THE CITY COLLEGE, GWALIOR (M.P.

Department of Management

Project Report On
Stress Management Among Bank Employees
During The Academic Session 2008-2010 In partial fulfillment of requirement for the award of the degree Of

Masters Of Business Administration

onferred !"#

Punjab Technical University, Jalandhar

Submitted To: Lt. Col. (Retd.) Kuldeep Mallick Academic The City co ege! "#a ior +C Code: (')

Submitted By: AKA K!HA !ETH Director

M.B.A. (H.R. & Marketing)

Ro $o: %&'(')'*(

THE CITY COLLEGE, GWALIOR (M.P.)

CERTIFICATE
Department of Management
Th s s to cert fy that the project report ent tle! of

"Stress Management Among Bank Employees#

Su$mitted $" Akanksha Seth In partial fulfillment of requirement for the award of the degree Of

Masters Of Business Administration conferred by

Punjab Technical University of Jalandhar
During The Academic Session 2008-2010 is the presentation of the wor% done $" her under m" guidance and super&ision 'nder the (uidance of )rs* )oni%a Sa+ena ,Dept* of )anagementSubmitted To: Lt. Col. (Retd.) Kuldeep Mallick Director Academic The City co ege! "#a ior C"ai#$a%
Mr. Bharat ,ha-ar

ACKNOWLEDGEMENT
2

To carry out this research work I have got the help from my parents who have given full support to carry out this research work. They are the one who motivated and helped for the completion of this project report. Further, I would like to thank Mr. Kaushal Sharma !ranch Manager, "#F$ !ank, $ity $entre, %walior& and their employees who have given full supported and co operated with me to carry out this research work. !ranch Manager of '(IS )ank and their employees who have helped me for the project work )y filling the *uestionnaire. Then I would like to thank Mrs. Monika Sa+ena ,ecturer #epartment of Management, The $ity $ollege who guided me in the completion of the project successfully.
-ith .egards,

'kanksha Seth

Preface
The study of human resource management is one of the major criteria in the "ealth care and corporate sector. "uman resource is the heart of the organi/ation. !y this research project we will )e a)le to know to reduce the stress level of the employees working in the )ank. !y this way the performance of the employee increases. 0ow a day the corporate sector is )ooming in a high speed that the people have to work for prolonged hours to maintain the standard of living and achieve their )asic needs. So is the condition in the hospitals, colleges, !123s and lots of other places. In spit of having the modern technologies and facilities, people are feeling themselves to )e work loaded and stressed. Stress arises )ecause of many reasons which are discussed in the following project. The project report also contain techni*ues how to reduce the stress and overcome such pro)lems. To identify the level of stress among the people who work I have tried to survey the people working in hospitals, )anks and other industries as well as institutes. Stress arises )ecause of unfulfilled wants, lack of jo) satisfaction etc. )efore starting the topic of stress4 let3s first understand the importance of human resource.

Executive Summery
This project gives us a detailed idea of what is stress and also the definition of stress is )een defined. For more detailed study the types of the stress is also defined. !y looking at the starting of the project you will find5 o Introduction to "uman resource o Introduction and #efinition of stress o Stress in )iological terms o -hat is stress6 o $oping with stress at work place. o Stress management o -orkplace stress o .educing of stress. 'fter the theoretical part I have included the research part. My research work includes one *uestionnaire. o Stress analysis 7uestionnaire My research includes the research methodology which contains the information as follows5 o .esearch o)jectives o Sampling types and methods of sampling& o .esearch instrument o #ata analysis and interpretation o 8mployee3s opinion to reduce stress. o .esearch flowchart o Time consideration o ,imitation of survey o 'dvantages and disadvantages of written *uestionnaire o Finding

INDEX
No Conce!tua" #rame$or%
9.9 9.; 9.;.9 9.;.; 9.;.= 9.;.> 9.;.? 9.;.@ 9.;.: Introduction to ". $oncept of stress Introduction to stress Stress in !iological terms -hat is stress $oping with stress at workplace Stress Management .educe your stress -orkplace stress

Content

Page no &
: < < 9; 9; 9> 9@ ;A ;;

'
;.9 ;.; ;.= ;.> ;.? ;.@ ;.: ;.B ;.B.9 ;.B.; ;.<

(e)earc* Met*o+o"ogy
.esearch o)jective Sampling .esearch instrument #ata analysis and interpretation 8mployees opinion a)out how to reduce stress .esearch flowchart Time consideration ,imitation of the survey 'dvantages of -ritten 7uestionnaires #isadvantages of -ritten 7uestionnaires Findings

',
;? ;@ ;B ;< =< >A >9 >; >; >= >?

.i/"iogra!*y Annexure

0& 01

1. CONCEPTUAL FRAMEWORK
6

2 3 4 INT(OD5CTION TO 6(

"uman .esource Management is an art of managing people at work in such a manner that they give their )est to the organi/ation. In simple word human resource management refers to the *uantitative aspects of employees working in an organi/ation. "uman .esource Management is also a management function concerned with hiring, motivating, and maintains people in an organi/ation. It focuses on people in organi/ation. 2rgani/ations are not mere )ricks, mortar, machineries or inventories. They are people. It is the staff who manages organi/ations. ".M involves the application of management functions and principles. The functions and principles are applied to ac*uisitioning, developing, maintain, and remunerating employees in organi/ations. #ecisions relating to employees must )e integrated. #ecision on different aspect of employees must )e consistent with other human resource decisions. #ecision made must influence the effectiveness of organi/ation. 8ffectiveness of an organi/ation must result in )etterment of services to customers in the form of highC*uality product supplied at reasona)le costs. ".M function s is not confined to )usiness esta)lishment only. They are applica)le to nonC)usiness organi/ations, too such as education, health care, recreation etc. The scope of ".M is indeed vast. 'll major activities in the working life of his or her entry into an organi/ation until he or she leavesCcome under the previews of ".M.specifically, the activities included are ". planning, jo) analysis and )e sign, recruitment and selection, orientation and placement, training and development, performance appraisal and jo) evaluation, employee and e+ecutive remuneration, motivation and communication, welfare, safety and health, industrial relations and the like. ".M is a )road concept 1ersonnel management and human resource development is a part of ".M. !efore we define D"uman .esource ManagementE, it seems good to first define heterogeneous in the sense that they differ in personality, perception, emotions, values, attitudes, motives, and modes of thoughts.

"uman resource management plays an important role in the development process of modern economy. In fact it is said that all the development comes from the human mind. D "uman goals.E .esource Management is a process of producing development,

maintaining and controlling human resources for effective achievement of organi/ation

2 3'4 CONCEPT O# ST(ESS

2 3'3 4 INT(OD5CTION TO ST(ESS
8

' lot of research has )een conducted into stress over the last hundred years. Some of the theories )ehind it are now settled and accepted4 others are still )eing researched and de)ated. #uring this time, there seems to have )een something approaching open warfare )etween competing theories and definitions5 Fiews have )een passionately held and aggressively defended. -hat complicates this is that intuitively we all feel that we know what stress is, as it is something we have all e+perienced.

De7inition8
"ans Selye was one of the founding fathers of stress research. "is view in 9<?@ was that Dstress is not necessarily something )ad G it all depends on how you take it. The stress of e+hilarating, creative successful work is )eneficial, while that of failure, humiliation or infection is detrimental.E Selye )elieved that the )iochemical effects of stress would )e e+perienced irrespective of whether the situation was positive or negative. Since then, a great deal of further research has )een conducted, and ideas have moved on. Stress is now viewed as a H)ad thingH, with a range of harmful )iochemical and longC term effects. These effects have rarely )een o)served in positive situations. The most commonly accepted definition of stress mainly attri)uted to .ichard S ,a/arus& is that )tre)) i) a con+ition or 7ee"ing ex!erience+ $*en a !er)on !erceive) t*at 9+eman+) excee+ t*e !er)ona" an+ )ocia" re)ource) t*e in+ivi+ua" i) a/"e to mo/i"i:e3; In short, itIs what we feel when we think weIve lost control of events. This is the main definition used )y this section of Mind Tools, although we also recogni/e that there is an intertwined instinctive stress response to une+pected events. The stress response inside us is therefore part instinct and part to do with the way we think. The types of stress are as follows Mec*anica"

Stress physics&, the average amount of force e+erted per unit area. Jield stress, the stress at which a material )egins to deform plastically. $ompressive stress, the stress applied to materials resulting in their compaction.

.io"ogica"

Stress )iological&, physiological or psychological stress4 some types include5 9

o o o

$hronic stress, persistent stress which can lead to illness and mental disorder 8ustress, positive stress that can lead to improved longCterm functioning -orkplace stress, stress caused )y employment

Mu)ic

'ccent music&. Stress )and&, an early IBAs melodic rock )and from San #iego. Stress punk )and&, an early IBAs punk rock )and from 'thens. Stress 0eoC1sychedelic )and&, from the late 9<BAIs. Stress, a song )y the French )and Kustice on their de)ut al)um

Ot*er

Stress game&, card game Stress linguistics&, phonological use of prominence in language

Stre)) 2!*y)ic)4< t*e average amount o7 7orce exerte+ !er unit area3 Stre)) is a measure of the average amount of force e+erted per unit area. It is a measure of the intensity of the total internal forces acting within a )ody across imaginary internal surfaces, as a reaction to e+ternal applied forces and )ody forces. It was introduced into the theory of elasticity )y $auchy around 9B;;. Stress is a concept that is )ased on the concept of continuum. In general, stress is e+pressed as

-here Is the average stress, also called engineering or nomina" )tre)), and Is the force acting over the area .

C*ronic Stre))

10

C*ronic )tre)) is stress that lasts a long time or occurs fre*uently. $hronic stress is potentially damaging. Symptoms of chronic stress can )e5

upset stomach headache )ackache insomnia an+iety depression anger

In the most severe cases it can lead to panic attacks or a panic disorder. There are a variety of methods to control chronic stress, including e+ercise, healthy diet, stress management, rela+ation techni*ues, ade*uate rest, and rela+ing ho))ies. 8nsuring a healthy diet containing magnesium may help control or eliminate stress, in those individuals with lower levels of magnesium or those who have a magnesium deficiency. $hronic stress can also lead to a magnesium deficiency, which can )e a factor in continued chronic stress, and a whole host of other negative medical conditions caused )y a magnesium deficiency. It has )een discovered that there is a huge upsurge in the num)er of people who suffer from this condition. ' very large num)er of these new cases suffer from insomnia. In a review of the scientific literature on the relationship )etween stress and disease, the authors found that stress plays a role in triggering or worsening depression and cardiovascular disease and in speeding the progression of "IFL'I#S.

11

2 3'3'4 Stre)) in .io"ogica" term)8

Stre)) is a )iological term which refers to the conse*uences of the failure of a human or animal )ody to respond appropriately to emotional or physical threats to the organism, whether actual or imagined. It includes a state of alarm and adrenaline production, shortCterm resistance as a coping mechanism, and e+haustion. It refers to the ina)ility of a human or animal )ody to respond. $ommon stress symptoms include irrita)ility, muscular tension, ina)ility to concentrate and a variety of physical reactions, such as headaches and accelerated heart rate. The term HstressH was first used )y the endocrinologist "ans Selye in the 9<=As to identify physiological responses in la)oratory animals. "e later )roadened and populari/ed the concept to include the perceptions and responses of humans trying to adapt to the challenges of everyday life. In SelyeIs terminology, HstressH refers to the reaction of the organism, and HstressorH to the perceived threat. Stress in certain circumstances may )e e+perienced positively. 8ustress, for e+ample, can )e an adaptive response prompting the activation of internal resources to meet challenges and achieve goals. The term is commonly used )y laypersons in a metaphorical rather than literal or )iological sense, as a catchCall for any perceived difficulties in life. It also )ecame a euphemism, a way of referring to pro)lems and eliciting sympathy without )eing e+plicitly confessional, just Hstressed outH. It covers a huge range of phenomena from mild irritation to the kind of severe pro)lems that might result in a real )reakdown of health. In popular usage almost any event or situation )etween these e+tremes could )e descri)ed as stressful.

2 3'3-4 $*at i) Stre))=

Stress refers to the strain from the conflict )etween our e+ternal environment and us, leading to emotional and physical pressure. In our fast paced world, it is impossi)le to live without stress, whether you are a student or a working adult. There is )oth positive and negative stress, depending on each individual3s uni*ue perception of the tension )etween the two forces. 0ot all stress is )ad. For e+ample, positive stress, also known as eustress, can help an individual to function at optimal effectiveness and efficiency. "ence, it is evident that some form of positive stress can add more color and vi)rancy to our lives. The presence of a deadline, for e+ample, can push us to make the most of our time and produce greater efficiency. It is important to keep this in mind, as stress management refers to using stress to our advantage, and not on eradicating the presence of stress in our lives. 2n the other hand, negative stress can result in mental and physical strain. The individual will e+perience symptoms such as tensions, headaches, irrita)ility and in e+treme cases, heart palpitations. "ence, whilst some stress may )e seen as a motivating force, it is important to manage stress levels so that it does not have an adverse impact on your health and relationships. 1art of managing your stress levels include learning a)out how stress can affect you emotionally and physically, as well as how to identify if you are performing at your optimal stress level 2S,&

12

or if you are e+periencing negative stress. This knowledge will help you to identify when you need to take a )reak, or perhaps seek professional help. It is also your first step towards developing techni*ues to managing your stress levels. Modern day stresses can take the form of monetary needs, or emotional frictions. $ompetition at work and an increased workload can also cause greater levels of stress. "ow do you identify if you are suffering from e+cessive stress6 1sychological symptoms commonly e+perienced include insomnia, headaches and an ina)ility to focus. 1hysical symptoms take the form of heart palpitations, )reathlessness, e+cessive sweating and stomachaches. -hat causes stress6 There are many different causes of stress, and that which causes stress is also known as a stressor. $ommon lifestyle stressors include performance, threat, and )ereavement stressors, to name a few. 1erformance stressors are triggered when an individual is placed in a situation where he feels a need to e+cel. This could )e during performance appraisals, lunch with the )oss, or giving a speech. Threat stressors are usually when the current situation poses a dangerous threat, such as an economic downturn, or from an accident. ,astly, )ereavement stressors occur when there is a sense of loss such as the death of a loved one, or a pri/ed possession. Thus, there are various stressors, and even more varied methods and techni*ues of dealing with stress and turning it to our advantages. In order to do so, we must learn to tell when we have crossed the line from positive to negative stress.

Goo+ )tre)) v>) .a+ )tre))8

Stress has often )een misunderstood to )e negative, with few people acknowledging the importance and usefulness of positive stress. In our everyday lives, stress is everywhere and definitely unavoida)le4 hence our emphasis should )e on differentiating )etween what is good stress, and what is )ad. This will help us to learn to cope with negative stress, and harness the power of positive stress to help us achieve more. There are > main categories of stress, namely eustress, distress, hyper stress and hypo stress. 0egative stress can cause many physical and psychological pro)lems, whilst positive stress can )e very helpful for us. "ere3s how we differentiate )etween them. Eu)tre))8 this is a positive form of stress, which prepares your mind and )ody for the imminent challenges that it has perceived. 8ustress is a natural physical reaction )y your )ody which increases )lood flow to your muscles, resulting in a higher heart rate. 'thletes )efore a competition or perhaps a manager )efore a major presentation would do well with eustress, allowing them to derive the inspiration and strength that is needed.

Di)tre)) -e are familiar with this word, and know that it is a negative form of stress. This occurs when the

13

mind and )ody is una)le to cope with changes, and usually occurs when there are deviations from the norm. They can )e categori/ed into acute stress and chronic stress. 'cute stress is intense, )ut does not last for long. 2n the other hand, chronic stress persists over a long period of time. Trigger events for distress can )e a change in jo) scope or routine that the person is una)le to handle or cope with.

6y!er )tre)) This is another form of negative stress that occurs when the individual is una)le to cope with the workload. 8+amples include highly stressful jo)s, which re*uire longer working hours than the individual can handle. If you suspect that you are suffering from hyper stress, you are likely to have sudden emotional )reakdowns over insignificant issues, the prover)ial straws that )roke the camel3s )ack. It is important for you to recogni/e that your )ody needs a )reak, or you may end up with severe and chronic physical and psychological reactions.

6y!o )tre)) ,astly, hypo stress occurs when a person has nothing to do with his time and feels constantly )ored and unmotivated. This is due to an insufficient amount of stress4 hence some stress is inevita)le and helpful to us. $ompanies should avoid having workers who e+perience hypo stress as this will cause productivity and mindfulness to fall. If the jo) scope is )oring and repetitive, it would )e a good idea to implement some form of jo) rotation so that there is always something new to learn. The types of stress are named as eustress and distress. Di)tre)) is the most commonlyC referred to type of stress, having negative implications, whereas eu)tre)) is a positive form of stress, usually related to desira)le events in personIs life. !oth can )e e*ually ta+ing on the )ody, and are cumulative in nature, depending on a personIs way of adapting to a change that has caused it.

2 3'304 Co!ing $it* Stre)) at Wor% !"ace

-ith the rapid advancement of technology, the stresses faced at work have also increased. Many people dread going to work, hence the term DMonday !luesE. -hat is the reason for this6 There is partly the fear from )eing retrenched in )ad times, leading to greater jo) insecurity on the part of those who remain. Mndou)tedly, occupational stress is one of the most commonly cited stressors faced )y people all over the world. Stress refers to the pressure and reactions to our environment which results in psychological and physical reactions. -hilst some stress is good for motivation and increasing efficiency, too much stress can result in negative impacts such as reduced effectiveness and efficiency. More and more people are feeling isolated and disrespected at work, and this has led to greater

14

occupational stress. Many companies have taken to consulting e+perts and professionals on ways to increase connectedness and motivation of their employees. Some companies organi/e parties and make their employees feel valued at work. These are measures to motivate employees and help them to feel secure at their jo)s, translating into greater productivity. "owever, not all companies have such measures in place, and some have not gotten it *uite right. "ence, it is up to you to make sure that you can cope with stress at your workplace, and use it to help you work )etter. "ere are = simple steps to help you with coping with stress in the workplace. Ste! 8 (ai)ing A$arene)) "elp yourself to identify when you are facing rising levels of stress, tipping the scales from positive to negative. This is important, as )eing a)le to identify signs of )eing stressed can help you to take steps to ensure that your overall *uality of life does not drop. If left unacknowledged, the pro)lem will only snow)all, leading to disastrous conse*uences to your health and overall well)eing. Jou can identify if you are feeling stressed )y checking if you have any physical or psychological reactions, such as e+cessive sweating or heart palpitations, or the onset of headaches, irrita)ility or the need to escape. If you e+perience any of these reactions, identify if you are feeling any overwhelming negative emotions, and if you are constantly worried. Ste! '8 I+enti7y t*e Cau)e Jou need to )e a)le to analy/e the situation and identify what is causing the rise in stress. These stressors can )e e+ternal and internal. 8+ternal stressors refer to things )eyond your control, such as the environment or your colleagues at work. Internal stressors refer to your own thinking and attitude. 2ften, we only start reacting to stress when a com)ination of stressors working together e+ceeds our a)ility to cope. Keep a diary or a list of events that have caused you to feel strong negative emotions, or that are likely stressors. This will help you to identify the causes of your stress. -hilst it is not always possi)le to eradicate them, we can change the way that we cope with it. Ste! -8 Co!ing $it* Stre)) In order to deal with the situation that is causing you stress, you need to calm your mind and )ody so as to stave off the reactions and cope with it in a positive way. This can )e through different methods, such as taking time off. If a situation is triggering your stress and you are una)le to calm down, remove yourself from it. %o outside and take a walk to calm down. 'lternatively, you can try implementing rela+ation techni*ues such as deep )reathing. If it is an internal stressor, stop your thought process until you are a)le to deal with it logically. The key to making these = steps work for you is to practice them. These are not instantaneous solutions, and you need to condition your mind and practice them so that you can implement it when you are feeling stressed.

15

2 3'3,4 Stre)) Management

Stress management is the need of the hour. "owever hard we try to go )eyond a stress situation, life seems to find new ways of stressing us out and plaguing us with an+iety attacks. Moreover, )e it our an+iety, mindC)ody e+haustion or our erring attitudes, we tend to overlook causes of stress and the conditions triggered )y those. In such unsettling moments we often forget that stressors, if not escapa)le, are fairly managea)le and treata)le. Stress, either *uick or constant, can induce risky )odyCmind disorders. Immediate disorders such as di//y spells, an+iety attacks, tension, sleeplessness, nervousness and muscle cramps can all result in chronic health pro)lems. They may also affect our immune, cardiovascular and nervous systems and lead individuals to ha)itual addictions, which are interC linked with stress. ,ike Hstress reactionsH, Hrela+ation responsesH and stress management techni*ues are some of the )odyIs important )uiltCin response systems. 's a rela+ation response the )ody tries to get )ack )alance in its homeostasis. Some hormones released during the Ifight or flightI situation prompt the )ody to replace the lost car)ohydrates and fats, and restore the energy level. The knotted nerves, tightened muscles and an e+hausted mind crave for looseness. Mnfortunately, today, we donIt get rela+ing and soothing situations without asking. To )e rela+ed we have to strive to create such situations.

(ecogni:ing a )tre))or8
It is important to recogni/e whether you are under stress or out of it. Many times, even if we are under the influence of a stressful condition and our )ody reacts to it internally as well as e+ternally, we fail to reali/e that we are reacting under stress. This also happens when the causes of stress are there long enough for us to get ha)ituated to them. The )ody constantly tries to tell us through symptoms such as rapid palpitation, di//y spells, tight muscles or various )ody aches that something is wrong. It is important to remain attentive to such symptoms and to learn to cope with the situations. -e cope )etter with stressful situation, when we encounter them voluntarily. In cases of relocation, promotion or layoff, adventurous sports or having a )a)y, we tend to respond positively under stress. !ut, when we are compelled into such situations against our will or knowledge, more often than not, we wilt at the face of unknown and imagined threats. For instance, stress may mount when one is coerced into undertaking some work against oneIs will.

Laug*ter:
'dopting a humorous view towards lifeIs situations can take the edge off everyday stressors. 0ot )eing too serious or in a constant alert mode helps maintain the e*uanimity of mind and promote clear thinking. !eing a)le to laugh stress away is the smartest way to ward off its effects. 16

' sense of humor also allows us to perceive and appreciate the incongruities of life and provides moments of delight. The emotions we e+perience directly affect our immune system. The positive emotions can create neurochemical changes that )uffer the immunosuppressive effects of stress. #uring stress, the adrenal gland releases corticosteroids, which are converted to cortical in the )lood stream. These have an immunosuppressive effect. #r. ,ee !erk and fellow researcher #r. Stanley Tan at ,oma ,inda Mniversity School of Medicine have produced carefully controlled studies showing that the e+perience of laughter lowers serum cortical levels, increases the amount and activity of T lymphocytesNthe natural killer cells. ,aughter also increases the num)er of T cells that have suppresser receptors.

-hat ,aughter $an #o 'gainst Stress 'nd Its 8ffects 6

O ,aughter lowers )lood pressure and reduces hypertension. O It provides good cardiac conditioning especially for those who are una)le to perform physical e+ercise. O .educes stress hormones studies shows, laughter induces reduction of at least four of neuroendocrine hormonesNepinephrine, cortical, dopac, and growth hormone, associated with stress response&. O ,aughter cleanses the lungs and )ody tissues of accumulated stale air as it empties more air than it takes in. It is )eneficial for patients suffering from emphysema and other respiratory ailments. O It increases muscle fle+ion, rela+ation and fluent )lood circulation in )ody. O !oosts immune function )y raising levels of infectionCfighting TCcells, diseaseCfighting proteins called %ammaCinterferon and diseaseCdestroying anti)odies called !Ccells. O ,aughter triggers the release of endorphinsN)odyIs natural painkillers. O 1roduces a general sense of wellC)eing.

17

Decrea)e or Di)continue Ca77eine8

Most people do not reali/e that caffeine coffee, tea, chocolate and cola& is a drug, a strong stimulant that actually generates a stress reaction in the )ody. The )est way to o)serve the effect of caffeine is to get it out of the system long enough to see if there is a difference in how they feel. :?P to BAP of people feel more rela+ed, less jittery or nervous, sleep )etter, have more energy a parado+, since you are removing a stimulant&, less heart)urn and fewer muscle aches. Many patients feel dramatically )etter and cannot )elieve the difference. 2ne warning, however, people must wean them gradually or they will get migraine type withdrawal headaches. It is suggested to decrease )y one drink per day until they are down to /ero, then they should a)stain for three weeks.

(egu"ar Exerci)e8
'ero)ic e+ercise is a )est way of draining off stress energy. To understand why, we need to review what stress is, stress is the state of increased arousal necessary for an organism to defend itself at a time of danger. The stress reaction is in us, not Hout there.H It provides us with the strength and energy to either fight or run away from danger and is therefore selfCprotective. 8+ercise is the most logical way to dissipate this e+cess energy. It is what our )odies are trying to do when we pace around or tap our legs and fingers. It is much )etter to channel it into a more complete form of e+ercise like a )risk walk, a run, a )ike ride or a game of s*uash. #uring times of high stress, we could )enefit from an immediate physical outlet C )ut this often is not possi)le. "owever, regular e+ercise can drain off ongoing stress and keep things under control. 't the very least, it is important to e+ercise three times per week for a minimum of =A minutes each time. 'ero)ic activities like walking, jogging, swimming, )icycling, rac*uet sports, skiing, aero)ics classes and dancing are suita)le. It is also )eneficial to have a variety of e+ercise outlets. For chronic or acute stress, e+ercise is an essential ingredient in any stress reduction program.

(e"axation>Me+itation8
'nother way to reduce stress in the )ody is through certain disciplines which fall under the heading of rela+ation techni*ues. Kust as we are all capa)le of mounting and sustaining a stress reaction, we have also inherited the a)ility to put our )odies into a state of deep rela+ation which #r. "er)ert !enson of "arvard Mniversity has named Hthe rela+ation response.H In this state, all the physiologic events in the stress reaction are reversed5 pulse slows, )lood pressure falls, )reathing slows and muscles rela+. -here the stress reaction is automatic, however, the rela+ation response needs to )e )rought forth )y intention. Fortunately, there are many ways of doing this. Sitting *uietly )y a lake or fireplace, gently petting the family cat, lying on a hammock and other restful activities can generate this state. There also are specific skills that can )e learned which are efficient and )eneficial. ' state of deep rela+ation achieved through meditation or selfChypnosis is actually

18

more physiologically restful than sleep. These techni*ues are )est learned through formal training courses which are taught in a variety of places. !ooks and rela+ation tapes can )e used. 2n days when e+ercise is not possi)le, rela+ation techni*ues are an e+cellent way to )ring down the )odyIs stress level. -hereas e+ercise dissipates stress energy, rela+ation techni*ues neutrali/e it, producing a calming effect. 's little as ;A minutes once or twice per day confers significant )enefit.

S"ee!8
Sleep is an important way of reducing stress. $hronically stressed patients almost all suffer from fatigue in some cases resulting from stressCinduced insomnia&, and people who are tired do not cope well with stressful situations. These dynamics can create a vicious cycle. -hen distressed people get more sleep, they feel )etter and are more resilient and adapta)le in dealing with dayC toCday events. Most people know what their usual sleep re*uirement is the range is five to 9A hours per night4 the average )eing seven to eight&, )ut a surprisingly large percentage of the population is chronically sleep deprived. The three criteria of success are waking refreshed, good daytime energy and waking naturally )efore the alarm goes off in the morning. SleepingCin is fine )ut if you sleep too long, it throws off your )ody rhythms during the following day. It is )etter to go to )ed earlier. #aytime naps are an interesting phenomenon. They can )e valua)le if they are short and timed properly i.e., not in the evening&. The Hpower napH or catnap is a short sleep five to ;A minutes& that can )e rejuvenating. ' nap lasting more than =A minutes can make you feel groggy. !eyond these cautionary notes, sleep can )e key in reducing stress and helping person cope and function )etter.

?enti"ation>Su!!ort Sy)tem8
Many people go to their work place upset, talking incessantly a)out a pro)lem, and feeling )etter when they are finished. They have told their story, cried or made some admission, and the act of doing so in the presence of a trusted and empathic listener has )een therapeutic. ,istener often does not have to say much. They just have to )e there, listen attentively and show their concern and caring. 2n other occasions we might offer validation, encouragement or advice. !ut the com)ination of the patient )eing a)le to ventilate and their support can )e profoundly )eneficial. There is an old saying that Ha pro)lem shared is a pro)lem halved.H 1eople who keep things to themselves carry a considera)le and unnecessary )urden. -e can do much for person under stress )y allowing them to ventilate or encouraging them to do so. -e can also help )y urging them to develop a support system a few trusted relatives, coCworkers or friends to talk to when they are upset or worried&. 'nother form of ventilation that many patients find helpful is writing. -hen a person is angry, and under stress, 1sychologist often suggest them to write a letter to the person at whom they are ve+ed. These letters are not for sending4 they should )e destroyed once they are written C unread.

19

The value is in e+pressing the feelings and getting them out. .ereading the letter just reinforces the upset and fans the flames of anger all over again. 2ne of the most important things we can do for person under stress is teach them a)out stress management. 8ven )etter, we can learn these lessons ourselves and then model them for that person.

2 3'3@4 (e+uce your )tre))

3 Ao/ ana"y)i)8 B -e have all e+perienced that appalling sense of having far too much work to do and too little time to do it in. -e can choose to ignore this, and work unreasona)ly long hours to stay on top of our workload. The risks here are that we )ecome e+hausted, that we have so much to do that we do a poor *uality jo) and that we neglect other areas of our life. 8ach of these can lead to intense stress. The alternative is to work more intelligently, )y focusing on the things that are important for jo) success and reducing the time we spend on low priority tasks. Ko) 'nalysis is the first step in doing this. The first of the actionCoriented skills that we look at is Ko) 'nalysis. Ko) 'nalysis is a key techni*ue for managing jo) overload G an important source of stress. To do an e+cellent jo), you need to fully understand what is e+pected of you. -hile this may seem o)vious, in the hurlyC)urly of a new, fastCmoving, highCpressure role, it is oftentimes something that is easy to overlook. !y understanding the priorities in your jo), and what constitutes success within it, you can focus on these activities and minimi/e work on other tasks as much as possi)le. This helps you get the greatest return from the work you do, and keep your workload under control. Ko) 'nalysis is a useful techni*ue for getting a firm grip on what really is important in your jo) so that you are a)le to perform e+cellently. It helps you to cut through clutter and distraction to get to the heart of what you need to do. ;. (ationa" C !o)itive t*in%ing8 B Jou are thinking negatively when you fear the future, put yourself down, critici/e yourself for errors, dou)t your a)ilities, or e+pect failure. 0egative thinking damages confidence, harms performance and paraly/es mental skills. Mnfortunately, negative thoughts tend to flit into our consciousness, do their damage and flit )ack out again, with their significance having )arely )een noticed. Since we )arely reali/e that they were there, we do not challenge them properly, which means that they can )e completely incorrect and wrong. Thought 'wareness is the process )y which you o)serve your thoughts and )ecome aware of what is going through your head.

20

2ne approach to it is to o)serve your Hstream of consciousnessH as you think a)out the thing youIre trying to achieve which is stressful. #o not suppress any thoughts. Instead, just let them run their course while you watch them, and write them down on our free worksheet as they occur. Then let them go. 'nother more general approach to Thought 'wareness comes with logging stress in your Stress #iary. -hen you analy/e your diary at the end of the period, you should )e a)le to see the most common and the most damaging thoughts. Tackle these as a priority using the techni*ues )elow. "ere are some typical negative thoughts you might e+perience when preparing to give a major presentation5

Fear a)out the *uality of your performance or of pro)lems that may interfere with it4 -orry a)out how the audience especially important people in it like your )oss& or the press may react to you4 #welling on the negative conse*uences of a poor performance4 or SelfCcriticism over a lessCthanCperfect rehearsal.

Thought awareness is the first step in the process of managing negative thoughts, as you cannot manage thoughts that you are unaware of.

(ationa" T*in%ing
The ne+t step in dealing with negative thinking is to challenge the negative thoughts that you identified using the Thought 'wareness techni*ue. ,ook at every thought you wrote down and challenge it rationally. 'sk yourself whether the thought is reasona)le. -hat evidence is there for and against the thought6 -ould your colleagues and mentors agree or disagree with it6 ,ooking at the e+amples, the following challenges could )e made to the negative thoughts we identified earlier5

#ee"ing) o7 ina+eDuacy8 "ave you trained yourself as well as you reasona)ly should have6 #o you have the e+perience and resources you need to make the presentation6 "ave you planned, prepared and rehearsed enough6 If you have done all of these, youIve done as much as you can to give a good performance. Worrie) a/out !er7ormance +uring re*ear)a"8 If some of your practice was less than perfect, then remind yourself that the purpose of the practice is to identify areas for improvement, so that these can )e sorted out )efore the performance. Pro/"em) $it* i))ue) out)i+e your contro"8 "ave you identified the risks of these things happening, and have you taken steps to reduce the likelihood of them happening or their impact if they do6 -hat will you do if they occur6 'nd what do you need others to do for you6 Worry a/out ot*er !eo!"eE) reaction)8 If you have prepared well, and you do the )est you can, then you should )e satisfied. If you perform as well as you reasona)ly can, then

21

fair people are likely to respond well. If people are not fair, the )est thing to do is ignore their comments and rise a)ove them. -hen you challenge negative thoughts rationally, you should )e a)le to see *uickly whether the thoughts are wrong or whether they have some su)stance to them. -here there is some su)stance, take appropriate action. "owever, make sure that your negative thoughts are genuinely important to achieving your goals, and donIt just reflect a lack of e+perience, which everyone has to go through at some stage. Po)itive T*in%ing C O!!ortunity See%ing The final step is to prepare rational, positive thoughts and affirmations to counter any remaining negativity. It can also )e useful to look at the situation and see if there are any useful opportunities that are offered )y it. !y )asing your affirmations on the clear, rational assessments of facts that you made using .ational Thinking, you can use them to undo the damage that negative thinking may have done to your selfCconfidence. $ontinuing the e+amples a)ove, positive affirmations might )e5

Pro/"em) +uring !ractice8 HI have learned from my rehearsals. This has put me in a position where I can deliver a great performance. I am going to perform well and enjoy the event.H

Worrie) a/out !er7ormance8 HI have prepared well and rehearsed thoroughly. I am well positioned to give an e+cellent performance.H Pro/"em) i))ue) out)i+e your contro"8 HI have thought through everything that might reasona)ly happen and have planned how I can handle all likely contingencies. I am very well placed to react fle+i)ly to events.H

Worry a/out ot*er !eo!"eE) reaction8 HFair people will react well to a good performance. I will rise a)ove any unfair criticism in a mature and professional way.H

In the e+amples a)ove, successfully overcoming the situations causing the original negative thinking will open up opportunities. Jou will ac*uire new skills, you will )e seen as someone who can handle difficult challenges, and you may open up new career opportunities. Make sure that identifying these opportunities and focusing on them is part of your positive thinking.

2 3'3&4 Wor%!"ace Stre))

22

Wor%!"ace )tre)) is the harmful physical and emotional response that occurs when there is a poor match )etween jo) demands and the capa)ilities, resources, or needs of the worker. StressC related disorders encompass a )road array of conditions, including psychological disorders e.g., depression, an+iety, postCtraumatic stress disorder& and other types of emotional strain e.g., dissatisfaction, fatigue, tension, etc.&, maladaptive )ehaviors e.g., aggression, su)stance a)use&, and cognitive impairment e.g., concentration and memory pro)lems&. In turn, these conditions may lead to poor work performance or even injury. Ko) stress is also associated with various )iological reactions that may lead ultimately to compromised health, such as cardiovascular disease. Stress is a prevalent and costly pro)lem in todayIs workplace. ')out oneCthird of workers report high levels of stress. 2neC*uarter of employees view their jo)s as the num)er one stressor in their lives. ThreeC*uarters of employees )elieve the worker has more onCtheCjo) stress than a generation ago. 8vidence also suggests that stress is the major cause of turnover in organi/ations.

6ea"t* an+ 6ea"t*care 5ti"i:ation

1ro)lems at work are more strongly associated with health complaints than are any other life stressorCmore so than even financial pro)lems or family pro)lems. Many studies suggest that psychologically demanding jo)s that allow employees little control over the work process increase the risk of cardiovascular disease. 2n the )asis of research )y the 0ational Institute for 2ccupational Safety and "ealth and many other organi/ations, it is widely )elieved that jo) stress increases the risk for development of )ack and upperCe+tremity musculoskeletal disorders. "igh levels of stress are associated with su)stantial increases in health service utili/ation. -orkers who report e+periencing stress at work also show e+cessive health care utili/ation. In a 9<<B study of >@,AAA workers, health care costs were nearly ?AP greater for workers reporting high levels of stress in comparison to Dlow riskE workers. The increment rose to nearly 9?AP, an increase of more than Q9,:AA per person annually, for workers reporting high levels of )oth stress and depression. 'dditionally, periods of disa)ility due to jo) stress tend to )e much longer than disa)ility periods for other occupational injuries and illnesses.

Cau)e) o7 Wor%!"ace Stre))

Ko) stress results from the interaction of the worker and the conditions of work. Fiews differ on the importance of worker characteristics versus working conditions as the primary cause of jo) stress. The differing viewpoints suggest different ways to prevent stress at work. 'ccording to one school of thought, differences in individual characteristics such as personality and coping skills are most important in predicting whether certain jo) conditions will result in stressCin other words, what is stressful for one person may not )e a pro)lem for someone else. This viewpoint leads to prevention strategies that focus on workers and ways to help them cope with demanding jo) conditions. 'lthough the importance of individual differences cannot )e ignored, scientific evidence suggests that certain working conditions are stressful to most people. Such evidence argues for a greater emphasis on working conditions as the key source of jo) stress, and for jo) redesign as a primary prevention strategy. 1ersonal interview surveys of working conditions, including conditions recogni/ed as risk factors for jo) stress, were conducted in Mem)er States of the 8uropean Mnion in 9<<A, 9<<?, and ;AAA. .esults showed a trend across these periods

23

suggestive of increasing work intensity. In 9<<A, the percentage of workers reporting that they worked at high speeds at least oneCfourth of their working time was >BP, increasing to ?>P in 9<<? and to ?@P in ;AAA. Similarly, ?AP of workers reported they work against tight deadlines at least oneCfourth of their working time in 9<<A, increasing to ?@P in 9<<? and @A P in ;AAA. "owever, no change was noted in the period 9<<?G;AAA data not collected in 9<<A& in the percentage of workers reporting sufficient time to complete tasks. ' su)stantial percentage of 'mericans work very long hours. !y one estimate, more than ;@P of men and more than 99P of women worked ?A hours per week or more in ;AAA. These figures represent a considera)le increase over the previous three decades, especially for women. 'ccording to the #epartment of ,a)or, there has )een an upward trend in hours worked among employed women, an increase in e+tended work weeks R>A hours& )y men, and a considera)le increase in com)ined working hours among working couples, particularly couples with young children.

Sign) o7 Wor%!"ace Stre))

Mood and sleep distur)ances, upset stomach and headache, and distur)ed relationships with family4 friends and girlfriends or )oyfriends are e+amples of stressCrelated pro)lems. The effects of jo) stress on chronic diseases are more difficult to see )ecause chronic diseases take a long time to develop and can )e influenced )y many factors other than stress. 0onetheless, evidence is rapidly accumulating to suggest that stress plays an important role in several types of chronic health pro)lemsCespecially cardiovascular disease, musculoskeletal disorders, and psychological disorders.

Prevention
' com)ination of organi/ational change and stress management is often the most useful approach for preventing stress at work. "ow to $hange the 2rgani/ation to 1revent Ko) Stress

8nsure that the workload is in line with workersI capa)ilities and resources. #esign jo)s to provide meaning, stimulation, and opportunities for workers to use their skills. $learly define workersI roles and responsi)ilities. %ive workers opportunities to participate in decisions and actions affecting their jo)s. Improve communicationsCreduce uncertainty a)out career development and future employment prospects. 1rovide opportunities for social interaction among workers. 8sta)lish work schedules that are compati)le with demands and responsi)ilities outside the jo). #iscrimination inside the workplace. e.g. nationality and language &

24

2. Research Methodology
2'3 4 (e)earc* O/Fective8 B
Stress is a dynamic condition in witch an individual is confronted with an opportunity, demand or resource related to what the individual desires and for which the outcome is perceived to )e )oth uncertain and important. This is a complicated definition. Stress is not necessarily )ad in and of itself. 'lthough stress is typically discussed in a negative conte+t, it also has a positive value. It3s an opportunity when it offers potential gain. $onsider for e+ample, the superior performance that an athlete or stage performer gives in DclutchE situations. Such individuals often use stress positively to rise to the occasion and perform at or near their ma+imum. Similarly, many professionals see the pressures of heavy workloads and deadlines as positive challenges that enhance the *uality of their work and the satisfaction the get from their jo). !ut it is different in the case of )ank employees. The )ank employees are the people who also have to achieve the certain target and so for the non achievement of target the employees remain stressed and tensed. The employees who have the simple ta)le work also have to face the pro)lem of stress. #ue to recession the )anking sector is also facing the pro)lem of employee cutCoffs and so the work load of the e+isting employees increases and the feel stressed. The types of stress are named as eustress and distress. Di)tre)) is the most commonlyCreferred to type of stress, having negative implications, whereas eu)tre)) is a positive form of stress, usually related to desira)le events in personIs life. !oth can )e e*ually ta+ing on the )ody, and are cumulative in nature, depending on a personIs way of adapting to a change that has caused it. Stress management is the need of the hour. "owever hard we try to go )eyond a stress situation, life seems to find new ways of stressing us out and plaguing us with an+iety attacks. Moreover, )e it our an+iety, mindC)ody e+haustion or our erring attitudes, we tend to overlook causes of stress and the conditions triggered )y those. In such unsettling moments we often forget that stressors, if not escapa)le, are fairly managea)le and treata)le. Stress, either *uick or constant, can induce risky )odyCmind disorders. Immediate disorders such as di//y spells, an+iety attacks, tension, sleeplessness, nervousness and muscle cramps can all result in chronic health pro)lems. They may also affect our immune, cardiovascular and nervous systems and lead individuals to ha)itual addictions, which are interC linked with stress. ,ike Hstress reactionsH, Hrela+ation responsesH and stress management techni*ues are some of the )odyIs important )uiltCin response systems. 's a rela+ation response the )ody tries to get

25

)ack )alance in its homeostasis. Some hormones released during the Ifight or flightI situation prompt the )ody to replace the lost car)ohydrates and fats, and restore the energy level. The knotted nerves, tightened muscles and an e+hausted mind crave for looseness. Mnfortunately, today, we donIt get rela+ing and soothing situations without asking. To )e rela+ed we have to strive to create such situations. This research is to carry out the study that how much stressed the employees of the )anks are and how do their stress affect their work life, social life, output etc. so a sample of 9> to 9? employees are selected from all the three )anks for the research of stress among them.

2'3'4 Sam!"ing
Sam!"e8 I have taken the sample of =? employees from three different )anks of %walior. 'll the employees were of the same designations. (ea)on8 's we find the employees of the )ank to )e more stressful as more and more employees are taking F.S and are dismissed )ecause of inflation. I have selected only those three )anks which are affiliated to the pu)lic and are speciali/ed in consumer needs fulfillment. It is incum)ent on the researcher to clearly define the target population. There are no strict rules to follow, and the researcher must rely on logic and judgment. The population is defined in keeping with the o)jectives of the study. Sometimes, the entire population will )e sufficiently small, and the researcher can include the entire population in the study. This type of research is called a census study )ecause data is gathered on every mem)er of the population. Msually, the population is too large for the researcher to attempt to survey all of its mem)ers. ' small, )ut carefully chosen sample can )e used to represent the population. The sample reflects the characteristics of the population from which it is drawn. Sampling methods are classified as either probability or non probability. In pro)a)ility samples, each mem)er of the population has a known non-zero pro)a)ility of )eing selected. 1ro)a)ility methods include random sampling, systematic sampling, and stratified sampling. In non pro)a)ility sampling, mem)ers are selected from the population in some nonrandom manner. These include convenience sampling, judgment sampling, *uota sampling, and snow)all sampling. The advantage of pro)a)ility sampling is that sampling error can )e calculated. Sampling error is the degree to which a sample might differ from the population. -hen inferring to the population, results are reported plus or minus the sampling error. In non pro)a)ility sampling, the degree to which the sample differs from the population remains unknown.

26

(an+om )am!"ing is the purest form of pro)a)ility sampling. 8ach mem)er of the population has an e*ual and known chance of )eing selected. -hen there are very large populations, it is often difficult or impossi)le to identify every mem)er of the population, so the pool of availa)le su)jects )ecomes )iased. Sy)tematic )am!"ing is often used instead of random sampling. It is also called an Nth name selection techni*ue. 'fter the re*uired sample si/e has )een calculated, every 0th record is selected from a list of population mem)ers. 's long as the list does not contain any hidden order, this sampling method is as good as the random sampling method. Its only advantage over the random sampling techni*ue is simplicity. Systematic sampling is fre*uently used to select a specified num)er of records from a computer file. Strati7ie+ )am!"ing is commonly used pro)a)ility method that is superior to random sampling )ecause it reduces sampling error. ' stratum is a su)set of the population that shares at least one common characteristic. The researcher first identifies the relevant stratums and their actual representation in the population. .andom sampling is then used to select su)jects from each stratum until the num)er of su)jects in that stratum is proportional to its fre*uency in the population. Stratified sampling is often used when one or more of the stratums in the population have a low incidence relative to the other stratums. Convenience )am!"ing is used in e+ploratory research where the researcher is interested in getting an ine+pensive appro+imation of the truth. 's the name implies, the sample is selected )ecause they are convenient. This nonCpro)a)ility method is often used during preliminary research efforts to get a gross estimate of the results, without incurring the cost or time re*uired to select a random sample. Au+gment )am!"ing is a common nonCpro)a)ility method. The researcher selects the sample )ased on judgment. This is usually and e+tension of convenience sampling. For e+ample, a researcher may decide to draw the entire sample from one HrepresentativeH city, even though the population includes all cities. -hen using this method, the researcher must )e confident that the chosen sample is truly representative of the entire population. Guota )am!"ing is the nonCpro)a)ility e*uivalent of stratified sampling. ,ike stratified sampling, the researcher first identifies the stratums and their proportions as they are represented in the population. Then convenience or judgment sampling is used to select the re*uired num)er of su)jects from each stratum. This differs from stratified sampling, where the stratums are filled )y random sampling. Sno$/a"" )am!"ing is a special nonCpro)a)ility method used when the desired sample characteristic is rare. It may )e e+tremely difficult or cost prohi)itive to locate respondents in these situations. Snow)all sampling relies on referrals from initial

27

su)jects to generate additional su)jects. -hile this techni*ue can dramatically lower search costs, it comes at the e+pense of introducing )ias )ecause the techni*ue itself reduces the likelihood that the sample will represent a good cross section from the population.

2'3-4 (e)earc* In)trument8 B

Stress Analysis Questionnaire
N Gue)tion) He) No

're you satisfied with the performance you give at your work6 ' 0 , @ & 1 I J #o you think that you are suffering from depression6 #o you worry a)out your colleagueIs opinion a)out you6 #o you discuss your pro)lem with your spouse or friend or any other close to you6 #o you work more than B hours6 Jou have an important function at your home and your )oss asks to give a > hour over time, what will )e your response6 #o you regularly spend time for entertainment6 Is your social life )alanced6 #o you plan your work )efore doing6 #o you fear a)out the *uality of your performance6 're you a heart patient6 ' #o you get tensed at your non achievement of your target6 #o you feeling stress some times6

28

If the answer of the a)ove *uestion is Jes then answer the following5 a4 /4 c4 +4 e4 Is the reason of your stress your work load6 're you stressed )ecause of your family pro)lems6 #o you get stressed when your )oss scolds Jou6 #o you try to find any solution for the pro)lem of your stress6 IF J8S& #o you practice yoga or any other ayurvedic therapy for reducing stress6

To ma%e t*e )urvey re!ort more c"ear t*e a/ove Due)tionnaire $a) a")o 7i""e+3 A) a re)u"t t*e em!"oyee) *ave given !ro!er re)!on)e an+ t*e re!ort o7 t*e Due)tionnaire i) Jes 0o 0o response ;: B A !re)ente+ in t*e !roFect3

;.>& #ata analysis and Interpretation

T*e !roFect re!ort )*o$) t*e in7ormation o7 t*e "eve" o7 )tre)) $*ic* t*e em!"oyee) are 7acing a) t*e !erio+ o7 rece))ion i) going t*e em!"oyee cutBo77 an+ turnover ratio) are 7oun+ to /e *ig* )o t*e $or%"oa+ 7or t*e exi)ting em!"oyee) are *ig*3 So t*ey are 7acing t*e !ro/"em o7 $or% over"oa+ an+ t*u) t*ey get )tre))e+3 LetK) *ave a $atc* on t*e /a)ic +ata o7 t*e )urvey8

3 Are you )ati)7ie+ $it* t*e !er7ormance you give at your $or%=

He) No No re)!on)e

29

From the diagram it is clear that :: P of the employees are satisfied with the performance they give in the work while ;= P of the employees are not satisfied.

'3 Do you t*in% t*at you are )u77ering 7rom +e!re))ion= Jes : ;B 0o 0o response A

He) No No re)!on)e

30

;A P of the employee feel that they are suffering from depression while BA P of the employee feel that that they are free from the depression

-3 Do you $orry a/out your co""eagueE) o!inion a/out you= Jes =; Jes < = ;@ 0o 0o 0o response 0o response A A

He) No No re)!on)e

;@P of the employees worry a)out their colleague3s opinion a)out them while :>P of the employees are not concern with the opinion a)out their colleague. 03 Do you +i)cu)) your !ro/"em $it* your )!ou)e or 7rien+ or any ot*er c"o)e to you=

He) No No re)!on)e

31

<9P of the employees of the )ank discuss their pro)lem and share their feelings with their spouse or friends or others while < P of the employee is not concerned with it. ,3 Do you $or% more t*an 1 *our)=

He) No No re)!on)e

B<P of the employees work for more than B hours which is the starting point of the stress while 99 P of the employees don3t work for more than B hours. @3 Hou *ave an im!ortant 7unction at your *ome an+ your /o)) a)%) to give a 0 *our over time< $*at $i"" /e your re)!on)e= 9> =9 Jes Jes 9< > 0o 0o 0o response response 0o ; A

He) No No re)!on)e

32

>A P of the employees are proved to )e work dedicated and they are ready to miss the important function at their house while ?> P of the employees said no and @ P of the employee did not gave any answer.

Jes 9< 9>

0o

0o response ;

&3 Do you regu"ar"y )!en+ time 7or entertainment=

He) No No re)!on)e

?:P of the employee spent regular time on entertainment which helps us to remain stress free while >= P of the employees don3t do that. 13 I) your )ocia" "i7e /a"ance+= Jes ;A 9? 0o 0o response A

He) No No re)!on)e

33

Jes 9 =>

0o

0o response A

?> P of the employees find their social life to )e )alanced while >A P of the employees don3t have their social life )alanced. @P of the employees remain silent.

Jes =9 > I3 Do you !"an your $or% /e7ore +oing=

0o

0o response A

He) No No re)!on)e

It is a good ha)it to plan the work you do. B< P of the employees plan their work )efore doing while 99 P of the employees don3t plan their work. J3 Do you 7ear a/out t*e Dua"ity o7 your !er7ormance=

34

He) No No re)!on)e

@=P of the employees fear the *uality of performance which they give while =: P of the employees don3t fear the *uality of their work. 3 Are you a *eart !atient=

He) No No re)!on)e

Jes ;; 9=

0o

0o response A

"ere = P of the employees are heart patient which is partially the result of stress. '3 Do you get ten)e+ at your non ac*ievement o7 your target= Jes ;? 9A 0o 0o response A

He) No No re)!on)e

35

:9P of the employees get tensed at the non achievement of the target while ;< P of the employees work casually. -3 Do you 7ee"ing )tre)) )ome time)= Jes ;B @ 0o 0o response 9

He) No No re)!on)e

BAP of the employees feel stressed sometimes while 9: P of the employees are not feeling stressed. = P of the employees did not respond.

I7 t*e an)$er o7 t*e a/ove Due)tion i) LHe)K t*en an)$er t*e 7o""o$ing8 a4 I) t*e rea)on o7 your )tre)) your $or% "oa+= Jes ;A < 0o 0o response @

He) No No re)!on)e

36

Jes 9A 9B

0o

0o response :

?:P of the employees find themselves to )e stressed )y their work over load. ;@ P of the employees are not stressed )ecause of the work overload. 9: P of the employees did not answer. /4 Are you )tre))e+ /ecau)e o7 your 7ami"y !ro/"em)=

Jes 9> 9>

0o

0o response :

He) No No re)!on)e

>A P of the employees are stressed )ecause of their family pro)lems >AP )y other pro)lems while ;AP of the employees did not responded. c4 Do you get )tre))e+ $*en your /o)) )co"+) you=

37

He) No No re)!on)e

;AP of the employee did not responded when they were asked weather their get stressed )ecause of the scolding of their )oss. ?9P of the employees don3t get stress )ecause of the scolding of their )oss. ;< P of the employees get stressed )ecause of the scolding of their )oss. +4 Do you try to 7in+ any )o"ution 7or t*e !ro/"em o7 your )tre))= Jes ;> @ 0o 0o response ?

He) No No re)!on)e

@< P of the employees try to find the solution of their stress. e4 2I# HES4 Do you !ractice yoga or any ot*er ayurve+ic t*era!y 7or re+ucing )tre))= Jes 99 9B 0o 0o response @

38

He) No No re)!on)e

=9P of the employees try the yoga and other ayurvedic techni*ues to reduce their stress while ?9 P of the employees use other techni*ues to reduce stress.

2'3,4 Em!"oyeeK) o!inion a/out *o$ to re+uce )tre))

This project consist of the information a)out the employees undergoing from stress who working in the )anks. So considering this factor this topic )ecomes one of the most important part

39

of the project as it consists of the opinion of the employees who work in the )anks. In short it was a direct interview of the employees who gave their opinion a)out how to reduce stress. The response of employees in the major )anks of %walior like, The '(IS !ank, and The "#F$ )ank was marvelous and they have given their valua)le opinion a)out reducing stress as a result of the last *uestion included in the *uestionnaire ;. So the opinion if the employees were as follows5 Just smile away 'n employeeC "#F$ !ank Just believe in your self an !ust o what your heart wants 'n employeeC "#F$ !ank -"alking to family members# - $atching "% or listening goo music# - &oing for a walk or long rive 'n employeeC "#F$ !ank 'elieve in &o 'n employeeC "#F$ !ank (espect yourself an give time to yourself 'n employeeC "#F$ !ank $orking in environment welfares# lot of positive attitu e) *ositive attitu e is only that re uces stress an achieves success) +ost of the people frustrate ue to lack of positivity an stress level climbs up ue to that) So get positive attitu e about work# about life# an forget the stress 'n employeeC '(IS !ank $e shoul o such activities from which we get happiness an also make others happy) *ass your time with your close frien s an relatives) 'n employeeC '(IS !ank *lay an watch cricket 'n employeeC '(IS !ank ,isten music an spen time with family 'n employeeC '(IS !ank &et a !uste with others# -in an spen time for prayer# Stu y the scriptures# See oneness in all# All are manifeste of the supreme &./ 'n employeeC '(IS !ank These opinions are seemed to )e valua)le and effective as one of the effective things has )een noticed that the employees who have got less than 9B marks in the !urnout test have given their opinions a)out reducing the stress. It is also noticed that in the '(IS )ank %walior in the time of afternoon slow instrumental music are )een played so that the employees can work stress free. This is one of the positive things which are seen in the organi/ation who is caring for their employees. This will help the organi/ation to )oost up the productivity.

40

From the certain sample of employees selected for the research, only 9A employees have given their opinion how to reduce stress. So we can understand that how overloaded the employees of the )ank are.

2'3@4 (e)earc* #"o$c*art

7uestionnaire research design proceeds in an orderly and specific manner. 8ach 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. 0otice that there are two feed)ack loops in the flow chart to allow revisions to the methodology and instruments. #esign Methodology #etermine Feasi)ility #evelop Instruments Select Sample .evise Instruments $onduct .esearch 'naly/e #ata 1repare .eport

2'3&4 Time Con)i+eration)

41

Many researchers underestimate the time re*uired to complete a research project. The following form may )e used as an initial checklist in developing time estimates. The )est advice is to )e generous with your time estimates. Things almost always take longer than we think they should. This checklist contains two time estimates for each task. The first one "ours& is your )est estimate of the actual num)er of hours re*uired to complete the task. The second one #uration& is the amount of time that will pass until the task is completed. Sometimes these are the same and sometimes they are different. Most researchers and )usinessCpeople have to divide their time among many projects. They simply cannot give all their time to any one project. For e+ample, my estimate of goal clarification may )e four hours, )ut other commitments allow me to spend only two hours a day on this study. My HhoursH estimate is four hours, and my HdurationH estimate is two days. To arrive at your final time estimates, add the individual estimates. The hours estimate is used for )udget planning and the duration estimate is used to develop a project time line.

2'314 Limitation o7 t*e )urvey

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 The *uestionnaires were filled )e =? employees working in the two major !anks of %walior i.e.
'+is !ank, and "#F$ !ank . So the scope of sample findings was less.

The *uestionnaire was filled )y =? employees of different designations. So the point of view of
employees differs as per their designations.

The employees from whom the *uestionnaires are filled are in a heavy workload so some of the
*uestionnaires filled )y the employees who are in stress cannot )e called reasona)le.

The responses of the employees cannot )e accurate as the pro)lem of language and
understanding arises. These pro)lems are not in all cases.&

2ne of the other pro)lems of *uestionnaire is the cost. Some times it may )e possi)le that even
)y spending so much the result may not )e reasona)le.

Many a times the employees may not )e really conscious or may not )e )othered a)out the
*uestionnaire. This may create a pro)lem in the research.

2'313 4 A+vantage) o7 Written Gue)tionnaire)

7uestionnaires are very cost effective when compared to faceCtoCface interviews. This is especially true for studies involving large sample si/es and large geographic areas. -ritten *uestionnaires )ecome even more cost effective as the num)er of research *uestions increases. 7uestionnaires are easy to analy/e. #ata entry and ta)ulation for nearly all surveys can )e easily done with many computer software packages. 7uestionnaires are familiar to most people. 0early everyone has had some e+perience completing *uestionnaires and they generally do not make people apprehensive.

43

 7uestionnaires reduce )ias. There is uniform *uestion presentation and no middleC man )ias. The researcherIs own opinions will not influence the respondent to answer *uestions in a certain manner. There are no ver)al or visual clues to influence the respondent. 7uestionnaires are less intrusive than telephone or faceCtoCface surveys. -hen a respondent receives a *uestionnaire in the mail, he is free to complete the *uestionnaire on his own timeCta)le. Mnlike other research methods, the respondent is not interrupted )y the research instrument.

2'313'4 Di)a+vantage) o7 Written Gue)tionnaire)

2ne major disadvantage of written *uestionnaires is the possi)ility of low response rates. ,ow response is the curse of statistical analysis. It can dramatically lower our confidence in the results. .esponse rates vary widely from one *uestionnaire to another 9AP C <AP&, however, wellCdesigned studies consistently produce high response rates. 'nother disadvantage of *uestionnaires is the ina)ility to pro)e responses. 7uestionnaires are structured instruments. They allow little fle+i)ility to the respondent with respect to response format. In essence, they often lose the Hflavor of the responseH i.e., respondents often want to *ualify their answers&. !y allowing fre*uent space for comments, the researcher can partially overcome this disadvantage. $omments are among the most helpful of all the information on the *uestionnaire, and they usually provide insightful information that would have otherwise )een lost. 0early ninety percent of all communication is visual. %estures and other visual cues are not availa)le with written *uestionnaires. The lack of personal contact will have different effects depending on the type of information )eing re*uested. ' *uestionnaire re*uesting factual information will pro)a)ly not )e affected )y the lack

44

of personal contact. ' *uestionnaire pro)ing sensitive issues or attitudes may )e severely affected. -hen returned *uestionnaires arrive in the mail, itIs natural to assume that the respondent is the same person you sent the *uestionnaire to. This may not actually )e the case. Many times )usiness *uestionnaires get handed to other employees for completion. "ousewives sometimes respond for their hus)ands. Kids respond as a prank. For a variety of reasons, the respondent may not )e who you think it is. It is a confounding error inherent in *uestionnaires. Finally, *uestionnaires are simply not suited for some people. For e+ample, a written survey to a group of poorly educated people might not work )ecause of reading skill pro)lems. More fre*uently, people are turned off )y written *uestionnaires )ecause of misuse.

45

2'3I4 #in+ing)
It is analy/ed from the *uestionnaire filled )y the employees that from the sample of =? )ank employees who have )een surveyed, one is found to )e a heart patient. This can )e )ecause of high level of stress. In the stress analysis *uestionnaire one of the *uestion was DJou have an important function at your home and your )oss asks to give a > hour over time what will )e your response SJes or 0o36E the employees have given their opinion as per their mood. -hile considering the point of view of entertainment it depends upon the mood of the employees. The entertainment is considered one of the most ultimate solutions to reduce stress. Most of the employees do not spend regular time in entertainment. This may )e )ecause they may not )e getting time for entertainment or they may not )e interested in the same. 2ne of the *uestions was asked that were their social life )alanced6 It is o)served that the employees who have scored a)ove ;A marks in the )urnout test did not have their social life )alanced. Thus we can conclude that the employees who are a)ove ;A don3t have their social life )alanced. Thus it is proved that stress may affect our social life also. The employees were asked weather they plan their work or not, moderate answers were given. The employees scoring more than ;? marks were not found their work planned. Thus the employees who plan their work have scored )elow ;? marks in the )urnout test e+cept some cases as there are always some draw)acks in making plan. Failure of a plan may also lead a person to stress. Thus we can conclude that planning of the work may help to reduce stress level. Most of the employees who have scored more than ;A marks fear a)out their *uality of work they give. This aspect is not dependent of the )urnout level. This aspect depends upon the dedication of work. So it is meaningless to compare this *uestion with the )urnout test. ' *uestion was asked that weather you get stressed at the nonCachievement of their target6 'll the employees have responded positively. !ut this is not concern with the )urnout

46

score. From this we can conclude that all the employees are given achieva)le target and naturally )y the nonCachievement of the target all the employees may get stressed. 2ne of the other possi)ilities is that the employees have responded positively to show themselves to )e good. The employees having more than 9A marks in the )urnout test says that they are under stress. 2ut of =? employees of the sample ;A of the employees accepted that the reason for their stress is workload. 9A employees are not stressed )ecause of the workload )ut )ecause of their family pro)lem. ? of the employees are not suffering from stress. 9> employees out of =A employees who are stressed feel stressful when their )oss scolds them while 9@ employees refused that they are not stressed )ecause their )oss scolds them. 'll the =A employees have accepted that they try to find the solution of their stress. 9A employees out of =A employees practice yoga to reduce their stress and the other ;A employees don3t practice yoga. The )urnout scores of the employees who practice yoga are either more than ;? or less than ;A. Thus we can conclude that the employees have reduced their stress )y yoga therapy and other employees have just started the yoga )ecause of high level of )urnout The a)ove analysis is done )y the data received from the *uestionnaire. So the accuracy of data depends upon the response of the employees.

47

3.

! !L!O"RAP#$

o www.mindtool.com o www.citehr.com
o http5LLen.wikipedia.orgLwikiLStressTmanagement

o .esearch Methodology5 Methods 'nd Techni*ues D#r. $... KothariE o 2rgani/ational !ehavior DStephen *) (obbinsE o Self analysis of *uestionnaire

ANNEXURE

48

Gue)tion)

He)

No

're you satisfied with the performance you give at your work6 ' 0 , @ & 1 I J #o you think that you are suffering from depression6 #o you worry a)out your colleagueIs opinion a)out you6 #o you discuss your pro)lem with your spouse or friend or any other close to you6 #o you work more than B hours6 Jou have an important function at your home and your )oss asks to give a > hour over time, what will )e your response6 #o you regularly spend time for entertainment6 Is your social life )alanced6 #o you plan your work )efore doing6 #o you fear a)out the *uality of your performance6 're you a heart patient6 ' #o you get tensed at your non achievement of your target6 #o you feeling stress some times6 If the answer of the a)ove *uestion is Jes then answer the following5 a4 /4 c4 +4 e4 Is the reason of your stress your work load6 're you stressed )ecause of your family pro)lems6 #o you get stressed when your )oss scolds Jou6 #o you try to find any solution for the pro)lem of your stress6 IF J8S& #o you practice yoga or any other ayurvedic therapy for reducing stress6 49

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