Analysis and Ion

Table 1 Demographic Charateristics of the selected insurance companies employees Sl.No Demographic Variables I 1 2 3 4 5 II. 1 2 3 III. 1 2 IV.
1 2 V 1 2 3 VI 1 2 3 VII 1 2 3 VIII 1 2 3 IX 1 2 X 1 2 3 XI 1 2 3 Designations Operations Business Development Managers Sales Managers Branch Managers Regional Manager Age Young (<31years) Middle (31-50 years) Old (>50 years) Gender Male Female Martial Status Unmarried Married Education Undergraduate Graduate Post Graduate Total Services Below 2 Years 2-7years Above Montly Income Less than 20000 20001-40000 40001 and above Spouse Employement Unemployed Semi professional Professional Family Type Nuclear Family Joint Family Family Size Small (<5 Members) Medium (5-7 Members) Large (>7 Members) Family Annual Income less than 250000 (LOW) 250000-500000 (MEDIUM) 500000 and above (HIGH) Regional managersBus Deve Exe Sales Managers F r requency F Frequency % 0 0 63 0 0 28 35 0 63 0 26 37 0 31 32 2 42 19 19 39 5 22 15 0 31 32 31 26 6 10 42 11 0 23 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total
N=127
% 20 18 50 8 4 23 38 1 60 2 22 39 0 31 30 2 39 20 17 31 13 . 22 17 1 32 29 32 23 6 8 34 20
26 23 63 10 5 29 48 1 76 2 28 50 0 40 38 3 49 26 21 40 17 28 21 1 41 37 41 29 8 10 43 25
1 3
1 2
1 1 2 1 2 1
Table 2.1 Work Stressors among the employees of insurance companies Stress Always Sales Managers Bus Deve Exe % 17 Frequency 0 % 0
Sl.No 1 2 3 4 5
Work Stressors I am bored to follow the same routine segemments of jobs I am fed up by keeping myself busy all the times to meet my targets and deadlines I am waiting for the day to come, when I can relax The norms and expectations reduce my work enthusiasm. Most of time I have to force myself to start work.
Regional managers Frequency 0 % 0
Branch Managers Frequency 0
Operations Frequency 0 % 0
Total
N=127
% Frequency 0 11
% 9
11
0 0 0 0
0 0 0 0
2 2 1 0
20 20 10 0
17 5 3 7
27 8 5 11
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
19 7 4 7
15 6 3 6
Table 2.2 Work Stressors among the employees of insurance companies Stress Frequently Sales Managers Bus Deve Exe % 10 Frequency 0 % 0
Sl.No 1 2 3 4 5
Total
N=127
% Frequency 10 6
% 6
0 0 0 0
0 0 0 0
1 1 2 1
10 10 20 10
8 4 16 3
13 6 25 5
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
9 5 18 4
7 4 14 3
Table 2.3 Work Stressors among the employees of insurance companies Stress Sometimes Sales Managers Bus Deve Exe % 49 Frequency 0 % 0
Sl.No 1 2 3 4 5
Total
N=127
% Frequency 40 31
% 29
37
1 3 2 2
20 60 40 40
1 4 4 2
10 40 40 20
15 26 25 1
24 41 40 2
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
17 33 31 5
13 26 24 4
Table 2.4 Work Stressors among the employees of insurance companies Stress Rarely Sales Managers Bus Deve Exe % 10 Frequency 0 % 0
Sl.No 1 2 3 4 5
Total
N=127
% Frequency 10 6
% 6
2 1 2 0
40 20 40 0
4 2 2 2
40 20 20 20
13 20 9 25
21 32 14 40
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
19 23 13 27
15 18 10 21
Table 2.5 Work Stressors among the employees of insurance companies Stress Never Sales Managers % 17
Sl.No 1 2 3 4 5
Bus Deve Exe Frequency 0 % 0
Total
N=127
% Frequency 40 11
% 13
17
2 1 1 2
40 20 20 40
2 1 1 5
20 10 10 50
10 8 12 24
16 13 19 38
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
14 10 14 31
11 8 11 24
Table 3.1 Role Stressors among the employees of insurance companies Stress Always Sales Managers Bus Deve Exe % 11 Frequency 0 % 0
Sl.No 6 7
Role Stressors I need to sacrifice my interest and values to meet my role obligations. I get confused with more than one instruction given by different heads of the organization Repeated incidents where my contributions are not given importance makes me depressed My employment roles interfere with my family roles
Total
N=127
% Frequency 0 7
% 6
10
16
10
8 9
0 0
0 0
0 1
0 10
3 10
5 16
0 0
0 0
0 0
0 0
3 11
2 9
10
I feel less competence in work due to lack of knowledge and skill
10
10
16
11
Table 3.2 Role Stressors among the employees of insurance companies Stress Frequently Sales Managers Bus Deve Exe % 13 Frequency 0 % 0
Sl.No 6 7
Role Stressors I need to sacrifice my interest and values to meet my role obligations. I get confused with more than one instruction given by different heads of the organization Repeated incidents where my contributions are not given importance makes me depressed My employment roles interfere with my family roles I feel less competence in work due to lack of knowledge and skill
Total
N=127
% Frequency 10 8
% 8
10
30
8 9 10
0 1 0
0 20 0
2 0 1
20 0 10
4 4 4
6 6 6
0 0 0
0 0 0
0 0 0
0 0 0
6 5 5
5 4 4
Table 3.3 Role Stressors among the employees of insurance companies Stress Sometimes Sales Managers Bus Deve Exe % 33 Frequency 0 % 0
Sl.No 6 7
Role Stressors I need to sacrifice my interest and values to meet my role obligations. I get confused with more than one instruction given by different heads of the organization
Total
N=127
% Frequency 40 21
% 21
27
60
10
16
25
20
16
8 9 10
Repeated incidents where my contributions are not given importance makes me depressed My employment roles interfere with my family roles I feel less competence in work due to lack of knowledge and skill
4 4 1
80 80 20
2 3 1
20 30 10
33 13 19
52 21 30
0 0 0
0 0 0
0 0 0
0 0 0
39 20 21
31 16 17
Table 3.4 Role Stressors among the employees of insurance companies Stress Rarely Sales Managers Bus Deve Exe % 16 Frequency 0 % 0
Sl.No 6 7
Role Stressors I need to sacrifice my interest and values to meet my role obligations. I get confused with more than one instruction given by different heads of the organization Repeated incidents where my contributions are not given importance makes me depressed My employment roles interfere with my family roles I feel less competence in work due to lack of knowledge and skill
Total
N=127
% Frequency 30 10
% 11
14
20
30
22
35
26
20
8 9 10
1 0 1
20 0 20
3 3 1
30 30 10
11 21 9
17 33 14
0 0 0
0 0 0
0 0 0
0 0 0
15 24 11
12 19 9
Table 3.5 Role Stressors among the employees of insurance companies Stress Never Sales Managers %
Sl.No
Role Stressors
Regional managers Frequency %
Branch Managers Frequency
Bus Deve Exe Frequency %
Operations Frequency %
Total
N=127
% Frequency
6 7
8 9 10
I need to sacrifice my interest and values to meet my role obligations. I get confused with more than one instruction given by different heads of the organization Repeated incidents where my contributions are not given importance makes me depressed My employment roles interfere with my family roles I feel less competence in work due to lack of knowledge and skill
20
20
18
29
21
17
20
20
10
16
13
10
0 0 3
0 0 60
3 3 6
30 30 60
12 21 21
19 33 33
0 0 0
0 0 0
0 0 0
0 0 0
15 24 30
12 19 24
Table 4.1 Personal Development Stressors among the employees of insurance companies Stress Always Sales Managers Bus Deve Exe % 5 29 Frequency 0 0 % 0 0
Sl.No 11 12 13
Personal Development Stressors I afraid my job role that I fulfill do not give scope for exposure Stability of my job is a question mark due to targets My colleagues with less abilitiy and quality work in better position pinches me it is hard for me to sacrifice my professional ambitions for my family ambitions Extra efforts I need to take to prove myself in my role puts pressure on me
Regional managers Frequency 0 0 % 0 0
Branch Managers Frequency 1 1
Operations Frequency 0 0 % 0 0
Total
N=127
% Frequency 10 10 3 18
% 3 15
4 19
10
14
22
15
12
14
10
12
19
13
10
15
30
17
27
20
16
Table 4.2 Personal Development Stressors among the employees of insurance companies
Sl.No 11 12 13
Personal Development Stressors I afraid my job role that I fulfill do not give scope for exposure Stability of my job is a question mark due to targets My colleagues with less abilitiy and quality work in better position pinches me it is hard for me to sacrifice my professional ambitions for my family ambitions Extra efforts I need to take to prove myself in my role puts pressure on me
Stress Frequently Sales Managers Bus Deve Exe % 5 6 Frequency 0 0 % 0 0
Total
N=127
% 2 4
3 5
10
10
14
20
13
15
20
10
Table 4.3 Personal Development Stressors among the employees of insurance companies Stress Sometimes Sales Managers Bus Deve Exe % 32 32 Frequency 0 0 % 0 0
Sl.No 11 12 13
Regional managers Personal Development Stressors Frequency I afraid my job role that I fulfill do not give scope for exposure 2 Stability of my job is a question mark due to targets 5 My colleagues with less abilitiy and quality work in better position pinches me 3 it is hard for me to sacrifice my professional ambitions for my family ambitions 2 % 40 100
Total
N=127
% Frequency 10 30 20 20
% 18 22
23 28
60
40
20
32
27
21
14
40
30
17
27
22
17
15
Extra efforts I need to take to prove myself in my role puts pressure on me
20
30
13
12
Table 4.4 Personal Development Stressors among the employees of insurance companies Stress Rarely Sales Managers Bus Deve Exe % 35 11 Frequency 0 0 % 0 0
Regional managers Sl.No 11 12 Personal Development Stressors Frequency I afraid my job role that I fulfill do not give scope for exposure 1 Stability of my job is a question mark due to targets 0 My colleagues with less abilitiy and quality work in better position pinches me 0 it is hard for me to sacrifice my professional ambitions for my family ambitions 1 Extra efforts I need to take to prove myself in my role puts pressure on me 3 % 20 0
Total
N=127
% 20 6
26 8
13
20
13
10
14
20
20
14
12
15
60
20
27
43
32
25
Table 4.5 Personal Development Stressors among the employees of insurance companies Stress Never Sales Managers % 22 22
Regional managers Sl.No 11 12 Personal Development Stressors I afraid my job role that I fulfill do not give scope for exposure Stability of my job is a question mark due to targets Frequency 2 0 % 40 0
Bus Deve Exe Frequency 0 0 % 0 0
Total
N=127
% Frequency 50 40 14 14
% 17 14
21 18
13
14
15
My colleagues with less abilitiy and quality work in better position pinches me it is hard for me to sacrifice my professional ambitions for my family ambitions Extra efforts I need to take to prove myself in my role puts pressure on me
60
20
15
24
20
16
20
30
17
27
21
17
20
10
10
Table 5.1 Intrepersonal Relation Stressors among the employees of insurance companies Stress Always Sales Managers Bus Deve Exe % 8 Frequency 0 % 0
Regional managers Sl.No 16 Intrepersonal Relations Stressors Frequency My relations with my superiors causes me a great deal of anxiety 0 The Negative support that I get from my colleagues causes a great deal of stress 0 Extracting work from my subordinates and agents is an headache for me 0 I lack of freedom to ask for any sort of help when I need from my superiors 0 Scope to approach colleagues and relation with them causes me an great deal of anxiety 0 % 0
Total
N=127
% Frequency 10 5
% 5
17
10
10
18
20
19
10
10
20
Table 5.2 Intrepersonal Relation Stressors among the employees of insurance companies Stress Frequently Sl.No Intrepersonal Relations Stressors
Sl.No 16 17
Intrepersonal Relations Stressors My relations with my superiors causes me a great deal of anxiety The Negative support that I get from my colleagues causes a great deal of stress Extracting work from my subordinates and agents is an headache for me I lack of freedom to ask for any sort of help when I need from my superiors Scope to approach colleagues and relation with them causes me an great deal of anxiety
Sales Managers % 19
Total
N=127
% Frequency 0 12
% 10
13
18
14
22
14
11
19
20
20
8 0
Table 5.3 Intrepersonal Relation Stressors among the employees of insurance companies Stress Sometimes Sales Managers Bus Deve Exe % 21 Frequency 0 % 0
Sl.No 16 17
Intrepersonal Relations Stressors My relations with my superiors causes me a great deal of anxiety The Negative support that I get from my colleagues causes a great deal of stress Extracting work from my subordinates and agents is an headache for me I lack of freedom to ask for any sort of help when I need from my superiors
Total
N=127
% Frequency 30 13
% 14
18
20
30
10
16
14
11
18
40
40
24
38
30
24
19
60
40
16
25
23
18
20
Scope to approach colleagues and relation with them causes me an great deal of anxiety
20
30
31
49
35
28
Table 5.4 Intrepersonal Relation Stressors among the employees of insurance companies Stress Rarely Sales Managers Bus Deve Exe % 37 Frequency 0 % 0
Sl.No 16 17
Intrepersonal Relations Stressors My relations with my superiors causes me a great deal of anxiety The Negative support that I get from my colleagues causes a great deal of stress Extracting work from my subordinates and agents is an headache for me I lack of freedom to ask for any sort of help when I need from my superiors Scope to approach colleagues and relation with them causes me an great deal of anxiety
Total
N=127
% Frequency 30 23
% 21
27
60
50
15
24
23
18
18
20
30
14
13
10
19
20
10
13
10
20
20
40
13
13
10
Table 5.5 Intrepersonal Relation Stressors among the employees of insurance companies Stress Never Sales Managers % 16
Sl.No 16
Intrepersonal Relations Stressors My relations with my superiors causes me a great deal of anxiety
Total
N=127
% Frequency 30 10
% 11
14
17
18
19
20
The Negative support that I get from my colleagues causes a great deal of stress Extracting work from my subordinates and agents is an headache for me I lack of freedom to ask for any sort of help when I need from my superiors Scope to approach colleagues and relation with them causes me an great deal of anxiety
20
10
29
46
31
24
40
10
12
19
15
12
20
40
28
44
33
26
40
30
15
24
20
16
Table 6.1 Organizational Climate Stressors among the employees of insurance companies Stress Always Sales Managers Bus Deve Exe % 3 8 Frequency 0 0 % 0 0
Sl.No 21 22
Organizational Climate Stressors My point of view is ignored in the organisation Work environment that exists in my company makes me irriated I find it suffocating to function within my organisation where there is no place for questioning approach My superiors less support to my personal problems make me stressed The work model followed in my organisation enhances my responsibility to the point of exhaustion
Total
N=127
% Frequency 0 0 2 5
% 2 4
2 5
23
12
19
12
24
14
25
10
23
37
24
19
Table 6.2 Organizational Climate Stressors among the employees of insurance companies Stress Frequently Sales Managers Bus Deve Exe % 21 5 Frequency 0 0 % 0 0
Sl.No 21 22
Total
N=127
% 11 3
14 4
23
20
24
10
11
25
40
30
13
13
10
Table 6.3 Organizational Climate Stressors among the employees of insurance companies Stress Sometimes Sales Managers Bus Deve Exe % 19 32 Frequency 0 0 % 0 0
Sl.No 21 22
Organizational Climate Stressors My point of view is ignored in the organisation Work environment that exists in my company makes me irriated
Total
N=127
% Frequency 30 20 12 20
% 13 19
16 24
23
I find it suffocating to function within my organisation where there is no place for questioning approach My superiors less support to my personal problems make me stressed The work model followed in my organisation enhances my responsibility to the point of exhaustion
40
10
13
11
24
20
20
13
11
25
20
30
13
21
17
13
Table 6.4 Organizational Climate Stressors among the employees of insurance companies Stress Rarely Sales Managers Bus Deve Exe % 13 8 Frequency 0 0 % 0 0
Sl.No 21 22
Total
N=127
% 12 5
15 6
23
20
10
21
33
23
18
24
40
40
11
17
17
13
25
20
10
Table 6.5 Organizational Climate Stressors among the employees of insurance companies Stress Never Sales Managers % 43 33
Sl.No 21 22
Bus Deve Exe Frequency 0 0 % 0 0
Total
N=127
% Frequency 20 60 27 21
% 23 23
29 29
23
20
60
16
25
23
18
24
20
30
38
60
42
33
25
20
10
11
17
13
10
1 2
1 1
1 1 1
1 1
1 1 1
1 1 1
1 2
2 1
1 1
Table 7 Distribution of the respondents according to the level of stress Levels of stress at different positions managers Bus Deve Exe Operations Levels of Stress RegionalSales Managers Fre que Frequency % Frequency % Frequency % Low Stress (1-25) Moderate Stress (26-50) High Stress (51-75) Very High Stress (76-100) 1 4 0 0 18 23 22 0 29 37 35 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Sl.No
1 2 3 4
Total
N=127
% 17 25 19 0
2 1
22 32 24 0
Table 9
Relationship between demograhic characteristics and the different components of employment organization sour EOSS Work Stressors Role Stressors Personal Develoment Stressors Interpersonal relations Stressors Organizational Climate Stressors
Sl.No
DC 1 Age 2 3 4 5 6 7 8 9 10
ts of employment organization sources of stressors Total Stressors
Table 10.1 Impact of stress on Employees productivity (Positive impact with Positive/Agreeed responses)
Sl.No 1 2 3 4 5
Positive Impact Achievement rate increases Creativitve Outcomes Excel in work Effective resource Management Alertness/Preparedness
Regional managers Frequency 2 3 2 2 2 % 40 60 40 40 40
Positive Impact/Outcomes ( Branch Managers Sales Managers Frequency 6 3 7 5 6 % 60 30 70 50 60 Frequency 53 44 51 40 44
Table 10.2 Impact of stress on Employees productivity (Positive impact with negative/Dont Agree responses)
Sl.No 1 2 3 4 5
Positive Impact Achievement rate increases Creativitve Outcomes Excel in work Effective resource Management Alertness/Preparedness
Regional managers Frequency % 3 60 1 20 2 40 2 40 1 20
Positive Impact/Outcomes ( Branch Managers Sales Managers Frequency % Frequency 4 40 8 6 60 18 3 30 10 4 40 17 3 30 12
Table 10.3 Impact of stress on Employees productivity (Positive impact with netural/Dont know Response)
Sl.No 1 2 3 4 5
Positive Impact Statement Achievement rate increases Creativitve Outcomes Excel in work Effective resource Management Alertness/Preparedness
Regional managers Frequency % 0 0 1 20 1 20 1 20 2 40
Positive Impact/Outcomes (Don Branch Managers Sales Managers Frequency % Frequency 0 0 2 1 10 1 0 0 2 1 10 6 1 10 7
Table 10.4 Impact of stress on Employees productivity (Negative impact with Positive/Agreed responses)
Sl.No 1 2 3 4 5 6 7
Negative Impact Decreases in Outputs Absenteeism Misbehavior with Colleagues Conflicts with Colleagues Break down of health Addict todrugs, alcohol,cigarettes to get reed to stress Lack of enthusiasm towards work
Regional managers Frequency % 2 40 3 60 2 40 2 40 1 20 1 3 20 60
Negative Impact/Outcomes ( Branch Managers Sales Managers Frequency % Frequency 6 60 29 4 40 36 3 30 10 3 30 26 4 40 34 2 3 20 30 8 22
8 9 10 11 12 13 14 15
Lack of initiations towards challenges Poor Decision Making Lack of Creativity and innovation Frequent Job Changes Lack of Self control and inter personal conflicts Communication Gaps Job Dissatisfactions Hurdles to financial and personal growth
3 1 2 1 3 4 2 2
60 20 40 20 60 80 40 40
3 6 6 1 2 3 2 3
30 60 60 10 20 30 20 30
24 28 31 20 42 41 28 30
Table 10.5 Impact of stress on Employees productivity (Negative impact with Negative/Disagreed responses) Negative Impact/Outcomes Branch Managers Sales Managers Frequency % Frequency 3 30 25 6 60 23 7 70 51 6 60 34 6 60 23 7 6 6 3 3 8 6 7 7 4 70 60 60 30 30 80 60 70 70 40 48 39 32 30 28 42 22 21 35 30
Sl.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Negative Impact Decreases in Outputs Absenteeism Misbehavior with Colleagues Conflicts with Colleagues Break down of health Addict todrugs, alcohol,cigarettes to get reed to stress Lack of enthusiasm towards work Lack of initiations towards challenges Poor Decision Making Lack of Creativity and innovation Frequent Job Changes Lack of Self control and inter personal conflicts Communication Gaps Job Dissatisfactions Hurdles to financial and personal growth
Regional managers Frequency % 2 40 0 0 3 60 1 20 3 60 4 1 1 1 3 3 0 0 0 1 80 20 20 20 60 60 0 0 0 20
Table 10.5 Impact of stress on Employees productivity (Negative impact with Netural/Dont know responses)
Sl.No 1
Negative Impact Decreases in Outputs
Regional managers Frequency % 1 20
Negative Impact/Outcomes (Don Branch Managers Sales Managers Frequency % Frequency 1 10 8
2 3 4 5 6 7 8 9 10 11 12 13 14 15
Absenteeism Misbehavior with Colleagues Conflicts with Colleagues Break down of health Addict todrugs, alcohol,cigarettes to get reed to stress Lack of enthusiasm towards work Lack of initiations towards challenges Poor Decision Making Lack of Creativity and innovation Frequent Job Changes Lack of Self control and inter personal conflicts Communication Gaps Job Dissatisfactions Hurdles to financial and personal growth
2 0 2 1 0 1 1 3 0 1 2 1 3 2
40 0 40 20 0 20 20 60 0 20 40 20 60 40
0 1 1 0 1 1 0 1 1 1 2 0 1 3
0 10 10 0 10 10 0 10 10 10 20 0 10 30
4 2 1 4 6 1 5 5 2 1 0 1 0 2
eed responses)
itive Impact/Outcomes (YES) Sales Managers Bus Deve Exe % Frequency 84 0 70 0 81 0 63 0 70 0
Operations % 0 0 0 0 0 61 50 60 47 52
Total
N=127
% Frequency 0 0 0 0 0 0 0 0 0 0
% 48 39 47 37 41
3 2 3 1 2
e responses)
sitive Impact/Outcomes (NO) Sales Managers Bus Deve Exe Operations % Frequency % Frequency % 13 0 0 0 0 29 0 0 0 0 16 0 0 0 0 27 0 0 0 0 19 0 0 0 0
Total
N=127
15 25 15 23 16
% 12 20 12 18 13
1 2 1
e Impact/Outcomes (Dont Know) Sales Managers Bus Deve Exe Operations % Frequency % Frequency % 3 0 0 0 0 2 0 0 0 0 3 0 0 0 0 10 0 0 0 0 11 0 0 0 0
Total
N=127
2 3 3 8 10
% 2 2 2 6 8
eed responses)
ative Impact/Outcomes (YES) Sales Managers Bus Deve Exe Operations % Frequency % Frequency % 46 0 0 0 0 57 0 0 0 0 16 0 0 0 0 41 0 0 0 0 54 0 0 0 0 13 35 0 0 0 0 0 0 0 0
Total
N=127
37 43 15 31 39 11 28
% 29 34 12 24 31 9 22
3 2
2 2 2
38 44 49 32 67 65 44 48
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
30 35 39 22 47 48 32 35
24 28 31 17 37 38 25 28
1 1 2
2 2 2
agreed responses)
gative Impact/Outcomes (NO) Sales Managers Bus Deve Exe Operations % Frequency % Frequency % 40 0 0 0 0 37 0 0 0 0 81 0 0 0 0 54 0 0 0 0 37 0 0 0 0 76 62 51 48 44 67 35 33 56 48 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total
N=127
30 29 61 41 32 59 46 39 34 34 53 28 28 42 35
% 24 23 48 32 25 46 36 31 27 27 42 22 22 33 28
1 3 2 1
1 2 2 1 3 1 1 1 3
t know responses)
e Impact/Outcomes (Dont know) Sales Managers Bus Deve Exe Operations % Frequency % Frequency % 13 0 0 0 0
Total
N=127
10
% 8
6 3 2 6 10 2 8 8 3 2 0 2 0 3
0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0
6 3 4 5 7 3 6 9 3 3 4 2 4 7
5 2 3 4 6 2 5 7 2 2 3 2 3 6
Table 11 Physical stress management strategies and therapies adopted by the employees of insurance companies
Sl.No I. 1 2 3 4 5
II.
1 2 3 4
III.
1 2 3 4 5
IV.
1 2 3 4 5
V
1 2 3 4 5
F Sales managers Physical stess management RegionalManagers r requency stratgies F % Reducing physicall stress Set Priorities 25 40 Keeping ready well ahead 31 49 Alternating of heavy work with ligh work 20 32 Use of time and labour saving 2 3 Take hired help devices 4 6 Relaxation Techniques Deep Breathing 23 37 Driking water 23 37 Take out time for leisure 20 32 Take rest 25 40 Diet Eat less 10 16 Take Balance Diet 36 57 High Fibre diet 0 0 Consume more food 12 19 consume food many times in small quantities 8 13 Physical exercise Swimming 10 16 Playing games 14 22 Physical exercise 13 21 Walking 22 35 Yoga 19 30 Medicinal Thearphy Sleeping pills 2 3 Mood Altering drugs 0 0 Smoking 3 5 Alcohol Consumption 2 3 No of the Above 56 89
Total Bus Deve Exe

N=127 Frequency
% 27 28 18 3 3 21 21 21 24 10 35 0 10 9 10 14 12 23 17 2 1 3 2 54
2
34 36 23 4 4 27 27 27 30 13 44 0 13 11 13 18 15 29 22 2 1 4 2 69
2 1
2 1
1 1 1
ance companies
Table 12 Mental stress management strategies and therapies adopted by the employees of insurance companies
Sl.No I. 1 2 3 4 5
II.
1 2 3 4
III.
1 2 3 4 5
IV.
1 2 3 4
V
1 2 3 4 5 6
Regional managers Sales Managers Mental stess management F Branch Managers stratgies r Frequency Frequency % Religious/Meditation Meditation 10 16 offer Prayers 16 25 Chanting of mantras 2 3 Religious activity 26 41 Pilgrimage travel 17 27 Psychotherapy Change in routine 4 6 Recreation with family 22 35 Positive thinking 51 81 Cry to relieve the stress 0 0 Social Support Work in Group 38 60 Talk to someone 25 40 Attend social gatherings 14 22 Attend parties 3 5 Take Counselling 0 0 Reducing Responsibilities Postpone tasks 11 17 Avoid Disliked tasks 6 10 Delegating the work 24 38 Changes in preference of job 23 37 Permioring most liked activities Painting 1 2 Singing 14 22 Listening songs 23 37 Watching T.V. 31 49 Going for movies/shopping 9 14 Spending time with nature 10 16
Bus Deve Exe Frequency 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
es of insurance companies
Operations Frequency 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total
N=127
% 13 19 2 24 13 5 23 48 0 34 25 13 6 1 9 7 26 21 1 13 21 32 9 11
1
16 24 2 30 17 6 29 61 0 43 32 17 7 1 12 9 33 27 1 16 27 41 12 14
1 2
1 2
1 2
1 2 2
Table 14 Position wise difference with regards to coping strategies among the employees in insurance companies
Sl.No Coping Strategies

1 Physical stress management strategies 2 Mental stress management strategies Note: Significat at 5% level NS- non-significant
Regional managers Branch Managers Mean S.D Mean S.D
Sales Managers Mean S.D
e companies
Bus.Deve.Exe Mean S.D
Operations Mean S.D
t-value
Table 15.2 Copying strategies employed by the employers and the level of satisfaction of Branch Managers towards the same
Table 15.3 Copying strategies employed by the employers and the level of satisfaction of Sales Managers towards the same Sl no 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Copying strategies by employers Employees Assistance Programme Training to employees Employees Participation in decision making Career Assistance Education Assistance/Reimbursement Proper Channel of Communication Financial Assistance Performance Appraisal Recreation/Holiday package with family Co-operation and cordial support Therapy Stress Management seminar/classes Wellness programmes Work Breaks Quality of work life programmes Agree( Disagree YES) (NO) 50 59 47 53 48 56 39 58 41 56 30 34 29 46 44 8 4 13 9 12 5 18 4 20 5 27 26 30 16 15 Netural(Dont Know) 5 3 1 3 2 6 1 2 2 6 4 3 1 4 Highly Satisfied 3 5 2 6 2 4 1 7 4 7 1 1 1 1
Table 15.4 Copying strategies employed by the employers and the level of satisfaction of Business Development Executives to Sl no 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Copying strategies by employers Employees Assistance Programme Training to employees Employees Participation in decision making Career Assistance Education Assistance/Reimbursement Proper Channel of Communication Financial Assistance Performance Appraisal Recreation/Holiday package with family Co-operation and cordial support Therapy Stress Management seminar/classes Wellness programmes Work Breaks Quality of work life programmes Agree( Disagree YES) (NO) 1 3 3 3 1 2 2 3 1 3 1 3 1 1 1 1 Netural(Dont Know) 1 2 1 2 1 1 1 2 2 1 2 2 1 1 1 1 2 2 1 1 Highly Satisfied
Table 15.5 Copying strategies employed by the employers and the level of satisfaction of Operations towards the same Sl no 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Copying strategies by employers Employees Assistance Programme Training to employees Employees Participation in decision making Career Assistance Education Assistance/Reimbursement Proper Channel of Communication Financial Assistance Performance Appraisal Recreation/Holiday package with family Co-operation and cordial support Therapy Stress Management seminar/classes Wellness programmes Work Breaks Quality of work life programmes Agree( Disagree YES) (NO) Netural(Dont Know) Highly Satisfied
h Managers towards the same
Managers towards the same Not Satisfied 1 3 2 1 2 2 6 4 2 2 1 1 4 Highly not satisfied Worst
Satisfied 45 50 43 46 43 50 39 45 33 47 27 32 28 40 43
1 1
ess Development Executives towards the same Not Satisfied 1 1 2 1 1 2 1 2 1 1 1 1 Highly not satisfied Worst
Satisfied
0 0 0 0 0 1 0 0 0
ations towards the same Not Satisfied Highly not satisfied Worst
Satisfied

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Table 1 Demographic Charateristics of the selected insurance companies employees Sl.No Demographic Variables I 1 2 3 4 5 II. 1 2 3 III. 1 2 IV.

Regional managers Frequency 0 % 0

Branch Managers Frequency 0

Regional managers Frequency 0 % 0

Branch Managers Frequency 1

Regional managers Frequency 2 % 40

Branch Managers Frequency 4

Regional managers Frequency 1 % 20

Branch Managers Frequency 1

Regional managers Frequency 2 % 40

Branch Managers Frequency 4

Bus Deve Exe Frequency 0 % 0

Regional managers Frequency 0 % 0

Branch Managers Frequency 0

I feel less competence in work due to lack of knowledge and skill

Regional managers Frequency 1 % 20

Branch Managers Frequency 1

Regional managers Frequency 2 % 40

Branch Managers Frequency 4

Regional managers Frequency 1 % 20

Branch Managers Frequency 3

Regional managers Frequency %

Branch Managers Frequency

Bus Deve Exe Frequency %

Regional managers Frequency 0 0 % 0 0

Branch Managers Frequency 1 1

Regional managers Frequency 0 0 % 0 0

Branch Managers Frequency 0 1

Stress Frequently Sales Managers Bus Deve Exe % 5 6 Frequency 0 0 % 0 0

Branch Managers Frequency 1 3

Extra efforts I need to take to prove myself in my role puts pressure on me

Branch Managers Frequency 3 1

Branch Managers Frequency 5 4

Bus Deve Exe Frequency 0 0 % 0 0

Branch Managers Frequency 1

Regional managers Frequency 1 % 20

Branch Managers Frequency 0

Bus Deve Exe Frequency 0 % 0

Regional managers Frequency 2 % 40

Branch Managers Frequency 3

Regional managers Frequency 1 % 20

Branch Managers Frequency 3

Regional managers Frequency 1 % 20

Branch Managers Frequency 3

Bus Deve Exe Frequency 0 % 0

Regional managers Frequency 0 0 % 0 0

Branch Managers Frequency 0 0

Regional managers Frequency 0 0 % 0 0

Branch Managers Frequency 1 1

Regional managers Frequency 1 2 % 20 40

Branch Managers Frequency 3 2

Regional managers Frequency 3 0 % 60 0

Branch Managers Frequency 4 1

Regional managers Frequency 0 2 % 0 40

Branch Managers Frequency 2 6

Bus Deve Exe Frequency 0 0 % 0 0

ts of employment organization sources of stressors Total Stressors

Regional managers Frequency 2 3 2 2 2 % 40 60 40 40 40

Positive Impact/Outcomes ( Branch Managers Sales Managers Frequency 6 3 7 5 6 % 60 30 70 50 60 Frequency 53 44 51 40 44

Regional managers Frequency % 3 60 1 20 2 40 2 40 1 20

Positive Impact/Outcomes ( Branch Managers Sales Managers Frequency % Frequency 4 40 8 6 60 18 3 30 10 4 40 17 3 30 12

Regional managers Frequency % 0 0 1 20 1 20 1 20 2 40

Positive Impact/Outcomes (Don Branch Managers Sales Managers Frequency % Frequency 0 0 2 1 10 1 0 0 2 1 10 6 1 10 7