Project Report on Stress
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About This Presentation
Project Report on Level of Stress
Slide Content
1
A PROJECT REPORT
ON
“AN EMPIRICAL STUDY ON LEVEL OF STRESS AMONGST
WORKING WOMEN IN SUMANDEEP VIDYAPEETH OF
VADODARA’’
(A STUDY OF SUMANDEEP VIDYAPEETH )
Submitted by
MR. KRUNAL BHUPENDRABHAI SHAH
ROLL NO: HR4000090
in Partial Fulfillment for the Award of the Degree
of
MASTER OF COMMERCE
(SPECIALIZATION IN HUMAN RESOURCE MANAGEMENT)
Under the Guidance of
Shri. R. Hariharan
Assistant Professor
Department of Commerce and Business Management
Faculty of Commerce
The Maharaja Sayajirao University of Baroda
Vadodara
09
T H
MAY 2014
A PROJECT REPORT
ON
“AN EMPIRICAL STUDY ON LEVEL OF STRESS AMONGST
WORKING WOMEN IN SUMANDEEP VIDYAPEETH OF
VADODARA’’
(A STUDY OF SUMANDEEP VIDYAPEETH )
Submitted by
MR. KRUNAL BHUPENDRABHAI SHAH
ROLL NO: HR4000090
in Partial Fulfillment for the Award of the Degree
of
MASTER OF COMMERCE
(SPECIALIZATION IN HUMAN RESOURCE MANAGEMENT)
Under the Guidance of
Shri. R. Hariharan
Assistant Professor
Department of Commerce and Business Management
Faculty of Commerce
The Maharaja Sayajirao University of Baroda
Vadodara
09
T H
MAY 2014
2
BONAFIDE CERTIFICATE
Date: _______________
This is to certify that this Project Report entitled “AN EMPIRICAL STUDY ON LEVEL
OF STRESS AMONGST WORKING WOMEN IN SUMANDEE P VIDYAPEETH OF
VADODARA (A STUDY OF SUMANDEEP VIDYAPEETH )” which is to be submitted
to the office of the Registrar (Examination), The Maharaja Sayajirao University of Baroda,
Baroda has been prepared by Mr. Krunal Bhupendrabhai Shah (Exam Seat No.
HR4000090) as a partial fulfillment of the award of the Master of Commerce Degree with
specialization Human resource Management for the Academic year 2013-14 for the
evaluation in lieu of the Annual Examination to be held in March/April, 2014.
He / She has carried out this work under my personal supervision and guidance.
(Signature of the Guide)
Shri R. Hariharan
Assistant Professor
Department of Commerce & Business Management
Faculty of Commerce,
The Maharaja Sayajirao University of Baroda,
Vadodara.
BONAFIDE CERTIFICATE
Date: _______________
This is to certify that this Project Report entitled “AN EMPIRICAL STUDY ON LEVEL
OF STRESS AMONGST WORKING WOMEN IN SUMANDEE P VIDYAPEETH OF
VADODARA (A STUDY OF SUMANDEEP VIDYAPEETH )” which is to be submitted
to the office of the Registrar (Examination), The Maharaja Sayajirao University of Baroda,
Baroda has been prepared by Mr. Krunal Bhupendrabhai Shah (Exam Seat No.
HR4000090) as a partial fulfillment of the award of the Master of Commerce Degree with
specialization Human resource Management for the Academic year 2013-14 for the
evaluation in lieu of the Annual Examination to be held in March/April, 2014.
He / She has carried out this work under my personal supervision and guidance.
(Signature of the Guide)
Shri R. Hariharan
Assistant Professor
Department of Commerce & Business Management
Faculty of Commerce,
The Maharaja Sayajirao University of Baroda,
Vadodara.
3
ACKNOWLEDGEMENT
At the outset, I would like to articulate this project as small journey which was a remarkable
learning experience for me. The successful completion of this project is only because of the
extraordinary support, guidance, counseling and motivation from my respectable guides, staff
of the M.S. University, and my organization. This journey was also could not be completed
without support of my family and friends.
I firstly express my hearted thankfulness to Dr. Umesh Dangarwala, Associate Professor and
Project Guide Shri R. Hariharan in this project who made me felt his presence during all
those crucial and decision making moments this project went thorough. The deep insights in
to the subject given by him are believed the root caused in completing this project must
qualitative and timely.
Also, I express my deep gratitude to Ms. Stuti Dave (HR Executives), my training officer and
mentor for this project. Thorough the support provided by her, I have imparted knowledge on
the avenues which this project have opened and explored . Her directions in making me think
about unique conceptual and practical aspects of stress level amongst working Women which
has lifted this project at this stage of successful completion.
I extend my gratitude to Sumandeep Vidyapeeth and My Manager and all my colleagues,
friends for their encouragement, support, guidance and assistance for undergoing industrial
training and for preparing the project report.
ACKNOWLEDGEMENT
At the outset, I would like to articulate this project as small journey which was a remarkable
learning experience for me. The successful completion of this project is only because of the
extraordinary support, guidance, counseling and motivation from my respectable guides, staff
of the M.S. University, and my organization. This journey was also could not be completed
without support of my family and friends.
I firstly express my hearted thankfulness to Dr. Umesh Dangarwala, Associate Professor and
Project Guide Shri R. Hariharan in this project who made me felt his presence during all
those crucial and decision making moments this project went thorough. The deep insights in
to the subject given by him are believed the root caused in completing this project must
qualitative and timely.
Also, I express my deep gratitude to Ms. Stuti Dave (HR Executives), my training officer and
mentor for this project. Thorough the support provided by her, I have imparted knowledge on
the avenues which this project have opened and explored . Her directions in making me think
about unique conceptual and practical aspects of stress level amongst working Women which
has lifted this project at this stage of successful completion.
I extend my gratitude to Sumandeep Vidyapeeth and My Manager and all my colleagues,
friends for their encouragement, support, guidance and assistance for undergoing industrial
training and for preparing the project report.
4
CERTIFICATE OF ORIGINALITY
Date: __________
I, Mr. Krunal Bhupendrabhai Shah (Exam Seat No. HR4000090), the undersigned hereby
declare that the project report entitled, “An Empirical study on level of stress amongst
working women in Sumandeep Vidyapeeth” submitted in partial fulfillment for the award
of the Master of Commerce Degree with specialization in Human Resource Management for
the Academic year 2013-14 for the evaluation in lieu of the Annual Examination to be held in
March/April, 2014 is my own work and has been carried under the guidance of Shri. R.
Hariharan.
The work is an original one and has not being submitted earlier to this university or to any
other institution/ organization for fulfillment of the requirement of a course or for award of
any Degree/ Diploma/ Certificate. All the sources of information used in this Project Report
have been duly acknowledged in it.
(Signature of the Student)
Mr. Krunal B. Shah
Exam Seat No : HR4000090
Master of Commerce (Specialization in Human Resource Management)
Department of Commerce & Business Management
Faculty of Commerce,
The Maharaja Sayajirao University of Baroda,
Vadodara.
CERTIFICATE OF ORIGINALITY
Date: __________
I, Mr. Krunal Bhupendrabhai Shah (Exam Seat No. HR4000090), the undersigned hereby
declare that the project report entitled, “An Empirical study on level of stress amongst
working women in Sumandeep Vidyapeeth” submitted in partial fulfillment for the award
of the Master of Commerce Degree with specialization in Human Resource Management for
the Academic year 2013-14 for the evaluation in lieu of the Annual Examination to be held in
March/April, 2014 is my own work and has been carried under the guidance of Shri. R.
Hariharan.
The work is an original one and has not being submitted earlier to this university or to any
other institution/ organization for fulfillment of the requirement of a course or for award of
any Degree/ Diploma/ Certificate. All the sources of information used in this Project Report
have been duly acknowledged in it.
(Signature of the Student)
Mr. Krunal B. Shah
Exam Seat No : HR4000090
Master of Commerce (Specialization in Human Resource Management)
Department of Commerce & Business Management
Faculty of Commerce,
The Maharaja Sayajirao University of Baroda,
Vadodara.
5
PREFACE
Today we are at the doorstep of 21
st
Century; competition at the various levels is increasing
day by day. New and new developments are taking place and these days in all fields all over
India to make the life of the people more comfortable a luxurious.
Those in order to survive in market on should practical as well as theoretical knowledge
about all different fields existing market. In today’s competitive world edges is more
significant than theoretical knowledge. Today practical training and knowledge also plays an
important role.
Master education brings its students in direct contact with the real corporate world thorough
industrial training. The Master programmes provide its students with an in depth study of
various managerial activities that are performed in any organization.
PREFACE
Today we are at the doorstep of 21
st
Century; competition at the various levels is increasing
day by day. New and new developments are taking place and these days in all fields all over
India to make the life of the people more comfortable a luxurious.
Those in order to survive in market on should practical as well as theoretical knowledge
about all different fields existing market. In today’s competitive world edges is more
significant than theoretical knowledge. Today practical training and knowledge also plays an
important role.
Master education brings its students in direct contact with the real corporate world thorough
industrial training. The Master programmes provide its students with an in depth study of
various managerial activities that are performed in any organization.
6
DECLARATION
I hereby declare that the entire work embodied in the Project Report entitled “An Empirical
Study on Stress Level Amongst Working Women in Sumandeep Vidyapeeth", has been
carried out by me under the supervision and guidance of Shri R. Hariharan Assistant
Professor, Department of Commerce and Business Management, Faculty of Commerce, The
Maharaja Sayajirao University of Baroda, Vadodara. The matter presented in this report
incorporates the results of independent investigations carried out by me. To the best of my
knowledge, no part of this report has been submitted for any Degree or Diploma to The
Maharaja Sayajirao University of Baroda or any other University/Institution in India or
Abroad.
Date: 09/05/2014 Mr. Krunal B. Shah
Place: Vadodara
DECLARATION
I hereby declare that the entire work embodied in the Project Report entitled “An Empirical
Study on Stress Level Amongst Working Women in Sumandeep Vidyapeeth", has been
carried out by me under the supervision and guidance of Shri R. Hariharan Assistant
Professor, Department of Commerce and Business Management, Faculty of Commerce, The
Maharaja Sayajirao University of Baroda, Vadodara. The matter presented in this report
incorporates the results of independent investigations carried out by me. To the best of my
knowledge, no part of this report has been submitted for any Degree or Diploma to The
Maharaja Sayajirao University of Baroda or any other University/Institution in India or
Abroad.
Date: 09/05/2014 Mr. Krunal B. Shah
Place: Vadodara
7
TABLE OF CONTENTS
CHAPTER
NUMBER
TITLE OF THE CHAPTER PAGE
NUMBER
Bonafide Certificate
Acknowledgement
Certificate of Originality
Preface
Declaration
List of Tables
List of Figures/ Charts
Student – Project Guide Interaction Report
1.0 INTRODUCTION
1.1 Definitions of Stress………………………………………….
1.2 Meaning of Stress…………………………………………….
1.3 Sources of Stress……………………………………………..
1.4 Types of stress……………………………………………….
1.5 Consequences and Symptoms of Stress……………………...
1.6 Level of Stress……………………………………………….
1.7 Effect of Stress……………………………………………….
1.8 Stress and the Working Women……………………………
1.9 Workplace Stress and Working Women…………………….
1.10 The Problems Working Women face………………………
1.11 Why do Some Experts Feel that Women are Particularly
Susceptible to Stress?...................................................................
9
12
12
13
14
16
17
18
19
20
21
22
2.0 COMPANY PROFILE
2.1Introduction…………………………………………………...
2.2 History………………………………………………………..
2.3 Genesis……………………………………………………….
2.4 Mission and Vision…………………………………………..
2.5 Strategic Plan…………………………………………………
2.6 Women grievance cell………………………………………..
2.7 The Sexual Harassment of women Committee………………
23
24
25
26
27
27
28
28
TABLE OF CONTENTS
CHAPTER
NUMBER
TITLE OF THE CHAPTER PAGE
NUMBER
Bonafide Certificate
Acknowledgement
Certificate of Originality
Preface
Declaration
List of Tables
List of Figures/ Charts
Student – Project Guide Interaction Report
1.0 INTRODUCTION
1.1 Definitions of Stress………………………………………….
1.2 Meaning of Stress…………………………………………….
1.3 Sources of Stress……………………………………………..
1.4 Types of stress……………………………………………….
1.5 Consequences and Symptoms of Stress……………………...
1.6 Level of Stress……………………………………………….
1.7 Effect of Stress……………………………………………….
1.8 Stress and the Working Women……………………………
1.9 Workplace Stress and Working Women…………………….
1.10 The Problems Working Women face………………………
1.11 Why do Some Experts Feel that Women are Particularly
Susceptible to Stress?...................................................................
9
12
12
13
14
16
17
18
19
20
21
22
2.0 COMPANY PROFILE
2.1Introduction…………………………………………………...
2.2 History………………………………………………………..
2.3 Genesis……………………………………………………….
2.4 Mission and Vision…………………………………………..
2.5 Strategic Plan…………………………………………………
2.6 Women grievance cell………………………………………..
2.7 The Sexual Harassment of women Committee………………
23
24
25
26
27
27
28
28
8
2.8 Organization Structure………………………………………. 29
3.0 LITRATURE REVIEW 30
4.0 RESEARCH METHODOLOGY
4.1 Title of the Study……………………………………… ..
4.2 Duration of the Study…………………………………. ..
4.3 Basic Terms of Present Research Study…………… ….
4.4 Rational of the Proposed Research Study…………… …
4.5 Scope and Coverage of Research Stud………………….
4.6 Objectives of Research Study ………………………….
4.7 Research design…………………………………………
4.8 Source of Information…………………………………..
4.9 Sampling decisions……………………………………...
4.10 Data collection, Analysis, Interpretation……………..
4.11 Significance of the Proposed Research Study…………
4.12 Limitations of the Study…………………………… …
37
38
38
38
38
39
39
40
40
40
41
41
42
5.0 DATA ANALYSIS AND INTERPRETATION 43
6.0 FINDINGS, SUGGESTIONS AND CONCLUSIONS 85
BIBLIOGRAPHY 90
QUESTIONNAIRE 92
2.8 Organization Structure………………………………………. 29
3.0 LITRATURE REVIEW 30
4.0 RESEARCH METHODOLOGY
4.1 Title of the Study……………………………………… ..
4.2 Duration of the Study…………………………………. ..
4.3 Basic Terms of Present Research Study…………… ….
4.4 Rational of the Proposed Research Study…………… …
4.5 Scope and Coverage of Research Stud………………….
4.6 Objectives of Research Study ………………………….
4.7 Research design…………………………………………
4.8 Source of Information…………………………………..
4.9 Sampling decisions……………………………………...
4.10 Data collection, Analysis, Interpretation……………..
4.11 Significance of the Proposed Research Study…………
4.12 Limitations of the Study…………………………… …
37
38
38
38
38
39
39
40
40
40
41
41
42
5.0 DATA ANALYSIS AND INTERPRETATION 43
6.0 FINDINGS, SUGGESTIONS AND CONCLUSIONS 85
BIBLIOGRAPHY 90
QUESTIONNAIRE 92
9
CHAPTER 1.0
INTRODUCTION
CHAPTER 1.0
INTRODUCTION
10
1.0 INTRODUCTION
Stress an individual’s adaptive response to situation that is perceived as challenging
threatening to the person well-being.
Modern life is full of stress. An organization become more complex, the potential for stress
increases. Urbanization, industrialization and increase in scale of operations are some of the
reasons for rising stress. Stress is an inevitable consequence of socio-economic complexity
and to some extent, its stimulant as well. Stress in health psychology, a general term used to
refer to a range of negative perceptions and reactions experienced when pressure become too
much. In health psychology, stress is typically used to refer more generally to a range of
negative perceptions and reactions.
The concept of stress and stress management is increasingly gaining recognition in literature
and the globe. Oyerinde (2004) describes stress as the biological responses to events that
threaten to overwhelm the individual capacity to cope satisfactory in the environment.
Melinda, Ellen, Jeanne and Robert (2008) defined stress as powerful neurochemicals and
hormones that prepare one for action to fight or flee one don t take action, the stress
responses can lead to health problems.
Every era in history has been characterized by some incapacitating diseases. Plague, Polio
and Pneumonia were eliminated when the environmental conditions were improved or when
the germs or viruses were destroyed or protected through drugs or vaccines. In the modern
society we have some characteristic diseases, but normally consider not being so easy to
eliminate. It leads to psychosomatic disease or heart disease and it is a major contributor to
disturbances in one’s emotional, family and social life. It inhibits creativity and personal
effectiveness and it is present as general dissatisfaction that is so obvious in our daily lives.
The name of this condition is stress.
Stress is very much dynamic condition in which people confronted with opportunities,
constraints or demand related to what one desires and for which outcome is perceived to be
both uncertain and important. Stress is associated with constraints and demand. Two
conditions are necessary for potential stress to become actual stress.
The workplace is widely regarded as a major source of stress and, as such, has been a
significant focus of research. Work stress is of concern to both occupational and health
psychologists. Entrepreneurial role stress can be defined as the harmful physical and
emotional responses that occur when the requirements of the business or job do not match the
capabilities, resources, or needs of the entrepreneurs.
.
1.0 INTRODUCTION
Stress an individual’s adaptive response to situation that is perceived as challenging
threatening to the person well-being.
Modern life is full of stress. An organization become more complex, the potential for stress
increases. Urbanization, industrialization and increase in scale of operations are some of the
reasons for rising stress. Stress is an inevitable consequence of socio-economic complexity
and to some extent, its stimulant as well. Stress in health psychology, a general term used to
refer to a range of negative perceptions and reactions experienced when pressure become too
much. In health psychology, stress is typically used to refer more generally to a range of
negative perceptions and reactions.
The concept of stress and stress management is increasingly gaining recognition in literature
and the globe. Oyerinde (2004) describes stress as the biological responses to events that
threaten to overwhelm the individual capacity to cope satisfactory in the environment.
Melinda, Ellen, Jeanne and Robert (2008) defined stress as powerful neurochemicals and
hormones that prepare one for action to fight or flee one don t take action, the stress
responses can lead to health problems.
Every era in history has been characterized by some incapacitating diseases. Plague, Polio
and Pneumonia were eliminated when the environmental conditions were improved or when
the germs or viruses were destroyed or protected through drugs or vaccines. In the modern
society we have some characteristic diseases, but normally consider not being so easy to
eliminate. It leads to psychosomatic disease or heart disease and it is a major contributor to
disturbances in one’s emotional, family and social life. It inhibits creativity and personal
effectiveness and it is present as general dissatisfaction that is so obvious in our daily lives.
The name of this condition is stress.
Stress is very much dynamic condition in which people confronted with opportunities,
constraints or demand related to what one desires and for which outcome is perceived to be
both uncertain and important. Stress is associated with constraints and demand. Two
conditions are necessary for potential stress to become actual stress.
The workplace is widely regarded as a major source of stress and, as such, has been a
significant focus of research. Work stress is of concern to both occupational and health
psychologists. Entrepreneurial role stress can be defined as the harmful physical and
emotional responses that occur when the requirements of the business or job do not match the
capabilities, resources, or needs of the entrepreneurs.
.
11
WHAT IS STRESS?
S stands for sorrow.
T stands for tension.
R stands for rivalry.
E stands for emotional outburst.
S stands for success phobia.
S stands for exit suspense.
Stress is not a useful term for scientists because it is such a highly subjective phenomenon
that it defies definition. And if you can’t define stress, how can you possibly measure it? The
term “stress”, as it is currently used was coined by Hans Selye in 1936, who defined it as “the
non-specific response of the body to any demand for change”. Selye had noted in numerous
experiments that laboratory animals subjected to acute but different noxious physical and
emotional stimuli (blaring light, deafening noise, extremes of heat or cold, perpetual
frustration) all exhibited the same pathologic changes of stomach ulcerations, shrinkage of
lymphoid tissue and enlargement of the adrenals. He later demonstrated that persistent stress
could cause these animals to develop various diseases similar to those seen in humans, such
as heart attacks, stroke, kidney disease and rheumatoid arthritis. At the time, it was believed
that most diseases were caused by specific but different pathogens. Tuberculosis was due to
the tubercle bacillus, anthrax by the anthrax bacillus, syphilis by a spirochete, etc. What Selye
proposed was just the opposite, namely that many different insults could cause the same
disease, not only in animals, but in humans as well.
More women are employed now than ever before, but more likely women get low
productivity, low pay and vulnerable jobs, lack of social protection and basic rights than men
according to a new report by the international labor organization ILO.
Davidson (1983) and Cooper (1992) in two books on managerial women and stress found that
managerial women felt isolated at work, exhibited Type A behavior, and experienced greater
strain than did men. Extra pressures on managerial women included lack of self-confidence
and subtle forms of discrimination.
The study confirmed the impression that working women still carry the major burden of
home and family problems.
The main aim of the study was to examine for factors that are responsible for generating
entrepreneurial role stress among women those who are working in “Mahila Bachat Gat”
Objective the aim of this review was to evaluate research relating to the role of gender in the
level of workplace stress. A further aim was review of literature relating to stressor of
particular relevance to working women. The stressor include multiple roles, lack of career
progress and discrimination and stereotyping.
WHAT IS STRESS?
S stands for sorrow.
T stands for tension.
R stands for rivalry.
E stands for emotional outburst.
S stands for success phobia.
S stands for exit suspense.
Stress is not a useful term for scientists because it is such a highly subjective phenomenon
that it defies definition. And if you can’t define stress, how can you possibly measure it? The
term “stress”, as it is currently used was coined by Hans Selye in 1936, who defined it as “the
non-specific response of the body to any demand for change”. Selye had noted in numerous
experiments that laboratory animals subjected to acute but different noxious physical and
emotional stimuli (blaring light, deafening noise, extremes of heat or cold, perpetual
frustration) all exhibited the same pathologic changes of stomach ulcerations, shrinkage of
lymphoid tissue and enlargement of the adrenals. He later demonstrated that persistent stress
could cause these animals to develop various diseases similar to those seen in humans, such
as heart attacks, stroke, kidney disease and rheumatoid arthritis. At the time, it was believed
that most diseases were caused by specific but different pathogens. Tuberculosis was due to
the tubercle bacillus, anthrax by the anthrax bacillus, syphilis by a spirochete, etc. What Selye
proposed was just the opposite, namely that many different insults could cause the same
disease, not only in animals, but in humans as well.
More women are employed now than ever before, but more likely women get low
productivity, low pay and vulnerable jobs, lack of social protection and basic rights than men
according to a new report by the international labor organization ILO.
Davidson (1983) and Cooper (1992) in two books on managerial women and stress found that
managerial women felt isolated at work, exhibited Type A behavior, and experienced greater
strain than did men. Extra pressures on managerial women included lack of self-confidence
and subtle forms of discrimination.
The study confirmed the impression that working women still carry the major burden of
home and family problems.
The main aim of the study was to examine for factors that are responsible for generating
entrepreneurial role stress among women those who are working in “Mahila Bachat Gat”
Objective the aim of this review was to evaluate research relating to the role of gender in the
level of workplace stress. A further aim was review of literature relating to stressor of
particular relevance to working women. The stressor include multiple roles, lack of career
progress and discrimination and stereotyping.
12
1.1 DEFINITION OF STRESS:
According to Sommerville and Langford (1994) describe stress as a social problem.
According to Robbins and sanghi (2006) “A dynamic condition in which an individual is
confronted with an opportunity, constraints, or demand related to what he or she desire and
for which the outcome is perceived to be both uncertain and important.”
According to Richard Carlson “Stress is nothing more than a socially acceptable form of
mental illness’
Robins and sanghi (2006) also contributed “stress is typically discussed in a negative context;
it also has positive value. It is an opportunity when offers a potential gain.”
According to ILO (1986) “It is a recognized world-wide as a major challenge to individual
mental and physical health. and organizational health.”
According to Usman and Ismail (2010) “One of the affected outcomes of stress is on job
performance.”
According to Newman and Beehr (1979) define job stress or workplace stress as “ a situation
wherein job-related factors interact with the worker to change his or her psychological and/or
physiological condition such that the person is forced to deviate from normal functioning.”
According to Hans Selye “stress is the body‘s nonspecific response to a demand placed on
it.”
According to Richard S. Lazarus “Stress as a condition or feeling experienced when a person
perceives that demand exceed that personal and social resources the individual is able to
mobilize.”
According to D ‘Souza “ Nervous tension that results from internal conflicts from a wide
range of external situations.”
1.2 Meaning of Stress:
Stress may be understood as a state of tension experienced by individual facing extraordinary
demands. Constraints or opportunities. The pressure of morden life, coupled with the
demand of the job, can lead to emotional imbalances that are collectively labled stress.
However, stress is not always unpleasant.
Stress is as result of an interaction between an individual‘s emotional, intellectual, social, and
physical resources and the demand on him or her.
Subjective and self reported evaluations of stress are just as a valied as ‘objective’ data such
as statistics on accidents or absenteeism. A recent report by National Association of Mental
Health distinguishes between stress and pressure, where pressure can be defined as a
1.1 DEFINITION OF STRESS:
According to Sommerville and Langford (1994) describe stress as a social problem.
According to Robbins and sanghi (2006) “A dynamic condition in which an individual is
confronted with an opportunity, constraints, or demand related to what he or she desire and
for which the outcome is perceived to be both uncertain and important.”
According to Richard Carlson “Stress is nothing more than a socially acceptable form of
mental illness’
Robins and sanghi (2006) also contributed “stress is typically discussed in a negative context;
it also has positive value. It is an opportunity when offers a potential gain.”
According to ILO (1986) “It is a recognized world-wide as a major challenge to individual
mental and physical health. and organizational health.”
According to Usman and Ismail (2010) “One of the affected outcomes of stress is on job
performance.”
According to Newman and Beehr (1979) define job stress or workplace stress as “ a situation
wherein job-related factors interact with the worker to change his or her psychological and/or
physiological condition such that the person is forced to deviate from normal functioning.”
According to Hans Selye “stress is the body‘s nonspecific response to a demand placed on
it.”
According to Richard S. Lazarus “Stress as a condition or feeling experienced when a person
perceives that demand exceed that personal and social resources the individual is able to
mobilize.”
According to D ‘Souza “ Nervous tension that results from internal conflicts from a wide
range of external situations.”
1.2 Meaning of Stress:
Stress may be understood as a state of tension experienced by individual facing extraordinary
demands. Constraints or opportunities. The pressure of morden life, coupled with the
demand of the job, can lead to emotional imbalances that are collectively labled stress.
However, stress is not always unpleasant.
Stress is as result of an interaction between an individual‘s emotional, intellectual, social, and
physical resources and the demand on him or her.
Subjective and self reported evaluations of stress are just as a valied as ‘objective’ data such
as statistics on accidents or absenteeism. A recent report by National Association of Mental
Health distinguishes between stress and pressure, where pressure can be defined as a
13
subjective feeling of tension or arousal is triggered by potentially stressful situation.
However, where pressure exceeds an individual‘s ability to cope, the result is stress. (Ricardo
Blaug, Amy Kenyon, Rohit Lekhi).
The health and safety Executive (HSE) defines stress as “the adverse reaction people have to
excessive pressures or other types of demand placed on theme”. Recent research shows that
this ‘adverse reaction’ can seriously undermine the quality of people’s working lives and, in
turn, the effectiveness of the workplace.
Richard Lazarus and Susan Folkman suggested in 1984 that stress can be thought of as
resulting from an “imbalance between demands and resources” or as occurring when
“pressure exceeds one’s perceived ability to cope”.
The term “stress” refers only to a stress with significant negative consequences, or distress in
the terminology advocated by Hans selye , rather than what he call eustress, a stress whose
consequences are helpful or otherwise positive. He defines this stress as a state manifested by
a syndrome which consists of all non specifically induced changes in a biologic system.
1.3 SOURCES OF STRESS:-
At present stress is the number one problem for working people. It is increasing continuously
day by day due to globalization and global economic crisis. It creates the fight or flight
response in the brain, the stress hormone then circulates in the blood stream which causes the
heart to speed up, the arteries to narrow and blood sugar to rise. In our daily life we face
different type of stressors, such as biological, psychological, sociological and philosophical
In any case, regardless of the stressor; the body’s reaction will be the same (Greenberg 1990).
Hans Selye (1976) in his classic book The Stress of Life briefly described the stress reactivity
as a three-phase process termed the general adaptation syndrome as follows:
Phase 1: Alarm Reaction
The body shows the changes characteristic of the first exposure to stressor. At the same time,
its resistance is diminished and, if the stressor is sufficiently strong (severe burns, extremes of
temperature), death may result.
Phase 2: Stage of Resistance
Resistance ensues if continued exposure to the stressor is compatible with adaptation. The
bodily signs characteristic of the alarm reaction have virtually disappeared and resistance
rises above normal.
subjective feeling of tension or arousal is triggered by potentially stressful situation.
However, where pressure exceeds an individual‘s ability to cope, the result is stress. (Ricardo
Blaug, Amy Kenyon, Rohit Lekhi).
The health and safety Executive (HSE) defines stress as “the adverse reaction people have to
excessive pressures or other types of demand placed on theme”. Recent research shows that
this ‘adverse reaction’ can seriously undermine the quality of people’s working lives and, in
turn, the effectiveness of the workplace.
Richard Lazarus and Susan Folkman suggested in 1984 that stress can be thought of as
resulting from an “imbalance between demands and resources” or as occurring when
“pressure exceeds one’s perceived ability to cope”.
The term “stress” refers only to a stress with significant negative consequences, or distress in
the terminology advocated by Hans selye , rather than what he call eustress, a stress whose
consequences are helpful or otherwise positive. He defines this stress as a state manifested by
a syndrome which consists of all non specifically induced changes in a biologic system.
1.3 SOURCES OF STRESS:-
At present stress is the number one problem for working people. It is increasing continuously
day by day due to globalization and global economic crisis. It creates the fight or flight
response in the brain, the stress hormone then circulates in the blood stream which causes the
heart to speed up, the arteries to narrow and blood sugar to rise. In our daily life we face
different type of stressors, such as biological, psychological, sociological and philosophical
In any case, regardless of the stressor; the body’s reaction will be the same (Greenberg 1990).
Hans Selye (1976) in his classic book The Stress of Life briefly described the stress reactivity
as a three-phase process termed the general adaptation syndrome as follows:
Phase 1: Alarm Reaction
The body shows the changes characteristic of the first exposure to stressor. At the same time,
its resistance is diminished and, if the stressor is sufficiently strong (severe burns, extremes of
temperature), death may result.
Phase 2: Stage of Resistance
Resistance ensues if continued exposure to the stressor is compatible with adaptation. The
bodily signs characteristic of the alarm reaction have virtually disappeared and resistance
rises above normal.
14
Phase 3: Stage of Exhaustion
Following long-continued exposure to the stressor, to which the body had become adjusted,
eventually adaptation energy is exhausted. The signs of the alarm reaction reappear, but now
they are irreversible, and the individual dies (Greenberg 1990).
Table: 1 Type of Stressor & Examples
Types of Stressors Examples
Work factors • Excessive work hours
• Unreasonable performance demands
Physical Environment • Noise and Overcrowding
• Health and safety risks
• Ergonomic problems
Organizational Practices • Lack of autonomy
• Poor communication
Workplace change • insecurity in Job
• High turnover
Relationship • poor relationship with superiors
• Bullying or harassment
Source: helpguide.org,www.helpguide.org/mental/work_stress_management.html
1.4 Types of Stress:-
1. Acute Stress:
Acute stress is your body's immediate reaction to a new challenge, event, or demand -- the
fight or flight response. As the pressures of a near-miss automobile accident, an argument
with a family member or a costly mistake at work sink in, your body turns on this biological
response. Acute stress isn't always caused by negative stress; it's also the experience you have
when riding a roller coaster or having a person jump out at you in a haunted house. Isolated
episodes of acute stress should not have any lingering health effects. In fact, they might
actually be healthy for you -- as these stressful situations give your body and brain practice in
developing the best response to future stressful situations.
Phase 3: Stage of Exhaustion
Following long-continued exposure to the stressor, to which the body had become adjusted,
eventually adaptation energy is exhausted. The signs of the alarm reaction reappear, but now
they are irreversible, and the individual dies (Greenberg 1990).
Table: 1 Type of Stressor & Examples
Types of Stressors Examples
Work factors • Excessive work hours
• Unreasonable performance demands
Physical Environment • Noise and Overcrowding
• Health and safety risks
• Ergonomic problems
Organizational Practices • Lack of autonomy
• Poor communication
Workplace change • insecurity in Job
• High turnover
Relationship • poor relationship with superiors
• Bullying or harassment
Source: helpguide.org,www.helpguide.org/mental/work_stress_management.html
1.4 Types of Stress:-
1. Acute Stress:
Acute stress is your body's immediate reaction to a new challenge, event, or demand -- the
fight or flight response. As the pressures of a near-miss automobile accident, an argument
with a family member or a costly mistake at work sink in, your body turns on this biological
response. Acute stress isn't always caused by negative stress; it's also the experience you have
when riding a roller coaster or having a person jump out at you in a haunted house. Isolated
episodes of acute stress should not have any lingering health effects. In fact, they might
actually be healthy for you -- as these stressful situations give your body and brain practice in
developing the best response to future stressful situations.
15
Severe acute stress such as stress suffered as the victim of a crime or life-threatening situation
can lead to mental health problems, such as post-traumatic stress disorder or acute stress
disorder.
2. Chronic Stress
If acute stress isn't resolved and begins to increase or lasts for long periods of time, it
becomes chronic stress. Chronic stress can be detrimental to your health, as it can contribute
to several serious diseases or health risks, such as heart disease, cancer, lung disease,
accidents, cirrhosis of the liver, and suicide.
3. Emotional Stress
The pain of emotional stress can hit harder than some other types of stress. For example, the
stress that comes from a conflicted relationship tends to bring a greater physical reaction and
a stronger sense of distress than the stress that comes from being busy at work. Therefore, it
is important to be able to manage emotional stress in effective ways. Strategies that help you
to process, diffuse, and build resilience toward emotional stress can all work well, and
different approaches can work in different situations. Here are some ways to manage
emotional stress.
4. Time Stress
The kind of stress is the resultant of one’s worry about time or the lack thereof. One worry
about the number of things that one has to do, and fear that will fail to achieve something
important. One might feel tr4apped, unhappy or even hopeless. This stress is common in all
facets of lives. Time management skills have been advocated over the years as a useful tool
in coping with this kind of stress.
5. Situational Stress
This stress occurs in a scary situation that one has no control over. This stress is not
anticipated by the individual and as such it is always sudden. Conflict has been identified as
the major causes of situational stress and effective conflict resolution skills have equally been
identified as a possible way out.
Severe acute stress such as stress suffered as the victim of a crime or life-threatening situation
can lead to mental health problems, such as post-traumatic stress disorder or acute stress
disorder.
2. Chronic Stress
If acute stress isn't resolved and begins to increase or lasts for long periods of time, it
becomes chronic stress. Chronic stress can be detrimental to your health, as it can contribute
to several serious diseases or health risks, such as heart disease, cancer, lung disease,
accidents, cirrhosis of the liver, and suicide.
3. Emotional Stress
The pain of emotional stress can hit harder than some other types of stress. For example, the
stress that comes from a conflicted relationship tends to bring a greater physical reaction and
a stronger sense of distress than the stress that comes from being busy at work. Therefore, it
is important to be able to manage emotional stress in effective ways. Strategies that help you
to process, diffuse, and build resilience toward emotional stress can all work well, and
different approaches can work in different situations. Here are some ways to manage
emotional stress.
4. Time Stress
The kind of stress is the resultant of one’s worry about time or the lack thereof. One worry
about the number of things that one has to do, and fear that will fail to achieve something
important. One might feel tr4apped, unhappy or even hopeless. This stress is common in all
facets of lives. Time management skills have been advocated over the years as a useful tool
in coping with this kind of stress.
5. Situational Stress
This stress occurs in a scary situation that one has no control over. This stress is not
anticipated by the individual and as such it is always sudden. Conflict has been identified as
the major causes of situational stress and effective conflict resolution skills have equally been
identified as a possible way out.
16
1.5 CONSEQUENCES AND SYMPTOMS OF STRESS :-
As stated earlier stress is caused by or reaction to the external events and bring about changes
in our response and our general behavior. It is important to learn how to know when our
stress levels are out of control. Stress affects the mind, body, and behavior in many ways, and
everyone experiences stress differently. The stress response, also called the fight or flight
response, first described by Cannon, refers to the physiological and emotional changes
brought on by stress hormones in response to certain situational or event stressors (Cannon
1918). Stress associated with positive events, helps us respond effectively in times of trauma.
It also increases our performance or efficiency in ordinary times. On the other hand distress
tends to block our performance, create health problems, increase anxiety and depression, and
reduce optimal efficiency (Selye 1976). The presence of stress can be divided into three
different categories; i) Physiological, ii) Behavioral and iii) Psychological. Now we describe
these three symptoms as follows (table-2):
Table 2: The three categories of symptoms of stress
Physiological Symptoms
Behavioral Symptoms
Psychological Symptoms
• Perspiration
• Impulsive behavior
• Physical trauma
• Eating disorders
• Depression/Isolation
• Moodiness
• Irritability
• Lower energy levels
• Anxiety
• Headaches
• Change in personality
• Fear and tension
• Illness
• Laughing in a high pitch
• Memory problems
• Trembling
• Irritable/Aggressive
• Depression
• Urinating frequently
• Increased errors
• Depression or general
unhappiness
• Premenstrual tension
• Turnover
• Dissatisfactions
Source: Available [email protected]
1.5 CONSEQUENCES AND SYMPTOMS OF STRESS :-
As stated earlier stress is caused by or reaction to the external events and bring about changes
in our response and our general behavior. It is important to learn how to know when our
stress levels are out of control. Stress affects the mind, body, and behavior in many ways, and
everyone experiences stress differently. The stress response, also called the fight or flight
response, first described by Cannon, refers to the physiological and emotional changes
brought on by stress hormones in response to certain situational or event stressors (Cannon
1918). Stress associated with positive events, helps us respond effectively in times of trauma.
It also increases our performance or efficiency in ordinary times. On the other hand distress
tends to block our performance, create health problems, increase anxiety and depression, and
reduce optimal efficiency (Selye 1976). The presence of stress can be divided into three
different categories; i) Physiological, ii) Behavioral and iii) Psychological. Now we describe
these three symptoms as follows (table-2):
Table 2: The three categories of symptoms of stress
Physiological Symptoms
Behavioral Symptoms
Psychological Symptoms
• Perspiration
• Impulsive behavior
• Physical trauma
• Eating disorders
• Depression/Isolation
• Moodiness
• Irritability
• Lower energy levels
• Anxiety
• Headaches
• Change in personality
• Fear and tension
• Illness
• Laughing in a high pitch
• Memory problems
• Trembling
• Irritable/Aggressive
• Depression
• Urinating frequently
• Increased errors
• Depression or general
unhappiness
• Premenstrual tension
• Turnover
• Dissatisfactions
Source: Available [email protected]
17
1.6 LEVEL OF STRESS:-
Level 1 - Immediate stress
Increased heart rate and blood pressure
Rapid breathing
Perspiring and sweaty palms
Indigestion and nervous stomach
These symptoms occur in response to a stressor that causes fright or nervousness. Your body
releases adrenalin to prepare you for action. Examples range from immediate, external danger
such as a fire or a car speeding towards you to a self-imposed situation such as a job
interview or first date.
Level 2 - Continued stress
Feelings of being pressured or driven
Exhaustion and fatigue
Anxiety
Memory loss
Colds and flu
Increase in smoking or alcohol and caffeine consumption
These symptoms can occur when there is no relief from a Level 1 stress. Your body begins to
release stored sugars and fats, using up its resources. For example, a long-term deadline at
work, or a drawn-out divorce may lead to Level 2 stress.
Level 3 - Ongoing stress
Insomnia
Errors in judgment
Personality changes
Autoimmune disorders
Heart disease
Mental illness
When a stressful situation is not resolved and carries on for prolonged periods, Level 3 stress
can result. Your body cannot produce the energy resources it needs and the on-going strain
can cause dysfunctions and breakdowns. An unsatisfying and highly demanding job or caring
for a disabled family member could potentially cause this kind of stress.
1.6 LEVEL OF STRESS:-
Level 1 - Immediate stress
Increased heart rate and blood pressure
Rapid breathing
Perspiring and sweaty palms
Indigestion and nervous stomach
These symptoms occur in response to a stressor that causes fright or nervousness. Your body
releases adrenalin to prepare you for action. Examples range from immediate, external danger
such as a fire or a car speeding towards you to a self-imposed situation such as a job
interview or first date.
Level 2 - Continued stress
Feelings of being pressured or driven
Exhaustion and fatigue
Anxiety
Memory loss
Colds and flu
Increase in smoking or alcohol and caffeine consumption
These symptoms can occur when there is no relief from a Level 1 stress. Your body begins to
release stored sugars and fats, using up its resources. For example, a long-term deadline at
work, or a drawn-out divorce may lead to Level 2 stress.
Level 3 - Ongoing stress
Insomnia
Errors in judgment
Personality changes
Autoimmune disorders
Heart disease
Mental illness
When a stressful situation is not resolved and carries on for prolonged periods, Level 3 stress
can result. Your body cannot produce the energy resources it needs and the on-going strain
can cause dysfunctions and breakdowns. An unsatisfying and highly demanding job or caring
for a disabled family member could potentially cause this kind of stress.
18
1.7 EFFECT OF STRESS:-
Negative effects
A. Impairment of cognitive functioning:
A moderately common effect of stress is impairment of one‘s mental functioning. In some
people, stress may lead to a narrowed from of attention, reduced flexibility in thinking, poor
concentration and less effective memory storage. Such effects are far from inevitable.
(Mandler,1979)
B. Shock and disorientation:
Sever stress can leave people dazed and confused. (Horowitz, 1979) in these states people
tends to feel emotionally numb and they respond in a flat, apathetic fashion to events around
theme.
C. Burnout:
Burnout is a buzzword for the eighties. This is a stress-related Syndrome wherein one‘s
behavior comes to be dominated by feelings of physical, mental and emotional exhaustion.
The physical exhaustion includes chronic figure, weakness, and low energy. The emotional
exhaustion is manifested in highly negative attitudes towards oneself. One’s work and life is
general.
D. Physical problems and illness:
The existence of connection between stress and certain kinds of physical illness has long been
recognized. Examples of illness that have long been viewed as stress-related are asthma,
hypertension, migraine headache, and ulcers.
Positive effects
The beneficial effects of stress are more difficult to pinpoint than the harmful effects because
they tend to be more subtle.
First, we would probably experience a suffocating level of boredom if we lived a
stress-free existence. Life would be very dull indeed if it were altogether devoid of
challenge. There is evidence (Suedfeld,1979) that an intermediate level of simulation
and challenge tends to be optimal for most people. Although most of us think of stress
in terms of stimulus overload, it is clear that under load can be extremely unpleasant
as well.
1.7 EFFECT OF STRESS:-
Negative effects
A. Impairment of cognitive functioning:
A moderately common effect of stress is impairment of one‘s mental functioning. In some
people, stress may lead to a narrowed from of attention, reduced flexibility in thinking, poor
concentration and less effective memory storage. Such effects are far from inevitable.
(Mandler,1979)
B. Shock and disorientation:
Sever stress can leave people dazed and confused. (Horowitz, 1979) in these states people
tends to feel emotionally numb and they respond in a flat, apathetic fashion to events around
theme.
C. Burnout:
Burnout is a buzzword for the eighties. This is a stress-related Syndrome wherein one‘s
behavior comes to be dominated by feelings of physical, mental and emotional exhaustion.
The physical exhaustion includes chronic figure, weakness, and low energy. The emotional
exhaustion is manifested in highly negative attitudes towards oneself. One’s work and life is
general.
D. Physical problems and illness:
The existence of connection between stress and certain kinds of physical illness has long been
recognized. Examples of illness that have long been viewed as stress-related are asthma,
hypertension, migraine headache, and ulcers.
Positive effects
The beneficial effects of stress are more difficult to pinpoint than the harmful effects because
they tend to be more subtle.
First, we would probably experience a suffocating level of boredom if we lived a
stress-free existence. Life would be very dull indeed if it were altogether devoid of
challenge. There is evidence (Suedfeld,1979) that an intermediate level of simulation
and challenge tends to be optimal for most people. Although most of us think of stress
in terms of stimulus overload, it is clear that under load can be extremely unpleasant
as well.
19
Second, stress may frequently promote personal growth. Basically, personal growth
refers to movement toward greater psychological health. Stress must some time force
us to develops new skill, learn new insights, and acquire new strengths. In other
words, the adaption process initiated by stress may often lead to personal changes for
the better. Confronting and conquering a stressful challenge may lead to improvement
in specific coping abilities and to favorable alternative in one‘s self-concept.
Third, today‘s stress can “inoculate” us so that we are less affected by tomorrow‘s
stress. If stressful experience is moderate in intensity and does not overwhelm us, it
may increase our subsequent stress tolerance. Thus, a fellow who has previously
endured business ‘s setbacks may be much better prepared than most people to deal
with the fact that bank ia about to foreclose on his home.In light of negative effects
that stress can have improved stress tolerance is a desirable outcome.
1.8 STRESS AND THE WORKING WOMEN :
Waking up at sharp 6 in the morning after retiring to bed late at night, rustling up an
appetizing breakfast for everyone while getting the kids all spruced up for school, taking care
of the sundry house requirements that demand her attention that's the average working
woman's home schedule for you. And things are not easy for her on the work front either.
After all the modern workplace comes with its own share of tensions. The multiple-roles that
women find themselves compelled to play these days, often bring about a major energy leak
both at the physical as well as psychological level.
One might argue that men too face stressful situations at the workplace. True enough, but
then very few men are called upon to give their hundred percent equally at home and at work.
No one says that life should always be a smooth ride sans pressures and stress. In fact there is
a school of thought which claims moderate amounts of stress is like the rev up act, enhancing
performance and producing exhilaration. It even contributes to attaining goals and fulfilling
commitments. It's the "I'm going over the edge," kind of stress that must be competently dealt
with soon enough. So how does one win over stress?
First of all, ask yourself how much time have you carved for yourself in a day, doing the
things that make you most happy?
Second, find ways to add energy to your life. Eat a wholesome breakfast, exercise a little and
drink plenty of water. Identify whether you are a morning or an evening person and learn to
capitalize on your best work times.
The next step would be to plug the source of your energy leak. Is it your home situation,
office environment, co-workers, workload, or lack of team participation that's getting to you?
Second, stress may frequently promote personal growth. Basically, personal growth
refers to movement toward greater psychological health. Stress must some time force
us to develops new skill, learn new insights, and acquire new strengths. In other
words, the adaption process initiated by stress may often lead to personal changes for
the better. Confronting and conquering a stressful challenge may lead to improvement
in specific coping abilities and to favorable alternative in one‘s self-concept.
Third, today‘s stress can “inoculate” us so that we are less affected by tomorrow‘s
stress. If stressful experience is moderate in intensity and does not overwhelm us, it
may increase our subsequent stress tolerance. Thus, a fellow who has previously
endured business ‘s setbacks may be much better prepared than most people to deal
with the fact that bank ia about to foreclose on his home.In light of negative effects
that stress can have improved stress tolerance is a desirable outcome.
1.8 STRESS AND THE WORKING WOMEN :
Waking up at sharp 6 in the morning after retiring to bed late at night, rustling up an
appetizing breakfast for everyone while getting the kids all spruced up for school, taking care
of the sundry house requirements that demand her attention that's the average working
woman's home schedule for you. And things are not easy for her on the work front either.
After all the modern workplace comes with its own share of tensions. The multiple-roles that
women find themselves compelled to play these days, often bring about a major energy leak
both at the physical as well as psychological level.
One might argue that men too face stressful situations at the workplace. True enough, but
then very few men are called upon to give their hundred percent equally at home and at work.
No one says that life should always be a smooth ride sans pressures and stress. In fact there is
a school of thought which claims moderate amounts of stress is like the rev up act, enhancing
performance and producing exhilaration. It even contributes to attaining goals and fulfilling
commitments. It's the "I'm going over the edge," kind of stress that must be competently dealt
with soon enough. So how does one win over stress?
First of all, ask yourself how much time have you carved for yourself in a day, doing the
things that make you most happy?
Second, find ways to add energy to your life. Eat a wholesome breakfast, exercise a little and
drink plenty of water. Identify whether you are a morning or an evening person and learn to
capitalize on your best work times.
The next step would be to plug the source of your energy leak. Is it your home situation,
office environment, co-workers, workload, or lack of team participation that's getting to you?
20
While you're at it, it would be a good idea to write down all the reasons why you love your
job and how you could use your strengths to enhance your performance. Make a short list of
priorities and stick to them. Get organized, ticking off chores that have got to be completed.
Remember to keep yourself centered so that you don't feel overcome by guilt when you say
'no' to someone asking an inconvenient favour of you.
Finally, create a realistic action plan that includes you in a big way as you balance your life
and set goals that are important to you. Women who overextend themselves might find it
helpful to actually schedule time for themselves. Remember, you don't need to make yourself
more important than anyone else, but you do need to consider yourself at least as important as
everyone else.
1.9 WORKPLACE STRESS AND WORKING WOMEN :-
“Workplace stress” is the response people may experience when presented with work demand
and pressure that are not matched to their knowledge and ability and which challenge their
ability to cope. It has been described as an emotional experience associated with nervousness,
tension and strain, brought about by factor related to work.
Job stress affects both men and women, although there are some gender differences in
certain aspects. A report in 2005 found the odds of association of cumulative job stress with
poor mental Health conditions like anxiety, depression, and chronic fatigue among women to
be 1.4 to 7.1, compared to 1.8 to 4.6 for men.
In general, women are more likely than men to experience physical symptoms of stress, such
as fatigue, irritability, headaches and depression. Women are also more likely than men to
cope with job stress with unhealthy behaviors, such as poor eating habits.
For working women, care giving and balancing work/life issues is a significant stressor. Well
over half of the caregivers in the United States are women and 59 percent are also employed.
Specifically, women are the primary caretakers of children, including children who have a
chronic illness such as asthma now the leading cause of school absence as well as the cause
of more than 15 million days of less productive work or absences per year.
Overall, working women who are also caregivers often face work adjustments, including
reduced hours, taking leaves of absence and even quitting their jobs, according to a report
sponsored by The National Alliance for Caregivers. Not surprisingly, women are more than
twice as likely as their male counterparts to report the benefits of having employer-provided
support systems that offer counseling or support groups.
Low salaries, lack of opportunity for advancement and heavy workloads have more than one-
third of Americans reporting feeling chronic work stress.
And women are feeling it more acutely than ever. After decades of making progress in the
work force, many women are feeling less valued than men, according to a recent APA survey
on Stress in the Workplace. They’re feeling they don’t receive adequate monetary
While you're at it, it would be a good idea to write down all the reasons why you love your
job and how you could use your strengths to enhance your performance. Make a short list of
priorities and stick to them. Get organized, ticking off chores that have got to be completed.
Remember to keep yourself centered so that you don't feel overcome by guilt when you say
'no' to someone asking an inconvenient favour of you.
Finally, create a realistic action plan that includes you in a big way as you balance your life
and set goals that are important to you. Women who overextend themselves might find it
helpful to actually schedule time for themselves. Remember, you don't need to make yourself
more important than anyone else, but you do need to consider yourself at least as important as
everyone else.
1.9 WORKPLACE STRESS AND WORKING WOMEN :-
“Workplace stress” is the response people may experience when presented with work demand
and pressure that are not matched to their knowledge and ability and which challenge their
ability to cope. It has been described as an emotional experience associated with nervousness,
tension and strain, brought about by factor related to work.
Job stress affects both men and women, although there are some gender differences in
certain aspects. A report in 2005 found the odds of association of cumulative job stress with
poor mental Health conditions like anxiety, depression, and chronic fatigue among women to
be 1.4 to 7.1, compared to 1.8 to 4.6 for men.
In general, women are more likely than men to experience physical symptoms of stress, such
as fatigue, irritability, headaches and depression. Women are also more likely than men to
cope with job stress with unhealthy behaviors, such as poor eating habits.
For working women, care giving and balancing work/life issues is a significant stressor. Well
over half of the caregivers in the United States are women and 59 percent are also employed.
Specifically, women are the primary caretakers of children, including children who have a
chronic illness such as asthma now the leading cause of school absence as well as the cause
of more than 15 million days of less productive work or absences per year.
Overall, working women who are also caregivers often face work adjustments, including
reduced hours, taking leaves of absence and even quitting their jobs, according to a report
sponsored by The National Alliance for Caregivers. Not surprisingly, women are more than
twice as likely as their male counterparts to report the benefits of having employer-provided
support systems that offer counseling or support groups.
Low salaries, lack of opportunity for advancement and heavy workloads have more than one-
third of Americans reporting feeling chronic work stress.
And women are feeling it more acutely than ever. After decades of making progress in the
work force, many women are feeling less valued than men, according to a recent APA survey
on Stress in the Workplace. They’re feeling they don’t receive adequate monetary
21
compensation for their work and feel that employers offer them fewer opportunities for
internal career advancement than men.
Take a look at the healthcare industry as one example. Healthcare as a whole is still an
overwhelmingly female occupation: 80 percent of all workers in this field are female,
according to a report on the healthcare industry by Georgetown University Center on
Education and the Workforce.
But men are still earning more in many healthcare careers. For example, female doctors earn
less than their male counterparts and male nurses earn more than female nurses at every level
of education, according to the Georgetown report.
And healthcare isn’t alone. According to the results of the annual VIDA Women in the
Literary Arts survey, male authors were featured 3 to 4 times more often than female authors
in many major literary publications, such as The New York Review of Books and Harpers
Magazine.
The reality is, in down economic times a wide range of people have good reason to feel stress
at work. Both men and women are often working during paid time off, typically checking
email, but sometimes participating in conference calls or using days off to catch up on work.
And exacerbating the realities of the stressors in the job market, women may be more likely
to internalize stress, according to a recent article in the Wall Street Journal. They may
hesitate to speak up for themselves or to challenge behavior that they see as unfair. And,
according to the APA survey, men are more likely than women to use flexible work
arrangements, although both men and women report that job demands interfere with their
ability to fulfill family or home responsibilities.
But chronically stressful situations that go unaddressed can lead to serious health
problems. Constant job stress can impact eating and exercise habits, which can contribute to
high blood pressure, high cholesterol and weight gain. Stress on the job can also accelerate
the onset of heart disease and can lead to burnout, which is often associated with depression.
1.10 THE PROBLEMS WORKING WOMEN FACE: -
Research confirms that employment has a positive effect for women and families. And
misperceptions that affect their performance in the workplace. This paper will examine some
of these difficulties describe various methods employed by working women to resolve them.
One such difficulty is the belief that men and women have different leadership styles.
Leadership styles attributed to women are believed to reduce their effectiveness in the
workplace. Specifically, women are thought to be more people-oriented in their leadership
style and men more task-oriented. The people-oriented leadership style of women is viewed
as less likely to inspire productivity among workers.
Gender stereotyping is a problem that working women must deal with. Barnett and Hyde,
(2001), conclude that the empirical studies they reviewed challenge gender differences
predictions of earlier theories. The behavior of men and women in the workplace is similar.
compensation for their work and feel that employers offer them fewer opportunities for
internal career advancement than men.
Take a look at the healthcare industry as one example. Healthcare as a whole is still an
overwhelmingly female occupation: 80 percent of all workers in this field are female,
according to a report on the healthcare industry by Georgetown University Center on
Education and the Workforce.
But men are still earning more in many healthcare careers. For example, female doctors earn
less than their male counterparts and male nurses earn more than female nurses at every level
of education, according to the Georgetown report.
And healthcare isn’t alone. According to the results of the annual VIDA Women in the
Literary Arts survey, male authors were featured 3 to 4 times more often than female authors
in many major literary publications, such as The New York Review of Books and Harpers
Magazine.
The reality is, in down economic times a wide range of people have good reason to feel stress
at work. Both men and women are often working during paid time off, typically checking
email, but sometimes participating in conference calls or using days off to catch up on work.
And exacerbating the realities of the stressors in the job market, women may be more likely
to internalize stress, according to a recent article in the Wall Street Journal. They may
hesitate to speak up for themselves or to challenge behavior that they see as unfair. And,
according to the APA survey, men are more likely than women to use flexible work
arrangements, although both men and women report that job demands interfere with their
ability to fulfill family or home responsibilities.
But chronically stressful situations that go unaddressed can lead to serious health
problems. Constant job stress can impact eating and exercise habits, which can contribute to
high blood pressure, high cholesterol and weight gain. Stress on the job can also accelerate
the onset of heart disease and can lead to burnout, which is often associated with depression.
1.10 THE PROBLEMS WORKING WOMEN FACE: -
Research confirms that employment has a positive effect for women and families. And
misperceptions that affect their performance in the workplace. This paper will examine some
of these difficulties describe various methods employed by working women to resolve them.
One such difficulty is the belief that men and women have different leadership styles.
Leadership styles attributed to women are believed to reduce their effectiveness in the
workplace. Specifically, women are thought to be more people-oriented in their leadership
style and men more task-oriented. The people-oriented leadership style of women is viewed
as less likely to inspire productivity among workers.
Gender stereotyping is a problem that working women must deal with. Barnett and Hyde,
(2001), conclude that the empirical studies they reviewed challenge gender differences
predictions of earlier theories. The behavior of men and women in the workplace is similar.
22
Differences may have existed in the past but these differences are rapidly disappearing.
Perhaps what needs to be examined is why these differences are disappearing. There is a
work/family conflict that particularly affects working women. It is extended work hours.
(Piotrkowski et al 1987). There is research that suggests that a child’s well being suffers as a
result of lack of time with parents (Piotrkowski et al 1987). Specifically, “the lack of
sensitive, responsive, and consistent care from overworked parents or substitute providers can
lead to decreased cognitive and social skills (Percel & Menaghan 1994). And can promote
attachment insecurity in children (Belsky, 1990) (Glass & Estes, 1997: 295).”
Men and women communicate differently and; therefore, negotiate differently (Miller, 2003).
The successful female professional must not only understand the gender differences in
communication but be able to use them to her advantage as well.
1.11 WHY DO S OME EXPERTS FEEL THAT WOMEN ARE
PARTICULARLY SUSCEPTIBLE TO STRESS?
Women are socialized to be the caretakers of others. More women than men have both a
career outside the home and continue to try to juggle traditional responsibilities after hours.
Over 70% of married women with children under the age of 18 are employed outside the
home. Sociologists describe women as struggling to achieve the "male standard" at work,
while trying to maintain the perfect wife and mother standards at home.
Women are also less likely to be in as powerful positions as men to change their
environment. Women find it harder to say no to others' requests and often feel guilty if they
can't please everyone. They often spend less time nurturing their own emotional and physical
needs, as that might be perceived as selfish. In addition, relationship alterations or the loss of
loved ones can produce empty nest or other separation syndromes.
As women progress through life's stages, hormonal balance associated with premenstrual,
post-partum and menopausal changes can affect chemical vulnerability to stress and
depression.
Differences may have existed in the past but these differences are rapidly disappearing.
Perhaps what needs to be examined is why these differences are disappearing. There is a
work/family conflict that particularly affects working women. It is extended work hours.
(Piotrkowski et al 1987). There is research that suggests that a child’s well being suffers as a
result of lack of time with parents (Piotrkowski et al 1987). Specifically, “the lack of
sensitive, responsive, and consistent care from overworked parents or substitute providers can
lead to decreased cognitive and social skills (Percel & Menaghan 1994). And can promote
attachment insecurity in children (Belsky, 1990) (Glass & Estes, 1997: 295).”
Men and women communicate differently and; therefore, negotiate differently (Miller, 2003).
The successful female professional must not only understand the gender differences in
communication but be able to use them to her advantage as well.
1.11 WHY DO S OME EXPERTS FEEL THAT WOMEN ARE
PARTICULARLY SUSCEPTIBLE TO STRESS?
Women are socialized to be the caretakers of others. More women than men have both a
career outside the home and continue to try to juggle traditional responsibilities after hours.
Over 70% of married women with children under the age of 18 are employed outside the
home. Sociologists describe women as struggling to achieve the "male standard" at work,
while trying to maintain the perfect wife and mother standards at home.
Women are also less likely to be in as powerful positions as men to change their
environment. Women find it harder to say no to others' requests and often feel guilty if they
can't please everyone. They often spend less time nurturing their own emotional and physical
needs, as that might be perceived as selfish. In addition, relationship alterations or the loss of
loved ones can produce empty nest or other separation syndromes.
As women progress through life's stages, hormonal balance associated with premenstrual,
post-partum and menopausal changes can affect chemical vulnerability to stress and
depression.
23
CHAPTER 2.0
COMPANY PROFILE
CHAPTER 2.0
COMPANY PROFILE
24
2.0 COMPANEY PROFILE
Name : Sumandeep Vidyapeeth
Establishment year : 2007
2.1 INTRODUCTION:
Sumandeep Vidyapeeth University once a nurtured dream of a single man stands as an
unmistakable reality and landmark today. A single seed sown has sprouted today into a huge
tree with deep seated roots. The dream grew as The K. M. Shah Charitable Trust and has
taken the shape of The Sumandeep Vidyapeeth University of today is a symbol of trust,
service and hospitality; having touched and influenced the life of countless people. K. M.
Shah Charitable Trust (KMSCT) symbolizes change. What once began with a small clinic
with two dental chairs has today metamorphosed into an educational hub encompassing
dental, medical and physiotherapy colleges. Today that dream is shared by one and all at
SVU. Sumandeep Vidyapeeth University is one of the reputed Universities which provide the
Post Graduate Medical and Dental Programs to the aspiring candidates. University is declared
as deemed to be University under section 3 of the UGC Act 1956. Admission into this
University is based on Mall India Post Graduate Entrance exam. University is located in
Gujarat for providing these.
Sumandeep Vidyapeeth, as a socially responsive institution is committed to healthcare
education and training, research and philanthropic in-house and outreach practices. With the
deemed university status the Sumandeep Vidyapeeth enjoys greater academic freedom which
is being used in designing and offering relevant academic programmes, bring timely changes
to keep these programmes relevant and creating environment and infrastructure conducive to
effective learning.
2.0 COMPANEY PROFILE
Name : Sumandeep Vidyapeeth
Establishment year : 2007
2.1 INTRODUCTION:
Sumandeep Vidyapeeth University once a nurtured dream of a single man stands as an
unmistakable reality and landmark today. A single seed sown has sprouted today into a huge
tree with deep seated roots. The dream grew as The K. M. Shah Charitable Trust and has
taken the shape of The Sumandeep Vidyapeeth University of today is a symbol of trust,
service and hospitality; having touched and influenced the life of countless people. K. M.
Shah Charitable Trust (KMSCT) symbolizes change. What once began with a small clinic
with two dental chairs has today metamorphosed into an educational hub encompassing
dental, medical and physiotherapy colleges. Today that dream is shared by one and all at
SVU. Sumandeep Vidyapeeth University is one of the reputed Universities which provide the
Post Graduate Medical and Dental Programs to the aspiring candidates. University is declared
as deemed to be University under section 3 of the UGC Act 1956. Admission into this
University is based on Mall India Post Graduate Entrance exam. University is located in
Gujarat for providing these.
Sumandeep Vidyapeeth, as a socially responsive institution is committed to healthcare
education and training, research and philanthropic in-house and outreach practices. With the
deemed university status the Sumandeep Vidyapeeth enjoys greater academic freedom which
is being used in designing and offering relevant academic programmes, bring timely changes
to keep these programmes relevant and creating environment and infrastructure conducive to
effective learning.
25
2.2 HISTORY:
K. M. Shah Charitable Trust which began with a small clinic with two dental chairs has today
metamorphosed into an educational hub encompassing dental, medical and physiotherapy
collages.
Shree Kanjibhai Manjibhai Shah Dental College & Hospital was established in 1999 to
promote education in modern professional subjects. The focus rapidly expanded and in 2001,
Smt. Kashiba Jayshankar Pandya College of Physiotherapy was established. This was
followed in quick succession by foray into general healthcare services with the establishment
of Dhiraj General Hospital in 2002.
Dr. Mansukhlal Shah, a visionary, a first generation entrepreneur, and a philanthropic is the
founder chairman of K.M. Shah Charitable Trust (KMSCT). The Trust bears its name from
Shri Kanjibhai Manjibhai Shah, a small time businessman and father of the Chairman.
Established in 1981, the Trust had very humble beginnings. During the formative years, the
Trust zealously rendered dental health care services at concessional charges to the poor and
the needy patients. Free dental checkup camps were organized at regular intervals and free
dentures were also provided to the poor and the needy senior citizens.
The Trust strongly believes in creating employment and employability opportunities for the
local residents. To this extent, the Trust has generated employment opportunities for
hundreds of local residents from the surrounding villages. The Trust is also strongly
committed to Social Responsibility. It frequently organizes free diagnostic camps, provides
free food and social services to the inhabitants of the surrounding villages during natural
calamities like flood as well as remains ever-ready for adoption of villages.
2.2 HISTORY:
K. M. Shah Charitable Trust which began with a small clinic with two dental chairs has today
metamorphosed into an educational hub encompassing dental, medical and physiotherapy
collages.
Shree Kanjibhai Manjibhai Shah Dental College & Hospital was established in 1999 to
promote education in modern professional subjects. The focus rapidly expanded and in 2001,
Smt. Kashiba Jayshankar Pandya College of Physiotherapy was established. This was
followed in quick succession by foray into general healthcare services with the establishment
of Dhiraj General Hospital in 2002.
Dr. Mansukhlal Shah, a visionary, a first generation entrepreneur, and a philanthropic is the
founder chairman of K.M. Shah Charitable Trust (KMSCT). The Trust bears its name from
Shri Kanjibhai Manjibhai Shah, a small time businessman and father of the Chairman.
Established in 1981, the Trust had very humble beginnings. During the formative years, the
Trust zealously rendered dental health care services at concessional charges to the poor and
the needy patients. Free dental checkup camps were organized at regular intervals and free
dentures were also provided to the poor and the needy senior citizens.
The Trust strongly believes in creating employment and employability opportunities for the
local residents. To this extent, the Trust has generated employment opportunities for
hundreds of local residents from the surrounding villages. The Trust is also strongly
committed to Social Responsibility. It frequently organizes free diagnostic camps, provides
free food and social services to the inhabitants of the surrounding villages during natural
calamities like flood as well as remains ever-ready for adoption of villages.
26
2.3 GENESIS:
The philanthropic orientations of Dr. Mansukh Shah, President of K.M. Shah Charitable
Trust which registered in 1981 at Charitable Trust in 1981. The Trust initially engaged in
providing Dental Healthcare services. The backbone of this initiative was an untiring and a
relentless zeal of its founder Dr. Mansukh Shah who is a philanthropic medical professional.
His committed enterprise and professional vision led him to make a foray in healthcare
education. In the mid nineties, Dr. Shah turned his attention to growing challenges in
professional healthcare education. This motivated him to set up K.M.Shah Dental College &
Hospital in 1999. The focus gained momentum with the launch of College of Physiotherapy
in 2001. These initiatives were furthered by a foray into general healthcare services with the
establishment of Dhiraj General Hospital and Smt. B.K. Shah Medical Institute & Research
Center in quick successions in 2002 and 2003 respectively. Sumandeep Nursing College was
established in 2006. The Professional vision continued to probe diversified educational needs
of the society and as a result The Sumandeep School of Pharmacy and The School of
Management were launched in quick succession in 2007 and 2008 respectively. 1200 bedded
Dhiraj General Hospital, 350 chairs Dental hospital, state of the art learning resource centre.
The zealous pursuit of professional dream and vigorous industry of the trust culminated into
the authentication of the Sumandeep Vidyapeeth on 17th January, 2007 as a Deemed to be
the University u/s 3 of the UGC Act 1956. With this status the educational programmers of
the Sumandeep Vidyapeeth enjoy the recognition of the UGC. Sumandeep Vidyapeeth has
the distinction of being the only Deemed University of the State of Gujarat under de novo
category. Sumandeep has acquired this status on the Strength of introduction of path breaking
healthcare education and training delivery system namely Evidence Based Education System
(EBES). Sumandeep as a socially responsive institution is committed to healthcare education
and training, research and philanthropic in-house and outreach practices. With the deemed
university status Sumandeep Vidyapeeth enjoys greater academic freedom which is being
used in designing and offering relevant academic programmes, bring timely changes to keep
these programmes relevant and creating environment and infrastructure conducive to
2.3 GENESIS:
The philanthropic orientations of Dr. Mansukh Shah, President of K.M. Shah Charitable
Trust which registered in 1981 at Charitable Trust in 1981. The Trust initially engaged in
providing Dental Healthcare services. The backbone of this initiative was an untiring and a
relentless zeal of its founder Dr. Mansukh Shah who is a philanthropic medical professional.
His committed enterprise and professional vision led him to make a foray in healthcare
education. In the mid nineties, Dr. Shah turned his attention to growing challenges in
professional healthcare education. This motivated him to set up K.M.Shah Dental College &
Hospital in 1999. The focus gained momentum with the launch of College of Physiotherapy
in 2001. These initiatives were furthered by a foray into general healthcare services with the
establishment of Dhiraj General Hospital and Smt. B.K. Shah Medical Institute & Research
Center in quick successions in 2002 and 2003 respectively. Sumandeep Nursing College was
established in 2006. The Professional vision continued to probe diversified educational needs
of the society and as a result The Sumandeep School of Pharmacy and The School of
Management were launched in quick succession in 2007 and 2008 respectively. 1200 bedded
Dhiraj General Hospital, 350 chairs Dental hospital, state of the art learning resource centre.
The zealous pursuit of professional dream and vigorous industry of the trust culminated into
the authentication of the Sumandeep Vidyapeeth on 17th January, 2007 as a Deemed to be
the University u/s 3 of the UGC Act 1956. With this status the educational programmers of
the Sumandeep Vidyapeeth enjoy the recognition of the UGC. Sumandeep Vidyapeeth has
the distinction of being the only Deemed University of the State of Gujarat under de novo
category. Sumandeep has acquired this status on the Strength of introduction of path breaking
healthcare education and training delivery system namely Evidence Based Education System
(EBES). Sumandeep as a socially responsive institution is committed to healthcare education
and training, research and philanthropic in-house and outreach practices. With the deemed
university status Sumandeep Vidyapeeth enjoys greater academic freedom which is being
used in designing and offering relevant academic programmes, bring timely changes to keep
these programmes relevant and creating environment and infrastructure conducive to
27
effective learning. Sumandeep Vidyapeeth puts in all necessary efforts and takes all
precautions to fulfil and attain the highest standards of professional education. Sumandeep
Vidyapeeth continuously strives to design and offer socially relevant higher professional
education programmes. Thus, a small step took giant leaps and culminated into a huge
network of core and ancillary institutes located on a sprawling campus of 70 acres situated at
Piparia on Waghodia Road – a destination just 17 Kilo Meters away from Vadodara Railway
Station. The journey so far has been testing yet exciting while creating these milestones. We
at the Sumandeep Vidyapeeth believe that we have miles to go yet as we envision to venture
many new areas of art and science of professional education. We are prepared and dedicated
to face the challenges of turbulent time to seize the existing and emerging educational
opportunities by effectively meeting the expectations of our effort holders. In the process, we
have resolved to keep upgrading and adding to our efforts and infrastructure. We aspire to be
socially germane by being responsive and sensitive.
2.4 MISSION:
To be recognized as an “Educational Hub of Quality and Development”. SUMANDEEP
VIDYAPEETH aims to be a world class center of excellence in learning and innovation
driven by social sensitivity and state-of-the-art technology. In near future it will be amongst
the top rated Educational Institutes nationally and internationally, offering contemporary
education, high quality research, training and consultancy services to suit the ever changing
needs of Global society and to provide high quality health care services to the society.
VISION:
Sumandeep Vidyapeeth University envisages itself as a vibrant and reflective institution
providing Health - care, Education Services and Research of the highest recognized standard
and best practices in all its perspective.
2.5 STRATEGIC PLAN:
Sumandeep Vidyapeeth has grown within a very short span of time to give Education in the
field of Medical & Paramedics. We have continuously evolved to endeavor with the latest
Medical Education by engracing into the Cardiac and Nephrology Department.
Long term:
In future we are going to start with ayurveda, Homeopathy and naturopathy
Education.
effective learning. Sumandeep Vidyapeeth puts in all necessary efforts and takes all
precautions to fulfil and attain the highest standards of professional education. Sumandeep
Vidyapeeth continuously strives to design and offer socially relevant higher professional
education programmes. Thus, a small step took giant leaps and culminated into a huge
network of core and ancillary institutes located on a sprawling campus of 70 acres situated at
Piparia on Waghodia Road – a destination just 17 Kilo Meters away from Vadodara Railway
Station. The journey so far has been testing yet exciting while creating these milestones. We
at the Sumandeep Vidyapeeth believe that we have miles to go yet as we envision to venture
many new areas of art and science of professional education. We are prepared and dedicated
to face the challenges of turbulent time to seize the existing and emerging educational
opportunities by effectively meeting the expectations of our effort holders. In the process, we
have resolved to keep upgrading and adding to our efforts and infrastructure. We aspire to be
socially germane by being responsive and sensitive.
2.4 MISSION:
To be recognized as an “Educational Hub of Quality and Development”. SUMANDEEP
VIDYAPEETH aims to be a world class center of excellence in learning and innovation
driven by social sensitivity and state-of-the-art technology. In near future it will be amongst
the top rated Educational Institutes nationally and internationally, offering contemporary
education, high quality research, training and consultancy services to suit the ever changing
needs of Global society and to provide high quality health care services to the society.
VISION:
Sumandeep Vidyapeeth University envisages itself as a vibrant and reflective institution
providing Health - care, Education Services and Research of the highest recognized standard
and best practices in all its perspective.
2.5 STRATEGIC PLAN:
Sumandeep Vidyapeeth has grown within a very short span of time to give Education in the
field of Medical & Paramedics. We have continuously evolved to endeavor with the latest
Medical Education by engracing into the Cardiac and Nephrology Department.
Long term:
In future we are going to start with ayurveda, Homeopathy and naturopathy
Education.
28
Short Term:
To improve the quality, Facility & Infrastructure of the six existing Institutes.
2.6 WOMEN GRIEVANCE CELL :
Sr. No Name Designation
1. Dr. Dulari Gandhi
HOD, Pediatrics, SVU
Chairman
2. Dr. Lata Parmar
Principal, College of Physiotherapy, SVU
Member
3. Dr. A. K. Seth
Principal, Dept. of Pharmacy, SVU
Member
4. Dr. Hetal Pandya
Professor, Dept. of Medicine, SBKS MIRC, SVU
Member
5. Dr. (Mrs.) Sucheta Lakhani
Professor & HOD, Microbiology Dept., SBKS
MIRC, SVU
Member
6. Mrs. Motibala
Chief Matron, Dhiraj Hospital, Piparia
Member
7. Ms. Stuti Dave
Asst. Registrar – HR & Legal, SVU
Member
8. Ms. Trusha Shah
Chief Warden, HoR
Secretary
2.7 THE SEXUAL HARASSMENT OF WOMEN COMMITTEE :
Sr.
No
Name Designation
1. Dr. Dulari Gandhi
HOD, Pediatrics, SVU
Presiding Officer
2. Ms. Stuti Dave
Asst. Registrar – HR & Legal, SVU
Member
3. Mrs. Kalpana N. Shah
OSD – Admission
Member
4. Dr. Prof. Parulben Shah
Dean – Performing Arts, MSU
Member
Short Term:
To improve the quality, Facility & Infrastructure of the six existing Institutes.
2.6 WOMEN GRIEVANCE CELL :
Sr. No Name Designation
1. Dr. Dulari Gandhi
HOD, Pediatrics, SVU
Chairman
2. Dr. Lata Parmar
Principal, College of Physiotherapy, SVU
Member
3. Dr. A. K. Seth
Principal, Dept. of Pharmacy, SVU
Member
4. Dr. Hetal Pandya
Professor, Dept. of Medicine, SBKS MIRC, SVU
Member
5. Dr. (Mrs.) Sucheta Lakhani
Professor & HOD, Microbiology Dept., SBKS
MIRC, SVU
Member
6. Mrs. Motibala
Chief Matron, Dhiraj Hospital, Piparia
Member
7. Ms. Stuti Dave
Asst. Registrar – HR & Legal, SVU
Member
8. Ms. Trusha Shah
Chief Warden, HoR
Secretary
2.7 THE SEXUAL HARASSMENT OF WOMEN COMMITTEE :
Sr.
No
Name Designation
1. Dr. Dulari Gandhi
HOD, Pediatrics, SVU
Presiding Officer
2. Ms. Stuti Dave
Asst. Registrar – HR & Legal, SVU
Member
3. Mrs. Kalpana N. Shah
OSD – Admission
Member
4. Dr. Prof. Parulben Shah
Dean – Performing Arts, MSU
Member
29
2.8 ORGANIZATION STRUCTURE :
2.8 ORGANIZATION STRUCTURE :
30
CHAPTER 3.0
REVIEW OF
LITRATURE
CHAPTER 3.0
REVIEW OF
LITRATURE
31
3.0 A BRIEF REVIEW OF LITRATURE
Stress is excitement, feeling of anxiety, and/or physical tension that occurs when the demands
placed on individual are thought to exceed his ability to cope. This most common view of
stress is often called distress or negative stress. The physical or psychological demands from
the environment that cause this condition are called stressor. (Hellriegel & Slocum, 2004)
Stress (psychology), an unpleasant state of emotional and physiological arousal that people
experience in situation that they perceive as dangerous or threatening to their well-being.
(Auerbach et al, 2007/Encarta 2008). According to WHO (2011), Stress arise from a wide
range of work circumstances and becomes worse due lack of support, low skill discretions,
high job demands and organizational condition. (Hallin et al.2007.)
More recently recognized stressor include workplace bullying, discrimination in the
workplace and sexual harassment. Upstream determination of psychosocial working
condition include the state of the economy and the contractual arrangements under which
workers are employed (Benach et al., 2007; Quinlan & Bhole, 2009), with many recent
studies looking at contigent work or precarious employment and its relationship with working
conditions and health (Benach & Muntaner, 2007; Cranford et al., 2003; Lamontangne et
al; 2009; Quinlan et al; 2001 Tompa et al; 2007). Despite many beneficial health effects of
work, jobs with poor psychosocial quality can be more harmful to health than being
unemployed, as a recent Australian study has demonstrated (Broom et al., 2006)
Kreitner, Kinicki & Buelens (1999:503) define stress as, “…..an adaptive response,
mediated by individual characteristics and/or psychological process, that is consequence of
any external action, situation or event that places special physical and/or psychological
demands upon a person”.
Cryer, Mccraty & Childre (2003:103) refer to stress as “….two simultaneous events: an
external stimulus called a stressor, and the emotional and physical response to that stimulus
(fear,anxiety,surging heart rate and blood pressure, fast breathing, muscle tension, and so on)
. Good stressors (a ski run, a poerty contest) inspire you achieve”.
Stress also affected the human immune system. Although chronic stress typically produces
suppression of a wide range of immune system parameters, acute stress has been found to
stimulate certain aspects of an immune functioning (McEwen, 2000) . Specifically, acute
stress can trigger aspects of an immune system acute phase response, even in the absence of
an infectious agent (Deak, Meriwether, Flashner, spencers, Abouhamze, Moldawer,
Grehn, Watkins, & Maier, 1997). This acute phase activation results in a rapid increase in
blood levels of certain acute phase proteins, as well as production and secretion into blood of
the immune system related hormone, interleukin-6 Zohu,Kusnecov,shurin,Depaoli, &
3.0 A BRIEF REVIEW OF LITRATURE
Stress is excitement, feeling of anxiety, and/or physical tension that occurs when the demands
placed on individual are thought to exceed his ability to cope. This most common view of
stress is often called distress or negative stress. The physical or psychological demands from
the environment that cause this condition are called stressor. (Hellriegel & Slocum, 2004)
Stress (psychology), an unpleasant state of emotional and physiological arousal that people
experience in situation that they perceive as dangerous or threatening to their well-being.
(Auerbach et al, 2007/Encarta 2008). According to WHO (2011), Stress arise from a wide
range of work circumstances and becomes worse due lack of support, low skill discretions,
high job demands and organizational condition. (Hallin et al.2007.)
More recently recognized stressor include workplace bullying, discrimination in the
workplace and sexual harassment. Upstream determination of psychosocial working
condition include the state of the economy and the contractual arrangements under which
workers are employed (Benach et al., 2007; Quinlan & Bhole, 2009), with many recent
studies looking at contigent work or precarious employment and its relationship with working
conditions and health (Benach & Muntaner, 2007; Cranford et al., 2003; Lamontangne et
al; 2009; Quinlan et al; 2001 Tompa et al; 2007). Despite many beneficial health effects of
work, jobs with poor psychosocial quality can be more harmful to health than being
unemployed, as a recent Australian study has demonstrated (Broom et al., 2006)
Kreitner, Kinicki & Buelens (1999:503) define stress as, “…..an adaptive response,
mediated by individual characteristics and/or psychological process, that is consequence of
any external action, situation or event that places special physical and/or psychological
demands upon a person”.
Cryer, Mccraty & Childre (2003:103) refer to stress as “….two simultaneous events: an
external stimulus called a stressor, and the emotional and physical response to that stimulus
(fear,anxiety,surging heart rate and blood pressure, fast breathing, muscle tension, and so on)
. Good stressors (a ski run, a poerty contest) inspire you achieve”.
Stress also affected the human immune system. Although chronic stress typically produces
suppression of a wide range of immune system parameters, acute stress has been found to
stimulate certain aspects of an immune functioning (McEwen, 2000) . Specifically, acute
stress can trigger aspects of an immune system acute phase response, even in the absence of
an infectious agent (Deak, Meriwether, Flashner, spencers, Abouhamze, Moldawer,
Grehn, Watkins, & Maier, 1997). This acute phase activation results in a rapid increase in
blood levels of certain acute phase proteins, as well as production and secretion into blood of
the immune system related hormone, interleukin-6 Zohu,Kusnecov,shurin,Depaoli, &
32
Rabin,1993) Thus acute phase activation is potentially another physiological marker of
stress that might be useful in human studies. Recent animal studies have provided evidence
for stress-induced impairments in memory consolidation (Cahill & McGaugh, 1996: Pugh,
Nguyen, Goneyea, Fleshner, Watkins, Maier, & Rudy, 1999). These studies support
accumulating evidence for brain activity to dynamically regulate by immune system factors
(Maier, Watkins, & Fleshner, 1994). According to Douglas [1980], stress is defined as any
action or situation that places special physical or psychological demand upon a person. Van
Fleet [1988], stress is caused when a person is subjected to unusual situations, demands,
extreme expectations or pressures that are difficult to handle.
Watson Wyatt (1998), in their annual survey of integrated disability management
programmes, found that incidents of disability are increasingly related to slowly developing,
chronic conditions and work-induced stress. In this survey, musculoskeletal problems such as
carpal tunnel syndrome and repetitive motion complaints (50%) exceeded injuries (44%) as
the most common condition triggering an occupational disability expense.
Murphy (1988) conducted a review of several interventions which addressed the nature and
design of the work environment (Jackson, 1983; Wall & Clegg, 1981; Pierce & Newstrom,
1983). The issue of control emerged as a dominant theme throughout the literature included
in the review. For instance, a study conducted by Wall & Clegg (1981) manipulated worker
control over significant aspects of the work process. Manipulation of the work environment
in a study carried out by Jackson (1983) produced modest increases in worker control.
Pierce & Newstrom (1983) introduced flexi-time systems into their workplace which
increased worker control over some aspects of their work. All 3 studies demonstrated how
manipulation of the work environment to increase worker control led to a reduction in the
experience of stress amongst employees.
Job stress has been defined as the nonspecific response of the body to any demands made
upon it (Selye, 1976) . It is consider to be an internal state or reaction to anything we
consciously or unconsciously perceive as threat, either real or imagined (Clarke & Watson,
1991). Robbins (2001) defines stress as a Dynamic condition in which the individual is
confronted with an opportunity , constraint, or demand related to what he or she desire and
for which the outcome is perceived to be both uncertain and important. Stress can be caused
by environmental, or organizational, and individual variables (Matteson & Ivancevich,
1999; cook & Hunsaker, 2001).
Perrewe and zellars observe that some of the recent research on job stress has focus on the
importance of objective stressor s (Bischoff and Terborg, 1995; Ganster and Duffy,
1995)… Although the examination of objective work stressor may be useful to broadly
predict employee strain, the focus is entirely too limiting.
Rabin,1993) Thus acute phase activation is potentially another physiological marker of
stress that might be useful in human studies. Recent animal studies have provided evidence
for stress-induced impairments in memory consolidation (Cahill & McGaugh, 1996: Pugh,
Nguyen, Goneyea, Fleshner, Watkins, Maier, & Rudy, 1999). These studies support
accumulating evidence for brain activity to dynamically regulate by immune system factors
(Maier, Watkins, & Fleshner, 1994). According to Douglas [1980], stress is defined as any
action or situation that places special physical or psychological demand upon a person. Van
Fleet [1988], stress is caused when a person is subjected to unusual situations, demands,
extreme expectations or pressures that are difficult to handle.
Watson Wyatt (1998), in their annual survey of integrated disability management
programmes, found that incidents of disability are increasingly related to slowly developing,
chronic conditions and work-induced stress. In this survey, musculoskeletal problems such as
carpal tunnel syndrome and repetitive motion complaints (50%) exceeded injuries (44%) as
the most common condition triggering an occupational disability expense.
Murphy (1988) conducted a review of several interventions which addressed the nature and
design of the work environment (Jackson, 1983; Wall & Clegg, 1981; Pierce & Newstrom,
1983). The issue of control emerged as a dominant theme throughout the literature included
in the review. For instance, a study conducted by Wall & Clegg (1981) manipulated worker
control over significant aspects of the work process. Manipulation of the work environment
in a study carried out by Jackson (1983) produced modest increases in worker control.
Pierce & Newstrom (1983) introduced flexi-time systems into their workplace which
increased worker control over some aspects of their work. All 3 studies demonstrated how
manipulation of the work environment to increase worker control led to a reduction in the
experience of stress amongst employees.
Job stress has been defined as the nonspecific response of the body to any demands made
upon it (Selye, 1976) . It is consider to be an internal state or reaction to anything we
consciously or unconsciously perceive as threat, either real or imagined (Clarke & Watson,
1991). Robbins (2001) defines stress as a Dynamic condition in which the individual is
confronted with an opportunity , constraint, or demand related to what he or she desire and
for which the outcome is perceived to be both uncertain and important. Stress can be caused
by environmental, or organizational, and individual variables (Matteson & Ivancevich,
1999; cook & Hunsaker, 2001).
Perrewe and zellars observe that some of the recent research on job stress has focus on the
importance of objective stressor s (Bischoff and Terborg, 1995; Ganster and Duffy,
1995)… Although the examination of objective work stressor may be useful to broadly
predict employee strain, the focus is entirely too limiting.
33
Cob (1975) has the opinion that, “The responsibility load creates sever stress among workers
and managers.” If the individual manager cannot cope with the increased responsibilities it
may lead to several physical and psychological disorders among them. Book (1973) reported
that qualitative changes in the job create adjust mental problem among employees. The
interpersonal relationship within the department and between the departments creates
qualitative difficulties within the organization to a great extent.
Stress and conflict are widely covered in theorizing and empirical literature. Stress is also
debated in media as growing problem in today’s society, leading to decreased well-being, or
even burnout (Sommerville & Langford 1994; Ortqvist & Wincent 2006), and thus to
both social and monetary costs. Stress at work is becoming a greater focus at companies in
the western world. Managing such a situations and reducing stress-related illness is of great
potential benefit to firms and a way to stay competitive (Fay & Sonnentag 2002;
Sommerville & Langford 1994.) Conflict is a term with a broad meaning, from smaller
disagreements to legal fights or even growing into physical violence.
When it occurs in business relations it also may hinder progress at work, such as projects.
Often involving people of different background and specialties is becoming a more common
way of working in companies to create change with benefit its customers and clients (Boddy
2002).
Such work demands coordination, collaboration as well as keeping pressure on the involved
to stay within time schedules and strict budgets. This is highly dependent on the work
relations in term of the work roles ( Fay & Sonnetag 2002; Gong, Shenkar, Luo & Nyaw
2001; Sommerville & Langford 1994; Ortqvist & Wincent 2006), the trust and control
(Faulkner 1999; Turner & Muller 2004), the communication (Boddy 2002; Erikson
2005; Gong et al 2001; Turner & Muller 2004), and the individual personalities within the
project (Boddy 2002; Sommerville & Langford 1994).
Stress was object of the study in early clinical research. The emotional breakdown of men in
military combat was studied in clinical research in the early 1949’s known as ‘combat
fatigue’ psychotic behavior, extreme fearfulness, anxiety, ulcers and hypertensions were
found to result from this stress full experience. Furthermore, shock reactions to civilian
disasters were also studied in early research as well as living in chronically stressful
situations for prolonged periods, resulting in symptomatic pattern in the likes of combat
fatigue being observed (Berry, 1998:416).
According to Berry (1998:418) Hans Selye an important theorist and pioneer, who originally
conducted research on the body’s response to stressor defined stress in physiological terms
as, ‘a non-specific or generalized bodily response results when any demand is made on the
Cob (1975) has the opinion that, “The responsibility load creates sever stress among workers
and managers.” If the individual manager cannot cope with the increased responsibilities it
may lead to several physical and psychological disorders among them. Book (1973) reported
that qualitative changes in the job create adjust mental problem among employees. The
interpersonal relationship within the department and between the departments creates
qualitative difficulties within the organization to a great extent.
Stress and conflict are widely covered in theorizing and empirical literature. Stress is also
debated in media as growing problem in today’s society, leading to decreased well-being, or
even burnout (Sommerville & Langford 1994; Ortqvist & Wincent 2006), and thus to
both social and monetary costs. Stress at work is becoming a greater focus at companies in
the western world. Managing such a situations and reducing stress-related illness is of great
potential benefit to firms and a way to stay competitive (Fay & Sonnentag 2002;
Sommerville & Langford 1994.) Conflict is a term with a broad meaning, from smaller
disagreements to legal fights or even growing into physical violence.
When it occurs in business relations it also may hinder progress at work, such as projects.
Often involving people of different background and specialties is becoming a more common
way of working in companies to create change with benefit its customers and clients (Boddy
2002).
Such work demands coordination, collaboration as well as keeping pressure on the involved
to stay within time schedules and strict budgets. This is highly dependent on the work
relations in term of the work roles ( Fay & Sonnetag 2002; Gong, Shenkar, Luo & Nyaw
2001; Sommerville & Langford 1994; Ortqvist & Wincent 2006), the trust and control
(Faulkner 1999; Turner & Muller 2004), the communication (Boddy 2002; Erikson
2005; Gong et al 2001; Turner & Muller 2004), and the individual personalities within the
project (Boddy 2002; Sommerville & Langford 1994).
Stress was object of the study in early clinical research. The emotional breakdown of men in
military combat was studied in clinical research in the early 1949’s known as ‘combat
fatigue’ psychotic behavior, extreme fearfulness, anxiety, ulcers and hypertensions were
found to result from this stress full experience. Furthermore, shock reactions to civilian
disasters were also studied in early research as well as living in chronically stressful
situations for prolonged periods, resulting in symptomatic pattern in the likes of combat
fatigue being observed (Berry, 1998:416).
According to Berry (1998:418) Hans Selye an important theorist and pioneer, who originally
conducted research on the body’s response to stressor defined stress in physiological terms
as, ‘a non-specific or generalized bodily response results when any demand is made on the
34
body, whether it is an environmental condition that we must survive, or a demand that is
being made in order to accomplish a personal goal. Selye also distinguished between two
forms of stress, namely ‘distress’, which is the body ’s response to negative events and
‘eustress’, which is the body’s response to positive stress, emphasizing that both positive and
negative stress can constitute to physiological stress or reaction in the body. Walter Cannon
was the first person who used the term stress to refer to, ‘the physiological reaction’, which is
caused by the perception of aversive or threatening situation. Cannon also introduced the
term ‘fight or fight’, referring to the response which prepares one to cope with the threats
poses by a predator.
Jick & Mitzi’ conducted a very well cited review of the empirical evidence of sex
Differences in stress. Nineteen studies were reviewed and in these studies women tended to
report higher levels of psychological distress than men. The authors suggest that men and
women are likely to be exposed to different stressors, and that gender moderates the
relationship between stressors, the appraisal of stressors and coping, and the relationship
between coping and strain. The review comprised 99 different studies dealing with the issues
of research on women and research on workplace stress. It was concluded that women suffer
from more workplace stress than men, because, as well as experiencing stressors common to
both genders women also experience certain unique stressors. The specific stressors faced by
women included discrimination, stereotyping, marriage/work interface, and social isolation.
Both these reviews strongly suggest that gender plays an important role in level of workplace
stress. However, it is important to note that the reviews are almost 20 years old and that both
reviews used a qualitative method for synthesizing the evidence.
Green glass, Pantony & Burkes2 conducted a study with 555 teachers investigating the
relationship between work stress, social support and role conflict, the latter referring to the
conflicting pressures from two or more sources. The role-conflict scales were used and it was
found that role conflict was significantly higher in women than in men, and women had more
role conflict between their work role and each family role.
The workplace is often portrayed as gender neutral by management, but evidence suggests
that gender bias exists, and this bias contributes to working women’s unique stressors. Lack
of career progress has been suggested as a major source of work stress for women and it has
been linked to negative health consequences and reduced satisfaction. Women are still not
properly integrated in many organizational systems, and there is evidence that women face a
‘glass ceiling’ within the workplace. The glass ceiling refers to a subtle but powerful barrier
that limits women’s career advancement to top management in big organizations. Studies
have found that women are less likely to be promoted than men in professions such as
engineering and medicines. Davidson &Cooper conducted a study with 940 British
managers and it was found that women were more likely to work in lower level management
body, whether it is an environmental condition that we must survive, or a demand that is
being made in order to accomplish a personal goal. Selye also distinguished between two
forms of stress, namely ‘distress’, which is the body ’s response to negative events and
‘eustress’, which is the body’s response to positive stress, emphasizing that both positive and
negative stress can constitute to physiological stress or reaction in the body. Walter Cannon
was the first person who used the term stress to refer to, ‘the physiological reaction’, which is
caused by the perception of aversive or threatening situation. Cannon also introduced the
term ‘fight or fight’, referring to the response which prepares one to cope with the threats
poses by a predator.
Jick & Mitzi’ conducted a very well cited review of the empirical evidence of sex
Differences in stress. Nineteen studies were reviewed and in these studies women tended to
report higher levels of psychological distress than men. The authors suggest that men and
women are likely to be exposed to different stressors, and that gender moderates the
relationship between stressors, the appraisal of stressors and coping, and the relationship
between coping and strain. The review comprised 99 different studies dealing with the issues
of research on women and research on workplace stress. It was concluded that women suffer
from more workplace stress than men, because, as well as experiencing stressors common to
both genders women also experience certain unique stressors. The specific stressors faced by
women included discrimination, stereotyping, marriage/work interface, and social isolation.
Both these reviews strongly suggest that gender plays an important role in level of workplace
stress. However, it is important to note that the reviews are almost 20 years old and that both
reviews used a qualitative method for synthesizing the evidence.
Green glass, Pantony & Burkes2 conducted a study with 555 teachers investigating the
relationship between work stress, social support and role conflict, the latter referring to the
conflicting pressures from two or more sources. The role-conflict scales were used and it was
found that role conflict was significantly higher in women than in men, and women had more
role conflict between their work role and each family role.
The workplace is often portrayed as gender neutral by management, but evidence suggests
that gender bias exists, and this bias contributes to working women’s unique stressors. Lack
of career progress has been suggested as a major source of work stress for women and it has
been linked to negative health consequences and reduced satisfaction. Women are still not
properly integrated in many organizational systems, and there is evidence that women face a
‘glass ceiling’ within the workplace. The glass ceiling refers to a subtle but powerful barrier
that limits women’s career advancement to top management in big organizations. Studies
have found that women are less likely to be promoted than men in professions such as
engineering and medicines. Davidson &Cooper conducted a study with 940 British
managers and it was found that women were more likely to work in lower level management
35
compared to men. women are less likely to be promoted than men in professions such as
engineering and medicines.
Desmukh N.H. (2009), Stress and life satisfaction among working and non working women
from similar levels of socio economic status of the society, resulted that there was no
significant difference in physical and family stress among working and non working women.
Gillian E Hardy, David woods and Toby D Wall (2003), Psychological distress particularly
depression was found to predict absence, with higher levels of distress predicting a greater
number of days and number of times absent. Job satisfaction and psychological distress
independently predicted levels of absence. Job satisfaction and psychological distress –
absence relationship was not moderated by demographic variables. Michael R. Frone
(2008), the relationship of work stressor, those work over load and job insecurity, to
employees alcohol use illicit drug use resulted, support the relation of work stressor to
alcohol and illicit drug use before work, during the workday, and after work.
There is a lack of research investigating work stress and ethnic minorities Nevertheless, it has
been reported that perceived discrimination is a stressor for individuals from ethnic
minorities. Mirrashid compared stress and social support between white women and women
from ethnic minorities. The study found no significant differences between the two groups in
the level of work stress or work/family conflict. Similarly, white women and minority women
experienced the same levels of perceived co-worker support. However, minority women
experienced significantly lower levels of organizational support. Snapp65 interviewed 100
black and 100 white professional women to explore occupational stress, social support and
depression. Women were not randomly selected for the study; rather women were recruited in
accordance to the objective of the study.
Mishra et al (1997) studied the nature and inter relationship between motivation and role
stress on entrepreneurs in and around Delhi. The major findings of the study revealed that
women entrepreneurs scored higher on the motivational variables namely safety,
belongingness, self-esteem and self-actualization as compared to role stagnation, role
isolation and role ambiguity. Self-esteem was associated positively and significantly with role
overload.
Sharma et al (2001) found that gender related unequal division of domestic duties when
coupled with a job, may not result in more severe psychological or subjective health
impairments. It was found that job provides women with means of feeling useful and
important and provides an opportunity to interact with people and this could be the important
source of satisfaction for women. The study also revealed that paid work enhances the status
of the employee resulting in enhanced self-esteem.
compared to men. women are less likely to be promoted than men in professions such as
engineering and medicines.
Desmukh N.H. (2009), Stress and life satisfaction among working and non working women
from similar levels of socio economic status of the society, resulted that there was no
significant difference in physical and family stress among working and non working women.
Gillian E Hardy, David woods and Toby D Wall (2003), Psychological distress particularly
depression was found to predict absence, with higher levels of distress predicting a greater
number of days and number of times absent. Job satisfaction and psychological distress
independently predicted levels of absence. Job satisfaction and psychological distress –
absence relationship was not moderated by demographic variables. Michael R. Frone
(2008), the relationship of work stressor, those work over load and job insecurity, to
employees alcohol use illicit drug use resulted, support the relation of work stressor to
alcohol and illicit drug use before work, during the workday, and after work.
There is a lack of research investigating work stress and ethnic minorities Nevertheless, it has
been reported that perceived discrimination is a stressor for individuals from ethnic
minorities. Mirrashid compared stress and social support between white women and women
from ethnic minorities. The study found no significant differences between the two groups in
the level of work stress or work/family conflict. Similarly, white women and minority women
experienced the same levels of perceived co-worker support. However, minority women
experienced significantly lower levels of organizational support. Snapp65 interviewed 100
black and 100 white professional women to explore occupational stress, social support and
depression. Women were not randomly selected for the study; rather women were recruited in
accordance to the objective of the study.
Mishra et al (1997) studied the nature and inter relationship between motivation and role
stress on entrepreneurs in and around Delhi. The major findings of the study revealed that
women entrepreneurs scored higher on the motivational variables namely safety,
belongingness, self-esteem and self-actualization as compared to role stagnation, role
isolation and role ambiguity. Self-esteem was associated positively and significantly with role
overload.
Sharma et al (2001) found that gender related unequal division of domestic duties when
coupled with a job, may not result in more severe psychological or subjective health
impairments. It was found that job provides women with means of feeling useful and
important and provides an opportunity to interact with people and this could be the important
source of satisfaction for women. The study also revealed that paid work enhances the status
of the employee resulting in enhanced self-esteem.
36
Stephen Palmer and Kristina Gyllensten (2005) did a study of review of literature to
evaluate research relating to the role of gender in the level of workplace stress. A further aim
was to review literature relating to stressors of particular relevance to working women. These
stressors included, multiple roles, lack of career progress and discrimination and stereotyping.
Much of the research indicated that women reported higher levels of stress compared to men.
However, several studies reported no difference between the genders. Furthermore, the
evidence for the adverse effects of multiple roles, lack of career progress and discrimination
and stereotyping was inconsistent. Their review concluded that the evidence regarding the
role of gender in workplace stress and stressors was inconsistent. Limitations of the research
were highlighted and implications for practice were discussed.
According to hofboll , Geller & Dunahoo suggest that it is important to consider the
stressor that are unique employed women, as this can increase the understanding of the
specific needs of working women. This particularly important according to hofboll as several
studies have found that the provision of workplace support was more effective in reducing
occupational stress in women. Research has reported that women in particular are exposed to
the following stressors multiple roles lack of career progress and discrimination and
stereotyping.
Stephen Palmer and Kristina Gyllensten (2005) did a study of review of literature to
evaluate research relating to the role of gender in the level of workplace stress. A further aim
was to review literature relating to stressors of particular relevance to working women. These
stressors included, multiple roles, lack of career progress and discrimination and stereotyping.
Much of the research indicated that women reported higher levels of stress compared to men.
However, several studies reported no difference between the genders. Furthermore, the
evidence for the adverse effects of multiple roles, lack of career progress and discrimination
and stereotyping was inconsistent. Their review concluded that the evidence regarding the
role of gender in workplace stress and stressors was inconsistent. Limitations of the research
were highlighted and implications for practice were discussed.
According to hofboll , Geller & Dunahoo suggest that it is important to consider the
stressor that are unique employed women, as this can increase the understanding of the
specific needs of working women. This particularly important according to hofboll as several
studies have found that the provision of workplace support was more effective in reducing
occupational stress in women. Research has reported that women in particular are exposed to
the following stressors multiple roles lack of career progress and discrimination and
stereotyping.
37
CHAPTER 4.0
RESEARCH
METHODOLOGY
CHAPTER 4.0
RESEARCH
METHODOLOGY
38
4.0 RESEARCH METHODOLOGY
4.1 TITLE OF THE STUDY:
“An Empirical Study on Level of Stress amongst Working Women in Sumandeep
Vidyapeeth”.
4.2 DURATION OF STUDY:
This study was carried out for duration of 2 month (Sem-4).
4.3 BASIC TERMS OF PRESENT RESEARCH STUDY:
Stress:
Stress is the body's reaction to a change that requires a physical, mental or emotional
adjustment or response. It can come from any situation that makes you feel frustrated,
angry, nervous etc.
Management:
Management is an individual or a group of individual accepts responsible to run an
organization. They plan organize direct and control all essential activates of the
organization. Management bring to gather all six Ms i.e. men and women, money,
machine, material, method and market.
Stress Management:
A predetermined strategy for coping with psychological or emotional turmoil. As part of
a health benefits package, a company may offer stress management therapy to improve
job performance.
4.4 RATIONALE OF THE PROPOSED RESEARCH STUDY:
When it comes to performance, working women the stress is one of the main hurdle in their
performance. It is a general observation that stress level is generally higher on working
women duo to multiple responsibilities carried out by them. Technology turmoil, information
revolution, fast changing materialistic life style, innovations and growing competition have
generated in human a feeling of powerlessness, helplessness, and in turn a source of
consequent stress amongst the working women. Studies shows that stress has inverse
4.0 RESEARCH METHODOLOGY
4.1 TITLE OF THE STUDY:
“An Empirical Study on Level of Stress amongst Working Women in Sumandeep
Vidyapeeth”.
4.2 DURATION OF STUDY:
This study was carried out for duration of 2 month (Sem-4).
4.3 BASIC TERMS OF PRESENT RESEARCH STUDY:
Stress:
Stress is the body's reaction to a change that requires a physical, mental or emotional
adjustment or response. It can come from any situation that makes you feel frustrated,
angry, nervous etc.
Management:
Management is an individual or a group of individual accepts responsible to run an
organization. They plan organize direct and control all essential activates of the
organization. Management bring to gather all six Ms i.e. men and women, money,
machine, material, method and market.
Stress Management:
A predetermined strategy for coping with psychological or emotional turmoil. As part of
a health benefits package, a company may offer stress management therapy to improve
job performance.
4.4 RATIONALE OF THE PROPOSED RESEARCH STUDY:
When it comes to performance, working women the stress is one of the main hurdle in their
performance. It is a general observation that stress level is generally higher on working
women duo to multiple responsibilities carried out by them. Technology turmoil, information
revolution, fast changing materialistic life style, innovations and growing competition have
generated in human a feeling of powerlessness, helplessness, and in turn a source of
consequent stress amongst the working women. Studies shows that stress has inverse
39
relationship with job satisfactions and performance and hence, stress become an
organizational problem where women contribution in development of the organization.
Therefore, it is an need of the hour where organizational has to make very specific efforts for
managing stress of working women to optimally utilize knowledge and skills of female work
force. In present socio economic conditions, women also expected to work from their family
for better quality life. In this situations, society as a whole has to understand the social factors
who acts as stressors amongst the working women so that women can contribute maximum in
their social responsibility in family and society. This inspired me to take the study and effort
will be made to study the stress management with working women.
4.5 SCOPE AND COVERAGE OF RESEARCH STUDY :
The research was conducted in Sumandeep Vidyapeeth. The project work was focus on level
of stress amongst on the working women at supervisor level of different departments. The
result of the study reporting on level of stress of the working women of Sumandeep
Vidyapeeth.
4.6 OBJECTIVES OF RESEARCH STUDY :
The objectives of the study are…….
To find out the kind and level of stress faced by working women in Sumandeep
Vidyapeeth of Vadodara.
To find out reasons that cause stress in the day to day working life of working
women.
To identify impact of stress on job performance of working women.
To identify expectations of working women who are under stress from family and
organizations.
To suggest the techniques to manage the stress and reducing managerial problems.
To Measure action taken by the working women for relieving stress in the
organization.
To explore various tools use by the organization for reducing the stress level among
the working women.
relationship with job satisfactions and performance and hence, stress become an
organizational problem where women contribution in development of the organization.
Therefore, it is an need of the hour where organizational has to make very specific efforts for
managing stress of working women to optimally utilize knowledge and skills of female work
force. In present socio economic conditions, women also expected to work from their family
for better quality life. In this situations, society as a whole has to understand the social factors
who acts as stressors amongst the working women so that women can contribute maximum in
their social responsibility in family and society. This inspired me to take the study and effort
will be made to study the stress management with working women.
4.5 SCOPE AND COVERAGE OF RESEARCH STUDY :
The research was conducted in Sumandeep Vidyapeeth. The project work was focus on level
of stress amongst on the working women at supervisor level of different departments. The
result of the study reporting on level of stress of the working women of Sumandeep
Vidyapeeth.
4.6 OBJECTIVES OF RESEARCH STUDY :
The objectives of the study are…….
To find out the kind and level of stress faced by working women in Sumandeep
Vidyapeeth of Vadodara.
To find out reasons that cause stress in the day to day working life of working
women.
To identify impact of stress on job performance of working women.
To identify expectations of working women who are under stress from family and
organizations.
To suggest the techniques to manage the stress and reducing managerial problems.
To Measure action taken by the working women for relieving stress in the
organization.
To explore various tools use by the organization for reducing the stress level among
the working women.
40
4.7 RESEARCH DESIGN:
The Research design of this study is descriptive. The study is concerned about
The factors that lead to stress among working women come under descriptive
Research category.
4.8 SOURCES OF INFORMATION:
1. Primary Data :
The primary data has been obtained from the selected working women of various
departments at supervisor level of the Sumandeep Vidyapeeth thorough circulation of the
structured non-disguised questionnaires.
2. Secondary Data:
The secondary data has been obtained from published as well as unpublished literature on the
topic and from Books, journals, news papers articles, websites, magazines, past research
paper etc.
4.9 SAMPLING DECISIONS:
1. Sample size:
50 supervisor level women employees were selected as the sample size for the purpose of
collecting primary data from the selected departments of the Sumandeep Vidyapeeth,
Vadodara.
2. Sampling Method:
Non-probability sampling design based on convenient sampling method has been used for
this research study.
3. Sampling Frame:
The women employees’ database, available with the institute has been used as the sampling
frame for the purpose of collecting primary data for the research study.
4.7 RESEARCH DESIGN:
The Research design of this study is descriptive. The study is concerned about
The factors that lead to stress among working women come under descriptive
Research category.
4.8 SOURCES OF INFORMATION:
1. Primary Data :
The primary data has been obtained from the selected working women of various
departments at supervisor level of the Sumandeep Vidyapeeth thorough circulation of the
structured non-disguised questionnaires.
2. Secondary Data:
The secondary data has been obtained from published as well as unpublished literature on the
topic and from Books, journals, news papers articles, websites, magazines, past research
paper etc.
4.9 SAMPLING DECISIONS:
1. Sample size:
50 supervisor level women employees were selected as the sample size for the purpose of
collecting primary data from the selected departments of the Sumandeep Vidyapeeth,
Vadodara.
2. Sampling Method:
Non-probability sampling design based on convenient sampling method has been used for
this research study.
3. Sampling Frame:
The women employees’ database, available with the institute has been used as the sampling
frame for the purpose of collecting primary data for the research study.
41
4. Research Instrument:
A structured non-disguised questionnaire has been prepared to get the relevant information
from the respondents. The questionnaire consists of variety of questions presented to the
respondents for their responses. The researcher has been used structured non-disguised
questionnaire, support and cooperation of the selected respondents of various departments at
supervisor level of Sumandeep Vidyapeeth, Vadodara.
5. Sampling Media:
Sampling media as a questionnaire and other related information collected from the
Sumandeep Vidyapeeth for the research study.
6. Sampling Design:
The Sampling design followed for the research study is based on non-probability sampling.
4.10 DATA COLLECTION, ANALYSIS AND INTERPRETATION :
The researcher has collected primary data, classified, tabulated, analyzed, interpreted and
reported using suitable statistical tools and techniques.
4.11 SIGNIFICANCE OF THE PROPOSED RESEARCH STUDY :
The research study covered the level of stress on the women employees’ performance at
workplace which is help to institute as well as women employees for relieving stress and give
better performance and perfection in work. This study creates awareness for managing stress
at work place to the women employees and also to the organization. It will also assist to
Sumandeep Vidyapeeth authorities in the designing of the recreational activities for the
reducing stress level among women employees. The organization will able to develop the
different interventions to control the stress.
4. Research Instrument:
A structured non-disguised questionnaire has been prepared to get the relevant information
from the respondents. The questionnaire consists of variety of questions presented to the
respondents for their responses. The researcher has been used structured non-disguised
questionnaire, support and cooperation of the selected respondents of various departments at
supervisor level of Sumandeep Vidyapeeth, Vadodara.
5. Sampling Media:
Sampling media as a questionnaire and other related information collected from the
Sumandeep Vidyapeeth for the research study.
6. Sampling Design:
The Sampling design followed for the research study is based on non-probability sampling.
4.10 DATA COLLECTION, ANALYSIS AND INTERPRETATION :
The researcher has collected primary data, classified, tabulated, analyzed, interpreted and
reported using suitable statistical tools and techniques.
4.11 SIGNIFICANCE OF THE PROPOSED RESEARCH STUDY :
The research study covered the level of stress on the women employees’ performance at
workplace which is help to institute as well as women employees for relieving stress and give
better performance and perfection in work. This study creates awareness for managing stress
at work place to the women employees and also to the organization. It will also assist to
Sumandeep Vidyapeeth authorities in the designing of the recreational activities for the
reducing stress level among women employees. The organization will able to develop the
different interventions to control the stress.
42
4.12 LIMITATIONS OF THE STUDY :
The Working women were reluctant to give correct information.
The investigator intended to cover only few areas of stress relevant to the proposed
study.
As the study was done within a limited time, investigator could not select the
sufficiently large sample for the study.
The time and cost factors in collected the responses as well as in conducting the
research study would be the limiting factor.
In lieu of the variation in the co-operation and involvement of the selected women
employees of selected departments of Sumandeep Vidyapeeth, there may be
inaccuracy of the responses given by them.
4.12 LIMITATIONS OF THE STUDY :
The Working women were reluctant to give correct information.
The investigator intended to cover only few areas of stress relevant to the proposed
study.
As the study was done within a limited time, investigator could not select the
sufficiently large sample for the study.
The time and cost factors in collected the responses as well as in conducting the
research study would be the limiting factor.
In lieu of the variation in the co-operation and involvement of the selected women
employees of selected departments of Sumandeep Vidyapeeth, there may be
inaccuracy of the responses given by them.
43
CHAPTER 5.0
DATA ANALYSIS
AND
INTEREPRETATION
CHAPTER 5.0
DATA ANALYSIS
AND
INTEREPRETATION
44
5.0 DATA ANALYSIS AND INTERPRETATION :
SECTION-1- DEMOGRAPHIC PROFILE:
1. Age
TABLE: 1
Sr.No Age Frequency Percentage (%)
1 21-25 25 50%
2 26-30 17 34%
3 30 above 8 16%
Total 50 100%
Interpretation: From the above table 50% of women employee lies under the age group of
21-25, 34% of women employee lies under the age group of 26-30, and 16% of women
employee lies under age group of 30 above.
Majority of the women employees lies under the age group of 21-25.
50%
34%
16%
Age
21-2526-3030 above
5.0 DATA ANALYSIS AND INTERPRETATION :
SECTION-1- DEMOGRAPHIC PROFILE:
1. Age
TABLE: 1
Sr.No Age Frequency Percentage (%)
1 21-25 25 50%
2 26-30 17 34%
3 30 above 8 16%
Total 50 100%
Interpretation: From the above table 50% of women employee lies under the age group of
21-25, 34% of women employee lies under the age group of 26-30, and 16% of women
employee lies under age group of 30 above.
Majority of the women employees lies under the age group of 21-25.
50%
34%
16%
Age
21-2526-3030 above
45
2. Educational Qualification
TABLE-2
Sr.No Educational Qualification Frequency Percentage (%)
1 Under Graduate 7 14%
2 Graduate 18 36%
3 Post Graduate 10 20%
4 Diploma 11 22%
5 Others 4 8%
Total 50 100%
Interpretation: From the above table 14 % of the women employees are under graduate,
36% of the women employees are graduate, 20% of the women employees are from post
graduate, 22% of the women employees are from Diploma. 8 % of the women employees are
from others.
Majority of the women employees are from Graduate.
0
2
4
6
8
10
12
14
16
18
Under
Graduate
Graduate Post
Graduate
Diploma Others
7
18
10
11
4
14% 36% 20% 22% 8%
FrequencyPercentage (%)
2. Educational Qualification
TABLE-2
Sr.No Educational Qualification Frequency Percentage (%)
1 Under Graduate 7 14%
2 Graduate 18 36%
3 Post Graduate 10 20%
4 Diploma 11 22%
5 Others 4 8%
Total 50 100%
Interpretation: From the above table 14 % of the women employees are under graduate,
36% of the women employees are graduate, 20% of the women employees are from post
graduate, 22% of the women employees are from Diploma. 8 % of the women employees are
from others.
Majority of the women employees are from Graduate.
0
2
4
6
8
10
12
14
16
18
Under
Graduate
Graduate Post
Graduate
Diploma Others
7
18
10
11
4
14% 36% 20% 22% 8%
FrequencyPercentage (%)
46
3. Marital Status
TABLE: 3
Sr.No Material Status Frequency Percentage (%)
1 Married 24 48%
2 Un Married 23 46%
3 Widow 2 4%
4 divorce 1 2%
Total 50 100%
Interpretation: From the above table 48% of the women employees are married, 46% of
the Women employees are unmarried, 4% women employees are widow, and 2% of the
women employees are divorce.
Most of the women employees are married.
Married Un Married Widow divorce
24
23
2
1
48%
46%
4%
2%
FrequencyPercentage (%)
3. Marital Status
TABLE: 3
Sr.No Material Status Frequency Percentage (%)
1 Married 24 48%
2 Un Married 23 46%
3 Widow 2 4%
4 divorce 1 2%
Total 50 100%
Interpretation: From the above table 48% of the women employees are married, 46% of
the Women employees are unmarried, 4% women employees are widow, and 2% of the
women employees are divorce.
Most of the women employees are married.
Married Un Married Widow divorce
24
23
2
1
48%
46%
4%
2%
FrequencyPercentage (%)
47
4. Children
TABLE-4
Sr.No Children Frequency Percentage
1 Yes 10 20%
2 No 40 80%
Total 50 100%
Interpretation: From the above table 20% of the women employees are in favor to
Children, while 80% of the women employees are not in favor to Children.
0
10
20
30
40
Frequency
Percentage
10
20%
40
80%
YesNo
4. Children
TABLE-4
Sr.No Children Frequency Percentage
1 Yes 10 20%
2 No 40 80%
Total 50 100%
Interpretation: From the above table 20% of the women employees are in favor to
Children, while 80% of the women employees are not in favor to Children.
0
10
20
30
40
Frequency
Percentage
10
20%
40
80%
YesNo
48
5. Family Types
TABLE-5
Sr.No Family Types Frequency Percentage (%)
1 Joint 28 56%
2 Nuclear 22 44%
Total 50 100%
Interpretation: From the above table 56% of the women employees are in favor joint
family, and 44% of the women employees are in favor nuclear family.
0
5
10
15
20
25
30
Frequency
Percentage
28
56%
22
44%
JointNuclear
5. Family Types
TABLE-5
Sr.No Family Types Frequency Percentage (%)
1 Joint 28 56%
2 Nuclear 22 44%
Total 50 100%
Interpretation: From the above table 56% of the women employees are in favor joint
family, and 44% of the women employees are in favor nuclear family.
0
5
10
15
20
25
30
Frequency
Percentage
28
56%
22
44%
JointNuclear
49
6. Departments
TABLE-6
Sr.No Departments Frequency Percentage (%)
1 HR 4 8%
2 Account 5 10%
3 Admission 2 4%
4 Nursing 14 28%
5 other 25 50%
Total 50 100%
Interpretation: From the above table 8% of the women employees are in HR Department,
10% of the women employees in Account Department, 4% of the women employees in
Admission Department, 28% of the women employees in Nursing Department, 50% of the
women employees in Other Department.
0
5
10
15
20
25
HR Account Admission Nursing other
4
5
2
14
25
8% 10% 4% 28% 50%
FrequencyPercentage
6. Departments
TABLE-6
Sr.No Departments Frequency Percentage (%)
1 HR 4 8%
2 Account 5 10%
3 Admission 2 4%
4 Nursing 14 28%
5 other 25 50%
Total 50 100%
Interpretation: From the above table 8% of the women employees are in HR Department,
10% of the women employees in Account Department, 4% of the women employees in
Admission Department, 28% of the women employees in Nursing Department, 50% of the
women employees in Other Department.
0
5
10
15
20
25
HR Account Admission Nursing other
4
5
2
14
25
8% 10% 4% 28% 50%
FrequencyPercentage
50
7. Job Experience
TABLE-7
Sr. No Job Experience Frequency Percentage (%)
1 1-5 years 27 54%
2 6-10 years 14 28%
3 11-15 years 4 8%
4 More than 15 years 5 10%
Total 50 100%
Interpretation: From the above table 54% of the women employees have work experience
of 1-5 years, 28% of the women employees have work experience of 6-10 years, and 8% of
the women employees have work experience of 11-15 years. & 10% of women employees
have more than 15 years of work experience.
Majority of the women employees in the organization have a work experience of 1-5 years.
54%
28%
8%
10%
Job Experience
1-5 years
6-10 years
11-15 years
More then 15 years
7. Job Experience
TABLE-7
Sr. No Job Experience Frequency Percentage (%)
1 1-5 years 27 54%
2 6-10 years 14 28%
3 11-15 years 4 8%
4 More than 15 years 5 10%
Total 50 100%
Interpretation: From the above table 54% of the women employees have work experience
of 1-5 years, 28% of the women employees have work experience of 6-10 years, and 8% of
the women employees have work experience of 11-15 years. & 10% of women employees
have more than 15 years of work experience.
Majority of the women employees in the organization have a work experience of 1-5 years.
54%
28%
8%
10%
Job Experience
1-5 years
6-10 years
11-15 years
More then 15 years
51
8. Monthly Income
TABLE-8
Interpretation: From the above table 48% of the women employees get below 10000
monthly income.34% of the women employees get 10000-20000 monthly income. 14% of the
women employees get 20000-30000 monthly income. 4% of the women employees get
30000 above monthly income.
Majority of the women employees in the organization monthly income below 10000.
48%
34%
14%
4%
Monthly Income
below 10000
10000-20000
20000-30000
30000 above
Sr.
No
Monthly Income
(thousand) Frequency Percentage (%)
1 below 10000 24 48%
2 10000-20000 17 34%
3 20000-30000 7 14%
4 30000 above 2 4%
Total 50 100%
8. Monthly Income
TABLE-8
Interpretation: From the above table 48% of the women employees get below 10000
monthly income.34% of the women employees get 10000-20000 monthly income. 14% of the
women employees get 20000-30000 monthly income. 4% of the women employees get
30000 above monthly income.
Majority of the women employees in the organization monthly income below 10000.
48%
34%
14%
4%
Monthly Income
below 10000
10000-20000
20000-30000
30000 above
Sr.
No
Monthly Income
(thousand) Frequency Percentage (%)
1 below 10000 24 48%
2 10000-20000 17 34%
3 20000-30000 7 14%
4 30000 above 2 4%
Total 50 100%
52
SECTION-2
A. Personal Stress:
1. I often feel that this job has made my life cumbersome
TABLE-1
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 14 28%
3 Neutral 13 26%
4 Agree 10 20%
5 Strongly Agree 10 20%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that I often feel that
this job has made my life cumbersome, 28% of respondent disagree that I often feel that this
job has made my life cumbersome, 26% respondent Neutral that I often feel that this job has
made my life cumbersome, 20% respondent agree that I often feel that this job has made my
life cumbersome, while 20% respondent are strongly agree I often feel that this job has made
my life cumbersome.
0
2
4
6
8
10
12
14
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
3
14
13
10 10
6% 28% 26% 20% 20%
FrequencyPercentage (%)
SECTION-2
A. Personal Stress:
1. I often feel that this job has made my life cumbersome
TABLE-1
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 14 28%
3 Neutral 13 26%
4 Agree 10 20%
5 Strongly Agree 10 20%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that I often feel that
this job has made my life cumbersome, 28% of respondent disagree that I often feel that this
job has made my life cumbersome, 26% respondent Neutral that I often feel that this job has
made my life cumbersome, 20% respondent agree that I often feel that this job has made my
life cumbersome, while 20% respondent are strongly agree I often feel that this job has made
my life cumbersome.
0
2
4
6
8
10
12
14
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
3
14
13
10 10
6% 28% 26% 20% 20%
FrequencyPercentage (%)
53
2. Being too busy with official work I am unable to devote sufficient time to my domestic and
personal problems
TABLE-2
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 9 18%
3 Neutral 11 22%
4 Agree 22 44%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that Being too busy
with official work I am unable to devote sufficient time to my domestic and personal
problems, 18% of respondent disagree that Being too busy with official work I am unable to
devote sufficient time to my domestic and personal problems , 22% respondent Neutral that
Being too busy with official work I am unable to devote sufficient time to my domestic and
personal problems 44% respondent agree that Being too busy with official work I am unable
to devote sufficient time to my domestic and personal problems, while 10% respondent are
strongly agree Being too busy with official work I am unable to devote sufficient time to my
domestic and personal problems.
3
9 11
22
5
6%
18%
22%
44%
10%
0
10
20
30
40
50
60
70
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
2. Being too busy with official work I am unable to devote sufficient time to my domestic and
personal problems
TABLE-2
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 9 18%
3 Neutral 11 22%
4 Agree 22 44%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that Being too busy
with official work I am unable to devote sufficient time to my domestic and personal
problems, 18% of respondent disagree that Being too busy with official work I am unable to
devote sufficient time to my domestic and personal problems , 22% respondent Neutral that
Being too busy with official work I am unable to devote sufficient time to my domestic and
personal problems 44% respondent agree that Being too busy with official work I am unable
to devote sufficient time to my domestic and personal problems, while 10% respondent are
strongly agree Being too busy with official work I am unable to devote sufficient time to my
domestic and personal problems.
3
9 11
22
5
6%
18%
22%
44%
10%
0
10
20
30
40
50
60
70
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
54
3. My suggestions and cooperation is not sought in solving even those problems in which I
am quite competent
TABLE-3
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 4 8%
3 Neutral 21 42%
4 Agree 16 32%
5 Strongly Agree 6 12%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that My suggestions
and cooperation is not sought in solving even those problems in which I am quite competent,
8% of respondent disagree that My suggestions and cooperation is not sought in solving even
those problems in which I am quite competent, 42% respondent Neutral that My suggestions
and cooperation is not sought in solving even those problems in which I am quite competent,
32% respondent agree that My suggestions and cooperation is not sought in solving even
those problems in which I am quite competent, while 12% respondent are strongly agree My
suggestions and cooperation is not sought in solving even those problems in which I am quite
competent.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
3
4
21
16
66%
8%
42%
32%
12%
FrequencyPercentage (%)
3. My suggestions and cooperation is not sought in solving even those problems in which I
am quite competent
TABLE-3
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 4 8%
3 Neutral 21 42%
4 Agree 16 32%
5 Strongly Agree 6 12%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that My suggestions
and cooperation is not sought in solving even those problems in which I am quite competent,
8% of respondent disagree that My suggestions and cooperation is not sought in solving even
those problems in which I am quite competent, 42% respondent Neutral that My suggestions
and cooperation is not sought in solving even those problems in which I am quite competent,
32% respondent agree that My suggestions and cooperation is not sought in solving even
those problems in which I am quite competent, while 12% respondent are strongly agree My
suggestions and cooperation is not sought in solving even those problems in which I am quite
competent.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
3
4
21
16
66%
8%
42%
32%
12%
FrequencyPercentage (%)
55
4. I am unable to carry out my assignments to my satisfaction on account of excessive load of
work and lack of time
TABLE-4
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 10 20%
3 Neutral 12 24%
4 Agree 16 32%
5 Strongly Agree 11 22%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that I am unable to
carry out my assignments to my satisfaction on account of excessive load of work and lack of
time, 20% of respondent disagree that I am unable to carry out my assignments to my
satisfaction on account of excessive load of work and lack of time , 24% respondent Neutral
that I am unable to carry out my assignments to my satisfaction on account of excessive load
of work and lack of time, 32% respondent agree that I am unable to carry out my assignments
to my satisfaction on account of excessive load of work and lack of time, while 22%
respondent are strongly agree I am unable to carry out my assignments to my satisfaction on
account of excessive load of work and lack of time.
0
5
10
15
20
25
30
35
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
1
10 12
16
11
2%
20%
24%
32%
22%
FrequencyPercentage (%)
4. I am unable to carry out my assignments to my satisfaction on account of excessive load of
work and lack of time
TABLE-4
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 10 20%
3 Neutral 12 24%
4 Agree 16 32%
5 Strongly Agree 11 22%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that I am unable to
carry out my assignments to my satisfaction on account of excessive load of work and lack of
time, 20% of respondent disagree that I am unable to carry out my assignments to my
satisfaction on account of excessive load of work and lack of time , 24% respondent Neutral
that I am unable to carry out my assignments to my satisfaction on account of excessive load
of work and lack of time, 32% respondent agree that I am unable to carry out my assignments
to my satisfaction on account of excessive load of work and lack of time, while 22%
respondent are strongly agree I am unable to carry out my assignments to my satisfaction on
account of excessive load of work and lack of time.
0
5
10
15
20
25
30
35
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
1
10 12
16
11
2%
20%
24%
32%
22%
FrequencyPercentage (%)
56
5. I feel as if nobody in my family really understands me and my organizational
responsibilities
TABLE-5
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 9 18%
2 Disagree 17 34%
3 Neutral 8 16%
4 Agree 11 22%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 18% respondent strongly disagree that I feel as if
nobody in my family really understands me and my organizational responsibilities, 34% of
respondent disagree that I feel as if nobody in my family really understands me and my
organizational responsibilities, 16% respondent Neutral that I feel as if nobody in my family
really understands me and my organizational responsibilities, , 22% respondent agree that I
feel as if nobody in my family really understands me and my organizational responsibilities ,
while 10% respondent are strongly agree I feel as if nobody in my family really understands
me and my organizational responsibilities.
0
5
10
15
20
25
30
35
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
9
17
8
11
5
18%
34%
16%
22%
10%
FrequencyPercentage (%)
5. I feel as if nobody in my family really understands me and my organizational
responsibilities
TABLE-5
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 9 18%
2 Disagree 17 34%
3 Neutral 8 16%
4 Agree 11 22%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 18% respondent strongly disagree that I feel as if
nobody in my family really understands me and my organizational responsibilities, 34% of
respondent disagree that I feel as if nobody in my family really understands me and my
organizational responsibilities, 16% respondent Neutral that I feel as if nobody in my family
really understands me and my organizational responsibilities, , 22% respondent agree that I
feel as if nobody in my family really understands me and my organizational responsibilities ,
while 10% respondent are strongly agree I feel as if nobody in my family really understands
me and my organizational responsibilities.
0
5
10
15
20
25
30
35
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
9
17
8
11
5
18%
34%
16%
22%
10%
FrequencyPercentage (%)
57
6. Sometimes it becomes a complicated problem for me to make adjustments between
political/group pressures and formal rules and instructions
TABLE-6
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 8 16%
3 Neutral 9 18%
4 Agree 22 44%
5 Strongly Agree 6 12%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, 16% of respondent disagree that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, 18% respondent Neutral that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, 44% respondent agree that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, while 12% respondent are strongly agree
Sometimes it becomes a complicated problem for me to make adjustments between
political/group pressures and formal rules and instructions.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
5
8
9
22
6
10%
16%
18%
44%
12%
FrequencyPercentage (%)
6. Sometimes it becomes a complicated problem for me to make adjustments between
political/group pressures and formal rules and instructions
TABLE-6
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 8 16%
3 Neutral 9 18%
4 Agree 22 44%
5 Strongly Agree 6 12%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, 16% of respondent disagree that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, 18% respondent Neutral that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, 44% respondent agree that Sometimes it
becomes a complicated problem for me to make adjustments between political/group
pressures and formal rules and instructions, while 12% respondent are strongly agree
Sometimes it becomes a complicated problem for me to make adjustments between
political/group pressures and formal rules and instructions.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
5
8
9
22
6
10%
16%
18%
44%
12%
FrequencyPercentage (%)
58
7. I have to do some work unwillingly owing to certain group/political pressures
TABLE-7
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 2 4%
2 Disagree 10 20%
3 Neutral 14 28%
4 Agree 16 32%
5 Strongly Agree 8 16%
Total 50 100%
Interpretation: From the above table 4% respondent strongly disagree that I have to do
some work unwillingly owing to certain group/political pressures, 20% of respondent
disagree that I have to do some work unwillingly owing to certain group/political pressures,
28% respondent Neutral that I have to do some work unwillingly owing to certain
group/political pressure, 32% respondent agree that I have to do some work unwillingly
owing to certain group/political pressures, while 16% respondent are strongly agree I have to
do some work unwillingly owing to certain group/political pressures.
0
10
20
30
40
50
Strongly
Disagree
DisagreeNeutral Agree Strongly
Agree
2
10
14 16
84%
20%
28%
32%
16%
FrequencyPercentage (%)
7. I have to do some work unwillingly owing to certain group/political pressures
TABLE-7
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 2 4%
2 Disagree 10 20%
3 Neutral 14 28%
4 Agree 16 32%
5 Strongly Agree 8 16%
Total 50 100%
Interpretation: From the above table 4% respondent strongly disagree that I have to do
some work unwillingly owing to certain group/political pressures, 20% of respondent
disagree that I have to do some work unwillingly owing to certain group/political pressures,
28% respondent Neutral that I have to do some work unwillingly owing to certain
group/political pressure, 32% respondent agree that I have to do some work unwillingly
owing to certain group/political pressures, while 16% respondent are strongly agree I have to
do some work unwillingly owing to certain group/political pressures.
0
10
20
30
40
50
Strongly
Disagree
DisagreeNeutral Agree Strongly
Agree
2
10
14 16
84%
20%
28%
32%
16%
FrequencyPercentage (%)
59
8. I am not provided with clear instructions and sufficient facilities regarding the new
assignments trusted to me
TABLE-8
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 17 34%
3 Neutral 11 22%
4 Agree 12 24%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that I am not
provided with clear instructions and sufficient facilities regarding the new assignments
trusted to me, 34% of respondent disagree that I am not provided with clear instructions and
sufficient facilities regarding the new assignments trusted to me, 22% respondent Neutral that
I am not provided with clear instructions and sufficient facilities regarding the new
assignments trusted to me, 24% respondent agree that I am not provided with clear
instructions and sufficient facilities regarding the new assignments trusted to me, while 10%
respondent are strongly agree I am not provided with clear instructions and sufficient
facilities regarding the new assignments trusted to me.
0
10
20
30
40
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
5
17
11
12
5
10%
34%
22% 24%
10%
FrequencyPercentage (%)
8. I am not provided with clear instructions and sufficient facilities regarding the new
assignments trusted to me
TABLE-8
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 17 34%
3 Neutral 11 22%
4 Agree 12 24%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that I am not
provided with clear instructions and sufficient facilities regarding the new assignments
trusted to me, 34% of respondent disagree that I am not provided with clear instructions and
sufficient facilities regarding the new assignments trusted to me, 22% respondent Neutral that
I am not provided with clear instructions and sufficient facilities regarding the new
assignments trusted to me, 24% respondent agree that I am not provided with clear
instructions and sufficient facilities regarding the new assignments trusted to me, while 10%
respondent are strongly agree I am not provided with clear instructions and sufficient
facilities regarding the new assignments trusted to me.
0
10
20
30
40
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
5
17
11
12
5
10%
34%
22% 24%
10%
FrequencyPercentage (%)
60
9. Over all Calculation Personal Stress
TABLE-9
Sr.No Particulars Percentage (%)
1 Strongly Disagree 8%
2 Disagree 22%
3 Neutral 25%
4 Agree 31%
5 Strongly Agree 14%
Total 100%
Interpretation: From the above table 8% respondent strongly disagree that personal stress,
22% respondent disagree that personal stress, 25% respondent Neutral that personal stress,
31% respondent agree that personal stress, while 14% respondent strongly agree that personal
stress.
Strongly
Disagree
8%
Disagree
22%
Neutral
25%
Agree
31%
Strongly Agree
14%
Percentage (%)
9. Over all Calculation Personal Stress
TABLE-9
Sr.No Particulars Percentage (%)
1 Strongly Disagree 8%
2 Disagree 22%
3 Neutral 25%
4 Agree 31%
5 Strongly Agree 14%
Total 100%
Interpretation: From the above table 8% respondent strongly disagree that personal stress,
22% respondent disagree that personal stress, 25% respondent Neutral that personal stress,
31% respondent agree that personal stress, while 14% respondent strongly agree that personal
stress.
Strongly
Disagree
8%
Disagree
22%
Neutral
25%
Agree
31%
Strongly Agree
14%
Percentage (%)
61
B. Organization Stress:
1. I have a lot of work to do in this job
TABLE-1
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 6 12%
2 Disagree 8 16%
3 Neutral 4 8%
4 Agree 18 36%
5 Strongly Agree 14 28%
Total 50 100%
Interpretation: From the above table 12% respondent strongly disagree that I have a lot of
work to do in this job, 16% of respondent disagree that I have a lot of work to do in this job,
8% respondent Neutral that I have a lot of work to do in this job, 36% respondent agree that I
have a lot of work to do in this job, while 28% respondent are strongly agree I have a lot of
work to do in this job.
0
10
20
30
40
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
6 8
4
18
14
12%
16%
8%
36%
28%
FrequencyPercentage (%)
B. Organization Stress:
1. I have a lot of work to do in this job
TABLE-1
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 6 12%
2 Disagree 8 16%
3 Neutral 4 8%
4 Agree 18 36%
5 Strongly Agree 14 28%
Total 50 100%
Interpretation: From the above table 12% respondent strongly disagree that I have a lot of
work to do in this job, 16% of respondent disagree that I have a lot of work to do in this job,
8% respondent Neutral that I have a lot of work to do in this job, 36% respondent agree that I
have a lot of work to do in this job, while 28% respondent are strongly agree I have a lot of
work to do in this job.
0
10
20
30
40
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
6 8
4
18
14
12%
16%
8%
36%
28%
FrequencyPercentage (%)
62
2. The available information relating to my job-role and its outcomes are vague and
insufficient
TABLE-2
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 10 20%
3 Neutral 10 20%
4 Agree 22 44%
5 Strongly Agree 3 6%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that The available
information relating to my job-role and its outcomes are vague and insufficient, 20% of
respondent disagree that The available information relating to my job-role and its outcomes
are vague and insufficient , 20% respondent Neutral that The available information relating to
my job-role and its outcomes are vague and insufficient, 44% respondent agree that The
available information relating to my job-role and its outcomes are vague and insufficient,
while 6% respondent are strongly agree The available information relating to my job-role and
its outcomes are vague and insufficient.
5
10 10
22
3
10%
20% 20%
44%
6%
0
5
10
15
20
25
30
35
40
45
50
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
2. The available information relating to my job-role and its outcomes are vague and
insufficient
TABLE-2
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 10 20%
3 Neutral 10 20%
4 Agree 22 44%
5 Strongly Agree 3 6%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that The available
information relating to my job-role and its outcomes are vague and insufficient, 20% of
respondent disagree that The available information relating to my job-role and its outcomes
are vague and insufficient , 20% respondent Neutral that The available information relating to
my job-role and its outcomes are vague and insufficient, 44% respondent agree that The
available information relating to my job-role and its outcomes are vague and insufficient,
while 6% respondent are strongly agree The available information relating to my job-role and
its outcomes are vague and insufficient.
5
10 10
22
3
10%
20% 20%
44%
6%
0
5
10
15
20
25
30
35
40
45
50
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
63
3. My different officers often give contradictory instructions regarding my work
TABLE-3
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 9 18%
3 Neutral 21 42%
4 Agree 14 28%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that My different
officers often give contradictory instructions regarding my work , 18% of respondent
disagree that My different officers often give contradictory instructions regarding my work,
42% respondent Neutral that My different officers often give contradictory instructions
regarding my work, 28% respondent agree that My different officers often give contradictory
instructions regarding my work, while 10% respondent are strongly agree My different
officers often give contradictory instructions regarding my work.
0
10
20
30
40
50
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
1
9
21
14
5
2%
18%
42%
28%
10%
FrequencyPercentage (%)
3. My different officers often give contradictory instructions regarding my work
TABLE-3
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 9 18%
3 Neutral 21 42%
4 Agree 14 28%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that My different
officers often give contradictory instructions regarding my work , 18% of respondent
disagree that My different officers often give contradictory instructions regarding my work,
42% respondent Neutral that My different officers often give contradictory instructions
regarding my work, 28% respondent agree that My different officers often give contradictory
instructions regarding my work, while 10% respondent are strongly agree My different
officers often give contradictory instructions regarding my work.
0
10
20
30
40
50
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
1
9
21
14
5
2%
18%
42%
28%
10%
FrequencyPercentage (%)
64
4. The responsibility for the efficiency and productivity of many employees is thrust upon me
TABLE-4
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 6 12%
3 Neutral 21 42%
4 Agree 17 34%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that The
responsibility for the efficiency and productivity of many employees is thrust upon me , 12%
of respondent disagree that The responsibility for the efficiency and productivity of many
employees is thrust upon me, 42% respondent Neutral that The responsibility for the
efficiency and productivity of many employees is thrust upon me, 34% respondent agree that
The responsibility for the efficiency and productivity of many employees is thrust upon me,
while 10% respondent are strongly agree The responsibility for the efficiency and
productivity of many employees is thrust upon me.
Strongly
Disagre
e
Disagre
e
Neutral Agree
Strongly
Agree
Percentage (%)2 12 42 34 10
Frequency 1 6 21 17 5
0
10
20
30
40
50
60
70
4. The responsibility for the efficiency and productivity of many employees is thrust upon me
TABLE-4
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 6 12%
3 Neutral 21 42%
4 Agree 17 34%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that The
responsibility for the efficiency and productivity of many employees is thrust upon me , 12%
of respondent disagree that The responsibility for the efficiency and productivity of many
employees is thrust upon me, 42% respondent Neutral that The responsibility for the
efficiency and productivity of many employees is thrust upon me, 34% respondent agree that
The responsibility for the efficiency and productivity of many employees is thrust upon me,
while 10% respondent are strongly agree The responsibility for the efficiency and
productivity of many employees is thrust upon me.
Strongly
Disagre
e
Disagre
e
Neutral Agree
Strongly
Agree
Percentage (%)2 12 42 34 10
Frequency 1 6 21 17 5
0
10
20
30
40
50
60
70
65
5. I get less salary in comparison to the magnitude of my workload
TABLE-5
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 9 18%
3 Neutral 9 18%
4 Agree 18 36%
5 Strongly Agree 11 22%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that I get less salary
in comparison to the magnitude of my workload, 18% of respondent disagree that I get less
salary in comparison to the magnitude of my workload, 18% respondent Neutral that I get
less salary in comparison to the magnitude of my workload, 36% respondent agree that I get
less salary in comparison to the magnitude of my workload, while 22% respondent are
strongly agree I get less salary in comparison to the magnitude of my workload.
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
3
9 9
18
11
6%
18% 18%
36%
22%
FrequencyPercentage (%)
5. I get less salary in comparison to the magnitude of my workload
TABLE-5
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 9 18%
3 Neutral 9 18%
4 Agree 18 36%
5 Strongly Agree 11 22%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that I get less salary
in comparison to the magnitude of my workload, 18% of respondent disagree that I get less
salary in comparison to the magnitude of my workload, 18% respondent Neutral that I get
less salary in comparison to the magnitude of my workload, 36% respondent agree that I get
less salary in comparison to the magnitude of my workload, while 22% respondent are
strongly agree I get less salary in comparison to the magnitude of my workload.
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
3
9 9
18
11
6%
18% 18%
36%
22%
FrequencyPercentage (%)
66
6. I do my work under tense circumstances
TABLE-6
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 15 30%
3 Neutral 11 22%
4 Agree 18 36%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that I do my work
under tense circumstances, 30% of respondent disagree that I do my work under tense
circumstances, 22% respondent Neutral that I do my work under tense circumstances, 36%
respondent agree that I do my work under tense circumstances, while 10% respondent are
strongly agree I do my work under tense circumstances.
1
15
11
18
5
2%
30%
22%
36%
10%
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
6. I do my work under tense circumstances
TABLE-6
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 15 30%
3 Neutral 11 22%
4 Agree 18 36%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that I do my work
under tense circumstances, 30% of respondent disagree that I do my work under tense
circumstances, 22% respondent Neutral that I do my work under tense circumstances, 36%
respondent agree that I do my work under tense circumstances, while 10% respondent are
strongly agree I do my work under tense circumstances.
1
15
11
18
5
2%
30%
22%
36%
10%
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
67
7. My higher authorities do not give due significance to my work and position
TABLE-7
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 9 18%
3 Neutral 12 24%
4 Agree 16 32%
5 Strongly Agree 8 16%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that My higher
authorities do not give due significance to my work and position, 18% of respondent disagree
that My higher authorities do not give due significance to my work and position, 24%
respondent Neutral that My higher authorities do not give due significance to my work and
position, 32% respondent agree that My higher authorities do not give due significance to my
work and position, while 16% respondent are strongly agree My higher authorities do not
give due significance to my work and position.
0
10
20
30
40
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
5 9 12 16
8
10%
18%
24%
32%
16%
FrequencyPercentage (%)
7. My higher authorities do not give due significance to my work and position
TABLE-7
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 9 18%
3 Neutral 12 24%
4 Agree 16 32%
5 Strongly Agree 8 16%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that My higher
authorities do not give due significance to my work and position, 18% of respondent disagree
that My higher authorities do not give due significance to my work and position, 24%
respondent Neutral that My higher authorities do not give due significance to my work and
position, 32% respondent agree that My higher authorities do not give due significance to my
work and position, while 16% respondent are strongly agree My higher authorities do not
give due significance to my work and position.
0
10
20
30
40
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
5 9 12 16
8
10%
18%
24%
32%
16%
FrequencyPercentage (%)
68
8. Gender discrimination at workplace irrespective of work
TABLE-8
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 6 12%
2 Disagree 18 36%
3 Neutral 11 22%
4 Agree 10 20%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 12% respondent strongly disagree that Gender
discrimination at workplace irrespective of work, 36% of respondent disagree that Gender
discrimination at workplace irrespective of work, 22% respondent Neutral that Gender
discrimination at workplace irrespective of work, 20% respondent agree that Gender
discrimination at workplace irrespective of work while 10% respondent are strongly agree
Gender discrimination at workplace irrespective of work.
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
6
18
11
10
5
12%
36%
22%
20%
10%
FrequencyPercentage (%)
8. Gender discrimination at workplace irrespective of work
TABLE-8
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 6 12%
2 Disagree 18 36%
3 Neutral 11 22%
4 Agree 10 20%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 12% respondent strongly disagree that Gender
discrimination at workplace irrespective of work, 36% of respondent disagree that Gender
discrimination at workplace irrespective of work, 22% respondent Neutral that Gender
discrimination at workplace irrespective of work, 20% respondent agree that Gender
discrimination at workplace irrespective of work while 10% respondent are strongly agree
Gender discrimination at workplace irrespective of work.
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
6
18
11
10
5
12%
36%
22%
20%
10%
FrequencyPercentage (%)
69
9. I am able to receive support from my boss, colleagues and juniors
TABLE-9
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 13 26%
3 Neutral 7 14%
4 Agree 14 28%
5 Strongly Agree 13 26%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that I am able to
receive support from my boss, colleagues and juniors, 26% of respondent disagree that I am
able to receive support from my boss, colleagues and juniors, 14% respondent Neutral that
that I am able to receive support from my boss, colleagues and juniors, 28% respondent agree
that that I am able to receive support from my boss, colleagues and juniors, while 26%
respondent are strongly agree I am able to receive support from my boss, colleagues and
juniors.
0
5
10
15
20
25
30
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
3
13
7
14
13
6%
26%
14%
28%
26%
FrequencyPercentage (%)
9. I am able to receive support from my boss, colleagues and juniors
TABLE-9
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 13 26%
3 Neutral 7 14%
4 Agree 14 28%
5 Strongly Agree 13 26%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that I am able to
receive support from my boss, colleagues and juniors, 26% of respondent disagree that I am
able to receive support from my boss, colleagues and juniors, 14% respondent Neutral that
that I am able to receive support from my boss, colleagues and juniors, 28% respondent agree
that that I am able to receive support from my boss, colleagues and juniors, while 26%
respondent are strongly agree I am able to receive support from my boss, colleagues and
juniors.
0
5
10
15
20
25
30
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
3
13
7
14
13
6%
26%
14%
28%
26%
FrequencyPercentage (%)
70
10. I carry official work at home
TABLE-10
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 13 26%
2 Disagree 10 20%
3 Neutral 8 16%
4 Agree 10 20%
5 Strongly Agree 9 18%
Total 50 100%
Interpretation: From the above table 26% respondent strongly disagree that I carry official
work at home, 20% of respondent disagree that I carry official work at home, 16%
respondent Neutral that that I carry official work at home, 20% respondent agree that that I
carry official work at home, while 18% respondent are strongly agree that I carry official
work at home.
13
10
8
10 9
26%
20%
16%
20%
18%
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
10. I carry official work at home
TABLE-10
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 13 26%
2 Disagree 10 20%
3 Neutral 8 16%
4 Agree 10 20%
5 Strongly Agree 9 18%
Total 50 100%
Interpretation: From the above table 26% respondent strongly disagree that I carry official
work at home, 20% of respondent disagree that I carry official work at home, 16%
respondent Neutral that that I carry official work at home, 20% respondent agree that that I
carry official work at home, while 18% respondent are strongly agree that I carry official
work at home.
13
10
8
10 9
26%
20%
16%
20%
18%
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
FrequencyPercentage (%)
71
11. My role does not allow me to have enough time with my family
TABLE-11
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 8 16%
2 Disagree 12 24%
3 Neutral 12 24%
4 Agree 14 28%
5 Strongly Agree 4 8%
Total 50 100%
Interpretation: From the above table 16% respondent strongly disagree that My role does
not allow me to have enough time with my family, 24% of respondent disagree that My role
does not allow me to have enough time with my family, 24% respondent Neutral that My
role does not allow me to have enough time with my family, 28% respondent agree that My
role does not allow me to have enough time with my family, while 8% respondent are
strongly agree that My role does not allow me to have enough time with my family.
0
5
10
15
20
25
30
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
8
12 12
14
4
16%
24% 24%
28%
8%
FrequencyPercentage (%)
11. My role does not allow me to have enough time with my family
TABLE-11
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 8 16%
2 Disagree 12 24%
3 Neutral 12 24%
4 Agree 14 28%
5 Strongly Agree 4 8%
Total 50 100%
Interpretation: From the above table 16% respondent strongly disagree that My role does
not allow me to have enough time with my family, 24% of respondent disagree that My role
does not allow me to have enough time with my family, 24% respondent Neutral that My
role does not allow me to have enough time with my family, 28% respondent agree that My
role does not allow me to have enough time with my family, while 8% respondent are
strongly agree that My role does not allow me to have enough time with my family.
0
5
10
15
20
25
30
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
8
12 12
14
4
16%
24% 24%
28%
8%
FrequencyPercentage (%)
72
12. I find myself with insufficient time to complete my work
TABLE-12
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 9 18%
2 Disagree 12 24%
3 Neutral 9 18%
4 Agree 15 30%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 18% respondent strongly disagree that I find myself
with insufficient time to complete my work, 24% of respondent disagree that I find myself
with insufficient time to complete my work, 18% respondent Neutral that I find myself with
insufficient time to complete my work, 30% respondent agree that I find myself with
insufficient time to complete my work, while 10% respondent are strongly agree that I find
myself with insufficient time to complete my work.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
DisagreeNeutralAgree Strongly
Agree
Percentage (%)18 24 18 30 10
Frequency 9 12 9 15 5
12. I find myself with insufficient time to complete my work
TABLE-12
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 9 18%
2 Disagree 12 24%
3 Neutral 9 18%
4 Agree 15 30%
5 Strongly Agree 5 10%
Total 50 100%
Interpretation: From the above table 18% respondent strongly disagree that I find myself
with insufficient time to complete my work, 24% of respondent disagree that I find myself
with insufficient time to complete my work, 18% respondent Neutral that I find myself with
insufficient time to complete my work, 30% respondent agree that I find myself with
insufficient time to complete my work, while 10% respondent are strongly agree that I find
myself with insufficient time to complete my work.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
DisagreeNeutralAgree Strongly
Agree
Percentage (%)18 24 18 30 10
Frequency 9 12 9 15 5
73
13. There is a need to reduce some part of my work
TABLE-13
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 11 22%
3 Neutral 11 22%
4 Agree 21 42%
5 Strongly Agree 4 8%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that There is a need
to reduce some part of my work, 22% of respondent disagree that There is a need to reduce
some part of my work, 22% respondent Neutral that There is a need to reduce some part of
my work, 42% respondent agree that There is a need to reduce some part of my work, while
8% respondent are strongly agree that There is a need to reduce some part of my work.
0
20
40
60
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
3
11
11
21
4
6%
22%
22%
42%
8%
FrequencyPercentage (%)
13. There is a need to reduce some part of my work
TABLE-13
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 11 22%
3 Neutral 11 22%
4 Agree 21 42%
5 Strongly Agree 4 8%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that There is a need
to reduce some part of my work, 22% of respondent disagree that There is a need to reduce
some part of my work, 22% respondent Neutral that There is a need to reduce some part of
my work, 42% respondent agree that There is a need to reduce some part of my work, while
8% respondent are strongly agree that There is a need to reduce some part of my work.
0
20
40
60
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
3
11
11
21
4
6%
22%
22%
42%
8%
FrequencyPercentage (%)
74
14. There is a very little scope for growth in my role
TABLE-14
Sr.
No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 14 28%
3 Neutral 4 8%
4 Agree 21 42%
5 Strongly Agree 6 12%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that There is a very
little scope for growth in my role, 28% of respondent disagree that There is a very little scope
for growth in my role, 8% respondent Neutral that There is a very little scope for growth in
my role, 42% respondent agree that There is a very little scope for growth in my role, while
12% respondent are strongly agree that There is a very little scope for growth in my role.
0
20
40
60
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
5
14
4
21
6
10%
28%
8%
42%
12%
FrequencyPercentage (%)
14. There is a very little scope for growth in my role
TABLE-14
Sr.
No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 14 28%
3 Neutral 4 8%
4 Agree 21 42%
5 Strongly Agree 6 12%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that There is a very
little scope for growth in my role, 28% of respondent disagree that There is a very little scope
for growth in my role, 8% respondent Neutral that There is a very little scope for growth in
my role, 42% respondent agree that There is a very little scope for growth in my role, while
12% respondent are strongly agree that There is a very little scope for growth in my role.
0
20
40
60
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
5
14
4
21
6
10%
28%
8%
42%
12%
FrequencyPercentage (%)
75
15. Promotion policy of my organization needs to be modified
TABLE-15
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 17 34%
3 Neutral 9 18%
4 Agree 14 28%
5 Strongly Agree 9 18%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that Promotion
policy of my organization needs to be modified, 34% of respondent disagree that Promotion
policy of my organization needs to be modified, 18% respondent Neutral that Promotion
policy of my organization needs to be modified, 28% respondent agree that Promotion policy
of my organization needs to be modified, while 18% respondent are strongly agree that
Promotion policy of my organization needs to be modified.
1
17
9
14
9
2%
34%
18%
28%
18%
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
FrequencyPercentage (%)
15. Promotion policy of my organization needs to be modified
TABLE-15
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 1 2%
2 Disagree 17 34%
3 Neutral 9 18%
4 Agree 14 28%
5 Strongly Agree 9 18%
Total 50 100%
Interpretation: From the above table 2% respondent strongly disagree that Promotion
policy of my organization needs to be modified, 34% of respondent disagree that Promotion
policy of my organization needs to be modified, 18% respondent Neutral that Promotion
policy of my organization needs to be modified, 28% respondent agree that Promotion policy
of my organization needs to be modified, while 18% respondent are strongly agree that
Promotion policy of my organization needs to be modified.
1
17
9
14
9
2%
34%
18%
28%
18%
0
5
10
15
20
25
30
35
40
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
FrequencyPercentage (%)
76
16. Over all Calculation Organization Stress
TABLE-16
Sr. No Particulars Percentage (%)
1 Strongly Disagree 10%
2 Disagree 23%
3 Neutral 21%
4 Agree 32%
5 Strongly Agree 14%
Total 100%
Interpretation: From the above table 10% respondent strongly disagree that organization
stress, 23% respondent disagree that organization stress, 21% respondent Neutral that
organization stress, 32% respondent agree that organization stress, while 14% respondent
strongly agree that organization stress.
10%
23%
21%
32%
14%
Percentage (%)
Strongly DisagreeDisagreeNeutralAgreeStrongly Agree
16. Over all Calculation Organization Stress
TABLE-16
Sr. No Particulars Percentage (%)
1 Strongly Disagree 10%
2 Disagree 23%
3 Neutral 21%
4 Agree 32%
5 Strongly Agree 14%
Total 100%
Interpretation: From the above table 10% respondent strongly disagree that organization
stress, 23% respondent disagree that organization stress, 21% respondent Neutral that
organization stress, 32% respondent agree that organization stress, while 14% respondent
strongly agree that organization stress.
10%
23%
21%
32%
14%
Percentage (%)
Strongly DisagreeDisagreeNeutralAgreeStrongly Agree
77
C. Group Stress
1. Some of my colleagues and subordinates try to defame and malign me as unsuccessful
TABLE-1
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 17 34%
3 Neutral 7 14%
4 Agree 12 24%
5 Strongly Agree 9 18%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that Some of my
colleagues and subordinates try to defame and malign me as unsuccessful, 34% of respondent
disagree that Some of my colleagues and subordinates try to defame and malign me as
unsuccessful, 14% respondent Neutral that Some of my colleagues and subordinates try to
defame and malign me as unsuccessful, 24% respondent agree that Some of my colleagues
and subordinates try to defame and malign me as unsuccessful, while 18% respondent are
strongly agree that Some of my colleagues and subordinates try to defame and malign me as
unsuccessful.
0
5
10
15
20
25
30
35
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
5
17
7
12
9
10%
34%
14%
24%
18%
FrequencyPercentage (%)
C. Group Stress
1. Some of my colleagues and subordinates try to defame and malign me as unsuccessful
TABLE-1
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 5 10%
2 Disagree 17 34%
3 Neutral 7 14%
4 Agree 12 24%
5 Strongly Agree 9 18%
Total 50 100%
Interpretation: From the above table 10% respondent strongly disagree that Some of my
colleagues and subordinates try to defame and malign me as unsuccessful, 34% of respondent
disagree that Some of my colleagues and subordinates try to defame and malign me as
unsuccessful, 14% respondent Neutral that Some of my colleagues and subordinates try to
defame and malign me as unsuccessful, 24% respondent agree that Some of my colleagues
and subordinates try to defame and malign me as unsuccessful, while 18% respondent are
strongly agree that Some of my colleagues and subordinates try to defame and malign me as
unsuccessful.
0
5
10
15
20
25
30
35
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
5
17
7
12
9
10%
34%
14%
24%
18%
FrequencyPercentage (%)
78
2. It becomes difficult and stressful due to unexpected behavior of the people of group at
work place
TABLE-2
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 2 4%
2 Disagree 11 22%
3 Neutral 12 24%
4 Agree 23 46%
5 Strongly Agree 2 4%
Total 50 100%
Interpretation: From the above table 4% respondent strongly disagree that It becomes
difficult and stressful due to unexpected behavior of the people of group at work place, 22%
of respondent disagree that It becomes difficult and stressful due to unexpected behavior of
the people of group at work place, 24% respondent Neutral that It becomes difficult and
stressful due to unexpected behavior of the people of group at work place, 46% respondent
agree that It becomes difficult and stressful due to unexpected behavior of the people of
group at work place, while 4% respondent are strongly agree that It becomes difficult and
stressful due to unexpected behavior of the people of group at work place.
0
10
20
30
40
50
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
2
11
12
23
2
4%
22% 24%
46%
4%
FrequencyPercentage (%)
2. It becomes difficult and stressful due to unexpected behavior of the people of group at
work place
TABLE-2
Sr.No Particulars Frequency Percentage (%)
1 Strongly Disagree 2 4%
2 Disagree 11 22%
3 Neutral 12 24%
4 Agree 23 46%
5 Strongly Agree 2 4%
Total 50 100%
Interpretation: From the above table 4% respondent strongly disagree that It becomes
difficult and stressful due to unexpected behavior of the people of group at work place, 22%
of respondent disagree that It becomes difficult and stressful due to unexpected behavior of
the people of group at work place, 24% respondent Neutral that It becomes difficult and
stressful due to unexpected behavior of the people of group at work place, 46% respondent
agree that It becomes difficult and stressful due to unexpected behavior of the people of
group at work place, while 4% respondent are strongly agree that It becomes difficult and
stressful due to unexpected behavior of the people of group at work place.
0
10
20
30
40
50
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
2
11
12
23
2
4%
22% 24%
46%
4%
FrequencyPercentage (%)
79
3. My performance is not taken into account as a result of low performance level of other
group members
TABLE-3
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 11 22%
3 Neutral 15 30%
4 Agree 14 28%
5 Strongly Agree 7 14%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that My
performance is not taken into account as a result of low performance level of other group
members, 22% respondent disagree that My performance is not taken into account as a result
of low performance level of other group members, 30% respondent Neutral that My
performance is not taken into account as a result of low performance level of other group
members, 28% respondent agree that My performance is not taken into account as a result of
low performance level of other group members, while 14% respondent are strongly agree that
My performance is not taken into account as a result of low performance level of other group
members.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
DisagreeNeutral Agree Strongly
Agree
3
11
15 14
7
6%
22%
30%
28%
14%
FrequencyPercentage (%)
3. My performance is not taken into account as a result of low performance level of other
group members
TABLE-3
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 3 6%
2 Disagree 11 22%
3 Neutral 15 30%
4 Agree 14 28%
5 Strongly Agree 7 14%
Total 50 100%
Interpretation: From the above table 6% respondent strongly disagree that My
performance is not taken into account as a result of low performance level of other group
members, 22% respondent disagree that My performance is not taken into account as a result
of low performance level of other group members, 30% respondent Neutral that My
performance is not taken into account as a result of low performance level of other group
members, 28% respondent agree that My performance is not taken into account as a result of
low performance level of other group members, while 14% respondent are strongly agree that
My performance is not taken into account as a result of low performance level of other group
members.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
DisagreeNeutral Agree Strongly
Agree
3
11
15 14
7
6%
22%
30%
28%
14%
FrequencyPercentage (%)
80
4. I have to do such work as ought to be done by others
TABLE-4
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 2 4%
2 Disagree 1 2%
3 Neutral 18 36%
4 Agree 22 44%
5 Strongly Agree 7 14%
Total 50 100%
Interpretation: From the above table 4% respondent strongly disagree that I have to do
such work as ought to be done by others, 2% respondent disagree that I have to do such work
as ought to be done by others, 36% respondent Neutral that I have to do such work as ought
to be done by others, 44% respondent agree that I have to do such work as ought to be done
by others, while 14% respondent are strongly agree that I have to do such work as ought to be
done by others.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
2
1
18
22
7
4%
2%
36%
44%
14%
FrequencyPercentage (%)
4. I have to do such work as ought to be done by others
TABLE-4
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 2 4%
2 Disagree 1 2%
3 Neutral 18 36%
4 Agree 22 44%
5 Strongly Agree 7 14%
Total 50 100%
Interpretation: From the above table 4% respondent strongly disagree that I have to do
such work as ought to be done by others, 2% respondent disagree that I have to do such work
as ought to be done by others, 36% respondent Neutral that I have to do such work as ought
to be done by others, 44% respondent agree that I have to do such work as ought to be done
by others, while 14% respondent are strongly agree that I have to do such work as ought to be
done by others.
0
5
10
15
20
25
30
35
40
45
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
2
1
18
22
7
4%
2%
36%
44%
14%
FrequencyPercentage (%)
81
5. In order to achieve organizational goals, competition between different groups to complete
work before the deadline increases stress
TABLE-5
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 6 12%
2 Disagree 8 16%
3 Neutral 15 30%
4 Agree 13 26%
5 Strongly Agree 8 16%
Total 50 100%
Interpretation: From the above table 12% respondent strongly disagree that In order to
achieve organizational goals, competition between different groups to complete work before
the deadline increases stress, 16% respondent disagree that In order to achieve organizational
goals, competition between different groups to complete work before the deadline increases
stress, 30% respondent Neutral that In order to achieve organizational goals, competition
between different groups to complete work before the deadline increases stress, 26%
respondent agree that In order to achieve organizational goals, competition between different
groups to complete work before the deadline increases stress, while 16% respondent are
strongly agree that In order to achieve organizational goals, competition between different
groups to complete work before the deadline increases stress.
0
5
10
15
20
25
30
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
6
8
15
13
8
12%
16%
30%
26%
16%
FrequencyPercentage (%)
5. In order to achieve organizational goals, competition between different groups to complete
work before the deadline increases stress
TABLE-5
Sr. No Particulars Frequency Percentage (%)
1 Strongly Disagree 6 12%
2 Disagree 8 16%
3 Neutral 15 30%
4 Agree 13 26%
5 Strongly Agree 8 16%
Total 50 100%
Interpretation: From the above table 12% respondent strongly disagree that In order to
achieve organizational goals, competition between different groups to complete work before
the deadline increases stress, 16% respondent disagree that In order to achieve organizational
goals, competition between different groups to complete work before the deadline increases
stress, 30% respondent Neutral that In order to achieve organizational goals, competition
between different groups to complete work before the deadline increases stress, 26%
respondent agree that In order to achieve organizational goals, competition between different
groups to complete work before the deadline increases stress, while 16% respondent are
strongly agree that In order to achieve organizational goals, competition between different
groups to complete work before the deadline increases stress.
0
5
10
15
20
25
30
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
6
8
15
13
8
12%
16%
30%
26%
16%
FrequencyPercentage (%)
82
6. Overall Calculation Group Stress
TABLE-6
Sr. No Particulars Percentage (%)
1 Strongly Disagree 7%
2 Disagree 19%
3 Neutral 27%
4 Agree 34%
5 Strongly Agree 13%
Total 100%
Interpretation: From the above table 7% respondent strongly disagree that group stress,
19% respondent disagree that group stress, 27% respondent Neutral that group stress, 34%
respondent agree that group stress, while 13% respondent strongly agree that group stress.
7%
19%
27%
34%
13%
Percentage (%)
Strongly DisagreeDisagreeNeutralAgreeStrongly Agree
6. Overall Calculation Group Stress
TABLE-6
Sr. No Particulars Percentage (%)
1 Strongly Disagree 7%
2 Disagree 19%
3 Neutral 27%
4 Agree 34%
5 Strongly Agree 13%
Total 100%
Interpretation: From the above table 7% respondent strongly disagree that group stress,
19% respondent disagree that group stress, 27% respondent Neutral that group stress, 34%
respondent agree that group stress, while 13% respondent strongly agree that group stress.
7%
19%
27%
34%
13%
Percentage (%)
Strongly DisagreeDisagreeNeutralAgreeStrongly Agree
83
Section-3-Stress relieving and Entertainment Program
TABLE-1
Sr. No Results Frequency Percentage (%)
1 Yes 43 86%
2 No 7 14%
Total 50 100%
Interpretation: From the above table 86% respondent is in favor to stress relieving and
entertainment program, while 14% respondent is not in favor to stress relieving and
entertainment program.
Percentage (%)
86%
14%
YesNo
Section-3-Stress relieving and Entertainment Program
TABLE-1
Sr. No Results Frequency Percentage (%)
1 Yes 43 86%
2 No 7 14%
Total 50 100%
Interpretation: From the above table 86% respondent is in favor to stress relieving and
entertainment program, while 14% respondent is not in favor to stress relieving and
entertainment program.
Percentage (%)
86%
14%
YesNo
84
TABLE-2
Sr. No Particulars Percentage (%)
1 Yoga 12%
2 Physical exercise 12%
3 Meeting friends and relatives 24%
4 Watching television 38%
Total 86%
Interpretation: From the above table 12% respondent favor to Yoga, 12% respondent favor
to Physical Exercise, 24% respondent favor to Meeting friends and relatives, 38% respondent
favor to Watching television.
Yoga, 12%
Physical
exercise, 12%
Meeting
friends and
relatives,
24%
Watching
television, 38%
Yoga Physical exercise
Meeting friends and relativesWatching television
TABLE-2
Sr. No Particulars Percentage (%)
1 Yoga 12%
2 Physical exercise 12%
3 Meeting friends and relatives 24%
4 Watching television 38%
Total 86%
Interpretation: From the above table 12% respondent favor to Yoga, 12% respondent favor
to Physical Exercise, 24% respondent favor to Meeting friends and relatives, 38% respondent
favor to Watching television.
Yoga, 12%
Physical
exercise, 12%
Meeting
friends and
relatives,
24%
Watching
television, 38%
Yoga Physical exercise
Meeting friends and relativesWatching television
85
CHAPTER 6.0
Findings, Conclusions
And
Suggestion
CHAPTER 6.0
Findings, Conclusions
And
Suggestion
86
6.0 FINDINGS, CONCLUSIONS AND SUGGESTION :
Findings:
There are highest respondents are 50% under the age group of 21-25. Both married
and unmarried women employees are include into the sample.
Respondent were asked to indicate highest educational qualification. The highest
educational qualification is taken into consideration in which most of the respondents
in the sample are 36% those are graduates.
There are highest no. of respondents i.e. 48% are married respondents.
There are highest no of respondents are 80% not in favor to Children.
There are highest no. of respondents are 56% in favor joint family.
There are majority of the respondents are 50% in working in other departments.
In context to experience that 54% highest respondents having minimum experience of
1-5 years.
The First factor is Personal stress, in overall calculations of personal stress there are
majority of the respondents are found as 31% who are agree with the statement.
The Second factor is Organizational stress, in overall calculations of organizational
stress there are majority of the respondents are found as 32% those are agree with the
statement.
The Third factor is Group stress, where in overall calculations of group stress there
are majority of the respondents are found as 34% those who are agree with the earlier
said statement.
There are highest no. of respondents are 86% those are in favor of relieving stress and
entertainment program.
There are highest no. of respondents are 38% those are in favor of watching
televisions.
6.0 FINDINGS, CONCLUSIONS AND SUGGESTION :
Findings:
There are highest respondents are 50% under the age group of 21-25. Both married
and unmarried women employees are include into the sample.
Respondent were asked to indicate highest educational qualification. The highest
educational qualification is taken into consideration in which most of the respondents
in the sample are 36% those are graduates.
There are highest no. of respondents i.e. 48% are married respondents.
There are highest no of respondents are 80% not in favor to Children.
There are highest no. of respondents are 56% in favor joint family.
There are majority of the respondents are 50% in working in other departments.
In context to experience that 54% highest respondents having minimum experience of
1-5 years.
The First factor is Personal stress, in overall calculations of personal stress there are
majority of the respondents are found as 31% who are agree with the statement.
The Second factor is Organizational stress, in overall calculations of organizational
stress there are majority of the respondents are found as 32% those are agree with the
statement.
The Third factor is Group stress, where in overall calculations of group stress there
are majority of the respondents are found as 34% those who are agree with the earlier
said statement.
There are highest no. of respondents are 86% those are in favor of relieving stress and
entertainment program.
There are highest no. of respondents are 38% those are in favor of watching
televisions.
87
Conclusions:
In Sumandeep Vidyapeeth level of stress was not at serious level among the women
employees and Organization because of their work style and work environment.
The study indicates and highlights the intensity of that factor that are involved to
create a stress environment of organization. It also identified the problems those are
faced by the women employees because of stress.
A part from other departments HR and Accounts department having high level of
stress among women employees.
Since decades till today they find difficulties in adopting modern work style, latest
technology like computerization, use systematic dispatch procedures.
Strong trade union which helps in reducing stress among the Women employees
regarding various problems.
There is informal group cohesiveness which helps in managing stress.
Much of the stress at work is caused not only by work overload and time
pressure but also by lack of rewards and praise, and more importantly, by not
providing individuals with the autonomy to do their work as the would like.
Organization must begin to manage people at work differently, treating them
with respect and valuing their contribution.
Conclusions:
In Sumandeep Vidyapeeth level of stress was not at serious level among the women
employees and Organization because of their work style and work environment.
The study indicates and highlights the intensity of that factor that are involved to
create a stress environment of organization. It also identified the problems those are
faced by the women employees because of stress.
A part from other departments HR and Accounts department having high level of
stress among women employees.
Since decades till today they find difficulties in adopting modern work style, latest
technology like computerization, use systematic dispatch procedures.
Strong trade union which helps in reducing stress among the Women employees
regarding various problems.
There is informal group cohesiveness which helps in managing stress.
Much of the stress at work is caused not only by work overload and time
pressure but also by lack of rewards and praise, and more importantly, by not
providing individuals with the autonomy to do their work as the would like.
Organization must begin to manage people at work differently, treating them
with respect and valuing their contribution.
88
6.3 Suggestions:
On the base findings and conclusions of conducted this study the important suggestions for
reducing level of stress and their effect on women employees as well as Organization
prescribed as follow:
The organization should try to find out the causes of problems which creates stress
rather than the effect of stress at work place.
It is essential in that action be under taken at different levels. At the primary level,
action is needed to identify and address problems at level of the organization and the
environment, with a view to preventing stress at work.
The organization should encourage staff to share their concerns about work-related
stress at an early stage.
Hold regular team meeting to discuss unit pressures.
Introduce flexibility in work schedules (where possible) to enable staff to cope with
domestic commitments.
Hold regular one-to-one meetings to ensure that individuals are clear about their role
and know what is planned for the coming months.
Organizations have to focus on finding out the stress levels of their Women
employees.
The Organization must provide healthy and safe working environment.
Workload must be assigned to one‘s capacity and caliber.
New techniques to reduce stress must be adopted in the organization.
Provide substantial freedom, independence, and discretion to employees in scheduling
their works.
Staff feel lack of work stress only when demands and pressures of work are matched
to their knowledge and abilities.
6.3 Suggestions:
On the base findings and conclusions of conducted this study the important suggestions for
reducing level of stress and their effect on women employees as well as Organization
prescribed as follow:
The organization should try to find out the causes of problems which creates stress
rather than the effect of stress at work place.
It is essential in that action be under taken at different levels. At the primary level,
action is needed to identify and address problems at level of the organization and the
environment, with a view to preventing stress at work.
The organization should encourage staff to share their concerns about work-related
stress at an early stage.
Hold regular team meeting to discuss unit pressures.
Introduce flexibility in work schedules (where possible) to enable staff to cope with
domestic commitments.
Hold regular one-to-one meetings to ensure that individuals are clear about their role
and know what is planned for the coming months.
Organizations have to focus on finding out the stress levels of their Women
employees.
The Organization must provide healthy and safe working environment.
Workload must be assigned to one‘s capacity and caliber.
New techniques to reduce stress must be adopted in the organization.
Provide substantial freedom, independence, and discretion to employees in scheduling
their works.
Staff feel lack of work stress only when demands and pressures of work are matched
to their knowledge and abilities.
89
Communication gap must be reduced and unwanted interference in the work must be
stopped. Work freedom is also essential for the women employees.
Implement proper time management techniques enabling employees to handle their
workload in an effective manner.
At the secondary level, intervention can be developed to help individual women
employees or group of women employees coping with stress and at the tertiary level,
assistance can be provided to women employees to help cure symptoms of stress and
to workers who have been subject to violence to recover from it.
To implement stress management training programmes at individual, group and
organization level.
Organization should adopt a latest technology which makes the operations smooth
and fast due to that workload reduce to some extent.
Communication gap must be reduced and unwanted interference in the work must be
stopped. Work freedom is also essential for the women employees.
Implement proper time management techniques enabling employees to handle their
workload in an effective manner.
At the secondary level, intervention can be developed to help individual women
employees or group of women employees coping with stress and at the tertiary level,
assistance can be provided to women employees to help cure symptoms of stress and
to workers who have been subject to violence to recover from it.
To implement stress management training programmes at individual, group and
organization level.
Organization should adopt a latest technology which makes the operations smooth
and fast due to that workload reduce to some extent.
90
BIBLIOGRAPHY
References:
1. Arrington, P 2008 and Stress at work: How do social workers cope? NASW Membership
Workforce study, National association of Social workers Washington, DC.
2. De Frank, R.S., & cooper, C.L (1987). Worksite stress management interventions: Their
effectiveness and conceptualization. Journal of managerial Psychology, 2, 4-10.
3. David, M (1998) motivational and stress management. Harvard Business School
Publishing, Boston, Massachuseets, USA.
4. Ariëns, G.A.M.; Bongers, P.M.; Hoogendoorn, W.E.; Houtman, I.L.D.; Wal, G. van der
and Mechelen, W. van (2001), High Quantitative Job Demands and Low Co-worker Support
are Risk Factors for Neck Pain: Results of a Prospective Cohort study, Spine, 26(17): 1896-
1903.
5. Bharatai, T.A. and Newman, J.E. (1978), Job Stress, Employee Health and Organizational
Effectiveness, Personnel Psychology, 31: 665-669.
6. Akinboye, J.O., Akinboye, D.O. and Adeyemo, D.A., 2002, Coping with stress in life and
at workplace. Stirlin-Horden Publishers (Nig). Ltd.
7. Malley JE, Stewart AJ. Women’s work and family roles: Sources of stress and sources
of strength. In: S Fisher, J Reason (Eds), Handbook of Life Stress: Cognition and Health
(pp.175-190). Essex, UK: John Wiley & Sons, 1988.
8. Ayree, S. (1992). Antecedents and outcomes of work-family conflict among married
professional women: Evidence from Singapore. Human Relations, 45(8), 813-837.
9. Bernas, K. H., & Major, D. (2000). Contributors to stress resistance: Testing a model of
women’s work-family conflict. Psychology of Women Quarterly, 24(2), 170-178.
10. Duxbury, L. E., &, Higgins, C. A. (1991). Gender differences in work-family conflict.
Journal of Applied Psychology, 76(1), 60-74.
Books:
1. Kothari C. R., Research Methodology, New Age Publication, 2
nd
Edition, New Delhi.
2. Ashwthappa K., Human Resource Management – Text and Cases, Tata McGraw Hill, 5
th
Edition.
BIBLIOGRAPHY
References:
1. Arrington, P 2008 and Stress at work: How do social workers cope? NASW Membership
Workforce study, National association of Social workers Washington, DC.
2. De Frank, R.S., & cooper, C.L (1987). Worksite stress management interventions: Their
effectiveness and conceptualization. Journal of managerial Psychology, 2, 4-10.
3. David, M (1998) motivational and stress management. Harvard Business School
Publishing, Boston, Massachuseets, USA.
4. Ariëns, G.A.M.; Bongers, P.M.; Hoogendoorn, W.E.; Houtman, I.L.D.; Wal, G. van der
and Mechelen, W. van (2001), High Quantitative Job Demands and Low Co-worker Support
are Risk Factors for Neck Pain: Results of a Prospective Cohort study, Spine, 26(17): 1896-
1903.
5. Bharatai, T.A. and Newman, J.E. (1978), Job Stress, Employee Health and Organizational
Effectiveness, Personnel Psychology, 31: 665-669.
6. Akinboye, J.O., Akinboye, D.O. and Adeyemo, D.A., 2002, Coping with stress in life and
at workplace. Stirlin-Horden Publishers (Nig). Ltd.
7. Malley JE, Stewart AJ. Women’s work and family roles: Sources of stress and sources
of strength. In: S Fisher, J Reason (Eds), Handbook of Life Stress: Cognition and Health
(pp.175-190). Essex, UK: John Wiley & Sons, 1988.
8. Ayree, S. (1992). Antecedents and outcomes of work-family conflict among married
professional women: Evidence from Singapore. Human Relations, 45(8), 813-837.
9. Bernas, K. H., & Major, D. (2000). Contributors to stress resistance: Testing a model of
women’s work-family conflict. Psychology of Women Quarterly, 24(2), 170-178.
10. Duxbury, L. E., &, Higgins, C. A. (1991). Gender differences in work-family conflict.
Journal of Applied Psychology, 76(1), 60-74.
Books:
1. Kothari C. R., Research Methodology, New Age Publication, 2
nd
Edition, New Delhi.
2. Ashwthappa K., Human Resource Management – Text and Cases, Tata McGraw Hill, 5
th
Edition.
91
3. Suri R.K., Verma sanjiv (2005) Organizational Behavior, Text and Cases, Wisdom
Publications, delhi, 1
st
Edition.
Webliography:
1. http://ansewers.com/Health/Mental/how_to_manage_stress
2. http:// essay. Utwente.nl/58556/1/Scriptie_J_Dreanth.pdf
3. [email protected]
4. http:// nptel.iitm.ac.in/courses/Webcourse-contentents/IISc
3. Suri R.K., Verma sanjiv (2005) Organizational Behavior, Text and Cases, Wisdom
Publications, delhi, 1
st
Edition.
Webliography:
1. http://ansewers.com/Health/Mental/how_to_manage_stress
2. http:// essay. Utwente.nl/58556/1/Scriptie_J_Dreanth.pdf
3. [email protected]
4. http:// nptel.iitm.ac.in/courses/Webcourse-contentents/IISc
92
ANNEXURE
QUESTIONNAIRE ON “ AN EMPIRICAL STUDY ON LEVEL OF
STRESS AMONGST WORKING WOMEN IN SUMANDEEP
VIDYAPEETH OF VADODARA’’
Respected Sir/Madam
I am Krunal B. Shah student of M.com (final) with specialization in Human
Resource Management of Department of Commerce and Business Management,
Faculty of Commerce, M.S University, Baroda, pursuing a research Project on “level
of stress amongst working women” in Sumandeep Vidyapeeth of Vadodara.
I will grateful to you if you spare your valuable time and Efforts up with your valuable
views on the subject of the research study.
ANNEXURE
QUESTIONNAIRE ON “ AN EMPIRICAL STUDY ON LEVEL OF
STRESS AMONGST WORKING WOMEN IN SUMANDEEP
VIDYAPEETH OF VADODARA’’
Respected Sir/Madam
I am Krunal B. Shah student of M.com (final) with specialization in Human
Resource Management of Department of Commerce and Business Management,
Faculty of Commerce, M.S University, Baroda, pursuing a research Project on “level
of stress amongst working women” in Sumandeep Vidyapeeth of Vadodara.
I will grateful to you if you spare your valuable time and Efforts up with your valuable
views on the subject of the research study.
93
Name: ……………………………………………………………………………
1. AGE: ……………………
2. QUALIFICATION: …………………… ………………
3. MARITAL STATUS:
1. Married [ ] 2. Unmarried [ ] 3. Widow [ ].4.Divorce [ ]
4. IF MARRIED, DO YOU HAVE CHILDREN? 1. Yes [ ] 2. No [ ]
5. FAMILY TYPE : 1. Joint [ ] 2. Nuclear [ ]
6. DEPARTMENT : ………………………
7. JOB EXPERIENCE IN YEAR : ………………………
8. MONTHLY INCOME : ………………………
1. Five-Point Scale used in the construction of Questionnaire
Sr.No Attitudes Weights
1. Strongly Disagree 1
2. Disagree 2
3. Neutral 3
4. Agree 4
5. Strongly Agree 5
Name: ……………………………………………………………………………
1. AGE: ……………………
2. QUALIFICATION: …………………… ………………
3. MARITAL STATUS:
1. Married [ ] 2. Unmarried [ ] 3. Widow [ ].4.Divorce [ ]
4. IF MARRIED, DO YOU HAVE CHILDREN? 1. Yes [ ] 2. No [ ]
5. FAMILY TYPE : 1. Joint [ ] 2. Nuclear [ ]
6. DEPARTMENT : ………………………
7. JOB EXPERIENCE IN YEAR : ………………………
8. MONTHLY INCOME : ………………………
1. Five-Point Scale used in the construction of Questionnaire
Sr.No Attitudes Weights
1. Strongly Disagree 1
2. Disagree 2
3. Neutral 3
4. Agree 4
5. Strongly Agree 5
94
A. Personal Stress:
Sr.
No.
STATMENT SA A N D SD
1. I often feel that this job has made my life cumbersome
2. Being too busy with official work I am unable to devote sufficient
time to my domestic and personal problems
3. My suggestions and cooperation is not sought in solving even
those problems in which I am quite competent
4. I am unable to carry out my assignments to my satisfaction on
account of excessive load of work and lack of time
5. I feel as if nobody in my family really understands me and my
organizational responsibilities
6. Sometimes it becomes a complicated problem for me to make
adjustments between political/group pressures and formal rules
and instructions
7. I have to do some work unwillingly owing to certain
group/political pressures
8. I am not provided with clear instructions and sufficient facilities
regarding the new assignments trusted to me
A. Personal Stress:
Sr.
No.
STATMENT SA A N D SD
1. I often feel that this job has made my life cumbersome
2. Being too busy with official work I am unable to devote sufficient
time to my domestic and personal problems
3. My suggestions and cooperation is not sought in solving even
those problems in which I am quite competent
4. I am unable to carry out my assignments to my satisfaction on
account of excessive load of work and lack of time
5. I feel as if nobody in my family really understands me and my
organizational responsibilities
6. Sometimes it becomes a complicated problem for me to make
adjustments between political/group pressures and formal rules
and instructions
7. I have to do some work unwillingly owing to certain
group/political pressures
8. I am not provided with clear instructions and sufficient facilities
regarding the new assignments trusted to me
95
B. Organization Stress:
Sr.
No.
STATMENT SA A N D SD
1. I have a lot of work to do in this job
2. The available information relating to my job-role and its
outcomes are vague and insufficient
3. My different officers often give contradictory instructions
regarding my work
4. The responsibility for the efficiency and productivity of many
employees is thrust upon me
5. I get less salary in comparison to the magnitude of my workload
6. I do my work under tense circumstances
7. My higher authorities do not give due significance to my work
and position
8. Gender discrimination at workplace irrespective of work
9. I am able to receive support from my boss, colleagues and
Juniors.
10. I carry official work at home.
11. My role does not allow me to have enough time with my family
12. I find myself with insufficient time to complete my work.
13. There is a need to reduce some part of my work
14. There is a very little scope for growth in my role.
15. Promotion policy of my organization needs to be modified.
B. Organization Stress:
Sr.
No.
STATMENT SA A N D SD
1. I have a lot of work to do in this job
2. The available information relating to my job-role and its
outcomes are vague and insufficient
3. My different officers often give contradictory instructions
regarding my work
4. The responsibility for the efficiency and productivity of many
employees is thrust upon me
5. I get less salary in comparison to the magnitude of my workload
6. I do my work under tense circumstances
7. My higher authorities do not give due significance to my work
and position
8. Gender discrimination at workplace irrespective of work
9. I am able to receive support from my boss, colleagues and
Juniors.
10. I carry official work at home.
11. My role does not allow me to have enough time with my family
12. I find myself with insufficient time to complete my work.
13. There is a need to reduce some part of my work
14. There is a very little scope for growth in my role.
15. Promotion policy of my organization needs to be modified.
96
C. Group Stress
Sr.
No.
STATMENT SA A N D SD
1. Some of my colleagues and subordinates try to defame and
malign me as unsuccessful
2. It becomes difficult and stressful due to unexpected behavior of
the people of group at work place
3. My performance is not taken into account as a result of low
performance level of other group members
4. I have to do such work as ought to be done by others
5. In order to achieve organizational goals, competition between
different groups to complete work before the deadline increases
stress
C. Group Stress
Sr.
No.
STATMENT SA A N D SD
1. Some of my colleagues and subordinates try to defame and
malign me as unsuccessful
2. It becomes difficult and stressful due to unexpected behavior of
the people of group at work place
3. My performance is not taken into account as a result of low
performance level of other group members
4. I have to do such work as ought to be done by others
5. In order to achieve organizational goals, competition between
different groups to complete work before the deadline increases
stress
97
2. Do you engage yourself in your own stress relieving and entertainment
program?
Yes [ ]
No [ ]
If yes specify from the following
1. Yoga [ ]
2. Physical exercise [ ]
3. Meeting Friends and relatives [ ]
4. Watching Television [ ]
Thank You For Filled up Questionnaire
2. Do you engage yourself in your own stress relieving and entertainment
program?
Yes [ ]
No [ ]
If yes specify from the following
1. Yoga [ ]
2. Physical exercise [ ]
3. Meeting Friends and relatives [ ]
4. Watching Television [ ]
Thank You For Filled up Questionnaire
98
99
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