A Study on

Impact of Stress on Employee

Performance

Final Project Report

Submitted in partial fulfillment of the requirements

For the Degree of
Bachelor of Business Administration (BBA)

Date of Submission :
Submitted by : Rakesh
Class : BBA 5th sem.
Roll No :
 Faculty Comments

Name of Faculty :
Signature of Faculty :
Date of Presentation :
Date of Checking :
Comments :__________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

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 Declaration

I RAKESH , BBA third year student of HINDU COLLEGE , hereby declare that the
research project report entitled “A Study on Impact of Stress on Employee
Performance.” is an original research work and same has not been submitted to any
other institute for the award of other degree. A summer training project report was
submitted on and the suggestions as approved by the faculty were duly
incorporated.

Signature of Faculty Signature of Candidate

(Ms. Yogita Girdhar) (Rakesh)

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 Preface

The study of human resource management is one of the major criteria in the corporate
sector. Human resource is the heart of the organization. By this research project we will
be able to know to reduce the stress level of the employees working in the bank. By this
way the productivity of the employee increases.

Now a day the corporate sector is booming in a high speed that the people have to work
for prolonged hours to maintain the standard of living and achieve their basic needs. So
is the condition in the hospitals, colleges, BPO’s, companies, firms and lots of other
places. In spite of having the modern technologies and facilities, people are feeling
themselves to be work loaded and stressed. Stress arises because of many reasons
which are discussed in the following project. The project report also contain techniques
how to reduce the stress and overcome such problems.

To identify the level of stress among the people who work I have tried to survey the
people working in hospitals, BPO’s and other industries as well as institutes. Stress
arises because of unfulfilled wants, lack of job satisfaction etc.

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 Acknowledgements

Perseverance, inspiration and motivation have always played a key role in success of
any venture. In the present word of competition there is a race of existing in which
those who are having willed to come forward succeed. Project is like a bridge between
theoretical and practical working. With willing I join this particular project.

To design and compare a project report is very laborious work, which no student can
complete without taking any help from any professional.

First of all I would like to thank the supreme power of almighty GOD who is obviously
the one who has always guided us to work on right path of our life. Next I would like to
thank my Parents whom greatly indebted for having me brought me love and
encouragement of this stage.

I express my deep gratitude to my guide, Assistant professor Ms.Yogita Girdhar for

her invaluable guidance during the project. I am also thankful to the staff members for
their encouragement & cooperation in this successful completion of my project.

In all it was really good learning process for me to work in this organization as it has
given me a lot of confidence to look forward in future.

Rakesh
BBA

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 TABLE OF CONTENTS

1 INTRODUCTION ................................................................................................................................ 1
1.1 SYMPTOMS OF STRESS .................................................................................................................. 2
1.2 SOURCES/CAUSES OF STRESS ....................................................................................................... 2
1.3 SIGNIFICANCE OF THE STUDY ....................................................................................................... 4
1.4 REVIEW OF EXISTING LITERATURE .............................................................................................. 5
1.5 CONCEPTUALIZATION................................................................................................................. 10
1.6 FOCUS OF THE PROBLEM ............................................................................................................ 16
1.7 OBJECTIVES OF THE STUDY ........................................................................................................ 18
1.8 HYPOTHESES .............................................................................................................................. 19
2 RESEARCH METHODOLOGY .......................................................................................................21
2.1 RESEARCH DESIGN ..................................................................................................................... 22
2.2 UNIVERSE & SURVEY POPULATION ............................................................................................ 24
2.3 SAMPLE ...................................................................................................................................... 25
2.4 COLLECTION OF DATA ............................................................................................................... 26
2.5 ANALYSIS PATTERN ................................................................................................................... 27
3 ABOUT CONCEPT OF THE PROJECT .........................................................................................28
3.1 WHAT IS STRESS......................................................................................................................... 33
3.2 GOOD STRESS V/S BAD STRESS: .................................................................................................. 35
3.3 COPING WITH STRESS AT WORK PLACE ...................................................................................... 36
3.4 STRESS MANAGEMENT ............................................................................................................... 38
3.5 LAUGHTER ................................................................................................................................. 39
3.6 WORKPLACE STRESS .................................................................................................................. 41
3.7 HEALTH AND HEALTHCARE UTILIZATION .................................................................................. 42
3.8 CAUSES OF WORKPLACE STRESS................................................................................................ 43
3.9 SIGNS OF WORKPLACE STRESS ................................................................................................... 44
3.10 PREVENTION............................................................................................................................... 44
3.11 REDUCE YOUR STRESS ............................................................................................................... 45
3.12 RATIONAL THINKING ................................................................................................................. 47
3.13 POSITIVE THINKING & OPPORTUNITY SEEKING.......................................................................... 48
4 DATA ANALYSIS & INTERPRETATION .....................................................................................50
4.1 QUESTIONNAIRE ANALYSIS ........................................................................................................ 51
5 LIMITATIONS OF THE STUDY .....................................................................................................63
6 CONCLUSION ....................................................................................................................................64
7 SUGGESTIONS & RECOMMENDATIONS...................................................................................65
8 BIBLIOGRAPHY................................................................................................................................67
9 ANNEXURE ........................................................................................................................................68

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1 Introduction

Over the past few decades stress is emerging as an increasing problem in organizations. 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. (Selye, 1936) first introduced the idea of stress in to the life science. He defined stress
as the force, pressure, or tension subjected upon an individual who resists these forces and
attempt to uphold its true state. Basically what is stress? The HSE (Health Safety Executive Uk)
defines stress is an undesirable response people have to tremendous pressures or other types of
demands placed upon them.

Stress arises when they worry they cannot deal with. Some stress can be good, and some can be
bad. HSE distinguishes between stress and pressure. Pressure is seen as positive and something
that actually helps improve our performance. We all need a certain amount of pressure to
perform well - ask any athlete, actor or actress. However, the problems arise when the sources
of pressure become too frequent without time to recover, or when just one source of pressure is
too great for us to cope with.

Stress can be understood more comprehensively as, it is a condition which happens when one
realizes the pressures on them, or the requirements of a situation, are wider than their
recognition that they can handle. If these requirements are huge and continue for a longer
period of time without any interval, mental, physical or behavioral problems may occur,
(Health &Safety Executive UK). Stress has a positive effect on employees of any organization
but up to a certain extent up to which an employee can cope with it, mostly it exceeds the
bearable limits and has a negative result on employees. This is the base of the research study

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which has not yet been conducted in India. A lot of work has been conducted outside India.
Number of studies has been conducted in different area of world but a huge gap exists in third
world countries like India. The purpose of this study is to examine stress in employees of
banking sector of India.

Employees stress is a growing concern for organizations today. Stress can be defined as a lively
circumstance in which people face constraints, opportunities, or loss of something they desire
and for which the consequence is both unpredictable as well as crucial. Stress is the response of
people to the unreasonable/excessive pressure or demands placed on them.

Stress is not always negative. It may also bring out the best in individuals at times. It may
induce an individual to discover innovative and smarter way of doing things. This positive
dimension of stress is called as enstress. But usually, the term stress has a negative implication
and this negative aspect of stress is termed as distress. For instance - When a subordinate is
harassed or warned by his superior, unhappiness of unsuitable job, etc. We can say that “Stress
causes some people to break, and other to break records.”

1.1 Symptoms of Stress

Some of the symptoms of stress at workplace are as follows-

 Absenteeism, escaping from work responsibilities, arriving late, leaving early, etc.
 Deterioration in work performance, more of error prone work, memory loss, etc.
 Cribbing, over-reacting, arguing, getting irritated, anxiety, etc.
 Deteriorating health, more of accidents, etc.
 Improper eating habits (over-eating or under-eating), excessive smoking and drinking,
sleeplessness, etc.

It is thus very essential to have effective stress management strategies in an organization so that
the detrimental repercussions of stress on the employees as well as their performance can be
reduced and controlled.

1.2 Sources/Causes of Stress

The factors leading to stress among individual are called as stressors. Some of the
factors/stressors acting on employees are-

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1. Organizational factors- With the growth in organizational stress and complexity,
there is increase in organizational factors also which cause stress among employees.
Some of such factors are-
a. Discrimination in pay/salary structure
b. Strict rules and regulations
c. Ineffective communication
d. Peer pressure
e. Goals conflicts/goals ambiguity
f. More of centralized and formal organization structure
g. Less promotional opportunities
h. Lack of employees participation in decision-making
i. Excessive control over the employees by the managers
2. Individual factors- There are various expectations which the family members, peer,
superior and subordinates have from the employee. Failure to understand such
expectations or to convey such expectations lead to role ambiguity/role conflict which
in turn causes employee stress. Other individual factors causing stress among
employees are inherent personality traits such as being impatient, aggressive, rigid,
feeling time pressure always, etc. Similarly, the family issues, personal financial
problems, sudden career changes all lead to stress.
3. Job concerning factors- Certain factors related to job which cause stress among
employees are as follows-
a. Monotonous nature of job
b. Unsafe and unhealthy working conditions
c. Lack of confidentiality
d. Crowding
4. Extra-organizational factors- There are certain issues outside the organization which
lead to stress among employees. In today’s modern and technology savvy world, stress
has increased. Inflation, technological change, social responsibilities and rapid social
changes are other extra-organizational factors causing stress.

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1.3 Significance of the Study

Every project carried out has its significance .There is always a motive behind it. After the
project is completed, we can found some results, some recommendation and some conclusion,
which are very helpful for the company as well as for individual.

A person experiences stress when they perceive that the demands of their work are greater than
their ability to cope. Coping means balancing the demands and pressures placed on you (i.e. the
job requirements) with your skills and knowledge (i.e. your capabilities). For example, if you
give a member of your team a tight deadline on a project they feel they have neither the skills
nor ability to do well, they may begin to feel undue pressure which could result in work related
stress. This project “A Study on Impact of stress on Employee Performance” explains that how
dose an employee gets affected with stress.

Job stress comes in different forms and affects your mind and body in different ways. Small
things can make you feel stressed, such as a copy machine that never seems to work when you
need it or phones that won't quit ringing. Major stress comes from having too much or not
enough work or doing work that doesn't satisfy you. Conflicts with your boss, coworkers, or
customers are other major causes of stress.

It's normal to have some stress. Stress releases hormones that speed up your heart, make you
breathe faster, and give you a burst of energy. Stress can be useful when you need to focus on
or finish a big project.

The significance of study is:

 To study the causes of stress among employees
 To analyze the level of stress on employees
 To study the effects of stress on the health of employees
 To study the effect of stress on productivity of an organization
 To study the effect of over load on the stress level of bank employees
 To analyze the importance of interventional strategies at organizational level to manage
stress among bank employees
 To study the role of stress in interpersonal relationship
 To study effectiveness of stress management programme organized by the banks

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1.4 Review of Existing Literature

1. Money stress is a productivity killer at work

Source: http://www.reuters.com/article/us-usa-employment-productivity

Everyone knows worrying about money can make it harder to do your job. But recent research
suggests it is costing some employees more than two work weeks a year in productivity.

That is more than just some morning fog before the second cup of coffee kicks in. And it is a
cause of what workplace gurus call "presenteeism" - where you are at work but not fully
functioning due to illness or severe stress - which accounts for more lost time than actual sick
days, when people are fully absent from their jobs.

Workers who say money concerns keep them from doing their jobs lost 12.4 days due to
presenteeism in 2015, and just 3.5 days to absence, according to a new study on financial
worries from Willis Towers Watson, a leading benefits firm.

"With a lot of desk jobs, you can fade away for a few hours, but those hours have to be made up
in some capacity. It starts to compound," says Steve Nyce, a senior economist for Willis
Towers Watson, who led the study.

Figuring out the dollar cost of this lost productivity is tricky, so most calculations are done by
lost hours on the job, says Debra Lerner, a professor at Tufts Medical Center in Boston, who is
one of the leading scholars on presenteeism.

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 2. Job stress and performance

Source: http://tejas.iimb.ac.in/articles/24.php

Job stress is a common problem across occupations and it impacts job performance. Although
most contemporary studies highlight the negative effect of stress on job performance (distress),
mild stress is known to enhance an employee's performance (eustress). It is necessary to take a
holistic picture of antecedents to job stress by including the effects of personality,
organisational factors and the work- family interaction in the perception of job stress. This
article defines stress, examines whether it has a positive or a debilitating effect on performance
before providing managers with techniques to manage their occupational stress as well as to
deal with the stress levels of their subordinates.

Occupational stress has become a common problem throughout the industrial world. Over the
years its prevalence has increased, thus affecting the individual's mental health and well being.
In order to understand its effect on health, it becomes important to define 'health' itself. The
World Health Organization (WHO) terms health1 as a 'state of complete physical, mental and
social well-being and not merely the absence of disease or infirmity'. In more recent years, this
statement has been modified to include the ability to lead a 'socially and economically
productive life.

Research in organizational behavior has shown that an individual could suffer from significant
health complications backaches, headaches, gastrointestinal disturbances, anxiety and
depression amongst others - if subjected to stress over a long time. Behavioral changes in the
form of excessive tobacco smoking and alcohol consumption, nervous disorders, heart diseases,
diabetes, obesity etc are also related to stress. Job dissatisfaction is known to lead to job stress,
which in turn reduces the productivity.

Over the years, a lot of research has been carried out in the realm of work place stress and it has
been emphatically proven that intense or prolonged stress leads to a negative impact on one's
mental and physical well being. Even though a fair degree of stress may be felt in all
occupations, some work places have been known to experience more stress compared to others.

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 3. Work stress reduces the performance of employees

Source: http://www.statcan.gc.ca/pub/75-001-x/2007112/article/10466-eng.pdf

Work stress is defined as the harmful physical and emotional responses that occur when job
requirements do not match the worker’s capabilities, resources, and needs (National Institute of
Occupational Safety and Health 1999). It is recognized world-wide as a major challenge to
individual mental and physical health, and organizational health (ILO 1986). Stressed workers
are also more likely to be unhealthy, poorly motivated, less productive and less safe at work.
And their organizations are less likely to succeed in a competitive market.

By some estimates work-related stress costs the national economy a staggering amount in sick
pay, lost productivity, health care and litigation costs (Palmer et al. 2004). Work stress can
come from a variety of sources and affect people in different ways. Although the link between
psycho-social aspects of the job and the health and well-being of workers has been well
documented (Dollard and Metzer 1999), limited work has been done on the effects of distinct
stressors on job performance. As well, various protective factors can prevent or reduce the
effects of work stress, and little research has been done toward understanding these mitigating
individual and organizational factors.

One important source of work stress is job strain. According to the demand/control model
(Karasek 1979), job strain is determined by the interactions between psychological demands
and decision latitude (see Work stress). The first dimension, the psychological demands on the
worker, relate to pace and intensity, skills required, and the ability to keep up with colleagues.
The second dimension relates to the degree of creativity versus repetition, as well as the extent
of freedom and responsibility to decide what to do and when to do it (Lindström 2005). Four
work environments can then be derived: high-strain jobs, active jobs, low-strain (relaxed) jobs,
and passive jobs.

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 4. How can Stress Affect Your Work Performance?

Source: http://www.sciedu.ca/journal/index.php/bmr/article/viewFile/6496/3992

Previous researches have focused on the effect of work stress on people’s health in
organizations. Studies have indicated that a relationship between work stress and high blood
pressure and cholesterol level in the blood (Caplan R.D., & Jones, K.W. 1975). This may lead
to heart disease and intestinal ulcers and arthritis. There may be a direct correlation between
work stress and cancer (Bummer K. & B.H. Newberry, 1980). Experts pointed out that
psychological stress and the competitive situation at work has increased the risk of heart nearly
doubled.

The experts noted in their study published in the journal of epidemiology and community
health, "that 80% of men are more prone to heart attacks if faced with conflict or psychological
pressures at work during the previous 12 months. The risk will increase if they are more
affected by this pressure. As for women, the researchers noted that the change in financial
conditions increases the chances of contracting heart attack about three times, and face the
more severity if greater responsibilities and workloads they have to do, especially if they do not
enjoy it, and as a result of that it is considered workloads and responsibilities as a negative
issue.

Stavroula Leka (2003) has indicated that stress results from a mismatch between the demand
and pressures on the person, on one hand, and their knowledge and abilities, on the other. It
challenges their ability to cope with work. This includes not only situations where the pressures
of abilities are not sufficiently utilized and that is a problem for them. Work stress reflects poor
compatibility between the individual and the situations that one may face in the vicinity of the
work. work exceeds the worker’s ability to cope but also where the worker’s knowledge and

The most important causes of work stress led most organizations to apply the policy of
privatization. The consequence of such act is the tendency of most organizations to downsizing
in pursuit of efficiency, cost reduction, and production improvement. In all these cases the
individual is exposed to stress as a result of its adoption of some decisions that will determine
their future job career. It is believed that individual general responses to compactor events
follow a consistent pattern, called General Adaptation Syndrome (GAS) of concurrent uses

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(Hans S. 1936). The word “General” is intended to be used as defensive reaction to any of the
causes of stress which has effects on various parts of the body either physiological or
psychological.

“Adaptation” means that motivation triggers that occur in the body, is to help the individual to
cope or deal with the causes of stress. The word syndrome means that defensive reactions
(symptoms) of the body appear or occur simultaneously. Both reactions occur in three distinct
phases: First phase (warning or alert to the hazard), second phase (resistance), and third phase
(exhaustion). Third phase occurs if the person cannot overcome the causes of stress. This will
lead to awaken defense and resistance to diseases and stress like headache, high blood pressure,
ulcers, and heart attacks. The last phase is considered.

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 5. Impact of Job Related Stress on Employee Performance

Source: http://iosrjournals.org/iosr-jbm/papers/Vol16-issue11/Version-
5/A0161150106.

Stress is many times misunderstood and misinterpreted resulting into avoidable problems. It is
therefore important to understand the stress well before thinking of managing it. The definition
of stress has changed over the years. Initially it was considered as environmental pressure, then
strain within the person.

Stress is a psychological and physical state that results when the resources of the individual are
not sufficient to cope with the demands and pressures of the situation. Thus, stress is more
likely in some situations than others and in some individuals than others (Michi, 2002). Stress
is defined as a response to a demand that is placed upon a person.

It can be simply understood as “a condition where one experiences a gap between the present
and desired state.” Merriam Webster (1998) defined stress as a physical, chemical or emotional
factor that causes bodily or mental tension and may be a factor in disease causation. It is a
normal reaction when the brain recognizes a threat. When the threat is perceived, the human
body releases hormones that activate its “fight or flight” response.

Psychologist Richard S. Lazarus described stress as “a condition or feeling that a person

experiences when s/he perceive that the demands exceed the personal and social resources the
individual is able to mobilize.” Beehr (1976) defined stress in very general terms as „anything
about an organizational role that produces adverse consequences for the individual‟. For most
people, stress is a negative experience.

However Lazarus (1991) argued that, stress is a transaction, a dynamic process, that keeps on
changing according to the role played by stress moderators with the changing external
economic and financial environment in different societies. Hans Seyle (1956) cited in Sengupta
(2007), one of the founding fathers of stress research, first introduced the term “stress” to
describe physical and psychological responses to severe conditions or influences.

1.5 Conceptualization

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A lot of research has been conducted into stress over the last hundred years. Some of the
theories behind it are now settled and accepted; others are still being researched and debated.
During this time, there seems to have been something approaching open warfare between
competing theories and definitions: Views have been passionately held and aggressively
defended.

What complicates this is that intuitively we all feel that we know what stress is, as it is
something we have all experienced. A definition should therefore be obvious…except that it is
not.

While some workplace stress is normal, excessive stress can interfere with your productivity
and impact your physical and emotional health. And your ability to deal with it can mean the
difference between success and failure.

You can’t control everything in your work environment, but that doesn’t mean you’re
powerless even when you’re stuck in a difficult situation. Finding ways to manage workplace
stress isn’t about making huge changes or rethinking career ambitions, but rather about
focusing on the one thing that’s always within your control.

When stress at work interferes with your ability to perform in your job, manage your personal
life, or adversely impacts your health, it’s time to take action. Start by paying attention to your
physical and emotional health. When your own needs are taken care of, you’re stronger and
more resilient to stress. The better you feel, the better equipped you’ll be to manage work stress
without becoming overwhelmed.

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Taking care of yourself doesn’t require a total lifestyle overhaul. Even small things can lift your
mood, increase your energy, and make you feel like you’re back in the driver’s seat. Take
things one step at a time, and as you make more positive lifestyle choices, you’ll soon notice a
reduction in your stress levels, both at home and at work.

When job and workplace stress threatens to overwhelm you, there are simple steps you can take
to regain control over yourself and the situation. Your newfound ability to maintain a sense of
self-control in stressful situations will often be well-received by coworkers, managers, and
subordinates alike, which can lead to better relationships at work. Here are some suggestions
for reducing job stress by prioritizing and organizing your responsibilities.

Even if you’re in a job where the environment has grown increasingly stressful, you can retain
a large measure of self-control and self-confidence by understanding and practicing emotional
intelligence. Emotional intelligence is the ability to manage and use your emotions in positive
and constructive ways. When it comes to satisfaction and success at work, emotional
intelligence matters just as much as intellectual ability. Emotional intelligence is about
communicating with others in ways that draw people to you, overcome differences, repair
wounded feelings, and defuse tension and stress.

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Here are 10 things that are stressing your employees and how to fix them:

1. Their paychecks

Since many people live paycheck to paycheck and don't have a cushion in case of layoff, many
employees worry if they'll be paid on time.

 How to fix it: Educate your employees quarterly on the financial stability of the
company and what they can expect in the coming month. There should never be
surprises for employees when it comes to their paychecks.

2. Their jobs

Do they have a future at the company? Will they be promoted and get a raise? Or will they be
laid off at the first downturn? It's difficult, especially for older employees, to get another job
during times of high unemployment.

 How to fix it: Review employee job performance and career expectations informally
on a quarterly basis. Again, there should be no surprises.

3. What the boss thinks

The manager comes into the office one day in a bad mood and every employee wonders if he or
she is the cause. This can be especially worrisome if the manager always favors certain
employees over others.

 How to fix it: As a business owner, you need to assure employees that issues outside
the office aren't a reflection on them. Also, don't choose favorites—play fair with all
your employees.

4. Fulfilling unrealistic expectations

Many employees want to work hard, but worry about their lack of control over how and when
the work is performed. They feel pressures from what they believe are unrealistic expectations.

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  How to fix it: The manager needs to set objectives for the employee, but then let the
employee control the manner in which they are achieved. (In other words, stop
micromanaging.)

5. Their personal lives

Employees are worried about their families, what others think and what people are saying about
them in social media updates.

 How to fix it: As long as work is getting done, don’t monitor infrequent use of cell
phones and social media at work. Employees will "sneak a peek" anyway.

6. Coworker drama

All employees aren't going to get along. And some workers believe others are holding them
back from getting the job done.

 How to fix it: Pay special attention to how the team works together, not just how
employees perform as individuals. Identify team leaders who can foster teamwork.

7. They don’t like their physical environment

They have no private space at work. This is bec oming increasingly common for open
workspace offices.

 How to fix it: While it may not always be possible or desirable to give every employee
a private workspace, there should be some location at work (like a locker) that only that
employee can access.

8. Long commutes

Some employees come to work already stressed because of traffic or other commuting hassles.

 How to fix it: If possible, hire people who live closer to work. For people who don't,
try adjusting their schedules so they're not commuting during rush hour. You can also
test to see if working at home, at least part time, would be effective.

14
9. Their health (or their high insurance deductibles)

Employees worry about their weight, appearance and other health issues, as well as the cost of
healthcare.

 How to fix it: Let employees choose their level of insurance coverage based on what
they need and the cost they can afford. Every owner should try to participate in paying
for a portion of employees' healthcare as part of their overall compensation package.
(Also, offering a gym perk could go far to help employees feel better and boost their
productivity.)

10. Long meetings

Employees think that many meetings are either too long or just pointless. During these
meetings, they keep thinking about all the other work they need to get done, and worry about
when they're going to do it.

 How to fix it: Set a time limit to every meeting and always adhere to an agenda that's
set up front. Having attendees stand during meetings will also shorten their length.

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1.6 Focus of the Problem

Stress refers to the strain from the conflict between our external environment and us, leading to
emotional and physical pressure. In our fast paced world, it is impossible to live without stress,
whether you are a student or a working adult. There is both positive and negative stress,
depending on each individual’s unique perception of the tension between the two forces. Not all
stress is bad. For example, positive stress, also known as eustress, can help an individual to
function at optimal effectiveness and efficiency.

Hence, it is evident that some form of positive stress can add more color and vibrancy to our
lives. The presence of a deadline, for example, can push us to make the most of our time and
produce greater efficiency. It is important to keep this in mind, as stress management refers to
using stress to our advantage, and not on eradicating the presence of stress in our lives.

Job stress results from the interaction of the worker and the conditions of work. Views differ on
the importance of worker characteristics versus working conditions as the primary cause of job
stress. The differing viewpoints suggest different ways to prevent stress at work.

According to one school of thought, differences in individual characteristics such as personality

and coping skills are most important in predicting whether certain job conditions will result in
stress-in other words, what is stressful for one person may not be a problem for someone else.
This viewpoint leads to prevention strategies that focus on workers and ways to help them cope
with demanding job conditions.

Although the importance of individual differences cannot be ignored, scientific evidence

suggests that certain working conditions are stressful to most people. Such evidence argues for
a greater emphasis on working conditions as the key source of job stress, and for job redesign
as a primary prevention strategy.

Personal interview surveys of working conditions, including conditions recognized as risk

factors for job stress, were conducted in Member States of the European Union in 1990, 1995,
and 2000. Results showed a trend across these periods suggestive of increasing work intensity.
In 1990, the percentage of workers reporting that they worked at high speeds at least one-fourth
of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000.

16
Similarly, 50% of workers reported they work against tight deadlines at least one-fourth of their
working time in 1990, increasing to 56% in 1995 and 60 % in 2000. However, no change was
noted in the period 1995–2000 (data not collected in 1990) in the percentage of workers
reporting sufficient time to complete tasks.

A substantial percentage of Indians work very long hours. By one estimate, more than 26% of
men and more than 11% of women worked 50 hours per week or more in 2000. These figures
represent a considerable increase over the previous three decades, especially for women.
According to the Department of Labor, there has been an upward trend in hours worked among
employed women, an increase in extended work weeks (>40 hours) by men, and a considerable
increase in combined working hours among working couples, particularly couples with young
children.

This Project report is mainly focused on:

 Knowing the level of satisfaction of Employees working in the companies.

 To determine are they really satisfied or not with their jobs. If not then which stress
factors dissatisfy the Employees and what measures can be taken to satisfy them.
 This project also helps in finding out what are the causes of stress at workplace.

Other areas on which this study focuses are to find out:

 How much Employees are committed to their job?

 What is attitude of Employees towards their job?
 Is stress having any role on performance levels?

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1.7 Objectives of the Study

Objectives of the Study are as follows:

 The objective of the study is to identify the existence of work stress in the organization.

 If YES, then to study the factors causing stress among the employees

 To study the impact and usefulness of Work Stress Management and also to suggest
measures for coping with stress.

 To explain how the job stress factors influencing the performance of the employees
working in companies.

 To find out the modern coping strategies followed by the employer and employee to
overcome their stress for the purpose of improving their performance

 To offer valuable suggestion to improve the stress level of Employees.

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1.8 Hypotheses

A hypothesis is an educated prediction that can be tested. A hypothesis is a specific, testable

prediction. It describes in concrete terms what you expect will happen in a certain
circumstance.

The Purpose of a Hypothesis

A hypothesis is used in an experiment to define the relationship between two variables. The
purpose of a hypothesis is to find the answer to a question - a formalized hypothesis will force
us to think about what results we should look for in an experiment.

The first variable is called the independent variable. This is the part of the experiment that can
be changed and tested. The independent variable happens first and can be considered the 'cause'
of any changes in the outcome. The outcome is called the dependent variable. The independent
variable in our previous example is not studying for a test. The dependent variable that you are
using to measure outcome is your test score.

It is important to remember that your hypothesis must be testable. That is, you can perform a
test of how two variables might be related. This is what you are doing in a real experiment -
you are testing variables. It must also be measurable. If you cannot measure the results, then the
information does not help you explain why a particular outcome occurred. Let's use the
previous example again to illustrate these ideas. The hypothesis is testable because you will
receive a score on your test performance. It is measurable because you can compare test scores
received when you did study and test scores received when you did not study.

A hypothesis should always:

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  explain what you expect to happen
 be clear and understandable
 be testable
 be measurable
 contain an independent and dependent variable

Broadly, there are two categories of hypothesis namely:

 The null hypothesis

The null hypothesis is the basis of an investigation and is usually indicated by H0.
 The alternate hypothesis
 The alternate hypothesis there to explicitly specify the relationship that will be
considered true if in case the research hypothesis proves to be wrong. It is usually
indicated by Ha.
 H0: Employees are suffering from stress on their job.
 Ha: Employees are not suffering from stress.

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2 Research Methodology

Stress is a dynamic condition in which an individual is confronted with an opportunity, demand

or resource related to what the individual desires and for which the outcome is perceived to be
both uncertain and important. This is a complicated definition.

Basically there are two types of methodologies for Job satisfaction measurement: paper based
and internet based. With the appearance of the WWW and electronic mail the Internet has
opened up new glimpse in surveying. Rather, than sending a paper survey, a respondent is now
able to be given a hyperlink to a Web-site, containing the survey or an electronic survey. A
questionnaire is sent to appellant via e-mail possibly as an attachment.

As either an alternative or an adjunct to accepted survey modes such as the telephone, mail, and
face-to-face interviewing, Internet-based surveys offer unique new means. For example: a Web
survey is able to relatively simply cover sounds and multi-media graphics into the survey
instrument. Thus, other features, that were once restricted to more expensive interviewer
assisted modes such as, automatic branching and real-time randomization of survey questions
and answers, can be absorbed into self-administered Web surveys. However not unlike when
phone and electronic surveys were first introduced, concerns exist about whether these Internet-
based surveys are scientifically valid and how they are best conducted. Survey efforts that may
benefit most from a Web survey are those requiring a sample of a specific Internet user
population, with the ability to keep costs low and analyze data rapidly

The greatest strengths of Internet survey data collection are the potential to collect a large
amount of data in almost short amount of time, and the elimination of the cause for researchers
to enter or process the data. After actualizing the questionnaire placing it online, and building
up subjects, a researcher’s primary data collection efforts are complete. Thousands of
respondents can fill out the survey within a matter of hours, and all of these responses can be
automatically inserted into a database such as Microsoft Excel or Access. Data from web-based
questionnaires can also be automatically validated; for example: if a data value is entered in an
incorrect format, or outside a defined range, the web-based program can return an error
message requesting the respondent to enter the data correctly and resubmit the questionnaire. If
such validation capabilities are used, the researcher need not worry about issues of missing or

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out-of-range responses, and can proceed directly to preliminary analysis of the data.Internet
surveys are clearly going to continue to grow in popularity as the problems of coverage bias
and unfamiliarity with the Internet subside. For the foreseeable future there will be people who
will lack Internet access either by choice or circumstance though this will be less and less of an
issue. Additionally the tools for conducting Web-based surveys will continue to grow in
sophistication and ease of use as will our knowledge on how best to employ this survey
methodology.

In addition to its efficiency, web-based data collection can be remarkably flexible, allowing
such bells and whistles as randomization of question order and complicated skip patterns.
Researchers can also tailor each questionnaire to individual respondents. For example, a
graduate student at the University of Georgia used a web-based questionnaire to collect data on
courtship patterns. The first two screens of the questionnaire gathered background data about
the subject’s relationship.

“RESEARCH IS SYSTEMATIC EFFORTS TO GAIN KNOWLEDGE.”

Research methodology is a way to systematically solve the research problem. It may refer to a
search of knowledge scientifically or we can say the search for knowledge through objective
and Systematic method of finding solution to a problem is research.

Stress is not necessarily bad in and of itself. Although stress is typically discussed in a negative
context, it also has a positive value. It’s an opportunity when it offers potential gain. Consider
for example, the superior performance that an athlete or stage performer gives in “clutch”
situations. Such individuals often use stress positively to rise to the occasion and perform at or
near their maximum. Similarly, many professionals see the pressures of heavy workloads and
deadlines as positive challenges that enhance the quality of their work and the satisfaction the
get from their job.

2.1 Research Design

A research design is the "blue print" of the study. The design of a study defines the study type
(descriptive, correlation, semi-experimental, experimental, review, meta-analytic) and sub-type
(e.g., descriptive-longitudinal case study), research question, hypotheses, independent and

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dependent variables, experimental design, and, if applicable, data collection methods and a
statistical analysis plan. Research design is the framework that has been created to seek answers
to research questions.

“A RESEARCH DESIGN IS THE FRAMEWORK OR PLAN FOR A STUDY WHICH IS

USED AS A GUIDE IN COLLECTING AND ANALYZING THE DATA COLLECTED.”

In this project Descriptive research design is used because it describes new ideas and events.
It is flexible and easily modify in nature.

Descriptive research design

Descriptive research includes surveys and fact-findings enquiries of different kinds. The major
purpose of descriptive research is description of the state of affairs, as it exists at present.

Descriptive research does not fit neatly into the definition of either quantitative or qualitative
research methodologies, but instead it can utilize elements of both, often within the same study.
The term descriptive research refers to the type of research question, design, and data analysis
that will be applied to a given topic. Descriptive statistics tell what is, while inferential statistics
try to determine cause and effect.

In this project I have used Descriptive and Analytical research design.

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2.2 Universe & Survey Population

Universe
The universe consists of all survey elements that qualify for inclusion in the research study. The
precise definition of the universe for a particular study is set by the research question, which
specifies who or what is of interest. The universe may be individuals, groups of people,
organizations, or even objects.

Here in this project the Universe Population is employees of various companies like: BPO’s,
software, FMCG etc.

Collection of Data

Primary source Questionnaire method

Secondary source Internet

Magazines, Books

Research method Descriptive

Universe Various Company employees

Sample Plan

Sampling Unit Employees (Individual)

Sampling Size 20

Sampling Technique Non-Probability (Convenience Sampling)

Research Instrument Questionnaire / Literature / Articles

Analysis Pattern Tables

Pie chart

Content Pattern Questionnaire Analysis

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2.3 Sample

Sampling may be designed as the selection of some part of an aggregate on totality on the basis
of which a judgment about the totality is a process of obtaining information about an entire
population by examination only a part of it.

Sampling size in this project is 20

Methods of Sampling
1. Simple random sampling

In this case each individual is chosen entirely by chance and each member of the population has
an equal chance, or probability, of being selected. One way of obtaining a random sample is to
give each individual in a population a number, and then use a table of random numbers to
decide which individuals to include.1

2. Systematic sampling

Individuals are selected at regular intervals from a list of the whole population. The intervals
are chosen to ensure an adequate sample size. For example, every 10th member of the
population is included. This is often convenient and easy to use, although it may also lead to
bias for reasons outlined below.

3. Stratified sampling

In this method, the population is first divided into sub-groups (or strata) who all share a similar
characteristic. It is used when we might reasonably expect the measurement of interest to vary
between the different sub-groups. Gender or smoking habits would be examples of strata. The
study sample is then obtained by taking samples from each stratum.

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2.4 Collection of Data

To achieve the objectives, the primary as well as secondary source of data is used. The data
were collected through the various methodical techniques in the present project work.

TYPES OF DATA COLLECTION

There are two types of data collection are:

PRIMARY DATA SECONDARY DATA

Questionnaire method Internet

Interview method Company brochures

Company websites

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2.5 Analysis Pattern

Analysis of data refers to the analyzing and interpreting the data collected. The primary data is
collected through questionnaire, personal observation and the collected data is analyzed through
graphical representation with the help of:

 Bar Diagrams

 Pie Charts, tables etc

 Graphs

 Interpretation

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3 About Concept of the Project
The aim of this project is to provide information to all members of staff about stress, its
common causes and effects and to identify actions that can be taken to lessen the harmful
effects of prolonged stress. Stress can be caused by internal or external factors to the
workplace and this guide aims to provide members of staff with information on how to reduce
stress and where to seek help. This guide should be read in conjunction with the Occupational
Stress Policy.

A measure of pressure can be beneficial especially when it helps to motivate and stimulate an
individual, however it can become a problem if the stressors become more than a person can
comfortably tolerate, thereby causing distress. The result of this is often ill health and a
decrease in self-confidence, work efficiency and performance. Therefore, the early recognition
of an individual’s distress, with effective remedial action, can benefit not only the individual
concerned but also the workplace.

Stress is normally experienced when a person believes that demand/pressure is exceeding their
capacity to cope. Essentially, this reaction is experienced when a person finds it difficult to
handle the pressures placed upon him/her. A stress reaction is an individual response and what
may constitute stress for one individual may not be stressful for another; similarly the type and
severity of stress response varies from one individual to another.

There are varying sources of stress such as family concerns, personal relationships, workplace
relationships, work you are unable to complete or are ill equipped/trained to do, financial
worries, personal and family ill health, workload and ability to cope with it, etc. Even positive
events can be stressful, e.g. holidays, weddings and moving house.

Hans Selye was one of the founding fathers of stress research. His view in 1956 was that “stress
is not necessarily something bad – it all depends on how you take it. The stress of exhilarating,
creative successful work is beneficial, while that of failure, humiliation or infection is
detrimental.” Selye believed that the biochemical effects of stress would be experienced
irrespective of whether the situation was positive or negative.

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Since then, a great deal of further research has been conducted, and ideas have moved on.
Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term
effects. These effects have rarely been observed in positive situations.

The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is
that stress is a condition or feeling experienced when a person perceives that “demands exceed
the personal and social resources the individual is able to mobilize.” In short, it's what we feel
when we think we've lost control of events.

This is the main definition used by this section of Mind Tools, although we also recognize that
there is an intertwined instinctive stress response to unexpected events. The stress response
inside us is therefore part instinct and part to do with the way we think.

The types of stress are as follows

Mechanical

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

Biological

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

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

Music

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

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Other

 Stress (game), card game

 Stress (linguistics), phonological use of prominence in language

Stress (physics), the average amount of force exerted per unit area.

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

Where

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

Is the force acting over the area .

 Chronic Stress

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

Symptoms of chronic stress can be:

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

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

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There are a variety of methods to control chronic stress, including exercise, healthy diet, stress
management, relaxation techniques, adequate rest, and relaxing hobbies.

Ensuring a healthy diet containing magnesium may help control or eliminate stress, in those
individuals with lower levels of magnesium or those who have a magnesium deficiency.
Chronic stress can also lead to a magnesium deficiency, which can be a factor in continued
chronic stress, and a whole host of other negative medical conditions caused by a magnesium
deficiency.

It has been discovered that there is a huge upsurge in the number of people who suffer from this
condition. A very large number of these new cases suffer from insomnia.

In a review of the scientific literature on the relationship between stress and disease, the authors
found that stress plays a role in triggering or worsening depression and cardiovascular disease
and in speeding the progression of HIV/AIDS.

 Compressive stress

Compressive stress is the stress applied to materials resulting in their compaction (decrease of
volume). When a material is subjected to compressive stress, then this material is under
compression. Usually, compressive stress applied to bars, columns, etc. leads to shortening.

Loading a structural element or a specimen will increase the compressive stress until the reach
of compressive strength. According to the properties of the material, failure will occur as yield
for materials with ductile behavior (most metals, some soils and plastics) or as rupture for
brittle behavior (geometries, cast iron, glass, etc).

In long, slender structural elements, such as columns or truss bars, an increase of compressive
force F leads to structural failure due to buckling at lower stress than the compressive strength.

Compressive stress has stress units (force per unit area), usually with negative values to
indicate the compaction. However in geotechnical engineering, compressive stress is
represented with positive values.

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  Stress in Biological terms

Stress is a biological term which refers to the consequences of the failure of a human or animal
body to respond appropriately to emotional or physical threats to the organism, whether actual
or imagined. It includes a state of alarm and adrenaline production, short-term resistance as a
coping mechanism, and exhaustion. It refers to the inability of a human or animal body to
respond. Common stress symptoms include irritability, muscular tension, inability to
concentrate and a variety of physical reactions, such as headaches and accelerated heart rate.

The term "stress" was first used by the endocrinologist Hans Selye in the 1930s to identify
physiological responses in laboratory animals. He later broadened and popularized the concept
to include the perceptions and responses of humans trying to adapt to the challenges of
everyday life. In Selye's terminology, "stress" refers to the reaction of the organism, and
"stressor" to the perceived threat. Stress in certain circumstances may be experienced
positively. Eustress, for example, can be an adaptive response prompting the activation of
internal resources to meet challenges and achieve goals.

The term is commonly used by laypersons in a metaphorical rather than literal or biological
sense, as a catch-all for any perceived difficulties in life. It also became a euphemism, a way of
referring to problems and eliciting sympathy without being explicitly confessional, just
"stressed out". It covers a huge range of phenomena from mild irritation to the kind of severe
problems that might result in a real breakdown of health. In popular usage almost any event or
situation between these extremes could be described as stressful.

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3.1 What is Stress

Stress refers to the strain from the conflict between our external environment and us, leading to
emotional and physical pressure. In our fast paced world, it is impossible to live without stress,
whether you are a student or a working adult. There is both positive and negative stress,
depending on each individual’s unique perception of the tension between the two forces. Not all
stress is bad. For example, positive stress, also known as eustress, can help an individual to
function at optimal effectiveness and efficiency.

Hence, it is evident that some form of positive stress can add more color and vibrancy to our
lives. The presence of a deadline, for example, can push us to make the most of our time and
produce greater efficiency. It is important to keep this in mind, as stress management refers to
using stress to our advantage, and not on eradicating the presence of stress in our lives.

On the other hand, negative stress can result in mental and physical strain. The individual will
experience symptoms such as tensions, headaches, irritability and in extreme cases, heart
palpitations. Hence, whilst some stress may be seen as a motivating force, it is important to
manage stress levels so that it does not have an adverse impact on your health and relationships.

Part of managing your stress levels include learning about how stress can affect you
emotionally and physically, as well as how to identify if you are performing at your
Optimal Stress Level (OSL) or if you are experiencing negative stress. This knowledge will
help you to identify when you need to take a break, or perhaps seek professional help. It is also
your first step towards developing techniques to managing your stress levels.

Modern day stresses can take the form of monetary needs, or emotional frictions. Competition
at work and an increased workload can also cause greater levels of stress. How do you identify
if you are suffering from excessive stress? Psychological symptoms commonly experienced
include insomnia, headaches and an inability to focus. Physical symptoms take the form of
heart palpitations, breathlessness, excessive sweating and stomachaches.

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What causes stress?

There are many different causes of stress, and that which causes stress is also known as a
stressor. Common lifestyle stressors include performance, threat, and bereavement stressors, to
name a few. Performance stressors are triggered when an individual is placed in a situation
where he feels a need to excel.

This could be during performance appraisals, lunch with the boss, or giving a speech. Threat
stressors are usually when the current situation poses a dangerous threat, such as an economic
downturn, or from an accident. Lastly, bereavement stressors occur when there is a sense of
loss such as the death of a loved one, or a prized possession.

Thus, there are various stressors and even more varied methods and techniques of dealing with
stress and turning it to our advantages. In order to do so, we must learn to tell when we have
crossed the line from positive to negative stress.

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3.2 Good stress v/s Bad stress:

Stress has often been misunderstood to be negative, with few people acknowledging the
importance and usefulness of positive stress. In our everyday lives, stress is everywhere and
definitely unavoidable; hence our emphasis should be on differentiating between what is good
stress, and what is bad. This will help us to learn to cope with negative stress, and harness the
power of positive stress to help us achieve more.

There are 4 main categories of stress, namely eustress, distress, hyper-stress and hypo-stress.
Negative stress can cause many physical and psychological problems, whilst positive stress can
be very helpful for us. Here’s how we differentiate between them.

 Eustress

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

 Distress

We are familiar with this word, and know that it is a negative form of stress. This occurs when
the mind and body is unable to cope with changes and usually occurs when there are deviations
from the norm. They can be categorized into acute stress and chronic stress. Acute stress is
intense, but does not last for long. On the other hand, chronic stress persists over a long period
of time. Trigger events for distress can be a change in job scope or routine that the person is
unable to handle or cope with.

 Hyper stress

This is another form of negative stress that occurs when the individual is unable to cope with
the workload. Examples include highly stressful jobs, which require longer working hours than
the individual can handle. If you suspect that you are suffering from hyper stress, you are likely
to have sudden emotional breakdowns over insignificant issues, the proverbial straws that broke
the camel’s back. It is important for you to recognize that your body needs a break, or you may
end up with severe and chronic physical and psychological reactions.

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  Hypo-stress

Lastly, hypo-stress occurs when a person has nothing to do with his time and feels constantly
bored and unmotivated. This is due to an insufficient amount of stress; hence some stress is
inevitable and helpful to us. Companies should avoid having workers who experience
hypo-stress as this will cause productivity and mindfulness to fall. If the job scope is boring and
repetitive, it would be a good idea to implement some form of job rotation so that there is
always something new to learn.

The types of stress are named as eustress and distress. Distress is the most commonly-referred
to type of stress, having negative implications, whereas Eustress is a positive form of stress,
usually related to desirable events in person's life. Both can be equally taxing on the body, and
are cumulative in nature, depending on a person's way of adapting to a change that has caused
it.

3.3 Coping with Stress at Work place

With the rapid advancement of technology, the stresses faced at work have also increased.
Many people dread going to work, hence the term “Monday Blues”. What is the reason for this?
There is partly the fear from being retrenched in bad times, leading to greater job insecurity on
the part of those who remain. Undoubtedly, occupational stress is one of the most commonly
cited stressors faced by people all over the world.

Stress refers to the pressure and reactions to our environment which results in psychological
and physical reactions. Whilst some stress is good for motivation and increasing efficiency, too
much stress can result in negative impacts such as reduced effectiveness and efficiency. More
and more people are feeling isolated and disrespected at work, and this has led to greater
occupational stress. Many companies have taken to consulting experts and professionals on
ways to increase connectedness and motivation of their employees.

Some companies organize parties and make their employees feel valued at work. These are
measures to motivate employees and help them to feel secure at their jobs, translating into
greater productivity. However, not all companies have such measures in place, and some have
not gotten it quite right. Hence, it is up to you to make sure that you can cope with stress at

36
your workplace, and use it to help you work better. Here are 3 simple steps to help you with
coping with stress in the workplace.

Step 1: Raising Awareness

Help yourself to identify when you are facing rising levels of stress, tipping the scales from
positive to negative. This is important, as being able to identify signs of being stressed can help
you to take steps to ensure that your overall quality of life does not drop. If left
unacknowledged, the problem will only snowball, leading to disastrous consequences to your
health and overall wellbeing.

You can identify if you are feeling stressed by checking if you have any physical or
psychological reactions, such as excessive sweating or heart palpitations, or the onset of
headaches, irritability or the need to escape. If you experience any of these reactions, identify if
you are feeling any overwhelming negative emotions, and if you are constantly worried.

Step 2: Identify the Cause

You need to be able to analyze the situation and identify what is causing the rise in stress.
These stressors can be external and internal. External stressors refer to things beyond your
control, such as the environment or your colleagues at work. Internal stressors refer to your
own thinking and attitude. Often, we only start reacting to stress when a combination of
stressors working together exceeds our ability to cope.

Keep a diary or a list of events that have caused you to feel strong negative emotions, or that
are likely stressors. This will help you to identify the causes of your stress. Whilst it is not
always possible to eradicate them, we can change the way that we cope with it.

Step 3: Coping with Stress

In order to deal with the situation that is causing you stress, you need to calm your mind and
body so as to stave off the reactions and cope with it in a positive way. This can be through
different methods, such as taking time off. If a situation is triggering your stress and you are
unable to calm down, remove yourself from it. Go outside and take a walk to calm down.
Alternatively, you can try implementing relaxation techniques such as deep breathing. If it is an
internal stressor, stop your thought process until you are able to deal with it logically.

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The key to making these 3 steps work for you is to practice them. These are not instantaneous
solutions, and you need to condition your mind and practice them so that you can implement it
when you are feeling stressed.

3.4 Stress Management

Stress management is the need of the hour. However hard we try to go beyond a stress
situation, life seems to find new ways of stressing us out and plaguing us with anxiety attacks.
Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we tend to overlook
causes of stress and the conditions triggered by those. In such unsettling moments we often
forget that stressors, if not escapable, are fairly manageable and treatable.

Stress, either quick or constant, can induce risky body-mind disorders. Immediate disorders
such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and muscle cramps can
all result in chronic health problems. They may also affect our immune, cardiovascular and
nervous systems and lead individuals to habitual addictions, which are inter-linked with stress.
Like "stress reactions", "relaxation responses" and stress management techniques are some of
the body's important built-in response systems.

As a relaxation response the body tries to get back balance in its homeostasis. Some hormones
released during the 'fight or flight' situation prompt the body to replace the lost carbohydrates
and fats, and restore the energy level. The knotted nerves, tightened muscles and an exhausted
mind crave for looseness. Unfortunately, today, we don't get relaxing and soothing situations
without asking. To be relaxed we have to strive to create such situations.

 Recognizing a stressor:
It is important to recognize whether you are under stress or out of it. Many times, even if we are
under the influence of a stressful condition and our body reacts to it internally as well as
externally, we fail to realize that we are reacting under stress. This also happens when the
causes of stress are there long enough for us to get habituated to them. The body constantly
tries to tell us through symptoms such as rapid palpitation, dizzy spells, tight muscles or various
bodies’ aches that something is wrong. It is important to remain attentive to such symptoms and
to learn to cope with the situations.

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We cope better with stressful situation, when we encounter them voluntarily. In cases of
relocation, promotion or layoff, adventurous sports or having a baby, we tend to respond
positively under stress. But, when we are compelled into such situations against our will or
knowledge, more often than not, we wilt at the face of unknown and imagined threats. For
instance, stress may mount when one is coerced into undertaking some work against one's will.

3.5 Laughter

Adopting a humorous view towards life's situations can take the edge off everyday stressors.
Not being too serious or in a constant alert mode helps maintain the equanimity of mind and
promote clear thinking. Being able to laugh stress away is the smartest way to ward off its
effects.

A sense of humor also allows us to perceive and appreciate the incongruities of life and
provides moments of delight. The emotions we experience directly affect our immune system.
The positive emotions can create neuro-chemical changes that buffer the immunosuppressive
effects of stress.

During stress, the adrenal gland releases corticosteroids, which are converted to cortical in the
blood stream. These have an immunosuppressive effect. Dr. Lee Berk and fellow researcher Dr.
Stanley Tan at Loma Linda University School of Medicine have produced carefully controlled
studies showing that the experience of laughter lowers serum cortical levels, increases the
amount and activity of T lymphocytes—the natural killer cells. Laughter also increases the
number of T cells that have suppresser receptors.

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What laughter can do against stress and its effects?

 Laughter lowers blood pressure and reduces hypertension.

 It provides good cardiac conditioning especially for those who are unable to perform
physical exercise.
 Reduces stress hormones (studies shows, laughter induces reduction of at least four of
neuroendocrine hormones—epinephrine, cortical, dopac, and growth hormone,
associated with stress response).
 Laughter cleanses the lungs and body tissues of accumulated stale air as it empties
more air than it takes in. It is beneficial for patients suffering from emphysema and
other respiratory ailments.
 It increases muscle flexion, relaxation and fluent blood circulation in body.
 Boosts immune function by raising levels of infection-fighting T-cells, disease-fighting
proteins called Gamma-interferon and disease-destroying antibodies called B-cells.
 Laughter triggers the release of endorphins—body's natural painkillers.
 Produces a general sense of well-being.

40
3.6 Workplace Stress

Workplace stress is the harmful physical and emotional response that occurs when there is a
poor match between job demands and the capabilities, resources, or needs of the worker. Stress-
related disorders encompass a broad array of conditions, including psychological disorders
(e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain
(e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g., aggression, substance
abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these
conditions may lead to poor work performance or even injury. Job stress is also associated with
various biological reactions that may lead ultimately to compromised health, such as
cardiovascular disease.

Stress is a prevalent and costly problem in today's workplace. About one-third of workers
report high levels of stress. One-quarter of employees view their jobs as the number one
stressor in their lives. Three-quarters of employees believe the worker has more on-the-job
stress than a generation ago. Evidence also suggests that stress is the major cause of turnover in
organizations.

41
3.7 Health and Healthcare Utilization

Problems at work are more strongly associated with health complaints than are any other life
stressor-more so than even financial problems or family problems. Many studies suggest that
psychologically demanding jobs that allow employees little control over the work process
increase the risk of cardiovascular disease.

On the basis of research by the National Institute for Occupational Safety and Health and many
other organizations, it is widely believed that job stress increases the risk for development of
back and upper-extremity musculoskeletal disorders. High levels of stress are associated with
substantial increases in health service utilization.

Workers who report experiencing stress at work also show excessive health care utilization. In
a 1998 study of 46,000 workers, health care costs were nearly 50% greater for workers
reporting high levels of stress in comparison to “low risk” workers. The increment rose to
nearly 150%, an increase of more than $1,700 per person annually, for workers reporting high
levels of both stress and depression. Additionally, periods of disability due to job stress tend to
be much longer than disability periods for other occupational injuries and illnesses.

42
3.8 Causes of Workplace Stress

Job stress results from the interaction of the worker and the conditions of work. Views differ on
the importance of worker characteristics versus working conditions as the primary cause of job
stress. The differing viewpoints suggest different ways to prevent stress at work.

According to one school of thought, differences in individual characteristics such as personality

and coping skills are most important in predicting whether certain job conditions will result in
stress-in other words, what is stressful for one person may not be a problem for someone else.
This viewpoint leads to prevention strategies that focus on workers and ways to help them cope
with demanding job conditions.

Although the importance of individual differences cannot be ignored, scientific evidence

suggests that certain working conditions are stressful to most people. Such evidence argues for
a greater emphasis on working conditions as the key source of job stress, and for job redesign
as a primary prevention strategy.

Personal interview surveys of working conditions, including conditions recognized as risk

factors for job stress, were conducted in Member States of the European Union in 1990, 1995,
and 2000. Results showed a trend across these periods suggestive of increasing work intensity.
In 1990, the percentage of workers reporting that they worked at high speeds at least one-fourth
of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly, 50%
of workers reported they work against tight deadlines at least one-fourth of their working time
in 1990, increasing to 56% in 1995 and 60 % in 2000.

However, no change was noted in the period 1995–2000 (data not collected in 1990) in the
percentage of workers reporting sufficient time to complete tasks. A substantial percentage of
Americans work very long hours. By one estimate, more than 26% of men and more than 11%
of women worked 50 hours per week or more in 2000. These figures represent a considerable
increase over the previous three decades, especially for women.

According to the Department of Labor, there has been an upward trend in hours worked among
employed women, an increase in extended work weeks (>40 hours) by men, and a considerable
increase in combined working hours among working couples, particularly couples with young
children.

43
3.9 Signs of Workplace Stress

Mood and sleep disturbances, upset stomach and headache, and disturbed relationships with
family; friends and girlfriends or boyfriends are examples of stress-related problems. The
effects of job stress on chronic diseases are more difficult to see because chronic diseases take a
long time to develop and can be influenced by many factors other than stress. Nonetheless,
evidence is rapidly accumulating to suggest that stress plays an important role in several types
of chronic health problems-especially cardiovascular disease, musculoskeletal disorders, and
psychological disorders.

3.10 Prevention

A combination of organizational change and stress management is often the most useful
approach for preventing stress at work.

How to Change the Organization to Prevent Job Stress:

 Ensure that the workload is in line with workers' capabilities and resources.
 Design jobs to provide meaning, stimulation, and opportunities for workers to use
their skills.
 Clearly define workers' roles and responsibilities.
 Give workers opportunities to participate in decisions and actions affecting their
jobs.
 Improve communications-reduce uncertainty about career development and future
employment prospects.
 Provide opportunities for social interaction among workers.
 Establish work schedules that are compatible with demands and responsibilities
outside the job.
 Discrimination inside the workplace. (e.g. nationality and language )

St. Paul Fire and Marine Insurance Company conducted several studies on the effects of stress
prevention programs in hospital settings. Program activities included:

 Employee and management education on job stress

44
  Changes in hospital policies and procedures to reduce organizational sources of stress,
and
 Establishment of employee assistance programs

The frequency of medication errors declined by 50% after prevention activities was
implemented in a 700-bed hospital. In a second study, there was a 70% reduction in malpractice
claims in 22 hospitals that implemented stress prevention activities. In contrast, there was no
reduction in claims in a matched group of 22 hospitals that did not implement stress prevention
activities.

3.11 Reduce Your Stress

1. Job analysis:
We have all experienced that appalling sense of having far too much work to do and too little
time to do it in. We can choose to ignore this, and work unreasonably long hours to stay on top
of our workload. The risks here are that we become exhausted, that we have so much to do that
we do a poor quality job and that we neglect other areas of our life. Each of these can lead to
intense stress.

The alternative is to work more intelligently, by focusing on the things that are important for
job success and reducing the time we spend on low priority tasks. Job Analysis is the first step
in doing this.

The first of the action-oriented skills that we look at is Job Analysis. Job Analysis is a key
technique for managing job overload – an important source of stress.

To do an excellent job, you need to fully understand what is expected of you. While this may
seem obvious, in the hurly-burly of a new, fast-moving, high-pressure role, it is oftentimes
something that is easy to overlook.

By understanding the priorities in your job, and what constitutes success within it, you can
focus on these activities and minimize work on other tasks as much as possible. This helps you
get the greatest return from the work you do, and keep your workload under control.

45
Job Analysis is a useful technique for getting a firm grip on what really is important in your job
so that you are able to perform excellently. It helps you to cut through clutter and distraction to
get to the heart of what you need to do.

2. Rational & Positive Thinking:

Fearing the future, one starts thinking negatively, putting down, criticizing oneself for errors,
doubting own abilities, or accepting failure. Negative thinking damages confidence, harms
performance and paralyzes mental skills.

Unfortunately, negative thoughts tend to fit into our consciousness, do their damage and flit
back out again, with their significance having barely been noticed. Since we barely realize that
they were there, we do not challenge them properly, which means that they can be completely
incorrect and wrong.

Thought Awareness is the process by which you observe your thoughts and become aware of
what is going through your head.

One approach to it is to observe your "stream of consciousness" as you think about the thing
you're trying to achieve which is stressful. Do not suppress any thoughts. Instead, just let them
run their course while you watch them, and write them down on our free worksheet as they
occur. Then let them go.

Another more general approach to Thought Awareness comes with logging stress in your Stress
Diary. When you analyze your diary at the end of the period, you should be able to see the most
common and the most damaging thoughts. Tackle these as a priority using the techniques
below.

Here are some typical negative thoughts you might experience when preparing to give a major
presentation:

 Fear about the quality of your performance or of problems that may interfere with it;

 Worry about how the audience (especially important people in it like your boss) or the
press may react to you;

46
  Dwelling on the negative consequences of a poor performance; or

 Self-criticism over a less-than-perfect rehearsal.

Thought awareness is the first step in the process of managing negative thoughts, as you cannot
manage thoughts that you are unaware of.

3.12 Rational Thinking

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

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

 Worries about performance during rehearsal: If some of your practice was less than
perfect, then remind yourself that the purpose of the practice is to identify areas for
improvement, so that these can be sorted out before the performance.

 Problems with issues outside your control: Have you identified the risks of these
things happening, and have you taken steps to reduce the likelihood of them happening
or their impact if they do? What will you do if they occur? And what do you need
others to do for you?

 Worry about other people's reactions: If you have prepared well, and you do the best
you can, then you should be satisfied. If you perform as well as you reasonably can,
then fair people are likely to respond well. If people are not fair, the best thing to do is
ignore their comments and rise above them.

When you challenge negative thoughts rationally, you should be able to see quickly whether the
thoughts are wrong or whether they have some substance to them. Where there is some

47
substance, take appropriate action. However, make sure that your negative thoughts are
genuinely important to achieving your goals, and don't just reflect a lack of experience, which
everyone has to go through at some stage.

3.13 Positive Thinking & Opportunity Seeking

By now, you should already be feeling more positive. The final step is to prepare rational,
positive thoughts and affirmations to counter any remaining negativity. It can also be useful to
look at the situation and see if there are any useful opportunities that are offered by it.
By basing your affirmations on the clear, rational assessments of facts that you made using
Rational Thinking, you can use them to undo the damage that negative thinking may have done
to your self-confidence.
Continuing the examples above, positive affirmations might be:

 Problems during practice: "I have learned from my rehearsals. This has put me in a
position where I can deliver a great performance. I am going to perform well and enjoy
the event."

 Worries about performance: "I have prepared well and rehearsed thoroughly. I am
well positioned to give an excellent performance."

 Problems issues outside your control: "I have thought through everything that might
reasonably happen and have planned how I can handle all likely contingencies. I am
very well placed to react flexibly to events."

 Worry about other people's reaction: "Fair people will react well to a good
performance. I will rise above any unfair criticism in a mature and professional way."

If appropriate, write these affirmations down on your worksheet so that you can use them when
you need them.
As well as allowing you to structure useful affirmations, part of Positive Thinking is to look at
opportunities that the situation might offer to you. In the examples above, successfully
overcoming the situations causing the original negative thinking will open up opportunities.
You will acquire new skills, you will be seen as someone who can handle difficult challenges,
and you may open up new career opportunities.

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Make sure that identifying these opportunities and focusing on them is part of your positive
thinking.

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4 Data Analysis & Interpretation
This part covers the data presentation and analysis of the study. This study covers a sample of
20 Employees selected at randomly out of Employees of various companies of, New Delhi. All
Employees selected randomly.

Data analysis part will deploy to analyze and present general and demographic information to
analyze Job response with respect to each factor. It is clarifies each factor’s relative importance
and position among all factors.

50
4.1 Questionnaire Analysis

Q.1 Are you satisfied with your current job?

Response No. of Employees %

Yes 08 40%

No 12 60%

Interpretation: According to the study, 40% the employees are satisfied with their current
job, while 60% of employees are not satisfied with their job.

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Q.2 Do you enjoy what you do at your job?

Response No. of Employees %

Yes 06 30%

No 14 70%

Interpretation: According to the study, 30% of the employees enjoy what they do at their
job, while 70% of the employees don’t enjoy what they do at their job.

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Q.3 How often are you able to achieve your targets?

Response No. of Employees %

Very Often 2 10%

More Often 4 20%

Sometimes 12 60%

Never 2 10%

Interpretation: According to the study, 10% of the employees achieve their targets very
often, given by the company, 20% of the employees achieve their targets more often, 60% of
the employees achieve their targets sometimes, while 10% of the employees achieve their
targets never, given by the company.

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Q. 4 How often have you received performance awards?

Response No. of Employees %

Very Often 1 05%

More Often 7 35%

Sometimes 10 50%

Never 2 10%

Interpretation: According to the study, 5% employees had received performance awards

very often, 35% of employees had received performance awards more often, 50% of employees
had received performance awards sometimes, while 10% of the employees had received
performance awards never.

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Q.5 Do you feel Stress at your Job?

Response No. of Employees %

Yes 17 85%

No 03 15%

Interpretation: Results of the analysis says that 85% of the employees feel Stress at their
Job, while 15% of the employees don’t feel Stress at their Job.

55
Q.6 Are you satisfied with the working environment and conditions provided to
you by company?

Response No. of Employees %

Yes 11 55%

No 09 45%

Interpretation: According to the study, 55% of the employees are satisfied with the working
environment and conditions provided to them by company, while 45% of the employees are not
satisfied with the working environment and conditions provided to them by company.

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Q.7 Your job stress is due to:

Response No. of Employees %

Lack of security 6 30%

Lack of top management 3 15%

Support

Lack of superior Support 4 20%

Overload of work 7 35%

Interpretation: According to the study, 30% of employees think that job stress is due to lack
of security, 15 % of employees think that their job stress is due to lack of top management
support , 20 % of employees think that their job stress is due to lack of superior support, while
35% of employees think that their job stress is due to over load of work.

57
Q.8 Do you want your working conditions to be changed?

Response No. of Employees %

Yes 15 75%

No 05 25%

Interpretation: According to the study, 75% employees want their working conditions to be
changed, while 25% employees don’t want their working conditions to be changed.

58
Q.9 Is the job stress affecting your social life?

Response No. of Employees %

Yes 17 85%

No 03 15%

Interpretation: According to the study, 85% employees think that job stress is affecting
their social life, while 15% employees don’t think that job stress affects their social life.

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Q.10 Stress is influencing your job preference:

Response No. of Employees %

Positively 8 40%

Negatively 7 35%

No effect 5 25%

Interpretation: According to the study, 40% of employees positively think that stress is
influencing their job preference, 35% of employees negatively think that stress is influencing
their job preference, while 25% of employees have no effect on the fact that job stress is
influencing their job preference.

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Q.11 Have you taken leave in the past 12 months due to work related stress?

Response No. of Employees %

Yes 13 65%

No 07 35%

Interpretation: According to the study, 65% of employees have taken leave in the past 12
months due to work related stress, while 35% of employees had not taken leave in the past 12
months due to work related stress.

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Q.12 Are your deadlines realistic and achievable?

Response No. of Employees %

Yes 04 20%

No 16 80%

Interpretation: According to the study, 20% employees think that their deadlines are
realistic and achievable, while 80% employees think that their deadlines are not realistic and
achievable.

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5 Limitations of the Study
I had put my best effort in gathering the data and I have tried my level best that the data
provided and the survey done are authentic as they could be, but there are some limitations,
which are mentioned below:

 Time
There was also lack of time and employees also were hesitant in responding in the working
hours.

 Communication
Problem of communication with all the employees, as there was heavy noise pollution in Bank

 Cost
The cost of carrying project is very high, so a small-scale study is being conducted.

 Data Collection
There were difficulties in data collection where several Jobs included in the sample had
difficulties in answering the questionnaire due to lack of English proficiency. Also, certain Jobs
were unable to return the questionnaires on time which took me even longer to finalize data
collected.

 Data Analysis
As my data collected hold a qualitative nature, it caused difficulties in data analyzing where I
had to do thorough researches and try out different data analysis software such as SPSS in
generating analysis conclusions.

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6 Conclusion

On the basis of the findings, several conclusions concerning the effects of stress on Central
Texas business employees can be drawn. The findings of this study indicated stress does
negatively affect the work performance of employees.

Job satisfaction and productivity were indicated as two areas most affected by work related
stress. Therefore, stress cannot be considered just an individual issue because reduced job
satisfaction and lower productivity has a direct effect on the company as a whole.

The results of this study affirm that work load, role conflict and inadequate rewards are the
main causes of stress among employees, which reduces their work performance. But since
stress free life is not possible in any organization, it cannot be completely eliminated. However
the management can take steps to minimize it.

Organizations can reduce the level of stress on employees by redesigning jobs so as to lower
the workload on employees and cut back role conflict, and pay adequate salary to employees.
Besides this organizations should also provide counseling for employees to learn stress
management techniques in order to overcome stress problem.

From the analysis and interpretation the conclusion can be made:

 All the employees feel high level of job stress.

 The major cause of their stress is low job security, overload and improper working
schedules.

 There is high affect of job stress on the general health of employees.

 Some of them have to work in nights shifts.

 There are no management programs in organizations for coping stress. Most of the
employees believe that it is necessary that the organization should provide some
management programs to cope with stress.

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7 Suggestions & Recommendations
1. To successfully attract and relieve job stress among the employees the organizations need to
examine their programs and policies for coping stress – to see where they stand compared to
other companies. By employing and implementing various management programs to relieve
stress, the organizations can cope with job stress among their employees. The following
strategies are important to remember while making stress coping programs:

 Proper work schedule should be there

 Ensure high job security to the employee

 There should some employee fitness programs and setting of health clubs

2. The boss should show interest in the work of employee. There should be friendly and
supportive relation between the boss and the employees. There should be an informal meeting
between boss and employees in a month so that they can discus about the work performance.
The boss should give positive motivations to employee for his/her good performance.

3. There should proper timings of tea break and lunch break.

4. The rules of organization should not be bureaucratic so that the employees feel pleasant
working with the organization.

5. The organizations should conduct some seminars by professionals to relieve the stress among
the employees.

6. The organization should give the job rewards and recognition to the employees and
committed that their service would go a long way. This may be higher compensation,
performance bonus etc.
7. There should be training and development programs for the employees so that they never feel
stressed doing their job.

8. The organizations should adopt job enrichment and employee counseling strategies.

9. Job rotation can also be practiced whereby employees are shifted within different sites.
Because there is greater variety and wider range of interesting and challenging jobs. The people
should select for job rotation based on their core skills and leadership competencies. Job
rotation should be well planned and linked to career and succession plans.

65
10. It is the responsibility of management that there should be good interpersonal relationships
in the environment of organization.

11. The supervisors and managers need to explore the causes of the dissatisfaction of
employees within the working environment.

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8 Bibliography

Books:

 Dr. Gupta, C B, Human resource Management, Sultan Chand & Sons, New Delhi sixth
edition.

 Rao, VSP, Human Resource Management

Links:

 www.google .com

 http://www.techshristi.com/2012/11/05/a-project-report-on-stress-management-of-
employees

 https://www.st-andrews.ac.uk/staff/policy/hr/stressrecognitionandreduction/

 http://www.apa.org/helpcenter/stress-kinds.aspx

 http://www.sciedu.ca/journal/index.php/bmr/article/viewFiles/stress/6496/3992

 http://iosrjournals.org/iosr-jbm/papers/job stress/Vol16-issue11/Version-
5/A0161150106.

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9 Annexure
Questionnaire on job stress
Dear Sir/ Madam,

I, Narendra Kumar conducting a survey on “A Study on Impact of stress on

Employee Performance” This survey is a part of my partial fulfillment of
MBA course. Please provide relevant information by filling this questionnaire to make
my survey more comprehensive. All details from your part will be kept confidential.

Job Name :- Department :-

Designation :- Age :-
Sex :-

Q.1 Are you satisfied with your current job?

 Yes

 No

Q.2 Do you enjoy what you do at your job?

 Yes

 No

Q.3 How often are you able to achieve your targets?

 Very often

 More often

 Sometimes

 Never

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Q. 4 How often have you received performance awards?

 Very often

 More often

 Sometimes

 Never

Q.5 Do you feel Stress at your Job?

 Yes

 No

Q.6 Are you satisfied with the working environment and conditions provided to you by
the company?

 Yes

 No

Q.7 Your job stress is due to:

 Lack of security

 Lack of top management Support

 Lack of superior Support

 Overload of work

Q.8 Do you want your working conditions to be changed?

 Yes

 No

Q.9 Is the job stress affecting your social life?

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  Yes

 No

Q.10 Stress is influencing your job preference:

 Positively

 Negatively

 No effect

Q.11 Have you taken leave in the past 12 months due to work related stress?

 Yes

 No

Q.12 Are your deadlines realistic and achievable?

 Yes

 No

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