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8/2/2019 Analysis and ion
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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