A study on stress management of employees at syndicate bank

1. Stress Management
A STUDY ON “STRESS MANAGEMENT”
OF EMPLOYEES AT “SYNDICATE BANK”,
HASSAN
INTRODUCTION
A study on “stress management” with special reference to syndicate bank Hassan.
The workplace is a challenging job assignment followed by moderate doses of
competitive spirit, constructive conflict and a zeal to get ahead of others and a ways in
which individual cope, or deal with stress at work is called stress management.
Employers should provide a stress-free work environment, recognize where stress is
becoming a problem for staff, and take action to reduce stress. Stress in the workplace
reduces productivity, increases management pressures, and makes people ill in many
ways, evidence of which is still increasing. Workplace stress affects the performance of
the brain, including functions of work performance; memory, concentration, and learning.
Stress at work also provides a serious risk of litigation for all employers and
organizations, carrying significant liabilities for damages, bad publicity and loss of
reputation. Dealing with stress-related claims also consumes vast amounts of
management time. So, there are clearly strong economic and financial reasons for
organisations to manage and reduce stress at work, aside from the obvious humanitarian
and ethical considerations
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OBJECTIVES OF THE STUDY:
1. Assess current stress level of employees at bank.
2. Identify situations that cause stress.
3. Be more knowledgeable on techniques/methods to lower stress.
4. Apply various stress reduction techniques to alleviate stress.
5. To know the stress of the employee .
6. Identify emotional, physical, and mental effects of stress.
SCOPE OF THE STUDY
The scope of the study is extended only to the employees working in SYNDICATE
BANK, HASSAN. It does not cover employees working in other branches of SYNICATE
BANK. To fulfill the objectives of this research, the study is undertaken to analyse the
stress management at SYNDICATE BANK.
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PROBLEM STATEMENT
Any research requires a proper understanding of the problem. A well-defined problem
is “half work done”. Statement of problem is the section were the reason for taking up
a particular topic for research is justified. Many creative efforts fail because the
problem is either unclear or it is focused in the wrong place. If people have different
opinions of what the problem really is, they will constantly diverge and never be able
to find closure on a suitable solution.
The selected topic was “ Stress Management”
Stress management are tools, procedures and methods that allows us to take control of
problems and make sure that they don’t affect the daily routine.
• Problems that leads to stress that are specific in nature have different stress management
techniques that can be applied to keep in balance and harmony.
• Beyond a certain point, stress stops being helpful and starts causing major damage to
health, mood, productivity, relationships, and quality of life.
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RESEARCH METHODOLOGY:
There are 3 types. They are
 Explorative
 Descriptive
 Experimental
Descriptive methodology is used in the present study
DATA SOURCES:
Primary data: The primary data was collected from the respondents by administering a
structured, questionnaire and also through observations, interviews and discussion with
management teams.
Secondary data: Apart from primary data the secondary data is being collected through
text books, records of syndicate bank, journals, from library, academic reports and
interest used for this study.
SAMPLING:
Sample population: There are totally 500 employees working in the bank.
Sample size: out of the total population, the sample taken amongst employees i.e., 40
respondents.
Sampling area: The research was conducted at syndicate bank Hassan.
Sample method: The research was made by the survey in accordance to the convenience
of the employees. So the sample type is convenience sampling.
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TOOLS USED FOR ANALYSIS
Primary data was collected through the questionnaire by distributing
questionnaires; questionnaire with both close ended and open ended questions have been
used as samples respondents. On the basis of the tables, the facts are presented in the form
of BAR charts.
Plan of analysis
The data is collected and classified in a organized and systematic manner.
• The data is collected and classified by random sampling method.
• The classified data is tabulated and calculated into percentages.
• The data is interpreted for getting results required for the research study.
• The tabulated data is shown in the form of BAR charts for better understanding.
LIMITATIONS OF THE STUDY
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The present study is limited to many aspects. Providing information about “stress
management” is the outcome of various variables. It is not possible to take into
consideration each and every aspect/ criteria in this study.
 The research study is limited to a small sample size.
 Some of the information given by the respondents may not be reliable(bias)
 I was not able to collect the information from all the employees of organization
because of busy schedule of employees.
 The study is confined only to employees of syndicate bank. Therefore the results
and conclusion of study is may not be applicable to other banks.
 The question that are asked being personal, some of them hesitated to answer it.
 Analysis is done on the assumption that respondents have given correct
information through the questionnaires.
2.1 Industry Profile:
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2.1.1 Bank
It is generally said that the word “BANK” has been originated in Italy. In the
middle of 12th century there was a great financial crisis in Italy due to war.
To meet the war expenses, the government of that period a forced subscribed loan on
citizens of the country at the interest of 5% per annum.Such loans was known as
“compare”, “Minto”. In Germany the word “Monte” was named as “Bank”.
It is also said that the word “Bank” has been derived from the word “Banco” which
means a Banch. The Jews money lenders in Italy used to transact their business sitting on
banches at different market places.
2.1.2 History of Bank
The word ‘Bank’ is used in the sense of a commercial bank. It is of Germanic
origin though some person trace it origin to French word ‘Banqui’ and the Italian word
‘Banca’. It referred to a bench for keeping lending and exchanging of money lenders and
money chargers. There was no such word as banking before 1640. All though the practice
of safe keeping and saving flourished in the temple of Babylon as earlier as 2000 B.C.
Chanakya in his Arthashastra written in about 300 B.C. mentioned about the existence of
Merchant of Bankers who received deposits advanced loans and hundise.
The 1st bank in India was the ‘Bank of Hindustan’ started in 1770 by Alexander and co.,
an English agency house in Kolkata which failed in 1782 with the closer of the agency
house. But the 1st bank in the modern sense was established in the Bengal presidency as
the Bank of Bengal in 1806.
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2.1.3 Growth of Bank
Merchant bankers issued ‘Hundis’ to remit funds in India such Merchant bankers were
known as Seth’
The next stage in the growth of banking was the Goldsmith he started charging something
for taking care of the money and bullion.
The next stage in the growth of banking is the money lenders, the goldsmith found that on
an average the withdrawal of coins were much less than the deposits with him. So he
started advancing the coins on loan by charging interest as a safeguard he kept some
money in the reserve thus the goldsmith –money lenders became a banker who started
performing the 2 functions of modern banking that of accepting deposit and advancing
loan.
2.1.4 Meaning of Bank
Chamber’s 20th century dictionary defines a bank has an institution for the
keeping lending and exchanging of money.
Economists have also defined a bank highlighting its various functions. According to
Crowther “The bankers business is to take the debts of other people to offer his own in
exchange and there by create money”.
Thus a bank is an institution which accepts deposits from the public and in term
advances loans by creating credit. It is different from other financial institution in that
they can’t create credit though they may be accepting deposit and making advances.
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2.1.5 Types of Banks
 Commercial Banks.
 Exchange Banks.
 Industrial Banks.
 Agricultural Banks.
 Co-operative Banks.
 Central Banks.
 Private sector Banks.
2.2 COMPANY PROFILE
2.2.1 INDUSTRY SCENARIO
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Syndicate bank was established in 1925 in Udupi with a capital of Rs8000 by
three visionaries –Sri Upendra Ananth Pai, a businessman, Sri Vaman Kudva, an
engineer and Dr.T.M.A.Pai, a physician.
In the earlier days the bank collected as low as two anna daily under the Pigmy Deposit
scheme. As the time passed by this Pigmy deposit scheme has become the brand equity
today. At present bank collects over Rs2 CRORE daily under this scheme.
From just one branch in 1925 the Syndicate Bank has grown leaps and bound to have
over 2000 branches now.
The bank is now well equipped to face the multinational banks. Bank has adapted
technology to beat competition. Today all the branches are computerized and centralized
banking system is implemented.
In 2004, Syndicate Bank also started utility bill payment services through Internet
banking introduced. In 2005, the bank commenced the online reservation of railway
tickets through Indian Railway Catering & Tourism Corporation Ltd for its customers. It
was during this time that it entered into a MOU with SFAC for promoting of investments
in Agri-business products. The 2000th branch was opened at Tondiarpet, Chennai, in
2006. In the same year, the bank commenced the first BPO outfit of a Nationalized Bank,
SyndBank Services Limited. This was a wholly owned subsidiary of Syndicate Bank.
With the age of progressive banking, Syndicate Bank has created a name for itself in the
last 80 years. Rooted in rural India, the Bank has a clear picture of the grass root realities
and a vision of future India. Changing with the changing times, the Bank has well
equipped itself with all the facilities of the new age, without, however, altering its
distinctive socio-economic and cultural culture. Syndicate Bank's unique principle of
mutual development, of both the Bank and the people, has won it a long list of clientele,
which includes both the rural and the semi-urban class.
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2.2.2 Banking industry overview:
PSU banks have been rapidly expanding their balance sheet over the past three
years. It is evident from the chart as the gap in business growth of scheduled commercial
banks (SCB`s) and PSU banks is narrowing.
Banks generates a ‘spread’ by accepting deposits and lending advances. This is
measured by net interest income (NII), which is the difference between the interest earned
and interest expended. It is surprising to note that there was no relation between the
growth rate in NII and net profit of the PSU banks over the period of five years. The
growth in net profit of PSU Banks was more than 20% in the past two fiscal years, while
the growth in NII was less than 10%.
So, main driving force in PSU banks bottom line is rationalized cost structure.
2.2.3 Second phase of liberalization in banking:
Second phase of opening of Indian banking sectors would commence in April 2009.
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2.2.4 VISION
•Consolidating position as a premier public sector bank with increased global outreach.
•Emerging as a strong, vibrant, responsive, competitive bank.
•Embracing state-of-art technology harnessing human potential and effectively
participating in the process of nation building.
•Serving its constituents and shareholders’ as a faithful friendly financial partner.
2.2.5 MISSION
The bank continuously envisages to:
•Add core deposits continuously
•Offer better customer service
•Enhance tolerance level in dealing with customers and get better understanding of their
requirements.
•Design and deliver the products and services according to its customer’s needs so
as to give them an exhilarating and enthusiastic experience.
•Acquire accounts aggressively
• Year of NPA resolution
2.2.6 GOALS
The goals articulated for each of the functional areas of the bank is:
1.Business: To achieve global business of Rs. 250 thousand crores by March 2010.
2.Resources: To achieve global deposits of Rs. 170000 crore by March 2010 with
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emphasis on low cost resources by planned strategic initiatives including branch
expansion, aggressive marketing and active involvement of each and every employee.
3.Advances: To build qualitative asset base of around Rs. 90000 crore by March 2010 to
augment the income portfolio of the bank.
4.Priority sector credit: To have accelerated and qualitative growth in priority sector
lending to reach a level of Rs. 23800 crore, Rs. 10200 crore under agriculture, Rs. 3514
crore under SME through various customer friendly credit products and to take maximum
advantage of “Financial Inclusion “ so as to expand the clientele base of the bank, and
provide financial assistance to all eligible candidates.
5.Information Technology: To harness state-of-art technology and network all
branches so as to make available reliable MIS for DSS and deploy best practices in
Information Security to manage the business effectively and profitably.
6.Management of assets : To make 2008-09 truly a “year of NPA resolution” by striving
for getting “A” rating under asset quality by upgrading NPAs, bringing down gross NPA
and net NPA level both in absolute and percentage terms below march 2009 figure and
accomplish NPA recovery target as per commitment.
7.Foreign exchange and treasury: To profitably manage the forex and investment assets
of the bank to achieve an export-import turnover of Rs. 15000 crore and Rs. 12750 crore
respectively. To achieve treasury income of Rs. 2345 crore with an investment of Rs.
35000 crore.
8.Profitability: To make every branch a profits centre and ensure best possible returns to
the shareholders.
9.Risk management: To continuously upgrade the risk management systems and
processes, imbibe risk management in business activities and implement Basel II
requirements for the benefit of all stakeholders.
10.Human resources and organizational structure: To mould and strengthen the
organizational structure to meet the future business requirements and challenges. To
redefine and to redevelop peoples’ management techniques so as to unleash human
potential, drive growth and nurture leadership of high quality corporate governance,
11.Customer relationship management : To fine-tune its marketing strategies to
meet the ever growing market odds, to ensure that our products and services adapt to the
changing needs and expectations of the customers, to provide the customer the ideal
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banking ambience, to reorient its publicity so as to provide increased visibility to its
brand.
12.Inspection: To migrate progressively from the present transaction oriented system
to a risk based audit exercise enhancing the effectiveness of risk management, control and
governance processes.
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2.2.7 OBJECTIVES
1.To have an overview of the organization.
2. To study the departments of the organization in detail.
3. To know about all the products and services being offered by the company.
4. To gather study the organizational hierarchy of the company.
5. To gather sufficient information about the comoany so as to do its swot analysis.
6. To give our own suggestions for the betterment of the company.
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2.3 ORGANIZATION STRUCTURE
SyndicateBank
ORGANISATIONAL STRUCTURE
BOARD OF DIRECTORS
CHAIRMAN & MANAGING
DIRECTOR
EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR
General Managers
Portfolios
1. Corporate Credit Division – I (CCD-I) 9. Priority Sector Credit Dept
2. Corporate Credit Division – II (CCD-II) 10. Premises & Maintenance Dept
3. Retail Banking Department 11. General Administration Dept
Board Secretariat,
Chief Compliance Officer
4. Planning & Development Dept 12. Central Accounts & Legal Dept
5. Recoveries Dept 13. Personnel Department
6. Dept. of Information Technology 14. Inspection Department
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7. Risk Management & Monitoring Dept. 15 Vigilance Department
8. Treasury & International Banking Division
Regional Offices – 35
Branches – 2221
Chairperson - Basant Seth MD - Basant Seth Directors - A R Nagappan,Basant Seth,
Bhupinder Singh Suri,Dinkar S Punja, George Joseph, K Seetharamu, Kawaljit Singh
Oberoi, M Bhaskara Rao, M Deena Dayalan, Mocherla Shaskara Rao, R Ramachandran,
R Ravi, Ramesh Adige, Ramesh L Adige, Shobha Oza, Suresh Kumar Rustagi, V K
Nagar, Vinay Kumar Sorake, Vinod Kumar Nagar
2.4 PRODUCTS AND SERVICES
Deposits: Traditional deposit products include:
• Savings and current accounts
• Fixed deposits
• Tax savings
• Pigmy deposits
Premium account services such as multi-city current and savings account are also
available.
Loans: Some of the most common loan products are:
• Auto
• Home
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• Agriculture
• Educational
• Pension loans
• Priority sector lending.
Other services pertain to:
• Demat account
• Cash management
• Gold coins purchase
• Bank draft facilities
Apart from the ATM, the Syndicate Bank has other multiple delivery channels such as
Internet banking and SMS banking. The bank also has business ties with Visa Inc. to
provide credit card and debit card services.
2.4.1 PRODUCT PROFILE
A. BANKING ACTIVITIES
This activity includes the following :
*Syndicate Bank Global Debit Card.
*Syndicate Bank Global Credit Cards.
B. BANCASSURANCE
The bank provides insurance services in association with Bajaj Allianz.
*Life Insurance Products.
* Non Life Insurance
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Some of its life-insurance products in association with Bajaj Allianz are;
a. INVEST GAIN.
b. CASH GAIN.
c. CHILD GAIN.
d. RISK CARE.
e. TERM CARE.
f. LIFETIME CARE
g. SWARNA-VISHRANTI
h. UNITGAIN
i. LOAN PROTECTOR
j. SYNDDRIVER Cash Management (SCMS)
1.Synd 400 Plus and Synd 500 Plus
2. Savings Deposit Account:
3. Special Premium Savings Accounts
4. Fixed Deposit Scheme.
5. Vikas Cash Certificate.
6. Social Security Deposit.
7. Senior Citizen’s Security Deposit.
8. Syndicate Suvidha Deposit
9. Cumulative SyndTaxShield Deposit Scheme
10.Pigmy Deposit
11.Super Premium Savings Bank Account
12.Synd Samanya Savings Bank Account (No Frills Account)
13.SyndFlexi Current AccountD.
SYND BANK SERVICES (BPO):
It is a wholly owned subsidiary of Syndicate Bank. This is a first BPO outfit of a
Nationalized Bank. This BPO Company is proposed to undertake the following
activities facilitating customers to file their income tax returns, undertaking Back Office
functions relating to Bank's Debit / Credit Card / Bank assurance Business etc.
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2.4.2 LOAN PRODUCTS :
a. SyndRent
b.SyndSaral
c. SyndSenior
d. SyndVidyarthi
e. SyndNivas
f. SyndNivasPlus
g. SyndPigmy
h. SyndKisan
i. SyndVahan
j.SyndLaghuUdyami
k. SyndMahila
l. SyndMortgage:SyndPravasi
m. SyndSmallCredit: SyndSuvidha:
n. SyndUdyog
o. SyndVyapar
p. SyndJaiKisan
q. SyndShakti
2.4.3 AGRICULTURAL LOAN PRODUCTS :
1.Animal Husbandry Scheme
2.Development of Irrigation Infrastructure
3.Farm Mechanization Schemes
4.Hi-tech Agriculture
5.SyndJaiKisan
6.Jewel Loans for Agriculture
7.Land Development Schemes
8.Purchase of Land for Agricultural Purpose
9.Rural Employment Generation Program
10.Solar Water Heater Systems
11.Syndicate 2/3/4 Wheelers Scheme
12.Syndicate Farm House Scheme
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13.Syndicate Kisan Credit Card(SKCC)
14.Tenant Farm LoanG.
2.4.4 OTHER SERVICES
1. Tele Banking
2. Internet Banking.
3. ‘Any Branch Banking’.
4. Synd Bill Pay.
5. On-Line Collection of Direct Taxes
6. On-line Railway Ticket Booking.
7. Western Union Money Transfer.
8. SyndInstant - (RTGS System for instant transfer of funds)
9. Electronic Funds Transfer (EFT) System
10.Syndicate Gift Cheques
11.Insurance Cover for Deposits
12.Stop Payment Facility
13.Dormant Accounts
14.Safe Deposit Lockers
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2.5 Achievements
MEMORABLE MILESTONES
Growing Far And Wide
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2.6 GROWTH OF THE BANK
On the back of robust growth in treasury income, Syndicate Bank’s net profit saw
a three-fold rise this quarter to Rs 261.56 crore compared with Rs 87.89 crore in the
corresponding quarter of the last financial year. The total income of the bank increased 30
per cent, driven mainly by an almost 10-fold increase in treasury income at Rs 270.24
crore (Rs 28.38 crore). Its net interest income stood at Rs 585.71 crore (Rs 503.27 crore),
up 16 per cent.
An increase of 41.97 per cent in core deposits has also aided the bank, which has reduced
its dependence on high-cost deposits by about 42 per cent. “We will focus more on
growth of low-cost deposits, core deposits, reducing dependence on high-cost deposits
and substituting them with core deposits,”
The bank’s cost of deposits was 6.62 per cent (6.92 per cent). The focus will also be on
“better liability management through overall reduction in cost of deposits,”
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2.7 COMPETITORS FOR THE BANK
 SBI
 PNB
 Bank of Baroda
 Bank of India
 Union Bank
 Indian Bank
 Oriental Bank
 Central Bank
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2.8 SWOT ANALYSIS
A SWOT analysis consists of evaluating a company internal strength and
weakness and its external opportunities and threats. The strategy must produce a good fit
between a firms internal capability and external situation.
A scan of internal and external environment is an important part of the strategic planning
process. Environmental factors internal to the firms can be classified as strength (S) and
weakness (W), and factors external to the firm can be classified as opportunity (O) and
Threat (T). Such analysis of internal and external factors is referred to as SWOT analysis.
The SWOT analysis has been useful tool for the industry. The process of utilizing the
SWOT approach requires an internal survey of opportunities and threats.
The following are the strengths, weakness, opportunity, and threats of SYNDICATE
BANK:
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2.8.1 STRENGTHS
• The bank is a pioneer in introducing several initiatives such as agricultural financing and
door-to-door banking, which are now recognized as benchmarks by the industry.
• The bank has won 25 awards for its excellence in providing banking services. It also
offers a wide range of products to serve various needs of its customers.
• The bank is the first public sector bank to provide BPO services and is also ISO certified.
• The bank is well aware of its social responsibility and has been actively involved in the
development of the society since its inception.
• Strong rural presence is key strength of Syndicate Bank as it has strong.
presence in the rural India. Rural India is having big growth potential as the urban areas
are becoming saturated and is facing stiff competition.
• Syndicate bank is a government owned bank
.
2.8.2 WEAKNESSES
• Increasing Net performing assets.
• Poor qualification of many employees.
• It has just started implementing its core banking solutions across many of its branches.
• In urban areas its growth is less.
• Bureaucratic culture still prevailing in the ban
.
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2.8.3 OPPORTUNITIES
• It has created a good customer base and it is time that it leverages on this strength to cross
sell and up sell its various products to them.
• The Bank should enhance its technological capabilities to differentiate products and
services from those of its competitors and continue to implement its Core Banking
Solutions plan.
• The Bank should also expand its presence in international liberalization.
Liberalization of banking sector in 2009 will force the government to de regulate the
sector.
• Indian bank will have the opportunity to go abroad.
• The investors are scared of private sector banks, so opportunities are more to the public
sector banks. .
2.8.4 THREATS
• Increasing competition posed by global and private sector banks
• The excessive time taken by the government to give compensation because of the recent
loan waiver announced in the March 2008 Finance Budget.
• Better performance by private sector banks as well as some of its public sector
counterparts
• Commencement of MNC bank posting.
• Government regulation
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3. 1 REVIEW OF LITERATURE
3.1.1 Methodology of literature review
The review of literature is conducted to analyse various factors for stress
management at syndicate bank Hassan. The book and article of various authors are
referred to find out the kinds of methods which are suited for rating in stress level. The
research has searched many books on stress management to collect the literature about
the Hassan.
The information collected was confined to the journals published about the human
resources management.
The review of literature helped the research to confine the survey in better and
extensive manner. It should help to research for finding and getting deeper into the topic.
For this purpose the abstracting and indexing journals and published biographies and
unpublished biographies are first to go.
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3.1.2 Evolution of Human resources management
Human resource, a relatively new term emerged during the 1970’s. many people
continue to refer to the discipline by its older, more traditional titles, such as personnel
management or personal administration.
The trend is changing. The term now a days used is human resource management.
Coming to the evolution of HRM as a subject, it may be stated that concern for the
welfare of workers in the management of business enterprises has been in existence since
ages. Kautilya’s arthashastra states that there existed a sound base for systematic
management of resources during as early as the 4th century BC. These processes took
momentum only when government took active measures during resent passed by various
rules and regulations under industrial dispute act and related acts. However the employees
will have various reasons to deviate from this. When the growth of the industry is
distributed due to irregularity of the employees, government showed interest in the
operation of public sector enterprises and provided systematic procedures for regulating
employer- employee relationships.
3.1.3 Human Resource Management
The term human resources spell the total sum of all components (like skill, creative
abilities) possessed by all employees and other person (like self employed, employees,
owners etc.,) who contribute their services to attain the organizational objectives and
goals. Human resource include human values, ethos.
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3.1.4 DEFINITION:
“Human resource management aims to improve the productive contribution of
individuals while simultaneously attempting to attain other societal and individual
employee objective”.
Human resource management is concerned with the people who work in the
organization to achieve the objective of the organization. It concerns with the acquisition
of appropriate human resources, developing their skills and competencies, motivating
them for best performance and ensuring their continued commitment to the organization
to achieve organizational objectives.
This definition applies to all types of organization.
For e.g., industry, business, government, education, health or social welfare of the people.
Human resource management refers to activities and functions designed and implemented
to maximize organizational as well as employee’s effectiveness.
3.1.5 Scope of human resources management:
The scope of human resource management is vast. All major activities in the working life
of the employees from time of his entry into the organization until he leaves, retires come
under the preview of human resources management.
Employees in an organization work not as individuals but as group interactions,
employees come to work place and bring not only technical skills, knowledge but also
their personal feelings desires, motives, attitude and values.
The HR manager plays a crucial role in understanding the changing basic needs of the
organization and developing to meet such changes.
3.1.6 Objectives of human resources management:
The primary objective of HRM is to ensure the availability of a competent and willing
workforce to an organization specifically; HRM objective are four fold- societal,
organizational, functional and personal.
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 Societal objective:
To be ethically and socially responsible to the needs and challenges of the society
while minimizing the negative impact of such demands upon the organization.
 Organizational objective:
To recognize the role of HRM in bringing about organizational effectiveness.
 Functional objective:
To maintain the department’s contribution at a level appropriate to the organization’s
needs.
 Personal objective:
To assist employees in achieving their personal goals, at least in so far as these goals
enhance the individual’s contribution to the organization.
The other objectives of human resources management include:
1. To provide, create, utilize and motivate employees to accomplish organizational goals.
2. To secure integration of individuals and groups in securing organizational effectiveness.
3. To create opportunities, to provide facilities, necessary to individuals and groups for their
growth with the organization by training.
4. To provide attractive, equitable, incentives, rewards, benefits, social security measures, to
ensure retention of competent employees.
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5. To maintain high moral, encourage value systems and create environment of trust,
mutuality of interests.
3.1.7 Functions of HRM:
 Identifying and developing person
The success of every organization depends upon the quality of persons it employs.
HRM helps in spotting right person for the right job. Persons are prepared for taking up
different jobs. Every person may not be suitable for certain jobs. Persons are assigned
jobs as per their aptitudes. Persons are given right type of training so thathey are able to
develop their potentialities to the maximum. They are also motivated to give their
maximum to the organization.
 Creating work culture
HRM approach emphasizes the development of employees potentialities and
using it for achieving organizational goals. The aims and priorities of individual workers
are given due weightage in the schemes of the organization. Human resource policy is
backed by human values, understanding and concern for the welfare of people. The work
culture in the organization improves, people feel satisfied and enjoy their work.
 Educating managerial personnel
HRM approach will succeed only when managerial personnel change their attitude
towards workforce. There is a need to educate executives, managers and to top
management regarding various aspects of the human resources approach adopted in the
organization.
 Conducting research
HRM will be successful only if we know the aspirations and expectations of various
persons working in the organization. The framing of human resource policies, strategies
and approaches depend upon the information collected through research.
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 Developing a communication system
There is a need to develop downward, upward and lateral communication in the
organization. HRM develops a system of communication where policies of the
management are properly communicated to the lowest level of hierarchy and feedback
from lower is conveyed to the management. Communication system helps in
understanding the view points each other and taking up remedial steps, if needed.
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3.1.8 Nature of human resource management
 Integral part of the process of management
HRM is embedded in the organizational structure of an enterprise, is inherent in its
functioning and is an integral part of the process of management itself. Human resource
management cannot be separated from the basic management function. This function is
performed by all the managers throughout the organization rather than by the personnel
departments.
 Comprehensive function
The main function of HRM is to manage people at work. It is a comprehensive
function which covers all types of people at all levels in the organization. In other words,
it applies to workers, supervisors, offices, managers and other type of personnel in the
organization.
 Pervasive function
HRM is comprehensive as well pervasive. It is inherent in all organizations at all
levels. It is not confined to industry alone. It is equally useful and necessary in
government, armed forces, sports organizations and the like. It applies in all the
functional areas e.g., production, marketing, finance, research etc. recruitment, selection,
development and utilization of people is an integral part of any organized effort.
 People oriented
Human resource management is a people oriented function and is concerned with
employees as individuals as well as groups. It deals with human relationships within an
organization. It is a process of finding out optimum arrangement between individuals,
jobs, organizations, and environment.
 Continuous process
Human resource management is a continuous process. It is not a one shot function,
rather it is a never ending exercise.
 Science as well as art
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HRM is a science as it contains an organized body of knowledge consisting of
principles and techniques. It is also an art. Handling people is one of the most creative
arts. It involves the application of theoretical knowledge to the problem of human
resources. Thus, it is a science as well as an art.
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39. Stress Management
 Recent origin
As compared to other areas of management, human resource management is a
comparatively young discipline. It started in the later parts of the nineteenth century.
 Interdisciplinary
In modern times human resource management has become a highly specialized job.
Moreover, it is not an isolated subject, it is interdisciplinary. It involves application of
knowledge drawn from several disciplines like sociology, anthropology, psychology,
economics etc.
Supportive function
• Training and development
• Appraisal
• Placement
• Compensation
• Assessment
• Employee relation
• Benefits
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• HR planning
• Union management
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3.1.9 Need for HRM approach
Human resource management helps in creating a better understanding between
employees and management. It helps in accomplishing individual and organizational
goals. HRM is considered essential due to the following reasons:
 Better industrial relations
There is widespread unrest, strained worker-management relations, lack of
confidence in each other, rising expectations of workers, emergence of militancy in trade
unions etc. These factors have created a gap among workers and management. In the
absence of cordiality in and organization the performance of workers is adversely
affected. HRM approach is required to create proper understanding among workers and
management. The workers are developed to meet their individual and organizational
goals.
 Develop organizational commitment
There is a humanization of work environment in industrialized countries like
japan, U.S.A., germany etc. globalization of economy has exposed Indian industries to
international competition. An improvement in efficiency and quality of work can only
when workers develop organizational commitment. HRM approach helps in developing a
sense of pride for the organization among work force.
 Coping with changing environment
The business environment is rapidly changing. Technological improvement
have revolutionized production procedures. Automation has been introduced in office
operations. Better communication channels have revolutionized vital areas. Of business.
There is a need to cope with new and changing situation. The operational efficiency of
employees must improve to face the new situation.
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42. Stress Management
 Change in political philosophy
Political philosophy has undergone change all over the world. The new
approach is to develop human resource properly for making its better use. In India, central
government has named a ministry as human resource development and put it under a
senior minister. This development shows the importance given to human resource.
 Increased pressure on employee
The technological changes have necessitated the use of sophisticated machines.
The installation, monitoring of machine, maintenance and controlling of operations need
trained and skilled people. There is a regular need for training and development of people
for coping with the emerging situations. Human resource development has become
essential for every organization. Research and fresh initiatives in industry require new
policy of human resource development.
3.1.10 System approach to HRM:
An enterprise cannot work in isolation. It depends on its external environment. It
is a part of large system such as industry to which it belongs, the economic system and
the society. The enterprise receives the inputs, transforms them and exports the output to
the environment. The inputs from internal environment include people, capital,
managerial skills, technical knowledge etc. various groups of people too make demands
on the enterprise, e.g., employees want higher wages, stable employment, promotional
avenues, consumers demand good quality products at reasonable prices, shareholders
except higher returns and appreciation of their stock holdings, government wants timely
payment of taxes and compliances of various inputs into outputs .Though the managers
do not have control over the external environment still they have to respond to it .The
enterprises has to adjust its working in such a way that it is able to use the environment to
its advantage .In order to carry out its operations effectively a business generally creates
certioraris departments which are known as sub systems. The important subsystems of the
business firm are human resources systems, production system, marketing systems,
finance system, research and development system.
Human resources system can be further classified into the following:
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43. Stress Management
 Recruitment and selection
 Training and development
 Compensation
 Employees welfare and service
 Personnel records and research
All the subsystems must be properly integrated and closely co-ordinated so
that the entire system functions as an integrated whole in accomplishing objectives for
which the business has been set up.
3.1.11 Limitations of human resource management:
HRM approach is very useful work culture in the organization but still it suffers from
certain limitations:
 Recent Origin
HRM is of recent origin .So it lacks universally approved academic base.
Different people try to define the term differently. Some organizations have named their
traditional personnel management department as human resources management
department.
 Lack of Top Management Support
HRM must have the support of the top level management .The change in attitude
at the top can bring good results while implementing HRM. Because of passive attitude at
the top, this work is handled by personnel management people .Unless otherwise there is
a change in approach and attitude nothing spectacular is going to happen.
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44. Stress Management
 Improper Implementation
Human resources management should be implemented by assessing the training
and development needs of employees.
The needs and aspirations of people should be taken into account while framing human
resources polices.HRM is implemented half –heartedly. The organizing of some training
programs is considered as the implementation of HRM. Mangement’s productivity and
profitability approach remains undisturbed in many organization.
 Inadequate development programmers:
HRM requires implementation of program such as career planning, on the job
training, development programs, counseling etc. there is a need to create an atmosphere of
learning in the organization. In reality HRM programs are confined to class room lectures
and expected results are not coming out from this approach.
 Inadequate information:
Some organization do not have requisite information about their employees. In
the absence of adequate information and data base, this system cannot be properly
implemented. There is a need to collect, store and retrieval of information before
implementing human resource management. The liberalization of economy, entry of
multinationals in all markets, raising of quality standards of Indian goods, growing
competition will all put pressure on human resources of every organization. Managements
will be required to constantly assess and reassess competence levels of their employees.
Training and development programs will be needed to motivate personnel to cope with
the new requirements. Human resource management will have a pivotal role in managing
the business in near future.
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3.2 INTRODUCTION ABOUT STRESS MANAGEMENT
The word stress is derived from the Latin word "stringi", which means, "to be
drawn tight".
Stress can destroy the mental stability of any individual. So be it a kid, corporate man or a
housewife we all deal with stress and its management during our walk of life. It is
basically a condition that makes us uncomfortable. Stress could be due to various reasons
like financial crunch, job loss, emotional and any other personal reasons.
It has a negative impact on the productivity of an individual and within no time
interest levels dip. People stay occupied with some thoughts and getting out of it becomes
difficult. At times people do not know that they could be in a position of life threatening
stress. Stress could bring with itself a whole set of lifestyle diseases like blood pressure,
diabetes and lack of sleep. In an attempt to get relief from such conditions people try to
treat the individual ailments. However, they miss on the central root cause of reducing or
treating the stress. Stress can be managed in a number of ways. Some of the ways to
manage stress includes – playing a sport, exercise, yoga or indulging into music.
However, this is by no means an exhaustive list of activities. There is no right or wrong
ways to reduce stress. The core purpose is performing a set of activities that can keep
people busy and at the same time help in stress reduction.
3.2.1 Meaning of stress
A state of tension experienced by individuals facing extraordinary demands, constraints
or opportunities.
3.2.2 Definition of stress
“Stress is an adaptive response to an external situation that results in physical,
psychological and/ or behavioral deviations for organizational participants”.
 Stress can be defined as an overload/demand state, where individuals are being
presented with more information, stimuli, intensity, and immediacy than they can take in
or process.
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47. Stress Management
3.2.3 The stress experience
An individual experiences stress depends:
 The person’s perception of the situation.
 The person’s past experiences.
 The presence or absence of social support, and
 Individual differences with regard to stress reactions.
ST SS
RE
ST SSOR
RE
* rce ptio n
pe
* st
pa
e x pe rie nce
* cia l suppo rt
so
*individua l
diffe re nce s
Many health problems are caused or exacerbated by stress, including:
• Pain of any kind • Depression
• Heart disease • Obesity
• Digestive problems • Autoimmune diseases
• Sleep problems • Skin conditions, such as eczema
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48. Stress Management
3.2.4 Additional signs of stress
Other signs of being highly stressed include the following observations expressed by
victim service providers who have attended stress workshops held at victims' rights
conferences:
 Lowered productivity.
 Inability to feel empathy with all or some crime victims.
 Inability to meet deadlines.
 A constant frustration with the lack of adequate monetary compensation.
 Uncharacteristic forgetfulness, such as leaving a wallet or purse behind, or failing to keep
a scheduled appointment with a victim or colleague.
 Fighting with friends and family over insignificant events; increased interpersonal
conflicts.
 Feeling overwhelmed with the demands of the job and a sense that it is consuming one's
life.
 A lack of being able to put current stressors into perspective.
3.2.5 Stress effects on health and performance
Stress is proven beyond doubt to make people ill, and evidence is increasing as to
number of ailments and diseases caused by stress. Stress is now known to contribute to
heart disease; it causes hypertension and high blood pressure, and impairs the immune
system. Stress is also linked to strokes, IBS (irritable bowel syndrome), ulcers, diabetes,
muscle and joint pain, miscarriage during pregnancy, allergies, alopecia and even
premature tooth loss.
stress management techniques, along with methods for coping with anger, contributed to
a reduction of high blood pressure, and; for chronic tension headache sufferers it was
found that stress management techniques increased the effectiveness of prescribed drugs,
and after six months actually equalled the effectiveness of anti-depressants. The clear
implication for these ailments is that stress makes them worse.
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49. Stress Management
Stress significantly reduces brain functions such as memory, concentration, and learning,
all of which are central to effective performance at work. Certain tests have shown up to
50% loss of performance in cognitive tests performed by stress sufferers. Some health
effects caused by stress are reversible and the body and mind reverts to normal when the
stress is relieved. Other health effects caused by stress are so serious that they are
irreversible, and at worse are terminal.
Stress is said by some to be a good thing, for themselves or others, that it promotes
excitement and positive feelings. If these are the effects then it's not stress as defined
here. It's the excitement and stimulus derived (by one who wants these feelings and can
handle them) from working hard in a controlled and manageable way towards an
achievable and realistic aim, which for sure can be very exciting, but it ain't stress. Stress
is bad for people and organisations, it's a threat and a health risk, and it needs to be
recognised and dealt with, not dismissed as something good, or welcomed as a badge of
machismo - you might as well stick pins in your eyes.
3.2.6 Stress at work place
The workplace had become a high stress environment in many organizations
cutting across industries. Employees were experiencing high level of stress due to various
factors such as high workload, tight deadlines, high targets, type of work, lack of job
satisfaction, long working hours, pressure to perform, etc.
Interpersonal conflicts at the workplace, such as boss-subordinate relationships and
relationships with peers, were also a source of stress.
Experts believed that the dysfunctional aspects of stress could directly impact an
organization's performance and also affect the well-being of its employees. Stress at the
workplace was linked to absenteeism, higher attrition, and decreased productivity. Stress
led to fatigue, irritability, poor communication, and quality problems/errors.
High stress levels also affected the morale and motivation of the employees. Prolonged
exposure to stress without effective coping mechanisms could lead to a host of physical
and mental problems. For instance, stress could lead to stress-induced gastrointestinal
problems, irritable bowel syndrome, acidity, acid reflux, insomnia, depression, heart
disease, etc.
Moreover, stress could push the victim toward high risk behavior such as smoking,
drinking, and substance abuse. Stress-related illness led to increase in absenteeism and
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50. Stress Management
attrition affecting the profitability of the organizations.Organizations cutting across
industries were gearing up to provide employees with a stress-free healthy environment.
The efforts to address this issue were more pronounced in some industries than others.
Experts felt that, though stress at the workplace is a global phenomenon, professionals in
some industries were more susceptible to stress than others.
For instance, surveys conducted in 2006 and 2007 in the UK and the US respectively,
found that employees in Information Technology (IT) industry (including the ITeS
outsourcing industry) were the most stressed. Accordingly, these organizations had
started implementing various unconventional methods to decrease stress at the workplace.
Even in India, organizations had woken up to this menace and were resorting to novel
methods including teaching the employees dancing and music, trekking, etc, to reduce
stress at the workplace.
Infosys Technologies Ltd. focused on increasing self-awareness and provided the
employees with guidance on how to cope with stress through a series of workshops by
experts.
 Stress management in the workplace is a reality that most of us have to face for one
reason or another and coping with it is key to long-term career success.
 Some careers are more stressful than others and some companies and managers you work
for might provide you with more stress than you'd otherwise like.
 Having some stress can be helpful because it can provide motivation that allows you to
work with a bit of a sense of urgency and purpose.
 When stress in the workplace reaches a high level and carries over to your personal life in
a negative way though, this is a sign that you need to do something to properly manage it
so that it doesn't spiral out of control further.
Managing Stress in the Workplace
One of the ways organizations and employees can effectively manage stress is to
remove the stressors that cause unnecessary tension and job burnout. This can be
accomplished by:
1. organizations providing flexible working hours and days for their employees;
2. employees telecommuting and working from home to decrease the time and stress of
commuting;
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51. Stress Management
3. employees accessing personal leave programs such as extended maternity and paternity
leave;
4. organizations providing child care facilities.
Another way to manage stress is to withdraw from the stressor temporarily. This can be
done by relaxing in the staff lounge or taking vacations. Physical exercise, wellness
programs and Employee Assistance Programs are all tools used to control the
consequences of stress.
3.2.7 Causes of stress
Top Ten Stressful Life Events
1. Spouse’s death
2. Divorce
3. Marriage separation
4. Jail term
5. Death of a close relative
6. Injury or illness
7. Marriage
8. Fired from job
9. Marriage reconciliation.
10. Retirement
Whenever our body feels something not favorable, then it tries to defend itself. If the
situation continues for a long time, then our body is working overtime.
There are several causes of stress. For example, you are under stress when you are
worried about something, worried about your children, worried about the illness of
your father, worried about your job security, or worried about your loans or similar
things.
The following are the causes of stress.
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Causes of Stress at Home
• Death of spouse, family, near relative or friend
• Injury or illness of any family member.
• Marriage of self or son or daughter or brother or sister.
• Separation or divorce from partner.
• Pregnancy or birth of a new baby.
• Children's behavior or disobedience.
• Children's educational performance.
• Hyperactive children.
• Sexual molestation.
• Argument or heated conversations with spouse, family members or friends or neighbors.
• Not sufficient money to meet out daily expenses or unexpected expenditure.
• Not sufficient money to raise your standard of living.
• Loss of money in burglary, pick-pocketed or share market.
• Change of place or change of city or change of country.
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Causes of Stress at Work
• To meet out the demands of the job.
• Your relationship with colleagues.
• To control staff under you.
• To train your staff and take work from them.
• Support you receive from your boss, colleagues and juniors.
• Excessive work pressure.
• To meet out deadlines.
• To give new results.
• To produce new publications if you are in research area.
• Working overtime and on holidays.
• New work hours.
• Promotion
• Argument or heated conversations with co-workers or boss.
• Change of job.
• Work against will.
• Harassment.
• Sexual molestation.
Other Causes of Stress
• Fear, intermittent or continuous.
• Threats: physical threats, social threats, financial threat, other threats.
• Uncertainty.
• Lack of sleep.
• Somebody misunderstands you.
• Setback to your position in society.
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Common external causes of stress
Not all stress is caused by external factors. Stress can also be self-generated:
• Major life changes • Financial problems
• Work • Being too busy
• Relationship difficulties • Children and family
Common internal causes of stress
Not all stress is caused by external factors. Stress can also be self-generated:
• Inability to accept uncertainty • Unrealistic expectations
• Pessimism • Perfectionism
• Lack of assertiveness
• Negative self-talk
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A MODEL OF STRESS
STRE
STREO
R
*perction
*pastexrinc
*socialuprt
*indvual
diferncs
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56. Stress Management
Potential sources Physical symptoms
Environment factors Individual differences *headaches
*economic uncertainty *perception *high BP
*political uncertainty *job experience *heart disease
*technological *social support
uncertainty *belief in locus of
control
Organizational factors *hospitality Psychological
symptoms
*Task demands
*anxiety
*role demands
*depression
*Interpersonal demands
*decrease in job
*organizational structure satisfaction
*organizational leadership
*organizational life stage stress
Behavior symptoms
Individual factors *productivity
*Family problem *absenteeism
Experienced stress
*Economic problem *turnover
*personality
3.2.8 What is stress ?
Stress is something that happens in our daily lives and is usually associated with a
particular event such as work, family or other responsibilities
The following does not amount to stress:
 Stress is not simply anxiety or nervous tension.
 Stress need not always be damaging.
 Stress is not always due to overwork.
 Stress cannot be avoided.
 Body has limited capacity to respond.
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Factors influencing the effects of stress and stress susceptibility
A person's susceptibility to stress can be affected by any or all of these factors,
which means that everyone has a different tolerance to stressors. And in respect of certain
of these factors, stress susceptibility is not fixed, so each person's stress tolerance level
changes over time:
 childhood experience (abuse can increase stress susceptibility)
 personality (certain personalities are more stress-prone than others)
 genetics (particularly inherited 'relaxation response', connected with serotonin levels, the
brain's 'well-being chemical')
 immunity abnormality (as might cause certain diseases such as arthritis and eczema,
which weaken stress resilience)
 lifestyle (principally poor diet and lack of exercise)
 duration and intensity of stressors (obviously...)
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3.2.9 BURNOUT
Burnout is a troublesome outcome of stress, it is a state of mind resulting from
prolonged exposure to intense emotional stress. It manifests through emotional
exhaustion and a combination of negative attitudes.
Attitudinal and behavioral
symptoms of burnout
Emotional exhaustion
depersonalization
Feeling a lack of personal
accomplishment
Personal, job, and
organizational stressors
Burnout is the end result of chronic stress where, on some level, people start to
shut down under the demands being placed on them from the outside world. Burnout
takes place in an environment of competing demands, decreased ability to set personal
and work limits, and the sometimes vague sense of not caring so much about the work (or
sometimes, anything) anymore. It may start as fatigue stretching out into weeks, which
the weekends, holidays, or even vacations do not alleviate. The signs may become more
blatant, with increased alcohol or drug use, changes in appetite or food intake, sleep
disruptions, or the onset of health problems. In addition, burnout tends to be an isolating
experience. An individual is often unaware of the effects of burnout and can only be made
aware by the observations of others: co-workers commenting on a change in work habits,
family members noting problems occurring in primary relationships, or friends
complaining of the individual's unavailability. Burnout can take any number of forms:
behavioral, relational, physical, or affective (feeling-related). Symptoms presenting may
include:
 Disillusionment with and a lack of caring for work and, at the same time, an inability to
find the means to decrease assigned workloads.
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 Feeling numb; few "ups or downs"; an inability to feel anything.
3.2.10 Techniques to Help Prevent Stress from Becoming Burnout
Burnout is a severe reaction to stress that results in a state of physical and emotional
depletion caused by the conditions of one's occupation.
some of the benefits of stress reduction
1. Better immune function
2. Less illnesses and physical complaints
3. More energy
4. Feeling more relaxed
5. Sleeping better
6. Better digestion
7. Calmer mood
8. More focused, more positive
Quick stress reduction techniques
when stress occurs, do one or all of these things, in whatever order that takes to fancy.
These ideas can also be adapted for team development exercises.
The key to de-stressing in the moment is getting away from or removing anyone from the
stressor. Developing new habits which regularly remove and distract from stressors and
stressful situations and pressures is essentially how to manage stress on a more permanent
basis.
In this modern world it is difficult if not impossible to change stressful situations. What
we can do however is change and reduce our exposure to those stressful situations.
These stress reduction ideas and techniques are based on that simple principle. These tips
won't change the situation causing the stress, but they will, more importantly, enable to
change reaction and relationship to the stressful situations.
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And in keeping with the tone of this stress tips section, and since color is regarded by
many as a factor in affecting mood, the calming shade of green is used for the headings..
Consequences of Stress
When estruses becomes distress, job performance decreases and workplace
accidents tend to be more common. High stress levels also impair the person's ability to
remember information, make effective decisions and take appropriate action.
Overstressed employees tend to have higher levels of absenteeism due to sickness and
workplace aggression.
Other more serious consequences of distress are cardiovascular diseases, ulcers, sexual
dysfunction, headaches and, ultimately, burnout. This refers to emotional exhaustion and
reduced personal accomplishment resulting from prolonged exposure to stress.
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3.2.11 How to manage stress
Managing stress is all about taking charge: taking charge of your thoughts, your
emotions, your schedule, your environment, and the way you deal with problems. Stress
management involves changing the stressful situation when you can, changing your
reaction when you can’t, taking care of yourself, and making time for rest and relaxation.
3.2.12 The Survival Sutras from stress:
Because change is constant in life, stress is an integral part of it. Since we don`t
want to perish under it, we have to adhere to the bottom line for survival—adapt.
Following are some of the long-term tips to survive stress:
 Even if we feel secured in a habituated life, the truth remains that changing with the times
makes one`s position more secure. In today`s business climate, you must continually be
prepared for changes to avoid stress and survive in the competitive world.
 Find and protect whatever time you get to refresh, re-energize and re-motivate yourself.
Spend quality time with your family. This can be an excellent source of emotional and
moral support.
 Avoid giving in to alcohol, smoking and other substance abuses while under constant
stress.
 Develop positive attitudes towards stressful situations in life. Give up negative mental
traits such as fear, anger and revengeful attitudes, which actually germinate stress. Try to
revert to holistic relaxation and personal growth techniques such as meditation, breathing
and exercises, to remodel your lifestyles.
In case of chronic stress consult a health professional.
 Reduce workplace stress by celebrating your`s or your colleagues` accomplishments.
 Adapting to demands of stress also means changing your personality. Improve your line
of communication, efficiency and learn from other`s experiences.
 Don`t be complacent. Be prepared for any change physically, emotionally and financially
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When the employee is stressed at work, some simple practices can help:
 Sit straight and comfortably on your seat, and try breathing exercises. It will relax your
nerves and muscles.
 Relax and count backwards (20, 19, 18, 17, 16, 15….)
 Try creative visualization
3.2.13 Stress management
The workplace is a challenging job assignment followed by moderate doses of
competitive spirit, constructive conflict and a zeal to get ahead of others and a ways in
which individual cope, or deal with stress at work is called stress management.
Stress Management in the Workplace
The Stress Management in the Workplace training program delivers trademarked
stress management tools that are unmatched in the measured results they will produce for
the organization.
Stress management in the workplace requires more than helpful tips. Changing economic
times have us pulled in multiple directions. The pressures and demands between work and
personal life are blurred. As a result, the consequences of stress in the workplace come
from what is happening to each of us both on and off the job.
Through highly interactive learning, participants apply these stress management training
tools to getting more of what's important to them done in less time. Organizational skills
are improved so that less things "fall through the cracks."
A realistic and positive Big Picture view is instilled that helps keep all stresses in
perspective. Specific practical tools are learned that produce immediate results.
Applications have a positive impact on stress levels both on and off the job.
This Stress Management in the Workplace training program builds on the proven 5 Steps
to Better Work-Life Balance training program and has unmatched proven results
worldwide.
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63. Stress Management
Some strategies used by individual and organization for managing the
stress
Individual strategies:
• Time management
• Meditation and exercise
• Physical exercise
• Muscle relaxation
• Biofeedback
• Cognitive restructuring
Organizational strategies:
• Role clarity
• Supportive climate
• Clear career path
• Company-wide program
The organizational strategies help reduce the harmful effects of stress in three ways:
1. Identify and then modify or eliminate work stressors.
2. Help employees modify their perception and understanding of the work stress.
3. Help employees cope more effectively with the consequences of stress.
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64. Stress Management
EMPLOYEE
PERCEPTIONS/
WORK STRESSORS EXPERIENCE OF
*work load STRESS
*job condition
OUTCOMES OF
*role conflict STRESS
*career development *PHYSIOLOGICAL
*interpersonal *EMOTIONAL
relations
BEHAVIOURAL
*aggressive behavior
*conflict between work
and other roles
ORGANIZATI
ONAL STRESS
MANAGEMEN
T
PROGRAMME
S
Organizational strategies aimed at eliminating stress often include:
 Improvements in the physical work environment.
 Job design to eliminate stressors.
 Changes in workloads and deadlines.
 Structural reorganization.
 Changes in work schedules, more flexible hours.
 Management by objectives or other goal-setting programs.
 Workshops dealing with role clarity and role analysis.
 Greater levels of employee participation, particularly in planning changes that affect.
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65. Stress Management
3.2.14 Advantages of stress management
Business advantages of stress management:
• Less absenteeism due to stress-related disorders.
• Less worker's compensation loss due to stress-related illness or accidents .
• Improved job performance
• Less stressful, more efficient workplace
• Improved employee attitude
• Improved employee overall health
Health advantages of stress management:
• Decreased stress-related symptoms
• Improved sleep
• Decreased anxiety
• Decreased use of medications
• Reduced pain, increased ability to manage pain
• Increased ability to relax physiologically
• Increased sense of control and improved self-esteem
Consumer advantages of stress management:
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66. Stress Management
• No side-effects
• Non-pharmacological
• Non-surgical
• Cost-effective
3.2.15 Programs of stress management targeted at perceptions and
experiences of stress and outcomes of stress
 Team building.
 Behavior modification
 Career counseling and other employee assistance program
 Workshops on time management
 Workshops on burnout to help employee understand its nature and symptoms.
 Training in relaxation techniques
 Physical fitness or wellness programs
Employee assistance programs
It tend to based on the typical medical approach to treatment and involve the following:
 Diagnosis: Employee with a problem ask for help. EAP staff attempt to diagnosis the
problem.
 Treatment: counseling or supportive therapy is provided.
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67. Stress Management
 Screening: periodic examination of employees in highly stressful jobs is provided to
detect early indicators of problems.
 Prevention: Education and persuasion are used to convince employees at high risk that
something must be done to assist them in effectively coping with stress.
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68. Stress Management
Employees must trust that:
1. The programs can and will provide real help.
2. Confidentiality will be maintained.
3. Use of the program carries no negative implication for job security or future
advancement.
Wellness program
It is often called Health promotion program, focus on employee’s overall
physical and mental health.
 An activity an organization engages in that is designed to identify and assist in preventing
or correcting specific health problems, health hazards, or negative health habits falls
under wellness program.
 The most prevalent examples of such programs are those emphasizing hypertension
identification and control, smoking cessation, physical fitness and exercise, nutrition and
diet control and work personal stress management.
Stress Management Training Program Highlights
• Controlling information overload
• The tool for staying calm and in focus despite uncertainty
• Mastering the choice and change challenge
• Reduced stress through improved organization
• Saving time and reducing stress with improved listening
• How to reduce stress in others
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69. Stress Management
• How to create important time just for you
• More stability & happiness from areas you can control
• Avoiding the "As Soon As Trap"
STRESS MANAGEMENT TRAINING STRESS MANAGEMENT TRAINING
BENEFITS TO THE ORGANIZATION BENEFITS TO THE INDIVIDUAL
Reduced negative organizational stress Reduced personal stress
Increased individual productivity and
•
responsibility
Improved decision making
Better team communications and morale
Retention of valued employees
Increased productivity
Improved customer satisfaction
Connecting better to family & friends
More value, balance & happiness every day
3.2.16 Report about stress management
 A report from the Industrial Society, Occupational Stress, published earlier in 2001
showed that almost 70% of people surveyed cited difficulty in balancing work and home
demands as a significant contributing factor to occupational stress. Nearly 50% reported
unrealistic deadlines and the consequent time pressure as a factor. More than 40%
identified poor communications as a factor in raising stress levels.
other timings
86% of respondents considered that stress was a problem in their organisation - 36%
rating it as being significantly so.
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70. Stress Management
79% identified increased absence as the main symptom of stress in an employee.
 53% regard stress as something an organisation can address proactively.
95% view supportive managers as the workplace factor most likely to help employees
cope with stress.
Pat McGuinness, an occupational health expert, said, "Employees need to feel they can
talk about stress without fear of recrimination. In this way companies get a more accurate
picture of negative processes, practices and bad job design which compromise employee
performance. Successfully identifying and removing causes of negative stress brings real
benefits."
The following were identified as positive measures for reducing stress:
• good employee communication (68%)
• realistic deadlines (53%)
• empowering staff (32%)
• a 'no blame culture' (45%)
• flexible working arrangements (44%)
• promoting a family
In an April 2000 national opinion poll survey of a randomly selected national
sample of 1,205 adult women, The Gallup Organization found that women have a wide
variety of issues that challenge them as they go about their daily lives. The top seven
categories of most concern to women are:
 Economic situation - 26%.
 Family - 22%.
 Health - 15%.
 Stress, managing their time, getting things done, and balancing their lives - 14%.
 Jobs and career - 8%.
 Education and schooling (for both themselves and their children) - 7%.
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71. Stress Management
4. ANALYSIS AND INTERPRETATION
There are approximately say 500 employees working in SYNDICATE BANK out of
which 40 non executives are taken as sample size for the survey. A questionnaire
consisting of 17 questions were distributed to them. The analysis and interpretation are as
follows:
“Do you have enough time to perform your work without any disturbance?”
Table No – 4.1
Enough time to perform work Yes No Can’t say
without any disturbance
%age 55 20 25
60
50
40
30 %age
20
10
0
Yes No Can't say
Interpretation
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72. Stress Management
The table shows whether employees are able to do their work in the given time
without any disturbance. From the data collected it can be analyzed that 55.00% say yes,
20.00% say no& 25.00% can’t say respectively about the time to work without any
disturbance in bank .
“Do you have enough time to spend with your family?”
Table No- 4.2
Do you have enough time to spend with Yes No Can’t say
your family
%age 72.5 27.5 0
80
70
60
50
40 %age
30
20
10
0
Yes No Can't say
Interpretation
This table shows whether the employees can spend time with their family . From
the data collected it can be analyzed that 72.500% of employees say yes, 27.500% say no
and 0% can’t say respectively about the time schedule which they spend towards their
family.
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73. Stress Management
“Do you get time to attend your personal obligations every day?”
Table No- 4.3
Do you get time to attend your personal Yes No Can’t say
obligations every day
%age 52.5 42.5 5
60
50
40
30 %age
20
10
0
Yes No Can’t say
Interpretation
This table shows whether the employees can spend time to attend their personal
obligations. From the data collected it can be analyzed that 52.500% say yes, 42.500%
say no and 5.00% can’t say respectively about the time which they spend for their
personal obligations.
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74. Stress Management
“Do you tend to get angry when you get interrupted at work?”
Table No- 4.4
Do you tend to get angry when you get Yes No Can’t say
interrupted at work
%age 72.5 27.5 0
80
60
40 %age
20
0
Yes No Can't say
Interpretation
This table shows about the employees anger schedule when they are interrupted
at work. From the data collected it can be analyzed that 72.500% say yes, 27.500% say no
and 0% can’t say respectively about their anger schedule when interrupted at work.
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75. Stress Management
“When you are asked to do something unplanned, do you respond angrily?”
Table No- 4.5
Asked to do something unplanned, do Yes No Can’t say
you respond angrily
%age 52.5 22.5 25
60
50
40
30
%age
20
10
0
Yes No Can't say
Interpretation
This table shows about the angry schedule when employees are asked to do
something unplanned. From the data collected it can be analyzed that 52.500% say yes
22.500% say no and 25.00% can’t say respectively about their anger when they asked to
do something unplanned.
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76. Stress Management
“Do you respond in a positive manner when asked to do something for which you
lack training?”
Table No- 4.6
Respond in a positive manner when Yes No Can’t say
asked to do something for which
training is lacking
%age 30 70 0
70
60
50
40
30 %age
20
10
0
Yes No Can't say
Interpretation
This table shows about the employees response when they are asked to do
something in which they are lack in training. From the data collected it can be analyzed
that 30.00% say yes, 70.00% say no and 0% can’t say respectively about their response
when asked to do something in which they lack training.
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77. Stress Management
“When you are given an unexpectedly heavy work at bank, do you get tensed?”
Table No-4. 7
When asked to do heavy work at bank, Yes No Can’t say
do you tensed
%age 62.5 25 12.5
70
60
50
40
30 %age
20
10
0
Yes No Can't say
Interpretation
This table shows whether the employees get tensed when they are given to do an
unexpectedly heavy work at bank. From the data collected it can be analyzed that
62.500% say yes, 25.00% say no and 12.500% can’t say respectively when they are asked
to do heavy work at bank unexpectedly.
“Are you happy with your pay-package?”
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78. Stress Management
Table No- 4.8
Are you happy with your pay-package Yes No Can’t say
%age 67.5 32.5 0
70
60
50
40
30 %age
20
10
0
Yes No Can't say
Interpretation
This table shows about the employees satisfaction towards the pay-package. From
the data collected it can be analyzed that 67.500% say yes, 32.500% say no and 0% can’t
say respectively about their satisfaction towards the pay-package.
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79. Stress Management
“Do you feel stressed because banking job is monotonous?”
Table No-4. 9
Stressed because banking job is Yes No Can’t say
monotonous
%age 52.5 30 17.5
60
50
40
30
%age
20
10
0
Yes No Can't say
Interpretation
This table shows the feeling of employees whether their banking job is
monotonous . From the data collected it can be analyzed that 52.5.00% say yes, 30.00%
say no and 17.5.00% can’t say respectively about their feeling towards job.
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