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COMPARATIVE STUDY OF STRESS LEVEL AMONG PUBLIC AND PRIVATE SECTOR BANK WOMEN EMPLOYEES A PROJECT REPORT

SUBMITTED TO

PUNJAB TECHNICAL UNIVERSITY JALANDHAR (INDIA) IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION IN MANAGEMENT By Sahiba Beas University Roll No. 104602248

Department of Business Management Guru Nanak Institute of Management and Technology, (GNIMT) 2012

STUDENTS DECLARATION
I hereby certify that the work which is being presented in the report, entitled COMPARATIVE STUDY OF STRESS LEVEL AMONG AND PUBLIC AND PRIVATE SECTOR BANK EMPLOYEES in partial fulfillment of the requirements for the award of the degree of Masters of Business Administration and Submitted in Guru Nanak Institute of Management and Technology, Ludhiana is an authentic record of my own work carried out during a period from Dec. 2011 to Mar, 2012, under the supervision of Mrs. Nidhi Sharma.

The matter embodied in this thesis has not been submitted by me for the award of any other degree of this or any other University/Institute.

(Name of the Candidate)

This is to certify that the above statement made by the candidate is correct to the best of our knowledge.

Mrs. Nidhi Sharma (Supervisor of Department)

The Viva Voice examination of ______________________ student, has been held on______________________.

Sign. of Supervisor

Sign. of Director/Dy. Director

Sign. of External Examiner

CONTENTS

CHAPTER

TOPIC

PAGE

1. 2. 3. 4. 5. 6.

INTRODUCTION REVIEW OF LITERATURE RESEARCH METHODOLOGY RESULTS AND DISCUSSION SUMMARY REFERENCES APPENDIX

1 24 25 28 29 30 31 50 51 54 55

ABSTRACT
The study of human resource management is one of the major criteria in the banking sector. Human resource is the heart of the organization. By this research project we will be able to know to reduce the stress level of the female employees working in the bank. By this way the productivity of the employee increases. Now a day the banking sector is booming in a high speed that the people have to work for prolonged hours to maintain the standard of living and achieve their basic needs. So is the condition in the hospitals, colleges, BPOs and lots of other places. In spit of having the modern technologies and facilities, people are feeling themselves to be work loaded and stressed. Stress arises because of many reasons which are discussed in the following project. The project report also contain techniques how to reduce the stress and overcome such problems. To identify the level of stress among the female employees who work I have tried to survey the female employees working in public and private sector banks. Stress arises because of unfulfilled wants, lack of job satisfaction etc. before starting the topic of stress; lets first understand the importance of human resource.

CHAPTER I INTRODUCTION
Human Resource Management is an art of managing people at work in such a manner that they give their best to the organization. In simple word human resource management refers to the quantitative aspects of employees working in an organization. Human Resource Management is also a management function concerned with hiring, motivating, and maintains people in an organization. It focuses on people in organization. Organizations are not mere bricks, mortar, machineries or inventories. They are people. It is the staff who and manage organizations. HRM involves the application of management functions and principles. The functions and principles are applied to acquisitioning, developing, maintain, and remunerating employees in organizations. Decisions relating to employees must be integrated. Decision on different aspect of employees must be consistent with other human resource decisions. Decision made must influence the effectiveness of organization. Effectiveness of an organization must result in betterment of services to customers in the form of highquality product supplied at reasonable costs. HRM function s is not confined to business establishment only. They are applicable to non-business organizations, too such as education, health care, recreation etc. HRM is a broad concept Personnel management and human resource development is a part of HRM. Before we define Human Resource 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 is a process of producing development, maintaining and controlling human resources for effective achievement of Organization goals

CONCEPT OF STRESS A lot of research has been conducted into stress over the last hundred years. Some of the theories behind it are now settled and accepted; others are still being researched and debated. During this time, there seems to have been something approaching open warfare between competing theories and definitions: Views have been passionately held and aggressively defended. What complicates this is that intuitively we all feel that we know what stress is, as it is something we have all experienced. A definition should therefore be obviousexcept that it is not. DEFINITION Hans Selye was one of the founding fathers of stress research. His view in 1956 was that stress is not necessarily something bad it all depends on how you take it. The stress of exhilarating, creative successful work is beneficial, while that of failure, humiliation or infection is detrimental. Selye believed that the biochemical effects of stress would be experienced irrespective of whether the situation was positive or negative. Since then, a great deal of further research has been conducted, and ideas have moved on. Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term effects. These effects have rarely been observed in positive situations. The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that stress is a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize. In short, it's what we feel when we think we've lost control of events. There are a variety of methods to control chronic stress, including exercise, healthy diet, stress management, relaxation techniques, adequate rest, and relaxing hobbies.

Ensuring 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. Chronic stress can also lead to a magnesium deficiency, which can be a factor in continued chronic stress, and a whole host of other negative medical conditions caused by a magnesium deficiency. It has been discovered that there is a huge upsurge in the number of people who suffer from this condition. A very large number of these new cases suffer from insomnia. In a review of the scientific literature on the relationship between 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 HIV/AIDS. COMPRESSIVE STRESS Compressive stress is the stress applied to materials resulting in their compaction (decrease of volume). When a material is subjected to compressive stress, then this material is under compression. Usually, compressive stress applied to bars, columns, etc. leads to shortening. Loading a structural element or a specimen will increase the compressive stress until the reach of compressive strength. According to the properties of the material, failure will occur as yield for materials with ductile behavior (most metals, some soils and plastics) or as rupture for brittle behavior (geometries, cast iron, glass, etc). In long, slender structural elements -- such as columns or truss bars -- an increase of compressive force F leads to structural failure due to buckling at lower stress than the compressive strength.

Compressive stress has stress units (force per unit area), usually with negative values to indicate the compaction. However in geotechnical engineering, compressive stress is represented with positive values. STRESS IN BIOLOGICAL TERMS Stress is a biological term which refers to the consequences of the failure of a human or animal body to respond appropriately to emotional or physical threats to the organism, whether actual or imagined. It includes a state of alarm and adrenaline production, shortterm resistance as a coping mechanism, and exhaustion. It refers to the inability of a human or animal body to respond. Common stress symptoms include irritability, muscular tension, inability to concentrate and a variety of physical reactions, such as headaches and accelerated heart rate. The term "stress" was first used by the endocrinologist Hans Selye in the 1930s to identify physiological responses in laboratory animals. He later broadened and popularized the concept to include the perceptions and responses of humans trying to adapt to the challenges of everyday life. In Selye's terminology, "stress" refers to the reaction of the organism, and "stressor" to the perceived threat. Stress in certain circumstances may be experienced positively. Eustress, for example, can be an adaptive response prompting the activation of internal resources to meet challenges and achieve goals. The term is commonly used by laypersons in a metaphorical rather than literal or biological sense, as a catch-all for any perceived difficulties in life. It also became a euphemism, a way of referring to problems and eliciting sympathy without being explicitly confessional, just "stressed out". It covers a huge range of phenomena from mild irritation to the kind of severe problems that might result in a real breakdown of health. In popular usage almost any event or situation between these extremes could be described as stressful. WHAT IS STRESS?

Stress refers to the strain from the conflict between our external environment and us, leading to emotional and physical pressure. In our fast paced world, it is impossible to live without stress, whether you are a student or a working adult. There is both positive and negative stress, depending on each individuals unique perception of the tension between the two forces. Not all stress is bad. For example, positive stress, also known 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 vibrancy to our lives. The presence of a deadline, for example, 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. On the other hand, negative stress can result in mental and physical strain. The individual will experience symptoms such as tensions, headaches, irritability and in extreme cases, heart palpitations. Hence, whilst some stress may be 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 about how stress can affect you emotionally and physically, as well as how to identify if you are performing at your optimal stress level (OSL) or if you are experiencing negative stress. This knowledge will help you to identify when you need to take a break, or perhaps seek professional help. It is also your first step towards developing techniques to managing your stress levels. Modern day stresses can take the form of monetary needs, or emotional frictions. Competition at work and an increased workload can also cause greater levels of stress. How do you identify if you are suffering from excessive stress? Psychological symptoms commonly experienced include insomnia, headaches and an inability to focus. Physical symptoms take the form of heart palpitations, breathlessness, excessive sweating and stomachaches.

WHAT CAUSES STRESS? There are many different causes of stress, and that which causes stress is also known as a stressor. Common lifestyle stressors include performance, threat, and bereavement stressors, to name a few. Performance stressors are triggered when an individual is placed in a situation where he feels a need to excel. This could be during performance appraisals, lunch with the boss, 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. Lastly, bereavement stressors occur when there is a sense of loss such as the death of a loved one, or a prized possession. Thus, there are various stressors, and even more varied methods and techniques 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. GOOD STRESS V/S BAD STRESS Stress has often been misunderstood to be negative, with few people acknowledging the importance and usefulness of positive stress. In our everyday lives, stress is everywhere and definitely unavoidable; hence our emphasis should be on differentiating between what is good stress, and what is bad. 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 4 main categories of stress, namely eustress, distress, hyper stress and hypo stress. Negative stress can cause many physical and psychological problems, whilst positive stress can be very helpful for us. Heres how we differentiate between them.

Eustress
this is a positive form of stress, which prepares your mind and body for the imminent challenges that it has perceived. Eustress is a natural physical reaction by your body which increases blood flow to your muscles, resulting in a higher heart rate. Athletes before a competition or perhaps a manager before a major presentation would do well with eustress, allowing them to derive the inspiration and strength that is needed.

Distress We are familiar with this word, and know that it is a negative form of stress. This occurs when the mind and body is unable to cope with changes, and usually occurs when there are deviations from the norm. They can be categorized into acute stress and chronic stress. Acute stress is intense, but does not last for long. On the other hand, chronic stress persists over a long period of time. Trigger events for distress can be a change in job scope or routine that the person is unable to handle or cope with. Hyper stress This is another form of negative stress that occurs when the individual is unable to cope with the workload. Examples include highly stressful jobs, which require 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 breakdowns over insignificant issues, the proverbial straws that broke the camels back. It is important for you to recognize that your body needs a break, or you may end up with severe and chronic physical and psychological reactions. Hypo stress Hypo stress occurs when a person has nothing to do with his time and feels constantly bored and unmotivated. This is due to an insufficient amount of stress; hence some stress is inevitable and helpful to us. Companies should avoid having workers who experience hypo stress as this will cause productivity and mindfulness to fall. If the job scope is boring and repetitive, it would be a good idea to implement some form of job rotation so that there is always something new to learn. The types of stress are named as eustress and distress. Distress is the most commonlyreferred to type of stress, having negative implications, whereas eustress is a positive form of stress, usually related to desirable events in person's life. Both can be equally taxing on the body, and are cumulative in nature, depending on a person's way of adapting to a change that has caused it.

COPING WITH STRESS AT WORK PLACE With the rapid advancement of technology, the stresses faced at work have also increased. Many people dread going to work, hence the term Monday Blues. What is the reason for this? There is partly the fear from being retrenched in bad times, leading to greater job insecurity on the part of those who remain. Undoubtedly, occupational stress is one of the most commonly cited stressors faced by people all over the world. Stress refers to the pressure and reactions to our environment which results in psychological and physical reactions. Whilst 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 occupational stress. Many companies have taken to consulting experts and professionals on ways to increase connectedness and motivation of their employees. Some companies organize parties and make their employees feel valued at work. These are measures to motivate employees and help them to feel secure at their jobs, translating into greater productivity. However, not all companies have such measures in place, and some have not gotten it quite right. Hence, it is up to you to make sure that you can cope with stress at your workplace, and use it to help you work better. Here are 3 simple steps to help you with coping with stress in the workplace. Step 1: Raising Awareness Help yourself to identify when you are facing rising levels of stress, tipping the scales from positive to negative. This is important, as being able to identify signs of being stressed can help you to take steps to ensure that your overall quality of life does not drop. If left unacknowledged, the problem will only snowball, leading to disastrous consequences to your health and overall wellbeing.

You can identify if you are feeling stressed by checking if you have any physical or psychological reactions, such as excessive sweating or heart palpitations, or the onset of headaches, irritability or the need to escape. If you experience any of these reactions, identify if you are feeling any overwhelming negative emotions, and if you are constantly worried. Step 2: Identify the Cause You need to be able to analyze the situation and identify what is causing the rise in stress. These stressors can be external and internal. External stressors refer to things beyond your control, such as the environment or your colleagues at work. Internal stressors refer to your own thinking and attitude. Often, we only start reacting to stress when a combination of stressors working together exceeds our ability 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. Whilst it is not always possible to eradicate them, we can change the way that we cope with it. Step 3: Coping with Stress In order to deal with the situation that is causing you stress, you need to calm your mind and body so as to stave off the reactions and cope with it in a positive way. This can be through different methods, such as taking time off. If a situation is triggering your stress and you are unable to calm down, remove yourself from it. Go outside and take a walk to calm down. Alternatively, you can try implementing relaxation techniques such as deep breathing. If it is an internal stressor, stop your thought process until you are able to deal with it logically. The key to making these 3 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.

STRESS MANAGEMENT

Stress management is the need of the hour. However hard we try to go beyond a stress situation, life seems to find new ways of stressing us out and plaguing us with anxiety attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we tend to overlook causes of stress and the conditions triggered by those. In such unsettling moments we often forget that stressors, if not escapable, are fairly manageable and treatable. Stress, either quick or constant, can induce risky body-mind disorders. Immediate disorders such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and muscle cramps can all result in chronic health problems. They may also affect our immune, cardiovascular and nervous systems and lead individuals to habitual addictions, which are inter-linked with stress. Like "stress reactions", "relaxation responses" and stress management techniques are some of the body's important built-in response systems. As a relaxation response the body tries to get back balance in its homeostasis. Some hormones released during the 'fight or flight' situation prompt the body to replace the lost carbohydrates and fats, and restore the energy level. The knotted nerves, tightened muscles and an exhausted mind crave for looseness. Unfortunately, today, we don't get relaxing and soothing situations without asking. To be relaxed we have to strive to create such situations. RECOGNIZING A STRESSOR It is important to recognize whether you are under stress or out of it. Many times, even if we are under the influence of a stressful condition and our body reacts to it internally as well as externally, we fail to realize that we are reacting under stress. This also happens when the causes of stress are there long enough for us to get habituated to them. The body constantly tries to tell us through symptoms such as rapid palpitation, dizzy spells, tight muscles or various body aches that something is wrong. It is important to remain attentive to such symptoms and to learn to cope with the situations. We cope better with stressful situation, when we encounter them voluntarily. In cases of

relocation, promotion or layoff, adventurous sports or having a baby, we tend to respond positively under stress. But, 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 one's will. Laughter: Adopting a humorous view towards life's situations can take the edge off everyday stressors. Not being too serious or in a constant alert mode helps maintain the equanimity of mind and promote clear thinking. Being able to laugh stress away is the smartest way to ward off its effects. A sense of humor also allows us to perceive and appreciate the incongruities of life and provides moments of delight. The emotions we experience directly affect our immune system. The positive emotions can create neuro chemical changes that buffer the immunosuppressive effects of stress. During stress, the adrenal gland releases corticosteroids, which are converted to cortical in the blood stream. These have an immunosuppressive effect. Dr. Lee Berk and fellow researcher Dr. Stanley Tan at Loma Linda University School of Medicine have produced carefully controlled studies showing that the experience of laughter lowers serum cortical levels, increases the amount and activity of T lymphocytesthe natural killer cells. Laughter also increases the number of T cells that have suppresser receptors. WHAT LAUGHTER CAN DO AGAINST STRESS AND ITS EFFECTS? 1) 2) 3) Laughter lowers blood pressure and reduces hypertension. It provides good cardiac conditioning especially for those who are unable to perform physical exercise. Reduces stress hormones (studies shows, laughter induces reduction of at least four of neuroendocrine hormonesepinephrine, cortical, dopac, and growth hormone, associated with stress response).

4)

Laughter cleanses the lungs and body tissues of accumulated stale air as it empties more air than it takes in. It is beneficial for patients suffering from emphysema and other respiratory ailments.

5) 6) 7)

It increases muscle flexion, relaxation and fluent blood circulation in body. Boosts immune function by raising levels of infection-fighting T-cells, disease-fighting proteins called Gamma-interferon and disease-destroying antibodies called B-cells. Laughter triggers the release of endorphinsbody's natural painkillers. Produces a general sense of well-being. WORKPLACE STRESS Workplace stress is the harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these conditions may lead to poor work performance or even injury. Job stress is also associated with various biological reactions that may lead ultimately to compromised health, such as cardiovascular disease. Stress is a prevalent and costly problem in today's workplace. About one-third of workers report high levels of stress. One-quarter of employees view their jobs as the number one stressor in their lives. Three-quarters of employees believe the worker has more on-thejob stress than a generation ago. Evidence also suggests that stress is the major cause of turnover in organizations.

Health and Healthcare Utilization Problems at work are more strongly associated with health complaints than are any other life stressor-more so than even financial problems or family problems. Many studies suggest that psychologically demanding jobs that allow employees little control over the work process increase the risk of cardiovascular disease. On the basis of research by the National Institute for Occupational Safety and Health and many other organizations, it is

widely believed that job stress increases the risk for development of back and upperextremity musculoskeletal disorders. High levels of stress are associated with substantial increases in health service utilization. Workers who report experiencing stress at work also show excessive health care utilization. In a 1998 study of 46,000 workers, health care costs were nearly 50% greater for workers reporting high levels of stress in comparison to low risk workers. The increment rose to nearly 150%, an increase of more than $1,700 per person annually, for workers reporting high levels of both stress and depression. Additionally, periods of disability due to job stress tend to be much longer than disability periods for other occupational injuries and illnesses.

CAUSES OF WORKPLACE STRESS Job stress results from the interaction of the worker and the conditions of work. Views differ on the importance of worker characteristics versus working conditions as the primary cause of job stress. The differing viewpoints suggest different ways to prevent stress at work. According to one school of thought, differences in individual characteristics such as personality and coping skills are most important in predicting whether certain job conditions will result in stress-in other words, what is stressful for one person may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers and ways to help them cope with demanding job conditions. Although the importance of individual differences cannot be 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 job stress, and for job redesign as a primary prevention strategy. Personal interview surveys of working conditions, including conditions recognized as risk factors for job stress, were conducted in Member States of the European Union in 1990, 1995, and 2000. Results showed a trend across these periods suggestive of increasing work intensity. In 1990, the percentage of workers reporting that they worked at high speeds at least onefourth of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly, 50% of workers reported they work against tight deadlines at least one-fourth of their working time in 1990, increasing to 56% in 1995 and 60 % in 2000. However, no change was noted in the period 19952000 (data not collected in 1990) in the percentage

of workers reporting sufficient time to complete tasks. A substantial percentage of Americans work very long hours. By one estimate, more than 26% of men and more than 11% of women worked 50 hours per week or more in 2000. These figures represent a considerable increase over the previous three decades, especially for women. According to the Department of Labor, there has been an upward trend in hours worked among employed women, an increase in extended work weeks (>40 hours) by men, and a considerable increase in combined working hours among working couples, particularly couples with young children. SIGNS OF WORKPLACE STRESS Mood and sleep disturbances, upset stomach and headache, and disturbed relationships with family; friends and girlfriends or boyfriends are examples of stress-related problems. The effects of job stress on chronic diseases are more difficult to see because chronic diseases take a long time to develop and can be influenced by many factors other than stress. Nonetheless, evidence is rapidly accumulating to suggest that stress plays an important role in several types of chronic health problems-especially cardiovascular disease, musculoskeletal disorders, and psychological disorders.

PREVENTION A combination of organizational change and stress management is often the most useful approach for preventing stress at work. How to Change the Organization to Prevent Job Stress

Ensure that the workload is in line with workers' capabilities and resources. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills. Clearly define workers' roles and responsibilities. Give workers opportunities to participate in decisions and actions affecting their jobs. Improve communications-reduce uncertainty about career development and future employment prospects. Provide opportunities for social interaction among workers.

Establish work schedules that are compatible with demands and responsibilities outside the job. Discrimination inside the workplace. (e.g. nationality and language ) St. Paul Fire and Marine Insurance Company conducted several studies on the effects of stress prevention programs in hospital settings. Program activities included (1) employee and management education on job stress, (2) changes in hospital policies and procedures to reduce organizational sources of stress, and (3) establishment of employee assistance programs. In one study, the frequency of medication errors declined by 50% after prevention activities was implemented in a 700-bed hospital. In a second study, there was a 70% reduction in malpractice claims in 22 hospitals that implemented stress prevention activities. In contrast, there was no reduction in claims in a matched group of 22 hospitals that did not implement stress prevention activities.

REDUCE YOUR STRESS 1. Job analysis: We have all experienced that appalling sense of having far too much work to do and too little time to do it in. We can choose to ignore this, and work unreasonably long hours to stay on top of our workload. The risks here are that we become exhausted, that we have so much to do that we do a poor quality job and that we neglect other areas of our life. Each of these can lead to intense stress. The alternative is to work more intelligently, by focusing on the things that are important for job success and reducing the time we spend on low priority tasks. Job Analysis is the first step in doing this. The first of the action-oriented skills that we look at is Job Analysis. Job Analysis is a key technique for managing job overload an important source of stress. To do an excellent job, you need to fully understand what is expected of you. While this may seem obvious, in the hurly-burly of a new, fast-moving, high-pressure role, it is oftentimes something that is easy to overlook. By understanding the priorities in your job, and what constitutes success within it, you can focus on these activities and minimize work on other tasks as much as possible. This

helps you get the greatest return from the work you do, and keep your workload under control. Job Analysis is a useful technique for getting a firm grip on what really is important in your job so that you are able to perform excellently. It helps you to cut through clutter and distraction to get to the heart of what you need to do. 2. Rational & positive thinking: You are thinking negatively when you fear the future, put yourself down, criticize yourself for errors, doubt your abilities, or expect failure. Negative thinking damages confidence, harms performance and paralyzes mental skills. Unfortunately, negative thoughts tend to flit into our consciousness, do their damage and flit back out again, with their significance having barely been noticed. Since we barely realize that they were there, we do not challenge them properly, which means that they can be completely incorrect and wrong. Thought Awareness is the process by which you observe your thoughts and become aware of what is going through your head. One approach to it is to observe your "stream of consciousness" as you think about the thing you're trying to achieve which is stressful. Do 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. Another more general approach to Thought Awareness comes with logging stress in your Stress Diary. When you analyze your diary at the end of the period, you should be able to see the most common and the most damaging thoughts. Tackle these as a priority using the techniques below. Here are some typical negative thoughts you might experience when preparing to give a major presentation:

Fear about the quality of your performance or of problems that may interfere with it. Worry about how the audience (especially important people in it like your boss) or the press may react to you;

Dwelling on the negative consequences of a poor performance; or Self-criticism over a less-than-perfect rehearsal. Thought awareness is the first step in the process of managing negative thoughts, as you cannot manage thoughts that you are unaware of.

Rational Thinking The next step in dealing with negative thinking is to challenge the negative thoughts that you identified using the Thought Awareness technique. Look at every thought you wrote down and challenge it rationally. Ask yourself whether the thought is reasonable. What evidence is there for and against the thought? Would your colleagues and mentors agree or disagree with it? Looking at the examples, the following challenges could be made to the negative thoughts we identified earlier:

Feelings of inadequacy: Have you trained yourself as well as you reasonably should have? Do you have the experience and resources you need to make the presentation? Have you planned, prepared and rehearsed enough? If you have done all of these, you've done as much as you can to give a good performance.

Worries about performance during rehearsal: 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 be sorted out before the performance.

Problems with issues outside your control: 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 do? What will you do if they occur? And what do you need others to do for you?

Worry about other people's reactions: If you have prepared well, and you do the best you can, then you should be satisfied. If you perform as well as you reasonably can, then fair people are likely to respond well. If people are not fair, the best thing to do is ignore their comments and rise above them. When you challenge negative thoughts rationally, you should be able to see quickly whether the thoughts are wrong or whether they have some substance to them. Where

there is some substance, take appropriate action. However, make sure that your negative thoughts are genuinely important to achieving your goals, and don't just reflect a lack of experience, which everyone has to go through at some stage. Positive Thinking & Opportunity Seeking By now, you should already be feeling more positive. The final step is to prepare rational, positive thoughts and affirmations to counter any remaining negativity. It can also be useful to look at the situation and see if there are any useful opportunities that are offered by it. By basing your affirmations on the clear, rational assessments of facts that you made using Rational Thinking, you can use them to undo the damage that negative thinking may have done to your self-confidence. Continuing the examples above, positive affirmations might be:

Problems during practice: "I 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."

Worries about performance: "I have prepared well and rehearsed thoroughly. I am well positioned to give an excellent performance." Problems issues outside your control: "I have thought through everything that might reasonably happen and have planned how I can handle all likely contingencies. I am very well placed to react flexibly to events."

Worry about other people's reaction: "Fair people will react well to a good performance. I will rise above any unfair criticism in a mature and professional way." If appropriate, write these affirmations down on your worksheet so that you can use them when you need them. As well as allowing you to structure useful affirmations, part of Positive Thinking is to look at opportunities that the situation might offer to you. In the examples above, successfully overcoming the situations causing the original negative thinking will open up opportunities. You will acquire new skills, you will be seen as someone who can handle difficult challenges, and you may open up new career opportunities.

CHAPTER II REVIEW OF LITERATURE


Spector et. al. (1994) stat that As an individual , the issues of Locus of Control(LOC), whereby one may perceive oneself as a victim or an agent of control in ones own life(external or internal LOC), appears to be one of three key personality facts linked to how an individual reacts to stressful situation . The other two are: Negative Affectivity or the tendency to experience a variety of negative emotions across time and situations; and type A personalities who seem to be hyper- reaction to uncontrollable stressors and more reactive than type B. Brown et. al. (1990) examined the relationship between stressful life events and drinking outcome among male alcoholics who had completed an alcohol treatment program. Approximately 40% of the pre-treatment stressors were found to be directly or indirectly related to alcohol use. Green et al. (1990) suggests that individuals in each of the above-mentioned categories are more likely to have negative responses to stressors that is, they are more likely to develop long-term mental health problems, including PTSD. These findings have some interesting implications for military leaders. While it is not reasonable or practical to select individuals for deployments based solely on these characteristics, it may be possible to pay particular attention to stress-related disorders among these populations of soldiers during and after deployment. Such targeted policy could reduce the number of stress-induced casualties and prevent long-term mental health disorders by focusing on the potentially most vulnerable populations.. Fletcher (1988) examined the further down the skill level in the job chain one looks the worse off the mental health of those groups becomes. Further it has also been shown how Conditions of work most adverse to workers health is to be found in blue collar professions and in some health care positions such as nursing. A common and possibly

decisive denominator of these work conditions is that they expose the worker to a combination of high psychological stress and physical workload and a low level of decision latitude. Robbins (1988) research that stress is a condition in which an individual is confronted with an opportunity, constrain or demand related to what he/she desires and for which the outcome is perceived to both uncertain and important. So, stress is associated with: Constraints or demand Uncertainty over the outcome which is regarded as important Miller et. al. (1986) reviewed stress management training techniques and found they included such approaches as relaxation training, biofeedback and systematic desensitization (i.e., focusing on environmental factors to reduce anxiety). Miller (1992) also identified aerobic training as a stress management approach. Other approaches have included meditation, muscle relaxation and transcendental meditation. Selye (1956) defines stress as a nonspecific response of the body to any sort of demand made on it. Selye defines this demand, which could include a stimulus or an event, as a stressor and notes that a wide variety of stimuli are capable of producing the same internal stress response. Stressors are external and can come in several different forms, ranging from extreme temperature to a physical assault. According to Selye, once the individual has been exposed to the stressor, a physiological stress response will occur. Hans Selye (1936) The term stress was basically introduced into the social sciences by Hans Selye. The various terms tension, strain , stress is a term basically used in engineering which means pressure of one object on another, conflict and pressure are used to denote the effect of stress on individuals, through there may be thin differences in these terms. Hans viewed stress as the non-specifically induced changes within a biological system. It is non specific because any adoption to a problem faced by the body, irrespective of the nature.

CHAPTER III RESEARCH METHODOLOGY


Objectives of the Study

Research Design A research design is considered as the framework or plan for a study that guides as well as helps the data collection and analysis of data. The research design may be exploratory, descriptive and experimental for the present study. The descriptive research design is adopted for this project.

Research Approach The research worker contacted the respondents personally with well-prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., contacting employees directly in order to collect data. Sample size The study sample constitutes 100 female employees constituting in the research area. Sampling Area The study is conducted in employees of HDFC & ICICI Banks. Sampling Design The researcher has used probability sampling in which stratified random sampling is used.

Collection of Data Most of the data collected by the researcher is primary data through personal interview, where the researcher and the respondent operate face to face. Research Instrument The researcher has used a structured questionnaire as a research instrument tool which consists of close ended questions, multiple choice and dichotomous questions in order to get data. Thus, Questionnaire is the data collection instrument used in the study. All the questions in the questionnaire are organized in such a way that elicit all the relevant information that is needed for the study Statistical Tools The statistical tools used for analyzing the data collected are percentage method, bar diagrams and pie diagrams. Analysis of Data The data are collected through survey and books, reports, newspapers and internet etc., the survey conducted among the employees of HDFC & ICICI bank. The data collected by the researcher are tabulated and analyzed in such a way to make interpretations. Various steps, which are required to fulfill the purpose, i.e., editing, coding, and tabulating. Editing refers to separate, correct and modify the collected data. Coding refers to assigning number or other symbols to each answer for placing them in categories to prepare data for tabulation refers to bring together the similar data in rows and columns and totaling them in an accurate and meaningful manner The collected data are analyzed and interrupted using statistical tools and techniques. LIMITATIONS OF THE STUDY The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy cant be assured.

The researcher was carried out in a short span of time, where in the researcher could not widen the study. The study could not be generalized due to the fact that researcher adapted personal interview method.

CHAPTER IV RESULTS AND DISCUSSION


4.1.(A) Do you get proper lightening facilities in your organization?
Table No. 4.1 (a)

Options

Public Banks Respondents Percentage 4 28 15 4 4 55 7.28% 50.90% 27.26% 7.28% 7.28% 100%

Private Banks Respondent Percentage s 14 24 10 2 5 55 25.46% 43.62% 18.18% 3.64% 9.10% 100%

Strongly Agree Agree Neutral Disagree Strongly disagree Total

Figure No. 4.1 (a) INTERPRETATION Public Banks The above figure shows that 50.90% employees are agree that their organisation provides proper lightening facilities, where as 7.28% employees are strongly disagree with the opinion. Private Banks The above figure shows that 43.62% employees are agree that their organisation provides proper lightening facilities, while 3.64% are disagree with the opinion.

4.1.(b) Do you get proper drinking water facilities in your organization?


Table No. 4.1 (b)

Options

Public Banks Respondents 10 23 14 6 2 55

Percentage 18.18% 41.82% 25.46% 10.90% 3.64% 100%

Private Banks Respondent Percentage s 21 21 5 6 2 55 38.18% 38.18% 9.10% 10.90% 3.64% 100%

Strongly Agree Agree Neutral Disagree Strongly disagree Total

Figure No. 4.1 (b) INTERPRETATION Public Banks The above figure shows that 41.82% employees are agree that their organisation provides drinking water facilities, while 25.46% neutral, 18.18% strongly agree, 10.90% disagree and least 3.64% employees are strongly disagree with the opinion that their organisation provides drinking water facilities. Private Banks The above figure shows that 38.18% employees are strongly agree that their organisation provides drinking water facilities, while 38.18% agree, 10.90% disagree, 9.10% neutral and least 3.64% employees are strongly disagree with the opinion that their organisation provides drinking water facilities. 4.1.(c) Do you get proper sanitation facilities in your organization?

Table No. 4.1 (c)

Options

Public Banks Respondents 9 28 15 3 0 55

Percentage 16.36% 50.90% 27.28% 5.46% 0.00% 100%

Private Banks Respondent Percentage s 11 31 10 3 0 55 20.00% 56.36% 18.18% 5.46% 0.00% 100%

Strongly Agree Agree Neutral Disagree Strongly disagree Total

Figure No. 4.1 (c) INTERPRETATION Public Banks The above figure shows that 50.90% employees are agree that their organisation provides sanitation facilities, while 27.28% neutral, 16.36% strongly agree and least 5.46% employees are disagree with the opinion that their organisation provides sanitation facilities. Private Banks The above figure shows that 56.36% employees are agree that their organisation provides sanitation facilities, where as 20.00% strongly agree, 18.18% neutral and least 5.46% employees are disagree with the opinion that their organisation provides sanitation facilities. 4.1.(d) Do you get proper ventilation facilities in your organization? Table No. 4.1 (d)

Options

Public Banks Respondents 4 28 16 7 0 55

Percentage 7.28% 50.90% 29.10% 12.72% 0.00% 100%

Private Banks Respondent Percentage s 19 19 13 2 2 55 34.54% 34.54% 23.64% 3.64% 3.64% 100%

Strongly Agree Agree Neutral Disagree Strongly disagree Total

Figure No. 4.1 (d) INTERPRETATION Public Banks The above figure shows that 50.90% employees are agree that their organisation provides ventilation facilities, while 29.10% neutral, 12.72% strongly agree and least 7.28% employees are disagree with the opinion that their organisation provides ventilation facilities. Private Banks The above figure shows that 34.54% employees are strongly agree that their organisation provides ventilation facilities, while as 34.54% agree, 23.64% neutral, 3.64% disagree and least 3.64% employees are disagree with the statement. 4.2.(a) Training is provided very often in your organization Table No. 4.2 (a) Options Public Banks Private Banks

Respondents Strongly Agree Agree Neutral Disagree Strongly disagree Total 3 21 20 10 1 55

Percentage 5.46% 38.18% 36.36% 18.18% 1.82% 100%

Respondent s 7 20 18 7 3 55

Percentage 12.72% 36.36% 32.74% 12.72% 5.46% 100%

Figure No. 4.2 (a) INTERPRETATION Public Banks The above figure shows that 38.18% employees are agree that training is provided very often in their organisation, while 36.36% neutral, 18.18% disagree, 5.46% strongly agree and remaining 1.82% employees are strongly disagree with the opinion. Private Banks The above figure shows that 36.36% employees are agree that training is provided very often in their organisation, while 32.74% neutral, 12.72% strongly agree, 12.72% disagree and remaining 5.46% employees are strongly disagree with the opinion. 4.2.(b) Are you satisfied with the duration of training program? Table No. 4.2 (b) Options Public Banks Respondents Percentage Private Banks Respondent Percentage s

Strongly Agree Agree Neutral Disagree Strongly disagree Total

3 17 22 10 3 55

5.46% 30.90% 40.00% 18.18% 5.46% 100%

6 27 13 7 2 55

10.90% 49.10% 23.64% 12.72% 3.64% 100%

Figure No. 4.2 (b) INTERPRETATION Public Banks The above figure shows that 40.00% employees are neutral satisfied with duration of training program, where as 30.90% are satisfied, 18.18% dissatisfied, 5.46% highly satisfied, and remaining 5.46% employees are highly dissatisfied with the duration of training program. Private Banks The above figure shows that 49.10% employees are satisfied with duration of training program, while 23.64% neutral, 12.72% dissatisfied, 10.90% highly satisfied and remaining 3.64% employees are highly dissatisfied with the duration of training program. 4.2.(c) Do you agree with feedback procedure conducted in the organization? Table No. 4.2 (c) Options Public Banks Respondents 7 23 Percentage 12.72% 41.82% Private Banks Respondent Percentage s 12 20 21.82% 36.36%

Strongly Agree Agree

Neutral Disagree Strongly disagree Total

14 9 2 55

25.46% 16.36% 3.64% 100%

17 2 4 55

30.90% 3.64% 7.28% 100%

Figure No. 4.2 (c) INTERPRETATION Public Banks The above figure shows that 41.82% employees are agree that feedback procedure conducted in their organisation, where as 25.46% are neutral, 16.36% disagree, 12.72% strongly agree and remaining 3.64% employees are strongly disagree with the statement. Private Banks The above figure shows that 36.36% employees are agree that feedback procedure conducted in their organisation, where as 30.90% are neutral, 21.82% strongly agree, 7.28% strongly disagree and remaining 3.64% employees are disagree with the statement. 4.3(a) Are you satisfied with your pay package? Table No. 4.3 (a) Options Public Banks Respondents 3 21 15 10 6 Percentage 5.46% 38.18% 27.28% 18.18% 10.90% Private Banks Respondent Percentage s Strongly Agree Agree Neutral Disagree Strongly disagree 3 27 18 2 5 5.46% 49.10% 32.70% 3.64% 9.10%

Total

55

100%

55

100%

Figure No. 4.3 (a) INTERPRETATION Public Banks The above figure shows that 38.18% employees are satisfied with their pay package, where as 27.28% are neither satisfied nor dissatisfied, 18.18% dissatisfied, 10.90% strongly dissatisfied and rest 5.46% employees are strongly satisfied with their pay package. Private Banks The above figure shows that 49.10% employees are satisfied with their pay package, while 32.70% are neither satisfied nor dissatisfied, 9.10% strongly dissatisfied, 5.46% strongly satisfied and rest 3.64% employees are strongly dissatisfied with their pay package. 4.3(b) Incentives are given properly. Table No. 4.3 (b) Options Public Banks Respondents 1 20 24 8 2 55 Percentage 1.82% 36.36% 43.64% 14.54% 3.64% 100% Private Banks Respondent Percentage s 7 24 19 5 0 55 12.72% 43.64% 34.54% 9.10% 0.00% 100%

Strongly Agree Agree Neutral Disagree Strongly disagree Total

Figure No. 4.3 (b) INTERPRETATION Public Banks The above figure shows that 43.64% employees are neither agree nor disagree that incentives are given properly to them, where as 36.36% are agree, 14.54% disagree, 3.64% strongly disagree and rest 1.82% employees are strongly agree with the statement. Private Banks The above figure shows that 43.64% employees are agree that incentives are given properly to them, where as 34.54% are neutral, 12.72% strongly agree and rest 9.10% employees are disagree with the statement. 4.4 Do you agree that you can complete your work within specified time? Table No. 4.4 Options Public Banks Respondents 11 20 17 3 4 55 Percentage 20.00% 36.36% 30.90% 5.46% 7.28% 100% Private Banks Respondent Percentage s 8 24 17 5 1 55 14.54% 43.64% 30.90% 9.10% 1.82% 100%

Strongly Agree Agree Neutral Disagree Strongly disagree Total

Figure No. 4.4 INTERPRETATION Public Banks The above figure shows that 36.36% employees are agree that they can complete their work in specified time, where as 30.90% are neutral, 20.00% strongly agree, 7.28% strongly disagree and rest 5.46% employees are disagree with the statement that they can complete their work in specified time. Private Banks The above figure shows that 43.64% employees are agree that they can complete their work in specified time, while 30.90% are neutral, 14.54% strongly agree, 9.10% disagree and rest 1.82% employees are disagree with the statement that they can complete their work in specified time. 4.5 Do you agree that you are overloaded with work? Table No. 4.5 Options Public Banks Respondents Percentage 1 24 25 3 2 55 1.82% 43.64% 45.44% 5.46% 3.64% 100% Private Banks Respondent Percentage s Strongly Agree Agree Neutral Disagree Strongly disagree Total 8 24 17 5 1 55 14.54% 43.64% 30.90% 9.10% 1.82% 100%

Figure No. 4.5 INTERPRETATION Public Banks The above figure shows that 36.36% employees are agree that they can complete their work in specified time, where as 30.90% are neutral, 20.00% strongly agree, 7.28% strongly disagree and rest 5.46% employees are disagree with the statement that they can complete their work in specified time. Private Banks The above figure shows that 43.64% employees are agree that they can complete their work in specified time, while 30.90% are neutral, 14.54% strongly agree, 9.10% disagree and rest 1.82% employees are disagree with the statement that they can complete their work in specified time. 4.6 Do you suffer stress in your job? Table No. 4.6 Options Public Banks Respondents Percentage 55 0 55 100.0% 0.00% 100% Private Banks Respondent Percentage s Yes No Total 55 0 55 100.00% 0.00% 100%

Figure No. 4.6 INTERPRETATION Public Banks All female employees of public sector banks feel stress in their job. Private Banks All female employees of private sector banks feel stress in their job. 4.7 How do you feel about your job? Table No. 4.7 Options Public Banks Respondents Percentage 41 14 55 74.54% 25.46% 100% Private Banks Respondent Percentage s Interesting Boring Total 37 18 55 67.27% 32.73% 100%

Figure No. 4.7 INTERPRETATION Public Banks The above figure shows that 74.54% employees feel their job is interesting, where as 25.46% feel their job as a boring. Private Banks The above figure shows that 67.27% employees feel their job is interesting, where as 32.73% feel their job as a boring. 4.8. What kind of stress do you suffer in your job? Table No. 4.8 Options Public Banks Respondents Percentage 13 42 55 23.64% 76.36% 100% Private Banks Respondent Percentage s Physical Mental Total 16 39 55 29.10% 70.90% 100%

Figure No. 4.8 INTERPRETATION Public Banks According to 76.36% employees feel mental stress in their job, where as 23.64% feel physical stress in their job. Private Banks According to 70.90% employees feel mental stress in their job, where as 29.10% feel physical stress in their job. 4.9. What is the level of stress that you feel in your job? Table No. 4.9 Options Public Banks Respondents Percentage 12 43 55 21.82% 78.18% 100% Private Banks Respondent Percentage s High Low Total 31 24 55 56.36% 43.64% 100%

Figure No. 4.9 INTERPRETATION Public Banks The above chart reveals that 78.18% employees feel low stress in their job, while 21.82% feel high stress in their job. Private Banks The above chart reveals that 56.36% employees feel high stress in their job, while 43.64% feel low stress in their job.

FACTORS CAUSING STRESS 4.10(a)Is there a good deal of interpersonal relations in the organization? Table No. 4.10 (a) Options Public Banks Respondents Percentage 6 9 17 21 2 55 10.91% 16.36% 30.91% 38.18% 3.64% 100% Private Banks Respondent Percentage s Strongly Agree Agree Neutral Disagree Strongly disagree Total 4 6 23 21 1 55 7.27% 10.91% 41.82% 38.18% 1.82% 100%

Figure No. 4.10 (a) INTERPRETATION Public Banks The above figure shows that 38.18% employees are disagree with the opinion that there a good deal of interpersonal relations in the organization, where as 30.91% are neutral, 16.36% agree, 10.91% strongly agree and rest 3.64% employees are strongly disagree with the opinion. Private Banks The above figure shows that 41.82% employees are neither agree nor disagree with the opinion that there a good deal of interpersonal relations in the organization, where as 38.18% are disagree, 10.91% agree, 7.27% strongly agree and rest 1.82% employees are strongly disagree with the opinion.

4.10 (b) Proper growth opportunities are provided. Table No.4.10 (b) Options Public Banks Respondents Percentage 1 10 17 26 1 55 1.82% 18.18% 30.91% 47.27% 1.82% 100% Private Banks Respondent Percentage s 2 9 10 30 4 55 3.64% 16.36% 18.18% 54.54% 7.28% 100%

Strongly Agree Agree Neutral Disagree Strongly disagree Total

Figure No. 4.10 (b) INTERPRETATION Public Banks The above figure shows that 47.27% employees are disagree with the fact that proper growth opportunities are provided to them as compared to male employees, while as 30.91% are neutral, 18.18% agree, 1.82% strongly agree and least 1.82% employees are strongly disagree with the fact. Private Banks The above figure shows that 54.54% employees are disagree with the fact that proper growth opportunities are provided to them as compared to male employees, while as 18.18% are neutral, 16.36% agree, 7.28% strongly disagree and least 3.64% employees are agree with the fact. 4.10 (c) Recognition is given for your work.

Table no. 4.10 (c) Options Public Banks Respondents Percentage 0 7 19 27 2 55 0.00% 12.72% 34.54% 49.10% 3.64% 100% Private Banks Respondent Percentage s Strongly Agree Agree Neutral Disagree Strongly disagree Total 0 6 20 23 6 55 0.00% 10.91% 36.36% 41.82% 10.91% 100%

Figure No. 4.10 (c) INTERPRETATION Public Banks The above figure shows that 49.10% employees are disagree with the fact that recognition is given for their work, while as 34.54% are neutral, 12.72% agree and least 3.64% employees are strongly disagree with the fact. Private Banks The above figure shows that 41.82% employees are disagree with the fact that recognition is given for their work, while as 36.36% are neutral, 10.91% agree and least 10.91% employees are strongly disagree with the fact. 4.10 (d) Participation in decision making. Table No. 4.10 (d) Options Public Banks Private Banks

Respondents Strongly Agree Agree Neutral Disagree Strongly disagree Total 2 10 16 22 5 55

Percentage 3.64% 18.17% 29.10% 40.00% 9.09% 100%

Respondent s 2 9 28 12 3 55

Percentage 3.64% 16.36% 50.92% 21.83% 5.45% 100%

Figure No. 4.10 (d) INTERPRETATION Public Banks The above figure shows that 40.00% employees are disagree with the fact that their participation in decision making, where as 29.10% are neutral, 18.18% agree, 9.10% strongly disagree and least 3.64% employees are strongly agree with the fact. Private Banks The above figure shows that 50.92% employees are neither agree nor disagree with the fact that their participation in decision making, where as 21.82% are disagree, 16.36% agree, 5.46% strongly disagree and least 3.64% employees are strongly agree with the fact. 4.10 (e) Grievances are redressed properly. Table No. 4.10 (e) Options Public Banks Respondents Percentage Private Banks Respondent Percentage

s Strongly Agree Agree Neutral Disagree Strongly disagree Total 2 4 25 16 8 55 3.64% 7.27% 45.45% 29.10% 14.54% 100% 4 6 21 22 2 55 7.27% 10.91% 38.18% 40.00% 3.64% 100%

Figure No. 4.10 (e) INTERPRETATION Public Banks The above figure shows that 45.45% employees are neither agree nor disagree with the opinion fact that grievances are redressed properly, while as 29.10% are neutral, 14.54% disagree, 7.28% strongly agree and least 3.64% employees are strongly agree with the fact. Private Banks The above figure shows that 40.00% employees are disagree with the opinion fact that grievances are redressed properly, while as 38.18% are neutral, 10.91% agree, 7.28% strongly agree and least 3.64% employees are strongly agree with the fact. 4.10 (f) Overburden is there in your job. Table No. 4.10 (f) Options Public Banks Respondents Percentage 1 1.82% Private Banks Respondent Percentage s Strongly Agree 3 5.46%

Agree Neutral Disagree Strongly disagree Total

11 21 17 5 55

20.00% 38.18% 30.90% 9.10% 100%

9 12 28 2 55

16.36% 21.82% 50.92% 3.64% 100%

Figure No. 4.10 (f) INTERPRETATION Public Banks The above figure shows that 38.18% employees are neither agree nor disagree with the opinion fact that overburden is there in their job, while as 30.90% are disagree, 20.00% agree, 9.10% strongly disagree and least 1.82% employees are strongly agree with the fact. Private Banks The above figure shows that 50.92% employees are neither agree nor disagree with the opinion fact that overburden is there in their job, while as 21.82% are disagree, 16.36% agree, 5.46% strongly agree and least 3.64% employees are strongly disagree with the fact. 4.10 (g) Personal problems are given importance in your organization. Table No. 4.10 (g) Options Public Banks Respondents Percentage 1 3 1.82% 5.46% Private Banks Respondent Percentage s Strongly Agree Agree 2 3 3.64% 5.46%

Neutral Disagree Strongly disagree Total

24 21 6 55

46.64% 38.18% 10.90 % 100%

28 18 4 55

50.90% 32.72% 7.28% 100%

Figure No. 4.10 (g) INTERPRETATION Public Banks The above figure shows that 46.64% employees are neither agree nor disagree with the opinion fact that personal problems are given importance in their organization, where as 38.18% are disagree, 10.90% strongly disagree, 5.46% agree and least 1.82% employees are strongly agree with the fact. Private Banks The above figure shows that 50.90% employees are neither agree nor disagree with the opinion fact that personal problems are given importance in their organization, where as 32.72% are disagree, 7.28% strongly disagree, 5.46% agree and least 3.64% employees are strongly agree with the fact. COPING STRATEGIES 4.11 Have you taken any coping strategies personally to manage stress? Table No. 4.11 Options Public Banks Respondents Percentage 45 10 55 81.82% 18.18% 100% Private Banks Respondent Percentage s Yes No Total 50 5 55 90.91% 9.09% 100%

Figure No. 4.11 INTERPRETATION Public Banks The above chart reveals that 81.82% employees have taken coping strategies personally to manage stress, while 18.18% have not taken any coping strategies. Private Banks The above chart reveals that 90.90% employees have taken coping strategies personally to manage stress, while 9.10% have not taken any coping strategies. 4.12 What kind of strategies of the following have you taken? Table No. 4.12 Options Public Banks Respondents Percentage 3 10 15 9 8 6.68% 22.22% 33.33% 20.00% 17.77% Private Banks Respondent Percentage s Exercise Meditation Listening music Take a walk Spending time with children 4 18 19 4 5 8.00% 36.00% 38.00% 8.00% 10.00%

Total

45

100%

50

100%

Figure No. 4.12 INTERPRETATION Public Banks From the above it can be depicts that 33.33% employees use Listening Music strategy to coping the stress, where as 22.22% use mediation strategy, 20.00 use take a walk, 17.17 spending time with their children and remaining 6.68% employees use exercise strategy to reduce the stress. Private Banks From the above it can be depicts that 38.00% employees use Listening Music strategy to coping the stress, where as 36.00% use mediation strategy, 10.00% spending time with their children, 8% exercise and remaining 8.00% employees use talk a walk strategy to reduce the stress. 4.13. Does this organization take any suitable steps to manage stress? Table No. 4.13 Options Public Banks Respondents Percentage 42 13 55 76.36% 23.64% 100% Private Banks Respondent Percentage s Yes No Total 43 12 55 78.18% 21.82% 100%

Figure No. 4.13 INTERPRETATION Public Banks The above chart reveals that 76.36% employees agree that their organisation take suitable steps to manage stress, where as 23.64% employees think that their organisations do not take suitable steps to manage stress. Private Banks The above chart reveals that 78.18% employees agree that their organisation take suitable steps to manage stress, where as 21.82% employees think that their organisations do not take suitable steps to manage stress. 4.14. What type of company-wide programs that are/could be adapted to manage stress? Table No. 4.14 Options Public Banks Respondents Percentage 6 5 11 1 14.28% 11.90% 26.20% 2.38% Private Banks Respondent Percentage s Employee counseling Autonomous work groups Transport subsidy Health clubs 4 13 3 19 9.30% 30.24% 6.98% 44.18%

Effective

Training

&

19 42

45.24% 100%

4 43

9.30% 100%

Development program Total

Figure No. 4.14 INTERPRETATION Public Banks From the above it can be depicts that effective training & development program are used by public banks to manage stress, where as 26.20% employees replied that transport subsidy, 14.28% employees counseling, 11.90% autonomous work groups and remaining 2.38% employees replied that their bank used health club facilities to reduce stress. Private Banks From the above it can be depicts that Health club program are used by private banks to manage stress, where as 30.24% employees replied that autonomous work groups, 9.30% employees counseling, 9.30% effective training & development program and remaining 6.98% employees replied that their bank used transport subsidy to reduce stress.

CHAPTER V SUMMARY FINDINGS


Public Banks Majority of female employees are agreeing that their organisation provides proper lightening facilities. Higher percentage of employees is agreed that their organisation provides drinking water

facilities.

More than half percentage of employees is agreed that their organisation provides sanitation facilities. Higher number of employees is agreeing that their organisation provides ventilation facilities. Majority of employees are agreeing that training is provided very often in their organisation. Employees are neutral satisfied with duration of training program. Majority of employees are agreeing that feedback procedure conducted in their organisation. Employees are satisfied with their pay package. In public sector bank, Employees are neither agree nor disagree that incentives are given properly to them. Employees are agreeing that they can complete their work in specified time. All female employees of public sector banks feel stress in their job. Employees feel their job is interesting. Majority of Public sector employees feel mental stress in their job. Majority of employees feel low stress in their job. Employees are disagree with the opinion that there a good deal of interpersonal relations in the organization. Employees are disagreeing with the fact that proper growth opportunities are provided to them as compared to male employee Majority of employees are disagreeing with the fact that recognition is given for their work. Employees are disagree with the fact that their participation in decision making. Employees are neither agree nor disagree with the opinion fact that grievances are redressed properly. Employees are neither agree nor disagree with the opinion fact that overburden is there in their job.

Employees are neither agree nor disagree with the opinion fact that personal problems are given importance in their organization. Employees have taken coping strategies personally to manage stress. Employees use Listening Music strategy to coping the stress as compare to other strategies. Employees agree that their organisation take suitable steps to manage stress. Effective training & development program are used by public banks to manage stress. Private Banks

Majority of female employees are agree that their organisation provides proper lightening facilities Majority of employees are strongly agreed that their organisation provides drinking water facilities. Employees of private banks are agreeing that their organisation provides sanitation facilities. Private bank Employees are strongly agree that their organisation provides ventilation facilities. Employees are agreeing that training is provided very often in their organisation. Employees are satisfied with duration of training program. Employees are agreeing that feedback procedure conducted in their organisation. Employees are satisfied with their pay package. Employees are agreeing that incentives are given properly to them. Employees are agreeing that they can complete their work in specified time. All female employees of private sector banks feel stress in their job. Employees feel their job is interesting. Employees feel mental stress as compare to physical stress in their job. Employees feel high stress in their job. Employees are neither agree nor disagree with the opinion that there a good deal of interpersonal relations in the organization.

Employees are disagreeing with the fact that proper growth opportunities are provided to them as compared to male employees. Employees are disagreeing with the fact that recognition is given for their work. Employees are neither agree nor disagree with the fact that their participation in decision making. Employees are disagreeing with the opinion fact that grievances are redressed properly. Half percentage of employees are neither agree nor disagree with the opinion fact that overburden is there in their job. Employees are neither agree nor disagree with the opinion fact that personal problems are given importance in their organization. Employees have taken coping strategies personally to manage stress. Employees use Listening Music strategy to coping the stress as compare to other strategies. Employees agree that their organisation take suitable steps to manage stress. Health club program are used by private banks to manage stress.

SUGGESTIONS
Public sector banks Good training programmes on different departments should be implemented, so that employees can cope up with the changing needs of the firm. Currently poor stress management programmes are followed in public sector banks, so good stress management programmes should be implemented. Improve the welfare measures of employees. In any organization stress development means failure of implemented strategies and interpersonal relationships, so public sector banks should look at causes of stress, proper management of stress means success of organization. Reorganization of people who have done outstanding performance, it will boost employee performance. Good employee and management relationship will help to reduce stress to a great extent. Consider the problems of the employees for the wellbeing of the organization. Introduce a stress management committee to solve employee problems. Private sector banks The employees must give importance to time management techniques thereby they can complete their work within the specified time. Many tasks can be delegated to subordinates without losing effectiveness so that we can reduce the overload of work. Giving counseling to the employees when they face problems, because counseling is the discussion of a problem that usually has emotional content with an employee in order to help the employee cope within better. The organization must introduce Employee Assistance Programmes (EAPs) and stress control workshops accordingly to the level of employees, because there is a strong relation between the level of stress and level of employees.

Engaging the bored employee in aerobic exercise, because it stimulates the brain and the body. Also the employee must do meditation and yoga in their daily life.

CONCLUSION
Stress in the work place has become the black plague of the present century. Much of the stress at work is caused not only by work overload and time pressure but also by lack of rewards and praise, and more importantly, by not providing individuals with the autonomy to do their work as they would like. Most of the employees were not satisfied with the grievance handling procedure of the organization which was found by the unstructured interview. The problem of stress is inevitable and unavoidable in the banking sector. A majority of the private sector banks employees face severe stress- related ailments and a lot of psychological problems. Hence, the management must take several initiatives in helping their employees to overcome its disastrous effect. Since stress in private sector banks is mostly due to excess of work pressure and work life imbalance the organization should support and encourage to take up roles that help them to balance work and family, whereas level of stress among public sector banks employees is too low as compared to private sector banks. The productivity of the work force is the most decisive factor as far as the success of an organization is concerned. The productivity in turn is dependent on the psychosocial well being of the employees. In an age of highly dynamic and competitive world, man is exposed to all kinds of stressors that can affect him on all realms of life. The growing importance of interventional strategies is felt more at organizational level. This particular research was intended to study the stress level among public sector banks & private sector banks Bank employee. Although certain limitations were met with the study, every effort has been made to make it much comprehensive. A Healthy Employee is a Productive Employee

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