22 5

INTERPRETATION

From the diagram it is clear that 10% of the employees strongly disagree that they
get enough time for their hobbies , 28% of the employees disagree that they get
enough time for their hobbies , 8% of them are neutral to this, while 44% employees
agree that they get enough time for their hobbies and 10% of them strongly agree
that they get enough time for their hobbies.
 51

Strongly Disagree Neutral Agree Strongly

disagree agree

5 1 9 30 5

INTERPRETATION

From the diagram it is clear that 10% of the employees strongly disagree that they
have a good work life balance, 2% of the employees disagree that they have a good
work life balance, 18% of them are neutral to this, while 60% employees agree that
they have a good work life balance and 10% of them strongly agree that they have a
good work life balance.
 52

Strongly Disagree Neutral Agree Strongly

disagree agree

5 0 14 22 9

INTERPRETATION

From the diagram it is clear that 10% of the employees strongly disagree that they
are satisfied with the pace of their work, 28% of them are neutral to this, while 44%
employees agree that they are satisfied with the pace of their work and 18% of them
strongly agree that they are satisfied with the pace of their work.
 53

Strongly Disagree Neutral Agree Strongly

disagree agree

4 2 10 30 4

INTERPRETATION

From the diagram it is clear that 8% of the employees strongly disagree that they
have what they need to perform well at work, 4% of the employees disagree that they
have what they need to perform well at work, 20% of them are neutral to this, while
60% employees agree that they have what they need to perform well at work and 8%
of them strongly agree that they have what they need to perform well at work.
 54

I don't Mild Moderate Severe Extreme

experience
stress from
work

7 15 23 0 5

INTERPRETATION

From the diagram it is clear that 14% of the employees don’t experience stress from
work, 30% of the employees experience mild stress from work, 46% of them
experience moderate stress, while 10% employees claim that they experience
extreme stress from work.
 55

Less than a 1- 3 month 4 - 6 months 6 months- More than

month 1year 1 year

27 8 7 2 6

INTERPRETATION

From the diagram it is clear that 54% of the employees experience stress from work
for less than a month, 16% of the employees experience stress from work for 1 - 3
months, 14% of them experience stress from work for 4 - 6 months, 4% of the
employees experience stress from work for 6 months - 1 year, while 12% employees
claim that they experience stress from work for more than 1 year.
 56

Work Supervision Work group Social injustice

environment

22 9 8 11

INTERPRETATION

From the diagram it is clear that 44% of the employees experience stress from work
environment, 18% of the employees experience stress from supervision, 16% of
them experience stress from work group, while 22% employees claim that they
experience stress from work due to social injustice.
 57

Feeling work not Lack of Over competitive Incentive policy

valued management
support

22 6 3 19

INTERPRETATION

From the diagram it is clear that 44% of the employees experience stress due to the
feeling of work not valued, 12% of the employees experience stress due to lack of
management support, 6% of them experience stress from work due to over
competitive environment, while 38% employees claim that they experience stress
from work due to incentive policies.
 58

Superior Colleagues Functions head Head of HR

department

25 14 10 1

INTERPRETATION

From the diagram it is clear that 50% of the employees report/share their problems in
work with their superior, 28% of the employees report/share their problems in work
with their colleagues, 20% of the employees report/share their problems in work with
their functions head, while 2% of the employees report/share their problems in work
with the head of HR department.
 59

Completely To a certain To a satisfactory Not at all

extent level

12 13 15 10

INTERPRETATION

From the diagram it is clear that 24% of the employees find that the management is
effective in handling the stress situation completely, 26% of the employees find that
the management is effective in handling the stress situation to a certain extend, 30%
of the employees find that the management is effective in handling the stress situation
to a satisfactory level, while 20% of the employees find that the management is not
at all effective in handling the stress situation.
 60

Strongly Disagree Neutral Agree Strongly

disagree agree

5 2 14 20 9

INTERPRETATION

From the diagram it is clear that 10% of the employees strongly disagree that their
line manager encourages them at work, 4% of the employees disagree that their line
manager encourages them at work, 28% of the employees are neutral to the
encouragement of the line manager at work. 40% of the employees agree that their
line manager encourages them at work, while 18% of the employees strongly agree
that their line manager encourages them at work.
 61

Strongly Disagree Neutral Agree Strongly

disagree agree

2 1 4 30 13

INTERPRETATION

From the diagram it is clear that 4% of the employees strongly disagree that their
colleagues are willing to listen to their work related problem, 2% of the employees
disagree that their colleagues are willing to listen to their work related problem, 8%
of the employees are neutral to the fact that their colleagues are willing to listen to
their work related problem. 60% of the employees agree that their colleagues are
willing to listen to their work related problem, while 26% of the employees strongly
agree that their colleagues are willing to listen to their work related problem.

Employees opinion about how to reduce stress

This project consists of information about the employees undergoing stress,

who are working in SSCCM. So considering this factor, this topic becomes one of
th e mos t im p orta n t pa rt of the pr o ject , as it co n s i st s of the opi n i o n
 62

of the em pl oyee s w h o work in educational organizations. In

s h o r t , i t w a s a d i r e c t i n t e r v i e w o f t h e e m p l o y e e s who gave their
opinion about how to reduce stress. The response of employees in the
major educational institutions of Bhavnagar was mar v e l lo u s an d the y
have gi ve n th ei r valuable opinion about reducing stress. So, the opinion if the
employees were as follows:

 Just smile away.
 Believe in yourself and do what your heart says
 Talking to family members - Watching TV or listening good music - Going
for a walk or long drive
 Be a little Spiritual
 Respect yourself and give yourself some time.
 Working in a positive environment, welfare lot of positive attitude.
 We should do such activities from which we get happiness and also make
others happy. Spend some time with your close friends and relatives.
 Play games or else indulge in some hobby.
 Let Yoga and exercise be a part of our daily routine.

There are institutions were light instrumental music are been played during Recess
and Leisure time so that the employees can relieve their stress. Some institutions
conduct Seminars on Stress Management while some have Yoga and Aerobic
Sessions. This are some of the positive things which are seen in the organizations that
care for their employees.This in turn will help the organizations to boost up their
productivity.
From the certain sample of employees selected for the research, only very few
employees have their opinion on how to reduce stress. So we understand how
overloaded and stressed out the employees are.

 63

Research Flowchart

Que st i on nai re res ea rc h des i g n pr oce ed s in an or derl y and sp e ci fi c

manner. Each item in the flow chart depends upon the successful completion of all the
previous items. Therefore, it is important not to skip a single step. Notice that
there are two feedback loops in the flow chart to allow
r e v i s i o n t o t h e m e t h o d o l o g y instruments.

 Design Methodology

 Determine Feasibility

 Develop Instrument

 Select Sample

 Conduct Pilot Test

 Revise Instrument

 Conduct Research

 Analyse Data

 Prepare Report
 64

Time Considerations

Many researchers underestimate the time required to complete a research project.The

following form may be used as an initial checklist in developing time estimate .Things
almost always take longer time than we think we should.

This checklist contains two time estimates for each task.The first one is your best
estimate of actual number of hours required to complete the task.The second one is
the amount of time that will pass until the task is completed. Sometimes these are the
same and sometimes they are different.
To arrive at our final time estimates add the individual estimates.The hours estimate is
used for budget planning and the duration estimate is used to develop a project time
line.

Limitation of the survey

 The questionnaires were filled by 50 employees working in SSCCM. So the

scope of sample findings was less.
 The questionnaire was filled by 50 employees of different designations, age
group and gender. So the point of view of employees differ as per their
designations, age and gender.
 The employees who have filled the questionnaires have enough workload so,
some of the questionnaires filled by the employees who are in stress cannot be
called reasonable.
 The responses of the employees cannot be accurate as the problem of language
and understanding arises.
 Many a times the employees may not be really conscious or may not be bothered
about the questionnaire. This may create a problem in the research 


 65

Advantages of written questionnaires


 Questionnaires are very cost effective when compared to face to face
interviews. This is especially true for studies involving large sample
sizes and large geographic areas. Written questionnaires become even
more cost effective as the number of research questions increases.
 Questionnaires are easy to analyse. Data entry and tabulation for nearly
all surveys can be easily done with many computer software packages.
 Questionnaires are familiar to most people. Nearly everyone had some experience
completing questionnaires and they generally do not make people apprehensive.
 Questionnaires reduce bias. There is uniform question presentation and no
middlemen bias.The researchers own opinions will not influence the respondent
to answer the question in a certain manner.There are no verbal or visual clues to
influence the respondent.
 Questionnaires are less intrusive than telephone or face to face surveys. When a
respondent receives a questionnaire in the mail, he is free to complete the
questionnaire on his own time table. Unlike in other research methods the
respondent is not interrupted by the research instrument.

Disadvantages of written questionnaires


 One major disadvantage of written questionnaires is the possibility of low
response rates. Low response is the curse of statistical analysis. It can
dramatically lower our confidence in the results. Response rates vary widely from
one questionnaire to another however well designed studies consistently produce
high response rates.
 Another disadvantage of questionnaire is the inability to prove responses.
Questionnaires are structured instruments. They allow little flexibility to the
respondent with respect to response format. In essence, they often loose the flavor
of response. By allowing frequent space for comments the researcher can
 66

partially overcome this disadvantage. Comments are among the most helpful of
all the information on the questionnaire and they usually provide insightful
information that would have otherwise been lost.
 Nearly 90% of all communication is visual. Gestures and other visual cues are not
available with written questionnaires. The lack of personal contact will have
different effects depending on the type of information being requested. A
questionnaire requesting factual information will probably not be affected by the
lack of personal contact. A questionnaire probing sensitive issues or attitudes will
be severely affected.
 When returned questionnaires arrived in the mail. Its natural to assume that the
respondent is the same person you sent the questionnaire to.This may not actually
be the case. Many times business questionnaires get handed to other employees
for completion. Housewives, sometimes respond for their husbands. Kids respond
as a prank. For a variety of reasons the respondent may not be who you think it is
It is a confounding error inherent in questionnaires.
 Finally questionnaire are simply not suited for some people. For example a
written survey to a group of poorly educated people might not work because of
reading skill problems. More frequently people are turned off by written
questionnaires because of misuse.

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67
 68

FINDINGS

It is analyzed from the questionnaire filled by the employees that :

(i) 20% of the employees feel highly stressed from their job while 60% feel stressed
sometimes.

(ii) 28% of the employees feel stressed because they find the number of working
hours, not manageable.

(iii) The reason for stress for some 14% employees is, inappropriate amount of work
assigned to them.

(iv) 38% of the employees feel they don’t get enough time for their hobbies. Hobbies
are stress busters.

(v) 12% of the employees feel they don’t have a work life balance. Work-life balance
helps in maintaining both physical and mental health.

(vi) The reason for stress for some 10% employees is, they are not satisfied with their
pace of work.

(vii) 12% of the employees firmly disagree to the fact that they have what they need
to perform well at work.

(viii) The level of stress experienced by 10% employees is extreme while around 46%
employees experience moderate level stress.

(ix) Unfortunately 23% employees are experiencing stress from work, for longer
duration of time, which can have negative impact on health.

(x) 44% employees find work environment and 22% employees find social injustice,
the main reason for their stress.

(xi) 44% employees feel ‘their work is not valued’ and 38% employees find
inappropriate incentive policies, the reasons for their stress.

(xii) 50% employees share their work related problems with their Superiors while
28% employees share it with their colleagues.
 69

(xiii) Unfortunately 28% employees feel that the management is not effective in
handling their stress related situations while 26% find that the management is
effective in this matter only to a certain extent.

(xiv) 14% of the respondent employees find lack of encouragement from their Line
manager, very discouraging.

(xv) 6% employees find their colleagues non-supportive because they don’t listen to
the former's work related problems.

To sum up

 Most of the respondent fall under low stress category.

 There is insignificant relationship between stress and demography factors i.e. age,
experience and designation.

 Some dimensions of personal policies and practices of the organization have

contributed to stress among employees.

 Respondents feel that if the work load is manageable, stress will automatically
reduce.

 There is no significant difference of stress among employees working in different

departments.

 Those who experience stress for longer time need immediate help.

 Appropriate incentive policies, appreciation for good work, support from

superiors and colleagues, positive work environment, social justice, a little time
for some hobbies etc.can become great measures to control and eliminate stress to
a good extend.

 The institution should take stress management very seriously as it’s the need of
the hour.
 70

SUGGESTIONS

A small percentage of the employees did have high stress. Person facing stress at the
organizational level has of lot of psychological problems in the form of decreased
motivation, absenteeism, low productivity, targets not being achieved etc. As a
remedy for the above said employees facing stress, they are advised to attend stress
management courses which will help them to build coping strategies and they will get
relief from their stress. The stress management course comprises of a package
program consisting of :

 Relaxation

 Positive outlook towards work

 Self analysis through personality type tests

 Interpersonal skill development

 Protection yoga cum meditation

 Time management

 Since T&D, job related factors, performance appraisal and job satisfaction
were usually perceived stressful by the employees the employees should be
counseled regarded the matter

 At the individual level, the employees could practice a relaxing holiday every
fort-night or month.

 Realize that excessive use of tea/coffee or any other addiction is not an

answer to stress

 Try to get 6-7 hrs of continuous sleep per day

 71

CONCLUSION

The present study was conducted at SSCCM, Bhavnagar. The aim was to find the
stress levels among the employees and to find a solution in controlling and combating
it. This was done using a detailed questionnaire. The study revealed that most of the
employees fall under low stress category while only a small percentage is highly
stressed and needed help to overcome it.

At the end of the study we can conclude that though there are signs of stress among
the employees and such stress is affecting their behaviors, it can be controlled and
reduced effectively.

This can be done by giving counseling and incorporating the suggestions, given above,
by stressed employees, at individual and organizational level.

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 72

CHAPTER - 6

BIBLIOGRAPHY
 73

Ch-1 Introduction

1.https://www.uakron.edu/armyrotc/MS1/14.pdf - General Introduction

2.https://www.ssccm.ac.in/view/ - College Introduction

Ch-2 Literature Review

1. https://aps.onlinelibrary.wiley.com/doi/abs/10.1080/00050060310001707167 - The
UK Perspective: A Review of Research on Organisational Stress Management
Interventions
2.https://psycnet.apa.org/record/2017-04773-001 - Managing employee stress and
wellness in the new millennium

3.https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=Occupational+Stress
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4.https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=4.+Effects+of+Mindf
ulness-
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6.https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=+The+theory+of+pre
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 75

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12.https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=A+scoping+review
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