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Advance Research Methods

Table of Contents
1. INTRODUCTION..............................................................................................................2 1.1. Banking Sector............................................................................................................3 1.2. The Problem Statement...............................................................................................4 1.3. Importance of Study....................................................................................................4 1.4. Limitations...................................................................................................................5 2. LITERATURE REVIEW...................................................................................................6 2.1. Key terms.....................................................................................................................6 2.2. Causes of Job Stress....................................................................................................8 2.3. Impact of Stress on Employees Job Performance.......................................................9 2.4. Relationship between Job Stress and Job Satisfaction..............................................10 2.5. Consequences of Stress.............................................................................................11 2.6. Handling Job Stress...................................................................................................11 3. RESEARCH DESIGN.....................................................................................................12 3.1. Population/Sample Size.............................................................................................12 3.2. Sampling Techniques................................................................................................12 3.3. Measurement/Instrument Selection...........................................................................12 3.4. Software Employed...................................................................................................13 4. DATA ANALYSIS..........................................................................................................14 4.1. Analysis of All Variables..........................................................................................14 4.1.1 Reasons of Job Stress..............................................................................................39 4.1.2 Relationship between Stress and Job Performance.................................................41 4.1.1 Correlation of Job Stress and Performance.............................................................42 4.1.2 Possible Consequences, When Managers Are Under Stress...................................43 4.1.2 To Explore the Techniques Managers Adopt To Handle Stress.............................44 FINDINGS...............................................................................................................................45 AREAS FOR FURTHER RESEARCH...................................................................................47 CONCLUSION........................................................................................................................48 REFERENCES.........................................................................................................................49 Appendix..................................................................................................................................51 Appendi

1. INTRODUCTION
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Stress is one of the scientific terminologies for biological and psychological for deficiencies forced by internal and external factors of individual surroundings. Managerial stress is a type of stress which is caused by different problems that manager faces in order to achieve organizational goals through other people. The finance oriented organizations are observed to be more stressed because there are predetermined targets for managers to achieve. The middle managers are one who has to communicate and manage things with upper management and front line management which make their job more stressful. Different middle managers are having stress due to variety of reasons related to nature of their job and organization. The consequences of stress at manager level lead to different physical, biological, behavioral and cognitive problems. However to manage the stress middle managers try many techniques but the effectiveness of those techniques is unconvinced.

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1.1.

Banking Sector

Financial Sector in Pakistan possesses a wide spectrum of financial institutions - Commercial banks, specialized banks, national savings schemes, insurance companies, development finance institutions, investment banks, stock exchanges, corporate brokerage houses, leasing companies, discount houses, micro-finance institutions and Islamic banks. They offer a whole range of products and services both on the assets and liabilities side. Financial deepening has intensified during the last several years but the commercial banks are by far the predominant players accounting for 90 percent of the total financial assets of the system. Among the commercial banks, 12 foreign and 20 domestic banks together hold 80% of the banking system assets - a feat that is unparalleled among developing countries. Foreign banks enjoy the same facilities and same access as the domestic banks and there is no preferential treatment for domestic institutions. Unlike many countries, foreign banks can have 100 percent ownership, can open their branches or establish local subsidiary with full ownership. Foreign companies are also provided level playing fields as they can raise finances of all types and tenures from the domestic banking system.

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1.2.

The Problem Statement

There has been observation that nowadays managers are facing problem of balancing their personal and professional life. The major reason known behind this problem is stress at workplace. The research objectives are to identify the reasons of stress, consequences of stress, how middle managers of target population fight with problems and manage the stress. Research was conducted to find out this problem faced by managers and its increasing effect on job performance.

Overall Objectives
This research was conducted to achieve following objectives: To find out reasons of stress among middle managers of MCB. Analyzing the relationship between stress and job performance. What are the possible consequences, when managers are under stress? To explore the techniques managers adopt to handle stress.

1.1.

Importance of Study

The research consists on stress management among the middle managers. The importance of this study is that it will highlight the reasons and consequences of stress among middle managers of MCB in Clifton area branches. Our study will give the benefit to professional and adding in their knowledge that how stress prevails; they will come to know the actual reasons of stress among middle managers. Not only this but the research will also provide information that how middle managers handle stress, and what can be other possible ways to avoid those activities that create stress.

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1.2.

Limitations

Following are the limitations of our research: This research was conducted only in Clifton area. The respondents were middle managers of MCB. Time of research was limited with two and half months. Majority respondents estimated to be male. Sample size was 50 respondents equally distributed in MCB Clifton branches.

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1. LITERATURE REVIEW
1.1.
Stress: Health and Safety Executive define stress as the adverse reaction people have to excessive pressure or other types of demand placed upon them. (Jane Cranwell et, al., 2005) Authors define that stress occurs when there is a perceived imbalance between pressure and coping resources for a particular situation. (Jane Cranwell et, al., 2005) Managerial Stress: People or managers who have to make things happen are subjected to 'Managerial Stress'. Now days the term 'target completion' is a prime cause of managerial stress. Competition and survival form the primary factor for stress. In the managerial scene of term, the real solution is however is to recognize that stress control is a leadership responsibility. Emphasizes the need to identify and deal with basic causes. Organizational realities are that managers often have to work out their own salvation and the technique of role set analysis can be directly applied by individual managers. It can also be used on a departmental workshop basis and as a strategic concept at organization level. (W. David Rees, 1997) Job Performance: Job performance is the net effect of an employees effort in terms of abilities, role perceptions, and results produced. This implies that performance in a given situation can be viewed as resulting from the interrelationships among effort, abilities, role perceptions, and results produced. Effort refers to the amount of energy an employee expends in performing a job. Abilities are personal characteristics used in performing a job. Role perception refers to the direction in which employees believe they should channel their efforts on their jobs. (RUE, ed.9th)

Key terms

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Job Turnover: Job turnover is the rotation of workers around the labor market; between firms, jobs and occupations; and between the states of employment and unemployment. The term turnover is defined as: the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. (Henry Ongori, 2007) Workplace: Management studies define Workplace as a place (as an Office, shop or factory) where work is done. (American Webster)

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1.2.

Causes of Job Stress

The cause of stress varies from different aspects of stress and related domain it is studied. Causes such Administrative bottlenecks and work pressure have a moderate effect on stress and Job insecurity and work environment has a low effect on stress. (Mrs.Vishal Samartha et al.) Researcher revealed that; out of five organizational variables namely three areas; conflict,
blocked career, and alienation have positive relationships with job stress. Work overload and

unfavorable work environment on the other hand, have no relationship with job stress. (Aizzat et al., 2005) Organizational factors in the form of role overload and conflict and ease of finding a job with better interpersonal characteristics has the largest effects on job stress. (Caroline A. Gaither et, al., 2008). Fear of obsolescence is the most contributing factor job Stress, Client Orientation and work load are next contributing causes. (Zaki & Dr.Amanat, 2009). The causes in a particular school and identified that; there are eight major causes of stress among
teachers. Management style and expectation of the principal, pupils misbehavior lessons

observation for teachers assessment (appraisal), excess amount of meetings, anxiety over pupils test and examination results, the implementation of Language Proficiency Requirement (LPR), additional work demands outside the normal school hours, not enough time for marking pupils assignments and assessments. (Yip Kim Shaun, 2009) The level of stress is significantly more among managers. The inadequacy of experienced staff about banks was considered to be one of reasons for increased level of stress. The study found that the less number of staff was considered as another important reason for increased level of stress. (W R P K Fernando, 2007)

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1.3.

Impact of Stress on Employees Job Performance

The burden of stress is also varying on the nature and position of the job, stress also increases with the designation. (Laiba Dar) Stress is vigorous state in which a person is confronted with an opportunity, demand, or resource related to what the individual wishes and for which the outcome is perceived to be both vague and vital. So the purpose of this research was that to know the impact of stress on employees job performance. The results are significant with negative correlation between job stress and job performances and shows that job stress significantly reduces the performance of an individual. Organization should facilitate supportive culture within the working atmosphere of the organization (Usman and M. Ismail, 2010) Performance is hindered by job description conflict because with it the individual faces either a lack of knowledge about the most effective behaviors to engage in or an almost impossible situation for doing everything expected. Therefore, increasing formal organizational communication with employees reduces the uncertainty by lessening the role ambiguity and role conflict. Open Communication has an advantage of resolving conflicts between supervisors and sub ordinates. Lack of effective communication could cause unresolved conflicts that will increase the stress level. (Rubina, et al. 2008)

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1.4.

Relationship between Job Stress and Job Satisfaction

Stress in organizations creates hindrances in job performance; it decreases efficiency and effectiveness of job. So there is significant negative relationship between job stress and job satisfaction. (Nilufar Ahsan et. al., 2009). In a particular teaching hospital majority of doctors working at these teaching hospitals of has poor satisfaction level and higher levels of job stress. (Ali Khwaja et, al.) It may be said that young adults experience of high stress has resulted in their significantly low job satisfaction. Similarly low occupational stress experienced by late middle aged related to their relatively higher job satisfaction scores than the younger group. (K. Chandraiah et, etl, 2003) A Schematic diagram of the conceptual framework (Nilufar Ahsan et. al., 2009)

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1.5.

Consequences of Stress

Mental health problems will increase if work stress spills over to the family and consequently causes work-family conflict. (Steven Poelmans, 2001) Managers report higher level of mental strain. An explanation can be found in longer working hours and higher work stress, which in turn cause work-family conflict. (Poelmans Steven et al., 1999) Unhealthy job stress among the people responsible in assisting the future generations education will ultimately affect their intellectual and social abilities. Failure of the educational institutions in providing a healthy working environment or even a working environment with the minimal level possible of unhealthy job stress would lead to many more problems in the near future, especially in the employees work performance in teaching students and administrative part of the university. (Nilufar ahsan et. al., 2009)

1.6.

Handling Job Stress

The results of this study indicate that in a particular hospital setting who have been working for more years, experience less job stress than who have been working for fewer years. Therefore, job stress appears to mediate the relationship between work experience and better heath among nurses. (Deanna Stewart, 2008). Both employer and employees are responsible when it comes to the issue of handling stress. Because it is the institution, internal and external environment that cause the stress, the employees face the stress, and the employers and students that will experience the effect of the stresses experience by the university staffs. (Nilufar ahsan et. al., 2009)

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2. RESEARCH DESIGN
This research is based on Qualitative and Quantitative data, and while doing this research mostly we preferred the primary source like survey questionnaire and secondary sources like research journals, internet and course book.

2.1.

Population/Sample Size

The Population for the research is all middle managers working in MCB Clifton area branches. Sample size for research was 50 from Clifton branches only given below.

2.2.

Sampling Techniques

Sampling technique is non-probability for the research. The method of non-probability sampling chosen was convenient sampling technique.

2.3.

Measurement/Instrument Selection

Primary data: The research heavily relies on the primary data. Primary data was collected via questionnaires. Questionnaire used in the research was structured and non-disguised containing 21 questions. Secondary data: Secondary data was mainly collected through websites, campus library, online thesis, research reports, articles, and other related information regarding the topic and were used by the researchers for the literature review. Secondary data set the tone of the research and provided the researchers with a main framework to conduct the research.

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2.4.

Software Employed
done through SPSS .The

The researcher used SPSS to develop and structure the research. SPSS software was used for coding of the data collected and much of the analysis was Quantitative research would use the responses of the questionnaires and with the help of statistical software, SPSS, conduct statistical measures on the data and use cross-sectional analysis to understand the relationship between the variables. Based on the questionnaire results researcher were able to find all-important factors that are responsible in causing stress to Managers, handling techniques and consequences of managerial stress.

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3. DATA ANALYSIS
Below is data analysis of the managerial stress among middle managers of MCB in Clifton area. Analyses consist of comparisons and co-relation of various variables such as huge targets and unsupportive employers as well as company policies and work overload effects on with job stress related.
3.1.

Analysis of All Variables

Table 1:
DEMOGRAPHIC STATISTICS Gender N Valid Missing Mean Mode 50 0 1.05 1 0 1.97 1 0 2.56 2 0 1.00 1 0 1.65 2 0 2.17 1 Branch Age Designation Qualification Employed Since

The research demographic results show that out of total response received 45(90%) were males and 5 respondents were females (10%). The sample ratio of organizations was 50. The respondents were middle managers having different titles. The qualification statistics shows those 24 bachelors and 26 masters. The job experience of respondents varies with 38% having less than 5 years experience, 34% having 5 to 10 years experience, 7% having 11 to 15 years experience, 3 having 16 to 20 years experience and 10% having more than 20 years experience.

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Table 2:
STATISTICS Anxiety Level N Valid Missing Mean Mode 50 0 2.38 1 Headache at Workplace 50 0 4.14 5 Job Stress 49 1 2.78 4 Time Period of Job Stress 48 2 2.83 4 Job Over Burden 50 0 3.28 4

Graph 1:

As, the above bar chart clearly demonstrate that, with no missing value there are total of 50 respondents out of which 36.92 % and 24.62 % respondents are showing that they have very low and low anxiety level respectively, whereas 11.54% respondents have normal and other 17.69% and 9.23% have high and very high level of anxiety during working hours respectively.

Mean: The average response of the respondents is that; they have low level of anxiety
during working hours.

Mode: The greater part of respondents has indicated that; they have very low level of
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Graph 2:

According to the above bar chart, there are total of 50 respondents with no missing value. 51.54% respondents are having headache due to the nature of work, whereas 30% respondents never feel headache at all, and remaining 7.69%, 6.92% and 3.85% respondents feel headache every day, once a week and twice a week respectively.

Mean: The average response of the respondents is that; they never feel headache in their
workplace.

Mode: The majority of respondents have indicated that; headache we feel totally depends
upon the nature work.

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The above bar chart entails that; there are total of 49 respondents with only 1 missing value. Out of which 31.01% respondents are having high stress and 13.18% are having very high level of job stress. Whereas 30.23% and 19.38% respondents are having very low and low stress respectively, finally remaining 6.20% have stress but quite manageable.

Mean: The average response of the respondents is that; they have job stress but at normal
level.

Mode: The majority of respondents have placed themselves at high level of job stress. This
means they have high job stress.

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Above variable is to identify stress period in MCB Defense branches. Result of this variable will shows that since how mangers are working in current organization. Result shows that 21.88% respondents had less than one month stress, 17.97% had stress from 1-3 months, 14.84% respondents had particular stress for more than 3 months, 45.31% had respondents had variable time period of stress. Remaining 1.56% response was missing.

Mean: The average response of the respondents is that; they are suffering with this
particular job stress for more than 3 months.

Mode: The repetitive value of this variable is showing that there is variance in time period
of job stress.

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Graph 5:

From the above data we can understand that; with no missing response we have all 50 responses intact, so here 39.23% respondents agree that they are over burdened with their work and 20.77% do strongly agree with this statement, whereas other 26.15% respondents disagree with this statement and remaining 13.08% respondents do not have overburden work at all with just only 0.77% respondent has normal burden work in his job.

Mean: The average response of the respondents is that; they have neither high workload nor
low it is normal and quite manageable.

Mode: The greater part of respondents has indicated that; they are over burdened with their
work means their workload is high.

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Table 3:
STATISTICS Stressful Aspect of Work N Valid Missing Mean Mode 49 1 3.05 3 50 0 4.18 4 Relationship with Boss Fear of Losing Job on Not Achieving Target 50 0 2.83 2 Happy with Company Policies 50 0 3.78 4 Effort to Work During Work Stress 48 2 1.58 1

Graph 6:

There are a total of 49 responses intact out of which only 1 missing value found. Here 36.43% respondents pointed out that huge targets are causing stress, 27.91% respondents feel that unreasonable hours of work is the aspect of stress, whereas remaining 14.73% and 11.63% respondents identified narrow deadlines and unsupportive employer respectively whereas remaining 9.30% respondents identified some any other aspects of stress and 0.78% response is missing.

Mean: The average response of the respondents is that; huge targets are causing the stress. Mode: The majority of respondents pointed out that; huge targets are causing the stress.
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The above data describes that there is no missing response from 50 responses. So, 44.62% and 42.31% respondents have strong and very strong bonding with their boss respectively and 9.23% respondents have fragile relationship while just 0.77% has very weak relation and finally only 3.08% respondents have neutral and normal relationship with their boss.

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Mean: The average response of the respondents is that; they are having strong relationship
with their boss.

Mode: The majority of respondents have indicated a strong relationship with their boss.

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There are total 50 responses with no missing value. 34.62% and 26% respondents have not any fear to lose their job thats why either they are disagree or strongly disagree with the statement, whereas 28.46% and 6.15% respondents are either agree or strongly agree that; they have fear to lose job. Finally only 3.85% respondents have neutral opinion about losing their job.

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Mean: The average response of the respondents is that; they have medium level of fear of
losing their job on not achieving their targets.

Mode: Majority of respondents has indicated that; they have no fear of losing their job on
not achieving the targets.

Graph 9:

The statistics for this variable show that 40% managers of total sample are quite fine company polices, 34.4% respondents are happy with company policies, where as 21.1% are extremely happy with company policies. Remaining 4.4% respondents are not happy with company policies. So this result shows that majority of managers are happy with their company policies.

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Mean: The normal response of the respondents is that; they are happy with company
policies.

Mode: The majority of respondents are happy with the company policies.

Graph 10:

Out of total of 50 respondents only 2 missing respondents value is found. Here 53.13% respondents give always more effort to their work, 35.94% respondents sometimes give effort and whereas only 10.94% respondents do not give more effort to their work.

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Mode: Majority of respondents always gives more effort to their work when they are under
stress.

Table 4:
STATISTICS Adequate Time For Achieving Targets N Valid Missing Mean Mode 49 1 3.93 4 Which Tasks Cause more Stress 47 3 2.06 1 Stress Effecting Adversely Relationship with Colleagues 47 3 3.59 4 More Ideas When Under Stress 48 2 3.73 4 49 1 2.33 2 Effect of Stress on Job Performance

Graph 11:

Here the total number of responses is 49 with only one missing response. 56.59% and 27.13% respondents acquire enough time for achieving the targets whereas 11.63% and 3.10% respondents do not get enough time to achieve their targets, while only 1.55% respondents are neutral with this statement, this means that; neither they get enough time nor less. MBA (Evening Shift) Page | 26

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Mean: The average response is that; respondents get enough time to achieve their targets. Mode: The majority of respondents have indicated that they get sufficient time for
achieving their targets.

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Graph 12:

From the total response of 47 respondents with 3 missing value, we can understand that there are 51.18% respondents who think that short term tasks causes the stress, 16% thinks that long term tasks and 7.87% entails that both short and long term tasks causes the stress, whereas 24.41% respondents thinks that there is no relation between task and stress.

Mean: The average response is that; long term tasks are causing the stress to the
respondents.

Mode: The majority of respondents have pointed out that sort term task causes the stress to
them.

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Graph 13:

From the above data we can understand that; with 3 missing response we have 47 responses intact, so here 49.61% respondents agree and 19.69% respondents strongly agree that; stress negatively affect the relation with their colleagues and 25.20% respondents disagree and 2.26% are strongly disagree that stress does not affect adversely on the relation with colleagues where as only 4 respondents have neutral opinion regarding this statement.

Mean: The average response of the respondents is that; their relationship with their
colleagues negatively affected when they are under stress.

Mode: The majority of respondents have pointed out that; their relationship with their
colleagues becomes unpleasant when they are under stress.

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With 2 missing value the response rate comprises of 48 respondents. Here 42.19% respondents agree and 15.63% are strongly agree that; they give more ideas whenever they are under stress and 30.47% respondents disagree and 4.69% are strongly disagree that; they cant provide new and innovative ideas under stress, whereas remaining 7.03% respondents have normal tendency to provide new ideas under stress.

Mean: The average response of the respondents is that; they do not able to generate more
ideas, when they are under stress.

Mode: The majority of respondents identified that; they cannot give or produce more ideas
when they are under stress.

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As the above statistical data entails that; there are 49 responses with only one missing value. So, 33.33% respondents says that stress badly affect on their job performance and 30.23% respondents express that; their performance level increases as stress prevails and 25.58% respondents indicate that; affect on performance is totally depends upon the task, the performance can be increased or decreased according to the nature of task. And remaining 10.85% respondents feels that stress has no any effect on job performance.

Mean: The average response is that; respondents performance is negatively affected by the
stress, means their performance gets lower when they are under stress.

Mode: The majority of respondents identified that; stress negatively affects their job
performance, so as the stress will be higher the performance will be lower.

Table 5:
STATISTICS

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Element of Job Effected Most N Valid Missing Mean Mode a. 47 3 2.87 3 47 3 3.90 5 Immediate Feeling When Under Stress Feeling of Switching Organization When Under Stress 47 3 2.46 3

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Reasons of Switching Previous Organization (Salary) 31 19 3.48 5 Reasons of Switching Previous Organization (Work Environment) 31 19 3.05 1a

Multiple modes exist. The smallest value is shown

Graph 16:

The above table describes that there is 3 responses missing and 47 responses are intact. So, 32.80% respondents feel difficulty in understanding the tasks, 22.40% respondents job involvement decreases, 17.60% become lazy, 4.80% respondents use not to go to their offices, whereas remaining 22.40% have selected the other option in which individuals have mentioned their own element.

Mean: The average response is that; respondents get lazy when they feel stressed. Mode: The majority of respondents identified that; they become lazy when they are under
stress. Graph 17:

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There is 3 missing responses and total of 47 responses. 37.01% respondents immediate feel tension, 20.47% feel anger, 11.81% get headache, 9.45% get fatigue, 4.72% respondents do not feel comfortable and remaining 16.54% respondents have other than given feeling.

Mean: The average response is that; respondents immediate feel headache this means their
mental condition disturbs due to stress.

Mode: The majority of respondents pointed out that; they get tension and they feel nervous
as they go through from stress.

Graph 18:

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In this question there are 3 missing and 47 valid responses. Here, 59.06% respondents have never felt to leave the organization, 28.35% respondents many of the times think to leave whereas only 12.60% respondents always and every time feel to leave their organization due to stress.

Mean: The average response is that; respondents do not all the time thinking to leave
organization due to existing job stress, but most of the time they think to leave.

Mode: The majority of respondents spotted that; leaving the organization is not in their
category, so they never felt to leave organization.

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Graph 19:

This question was only for those respondents who previously worked in some other organization then left it. So thats why missing response is 19 and valid response is 31. According to this response rate, 46.25% respondents and 15% respondents left the organization due to the salary problem and 22.5% and 15% respondents reason of switching was not salary. While remaining 1.25% respondents reason was salary up to some extent.

Mean: The average response respondents identified that; salary was also bit reason of
leaving previous organization.

Mode: The majority of respondents spotted that; leaving the previous organization was
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Graph 20:

This question was only for those respondents who previously worked in some other organization then left it. So thats why missing response is 19 and valid response is 31. According to this response rate, 33.33% and 17.28% respondents left the organization due to the work environment problem and 33.33% and 12.35% respondents reason is not so while remaining 3.70% respondents reason was unfavorable work environment up to some extent.

Mean: The average response respondents identified that; work environment was the reason
of leaving the previous organization at some extent.

Mode: The majority of respondents highlighted that; leaving the previous organization was
extremely not due to the work environment.

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Table 6:
STATISTICS Reasons of Switching Previous Organization (Over Workload) N Valid Missing Mean Mode 31 19 2.21 1 Reasons of Switching Previous Organization (Stress) 30 20 2.23 1 46 4 2.02 2 46 4 3.49 4 46 4 3.58 4 When Under Stress Immediate Action Practices to Handle Job Stress Effectiveness of Technique Used to Handle Job Stress

Graph 21:

This question was only for those respondents who previously worked in some other organization then left it. So thats why missing response is 19 and valid response is 31. According to this response rate, 48.15% and 20.99% respondents reason was not the workload whereas 12.35% and 13.58% respondents reason is the high workload in previous organization while remaining 4.94% respondents reason was the workload but up to some extent.

Mean: The average response respondents identified that; workload was not the reason for
switching previous organization.

Mode: The majority of respondents identified that; leaving the previous organization was
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This question was only for those respondents who previously worked in some other organization then left it. So thats why missing response is 20 and valid response is 30. According to this response rate, 28.46% and 13.85% respondents did not leave the previous organization due to stress whereas 8.46% and 7.69% respondents reason was the high stress in previous organization while remaining 2.31% respondents reason was the stress but up to some extent.

Mean: The average response respondents identified that; stress was not the reason of
switching previous organization.

Mode: The majority of respondents identified that; leaving the previous organization was
extremely not due to the stress.

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According to this data, there are 4% missing responses found and 46 valid responses. Now, 58.40% respondents trying doing something enjoyable when they feel stressed, 24% respondents take some other actions as they see signs of stress and remaining 17.6% respondents do not take any action when they are under stress.

Mean: The average response of the respondents is that; they trying to do something
enjoyable as they feel stressed.

Mode: The majority of respondents highlighted that; they do something enjoyable when
they feel themselves stressed.

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Graph 24:

As the data entails that there are 3.08% missing responses and 46 valid responses are intact. So, 32.31% respondents use to delegate the task as the technique to reduce the stress, 24.62% respondents follow their other own practices, 20.77% respondents exercise, 14.62% use to take medicine as the practice to reduce the job stress and reaming 4.62% respondents adopt the practice of meditating.

Mean: The average response respondents pointed out that; either they do exercise or they
delegate task in order to reduce their stress.

Mode: The majority of respondents identified that; they delegate the task to get out of
themselves from stress.

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Objective Analysis
These statistics are presented to analyze the variables which were part of research objectives. Below statistics are going to justify that either research objectives achieved or not.
1.1.1.

Reasons of Job Stress

Interpretation:
Statistics shows that there are 50 respondents, and there are no missing values. But to know the reasons of stress among mangers, those respondents response is excluded who has no stress, because only stressful managers can tell the actual reasons of their stress. The statistics shows that, the mean of their stress is 3.54 and mode is 4, which defines that the managers have high stress and other options mentioned above indicate the reasons of their stress.

The score of mean of Job overburden is 3.5 and mode is 4, and result shows that 10% managers are strongly disagree and 21.1% are disagree that they are over burdened. But only 1.1% managers have selected the neutral option, where as 44.4% managers are agree and 23.3% managers are strongly agree with the point that they are given more tasks then required. It means majority (67.7% managers) think that they are over burden.

It shows that only 1.1% managers relationship with their supervisor is very weak and 11.1% managers relationship with their supervisor is weak. And only 3.3% managers have selected the neutral option. Whereas 52.2% managers relationship with their supervisor is strong and 32.2% managers say that their relationship with supervisors is very strong. Therefore the mean of this is 4.03 which indicate that managers relationship is strong with their supervisors.

Statistics illustrates that 60% of managers have no fear of losing their job, if they will not achieve their given task. And 3.3% managers have selected the neutral option. On the other hand 30% managers agree and 6.7% managers are strongly agreed with the point that they have fear to lose job on not achieving the target.

Results show that only 4.4% managers are extremely not happy with their company policies. And the Majority of managers are happy with their company policies. 40% managers say that they are ok with it and 34.4% managers say, they are happy with their company policies. Whereas 21.1% managers are extremely happy with the policies of their companies.

Only 1.1% managers strongly disagree with the point that they are given adequate time to achieve the targets. And 14.4% mangers disagree with this point. Only 1.1% manager

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has selected neutral. On the other hand 62.2% managers believe that they are given adequate time and 21.1% managers have strong belief that they get enough time to achieve their targets.

Statistics also demonstrate the stressful aspect of work. 15.6% managers believe that due to narrow deadlines they are under stressed at work place. 12.2% managers think that their employers are not supportive which create stress for them. Results show that 35.6% managers believe that huge targets create stress. Whereas 31.1% managers argue that unreasonable hours of work create stress. And only 5.6% managers believe that there are other stressful aspects of work other than these.

According to 46.7% managers short term tasks create more stress. But 17.8 managers believe that only long term tasks create stress. And 11.1% managers suggest, both short term and long term tasks can create stress. Whereas 24.4% managers believe that neither short-term nor long-term tasks create stress. They believe that there is no relationship between tasks and stress.

Analysis:
According to above findings, research determines that huge targets, unreasonable working hours and over workload are the main reasons of stress among managers. Results also indicate that nature tasks also create stress because majority of managers said that short term tasks create stress. First objective of research is achieved from above data analyses.

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4.1.2 Relationship between Stress and Job Performance Analysis:

Results show that 52.8% managers put more effort to work when they are under stress and 36% managers have selected the second option sometimes, it means sometimes they put more effort to work and sometimes not. And only 11.2% managers are not agreed with the point that they put even more efforts to work when they are under stress. Whereas only one manager has not answered this question, therefore there is missing value. This question is asked because relationship with colleagues also affects job performance; if stress adversely affects this relationship then we can say that stress also adversely affects job performance. According to the survey only 1.1% manager is strongly disagreed and 25.8% managers disagree that stress adversely affects relationship with colleagues. Whereas 3.4% managers neither agree nor disagree. And 52.8% managers agree that when they feel stressed, it adversely affects their relationship with colleagues. 16.9% managers are also strongly agreed with this point. But only one manager has not answered this question. The mean is 3.58 which indicate that response lies between neutral and agree, but with the help of mode we can say that response is more towards the option Agree. So it can be interpreted that according to survey stress adversely affects relationship with colleagues. Table illustrates that only 2.2% managers are strongly disagreed with the view that they generate more ideas under stress and 31.5% managers disagree with this point. Whereas 10.1% managers have selected the neutral option. And 46.1% managers agree with the point that they generate more ideas under stress, whereas 10.1% managers are strongly agreed with this point. Therefore there is mean of 3.87, it means averagely managers agree that they generate more ideas under stress. Here it is directly asked their view that according to them what is relationship between stress and job performance, either it is positive or negative or it depends on the task or there is no relationship between stress and job performance. Here 20% managers suggest that there is positive relationship, whereas 38.9% managers suggest that there is negative relationship between stress and job performance. On the other hand 31.1% managers say that it depends on task, some tasks affect negatively and some positively. And only 10% managers think that there is no relationship between stress and job performance.

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Correlation of Job Stress and Performance

Interpretation:
This statistics shows that correlation between job stress and efforts during work is negative and significant. The relationship between effect of job stress and job performance is -.159 which is also a significant between two variables. This statistics shows that the relationship between creativity and job stress is negative with -.008 which is also significant relationship. The correlation between job stress and adverse relationship with colleagues is .233* with . 028 significant (2-tailed) which means that stress is not adversely affecting managers relationship with colleagues.

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4.1.2 Possible Consequences, When Managers Are Under Stress Interpretation:

Above statistics are presented to cover the objective of knowing what are the consequence of job stress on managers. This correlation analyses includes variables like Job stress, Anxiety level, Headache at workplace, Effect of stress on job performance, immediate feeling when under stress, feeling of switching organization when under stress and element of job affected most. The statistics suggest that stress level has positive relationship with anxiety but its not significant. Whereas headache has negative relation with job stress and it is 0.89(2-tailed) which is quite significant. Job stress has negative effect on job performance; this study shows its negative relation between two variables and its extremely significant relation with figure of .133. There is also negative relation between job stress and job turn over which is quite significant relation with .025 (2- tailed). The statistics show that immediate consequences of stress is tension which has positive relation with job stress and the relationship between two variables is also quite significant. The feeling of switching organization when under stress is having negative relation to job stress which is quite significant (0.025*) which means that when under stress mangers do not feel of switching organization.

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4.1.2 To Explore the Techniques Managers Adopt To Handle Stress Interpretation:

Managers under take different techniques to handle their job stress but the effectiveness of applied techniques is also important issue This statistics show that to handle the stress 20% respondents do not take any physical action to handle the stress, whereas 53% respondents try to do something enjoyable when under stress and around 25% respondents take immediate action to handle the stress. Statistics show that to handle the stress managers under take the techniques like, medicine, meditation, exercise, delegation of task and others activities (dancing singing, outing and sports). To know effectiveness of techniques in order to handle stress statistics show that above mentioned techniques are quite effective mainly the task delegation technique.

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FINDINGS
The research has certain findings based on its objectives and analysis of data collected. The research findings will comprehend the outcome of research; following are the finding of research.

Finding 1
The research has found that huge targets, unsupportive employer and employees, work overload, unreasonable working hours are major reasons of stress among the middle managers of banks. The major reason of stress out of above causes is huge targets. Among targeted population in banks the unreasonable work hours was major cause of stress.

Finding 2
The research also found that consequences of managerial stress are low job involvement; laziness, difficulty in understanding the task and job stress also adversely affect relationship with colleagues. In banks the stress led to low job involvement and creates difficulty in understanding the job..

Finding 3
The research has found that the techniques that managers of banks from medicines exercise and delegate the task. The research found that majority of managers delegate the task to handle managerial stress. Whereas 20% of managers of all target sample workout exercise (physical) to handle the stress. Research found that 24% managers try different things to handle the stress including dancing, singing, movies and outing. There is certain percent managers were taking no action to handle the stress.

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Finding 4
The research found that there is no indirect relationship between stress and job performance which means that higher the stress does not always decrease job performance.

Finding 5
This is an overall finding of our research where we sort out that there is quite effective stress prevailing in all three targeted banks. The research found that there is difference in reasons of stress for each targeted banks and the techniques handle the stress also varies from one organization to other. The consequences of stress in all organizations led to low job involvement and difficulty in understanding the task. The major technique that managers of these banks undertake to handle the stress is task delegation which is in fact effective techniques to handle stress in these organizations.

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AREAS FOR FURTHER RESEARCH

This research has tried to cover different aspects of stress relating to managerial level at work place but still there are still certain areas where future researches can be conducted. Future researches can be on following topic:

Stress affecting personal life. Stress due to personal life. Diseases caused by stress. Relationship between Stress and creativity.

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CONCLUSION
Our research is on the managerial stress in MCBs selected branches Bank, Ins. The survey was conducted on middle managers of targeted organizations of MCBs Clifton branches. Investigation was on managerial stress. Therefore the research objectives were to find out the reasons of stress prevailing among managers, how much employees are stressed, analyzing the relationship between stress and job performance, what are the possible consequences, when managers are under stress, and techniques managers adopt to handle stress. To achieve the objectives, 50 sample size was considered. And a structured questionnaire of 21 questions was developed. 50 forms were distributed. From the response, we found that there is difference in reasons of stress MCBs selected branches, in these braches the unreasonable work hours was major cause of stress. And there is negative relationship between stress and job performance. It was also found that consequences of managerial stress are low job involvement; laziness, difficulty in understanding the task and job stress also adversely affect relationship with colleagues. The research has found that the techniques that managers of bank to handle stress are taking medicines, exercising and delegating the task. Our research has tried to cover different aspects of stress relating to managerial level at work place but still there are still certain areas where future researches can be conducted like stress affecting personal life, stress due to personal life, stress causing which diseases and so on.

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1. REFERENCES
Aizzat Mohd Nasurdin, T. Ramayah & S. Kemaresan, 2005. Organizational Stressors And Job Stress Among Managers: TheModerating Role Of Neuroticism, Singapore Management Review. Ali Khan Khuwaja, Riaz Qureshi, Marie Andrades, Zafar Fatmi, Nadya Khan Khuwaja. Comparison of Job Satisfaction and Stress among Male and Female Doctors in Teaching Hospitals of Karachi. Caroline A. Gaither Ph.D, Abir A. Kahaleh Ph.D, William R. Doucette Ph.D, David A. Mott Ph.D, Craig A. Pederson Ph.D and Jon C. Schommer Ph.D., 2005. A Modified Model of Pharmacists' Job Stress: The Role of Organizational, Extra-Role, And Individual Factors on Work-Related Outcomes, Research in Social and Administrative Pharmacy, Vol. 4, Issue 3. Deanna Stewart. Job Stress and Health in Nurses: The Mediating Role of Experience 2008. Cornell University Henry Ongori, 2007. Department of Management, University of Botswana, Botswana. Jane Cranwell-Ward, Alyssa Abbey, 2005. Book: Organizational Stress K. Chandraiah, S.C. Agrawal, P. Marimuthu and N. Manoharan, 2003. Indian Journal of Occupational and Environmental Medicine, Vol. 7, No. 2. Laiba Dar, M.Phil. Impact of Stress on Employees Job Performance In Business Sector of Pakistan, Lahore Business School, University of Lahore, Pakistan. LESLIE W. RUE / LLOYD L. BYARS, 9th edition. Book: Supervision: Key Link To Productivity TATA McGraw-HILL Edition Mrs.Vishal Samartha, Prof.Mustiary Begum and Mr.Lokesha. Indian Journal of Commerce & Management Studies, India. Nilufar Ahsan, Zaini Abdullah, David Yong Gun Fie & Syed Shah Alam, 2009. A Study of Job Stress on Job Satisfaction among University Staff in Malaysia, European Journal of Social Sciences, Vol. 8, No. 1. Poelmans Steven, Chinchilla M Nuria, Cardona, Pablo, 1999. Paper provided by IESE (Instituto de Estudios Superiores de la Empresa) Business School in its series IESE Research Papers with number D/399. MBA (Evening Shift) Page | 51

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Rubina, Shehla, Delawar (2008), Occupational stress and its effect on job performance, J Ayub Med Coll Abbottabad . Steven Poelmans, 2001. Work-family Conflict as a Mediator of the Work Stress-mental Health Relationship, IESE Business School Research Paper No. 443 Umsan Bashir & Muhammad Ismail Ramay, 2010. Impact of Stress on Employees Job Performance, International Journal of Marketing Studies, Vol. 2, No. 1. W R P K Fernando, 2007. Department of Commerce and Financial Studies, Bharathidasan University, India. W. David Rees, (1997) "Managerial stress - dealing with the causes, not the symptoms", Industrial and Commercial Training, Vol. 29 Iss: 2, pp.35 40. Webster American Dictionary, available at: http://www.merriam-webster.com [Accessed on 25th may, 2011] Yip Kim Shaun, 2009. Hong Kong University Theses Zaki Rashidi & Dr. Amanat Ali, 2009. Job Stress among Software Professionals in Pakistan: A Factor Analytic Study, Journal of Independent Studies and Research SZABIST, Vol. 7, No. 1.

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Appendices

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