Analysis and ion

8/2/2019 Analysis and ion

1/52

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


2



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


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




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


Sales ManagersWork StressorsSl.No

Stress Always

Tota


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1

I am bored to follow the same


2



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


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




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


2



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


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




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



Stress Rarely

Sales Managers Tota



Stress Sometimes

Sales Managers Tota


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

2



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


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




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



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



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





7




8





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

10

I feel less competence in work due






7






Stress Sometimes

Sales Managers Tota



Stress Frequently

Sales Managers Tota


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8





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







7




8


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


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







Stress Never

Sales Managers Tota



Stress Rarely

Sales Managers Tota


7/52



7




8


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


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





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


Sl.No Personal Development Stressors

Stress Always

Sales Managers Tota


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13



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

14




15



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







13



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

14





Sl.No

Personal Development Stressors

Stress Sometimes

Sales Managers Tota


Stress Frequently

Sales Managers Tota


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15



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



11

I afraid my job role that I fulfill do


12

Stability of my job is a question


13



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

14




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



11

I afraid my job role that I fulfill do


12

Stability of my job is a question




Stress Never

Sales Managers Tota



Stress Rarely

Sales Managers Tota


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13



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

14




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



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


Sl.No Intrepersonal Relations Stressors

Stress Always

Sales Managers Tota


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16My relations with my superiors


17



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

18



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

19



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

20




0





17



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

18



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

19



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


Sl.No Intrepersonal Relations StressorsStress SometimesSales Managers Tota

Sl.No Intrepersonal Relations Stressors Sales Managers Tota


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20








17



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

18



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

19



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

20










Stress Never

Sales Managers Tota



Stress Rarely

Sales Managers Tota


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17



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

18



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






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








25



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




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





Stress Sometimes

Sales Managers Tota



Stress Frequently

Sales Managers Tota


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25




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




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

22

Work environment that exists in my







25




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



Stress Rarely

Sales Managers Tota


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








25




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



Stress Never

Sales Managers Tota


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1

1

1

2


18/52

2

1

1

1

1

1


19/52

1

1

1

1


20/52

1

2

1

1

1


21/52

1

1

1

1


22/52

1

1

1

1

1

2

1


23/52

1

1

1


24/52

1

1

1

1

1


25/52

1

2

1

1


26/52

1

1

1

1


27/52

1

1

1

1


28/52

1

2

1

1


29/52

2

2

1


30/52

1

2

1


31/52

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


34/52


35/52

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


36/52

ment organization sources of stressors

Total

Stressors


37/52

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)





3 Excel in work 2 40 3 30 10



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





3 Excel in work 1 20 0 0 2





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









8 Lack of initiations towardschallenges 1 20 6 60 32





personal conflicts 0 0 6 60 22

13 Communication Gaps 0 0 7 70 21


15Hurdles to financial and personal

growth 1 20 4 40 30





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


Negative Impa

Sales Man


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8Lack of initiations towards

challenges 1 20 0 0 5





personal conflicts 2 40 2 20 0

13 Communication Gaps 1 20 0 0 1


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



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



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



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


41/52

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



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


43/52

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


45/52

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


47/52

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


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


48/52

s

Bus.Deve.Exe Operations

Mean S.D Mean S.Dt-value


49/52

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


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


50/52

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


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


51/52

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


52/52

ds the same

Satisfied

Not

Satisfied

Highly not

satisfied Worst

Documents

Analysis and ion