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    Bus Deve Exe

    Frequency Frequency % N=127 %

    I Designations

    1 Operations 0 0 0 26

    2 Business Development Managers 0 23 100 23

    3 Sales Managers 63 0 0 63

    4 Branch Managers 0 0 0 10

    5 Regional Manager 0 0 0 5

    II. Age

    1 Young (50 years) 0 0 0 1

    III. Gender

    1 Male 63 0 0 76

    2 Female 0 0 0 2

    IV. Martial Status

    1 Unmarried 26 0 0 28

    2 Married 37 0 0 50

    V Education

    1 Undergraduate 0 0 0 02 Graduate 31 0 0 40

    3 Post Graduate 32 0 0 38

    VI Total Services

    1 Below 2 Years 2 0 0 3

    2 2-7years 42 0 0 49

    3 Above 19 0 0 26

    VII Montly Income

    1 Less than 20000 19 0 0 21

    2 20001-40000 39 0 0 40

    3 40001 and above 5 0 0 17

    VIII Spouse Employement

    1 Unemployed 22 0 0 28

    2 Semi professional 15 0 0 21

    3 Professional 0 0 0 1

    IX Family Type1 Nuclear Family 31 0 0 41

    2 Joint Family 32 0 0 37

    X Family Size

    1 Small (7 Members) 6 0 0 8

    XI Family Annual Income

    1 less than 250000 (LOW) 10 0 0 10

    2 250000-500000 (MEDIUM) 42 0 0 43

    3 500000 and above (HIGH) 11 0 0 25

    Sl.No Demographic Variables

    Table 1 Demographic Charateristics of the selected insurance companies employees

    Sales Managers Total

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    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    1

    I am bored to follow the same

    routine segemments of jobs 0 0 0 0 11 17 0 0 0 0 11

    2

    I am fed up by keeping myself busy

    all the times to meet my targets and

    deadlines 0 0 2 20 17 27 0 0 0 0 19

    3I am waiting for the day to come,

    when I can relax 0 0 2 20 5 8 0 0 0 0 7

    4The norms and expectations reduce

    my work enthusiasm. 0 0 1 10 3 5 0 0 0 0 4

    5Most of time I have to force myself

    to start work. 0 0 0 0 7 11 0 0 0 0 7

    Regional managers Branch Managers Bus Deve Exe OperationsFrequency % Frequency % Frequency % Frequency % Frequency % N=127

    1I am bored to follow the same

    routine segemments of jobs 0 0 1 10 6 10 0 0 0 0 7

    2

    I am fed up by keeping myself busy

    all the times to meet my targets and

    deadlines 0 0 1 10 8 13 0 0 0 0 9

    3I am waiting for the day to come,

    when I can relax 0 0 1 10 4 6 0 0 0 0 5

    4The norms and expectations reduce

    my work enthusiasm. 0 0 2 20 16 25 0 0 0 0 18

    5Most of time I have to force myself

    to start work. 0 0 1 10 3 5 0 0 0 0 4

    Table 2.2 Work Stressors among the employees of insurance companies

    Sl.No Work Stressors

    Stress Frequently

    Sales Managers Tota

    Table 2.1 Work Stressors among the employees of insurance companies

    Sales ManagersWork StressorsSl.No

    Stress Always

    Tota

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    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    1

    I am bored to follow the same

    routine segemments of jobs 2 40 4 40 31 49 0 0 0 0 37

    2

    I am fed up by keeping myself busy

    all the times to meet my targets and

    deadlines 1 20 1 10 15 24 0 0 0 0 17

    3I am waiting for the day to come,

    when I can relax 3 60 4 40 26 41 0 0 0 0 33

    4The norms and expectations reduce

    my work enthusiasm. 2 40 4 40 25 40 0 0 0 0 31

    5Most of time I have to force myself

    to start work. 2 40 2 20 1 2 0 0 0 0 5

    Regional managers Branch Managers Bus Deve Exe OperationsFrequency % Frequency % Frequency % Frequency % Frequency % N=127

    1I am bored to follow the same

    routine segemments of jobs 1 20 1 10 6 10 0 0 0 0 8

    2

    I am fed up by keeping myself busy

    all the times to meet my targets and

    deadlines 2 40 4 40 13 21 0 0 0 0 19

    3I am waiting for the day to come,

    when I can relax 1 20 2 20 20 32 0 0 0 0 23

    4The norms and expectations reduce

    my work enthusiasm. 2 40 2 20 9 14 0 0 0 0 13

    5Most of time I have to force myself

    to start work. 0 0 2 20 25 40 0 0 0 0 27

    Table 2.4 Work Stressors among the employees of insurance companies

    Sl.No Work Stressors

    Stress Rarely

    Sales Managers Tota

    Table 2.3 Work Stressors among the employees of insurance companies

    Sl.No Work Stressors

    Stress Sometimes

    Sales Managers Tota

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    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    1 I am bored to follow the sameroutine segemments of jobs 2 40 4 40 11 17 0 0 0 0 17

    2

    I am fed up by keeping myself busy

    all the times to meet my targets and

    deadlines 2 40 2 20 10 16 0 0 0 0 14

    3I am waiting for the day to come,

    when I can relax 1 20 1 10 8 13 0 0 0 0 10

    4The norms and expectations reduce

    my work enthusiasm. 1 20 1 10 12 19 0 0 0 0 14

    5Most of time I have to force myself

    to start work. 2 40 5 50 24 38 0 0 0 0 31

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    6I need to sacrifice my interest and

    values to meet my role obligations. 0 0 0 0 7 11 0 0 0 0 7

    7

    I get confused with more than one

    instruction given by different heads

    of the organization 0 0 0 0 10 16 0 0 0 0 10

    8

    Repeated incidents where my

    contributions are not given

    importance makes me depressed 0 0 0 0 3 5 0 0 0 0 3

    9My employment roles interfere with

    my family roles 0 0 1 10 10 16 0 0 0 0 11

    Table 3.1 Role Stressors among the employees of insurance companies

    Sl.No Role Stressors

    Stress AlwaysSales Managers Tota

    Table 2.5 Work Stressors among the employees of insurance companies

    Sl.No Work Stressors

    Stress Never

    Sales Managers Tota

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    10I feel less competence in work due

    to lack of knowledge and skill 0 0 1 10 10 16 0 0 0 0 11

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    6I need to sacrifice my interest and

    values to meet my role obligations. 1 20 1 10 8 13 0 0 0 0 10

    7

    I get confused with more than one

    instruction given by different heads

    of the organization 0 0 3 30 5 8 0 0 0 0 8

    8

    Repeated incidents where my

    contributions are not given

    importance makes me depressed 0 0 2 20 4 6 0 0 0 0 6

    9My employment roles interfere with

    my family roles 1 20 0 0 4 6 0 0 0 0 5

    10

    I feel less competence in work due

    to lack of knowledge and skill 0 0 1 10 4 6 0 0 0 0 5

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    6I need to sacrifice my interest and

    values to meet my role obligations. 2 40 4 40 21 33 0 0 0 0 27

    7

    I get confused with more than one

    instruction given by different heads

    of the organization 3 60 1 10 16 25 0 0 0 0 20

    Table 3.3 Role Stressors among the employees of insurance companies

    Sl.No Role Stressors

    Stress Sometimes

    Sales Managers Tota

    Table 3.2 Role Stressors among the employees of insurance companies

    Sl.No Role Stressors

    Stress Frequently

    Sales Managers Tota

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    8

    Repeated incidents where my

    contributions are not given

    importance makes me depressed 4 80 2 20 33 52 0 0 0 0 39

    9My employment roles interfere with

    my family roles 4 80 3 30 13 21 0 0 0 0 20

    10I feel less competence in work due

    to lack of knowledge and skill 1 20 1 10 19 30 0 0 0 0 21

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    6I need to sacrifice my interest and

    values to meet my role obligations. 1 20 3 30 10 16 0 0 0 0 14

    7

    I get confused with more than one

    instruction given by different heads

    of the organization 1 20 3 30 22 35 0 0 0 0 26

    8

    Repeated incidents where my

    contributions are not givenimportance makes me depressed 1 20 3 30 11 17 0 0 0 0 15

    9My employment roles interfere with

    my family roles 0 0 3 30 21 33 0 0 0 0 24

    10I feel less competence in work due

    to lack of knowledge and skill 1 20 1 10 9 14 0 0 0 0 11

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    Table 3.5 Role Stressors among the employees of insurance companies

    Sl.No Role Stressors

    Stress Never

    Sales Managers Tota

    Table 3.4 Role Stressors among the employees of insurance companies

    Sl.No Role Stressors

    Stress Rarely

    Sales Managers Tota

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    6I need to sacrifice my interest and

    values to meet my role obligations. 1 20 2 20 18 29 0 0 0 0 21

    7

    I get confused with more than one

    instruction given by different heads

    of the organization 1 20 2 20 10 16 0 0 0 0 13

    8

    Repeated incidents where my

    contributions are not givenimportance makes me depressed 0 0 3 30 12 19 0 0 0 0 15

    9My employment roles interfere with

    my family roles 0 0 3 30 21 33 0 0 0 0 24

    10I feel less competence in work due

    to lack of knowledge and skill 3 60 6 60 21 33 0 0 0 0 30

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    11I afraid my job role that I fulfill do

    not give scope for exposure 0 0 1 10 3 5 0 0 0 0 4

    12Stability of my job is a question

    mark due to targets 0 0 1 10 18 29 0 0 0 0 19

    13

    My colleagues with less abilitiy and

    quality work in better position

    pinches me 0 0 1 10 14 22 0 0 0 0 15

    14

    it is hard for me to sacrifice my

    professional ambitions for my

    family ambitions 0 0 1 10 12 19 0 0 0 0 13

    15

    Extra efforts I need to take to prove

    myself in my role puts pressure on

    me 0 0 3 30 17 27 0 0 0 0 20

    Table 4.2 Personal Development Stressors among the employees of insurance companies

    Table 4.1 Personal Development Stressors among the employees of insurance companies

    Sl.No Personal Development Stressors

    Stress Always

    Sales Managers Tota

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    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    11I afraid my job role that I fulfill do

    not give scope for exposure 0 0 0 0 3 5 0 0 0 0 3

    12Stability of my job is a question

    mark due to targets 0 0 1 10 4 6 0 0 0 0 5

    13

    My colleagues with less abilitiy and

    quality work in better position

    pinches me 0 0 1 10 6 10 0 0 0 0 7

    14

    it is hard for me to sacrifice my

    professional ambitions for my

    family ambitions 1 20 0 0 8 13 0 0 0 0 9

    15

    Extra efforts I need to take to prove

    myself in my role puts pressure on

    me 0 0 2 20 6 10 0 0 0 0 8

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    11I afraid my job role that I fulfill do

    not give scope for exposure 2 40 1 10 20 32 0 0 0 0 23

    12Stability of my job is a question

    mark due to targets 5 100 3 30 20 32 0 0 0 0 28

    13

    My colleagues with less abilitiy and

    quality work in better position

    pinches me 3 60 4 40 20 32 0 0 0 0 27

    14

    it is hard for me to sacrifice my

    professional ambitions for my

    family ambitions 2 40 3 30 17 27 0 0 0 0 22

    Table 4.3 Personal Development Stressors among the employees of insurance companies

    Sl.No

    Personal Development Stressors

    Stress Sometimes

    Sales Managers Tota

    Sl.No Personal Development Stressors

    Stress Frequently

    Sales Managers Tota

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    15

    Extra efforts I need to take to prove

    myself in my role puts pressure on

    me 1 20 3 30 8 13 0 0 0 0 12

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    11

    I afraid my job role that I fulfill do

    not give scope for exposure 1 20 3 30 22 35 0 0 0 0 26

    12

    Stability of my job is a question

    mark due to targets 0 0 1 10 7 11 0 0 0 0 8

    13

    My colleagues with less abilitiy and

    quality work in better position

    pinches me 0 0 2 20 8 13 0 0 0 0 10

    14

    it is hard for me to sacrifice my

    professional ambitions for my

    family ambitions 1 20 2 20 9 14 0 0 0 0 12

    15

    Extra efforts I need to take to provemyself in my role puts pressure on

    me 3 60 2 20 27 43 0 0 0 0 32

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    11

    I afraid my job role that I fulfill do

    not give scope for exposure 2 40 5 50 14 22 0 0 0 0 21

    12

    Stability of my job is a question

    mark due to targets 0 0 4 40 14 22 0 0 0 0 18

    Table 4.5 Personal Development Stressors among the employees of insurance companies

    Sl.No Personal Development Stressors

    Stress Never

    Sales Managers Tota

    Table 4.4 Personal Development Stressors among the employees of insurance companies

    Sl.No Personal Development Stressors

    Stress Rarely

    Sales Managers Tota

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    13

    My colleagues with less abilitiy and

    quality work in better position

    pinches me 3 60 2 20 15 24 0 0 0 0 20

    14

    it is hard for me to sacrifice my

    professional ambitions for my

    family ambitions 1 20 3 30 17 27 0 0 0 0 21

    15

    Extra efforts I need to take to provemyself in my role puts pressure on

    me 1 20 1 10 6 10 0 0 0 0 8

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    16

    My relations with my superiors

    causes me a great deal of anxiety 0 0 1 10 5 8 0 0 0 0 6

    17

    The Negative support that I get from

    my colleagues causes a great deal of

    stress 0 0 1 10 6 10 0 0 0 0 7

    18

    Extracting work from my

    subordinates and agents is an

    headache for me 0 0 2 20 3 5 0 0 0 0 5

    19

    I lack of freedom to ask for any sort

    of help when I need from my

    superiors 0 0 1 10 6 10 0 0 0 0 7

    20

    Scope to approach colleagues and

    relation with them causes me an

    great deal of anxiety 0 0 0 0 2 3 0 0 0 0 2

    Table 5.2 Intrepersonal Relation Stressors among the employees of insurance companies

    Stress Frequently

    Table 5.1 Intrepersonal Relation Stressors among the employees of insurance companies

    Sl.No Intrepersonal Relations Stressors

    Stress Always

    Sales Managers Tota

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    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    16My relations with my superiors

    causes me a great deal of anxiety 1 20 0 0 12 19 0 0 0 0 13

    17

    The Negative support that I get from

    my colleagues causes a great deal of

    stress 0 0 0 0 4 6 0 0 0 0 4

    18

    Extracting work from my

    subordinates and agents is an

    headache for me 0 0 0 0 14 22 0 0 0 0 14

    19

    I lack of freedom to ask for any sort

    of help when I need from my

    superiors 0 0 0 0 5 8 0 0 0 0 5

    20

    Scope to approach colleagues and

    relation with them causes me an

    great deal of anxiety 1 20 0 0 5 8 0 0 0 0 6

    0

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    16My relations with my superiors

    causes me a great deal of anxiety 2 40 3 30 13 21 0 0 0 0 18

    17

    The Negative support that I get from

    my colleagues causes a great deal of

    stress 1 20 3 30 10 16 0 0 0 0 14

    18

    Extracting work from my

    subordinates and agents is an

    headache for me 2 40 4 40 24 38 0 0 0 0 30

    19

    I lack of freedom to ask for any sort

    of help when I need from my

    superiors 3 60 4 40 16 25 0 0 0 0 23

    Table 5.3 Intrepersonal Relation Stressors among the employees of insurance companies

    Sl.No Intrepersonal Relations StressorsStress SometimesSales Managers Tota

    Sl.No Intrepersonal Relations Stressors Sales Managers Tota

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    20

    Scope to approach colleagues and

    relation with them causes me an

    great deal of anxiety 1 20 3 30 31 49 0 0 0 0 35

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    16My relations with my superiors

    causes me a great deal of anxiety 1 20 3 30 23 37 0 0 0 0 27

    17

    The Negative support that I get from

    my colleagues causes a great deal of

    stress 3 60 5 50 15 24 0 0 0 0 23

    18

    Extracting work from my

    subordinates and agents is an

    headache for me 1 20 3 30 9 14 0 0 0 0 13

    19

    I lack of freedom to ask for any sort

    of help when I need from my

    superiors 1 20 1 10 8 13 0 0 0 0 10

    20

    Scope to approach colleagues and

    relation with them causes me an

    great deal of anxiety 1 20 4 40 8 13 0 0 0 0 13

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    16My relations with my superiors

    causes me a great deal of anxiety 1 20 3 30 10 16 0 0 0 0 14

    Table 5.5 Intrepersonal Relation Stressors among the employees of insurance companies

    Sl.No Intrepersonal Relations Stressors

    Stress Never

    Sales Managers Tota

    Table 5.4 Intrepersonal Relation Stressors among the employees of insurance companies

    Sl.No Intrepersonal Relations Stressors

    Stress Rarely

    Sales Managers Tota

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    17

    The Negative support that I get from

    my colleagues causes a great deal of

    stress 1 20 1 10 29 46 0 0 0 0 31

    18

    Extracting work from my

    subordinates and agents is an

    headache for me 2 40 1 10 12 19 0 0 0 0 15

    19I lack of freedom to ask for any sortof help when I need from my

    superiors 1 20 4 40 28 44 0 0 0 0 33

    20

    Scope to approach colleagues and

    relation with them causes me an

    great deal of anxiety 2 40 3 30 15 24 0 0 0 0 20

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    21My point of view is ignored in the

    organisation 0 0 0 0 2 3 0 0 0 0 2

    22Work environment that exists in my

    company makes me irriated 0 0 0 0 5 8 0 0 0 0 5

    23I find it suffocating to function

    within my organisation where there

    is no place for questioning approach 0 0 0 0 12 19 0 0 0 0 12

    24 My superiors less support to my

    personal problems make me stressed 0 0 0 0 9 14 0 0 0 0 9

    25

    The work model followed in my

    organisation enhances my

    responsibility to the point of

    exhaustion 0 0 1 10 23 37 0 0 0 0 24

    Table 6.1 Organizational Climate Stressors among the employees of insurance companies

    Sl.No Organizational Climate Stressors

    Stress Always

    Sales Managers Tota

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    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    21My point of view is ignored in the

    organisation 0 0 1 10 13 21 0 0 0 0 14

    22Work environment that exists in my

    company makes me irriated 0 0 1 10 3 5 0 0 0 0 4

    23I find it suffocating to function

    within my organisation where there

    is no place for questioning approach 0 0 2 20 5 8 0 0 0 0 7

    24 My superiors less support to my

    personal problems make me stressed 0 0 1 10 7 11 0 0 0 0 8

    25

    The work model followed in my

    organisation enhances my

    responsibility to the point ofexhaustion 2 40 3 30 8 13 0 0 0 0 13

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    21My point of view is ignored in the

    organisation 1 20 3 30 12 19 0 0 0 0 16

    22Work environment that exists in my

    company makes me irriated 2 40 2 20 20 32 0 0 0 0 24

    Table 6.3 Organizational Climate Stressors among the employees of insurance companies

    Sl.No Organizational Climate Stressors

    Stress Sometimes

    Sales Managers Tota

    Table 6.2 Organizational Climate Stressors among the employees of insurance companies

    Sl.No Organizational Climate Stressors

    Stress Frequently

    Sales Managers Tota

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    23I find it suffocating to function

    within my organisation where there

    is no place for questioning approach 2 40 1 10 8 13 0 0 0 0 11

    24 My superiors less support to my

    personal problems make me stressed 1 20 2 20 8 13 0 0 0 0 11

    25

    The work model followed in my

    organisation enhances my

    responsibility to the point of

    exhaustion 1 20 3 30 13 21 0 0 0 0 17

    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    21My point of view is ignored in the

    organisation 3 60 4 40 8 13 0 0 0 0 15

    22

    Work environment that exists in my

    company makes me irriated 0 0 1 10 5 8 0 0 0 0 6

    23I find it suffocating to function

    within my organisation where there

    is no place for questioning approach 1 20 1 10 21 33 0 0 0 0 23

    24 My superiors less support to my

    personal problems make me stressed 2 40 4 40 11 17 0 0 0 0 17

    25

    The work model followed in my

    organisation enhances my

    responsibility to the point of

    exhaustion 0 0 2 20 6 10 0 0 0 0 8

    Table 6.4 Organizational Climate Stressors among the employees of insurance companies

    Sl.No Organizational Climate Stressors

    Stress Rarely

    Sales Managers Tota

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    Regional managers Branch Managers Bus Deve Exe Operations

    Frequency % Frequency % Frequency % Frequency % Frequency % N=127

    21My point of view is ignored in the

    organisation 0 0 2 20 27 43 0 0 0 0 29

    22Work environment that exists in my

    company makes me irriated 2 40 6 60 21 33 0 0 0 0 29

    23I find it suffocating to function

    within my organisation where there

    is no place for questioning approach 1 20 6 60 16 25 0 0 0 0 23

    24 My superiors less support to my

    personal problems make me stressed 1 20 3 30 38 60 0 0 0 0 42

    25

    The work model followed in my

    organisation enhances my

    responsibility to the point of

    exhaustion 1 20 1 10 11 17 0 0 0 0 13

    Table 6.5 Organizational Climate Stressors among the employees of insurance companies

    Sl.No Organizational Climate Stressors

    Stress Never

    Sales Managers Tota

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    1

    1

    1

    2

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    2

    1

    1

    1

    1

    1

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    1

    1

    1

    1

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    1

    2

    1

    1

    1

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    1

    1

    1

    1

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    1

    1

    1

    1

    1

    2

    1

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    1

    1

    1

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    1

    1

    1

    1

    1

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    1

    2

    1

    1

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    1

    1

    1

    1

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    1

    1

    1

    1

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    1

    2

    1

    1

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    2

    2

    1

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    1

    2

    1

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    1

    1

    1

    2

    1

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    Regi Bus Deve Exe Operations

    que Frequency % Frequency % Frequency %

    1Low Stress

    (1-25) 1 18 29 0 0 0 0

    2Moderate Stress

    (26-50) 4 23 37 0 0 0 0

    3High Stress

    (51-75) 0 22 35 0 0 0 0

    4Very High Stress

    (76-100) 0 0 0 0 0 0 0

    Table 7 Distribution of the respondents according to the level of stress

    Sl.No Levels of Stress

    Levels of stress at different positions

    Sales Managers

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    N=127 %

    22 17 1

    32 25

    24 19 2

    0 0

    Total

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    Table 9 Relationship between demograhic characteristics and the different components of employ

    Sl.No

    EOSS

    DCWork

    Stressors

    Role

    Stressors

    Personal

    Develoment

    Stressors

    Interpersonal

    relations

    Stressors

    Organizational

    Climate

    Stressors

    1 Age

    23

    4

    5

    6

    7

    8

    9

    10

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    ment organization sources of stressors

    Total

    Stressors

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    Regional managers Branch Managers

    Frequency % Frequency % Frequency

    1 Achievement rate increases 2 40 6 60 53

    2 Creativitve Outcomes 3 60 3 30 44

    3 Excel in work 2 40 7 70 51

    4 Effective resource Management 2 40 5 50 40

    5 Alertness/Preparedness 2 40 6 60 44

    Table 10.2 Impact of stress on Employees productivity (Positive impact with negative/Dont Agree responses)

    Regional managers Branch Managers

    Frequency % Frequency % Frequency

    1 Achievement rate increases 3 60 4 40 8

    2 Creativitve Outcomes 1 20 6 60 18

    3 Excel in work 2 40 3 30 10

    4 Effective resource Management 2 40 4 40 17

    5 Alertness/Preparedness 1 20 3 30 12

    Table 10.3 Impact of stress on Employees productivity (Positive impact with netural/Dont know Response)

    Regional managers Branch Managers

    Frequency % Frequency % Frequency

    1 Achievement rate increases 0 0 0 0 2

    2 Creativitve Outcomes 1 20 1 10 1

    3 Excel in work 1 20 0 0 2

    4 Effective resource Management 1 20 1 10 6

    5 Alertness/Preparedness 2 40 1 10 7

    Regional managers Branch Managers

    Frequency % Frequency % Frequency

    1 Decreases in Outputs 2 40 6 60 29

    2 Absenteeism 3 60 4 40 36

    3 Misbehavior with Colleagues 2 40 3 30 10

    4 Conflicts with Colleagues 2 40 3 30 26

    5 Break down of health 1 20 4 40 34

    6Addict todrugs, alcohol,cigarettes to

    get reed to stress 1 20 2 20 8

    7 Lack of enthusiasm towards work 3 60 3 30 22

    Sl.No Positive Impact

    Positive Impa

    Positive Impact Statement

    Positive Impact/O

    Sales Man

    Table 10.4 Impact of stress on Employees productivity (Negative impact with Positive/Agreed respons

    Table 10.1 Impact of stress on Employees productivity (Positive impact with Positive/Agreeed respon

    Sl.No Positive Impact

    Positive Impac

    Sales Man

    Sl.No Negative Impact

    Negative Impa

    Sales Man

    Sales Man

    Sl.No

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    8Lack of initiations towards

    challenges 3 60 3 30 24

    9 Poor Decision Making 1 20 6 60 28

    10 Lack of Creativity and innovation 2 40 6 60 31

    11 Frequent Job Changes 1 20 1 10 20

    12Lack of Self control and inter

    personal conflicts 3 60 2 20 4213 Communication Gaps 4 80 3 30 41

    14 Job Dissatisfactions 2 40 2 20 28

    15Hurdles to financial and personal

    growth 2 40 3 30 30

    Regional managers Branch ManagersFrequency % Frequency % Frequency

    1 Decreases in Outputs 2 40 3 30 25

    2 Absenteeism 0 0 6 60 23

    3 Misbehavior with Colleagues 3 60 7 70 51

    4 Conflicts with Colleagues 1 20 6 60 34

    5 Break down of health 3 60 6 60 23

    6Addict todrugs, alcohol,cigarettes to

    get reed to stress 4 80 7 70 48

    7 Lack of enthusiasm towards work 1 20 6 60 39

    8 Lack of initiations towardschallenges 1 20 6 60 32

    9 Poor Decision Making 1 20 3 30 30

    10 Lack of Creativity and innovation 3 60 3 30 28

    11 Frequent Job Changes 3 60 8 80 42

    12Lack of Self control and inter

    personal conflicts 0 0 6 60 22

    13 Communication Gaps 0 0 7 70 21

    14 Job Dissatisfactions 0 0 7 70 35

    15Hurdles to financial and personal

    growth 1 20 4 40 30

    Regional managers Branch Managers

    Frequency % Frequency % Frequency

    1 Decreases in Outputs 1 20 1 10 8

    Sl.No Negative Impact

    Negative Impact/O

    Sales Man

    Table 10.5 Impact of stress on Employees productivity (Negative impact with Netural/Dont know res

    Table 10.5 Impact of stress on Employees productivity (Negative impact with Negative/Disagreed res

    Sl.No Negative Impact

    Negative Impa

    Sales Man

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    2 Absenteeism 2 40 0 0 4

    3 Misbehavior with Colleagues 0 0 1 10 2

    4 Conflicts with Colleagues 2 40 1 10 1

    5 Break down of health 1 20 0 0 4

    6Addict todrugs, alcohol,cigarettes to

    get reed to stress 0 0 1 10 6

    7 Lack of enthusiasm towards work 1 20 1 10 1

    8Lack of initiations towards

    challenges 1 20 0 0 5

    9 Poor Decision Making 3 60 1 10 5

    10 Lack of Creativity and innovation 0 0 1 10 2

    11 Frequent Job Changes 1 20 1 10 1

    12Lack of Self control and inter

    personal conflicts 2 40 2 20 0

    13 Communication Gaps 1 20 0 0 1

    14 Job Dissatisfactions 3 60 1 10 0

    15 Hurdles to financial and personalgrowth 2 40 3 30 2

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    Bus Deve Exe Operations

    % Frequency % Frequency % N=127 %

    84 0 0 0 0 61 48 3

    70 0 0 0 0 50 39 2

    81 0 0 0 0 60 47 3

    63 0 0 0 0 47 37 1

    70 0 0 0 0 52 41 2

    Bus Deve Exe Operations

    % Frequency % Frequency % N=127 %

    13 0 0 0 0 15 12

    29 0 0 0 0 25 20 1

    16 0 0 0 0 15 12

    27 0 0 0 0 23 18 2

    19 0 0 0 0 16 13 1

    Bus Deve Exe Operations

    % Frequency % Frequency % N=127 %

    3 0 0 0 0 2 2

    2 0 0 0 0 3 2

    3 0 0 0 0 3 2

    10 0 0 0 0 8 6

    11 0 0 0 0 10 8

    Bus Deve Exe Operations

    % Frequency % Frequency % N=127 %

    46 0 0 0 0 37 29 3

    57 0 0 0 0 43 34 2

    16 0 0 0 0 15 12

    41 0 0 0 0 31 24

    54 0 0 0 0 39 31 2

    13 0 0 0 0 11 9 2

    35 0 0 0 0 28 22 2

    Total

    Total

    t/Outcomes (NO)

    Total

    Total

    tcomes (Dont Know)

    agers

    es)

    es)

    t/Outcomes (YES)

    agers

    t/Outcomes (YES)

    agers

    agers

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    38 0 0 0 0 30 24 1

    44 0 0 0 0 35 28 1

    49 0 0 0 0 39 31 2

    32 0 0 0 0 22 17

    67 0 0 0 0 47 37 265 0 0 0 0 48 38 2

    44 0 0 0 0 32 25 2

    48 0 0 0 0 35 28

    Bus Deve Exe Operations% Frequency % Frequency % N=127 %

    40 0 0 0 0 30 24 1

    37 0 0 0 0 29 23

    81 0 0 0 0 61 48 3

    54 0 0 0 0 41 32 2

    37 0 0 0 0 32 25 1

    76 0 0 0 0 59 46

    62 0 0 0 0 46 36 1

    51 0 0 0 0 39 31 2

    48 0 0 0 0 34 27 2

    44 0 0 0 0 34 27 1

    67 0 0 0 0 53 42 3

    35 0 0 0 0 28 22 1

    33 0 0 0 0 28 22 1

    56 0 0 0 0 42 33 1

    48 0 0 0 0 35 28 3

    Bus Deve Exe Operations

    % Frequency % Frequency % N=127 %

    13 0 0 0 0 10 8

    Total

    Total

    utcomes (Dont know)

    agers

    onses)

    onses)

    ct/Outcomes (NO)

    agers

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    6 0 0 0 0 6 5

    3 0 0 0 0 3 2

    2 0 0 0 0 4 3 1

    6 0 0 0 0 5 4

    10 0 0 0 0 7 6 1

    2 0 0 0 0 3 2

    8 0 0 0 0 6 5

    8 0 0 0 0 9 7

    3 0 0 0 0 3 2

    2 0 0 0 0 3 2

    0 0 0 0 0 4 3

    2 0 0 0 0 2 2

    0 0 0 0 0 4 3

    3 0 0 0 0 7 6

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    Table 11 Physical stress management strategies and therapies adopted by the employees of insurance comp

    Frequency % N=127 %

    I. Reducing physicall stress

    1 Set Priorities 25 40 34 27 2

    2 Keeping ready well ahead 31 49 36 28

    3Alternating of heavy work

    with ligh work 20 32 23 18 1

    4 Use of time and labour saving 2 3 4 3

    5 Take hired help devices 4 6 4 3

    II. Relaxation Techniques

    1 Deep Breathing 23 37 27 21

    2 Driking water 23 37 27 21 2

    3 Take out time for leisure 20 32 27 21 1

    4 Take rest 25 40 30 24

    III. Diet

    1 Eat less 10 16 13 10

    2 Take Balance Diet 36 57 44 35 3

    3 High Fibre diet 0 0 0 0

    4 Consume more food 12 19 13 10

    5consume food many times in

    small quantities 8 13 11 9

    IV. Physical exercise

    1 Swimming 10 16 13 10

    2 Playing games 14 22 18 14 2

    3 Physical exercise 13 21 15 12

    4 Walking 22 35 29 23 1

    5 Yoga 19 30 22 17

    V Medicinal Thearphy

    1 Sleeping pills 2 3 2 2

    2 Mood Altering drugs 0 0 1 1

    3 Smoking 3 5 4 3 1

    4 Alcohol Consumption 2 3 2 2 1

    5 No of the Above 56 89 69 54 1

    Sl.No Physical stess management

    stratgies

    Sales Managers Total

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    nies

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    Table 12 Mental stress management strategies and therapies adopted by the employees of insuran

    Bus Deve Exe

    r Frequency % Frequency %

    I. Religious/Meditation

    1 Meditation 10 16 0 0

    2 offer Prayers 16 25 0 0

    3 Chanting of mantras 2 3 0 0

    4 Religious activity 26 41 0 0

    5 Pilgrimage travel 17 27 0 0

    II. Psychotherapy

    1 Change in routine 4 6 0 0

    2 Recreation with family 22 35 0 0

    3 Positive thinking 51 81 0 0

    4 Cry to relieve the stress 0 0 0 0

    III. Social Support

    1 Work in Group 38 60 0 0

    2 Talk to someone 25 40 0 0

    3 Attend social gatherings 14 22 0 0

    4 Attend parties 3 5 0 0

    5 Take Counselling 0 0 0 0

    IV. Reducing Responsibilities

    1 Postpone tasks 11 17 0 0

    2 Avoid Disliked tasks 6 10 0 0

    3 Delegating the work 24 38 0 0

    4 Changes in preference of job 23 37 0 0

    V Permioring most liked activities

    1 Painting 1 2 0 0

    2 Singing 14 22 0 0

    3 Listening songs 23 37 0 0

    4 Watching T.V. 31 49 0 0

    5 Going for movies/shopping 9 14 0 0

    6 Spending time with nature 10 16 0 0

    Sl.NoMental stess management

    stratgies

    Sales Managers

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    ce companies

    Operations

    Frequency % N=127 %

    0 0 16 13 1

    0 0 24 19

    0 0 2 2

    0 0 30 24 2

    0 0 17 13

    0 0 6 5

    0 0 29 23 1

    0 0 61 48 2

    0 0 0 0

    0 0 43 34 1

    0 0 32 25 2

    0 0 17 13

    0 0 7 6

    0 0 1 1

    0 0 12 9

    0 0 9 7 1

    0 0 33 26 2

    0 0 27 21

    0 0 1 1

    0 0 16 13

    0 0 27 21 1

    0 0 41 32 2

    0 0 12 9 2

    0 0 14 11

    Total

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    Table 1Position wise difference with regards to coping strategies among the employees in insurance companie

    Regional managers Branch Managers

    Mean S.D Mean S.D Mean S.D

    1 Physical stress management

    strategies

    2 Mental stress managementstrategies

    Note: Significat at 5% level

    NS- non-significant

    Sl.No Coping StrategiesSales Managers

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    s

    Bus.Deve.Exe Operations

    Mean S.D Mean S.Dt-value

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    Table 15.2 Copying strategies employed by the employers and the level of satisfaction of Branch Managers

    Table 15.3 Copying strategies employed by the employers and the level of satisfaction of Sales Managers t

    Sl no Copying strategies by employersAgree(

    YES)

    Disagree

    (NO)

    Netural(Dont

    Know)

    Highly

    Satisfied

    1 Employees Assistance Programme 50 8 5 3

    2 Training to employees 59 4 5

    3 Employees Participation in decision making 47 13 3 2

    4 Career Assistance 53 9 1 6

    5 Education Assistance/Reimbursement 48 12 3 2

    6 Proper Channel of Communication 56 5 2 4

    7 Financial Assistance 39 18 6 1

    8 Performance Appraisal 58 4 1 79 Recreation/Holiday package with family 41 20 2 4

    10 Co-operation and cordial support 56 5 2 7

    11 Therapy 30 27 6 1

    12 Stress Management seminar/classes 34 26 4 1

    13 Wellness programmes 29 30 3

    14 Work Breaks 46 16 1 1

    15 Quality of work life programmes 44 15 4 1

    Table 15.4 Copying strategies employed by the employers and the level of satisfaction of Business Develop

    Sl no Copying strategies by employersAgree(

    YES)

    Disagree

    (NO)

    Netural(Dont

    Know)

    Highly

    Satisfied

    1 Employees Assistance Programme 1 1 1

    2 Training to employees 3 2

    3 Employees Participation in decision making 3 1

    4 Career Assistance 3 2

    5 Education Assistance/Reimbursement 1 1 1

    6 Proper Channel of Communication 2 1 2

    7 Financial Assistance 2 18 Performance Appraisal 3 2

    9 Recreation/Holiday package with family 1 2 1

    10 Co-operation and cordial support 3 1

    11 Therapy 1 2

    12 Stress Management seminar/classes 3 1

    13 Wellness programmes 1 2

    14 Work Breaks 1 2 1

    15 Quality of work life programmes 1 1 1

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    Table 15.5 Copying strategies employed by the employers and the level of satisfaction of Operations towar

    Sl no Copying strategies by employersAgree(

    YES)

    Disagree

    (NO)

    Netural(Dont

    Know)

    Highly

    Satisfied

    1 Employees Assistance Programme

    2 Training to employees

    3 Employees Participation in decision making

    4 Career Assistance

    5 Education Assistance/Reimbursement

    6 Proper Channel of Communication

    7 Financial Assistance

    8 Performance Appraisal

    9 Recreation/Holiday package with family

    10 Co-operation and cordial support

    11 Therapy

    12 Stress Management seminar/classes

    13 Wellness programmes

    14 Work Breaks

    15 Quality of work life programmes

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    towards the same

    wards the same

    Satisfied

    Not

    Satisfied

    Highly not

    satisfied Worst

    45 1

    50 3

    43 2

    46 1

    43 2 1

    50 2

    39 1

    45 633 4

    47 2

    27 2

    32 1

    28 1

    40 4 1

    43

    ment Executives towards the same

    Satisfied

    Not

    Satisfied

    Highly not

    satisfied Worst

    1

    1

    2

    1

    1 0

    0

    2 01

    0

    2

    1 0

    1 1

    1 0

    0

    1 0

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    ds the same

    Satisfied

    Not

    Satisfied

    Highly not

    satisfied Worst