A Project Report on Stress Management among HDFC Bank Employees

Submitted to the Himachal Pradesh University in partial fulfillment for the degree of Master of Business Administration Guided by: Dr. Shashi Verma Himachal Pradesh University Business School

Submitted By: Sonam Kukreja Class R.No. 2432 Exam R.No. 2338 Bat !: 2"#"$2"#2

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%&'C%'( )R'*ES% +N,-ERS,./ B+S,NESS SC%00(

.0 1%0&S0E-ER ,. &'/ C0NCERN

This is to certify that S0N'& K+KRE2' student of MBA in Himachal Pradesh University Business School has undertaken a project on S.RESS &'N'3E&EN. '&0N3 %*4C B'NK E&)(0/EES5 under my guidance To the !est of my kno"ledge all the analysis and interpretation in the project are genuine attempt on her part This is also certified that this project is neither su!mitted nor pu!lished else"here # recommend and for"ard the project for evaluation and for the a"ard of degree of Master of Business Administration$

%r Shashi &erma University Business School' Himachal Pradesh University

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Preface
The study of human resource management is one of the major criteria in the corporate sector Human resource is the heart of the organi(ation By this research project "e "ill !e a!le to kno" ho" to reduce the stress level of the employees "orking in the !ank By this "ay the productivity of the employee increases )o"adays the corporate sector is !ooming in a high speed that the people have to "ork for prolonged hours to maintain the standard of living and achieve their !asic needs So is the condition in the hospitals' colleges' BP*+s and lots of other places #nspite of having the modern technologies and facilities' people are feeling themselves to !e "ork loaded and stressed Stress arises !ecause of many reasons "hich are discussed in the follo"ing project The project report also contain techni,ues ho" to reduce the stress and overcome such pro!lems To identify the level of stress among the people "ho "ork # have tried to survey the people "orking in hospitals' BP*+s and other industries as "ell as institutes Stress arises !ecause of unfulfilled "ants' lack of jo! satisfaction etc !efore starting the topic of stresslet+s first understand the importance of human resource

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ACKNOWLEDGEMENT

To carry out this research "ork # have got the help from my parents "ho have given full support to carry out this research "ork They are the one "ho motivated and helped for the completion of this project report .urther' # "ould like to thank Mr Sunil Bhatia /Branch Manager' H%.0 Bank1 and their employees "ho have given full supported and co operated "ith me to carry out this research "ork Then # "ould like to thank Mr M ) 2athod /SB# Bank1 "ho has supported me to fill the ,uestionnaire and carry on my research "ork # am also thankful to the employees of SBS !ank "ho have supported me The Branch Manager of A3#S !ank and their employees "ho have helped me for the project "ork !y filling the ,uestionnaire

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Exe uti6e Summary

This project gives us a detailed idea of "hat is stress and also the definition of stress is !een defined .or more detailed study the types of the stress is also defined By looking at the starting of the project you "ill find4 o #ntroduction to Human resource o #ntroduction and %efinition of stress o Stress in !iological terms o 5hat is stress6 o 0oping "ith stress at "ork place o Stress management o 5orkplace stress o 2educing of stress After the theoretical part # have included the research part My research "ork includes t"o ,uestionnaires o Burn out test o Stress analysis 7uestionnaire My research includes the research methodology "hich contains the information as follo"s4 o 2esearch o!jectives o Sampling /types and methods of sampling1 o 2esearch instrument o %ata analysis and interpretation o 8mployee+s opinion to reduce stress o 2esearch flo"chart o Time consideration o 9imitation of survey

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o Advantages and disadvantages of "ritten ,uestionnaire o .indings

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Content Con e9tual 4rame:ork

#ntroduction to H2 0oncept of stress #ntroduction to stress Stress in Biological terms 5hat is stress 0oping "ith stress at "orkplace Stress Management 5orkplace stress 2educe your stress

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Resear ! &et!odolo8y
2esearch o!jective Sampling 2esearch instrument %ata analysis and interpretation 8mployees opinion a!out ho" to reduce stress 2esearch flo"chart Time consideration 9imitation of the survey Advantages of 5ritten 7uestionnaires %isadvantages of 5ritten 7uestionnaires .indings

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Biblio8ra9!y 'nnexure

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1. CONCEPTUAL FRAMEWORK
>#.#? ,N.R0*+C.,0N .0 %R

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Human 2esource Management is an art of managing people at "ork in such a manner that they give their !est to the organi(ation #n simple "ord human resource management refers to the ,uantitative aspects of employees "orking in an organi(ation Human 2esource Management is also a management function concerned "ith hiring' motivating' and maintains people in an organi(ation #t focuses on people in organi(ation *rgani(ations are not mere !ricks' mortar' machineries or inventories They are people #t is the "ho staff and manage organi(ations H2M 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 "ith 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 highD,uality product supplied at reasona!le costs H2M function s is not confined to !usiness esta!lishment only They are applica!le to nonD!usiness organi(ations' too such as education' health care' recreation etc The scope of H2M is indeed vast All major activities in the "orking life of his or her entry into an organi(ation until he or she leavesDcome under the previe"s of H2M specifically' the activities included are H2 planning' jo! 7|Page

analysis and !e sign' recruitment and selection' orientation and placement' training and development' performance appraisal and jo! evaluation' employee and eEecutive remuneration' motivation and communication' "elfare' safety and health' industrial relations and the like H2M is a !road concept Personnel management and human resource development is a part of H2M Before "e define Human 2esource Management$' it seems good to first define heterogeneous in the sense that they differ in personality' perception' emotions' values' attitudes' motives' and modes of thoughts Human resource management plays an important role in the development process of modern economy #n fact it is said that all the development comes from the human mind Human 2esource Management is a process of producing

development' maintaining and controlling human resources for effective achievement of organi(ation goals $

>#.2? C0NCE). 04 S.RESS

>#.2.#? ,N.R0*+C.,0N .0 S.RESS
A lot of research has !een conducted into stress over the last hundred years Some of the theories !ehind it are no" settled and accepted- others are still !eing researched and de!ated %uring this time' there seems to have !een 8|Page

something approaching open "arfare !et"een competing theories and definitions4 &ie"s have !een passionately held and aggressively defended 5hat complicates this is that intuitively "e all feel that "e kno" "hat stress is' as it is something "e have all eEperienced A definition should therefore !e o!viousFeEcept that it is not

*e@inition:
Hans Selye "as one of the founding fathers of stress research His vie" in :>@A "as that stress is not necessarily something !ad G it all depends on ho" you take it The stress of eEhilarating' creative successful "ork is !eneficial' "hile that of failure' humiliation or infection is detrimental $ Selye !elieved that the !iochemical effects of stress "ould !e eEperienced irrespective of "hether the situation "as positive or negative Since then' a great deal of further research has !een conducted' and ideas have moved on Stress is no" vie"ed as a H!ad thingH' "ith a range of harmful !iochemical and longDterm effects These effects have rarely !een o!served in positive situations The most commonly accepted definition of stress /mainly attri!uted to 2ichard S 9a(arus1 is that stress is a ondition or @eelin8 ex9erien ed :!en a 9erson 9er ei6es t!at Ademands ex eed t!e 9ersonal and so ial resour es t!e indi6idual is able to mobiliBe.5 #n short' itIs "hat "e feel "hen "e think "eIve lost control of events This is the main definition used !y this section of Mind Tools' although "e also recogni(e that there is an intert"ined instinctive stress response to uneEpected events The stress response inside us is therefore part instinct and part to do "ith the "ay "e think

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The types of stress are as follo"s &e !ani al

Stress /physics1' the average amount of force eEerted per unit area Jield stress' the stress at "hich a material !egins to deform plastically 0ompressive stress' the stress applied to materials resulting in their compaction

Biolo8i al

Stress /!iological1' physiological or psychological stress- some types include4

o

0hronic stress' persistent stress "hich can lead to illness and mental disorder 8ustress' positive stress that can lead to improved longDterm functioning 5orkplace stress' stress caused !y employment

&usi

Accent /music1 Stress /!and1' an early I=Cs melodic rock !and from San %iego Stress /punk !and1' an early I=Cs punk rock !and from Athens Stress /)eoDPsychedelic !and1' from the late :>=CIs Stress' a song !y the .rench !and Kustice on their de!ut al!um

0t!er

Stress /game1' card game Stress /linguistics1' phonological use of prominence in language

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Stress >9!ysi s?C t!e a6era8e amount o@ @or e exerted 9er unit area. Stress is a measure of the average amount of force eEerted per unit area #t is a measure of the intensity of the total internal forces acting "ithin a !ody across imaginary internal surfaces' as a reaction to eEternal applied forces and !ody forces #t "as introduced into the theory of elasticity !y 0auchy around :=;; Stress is a concept that is !ased on the concept of continuum #n general' stress is eEpressed as

5here #s the average stress' also called en8ineerin8 or nominal stress' and #s the force acting over the area

C!roni Stress
C!roni stress is stress that lasts a long time or occurs fre,uently 0hronic stress is potentially damaging Symptoms of chronic stress can !e4

upset stomach headache !ackache insomnia anEiety depression anger

#n the most severe cases it can lead to panic attacks or a panic disorder 11 | P a g e

There are a variety of methods to control chronic stress' including eEercise' healthy diet' stress management' relaEation techni,ues' ade,uate rest' and relaEing ho!!ies 8nsuring a healthy diet containing magnesium may help control or eliminate stress' in those individuals "ith lo"er levels of magnesium or those "ho have a magnesium deficiency 0hronic stress can also lead to a magnesium deficiency' "hich can !e a factor in continued chronic stress' and a "hole host of other negative medical conditions caused !y a magnesium deficiency #t has !een discovered that there is a huge upsurge in the num!er of people "ho suffer from this condition A very large num!er of these ne" cases suffer from insomnia #n a revie" of the scientific literature on the relationship !et"een stress and disease' the authors found that stress plays a role in triggering or "orsening depression and cardiovascular disease and in speeding the progression of H#&LA#%S

Com9ressi6e stress:
Com9ressi6e stress is the stress applied to materials resulting in their compaction /decrease of volume1 5hen a material is su!jected to compressive stress' then this material is under compression Usually' compressive stress applied to !ars' columns' etc leads to shortening 9oading a structural element or a specimen "ill increase the compressive stress until the reach of compressive strength According to the properties of the material' failure "ill occur as yield for materials "ith ductile !ehavior /most metals' some soils and plastics1 or as rupture for !rittle !ehavior /geometries' cast iron' glass' etc1

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#n long' slender structural elements DD such as columns or truss !ars DD an increase of compressive force F leads to structural failure due to !uckling at lo"er stress than the compressive strength 0ompressive stress has stress units /force per unit area1' usually "ith negative values to indicate the compaction Ho"ever in geotechnical engineering' compressive stress is represented "ith positive values

>#.2.2? Stress in Biolo8i al terms:

Stress is a !iological term "hich 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' "hether actual or imagined #t includes a state of alarm and 13 | P a g e

adrenaline production' shortDterm resistance as a coping mechanism' and eEhaustion #t refers to the ina!ility of a human or animal !ody to respond 0ommon 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 "as first used !y the endocrinologist Hans Selye in the :><Cs to identify physiological responses in la!oratory animals He later !roadened and populari(ed the concept to include the perceptions and responses of humans trying to adapt to the challenges of everyday life #n SelyeIs terminology' HstressH refers to the reaction of the organism' and HstressorH to the perceived threat Stress in certain circumstances may !e eEperienced positively 8ustress' for eEample' 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 catchDall for any perceived difficulties in life #t also !ecame a euphemism' a "ay of referring to pro!lems and eliciting sympathy "ithout !eing eEplicitly confessional' just Hstressed outH #t covers a huge range of phenomena from mild irritation to the kind of severe pro!lems that might result in a real !reakdo"n of health #n popular usage almost any event or situation !et"een these eEtremes could !e descri!ed as stressful

>#.2.3? :!at is StressD

Stress refers to the strain from the conflict !et"een our eEternal environment and us' leading to emotional and physical pressure #n our fast paced "orld' it is 14 | P a g e

impossi!le to live "ithout stress' "hether you are a student or a "orking adult There is !oth positive and negative stress' depending on each individual+s uni,ue perception of the tension !et"een the t"o forces )ot all stress is !ad .or eEample' positive stress' also kno"n as eustress' can help an individual to function at optimal effectiveness and efficiency Hence' 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 eEample' can push us to make the most of our time and produce greater efficiency #t 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 *n the other hand' negative stress can result in mental and physical strain The individual "ill eEperience symptoms such as tensions' headaches' irrita!ility and in eEtreme cases' heart palpitations Hence' "hilst 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 Part of managing your stress levels include learning a!out ho" stress can affect you emotionally and physically' as "ell as ho" to identify if you are performing at your optimal stress level /*S91 or if you are eEperiencing negative stress This kno"ledge "ill help you to identify "hen you need to take a !reak' or perhaps seek professional help #t is also your first step to"ards developing techni,ues to managing your stress levels Modern day stresses can take the form of monetary needs' or emotional frictions 0ompetition at "ork and an increased "orkload can also cause greater levels of stress Ho" do you identify if you are suffering from eEcessive stress6 Psychological symptoms commonly eEperienced include insomnia' headaches and an ina!ility to focus Physical symptoms take the form of heart palpitations' !reathlessness' eEcessive s"eating and stomachaches

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5hat causes stress6 There are many different causes of stress' and that "hich causes stress is also kno"n as a stressor 0ommon lifestyle stressors include performance' threat' and !ereavement stressors' to name a fe" Performance stressors are triggered "hen an individual is placed in a situation "here he feels a need to eEcel This could !e during performance appraisals' lunch "ith the !oss' or giving a speech Threat stressors are usually "hen the current situation poses a dangerous threat' such as an economic do"nturn' or from an accident 9astly' !ereavement stressors occur "hen 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 "ith stress and turning it to our advantages #n order to do so' "e must learn to tell "hen "e have crossed the line from positive to negative stress

3ood stress 6Es Bad stress:

Stress has often !een misunderstood to !e negative' "ith fe" people ackno"ledging the importance and usefulness of positive stress #n our everyday lives' stress is every"here and definitely unavoida!le- hence our emphasis should !e on differentiating !et"een "hat is good stress' and "hat is !ad This "ill help us to learn to cope "ith negative stress' and harness the po"er of positive stress to help us achieve more There are ? main categories of stress' namely eustress' distress' hyper stress and hypo stress )egative stress can cause many physical and psychological pro!lems' "hilst positive stress can !e very helpful for us Here+s ho" "e differentiate !et"een them Eustress: this is a positive form of stress' "hich prepares your mind and !ody for the imminent challenges that it has perceived 8ustress is a natural physical reaction !y your !ody "hich increases !lood flo" to your muscles' resulting in a higher 16 | P a g e

heart rate Athletes !efore a competition or perhaps a manager !efore a major presentation "ould do "ell "ith eustress' allo"ing them to derive the inspiration and strength that is needed

*istress 5e are familiar "ith this "ord' and kno" that it is a negative form of stress This occurs "hen the mind and !ody is una!le to cope "ith changes' and usually occurs "hen there are deviations from the norm They can !e categori(ed into acute stress and chronic stress Acute stress is intense' !ut does not last for long *n 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 "ith

%y9er stress This is another form of negative stress that occurs "hen the individual is una!le to cope "ith the "orkload 8Eamples include highly stressful jo!s' "hich re,uire longer "orking hours than the individual can handle #f you suspect that you are suffering from hyper stress' you are likely to have sudden emotional !reakdo"ns over insignificant issues' the prover!ial stra"s that !roke the camel+s !ack #t is important for you to recogni(e that your !ody needs a !reak' or you may end up "ith severe and chronic physical and psychological reactions

%y9o stress 9astly' hypo stress occurs "hen a person has nothing to do "ith his time and feels constantly !ored and unmotivated This is due to an insufficient amount of stress- hence some stress is inevita!le and helpful to us 0ompanies should avoid having "orkers "ho eEperience hypo stress as this "ill cause productivity 17 | P a g e

and mindfulness to fall #f the jo! scope is !oring and repetitive' it "ould !e a good idea to implement some form of jo! rotation so that there is al"ays something ne" to learn The types of stress are named as eustress and distress *istress is the most commonlyDreferred to type of stress' having negative implications' "hereas eustress is a positive form of stress' usually related to desira!le events in personIs life Both can !e e,ually taEing on the !ody' and are cumulative in nature' depending on a personIs "ay of adapting to a change that has caused it

>#.2.4? Co9in8 :it! Stress at 1ork 9la e

5ith the rapid advancement of technology' the stresses faced at "ork have also increased Many people dread going to "ork' hence the term Monday Blues$ 5hat is the reason for this6 There is partly the fear from !eing retrenched in !ad 18 | P a g e

times' leading to greater jo! insecurity on the part of those "ho remain Undou!tedly' occupational stress is one of the most commonly cited stressors faced !y people all over the "orld Stress refers to the pressure and reactions to our environment "hich results in psychological and physical reactions 5hilst 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 "ork' and this has led to greater occupational stress Many companies have taken to consulting eEperts and professionals on "ays to increase connectedness and motivation of their employees Some companies organi(e parties and make their employees feel valued at "ork These are measures to motivate employees and help them to feel secure at their jo!s' translating into greater productivity Ho"ever' not all companies have such measures in place' and some have not gotten it ,uite right Hence' it is up to you to make sure that you can cope "ith stress at your "orkplace' and use it to help you "ork !etter Here are < simple steps to help you "ith coping "ith stress in the "orkplace Ste9 #: Raisin8 ':areness Help yourself to identify "hen 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 #f left unackno"ledged' the pro!lem "ill only sno"!all' leading to disastrous conse,uences to your health and overall "ell!eing Jou can identify if you are feeling stressed !y checking if you have any physical or psychological reactions' such as eEcessive s"eating or heart palpitations' or the onset of headaches' irrita!ility or the need to escape #f you eEperience any of these reactions' identify if you are feeling any over"helming negative emotions' and if you are constantly "orried 19 | P a g e

Ste9 2: ,denti@y t!e Cause Jou need to !e a!le to analy(e the situation and identify "hat is causing the rise in stress These stressors can !e eEternal and internal 8Eternal stressors refer to things !eyond your control' such as the environment or your colleagues at "ork #nternal stressors refer to your o"n thinking and attitude *ften' "e only start reacting to stress "hen a com!ination of stressors "orking together eEceeds our a!ility to cope Meep a diary or a list of events that have caused you to feel strong negative emotions' or that are likely stressors This "ill help you to identify the causes of your stress 5hilst it is not al"ays possi!le to eradicate them' "e can change the "ay that "e cope "ith it Ste9 3: Co9in8 :it! Stress #n order to deal "ith the situation that is causing you stress' you need to calm your mind and !ody so as to stave off the reactions and cope "ith it in a positive "ay This can !e through different methods' such as taking time off #f a situation is triggering your stress and you are una!le to calm do"n' remove yourself from it No outside and take a "alk to calm do"n Alternatively' you can try implementing relaEation techni,ues such as deep !reathing #f it is an internal stressor' stop your thought process until you are a!le to deal "ith it logically The key to making these < steps "ork 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 "hen you are feeling stressed

>#.2.<? Stress &ana8ement

Stress management is the need of the hour Ho"ever hard "e try to go !eyond a stress situation' life seems to find ne" "ays of stressing us out and 20 | P a g e

plaguing us "ith anEiety attacks Moreover' !e it our anEiety' mindD!ody eEhaustion or our erring attitudes' "e tend to overlook causes of stress and the conditions triggered !y those #n such unsettling moments "e often forget that stressors' if not escapa!le' are fairly managea!le and treata!le

Stress' either ,uick or constant' can induce risky !odyDmind disorders #mmediate disorders such as di((y spells' anEiety 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' "hich are interDlinked "ith stress

9ike Hstress reactionsH' HrelaEation responsesH and stress management techni,ues are some of the !odyIs important !uiltDin response systems As a relaEation 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 eEhausted mind crave for looseness Unfortunately' today' "e donIt get relaEing and soothing situations "ithout asking To !e relaEed "e have to strive to create such situations

Re o8niBin8 a stressor:
#t is important to recogni(e "hether you are under stress or out of it Many times' even if "e are under the influence of a stressful condition and our !ody reacts to it internally as "ell as eEternally' "e fail to reali(e that "e are reacting under stress This also happens "hen the causes of stress are there long enough for us to get ha!ituated to them The !ody constantly tries to tell us through 21 | P a g e

symptoms such as rapid palpitation' di((y spells' tight muscles or various !ody aches that something is "rong #t is important to remain attentive to such symptoms and to learn to cope "ith the situations 5e cope !etter "ith stressful situation' "hen "e encounter them voluntarily #n cases of relocation' promotion or layoff' adventurous sports or having a !a!y' "e tend to respond positively under stress But' "hen "e are compelled into such situations against our "ill or kno"ledge' more often than not' "e "ilt at the face of unkno"n and imagined threats .or instance' stress may mount "hen one is coerced into undertaking some "ork against oneIs "ill

(au8!ter:
Adopting a humorous vie" to"ards lifeIs situations can take the edge off everyday stressors )ot !eing too serious or in a constant alert mode helps maintain the e,uanimity of mind and promote clear thinking Being a!le to laugh stress a"ay is the smartest "ay to "ard off its effects A sense of humor also allo"s us to perceive and appreciate the incongruities of life and provides moments of delight The emotions "e eEperience 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' "hich are converted to cortical in the !lood stream These have an immunosuppressive effect %r 9ee Berk and fello" researcher %r Stanley Tan at 9oma 9inda University School of Medicine have produced carefully controlled studies sho"ing that the eEperience of laughter lo"ers serum cortical levels' increases the amount and activity of T lymphocytesOthe natural killer cells 9aughter also increases the num!er of T cells that have suppresser receptors

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5hat 9aughter 0an %o Against Stress And #ts 8ffects 6

P 9aughter lo"ers !lood pressure and reduces hypertension P #t provides good cardiac conditioning especially for those "ho are una!le to perform physical eEercise P 2educes stress hormones /studies sho"s' laughter induces reduction of at least four of neuroendocrine hormonesOepinephrine' cortical' dopac' and gro"th hormone' associated "ith stress response1 P 9aughter cleanses the lungs and !ody tissues of accumulated stale air as it empties more air than it takes in #t is !eneficial for patients suffering from emphysema and other respiratory ailments P #t increases muscle fleEion' relaEation and fluent !lood circulation in !ody P Boosts immune function !y raising levels of infectionDfighting TDcells' diseaseD fighting proteins called NammaDinterferon and diseaseDdestroying anti!odies called BDcells P 9aughter triggers the release of endorphinsO!odyIs natural painkillers P Produces a general sense of "ellD!eing

>#.2.F? 1ork9la e Stress

1ork9la e stress is the harmful physical and emotional response that occurs "hen there is a poor match !et"een jo! demands and the capa!ilities' resources' or needs of the "orker StressDrelated disorders encompass a !road 23 | P a g e

array of conditions' including psychological disorders /e g ' depression' anEiety' postDtraumatic stress disorder1 and other types of emotional strain /e g ' dissatisfaction' fatigue' tension' etc 1' maladaptive !ehaviors /e g ' aggression' su!stance a!use1' and cognitive impairment /e g ' concentration and memory pro!lems1 #n turn' these conditions may lead to poor "ork performance or even injury Ko! stress is also associated "ith various !iological reactions that may lead ultimately to compromised health' such as cardiovascular disease Stress is a prevalent and costly pro!lem in todayIs "orkplace A!out oneDthird of "orkers report high levels of stress *neD,uarter of employees vie" their jo!s as the num!er one stressor in their lives ThreeD,uarters of employees !elieve the "orker has more onDtheDjo! stress than a generation ago 8vidence also suggests that stress is the major cause of turnover in organi(ations

%ealt! and %ealt! are +tiliBation

Pro!lems at "ork are more strongly associated "ith health complaints than are any other life stressorDmore so than even financial pro!lems or family pro!lems Many studies suggest that psychologically demanding jo!s that allo" employees little control over the "ork process increase the risk of cardiovascular disease *n the !asis of research !y the )ational #nstitute for *ccupational Safety and Health and many other organi(ations' it is "idely !elieved that jo! stress increases the risk for development of !ack and upperDeEtremity musculoskeletal disorders High levels of stress are associated "ith su!stantial increases in health service utili(ation 5orkers "ho report eEperiencing stress at "ork also sho" eEcessive health care utili(ation #n a :>>= study of ?A'CCC "orkers' health care costs "ere nearly @CQ greater for "orkers reporting high levels of stress in comparison to lo" risk$ "orkers The increment rose to nearly :@CQ' an increase of more than R:'BCC per person annually' for "orkers reporting high levels of !oth stress and depression Additionally' periods of disa!ility due to jo! stress tend to !e much longer than disa!ility periods for other occupational injuries and illnesses 24 | P a g e

Causes o@ 1ork9la e Stress

Ko! stress results from the interaction of the "orker and the conditions of "ork &ie"s differ on the importance of "orker characteristics versus "orking conditions as the primary cause of jo! stress The differing vie"points suggest different "ays to prevent stress at "ork According to one school of thought' differences in individual characteristics such as personality and coping skills are most important in predicting "hether certain jo! conditions "ill result in stressDin other "ords' "hat is stressful for one person may not !e a pro!lem for someone else This vie"point leads to prevention strategies that focus on "orkers and "ays to help them cope "ith demanding jo! conditions Although the importance of individual differences cannot !e ignored' scientific evidence suggests that certain "orking conditions are stressful to most people Such evidence argues for a greater emphasis on "orking conditions as the key source of jo! stress' and for jo! redesign as a primary prevention strategy Personal intervie" surveys of "orking conditions' including conditions recogni(ed as risk factors for jo! stress' "ere conducted in Mem!er States of the 8uropean Union in :>>C' :>>@' and ;CCC 2esults sho"ed a trend across these periods suggestive of increasing "ork intensity #n :>>C' the percentage of "orkers reporting that they "orked at high speeds at least oneDfourth of their "orking time "as ?=Q' increasing to @?Q in :>>@ and to @AQ in ;CCC Similarly' @CQ of "orkers reported they "ork against tight deadlines at least oneDfourth of their "orking time in :>>C' increasing to @AQ in :>>@ and AC Q in ;CCC Ho"ever' no change "as noted in the period :>>@G;CCC /data not collected in :>>C1 in the percentage of "orkers reporting sufficient time to complete tasks A su!stantial percentage of Americans "ork very long hours By one estimate' more than ;AQ of men and more than ::Q of "omen "orked @C hours per "eek or more in ;CCC These figures represent a considera!le increase over the previous three decades' especially for "omen According to the %epartment of 9a!or' there has !een an up"ard trend in hours "orked among employed "omen' an increase in eEtended "ork "eeks /S?C hours1 !y men' and a considera!le increase in com!ined "orking hours among "orking couples' particularly couples "ith young children 25 | P a g e

Si8ns o@ 1ork9la e Stress

Mood and sleep distur!ances' upset stomach and headache' and distur!ed relationships "ith family- friends and girlfriends or !oyfriends are eEamples of stressDrelated 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 )onetheless' evidence is rapidly accumulating to suggest that stress plays an important role in several types of chronic health pro!lemsDespecially cardiovascular disease' musculoskeletal disorders' and psychological disorders

)re6ention
A com!ination of organi(ational change and stress management is often the most useful approach for preventing stress at "ork Ho" to 0hange the *rgani(ation to Prevent Ko! Stress

8nsure that the "orkload is in line "ith "orkersI capa!ilities and resources %esign jo!s to provide meaning' stimulation' and opportunities for "orkers to use their skills 0learly define "orkersI roles and responsi!ilities Nive "orkers opportunities to participate in decisions and actions affecting their jo!s #mprove communicationsDreduce uncertainty a!out career development and future employment prospects Provide opportunities for social interaction among "orkers 8sta!lish "ork schedules that are compati!le "ith demands and responsi!ilities outside the jo! %iscrimination inside the "orkplace /e g nationality and language 1

26 | P a g e

St Paul .ire and Marine #nsurance 0ompany conducted several studies on the effects of stress prevention programs in hospital settings Program activities included /:1 employee and management education on jo! stress' /;1 changes in hospital policies and procedures to reduce organi(ational sources of stress' and /<1 esta!lishment of employee assistance programs #n one study' the fre,uency of medication errors declined !y @CQ after prevention activities "as implemented in a BCCD!ed hospital #n a second study' there "as a BCQ reduction in malpractice claims in ;; hospitals that implemented stress prevention activities #n contrast' there "as no reduction in claims in a matched group of ;; hospitals that did not implement stress prevention activities

>#.2.;? Redu e your stress

: 2ob analysis: $ 5e have all eEperienced that appalling sense of having far too much "ork to do and too little time to do it in 5e can choose to ignore this' and "ork unreasona!ly long hours to stay on top of our "orkload The risks here are 27 | P a g e

that "e !ecome eEhausted' that "e have so much to do that "e do a poor ,uality jo! and that "e neglect other areas of our life 8ach of these can lead to intense stress The alternative is to "ork more intelligently' !y focusing on the things that are important for jo! success and reducing the time "e spend on lo" priority tasks Ko! Analysis is the first step in doing this

The first of the actionDoriented skills that "e look at is Ko! Analysis Ko! Analysis is a key techni,ue for managing jo! overload G an important source of stress To do an eEcellent jo!' you need to fully understand "hat is eEpected of you 5hile this may seem o!vious' in the hurlyD!urly of a ne"' fastDmoving' highD pressure role' it is oftentimes something that is easy to overlook By understanding the priorities in your jo!' and "hat constitutes success "ithin it' you can focus on these activities and minimi(e "ork on other tasks as much as possi!le This helps you get the greatest return from the "ork you do' and keep your "orkload under control Ko! Analysis is a useful techni,ue for getting a firm grip on "hat really is important in your jo! so that you are a!le to perform eEcellently #t helps you to cut through clutter and distraction to get to the heart of "hat you need to do ; Rational G 9ositi6e t!inkin8: $ Jou are thinking negatively "hen you fear the future' put yourself do"n' critici(e yourself for errors' dou!t your a!ilities' or eEpect failure )egative thinking damages confidence' harms performance and paraly(es mental skills Unfortunately' negative thoughts tend to flit into our consciousness' do their damage and flit !ack out again' "ith their significance having !arely !een noticed Since "e !arely reali(e that they "ere there' "e do not challenge them properly' "hich means that they can !e completely incorrect and "rong Thought A"areness is the process !y "hich you o!serve your thoughts and !ecome a"are of "hat is going through your head

28 | P a g e

*ne approach to it is to o!serve your Hstream of consciousnessH as you think a!out the thing youIre trying to achieve "hich is stressful %o not suppress any thoughts #nstead' just let them run their course "hile you "atch them' and "rite them do"n on our free "orksheet as they occur Then let them go Another more general approach to Thought A"areness comes "ith logging stress in your Stress %iary 5hen 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 !elo" Here are some typical negative thoughts you might eEperience "hen preparing to give a major presentation4

.ear a!out the ,uality of your performance or of pro!lems that may interfere "ith it-

5orry a!out ho" the audience /especially important people in it like your !oss1 or the press may react to you%"elling on the negative conse,uences of a poor performance- or SelfDcriticism over a lessDthanDperfect rehearsal

Thought a"areness is the first step in the process of managing negative thoughts' as you cannot manage thoughts that you are una"are of

Rational .!inkin8
The neEt step in dealing "ith negative thinking is to challenge the negative thoughts that you identified using the Thought A"areness techni,ue 9ook at every thought you "rote do"n and challenge it rationally Ask yourself "hether the thought is reasona!le 5hat evidence is there for and against the thought6 5ould your colleagues and mentors agree or disagree "ith it6 9ooking at the eEamples' the follo"ing challenges could !e made to the negative thoughts "e identified earlier4

29 | P a g e

4eelin8s o@ inadeHua y: Have you trained yourself as "ell as you reasona!ly should have6 %o you have the eEperience and resources you need to make the presentation6 Have you planned' prepared and rehearsed enough6 #f you have done all of these' youIve done as much as you can to give a good performance

1orries about 9er@orman e durin8 re!earsal: #f some of your practice "as 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

)roblems :it! issues outside your ontrol: Have 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 5hat "ill you do if they occur6 And "hat do you need others to do for you6

1orry about ot!er 9eo9leIs rea tions: #f you have prepared "ell' and you do the !est you can' then you should !e satisfied #f you perform as "ell as you reasona!ly can' then fair people are likely to respond "ell #f people are not fair' the !est thing to do is ignore their comments and rise a!ove them

.i9: %onIt make the mistake of generali(ing a single incident *M' you made a mistake at "ork' !ut that doesnIt mean youIre !ad at your jo! Similarly' make sure you take the long vie" a!out incidents that youIre finding stressful Kust !ecause youIre finding these ne" responsi!ilities stressful no"' doesnIt mean that they "ill A95AJS !e so for you in the future

30 | P a g e

.i9: #f you find it difficult to look at your negative thoughts o!jectively' imagine that you are your !est friend or a respected coach or mentor 9ook at the list of negative thoughts and imagine the negative thoughts "ere "ritten !y someone you "ere giving o!jective advice to Then' think ho" you "ould challenge these thoughts 5hen you challenge negative thoughts rationally' you should !e a!le to see ,uickly "hether the thoughts are "rong or "hether they have some su!stance to them 5here there is some su!stance' take appropriate action Ho"ever' make sure that your negative thoughts are genuinely important to achieving your goals' and donIt just reflect a lack of eEperience' "hich everyone has to go through at some stage )ositi6e .!inkin8 G 099ortunity Seekin8 By no"' you should already !e feeling more positive The final step is to prepare rational' positive thoughts and affirmations to counter any remaining negativity #t can also !e useful to look at the situation and see if there are any useful opportunities that are offered !y it By !asing your affirmations on the clear' rational assessments of facts that you made using 2ational Thinking' you can use them to undo the damage that negative thinking may have done to your selfDconfidence .i9: Jour affirmations "ill !e strongest if they are specific' are eEpressed in the present tense and have strong emotional content 0ontinuing the eEamples a!ove' positive affirmations might !e4

)roblems durin8 9ra ti e: H# have learned from my rehearsals This has put me in a position "here # can deliver a great performance # am going to perform "ell and enjoy the event H

31 | P a g e

1orries about 9er@orman e: H# have prepared "ell and rehearsed thoroughly # am "ell positioned to give an eEcellent performance H )roblems issues outside your ontrol: H# have thought through everything that might reasona!ly happen and have planned ho" # can handle all likely contingencies # am very "ell placed to react fleEi!ly to events H

1orry about ot!er 9eo9leIs rea tion: H.air people "ill react "ell to a good performance # "ill rise a!ove any unfair criticism in a mature and professional "ay H

#f appropriate' "rite these affirmations do"n on your "orksheet so that you can use them "hen you need them As "ell as allo"ing you to structure useful affirmations' part of Positive Thinking is to look at opportunities that the situation might offer to you #n the eEamples a!ove' successfully overcoming the situations causing the original negative thinking "ill open up opportunities Jou "ill ac,uire ne" skills' you "ill !e seen as someone "ho can handle difficult challenges' and you may open up ne" career opportunities Make sure that identifying these opportunities and focusing on them is part of your positive thinking

2. Research Methodology
>2.#? Resear ! 0bje ti6e: $
Stress is a dynamic condition in "hich an individual is confronted "ith an opportunity' demand or resource related to "hat the individual desires and for

32 | P a g e

"hich the outcome is perceived to !e !oth uncertain and important This is a complicated definition Stress is not necessarily !ad in and of itself Although stress is typically discussed in a negative conteEt' it also has a positive value #t+s an opportunity "hen it offers potential gain 0onsider for eEample' the superior performance that an athlete or stage performer gives in clutch$ situations Such individuals often use stress positively to rise to the occasion and perform at or near their maEimum Similarly' many professionals see the pressures of heavy "orkloads and deadlines as positive challenges that enhance the ,uality of their "ork and the satisfaction the get from their jo! But it is different in the case of !ank employees The !ank employees are the people "ho also have to achieve the certain target and so for the non achievement of target the employees remain stressed and tensed The employees "ho have the simple ta!le "ork also have to face the pro!lem of stress %ue to recession the !anking sector is also facing the pro!lem of employee cutDoffs and so the "ork load of the eEisting employees increases and they feel stressed The types of stress are named as eustress and distress *istress is the most commonlyDreferred to type of stress' having negative implications' "hereas eustress is a positive form of stress' usually related to desira!le events in personIs life Both can !e e,ually taEing on the !ody' and are cumulative in nature' depending on a personIs "ay of adapting to a change that has caused it Stress management is the need of the hour Ho"ever hard "e try to go !eyond a stress situation' life seems to find ne" "ays of stressing us out and plaguing us "ith anEiety attacks Moreover' !e it our anEiety' mindD!ody eEhaustion or our erring attitudes' "e tend to overlook causes of stress and the conditions triggered !y those #n such unsettling moments "e often forget that stressors' if not escapa!le' are fairly managea!le and treata!le 33 | P a g e

Stress' either ,uick or constant' can induce risky !odyDmind disorders #mmediate disorders such as di((y spells' anEiety 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' "hich are interDlinked "ith stress 9ike Hstress reactionsH' HrelaEation responsesH and stress management techni,ues are some of the !odyIs important !uiltDin response systems As a relaEation 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 eEhausted mind crave for looseness Unfortunately' today' "e donIt get relaEing and soothing situations "ithout asking To !e relaEed "e have to strive to create such situations This research is to carry out the study that ho" much stressed the employees of the !anks are and ho" do their stress affect their "ork life' social life' output etc so a sample of :? to :@ employees are selected from all the three !anks for the research of stress among them

>2.2? Sam9lin8
Sam9le: # have taken the sample of <@ employees from three different !anks of Shimla All the employees "ere of the same designations

34 | P a g e

Reason: As "e find the employees of the !ank to !e more stressful as more and more employees are taking &2S and are dismissed !ecause of inflation # have selected only those three !anks "hich are affiliated to the pu!lic and are speciali(ed in consumer needs fulfillment #t is incum!ent on the researcher to clearly define the target population There are no strict rules to follo"' and the researcher must rely on logic and judgment The population is defined in keeping "ith the o!jectives of the study Sometimes' the entire population "ill !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 Usually' the population is too large for the researcher to attempt to survey all of its mem!ers A small' !ut carefully chosen sample can !e used to represent the population The sample reflects the characteristics of the population from "hich it is dra"n Sampling methods are classified as either probability or non probability #n pro!a!ility samples' each mem!er of the population has a known non- ero pro!a!ility of !eing selected Pro!a!ility methods include random sampling' systematic sampling' and stratified sampling #n 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 sno"!all sampling The advantage of pro!a!ility sampling is that samplin! error can !e calculated Sampling error is the degree to "hich a sample might differ from the population 5hen inferring to the population' results are reported plus or minus the sampling error #n non pro!a!ility sampling' the degree to "hich the sample differs from the population remains unkno"n 35 | P a g e

Random sam9lin8 is the purest form of pro!a!ility sampling 8ach mem!er of the population has an e,ual and kno"n chance of !eing selected 5hen 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 Systemati sam9lin8 is often used instead of random sampling #t is also called an "th name selection techni,ue After the re,uired sample si(e has !een calculated' every )th record is selected from a list of population mem!ers As long as the list does not contain any hidden order' this sampling method is as good as the random sampling method #ts 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 Strati@ied sam9lin8 is commonly used pro!a!ility method that is superior to random sampling !ecause it reduces sampling error A 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 2andom 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 "hen one or more of the stratums in the population have a lo" incidence relative to the other stratums Con6enien e sam9lin8 is used in eEploratory research "here the researcher is interested in getting an ineEpensive approEimation of the truth As the name implies' the sample is selected !ecause they are convenient This nonDpro!a!ility method is often used during

36 | P a g e

preliminary research efforts to get a gross estimate of the results' "ithout incurring the cost or time re,uired to select a random sample 2ud8ment sam9lin8 is a common nonDpro!a!ility method The researcher selects the sample !ased on judgment This is usually and eEtension of convenience sampling .or eEample' a researcher may decide to dra" the entire sample from one HrepresentativeH city' even though the population includes all cities 5hen using this method' the researcher must !e confident that the chosen sample is truly representative of the entire population Juota sam9lin8 is the nonDpro!a!ility e,uivalent of stratified sampling 9ike 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' "here the stratums are filled !y random sampling Sno:ball sam9lin8 is a special nonDpro!a!ility method used "hen the desired sample characteristic is rare #t may !e eEtremely difficult or cost prohi!itive to locate respondents in these situations Sno"!all sampling relies on referrals from initial su!jects to generate additional su!jects 5hile this techni,ue can dramatically lo"er search costs' it comes at the eEpense of introducing !ias !ecause the techni,ue itself reduces the likelihood that the sample "ill represent a good cross section from the population

>2.3? Resear ! ,nstrument: $

Checking Yo rsel! !or B rno t

37 | P a g e

Burnout occurs "hen passionate' committed people !ecome deeply disillusioned "ith a jo! or career from "hich they have previously derived much of their identity and meaning #t comes as the things that inspire passion and enthusiasm are stripped a"ay' and tedious or unpleasant things cro"d in #his tool can help you check yoursel$ $or burnout%

,ntrodu tion:
This tool can help you check yourself for !urnout #t helps you look at the "ay you feel a!out your jo! and your eEperiences at "ork' so that you can get a feel for "hether you are at risk of !urnout

+sin8 t!e .ool:

5ork through the ta!le on paper and calculate values manually .ill in values appropriately on the sheet This "ill automatically calculate scores for you and interpret these scores' sho"ing the score and interpretation in ro" <C

#f you choose to use the manual method' then calculate the total of the scores as descri!ed in the instructions /note that this uses a slightly different scoring method from the spreadsheet1 Apply the score to the scoring ta!le underneath to get the interpretation

0hecking Jourself for Burnout

Juestionnaire

38 | P a g e

)o 7uestions %o you feel run do"n and drained of physical or emotional energy6 ; %o you find that you are prone to negative thinking a!out your jo!6 < %o you find that you are harder and less sympathetic "ith people than perhaps they deserve6 ? %o you find yourself getting easily irritated !y small pro!lems' or !y your coD "orkers and team6 @ %o you feel misunderstood or unappreciated !y your coD"orkers6 A %o you feel that you have noDone to talk to6 B %o you feel that you are achieving less than you should6 = %o you feel under an unpleasant level of pressure to succeed6 > %o you feel that you are not getting "hat you "ant out of your jo!6 :C %o you feel that you are in the "rong organi(ation or the "rong profession6 :: Are you !ecoming frustrated "ith parts of your jo!6 :; %o you feel that organi(ational politics or !ureaucracy frustrate your a!ility to do a good jo!6 :< %o you feel that there is more "ork to do than you practically have the a!ility to do6 :? %o you feel that you do not have time to do many of the things that are important to doing a good ,uality jo!6 39 | P a g e :@ %o you find that you do not have time to plan as much as you "ould like to6 Total :

)ot at all

2arely Sometimes *fte n

&ery often

#nstructions4 .or each ,uestion' put an I3I in the column that most applies Put one I3I only in each ro" Please "rite the total num!er of TE+ at the space given at the !ottom of each column

Ans"er )ot at all 2arely Sometimes *ften &ery often

)um!er

5eight C : ; < ?

5eighted Total

SU D: N @ := # <@ ?@ 2 3

)o sign of !urnout hereV Juestions /es No 9ittle sign of !urnout here' unless some factors are particularly severe Be careful D you may !e at risk of !urnout' particularly if several scores are high Are "ith performance you give at your this "ork6 Jouyou are satisfied at severe riskthe of !urnout D do something a!out urgently Jou are at very severe risk of !urnout D do something a!out this urgently %o you think that you are suffering from depression6 %o you "orry a!out your colleagueIs opinion a!out you6

40 | P a g e

%o you discuss your pro!lem "ith your spouse or friend or 4 < F ; 8 = #" ## #2 #3 any other close to you6 %o you "ork more than = hours6 Jou have an important function at your home and your !oss asks to give a ? hour over time' "hat "ill !e your response6 %o you regularly spend time for entertainment6 #s your social life !alanced6 %o you plan your "ork !efore doing6 %o you fear a!out the ,uality of your performance6 Are you a heart patient6 %o you get tensed at your non achievement of your target6 %o you feeling stress some times6 #f the ans"er of the a!ove ,uestion is Jes then ans"er the follo"ing4 a? b? ? d? e? #s the reason of your stress your "ork load6 Are you stressed !ecause of your family pro!lems6 %o you get stressed "hen your !oss scolds Jou6 %o you try to find any solution for the pro!lem of your stress6 /#. J8S1 %o you practice yoga or any other ayurvedic therapy for reducing stress6

.o make t!e sur6ey re9ort more lear t!e abo6e Huestionnaire :as also @illed. 's a result t!e em9loyees !a6e 8i6en 9ro9er res9onse and t!e re9ort o@ t!e Huestionnaire is 9resented in t!e 9roje t. 41 | P a g e

/; ?1 *ata analysis and ,nter9retation

.!e 9roje t re9ort s!o:s t!e in@ormation o@ t!e le6el o@ stress :!i ! t!e em9loyees are @a in8 as t!e 9eriod o@ re ession is 8oin8 t!e em9loyee ut$o@@ and turno6er ratios are @ound to be !i8! so t!e :orkload @or t!e existin8 em9loyees are !i8!. So t!ey are @a in8 t!e 9roblem o@ :ork o6erload and t!us t!ey 8et stressed. (etKs !a6e a :at ! on t!e basi data o@ t!e sur6ey: The re9ort o@ %*4C bank SU D: @ := <@ ?@ )o sign of !urnout hereV 9ittle sign of !urnout here' unless some factors are particularly severe Be careful D you may !e at risk of !urnout' particularly if several scores are high Jou are at severe risk of !urnout D do something a!out this urgently Jou are at very severe risk of !urnout D do something a!out this urgently response C A = C C

no si8n o@ burn out little si8n o@ burnout Be are@ul se6ere risk -ery !i8!

42 | P a g e

The 2eport of SB# Bank SU D: @ := <@ ?@ )o sign of !urnout hereV 9ittle sign of !urnout here' unless some factors are particularly severe Be careful D you may !e at risk of !urnout' particularly if several scores are high Jou are at severe risk of !urnout D do something a!out this urgently Jou are at very severe risk of !urnout D do something a!out this urgently response C < :C C C

No si8n (ittle si8n Be are@ul Se6ere risk -ery !i8!

.!e re9ort o@ '7,S Bank SU D: @ := <@ ?@ )o sign of !urnout hereV 9ittle sign of !urnout here' unless some factors are particularly severe Be careful D you may !e at risk of !urnout' particularly if several scores are high Jou are at severe risk of !urnout D do something a!out this urgently Jou are at very severe risk of !urnout D do something a!out this urgently response C @ < C C

No si8n little si8n be are@ul Se6ere risk -ery !i8!

43 | P a g e

#t is seen from the a!ove data that the employees "orking in the !anks are at the risk of t"o levels that is a little sign of !urn out$ and !e careful$ Taking a look on the data of all the three !anks' it is seen that the employees "orking in SB# are found less stressed out compared to other !anks This can !e !ecause it+s a pu!lic sector #f all the graphs are compared' it is seen that the ratio of stressed employees in A3#S !anks are high as compared to all the other !anks 9et+s have a look on the overall result of the survey SU D: @ := <@ ?@ )o sign of !urnout hereV 9ittle sign of !urnout here' unless some factors are particularly severe Be careful D you may !e at risk of !urnout' particularly if several scores are high Jou are at severe risk of !urnout D do something a!out this urgently Jou are at very severe risk of !urnout D do something a!out this urgently response C :? ;: C C

no si8n little si8n Be are@ull se6ere risk -ery !i8!

.rom the a!ove graph it can !e seen that maEimum employees of all the !anks are at a moderate level of risk of !urnout "hile the employees "ho "ere found "ith a little sign of !urnout is less So the ratio of little sign of !urnout and moderate level of !urnout is ;4<

44 | P a g e

Jes ;B =

)o

)o response C

#. 're you satis@ied :it! t!e 9er@orman e you 8i6e at your :orkD

/es No No res9onse

.rom the diagram it is clear that BB Q of the employees are satisfied "ith the performance they give in the "ork "hile ;< Q of the employees are not satisfied 2. *o you t!ink t!at you are su@@erin8 @rom de9ressionD Jes B ;= )o )o response C

/es No No res9onse

45 | P a g e

;C Q of the employee feel that they are suffering from depression "hile =C Q of the employee feel that that they are free from the depression

3. *o you :orry about your ollea8ueIs o9inion about youD Jes > ;A )o )o response C

/es No No res9onse

;AQ of the employees "orry a!out their colleague+s opinion a!out them "hile B?Q of the employees are not concern "ith the opinion a!out their colleague 4. *o you dis uss your 9roblem :it! your s9ouse or @riend or any ot!er lose to youD Jes <; < )o )o response C

/es No No res9onse

46 | P a g e

>:Q of the employees of the !ank discuss their pro!lem and share their feelings )o response <: ? C "ith their spouse or friends or others "hile > Q of the employee is not concerned "ith it <. *o you :ork more t!an 8 !oursD Jes )o

=>Q of the employees "ork for more than = hours "hich is the starting point of

/es No No res9onse

the stress "hile :: Q of the employees don+t "ork for more than = hours F. /ou !a6e an im9ortant @un tion at your !ome and your boss asks to 8i6e a 4 !our o6er timeC :!at :ill be your res9onseD Jes :? :> )o )o response ;

/es No No res9onse

47 | P a g e

?C Q of the employees are proved to !e "ork dedicated and they are ready to miss the important function at their house "hile @? Q of the employees said no Jes )o )o response ;C :@ C and A Q of the employee did not gave any ans"er

;. *o you re8ularly s9end time @or entertainmentD

/es No No res9onse

Jes :> :?

)o

)o response ;

@BQ of the employee spent regular time on entertainment "hich helps us to remain stress free "hile ?< Q of the employees don+t do that 8. ,s your so ial li@e balan edD

48 | P a g e

/es No No res9onse

@? Q of the employees find their social life to !e !alanced "hile ?C Q of the employees don+t have their social life !alanced AQ of the employees remain silent

=. *o you 9lan your :ork be@ore doin8D Jes <: Jes ;; :< ? )o )o )o response C )o response C

#t
/es No No res9onse

is a

good ha!it to plan the "ork you do => Q of the employees plan their "ork !efore doing "hile :: Q of the employees don+t plan their "ork #". *o you @ear about t!e Huality o@ your 9er@orman eD

49 | P a g e

Jes : <?

)o

)o response C
/es No No res9onse

A<Q of the employees fear the ,uality of performance "hich they give "hile <B Q of the employees don+t fear the ,uality of their "ork

##. 're you a !eart 9atientD

/es No No res9onse

Here < Q of the employees are heart patient "hich is partially the result of stress #2. *o you 8et tensed at your non a !ie6ement o@ your tar8etD Jes 50 | P a g e )o )o response

;@

:C

/es No No res9onse

B:Q of the employees get tensed at the non achievement of the target "hile ;> Q of the employees "ork casually

#3. *o you @eelin8 stress some timesD Jes ;= A )o )o response :

/es No No res9onse

=CQ of the employees feel stressed sometimes "hile :B Q of the employees are not feeling stressed < Q of the employees did not respond

,@ t!e ans:er o@ t!e abo6e Huestion is L/esK t!en ans:er t!e @ollo:in8: 51 | P a g e

a? ,s t!e reason o@ your stress your :ork loadD Jes ;C :? )o :? )o response )o response A B

Jes >

)o

/es No No res9onse

@BQ of the employees find themselves to !e stressed !y their "ork over load ;A Q of the employees are not stressed !ecause of the "ork overload :B Q of the employees did not ans"er b? 're you stressed be ause o@ your @amily 9roblemsD

?C Q of the employees are stressed !ecause of their family pro!lems ?CQ !y

/es No No res9onse

other pro!lems "hile ;CQ of the employees did not responded

52 | P a g e

? *o you 8et stressed :!en your boss s olds youD

/es No No res9onse

;CQ of the employee did not responded "hen they "ere asked "eather their get stressed !ecause of the scolding of their !oss @:Q of the employees don+t get stress !ecause of the scolding of their !oss ;> Q of the employees get stressed !ecause of the scolding of their !oss Jes :C := Jes ;? A )o )o response B )o )o response @

d? *o you try to @ind any solution @or t!e 9roblem o@ your stressD

/es No No res9onse

A> Q of the employees try to find the solution of their stress

53 | P a g e

e? >,4 /ES? *o you 9ra ti e yo8a or any ot!er ayur6edi t!era9y @or redu in8 stressD Jes :: := )o )o response A

<:Q of the employees try the yoga and other ayurvedic techni,ues to reduce

/es No No res9onse

their stress "hile @: Q of the employees use other techni,ues to reduce stress

>2.<? Em9loyeeKs o9inion about !o: to redu e stress

This project consist of the information a!out the employees undergoing from stress "ho "orking in the !anks So considering this factor this topic !ecomes one of the most important part of the project as it consists of the opinion of the employees "ho "ork in the !anks #n short it "as a direct intervie" of the employees "ho gave their opinion a!out ho" to reduce stress The response of employees in the major !anks of Shimla like State Bank *f #ndia' The A3#S Bank' and The H%.0 !ank "as 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 "ere as follo"s4 54 | P a g e

 &'ust smile away( An employeeD H%.0 Bank &'ust believe in your sel$ and )ust do what your heart wants( An employeeD H%.0 Bank -&#alkin! to $amily members* - +atchin! #, or listenin! !ood music* Goin! $or a walk or lon! drive( An employeeD H%.0 Bank &Believe in God( An employeeD H%.0 Bank &-espect yoursel$ and !ive time to yoursel$( An employeeD H%.0 Bank &+orkin! in environment wel$ares* lot o$ positive attitude% Positive attitude is only that reduces stress and achieves success% .ost o$ the people $rustrate due to lack o$ positivity and stress level climbs up due to that% So !et positive attitude about work* about li$e* and $or!et the stress( An employeeD A3#S Bank &+e should do such activities $rom which we !et happiness and also make others happy% Pass your time with your close $riends and relatives%( An employeeD A3#S Bank &Play and watch cricket( An employeeD A3#S Bank &/isten music and spend time with $amily( An employeeD SB# &Get ad)usted with others* Find and spend time $or prayer* Study the scriptures* See oneness in all* All are mani$ested o$ the supreme G01( An employeeD SB# These opinions are seemed to !e valua!le and effective as one of the effective things has !een noticed that the employees "ho have got less than := marks in the Burnout test have given their opinions a!out reducing the stress #t is also noticed that in the A3#S !ank Shimla in the time of afternoon slo" instrumental music are !een played so that the employees can "ork stress free This is one of the positive things "hich are seen in the organi(ation "ho is

55 | P a g e

caring for their employees This "ill help the organi(ation to !oost up the productivity .rom the certain sample of employees selected for the research' only :C employees have given their opinion ho" to reduce stress So "e can understand that ho" overloaded the employees of the !ank are

>2.F? Resear ! 4lo: !art

7uestionnaire research design proceeds in an orderly and specific manner 8ach item in the flo" chart depends upon the successful completion of all the previous items Therefore' it is important not to skip a single step )otice that there are t"o feed!ack loops in the flo" chart to allo" revisions to the methodology and instruments %esign Methodology %etermine .easi!ility %evelop #nstruments 56 | P a g e

Select Sample 0onduct Pilot Test 2evise #nstruments 0onduct 2esearch Analy(e %ata Prepare 2eport

>2.;? .ime Considerations

Many researchers underestimate the time re,uired to complete a research project The follo"ing form may !e used as an initial checklist in developing time estimates The !est advice is to !e generous "ith your time estimates Things almost al"ays take longer than "e think they should This checklist contains t"o time estimates for each task The first one /Hours1 is your !est estimate of the actual num!er of hours re,uired to complete the task The second one /%uration1 is the amount of time that "ill pass until the 57 | P a g e

task is completed Sometimes these are the same and sometimes they are different Most researchers and !usinessDpeople have to divide their time among many projects They simply cannot give all their time to any one project .or eEample' my estimate of goal clarification may !e four hours' !ut other commitments allo" me to spend only t"o hours a day on this study My HhoursH estimate is four hours' and my HdurationH estimate is t"o 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

>2.8? (imitation o@ t!e sur6ey

The ,uestionnaires "ere filled !e <@ employees "orking in the three major
Banks of Shimla i e AEis Bank' H%.0 Bank and SB# Bank So the scope of sample findings "as less

The ,uestionnaire "as filled !y <@ employees of different designations So the

point of vie" of employees differs as per their designations

58 | P a g e

 The employees from "hom the ,uestionnaires are filled are in a heavy
"orkload so some of the ,uestionnaires filled !y the employees "ho 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 1

*ne 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

>2.8.#? 'd6anta8es o@ 1ritten Juestionnaires

7uestionnaires are very cost effective "hen compared to faceDtoD face intervie"s This is especially true for studies involving large sample si(es and large geographic areas 5ritten ,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 "ith many computer soft"are packages 7uestionnaires are familiar to most people )early everyone has had some eEperience completing ,uestionnaires and they generally do not make people apprehensive 7uestionnaires reduce !ias There is uniform ,uestion presentation and no middleDman !ias The researcherIs o"n opinions "ill not

59 | P a g e

influence the respondent to ans"er ,uestions in a certain manner There are no ver!al or visual clues to influence the respondent 7uestionnaires are less intrusive than telephone or faceDtoDface surveys 5hen a respondent receives a ,uestionnaire in the mail' he is free to complete the ,uestionnaire on his o"n timeDta!le Unlike other research methods' the respondent is not interrupted !y the research instrument

>2.8.2? *isad6anta8es o@ 1ritten Juestionnaires

*ne major disadvantage of "ritten ,uestionnaires is the possi!ility of lo" response rates 9o" response is the curse of statistical analysis #t can dramatically lo"er our confidence in the results 2esponse rates vary "idely from one ,uestionnaire to another /:CQ D >CQ1' ho"ever' "ellDdesigned studies consistently produce high response rates Another disadvantage of ,uestionnaires is the ina!ility to pro!e responses 7uestionnaires are structured instruments They allo" little fleEi!ility to the respondent "ith respect to response format #n essence' they often lose the Hflavor of the responseH /i e ' respondents often "ant to ,ualify their ans"ers1 By allo"ing fre,uent space for comments' the researcher can partially overcome this disadvantage 0omments are among the most helpful of all the information on the ,uestionnaire' and they usually provide insightful information that "ould have other"ise !een lost )early ninety percent of all communication is visual Nestures and other visual cues are not availa!le "ith "ritten ,uestionnaires The lack of personal contact "ill have different effects depending on the 60 | P a g e

type of information !eing re,uested A ,uestionnaire re,uesting factual information "ill pro!a!ly not !e affected !y the lack of personal contact A ,uestionnaire pro!ing sensitive issues or attitudes may !e severely affected 5hen 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 House"ives sometimes respond for their hus!ands Mids respond as a prank .or a variety of reasons' the respondent may not !e "ho you think it is #t is a confounding error inherent in ,uestionnaires .inally' ,uestionnaires are simply not suited for some people .or eEample' a "ritten survey to a group of poorly educated people might not "ork !ecause of reading skill pro!lems More fre,uently' people are turned off !y "ritten ,uestionnaires !ecause of misuse

>2.=? 4indin8s
#t is analy(ed from the ,uestionnaire filled !y the employees that the employees "ho have scored more than ;C marks in the !urnout test are not satisfied "ith the performance "hich they give in the organi(ation Thus it is 61 | P a g e

proved that the employees "ho are desired to give !etter performance than their original performance are found more stressful than the others 5hile at the same time the employ that have scored less than ;C marks in the !urnout test are satisfied "ith the performance .rom the sample of <@ !ank employees "ho have !een surveyed' one is found to !e a heart patient This can !e !ecause of high level of stress &ery rare of the employee are to !e found suffering from depression #t is proved from the survey that the employees "ho have scored more than ;@ marks in the !urnout test are concern a!out the opinion of their colleagues And the employees "ho got less than ;@ marks do not mind a!out their colleague+s opinion Thus it is proved that the colleagues opinion also play a lead role in the increase and decrease of the stress level Those "ho mind a!out their colleague+s opinion are found to !e more stressful The employees "ho have scored ;=D;> marks in the !urnout test don+t !elieve in sharing their pro!lems "ith their spouse or friend or any closed one Thus "e can say that sharing your pro!lems "ith your spouse or close friends is a !etter idea to reduce stress #n the second ,uestionnaire one of the ,uestion "as Jou have an important function at your home and your !oss asks to give a ? hour over time "hat "ill !e your response TJes or )o+6$ the employees have given their opinion as per their mood 5hile considering the point of vie" 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

62 | P a g e

*ne of the ,uestions "as asked that "ere their social life !alanced6 #t is o!served that the employees "ho have scored a!ove ;C marks in the !urnout test did not have their social life !alanced Thus "e can conclude that the employees "ho are a!ove ;C don+t have their social life !alanced Thus it is proved that stress may affect our social life also The employees "ere asked "eather they plan their "ork or not' moderate ans"ers "ere given The employees scoring more than ;@ marks "ere not found their "ork planned Thus the employees "ho plan their "ork have scored !elo" ;@ marks in the !urnout test eEcept some cases as there are al"ays some dra"!acks in making plan .ailure of a plan may also lead a person to stress Thus "e can conclude that planning of the "ork may help to reduce stress level Most of the employees "ho have scored more than ;C marks fear a!out their ,uality of "ork they give This aspect is not dependent of the !urnout level This aspect depends upon the dedication of "ork So it is meaningless to compare this ,uestion "ith the !urnout test A ,uestion "as asked that "eather you get stressed at the nonD achievement of their target6 All the employees have responded positively But this is not concern "ith the !urnout score .rom this "e can conclude that all the employees are given achieva!le target and naturally !y the nonDachievement of the target all the employees may get stressed *ne of the other possi!ilities is that the employees have responded positively to sho" themselves to !e good The employees having more than :C marks in the !urnout test says that they are under stress *ut of <@ employees of the sample ;C of the employees accepted that the reason for their stress is "orkload :C employees are not stressed !ecause of the "orkload !ut !ecause of their family pro!lem @ of the employees are not suffering from stress :? employees out of <C 63 | P a g e

employees "ho are stressed feel stressful "hen their !oss scolds them "hile :A employees refused that they are not stressed !ecause their !oss scolds them All the <C employees have accepted that they try to find the solution of their stress :C employees out of <C employees practice yoga to reduce their stress and the other ;C employees don+t practice yoga The !urnout scores of the employees "ho practice yoga are either more than ;@ or less than ;C Thus "e 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

3.

! !L!O"RAP#$

64 | P a g e

o """ mindtool com o *rgani(ational Behavior Stephen P% -obbins$ o Burn *ut tool G 7uestionnaire o Self analysis of ,uestionnaire

%. ANNE&URE
Juestionnaire

65 | P a g e

)o 7uestions : %o you feel run do"n and drained of physical or emotional energy6 ; %o you find that you are prone to negative thinking a!out your jo!6 < %o you find that you are harder and less sympathetic "ith people than perhaps they deserve6 ? %o you find yourself getting easily irritated !y small pro!lems' or !y your coD "orkers and team6 @ %o you feel misunderstood or unappreciated !y your coD"orkers6 A %o you feel that you have noDone to talk to6 B %o you feel that you are achieving less than you should6 = %o you feel under an unpleasant level of pressure to succeed6 > %o you feel that you are not getting "hat you "ant out of your jo!6 :C %o you feel that you are in the "rong organi(ation or the "rong profession6 :: Are you !ecoming frustrated "ith parts of your jo!6 :; %o you feel that organi(ational politics or !ureaucracy frustrate your a!ility to do a good jo!6 :< %o you feel that there is more "ork to do than you practically have the a!ility to do6 :? %o you feel that you do not have time to do many of the things that are important to doing a good ,uality jo!6 66 | P a g e :@ %o you find that you do not have time to plan as much as you "ould like to6 Total

)ot at all

2arely Sometimes *fte n

&ery often

#nstructions4 .or each ,uestion' put an I3I in the column that most applies Put one I3I only in each ro" Please "rite the total num!er of TE+ at the space given at the !ottom of each column

Ans"er )ot at all 2arely Sometimes *ften &ery often

)um!er

5eight C : ; < ?

5eighted Total

SU D: @ := <@ ?@

)o sign of !urnout hereV 9ittle sign of !urnout here' unless some factors are particularly severe Be careful D you may !e at risk of !urnout' particularly if several scores are high Jou are at severe risk of !urnout D do something a!out this urgently Jou are at very severe risk of !urnout D do something a!out this urgently

67 | P a g e

Juestions

/es

No

# 2 3 4 < F ; 8 = #" ## #2 #3

Are you satisfied "ith the performance you give at your "ork6 %o you think that you are suffering from depression6 %o you "orry a!out your colleagueIs opinion a!out you6 %o you discuss your pro!lem "ith your spouse or friend or any other close to you6 %o you "ork more than = hours6 Jou have an important function at your home and your !oss asks to give a ? hour over time' "hat "ill !e your response6 %o you regularly spend time for entertainment6 #s your social life !alanced6 %o you plan your "ork !efore doing6 %o you fear a!out the ,uality of your performance6 Are you a heart patient6 %o you get tensed at your non achievement of your target6 %o you feeling stress some times6 #f the ans"er of the a!ove ,uestion is Jes then ans"er the follo"ing4

a? b? ? d?

#s the reason of your stress your "ork load6 Are you stressed !ecause of your family pro!lems6 %o you get stressed "hen your !oss scolds Jou6

%o you try to find any solution for the pro!lem of your stress6 /#. J8S1 %o you practice yoga or any other ayurvedic therapy e? 68 | for P a reducing ge stress6