1.

CONCEPTUAL FRAMEWORK
(1.1) INTRODUCTION TO HR

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 who staff 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 high-quality product supplied at reasonable costs.

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 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.

The scope of HRM is indeed vast. All major activities in the

working life of his or her entry into an organization until he or she leaves-
come under the previews of HRM.specifically, the activities included are HR
planning, job analysis and be sign, recruitment and selection, orientation and
placement, training and development, performance appraisal and job
evaluation, employee and executive remuneration, motivation and
communication, welfare, safety and health, industrial relations and the like.

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 plays an important role in the

development process of modern economy. In fact it is said that all the
development comes from the human mind.

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 (1.2) CONCEPT OF STRESS
(1.2.1) INTRODUCTION TO 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 obvious…except 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

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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.

This is the main definition used by this section of Mind Tools,

although we also recognize that there is an intertwined instinctive stress
response to unexpected events. The stress response inside us is therefore part
instinct and part to do with the way we think.

The types of stress are as follows

Mechanical

• Stress (physics), the average amount of force exerted per unit area.
• Yield stress, the stress at which a material begins to deform
plastically.
• Compressive stress, the stress applied to materials resulting in their
compaction.

Biological
• Stress (biological), physiological or psychological stress; some types
include:

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 o Chronic stress, persistent stress which can lead to illness and
mental disorder
o Eustress, positive stress that can lead to improved long-term
functioning
o Workplace stress, stress caused by employment

Music

• Accent (music).
• Stress (band), an early '80s melodic rock band from San Diego.
• Stress (punk band), an early '80s punk rock band from Athens.
• Stress (Neo-Psychedelic band), from the late 1980's.
• Stress, a song by the French band Justice on their debut album

Other

• Stress (game), card game

• Stress (linguistics), phonological use of prominence in language.

Stress is a measure of the average amount of force exerted per unit area.
It is a measure of the intensity of the total internal forces acting within a
body across imaginary internal surfaces, as a reaction to external applied
forces and body forces. It was introduced into the theory of elasticity by
Cauchy around 1822. Stress is a concept that is based on the concept of
continuum. In general, stress is expressed as

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Where

Is the average stress, also called engineering or nominal stress, and

Is the force acting over the area .

Chronic Stress
Chronic stress is stress that lasts a long time or occurs frequently. Chronic
stress is potentially damaging.

Symptoms of chronic stress can be:

• upset stomach
• headache
• backache
• insomnia
• anxiety
• depression
• anger

In the most severe cases it can lead to panic attacks or a panic disorder.

There are a variety of methods to control chronic stress, including exercise,

healthy diet, stress management, relaxation techniques, adequate rest, and
relaxing hobbies.

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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).

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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.

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 (1.2.2) 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, short-term 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

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.

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 (1.2.3) 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
individual’s 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.
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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.

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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. Here’s 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
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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 camel’s 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
Lastly, 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 commonly-referred to type of stress, having negative implications,
whereas eustress is a positive form of stress, usually related to desirable
events in person's life.

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 (1.2.4) 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.

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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.

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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.

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 (1.2.5) 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.

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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

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of life and provides moments of delight. The emotions we experience
directly affect our immune system. The positive emotions can create
neurochemical 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 lymphocytes—the natural killer cells. Laughter also
increases the number of T cells that have suppresser receptors.

What Laughter Can Do Against Stress And Its Effects?

• 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 hormones—epinephrine, cortical, dopac, and
growth hormone, associated with stress response).

• 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.

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 (1.2.6) 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-the-job stress than a generation
ago. Evidence also suggests that stress is the major cause of turnover in
organizations.

Health and Healthcare Utilization

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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 upper-
extremity 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
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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 one-fourth 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 1995–2000 (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

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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 )
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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.

(1.2.7) REDUCE YOUR STRESS

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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: -

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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:
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 • 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
27 | P a g e
 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.

Tip:
Don't make the mistake of generalizing a single incident. OK, you made a
mistake at work, but that doesn't mean you're bad at your job.
28 | P a g e
Similarly, make sure you take the long view about incidents that you're
finding stressful. Just because you're finding these new responsibilities
stressful now, doesn't mean that they will ALWAYS be so for you in the
future.

Tip:
If you find it difficult to look at your negative thoughts objectively, imagine
that you are your best friend or a respected coach or mentor. Look at the list
of negative thoughts and imagine the negative thoughts were written by
someone you were giving objective advice to. Then, think how you would
challenge these thoughts.

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

29 | P a g e
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.

Tip:
Your affirmations will be strongest if they are specific, are expressed in the
present tense and have strong emotional content.

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.

30 | P a g e
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.
Make sure that identifying these opportunities and focusing on them is part
of your positive thinking.

2. Research Methodology
(2.1) Research Objective: -
Stress is a dynamic condition in witch an individual is confronted
with an opportunity, demand or resource related to what the individual

31 | P a g e
desires and for which the outcome is perceived to be both uncertain and
important. This is a complicated definition.

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

typically discussed in a negative context, it also has a positive value. It’s an
opportunity when it offers potential gain. Consider for example, 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 maximum. Similarly, many professionals see the
pressures of heavy workloads and deadlines as positive challenges that
enhance the quality of their work and the satisfaction the get from their job.

But it is different in the case of bank employees. The bank

employees are the people who also have to achieve the certain target and so
for the non achievement of target the employees remain stressed and tensed.
The employees who have the simple table work also have to face the
problem of stress. Due to recession the banking sector is also facing the
problem of employee cut-offs and so the work load of the existing
employees increases and the feel stressed.

The types of stress are named as eustress and distress. Distress is

the most commonly-referred 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. 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
32 | P a g e
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.

This research is to carry out the study that how much stressed the
employees of the banks are and how do their stress affect their work life,
social life, output etc. so a sample of 14 to 15 employees are selected from
all the three banks for the research of stress among them.
33 | P a g e
 (2.2) SAMPLING

Sample: I have taken the sample of 35 employees from three different banks
of Bhavnagar. All the employees were of the same designations.

Reason: As we find the employees of the bank to be more stressful as more

and more employees are taking VRS and are dismissed because of inflation.

34 | P a g e
I have selected only those three banks which are affiliated to the public and
are specialized in consumer needs fulfillment.

It is incumbent on the researcher to clearly define the target

population. There are no strict rules to follow, and the researcher must rely
on logic and judgment. The population is defined in keeping with the
objectives of the study.

Sometimes, the entire population will be sufficiently small, and the

researcher can include the entire population in the study. This type of
research is called a census study because data is gathered on every member
of the population.

Usually, the population is too large for the researcher to attempt to

survey all of its members. A small, but carefully chosen sample can be used
to represent the population. The sample reflects the characteristics of the
population from which it is drawn.

Sampling methods are classified as either probability or non

probability. In probability samples, each member of the population has a
known non-zero probability of being selected. Probability methods include
random sampling, systematic sampling, and stratified sampling. In non
probability sampling, members are selected from the population in some
nonrandom manner. These include convenience sampling, judgment
sampling, quota sampling, and snowball sampling. The advantage of
probability sampling is that sampling error can be calculated. Sampling
error is the degree to which a sample might differ from the population. When
35 | P a g e
inferring to the population, results are reported plus or minus the sampling
error. In non probability sampling, the degree to which the sample differs
from the population remains unknown.

 Random sampling is the purest form of

probability sampling. Each member of the population has an
equal and known chance of being selected. When there are very
large populations, it is often difficult or impossible to identify
every member of the population, so the pool of available subjects
becomes biased.

 Systematic sampling is often used instead

of random sampling. It is also called an Nth name selection
technique. After the required sample size has been calculated,
every Nth record is selected from a list of population members. As
long as the list does not contain any hidden order, this sampling
method is as good as the random sampling method. Its only
advantage over the random sampling technique is simplicity.
Systematic sampling is frequently used to select a specified
number of records from a computer file.

 Stratified sampling is commonly used

probability method that is superior to random sampling because it
reduces sampling error. A stratum is a subset of the population
that shares at least one common characteristic. The researcher
first identifies the relevant stratums and their actual
representation in the population. Random sampling is then used
36 | P a g e
to select subjects from each stratum until the number of subjects
in that stratum is proportional to its frequency in the population.
Stratified sampling is often used when one or more of the
stratums in the population have a low incidence relative to the
other stratums.
 Convenience sampling is used in
exploratory research where the researcher is interested in getting
an inexpensive approximation of the truth. As the name implies,
the sample is selected because they are convenient. This non-
probability method is often used during preliminary research
efforts to get a gross estimate of the results, without incurring the
cost or time required to select a random sample.

 Judgment sampling is a common non-

probability method. The researcher selects the sample based on
judgment. This is usually and extension of convenience sampling.
For example, a researcher may decide to draw the entire sample
from one "representative" city, even though the population
includes all cities. When using this method, the researcher must
be confident that the chosen sample is truly representative of the
entire population.

 Quota sampling is the non-probability

equivalent of stratified sampling. Like 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 required number of
37 | P a g e
 subjects from each stratum. This differs from stratified sampling,
where the stratums are filled by random sampling.

 Snowball sampling is a special non-

probability method used when the desired sample characteristic is
rare. It may be extremely difficult or cost prohibitive to locate
respondents in these situations. Snowball sampling relies on
referrals from initial subjects to generate additional subjects.
While this technique can dramatically lower search costs, it
comes at the expense of introducing bias because the technique
itself reduces the likelihood that the sample will represent a good
cross section from the population.

(2.3) RESEARCH INSTRUMENT: -

Checking Yourself for Burnout

Burnout occurs when passionate, committed people become deeply

disillusioned with a job or career from which they have previously derived
much of their identity and meaning. It comes as the things that inspire
passion and enthusiasm are stripped away, and tedious or unpleasant things
crowd in. This tool can help you check yourself for burnout.

Introduction:
38 | P a g e
This tool can help you check yourself for burnout. It helps you look at the
way you feel about your job and your experiences at work, so that you can
get a feel for whether you are at risk of burnout.

Using the Tool:

• Work through the table on paper and calculate values manually.

• Fill in values appropriately on the sheet. This will automatically
calculate scores for you and interpret these scores, showing the score
and interpretation in row 30.

If you choose to use the manual method, then calculate the total of the scores
as described in the instructions (note that this uses a slightly different scoring
method from the spreadsheet). Apply the score to the scoring table
underneath to get the interpretation.

QUESTIONNAIRE

39 | P a g e
 No Questions Not at Rarely Sometimes Often Very
all often
1 Do you feel run down
and drained of physical
or emotional energy?
2 Do you find that you are
prone to negative
thinking about your job?
3 Do you find that you are
harder and less
sympathetic with people
than perhaps they
deserve?
4 Do you find yourself
getting easily irritated by
small problems, or by
your co-workers and
team?
5 Do you feel
misunderstood or
unappreciated by your
co-workers?
6 Do you feel that you
have no-one to talk to?
7 Do you feel that you are
achieving less than you
should?
8 Do you feel under an
unpleasant level of
pressure to succeed?
9 Do you feel that you are
not getting what you
want out of your job?
10 Do you feel that you are
in the wrong
organization or the
wrong profession?
11 Are you becoming
frustrated with parts of
your job?
12 Do you feel that
organizational politics or
bureaucracy frustrate
your ability to do a good
job?
13 Do you feel that there is 40 | P a g e
more work to do than
you practically have the
Instructions: For each question, put an 'X' in the column that most applies.
Put one 'X' only in each row.
Please write the total number of ‘x’ at the space given at the bottom of each
column

Answer Number Weight Weighted Total

Not at all 0
Rarely 1
Sometimes 2
Often 3
Very often 4

41 | P a g e
No Questions Yes No
1 Are you satisfied with the performance you give at your
work?
2 Do you think that you are suffering from depression?
3 Do you worry about your colleague's opinion about you?
4 Do you discuss your problem with your spouse or friend
or any other close to you?
5 Do you work more than 8 hours?
6 You have an important function at your home and your
boss asks to give a 4 hour over time, what will be your
response?
7 Do you regularly spend time for entertainment?
8 Is your social life balanced?
9 Do you plan your work before doing?
10 Do you fear about the quality of your performance?
11 Are you a heart patient?
12 Do you get tensed at your non achievement of your
target?
13 Do you feeling stress some times?
If the answer of the above question is Yes then answer the
following:
a) Is the reason of your stress your work load?
b) Are you stressed because of your family problems?
>=
c) Do you get stressed when your boss scolds You?
-1
d) No
Do sign of burnout
you try here!
to find any solution for the problem of your
5 Little sign of burnout here, unless some factors are particularly severe
18 stress?
Be careful - you may be at risk of burnout, particularly if several scores
e) (IF YES) Do you practice yoga or any other ayurvedic
are high
35 You are for
therapy at severe riskstress?
reducing of burnout - do something about this urgently
45 You are at very severe risk of burnout - do something about this
urgently

42 | P a g e
To make the survey report more clear the above questionnaire was also
filled. As a result the employees have given proper response and the
report of the questionnaire is presented in the project.

(2.4) DATA ANALYSIS AND

INTERPRETATION

The project report shows the information of the level of stress

which the employees are facing as the period of recession is going the
employee cut-off and turnover ratios are found to be high so the
workload for the existing employees are high. So they are facing the
problem of work overload and thus they get stressed.

43 | P a g e
 Let’s have a watch on the basic data of the survey:

The report of a bank

>= response
-1 No sign of burnout here! 0
5 Little sign of burnout here, unless some factors are 6
particularly severe
18 Be careful - you may be at risk of burnout, particularly if 8
several scores are high
35 You are at severe risk of burnout - do something about this 0
urgently
45 You are at very severe risk of burnout - do something about 0
this urgently

no sign of burn out

little sign of burnout
Be careful
severe risk
Very high

The Report of a Bank

>= response
-1 No sign of burnout here! 0
5 Little sign of burnout here, unless some factors are 3
particularly severe
18 Be careful - you may be at risk of burnout, particularly if 10
several scores are high
35 You are at severe risk of burnout - do something about this 0
urgently
45 You are at very severe risk of burnout - do something about 0
44 | P a g e
 this urgently

N o s ig n
L it t le s ig n
Be c ar e fu l
S e v e r e r is k
V e r y h ig h

It is seen from the above data that the employees working in the banks
are at the risk of two levels that is “a little sign of burn out” and “be
careful”. Taking a look on the data of all the three banks, it is seen that
the employees working in SBS are found less stressed out compared to
other banks. This can be because it’s a public sector. If all the graphs
are compared, it is seen that the ratio of stressed employees in AXIS
banks are high as compared to all the other banks.

Let’s have a look on the overall result of the survey

>= response
-1 No sign of burnout here! 0
5 Little sign of burnout here, unless some factors are 14
particularly severe
18 Be careful - you may be at risk of burnout, particularly if 21
several scores are high
35 You are at severe risk of burnout - do something about this 0
urgently
45 You are at very severe risk of burnout - do something about 0
this urgently

no sign
little sign
Be carefull
severe risk
45 high
Very |Pa ge
From the above Yes No No response
graph it can be 27 8 0

seen that maximum employees of all the banks are at a moderate level of risk
of burnout while the employees who were found with a little sign of burnout
is less. So the ratio of little sign of burnout and moderate level of burnout is
2:3.

1. Are you satisfied with the performance you give at your work?

Yes
No
No response

46 | P a g e
From the diagram it is clear that 77 % of the employees are satisfied with the
performance they give in the work while 23 % of the employees are not
satisfied.

2. Do you think that you are suffering from depression?

Yes No No response
7 28 0

Yes
No 20 %
No response
of

the employee feel that they are suffering from depression while 80 % of
the employee feel that that they are free from the depression

3. Do you worry about your colleague's opinion about you?

Yes No No response
9 26 0

Yes
No
No response

47 | P a g e
26% of the employees worry about their colleague’s opinion about them
while 74% of the employees are not concern with the opinion about their
colleague.

4. Do you discuss your problem with your spouse or friend or any other
close to you?

Yes
No
No response

91% of the employees of the bank discuss their problem and share their
feelings with their spouse or friends or others while 9 % of the employee is
not concerned with it.
Yes No No response
32 3 0
5. Do you work more than 8 hours?

48 | P a g e
 Yes
No
No response

89% of the employees work for more than 8 hours which is the starting point
of the stress while 11 % of the employees don’t work for more than 8 hours.

6. You have an important function at your home and your boss asks to
give a 4 hour over time, what will be your response?

Yes
Yes NoNo NoNo response
response
2014 1519 0 2

Yes
No
No response

40 % of the employees are proved to be work dedicated and they are ready to
miss the important function at their house while 54 % of the employees said
no and 6 % of the employee did not gave any answer.

7. Is your social life balanced?

49 | P a g e
 Yes
No
No response

54 % of the employees find their social life to be balanced while 40 % of the

employees don’t have their social life balanced. 6% of the employees remain
silent.

8. Do you plan your work before doing?

Yes No No response
31 4 0

Yes
No
No response

It is
a good habit to plan the work you do. 89 % of the employees plan their work
before doing while 11 % of the employees don’t plan their work.

50 | P a g e
 (2.5) EMPLOYEE’S OPINION ABOUT
HOW TO REDUCE STRESS

This project consist of the information about the employees

undergoing from stress who working in the banks. So considering this factor
this topic becomes one of the most important part of the project as it consists
of the opinion of the employees who work in the banks. In short it was a
direct interview of the employees who gave their opinion about how to
reduce stress. The response of employees in the major banks of Bhavnagar
like State Bank of Saurashtra, The AXIS Bank, and The HDFC bank was
marvelous and they have given their valuable opinion about reducing stress

51 | P a g e
as a result of the last question included in the questionnaire 2. So the opinion
if the employees were as follows:

 “Just smile away” An employee- HDFC Bank

 “Just believe in your self and just do what your heart
wants” An employee- HDFC Bank
 -“Talking to family members, - Watching TV or
listening good music, - Going for a walk or long drive” An employee-
HDFC Bank
 “Believe in God” An employee- HDFC Bank
 “Respect yourself and give time to yourself” An employee-
HDFC Bank
 “Working in environment welfares, lot of positive attitude.
Positive attitude is only that reduces stress and achieves success.
Most of the people frustrate due to lack of positivity and stress level
climbs up due to that. So get positive attitude about work, about life,
and forget the stress” An employee- AXIS Bank
 “We should do such activities from which we get happiness
and also make others happy. Pass your time with your close friends
and relatives.” An employee- AXIS Bank
 “Play and watch cricket” An employee- AXIS Bank
 “Listen music and spend time with family” An employee-
SBS Bank
 “Get adjusted with others, Find and spend time for prayer,
Study the scriptures, See oneness in all, All are manifested of the
supreme GOD” An employee- SBS Bank

52 | P a g e
 These opinions are seemed to be valuable and effective as one of
the effective things has been noticed that the employees who have got less
than 18 marks in the Burnout test have given their opinions about reducing
the stress.

It is also noticed that in the AXIS bank Bhavnagar in the time of

afternoon slow instrumental music are been played so that the employees can
work stress free. This is one of the positive things which are seen in the
organization who is caring for their employees. This will help the
organization to boost up the productivity.

From the certain sample of employees selected for the research,

only 10 employees have given their opinion how to reduce stress. So we can
understand that how overloaded the employees of the bank are.

(2.6) RESEARCH FLOWCHART

Questionnaire research design proceeds in an orderly and specific
manner. Each item in the flow chart depends upon the successful completion
of all the previous items. Therefore, it is important not to skip a single step.
Notice that there are two feedback loops in the flow chart to allow revisions
to the methodology and instruments.

Design Methodology
53 | P a g e
 Determine Feasibility

Develop Instruments

Select Sample

Conduct Pilot Test

Revise Instruments

Conduct Research

Analyze Data

Prepare Report

(2.7) TIME CONSIDERATIONS

Many researchers underestimate the time required to complete a

research project. The following form may be used as an initial checklist in
developing time estimates. The best advice is to be generous with your time
estimates. Things almost always take longer than we think they should.

This checklist contains two time estimates for each task. The first
one (Hours) is your best estimate of the actual number of hours required to
complete the task. The second one (Duration) is the amount of time that will
pass until the task is completed. Sometimes these are the same and

54 | P a g e
sometimes they are different. Most researchers and business-people have to
divide their time among many projects. They simply cannot give all their
time to any one project. For example, my estimate of goal clarification may
be four hours, but other commitments allow me to spend only two hours a
day on this study. My "hours" estimate is four hours, and my "duration"
estimate is two days.

To arrive at your final time estimates, add the individual estimates.

The hours estimate is used for budget planning and the duration estimate is
used to develop a project time line.

(2.8) LIMITATION OF THE SURVEY

 The
questionnaires were filled be 35 employees working in the three major
Banks of Bhavnagar i.e. Axis Bank, HDFC Bank and SBS Bank. So the
scope of sample findings was less.
 The
questionnaire was filled by 35 employees of different designations. So the
point of view of employees differs as per their designations.

55 | P a g e
 The
employees from whom the questionnaires are filled are in a heavy
workload so some of the questionnaires filled by the employees who are in
stress cannot be called reasonable.
 The
responses of the employees cannot be accurate as the problem of language
and understanding arises. (These problems are not in all cases.)
 One of the
other problems of questionnaire is the cost. Some times it may be possible
that even by spending so much the result may not be reasonable.
 Many a
times the employees may not be really conscious or may not be bothered
about the questionnaire. This may create a problem in the research.

(2.8.1) ADVANTAGES OF WRITTEN

QUESTIONNAIRES

 Questionnaires are very cost effective when compared to face-

to-face interviews. This is especially true for studies involving

56 | P a g e
large sample sizes and large geographic areas. Written
questionnaires become even more cost effective as the number of
research questions increases.

 Questionnaires are familiar to most people. Nearly everyone has

had some experience completing questionnaires and they
generally do not make people apprehensive.

 Questionnaires reduce bias. There is uniform question

presentation and no middle-man bias. The researcher's own
opinions will not influence the respondent to answer questions in
a certain manner. There are no verbal or visual clues to influence
the respondent.

 Questionnaires are less intrusive than telephone or face-to-face

surveys. When a respondent receives a questionnaire in the mail,
he is free to complete the questionnaire on his own time-table.
Unlike other research methods, the respondent is not interrupted
by the research instrument.

(2.8.2) DISADVANTAGES OF
WRITTEN QUESTIONNAIRES

 One major disadvantage of written questionnaires is the

possibility of low response rates. Low response is the curse of

57 | P a g e
 statistical analysis. It can dramatically lower our confidence in
the results. Response rates vary widely from one questionnaire
to another (10% - 90%), however, well-designed studies
consistently produce high response rates.

 Another disadvantage of questionnaires is the inability to probe

responses. Questionnaires are structured instruments. They
allow little flexibility to the respondent with respect to response
format. In essence, they often lose the "flavor of the response"
(i.e., respondents often want to qualify their answers). By
allowing frequent space for comments, the researcher can
partially overcome this disadvantage. Comments are among the
most helpful of all the information on the questionnaire, and
they usually provide insightful information that would have
otherwise been lost.

 Nearly ninety percent of all communication is visual. Gestures

and other visual cues are not available with written
questionnaires. The lack of personal contact will have different
effects depending on the type of information being requested. A
questionnaire requesting factual information will probably not

 be affected by the lack of personal contact. A questionnaire

probing sensitive issues or attitudes may be severely affected.

58 | P a g e
  When returned questionnaires arrive in the mail, it's natural to
assume that the respondent is the same person you sent the
questionnaire to. This may not actually be the case. Many times
business questionnaires get handed to other employees for
completion. Housewives sometimes respond for their husbands.
Kids respond as a prank. For a variety of reasons, the
respondent may not be who you think it is. It is a confounding
error inherent in questionnaires.

 Finally, questionnaires are simply not suited for some people.

For example, a written survey to a group of poorly educated
people might not work because of reading skill problems. More
frequently, people are turned off by written questionnaires
because of misuse.

(2.9) FINDINGS

It is analyzed from the questionnaire filled by the employees that

the employees who have scored more than 20 marks in the burnout test are

59 | P a g e
not satisfied with the performance which they give in the organization. Thus
it is proved that the employees who are desired to give better performance
than their original performance are found more stressful than the others.
While at the same time the employ that have scored less than 20 marks in the
burnout test are satisfied with the performance. From the sample of 35 bank
employees who have been surveyed, one is found to be a heart patient. This
can be because of high level of stress.

Very rare of the employee are to be found suffering from

depression. It is proved from the survey that the employees who have scored
more than 25 marks in the burnout test are concern about the opinion of their
colleagues. And the employees who got less than 25 marks do not mind
about 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
who mind about their colleague’s opinion are found to be more stressful.

The employees who have scored 28-29 marks in the burnout test
don’t believe in sharing their problems with their spouse or friend or any
closed one. Thus we can say that sharing your problems with your spouse or
close friends is a better idea to reduce stress.

While considering the point of view of entertainment it depends

upon the mood of the employees. The entertainment is considered one of the
most ultimate solutions to reduce stress. Most of the employees do not spend

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regular time in entertainment. This may be because they may not be getting
time for entertainment or they may not be interested in the same.

One of the questions was asked that were their social life
balanced? It is observed that the employees who have scored above 20
marks in the burnout test did not have their social life balanced. Thus we can
conclude that the employees who are above 20 don’t have their social life
balanced. Thus it is proved that stress may affect our social life also.

The employees were asked weather they plan their work or not,
moderate answers were given. The employees scoring more than 25 marks
were not found their work planned. Thus the employees who plan their work
have scored below 25 marks in the burnout test except some cases as there
are always some drawbacks in making plan. Failure of a plan may also lead a
person to stress. Thus we can conclude that planning of the work may help to
reduce stress level.

Most of the employees who have scored more than 20 marks fear
about their quality of work they give. This aspect is not dependent of the
burnout level. This aspect depends upon the dedication of work. So it is
meaningless to compare this question with the burnout test.

A question was asked that weather you get stressed at the non-
achievement of their target? All the employees have responded positively.
But this is not concern with the burnout score. From this we can conclude
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that all the employees are given achievable target and naturally by the non-
achievement of the target all the employees may get stressed. One of the
other possibilities is that the employees have responded positively to show
themselves to be good.

The employees having more than 10 marks in the burnout test

says that they are under stress. Out of 35 employees of the sample 20 of the
employees accepted that the reason for their stress is workload. 10
employees are not stressed because of the workload but because of their
family problem. 5 of the employees are not suffering from stress. 14
employees out of 30 employees who are stressed feel stressful when their
boss scolds them while 16 employees refused that they are not stressed
because their boss scolds them. All the 30 employees have accepted that they
try to find the solution of their stress. 10 employees out of 30 employees
practice yoga to reduce their stress and the other 20 employees don’t practice
yoga. The burnout scores of the employees who practice yoga are either
more than 25 or less than 20. Thus we can conclude that the employees have
reduced their stress by yoga therapy and other employees have just started
the yoga because of high level of burnou

3. BIBLIOGRAPHY

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o www.mindtool.com

o Organizational Behavior “Stephen P. Robbins”

o Burn Out tool – Questionnaire

o Self analysis of questionnaire

3. ANNEXURE
Questionnaire

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No Questions Not at Rarely Sometimes Often Very
all often
1 Do you feel run down
and drained of physical
or emotional energy?
2 Do you find that you are
prone to negative
thinking about your job?
3 Do you find that you are
harder and less
sympathetic with people
than perhaps they
deserve?
4 Do you find yourself
getting easily irritated by
small problems, or by
your co-workers and
team?
5 Do you feel
misunderstood or
unappreciated by your
co-workers?
6 Do you feel that you
have no-one to talk to?
7 Do you feel that you are
achieving less than you
should?
8 Do you feel under an
unpleasant level of
pressure to succeed?
9 Do you feel that you are
not getting what you
want out of your job?
10 Do you feel that you are
in the wrong
organization or the
wrong profession?
11 Are you becoming
frustrated with parts of
your job?
12 Do you feel that
organizational politics or
bureaucracy frustrate
your ability to do a good
job?
13 Do you feel that there is 64 | P a g e
more work to do than
you practically have the
Instructions: For each question, put an 'X' in the column that most applies.
Put one 'X' only in each row.
Please write the total number of ‘x’ at the space given at the bottom of each
column

No Questions Yes No
1 Are you satisfied with the performance you give at your
work?
2 Do you think that you are suffering from depression?
3 Do you worry about your colleague's opinion about you?
4 Do you discuss your problem with your spouse or friend
or any other close to you?
5 Do you work more than 8 hours?
6 You have an important function at your home and your
boss asks to give a 4 hour over time, what will be your
response?
7 Do you regularly spend time for entertainment?
8 Is your social life balanced?
9 Do you plan your work before doing?
10 Do you fear about the quality of your performance?
11 Are you a heart patient?
12 Do you get tensed at your non achievement of your
target?
13 Do you feeling stress some times?
If the answer of the above question is Yes then answer the
following:
a) Is the reason of your stress your work load?
b) Are you stressed because of your family problems?
c) Do you get stressed when your boss scolds You?
d) Do you try to find any solution for the problem of your
stress?
e) (IF YES) Do you practice yoga or any other ayurvedic
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therapy for reducing stress?