Upload
others
View
0
Download
0
Embed Size (px)
Citation preview
253
CHAPTER – VII
SUMMARY OF FINDINGS, SUGGESTIONS, AND CONCLUSION
I. Design of the study
Introduction
Stress is a general term applied to the pressures people feel in life. The
presence of stress at work is almost inevitable in many jobs. It has become a
major buzzword and legitimate concern of the times. The present study has been
designed to focus on the job stress of bank employees. An attempt has also been
made to highlight the causes for stress and their consequences in relation to the
individual as well as the organization‘s well being and evolve some strategies to
cope with the stress. The research design of the study is furnished hereunder.
Need for the study
In India during the past fifteen years, the banking sector underwent rapid
and striking policy changes due to globalization and liberalization, increased
competition from the entrance of more private (corporate) sector banks,
downsizing, introduction of new technologies, and so forth. Due to these changes,
the employees in the banking sector are more susceptible to a high level of stress.
Stresses may vary; they may be in the form of day-to-day worries, major
events, or prolonged problematic work situations or they may arise from certain
ideas, thoughts and perceptions that evoke negative emotions. Thus, the present
researcher would like to find out the level of job stress, causes and consequences
of stress experienced by the private and public sector bank employees in this
competitive market condition. Amid this background, the present study titled ―A
Comparative Study of Job Stress among Employees of Private and Public Sector
Banks in Dindigul District, Tamilnadu‖ has assumed greater significance than ever
before.
254
Statement of the problem
The advent of technology with globalization and privatization policies has
dramatically changed the existing patterns is all sectors especially the banking
sector and that has resulted in stress among the bank employees. Inherently in this
context, certain research questions arise, namely, what are the causes and
consequences of job stress of bank employees?, How is high stress period
impacting the performance of bank employees? Is there any difference between
level of job stress between employees of private and public sector banks? What
are the major coping strategies followed by the bank employees? And such other
related questions. The present study attempts to provide answers to the above
questions.
Objectives of the study:
The objectives of the study are furnished hereunder:
1. To measure the level of stress experienced by bank employees in Dindigul
district, Tamilnadu.
2. To study the stress level during high stress period (Year Ending).
3. To identify the causes for and the consequences of the stress of the bank
employees.
4. To compare the level of job stress among the private and public sector
bank employees.
5. To examine the relationship between supervisors and subordinates of the
banks.
6. To suggest suitable measures for the management of job stress of bank
employees in the study district.
255
Hypothesis:
The following research hypotheses have been formulated for testing.
H01: There is no difference in the stress level between private and public sector
bank employees.
H02: There is no significant association between employees‘ workplace stress
and their level of job satisfaction.
H03: There is no association between demographic factors (Gender, Age,
Education, Income and Marital status) of bank employees and their
level of job stress.
H04: Job stress has no relation with the employees‘ number of years of
work experience in the banking sector.
H05: Job stress is independent of geographical location of banks
(Rural/Urban based banks).
H06: There is no significant association between employees‘ workplace
stress and their level of job satisfaction.
H07: There is no association between daily working hours and the level of job
satisfaction.
H08: The duration of working hours will not be different between the private
sector bank employees and public sector bank employees.
H09: There is no significant difference between employee designation and the
level of work place stress.
H010: There is no significant difference between age groups and the impact of
job stress.
H011: Causal factors of job stress will be greater in private sector bank
employees compared to public sector bank employees.
256
H012: Impact of Stress will be the same among private sector and public sector
bank employees
H013: There is no significant difference in coping with job stress among private
sector and public sector bank employees.
H014: There is no significant difference in mean ranks for different causal
factors of job stress.
H015: There is no relationship between years of experience of employees and
their level of job satisfaction
H016: There is no association between level monthly income and level of job
satisfaction.
H017: There is no significant difference in mean ranks for the different factors
contributing to level of job stress.
H018: There is no significant difference in mean ranks for the common causal
factors of job stress.
H019: There is no significant difference between mean ranks for the factors
contributing to causes for stress based on role and task demand.
H020: There is no significant difference in mean ranks for the causal factors of
stress based on work environment.
H021: There is no significant difference between mean ranks for the factors
contributing to causes for stress based on management policies.
H022: There is no significant difference in mean ranks for the stressors
contributing to psychological problems.
H023: There is no significant difference in mean ranks for the causal factors of
physical problems.
H024: There is no significant difference in mean ranks for the coping strategies
of job stress.
257
Scope of the study
The study is undertaken in the area of Human Resources Management.
The present study is directed towards job stress of employees of private and
public sector commercial banks in Dindigul district, Tamilnadu; and it excludes
co. operative banks and regional rural banks.
The study considers only the permanent employees of the banks. The
study will strive to find out the level of job stress and offer suggestions to cope
with the stress.
Data and Methodology
(a) Sources of data
The study has depended on both secondary and primary sources of data.
The secondary data were collected from the standard text books, leading journals,
magazines, and reports and records kept at the study banks.
(b) Questionnaire
Primary data were collected by conducting a sample survey of bank
employees working in Dindigul district. A well-conceived questionnaire was
administered to the sample employees for the collection of primary data. The
questionnaire was finalized after its pre testing. The sample survey was conducted
for a period of 4 months, namely, from January to April 2011.
258
(c)Sampling Design (i) Population
The population of the present study comprises bank employees (both
upper middle level executives and subordinates) serving in different branches
located in various Taluks of Dindigul District, Tamilnadu. The present study
considers only the permanent employees of private and public sector commercial
banks in Dindigul district, Tamilnadu.
ii) Sample Size:
Commercial bank branches numbering 161 located in the Dindigul
District, Tamilnadu, during 2011 form the sampling frame of the present study.
Although the study focused on the entire nationalized and non nationalized banks,
with a total of around 700 permanent employees, a sample of 112 branches from
public sector and 36 branches from private sector were selected. One set of
questionnaire was administered to 480 employees of these 148 (112+36) bank
branches; however, only 440 usable questionnaires were received. Of them, 160
were from private sector banks and 280 were from public sector banks. Of these
440 samples, 92 were of supervisors (upper middle level employees) and 348 were
of subordinates (middle level and lower level employees). Among 440 samples,
116 were from rural bank branches and 324 were in urban areas. Prior to the
distribution, pre test was made to ensure consistency and accuracy. Slight
modifications were made after the pre testing.
(d) Research Design:
The design of the present study is ―Descriptive Type‖ of conclusive one.
259
(e) Framework of analysis:
Both descriptive analysis and inferential analysis were carried out. For this,
relevant statistical tools were used and they are given below:-
1. Percentage analysis
2. Mean, Standard Deviation (SD)
3. Chi-square Test
4. Friedman‘s Test
5. ‗t‘-test
6. One way ANOVA - Duncan Multiple Range Test (DMRT)
7. Regression Analysis
8. Discriminant Analysis
9. Factor analysis and
10. Path Analysis-(SEM Model)
260
II. Review of related literature
Stress is a reaction that people take due to excessive pressure or other
types of demand placed on them. It arises when they worry that they cannot cope.
Several studies on work stress have been made in the various parts of the country
and other countries. But most of these studies are related to private and public
enterprises other than banking. Some of the findings of the earlier research works
on work stress are presented below.
Manuel Rafael, Faculty of Psychology and Education, University of Lisbon
conducted a study on ―Career Concerns and Job Stress in Bank Employees‖. The
Job Stress Survey was designed to assess the perceived intensity (severity) and
frequency of occurrence of 30 general sources of work-related stress that are
commonly experienced by employees in a wide variety of work settings. The study
instrument comprised 30 items and the examinees first rated, on a 9-point scale.
The factor analysis of the 30 Job Stress Survey items identified two major
components of Job stress: Job pressure and lack of organizational support.
Jayakumar et.al., (1997) in their study entitled, ―Job satisfaction and job
stress among I.T employees‖ concluded that the job satisfaction and job stress of
the I.T employees are found to be at normal level but some are prone to have
problematic level of stress. For this purpose, 120 I.T employees working in
different organizations at Bangalore city were chosen. Majority of the respondents
(57.50) had normal level of stress and 40.84 per cent had problematic level of
stress. About 41.66 per cent of the respondents are moderately satisfied with their
job. Since the respondents are young and their workload is clear and specific, the
I.T employees work as a team, so the relationships between the colleagues are
good. So they are not prone to stress. Even though some respondents are in
problematic level of stress because they are Type A personality people. So, their
nature of personality makes them to be in problematic level of stress.
261
A case study on South Indian Bank Ltd., analyzed the of job stress among
executives in non-nationalized banking sector. The productivity of the work force
is the most decisive factor for the success of an organization. The productivity in
turn is dependent on the psychosocial well being of the employees. In an age of
highly dynamic and competitive world, man is exposed to all kinds of stressors
that can affect him at all realms of life. The growing importance of interventional
strategies is felt more at organizational level. The author expects to draw attention
from policy makers and men of eminence in the related fields to resume further
research.
G.Regin, (2010), conducted a study of occupational stress among the
employees of Pandian Grama Bank in Viruthunagar district. It reveals that a
majority of the respondents were getting stress due to work load and rigid
organizational rules. And respondents begin to practise yoga to tackle their
chronic stress. The researcher suggested clarity in employee role, procedure,
policies, rules and counseling.
Prof. Dileep Kumar (2006), conducted ―A Study on Job Stress of
Nationalized and Non Nationalized Bank Employees in Kottayam and Ernakulam
district of Kerala‖. In an age of highly dynamic and competitive world, man is
exposed to all kinds of stressors that can affect him on all realms of life. The
growing importance of interventional strategies is felt more at organizational level.
This particular research was intended to study the impact of occupational stress
on nationalized and non –nationalized bank employees. The author expects to
draw attention from policy makers and research scholars in the related fields to
undertake further research. In this study, the researcher has found that non-
nationalized employees have high-level of stress compared to nationalized
employees.
262
III. Overview of job stress
Introduction
Work-related stress is now the second largest occupational health problem
in India. Work-related stress represents a huge problem and is attaining epidemic
proportions, according to recent reports. The requirement to deliver higher
productivity per person, greater responsibility, fewer resources, and lack of job
control and job insecurity has created an atmosphere putting pressure on
everyone. The present research report looks at stress from the bank employees‘
point of view examining the causes, symptoms and consequences of work-related
stress.
Concept of Stress
Due to job stress, many banking service personnel around the world have
not only lost their confidence, but have also caused unemployment rates to be
more serious day by day. To promote efficiency and performance, some
enterprises have taken the steps of reorganizing their enterprises, merging, and
even laying off their employees to reduce manpower cost. Therefore, employment
relationship between the staff and organization becomes more unstable.
Causes for Stress
The factors causing stress in a person are called stressors. As the social and
organizational demands on the people tends to increase with complexities, so do
the intensity of stressors for an employee. The following Figure shows two broad
categories of stressors: life stressors and organizational stressors.
263
Causes and Consequences of Stress
Organizational Stressors
Organizational stressors are factors in the workplace that can cause stress.
The four general sets of organizational stressors are task demands, physical
demands, role demands and interpersonal demands. Stress-related problems
include mood disturbance, psychological distress, sleep disturbance, upset
stomach, headache, and problems in relationships with family and friends. The
effects of job stress on chronic diseases are more difficult to ascertain because
chronic diseases develop over relatively long periods of time and are influenced by
many factors other than stress. Nonetheless, there is some evidence that stress
plays a role in the development of several types of chronic health problems--
including cardiovascular disease, musculoskeletal disorders, and psychological
disorders.
Source: Adapted from James C. Quick and Jonathan D. Quick, Organizational Stress and Prevention Management, McGraw – Hill, 1984, Pp. 19-44, and P. 76.
Org
an
izati
on
al
Str
ess
ors
L
ife
Str
ess
ors
Life Change
Life Trauma
Task Demands:
Occupations
Security
Overload
Physical demands:
Temperature
Office Design
Interpersonal
Demands:
Group Pressures
Leadership Style
Personalities
Role Demands:
Conflict
Ambiguity
Burnout
Organizational Consequences:
Decline in Performance
Turnover
Absenteeism
Decreased Motivation
Decreased Satisfaction
Individual Consequences:
Behavioural (Alcohol and
Drug Abuse; Violence)
Psychological (Sleep
Disturbances; Depression)
Medical (Heart Disease;
Headaches)
Exp
eri
en
ced
Str
ess
264
Task Demands
Task demands are stressors associated with the specific job a person is performing.
Some occupations are simply more stressful than others. For example, the job of
surgeon is more stressful than the job of general practitioner. Security is also an
important task demand that can cause stress. Someone in a relatively secure job is
not likely to worry a lot about losing that job. On the other hand, if job security is
threatened, stress can increase dramatically. The final task demand stressor is
overload, which occurs when a person simply has more work to do than he or she
can handle. Low task demands can result in boredom, and a very high task
demands can cause tension and anxiety. A moderate degree of task demand is
optimal, since it leads to high levels of energy and motivation.
Physical Demands
Physical demands relate to the setting of the job. The physical demand
stressors encompass adverse temperature and poor office design. It also covers
noise, polluted air, polluted water, inadequate air, poor lighting, inadequate work
space, too much or too little social interaction and so forth can also lead to stress.
Interpersonal Demand
A final set of organizational stressors consists of three interpersonal
demands that may confront people in organizational settings. Group pressures
include such things as pressure to restrict output, pressure to conform to the
group‘s norms, and so forth. An individual who feels a strong need to vary from
the group‘s expectations will experience a great deal of stress, especially if
acceptance by the group is also important to him or her. Leadership style may also
cause stress. Lack of social support from the leader, autocratic style of leadership,
and so on are likely to cause stress. Finally, personalities and behaviours may also
cause stress. Conflict can occur when two or more people must work together
even though their personalities, attitudes and behaviours differ.
265
Role Demands
Role demands can also be stressful to people in organizations. A role is a
set of expected behaviours associated with a particular position in a group or
organization. A person may experience stress either because of role conflict or
role ambiguity.
Consequences of Stress
A number of consequences can result from stress. If the stress is positive,
the result may be more energy, enthusiasm and motivation. The negative
consequences of stress are a great threat to both individual and organization. The
three sets of consequences that can result from stress are individual consequences,
organizational consequences and burnout.
1. Individual Consequences
Individual consequences of stress are those outcomes that affect the
individuals. The organization may also suffer, either directly or indirectly, but it is
the individual who pays the real price. Three categories of individual
consequences of stress are behavioural, psychological and medical.
(a) Behavioural Consequences
Any factor that exerts powerful effects upon basic bodily processes
and internal psychological states would normally be expected to affect the
overt behaviour of an individual. A considerable body of research on this
subject evidences that exposure to strong and continued stress exerts
significant effects upon an individual‘s behaviour. These effects can be in the
form of changes in productivity, changes in eating habits, increased smoking
or consumption of alcohol, rapid speech, fidgeting, sleep disorders, absence
and turnover.
266
(b) Psychological Consequences
Psychological consequences of stress relate to an individual‘s
mental health and well being. When people experience too much stress at
work, they may easily prone to anger, anxiety, depression, fear, nervousness,
irritability, tension and boredom.
(c) Medical Consequences
Finally, stress can lead to medical disorders. Some amount of stress is
good for human body, but too much could lead to disastrous consequences.
Stress plays a crucial role in the flow of enzymes from the various glands.
Some glands in the body are activated during stressful events. While the body
adapts to such changes, a prolonged onslaught of stress exhausts it and
destroys its equilibrium. Blood pressure, heart disease and stroke, have been
linked to stress. Other medical problems resulting from too much stress may
include, fatigue, headaches, backaches, ulcer and related stomach and intestinal
disorders.
2. Organizational Consequences
Individual consequences to stress would not leave the organization‘s
performance and well being untouched. A considerable burden is shared by
the organizations as well in the form of absenteeism and turnover, job
performance, health care cost, destructive and aggressive behaviour resulting
in strikes, accidents, absenteeism, employee turnover, and diminished
productivity.
267
(a) Performance
First, organizational consequence of too much stress is a decline in
performance. For operating workers, such a decline can translate into poor
quality work or drop in productivity. For managers, it can mean faulty
decision-making or disruptions in working relationships, as people become
irritable and hard to get along with.
(b) Withdrawal
Withdrawal behaviours can also result from stress. The two most
important are absenteeism and quitting. People who are having a hard time to
cope with stress in their jobs are more likely to call in sick or consider leaving
the organization for good.
(c) Attitude
Another direct organizational consequence of employee stress relates to
attitudes. As just implied, job satisfaction, morale and organizational
commitment, can all suffer, along with motivation to perform at high level.
(d) Burnout
Burnout is a state of mental/physical exhaustion caused by excessive and
prolonged stress. People with high aspirations and strong motivation to get
things done are prime candidates for burnout under certain conditions. They
are especially vulnerable when they find themselves in an organization that
suppresses or limits their own initiative while constantly demanding that they
serve the organizations own ends. In such a situation, the individual is likely to
put too much of himself or herself into the job. The most likely effects of this
are fatigue, frustration and helplessness under the burden of overwhelming
demands. The person literally exhausts his or her aspirations and motivation,
much as candle burns itself out. Ultimately, burnout results.
268
(e) Absenteeism
According to a survey of 800,000 workers in over 300 companies, the
number of employees falling in sick because of stress tripled from 1996 to
2000. An estimated 1 million workers are absent every day due to stress. If this
occurs in key employees, it can have a domino effect that spreads down the
line to disrupt scheduled operations. Unanticipated absenteeism invariably
leads to huge losses to the employers. A 1997 three year study conducted by
one large corporation found that, 60% of employee absence could be traced to
psychological problems that were due to job stress.
Coping with job Stress
Many people are finding it harder than ever to cope with stress in the
workplace. Regardless of occupation, seniority, or salary level, they are spending
more and more of their work days feeling frazzled and out of control, instead of
alert and relaxed.
While some stress is a normal part of the workplace, excessive stress can
interfere with the productivity and reduce physical and emotional health. Finding
ways to manage workplace stress is not about making huge changes to every
aspect of the work life or rethinking career ambitions. Rather, stress management
requires focus on the one thing that‘s always within one‘s control
Stressful situations are real and inevitable. It is not feasible to eliminate
stress totally from the work. Thus, there is a need to manage stress. Stress that is
effectively managed by an individual is a positive symptom and requires the
knowledge of ‗stress coping techniques‘ for reducing or providing an outlet to
stress. Coping techniques identified have been grouped under
1. Individual stress coping strategies
2. Organizational stress coping strategies
269
1. Individual Stress Coping Strategies
Many strategies proposed to help individuals to manage stress; five of the
more popular ones are exercise, relaxation, time management, role management
and support groups. Stress management starts with identifying the sources of
stress in one‘s life. This isn‘t as easy as it sounds. The true sources of stress aren‘t
always obvious, and it‘s all too easy to overlook one‘s own stress-inducing
thoughts, feelings, and behaviours. Sure, an employee may know that he is
constantly worried about work deadlines. But maybe it‘s his procrastination, rather
than the actual job demands, that leads to deadline stress.
(a) Exercise
One method by which individuals can manage their stress is through
exercise. People who exercise regularly are less likely to have heart attacks than
inactive people are. More directly, it has also been suggested that people who
exercise regularly feel less tension and stress, are more confident and show
greater optimism than the people who do not exercise regularly.
(b) Relaxation
A related method individual can use to manage stress is relaxation.
Relaxation can take many forms. One way to relax is to take regular vacations.
People can also relax while on the job. It has been recommended that people
take regular rest breaks during their normal workday. A popular way of resting
is to sit quietly with closed eyes for ten minutes every afternoon.
(c) Time Management
It is a process that enables an individual to accomplish or achieve the
task or goals necessary for successful job performance. Under this, it is
necessary to identify those needs and wants of the individuals in terms of
importance and then to match them with the time and resources available or
270
potentially available. The importance of time management arises because many
individuals have too many tasks they need to do.
(d) Role Management
Somewhat related to time management is the idea of role management,
in which the individual actively works to avoid overload, ambiguity and
conflict. The employees do not know what is expected from them, at that time
they should not sit and worry about it. Instead, ask for clarification from their
boss. Another strategy in role management is learning to say ‗no‘. Besides
regular jobs, one has to serve on committees, volunteer for extra duties and
accept extra assignments without his or her choice. In these cases, saying no is
a viable option.
(e) Support Groups
A final method for managing stress is to develop and maintain support
groups. A support group is simply a group of family members or friends that a
person can spend time with. Supportive family and friends can help them to
deal with normal stress on an ongoing basis.
2. Organizational Coping Strategies
While the previous approaches are geared to help the individuals to cope
with stress, stress management by organization is designed to reduce harmful
effects of stress in two ways.
(a) Institutional Programmes
Institutional programmes to manage stress are undertaken through
established organizational mechanisms. Properly designed job and work
schedules can help to reduce stress. So, the design of work and work schedules
should be a focus of organizational efforts to reduce stress. The organization‘s
culture can also be used to help manage stress. Consider that in some
271
organizations, there is a strong norm against ever taking time off or going on
vacation. In the long run, such a norm can cause major stress. Thus, the
organization should strive to foster a culture that reinforces a healthy mix of
work and no work activities.
(b) Collateral Programmes
A collateral stress programme is an organizational programme specifically
created to help employees deal with stress, and organizations have adopted
stress management programmes, health promotion programmes and other
kinds of programmes also.
272
IV. About the study banks
Introduction
A bank is a financial intermediary that accepts deposits and channels those
deposits into lending activities, either directly or through capital market. A bank
connects customers with capital deficits to customers with capital surpluses.
Profile of Study District
Dindigul district is an interior region of Tamilnadu State. Dindigul lies on
the banks of Kudavanar River with a total landscape of 6,058 sqkm. In spite of its
geographical location, there are about 110 tanneries both registered and non-
registered in and around Dindigul. This district is well known for the making of
locks. Dindigul district is divided into 8 taluks, namely, Dindigul taluk, Natham
taluk, Kodaikanal taluk, Nilakkottai taluk, Palani taluk, Athoor Taluk,
Oddanchatram taluk and, Vedasandur taluk.
Banks‟ details
The population of the present study considered bank employees (both
Executives and subordinates) serving in different branches located in various
taluks of Dindigul District, Tamilnadu. The present study considers only the
permanent employees of private and public sector commercial banks in Dindigul
district. The following table shows the randomly selected private and public sector
banks branches in Dindigul district. The list of selected bank branches 148 in
number out of 161 branches in dindigul district during the first quarter of 2011 is
given below.
273
NUMBER OF SELECTED BANK BRANCHES IN DINDIGUL DISTRICT FOR THE STUDY
S.No.
Public Sector
Private Sector
Bank Name No. of
Branches Bank name
No. of
Branches
1.
State Bank Of India
22
City Union Bank
3
2.
Bank Of India
6
Catholic Syrian Bank
1
3.
Canara Bank
38
ICICI Bank
7
4.
Central Bank Of India
5
Karur Vysya Bank
5
5
Indian Bank
8
Lakshmi Vilas Bank
7
6
Indian Overseas Bank
23
South Indian Bank
3
7.
Panjab National Bank
5
TN Mercantile Bank
8
8.
Syndicate Bank
4
Axis Bank
1
9.
IDBI Bank
1 HDFC Bank
1
112 36
Total 148
274
Findings of the study
The findings of the study are grouped into five parts. The first part is
related to demographic profile of the respondents, the second part covers the
level of work stress and the third part covers causes for stress and fourth part
covers consequence of work stress and, the final fifth part covers coping with
job stress.
(I). Demographic characteristics of bank Employees are presented
below:
(1). Major Findings – Descriptive Analysis of survey data
Among a total number of 440 respondents, the highest concentration was
in the age group of below 30 years with 34.1 per cent of the respondents
falling under this category. A sizeable number of 33.8 per cent of the
respondents were in the age group of above 50 years in public sector
banks, and a majority of 51.9 per cent were in the age group of below 30
years in private sector banks.
Genderwise distribution shows that a majority of 77.8 per cent and 66.9
per cent respectively are the male employees in private and public sector
banks.
A majority of 85 per cent of the respondents were Hindus. Comparatively
speaking, of the total 187 employees belonging to Hinduism, 64 employees
representing 34.2 per cent and 123 employees representing 65.8 per cent
work in private and public sector banks respectively.
Among 440 respondents, 53.2 per cent were married. A majority of 65 per
cent and 50.6 per cent of the respondents were married in public sector
banks and private sector banks respectively.
275
A majority of 57.3 per cent of the respondents were UG degree holders.
Respondents constituting 35.7 per cent and 64.3 per cent respectively were
the graduates in private and public sector banks.
A large number of 74.5 per cent of the respondents live in nuclear family.
A sizable number of 37.7 per cent of the respondents‘ monthly salary was
above Rs.30, 000. While 46 per cent of public sector employees were
drawing salary above Rs.30,000, 23.5 per cent of bank employees were
getting above Rs.30,000 in private sector, A sizable number of 32.1 per
cent private sector bank employees were in the salary range of Rs.10,000-
20,000.
Thirty per cent of the respondents‘ monthly expenditure ranged from
Rs.15, 000 to Rs.20, 000.
A sizeable number of 46.8 per cent of the respondents have opted to find
residence nearer to their bank branches and travelled below 5 kms daily to
reach their work places.
A sizeable number of 39.1 per cent of respondents‘ mode of transportation
was two-wheeler, followed by 37.7 per cent respondents‘ use of
omnibuses.
Among 440 employees contacted, a majority of 63.2 per cent work in
public sector banks, and the remaining 36.8 per cent work in private sector
banks.
A large number of 73.6 per cent of bank branches were located in urban
areas. The comparative analysis reveals that 39.5 and 60.5 per cent of
private and public sector bank branches respectively were located in urban
areas, whereas only a limited number of 21 per cent of the private sector
bank branches were located in rural areas.
276
A sizeable number of 41.4 per cent of respondents were at middle level in
the organizational hierarchy.
It came to light that 43.6 per cent of the respondents have spent 10 hours
in their office and only a limited number of respondents work for 8 hours.
Respondent constituting 28.1 and 71.9 per cent respectively worked for 10
and 12 hours. The analysis also reveals that 11.1 per cent of private sector
bank employees are working more than 12 hours compared to public
sector bank employees. Caplan and Jones (1975) in their study found that
employees were getting stress due Pressure of both qualitative and quantitative overload
can result in the need to work excessive hours, which is an additional source of stress.
Respondents forming 35.9 per cent had 1 transfer since their joining. A
sizeable number of 29.5 per cent of public sector respondents had above
six transfers since their date of joining; in private sector a majority of 50.6
per cent had one transfer. Public sector bank employees‘ number of
transfer was found to be more compared to private sector banks.
Respondents forming 33.2 per cent had below two years of experience;
respondents of 38.8 per cent having the experience of more than 6 years
were working in public sector compared to 18.5 per cent of private bank
employees. A sizeable number of 35.8 per cent of the private sector bank
employees had below two years of experience. Thus, experienced
employees were more in public sector compared to private sector banks.
The analysis discloses that a majority of 64.5 per cent of the respondents
had high level of job satisfaction. Sectorwise a majority of public sector
bank employees (59.9 per cent) had high level of job satisfaction compared
to private sector. It is found that 35.5 per cent of both private and public
sector bank employees had medium and low level of job satisfaction. Kutz
and Kahn, 1978; Whetten, 1978 in their study found that employees were getting stress
due to greater job dissatisfaction and increased absenteeism. And, Jayakumar 1997 in
his study found that majority of the respondents (57.50) had normal level of stress and
40.84 per cent had problematic level of stress. About 41.66 per cent of the respondents
are moderately satisfied with their job.
277
A majority of 58.2 per cent of employees had high level of job stress
during the period of half yearly closing of accounts.
A perceptible portion of the respondents (39.5 per cent) had high level of
job stress; a majority of 61.3 per cent of the respondents experienced high
level of stress during the period of annual closing of accounts.
The study disclosed majority of the respondents (57.7 per cent) had normal
level of job stress; a sizeable 42.3 per cent of employees had high level of
job stress even during their day to day daily closing of accounts.
Relationship with one‟s supervisor and subordinate:
The present study includes 92 supervisors and 348 subordinates the finding
on cementing subordinates‘ relationship with supervisor is that a great
majority of 86.21 per cent of the subordinates‘ feeling of the supervisor
―easily gets angry with colleague‖.
A vast majority of 97.83 per cent of the supervisors reported of their
subordinates ―Not giving enthusiastic support‖.
Danna and Griffin, 1999, found relationships at work with superior, colleagues,
and subordinates have been identified as potential stressors. Mistrust of co-workers
is related to high role ambiguity, poor communication, low job satisfaction,
workplace jealousy, workplace violence and harassment, poor working relationships
among co-workers in an organization are a potential source of stress at work. It is
found that relationships among co-workers can provide valuable social support and
this can help cope with job stress.
278
(2) Major Findings – Inferential Analysis of survey data
Testing of Hypothesis:
Chi-squared analysis revealed, employees‘ job satisfaction depends on the
duration of their working hours. Whereas, there is an increase in working
hours of the respondents, the level of satisfaction decreases.
Chi-squared analysis revealed, there is association between total number of
years of experience and the level of job satisfaction. When there is an
increase in respondents‘ number of years of experience the level of job
satisfaction also increases.
Chi-squared analysis revealed, there is association between income of the
employees and the level of job satisfaction. When there is an increase in
income of the respondents the level of job satisfaction also increases.
Those who are getting above Rs.30,000 experienced high level of job
satisfaction.
(II). Findings Related to Level of work stress of respondents:
1. Major Findings – Descriptive Analysis of survey data
Both the private and public sector bank employees experience equally
moderate level of job stress; an important finding is that private sector
bank employees (29.6 per cent) had comparatively higher level of job stress
as against their counterparts in the public sector banks. Prof. Dileep Kumar
(2006), in his study, has found that non-nationalized employees have high-level of stress
compared to nationalized employees.
About 27 per cent of the respondents experienced a high level of job
stress. Communication Workers Union, Health Safety and Environment Committee
2001, found that “five million workers suffer from high levels of stress”
279
About 56 per cent of the respondents feel that the increase in the level of
job stress was due to the factor ―The management expected to take risk to
do the job for colleagues when they take leave‖.
Employees have given the high mean score of 3.25 for ―Avoid promotion
because of heavy stress at higher levels" with standard deviation 1.074.
Common causal factors of job stress
The majority of the respondents feel that there are some common causal
factors of job stress which affect employees; to illustrate, employees have
given high mean score of (6.69) to ―Long working hours‖ with standard
deviation 2.766, and the highest Garrett score of 60.13 for the variables
―Unable to balance the work with family life‖.
There is significant difference in the mean ranks for the common causal
factors of job stress. The output of Friedman‘s Test for the statement ―I
am unable to balance between work and family life‖ with the mean rank
6.69, followed by ―Inadequate training programme‖ with the mean rank
6.65, and ―Long working hours‖ with the mean rank 5.82.
(2). Major Findings – Inferential Analysis of survey data
Testing of Hypothesis:
‗t‘ test was applied to find out the significant difference between private
and public sector bank employees in their level of job stress. The test
reveals there is significant difference between private and public sector
bank employees in the level of job stress.
Chi-squared analysis revealed, there is association between employees‘
workplace stress and their level of job satisfaction among private and
280
public sector bank employees. When there is high level of job stress
employees are less satisfied; on the other hand, employees at low level of
job stress are highly satisfied. Chandraiah (2000), found that the managers with
lower job satisfaction experienced more stress in the form of overload, role ambiguity
compared to those with higher job satisfaction.
Chi-squared analysis revealed, there is an association between age of
employees and their level of job stress.
Chi-squared analysis revealed, There is no association between gender and
the level of job stress among private and public sector bank employees, so,
both male and female employees are prone to job stress.
Chi-squared analysis showed, there is association between educational
qualification of employees and their level of job stress; when there is rise in
educational qualification of the respondents the level of stress also
increases.
Chi-squared analysis indicated, there is association between income of the
employees and their level of job stress; when there is a rise in income of
the respondent the level of stress also increases.
Chi-squared analysis revealed, there is no association between marital
status of employees and their level of job stress, whether the respondents
are bachelors or married, experience job stress when they are expected to
do more.
Chi-squared analysis also revealed there is association between total
number of years of experience in current position of the employees and
their level of job stress; as the experience of the respondent rises the level
of stress also rises.
Chi-squared analysis revealed, there is association between geographical
location of bank and the level of job stress, whereas by the observation the
281
researcher found urban branch employees had comparatively high level of
stress compared to rural branch employees.
ANOVA shows that, there is association between employee designation
and the level of job stress; when the designation of the respondent is raised
the level of stress also increases. But the study of Uma Gulati (1996), reveals a
different view of prime focus is on examining the intensity of stress arising from job
situations and organizational conditions. The study found that the overall intensity of
stress for middle level managers was higher than the top-level managers. Such conflicting
result indicates further study may be made in this area.
There is significant difference in mean ranks for the level of job stress, the
output of Friedman‘s test found for the statement ―I avoid promotion
because of heavy stress at higher levels‖ with the mean rank 13.76,
followed by ―I request training to enable me to be more competent in my
position‖ with the mean rank 13.68.
Co-efficient of correlation indicates that, among the variables of level of
stress, causes and consequences of stress and coping with job stress there
is a positive and significant relationship.
The application of Factor analysis for level of job stress revealed that Job
knowledge, Interpersonal relations, Internal work pressure, Effective
communication, Competency facilitator, Personnel restraints are the main
factors or dimensions linked to the respondents‘ level of job stress. Among
the variables rotated under ‗Job knowledge; ―employees are clear about the
goals and objectives for their department‖ is the highest loaded factor.
Under ‗Interpersonal relations‘, ―if work gets difficult, my colleagues will
help me‖ is the highest loaded factor. Under ‗Internal Work Pressure‘, ―if
there is friction or anger between colleagues at work‖ is highest loaded
factor. Under ‗Effective Communication‘, ―communication through
company notice board and emails about the job‖ is highest loaded factor.
Under ‗Competency facilitator‘, ―Training helps the employees to enable
more competent in their position‖ is the highest loaded factor. Under
282
‗Personnel Restraints‘, ―Avoid promotion because of heavy stress at higher
levels‖ is the highest loaded factor.
The simple, linear discriminant analysis was used to classify objects into
two groups as private sector bank and public sector banks based on the
characteristics relating to work place stressors. Work place stressors are
measured using 20 statements. The analysis revealed that 104 of the 162
private sector employees (64.2%) are classified correctly; 172 of the 278
public sector employees (61.9%) are classified correctly. Overall, 63% of
the cases are grouped cases correctly classified based on the characteristics
relating to the work place stressors. Variable, namely, ―Regularly not
receiving communication through company notice board and emails about
the job‖ and its coefficient value is 0.712. This is a very strong variable
while classifying the characteristics relating to the work place stress.
(III) Findings Relating to Causes for job Stress of the respondents
1. Major Findings – Descriptive Analysis of survey data
Concerning the causes for stress of respondents, questions were posed
to them under the three major heads, namely, Role and Task demand, Work
Environment, and Management policies concerning to the bank employees.
The findings from the descriptive analysis of survey data are given below.
The private and public sector employees forming 39.5 and 53.2 per cent
respectively had moderate level of causes for job stress; compared to
public sector bank employees, private sector bank employees (35.8 per
cent) had higher level of causes for job stress.
Main causes for job stress with reference to Role /Task Demand are: A
sizeable 43.64 per cent of the respondents experience difficulty in Cross
Functional Exposure (Multi department activities). The mean score 2.98
also pinpoints the same.
Main causes for stress with reference to working environment; a majority
of 65.45 per cent of the respondents experience difficulty from ―staff
shortage‖. The mean score 3.56 points out the same.
283
Main causes for stress with reference to management policies: a majority of
59.55 per cent of the respondents experiences ―their knowledge, skill and
ability are not properly used by the management of the bank‖. High mean
score of (3.10) is also for the statement ―Training to do the job and
personal career development‖ with standard deviation 0.752.
Among the above three heads, management policies carry the largest mean
score 27.82 with standard deviation of 3.328. This culminates in prime
cause of job stress impacting the bank employees.
2. Major Findings – Inferential Analysis of survey data
Testing of Hypothesis:
‗t‘ test was applied to find out the significant difference between private
and public sector bank employees in regard to the causes for job stress.
There is significant difference between private and public sector bank
employees with respect to causes for job stress, the mean score of private
sector (81.93) employees was recorded at higher level for the stressors as
against the mean score of public sector employees (79.37) for the stressors.
There is significant difference between mean ranks for causes for job stress
based on role and task demand. The output of Friedman‘s test found for
―Cross Functional Exposure (Multi department activities)‖ with the mean
rank 7.02. G.Regin, (2010), in her study found that, a majority of the respondents
were getting stress due to work load and rigid organizational rules.
There is significant difference between mean ranks for causes for job stress
based on work environment. The output of Friedman‘s test found for
―Staff shortage‖ with the mean rank 7.02, followed by ―Lack of rest
breaks‖ with the mean rank 6.83.
There is significant difference between mean ranks for causes for job stress
based on Management policies. The output of Friedman‘s test found for
―Training to do the job and personal career development‖ with the mean
rank 6.60, followed by ―Lack of administrative support‖ with the mean
284
rank 6.47, ―Staff welfare facilities provided by the management‖ with the
mean rank 6.46. William Horner and Dee Wilson (1988) in their study found that
“lack of administrative support” and “difficulty in effecting change in the work
environment” just after “overwhelming workload” as major contributors to stress.
Multiple Regression analysis was applied to find out to what extent the
independent variables, namely, Causes related to role and task (X1), Causes
related to Work Environment (X2), and Causes related to Management
policies (X3) cause variations in dependent variable, namely, Level of work
place stress (y). It was a revelation that the independent variable (X3) of
management policy caused more variation in the dependent variable.
(IV) Findings Related to Consequences of Stress of the respondents
1. Major Findings – Descriptive Analysis of survey data
A sizeable number of 25 per cent of the respondents have experienced a
high level of impact of job stress.
Impact of job stress is high (26.6 per cent) in public sector bank employee
as against private sector (22.2) employees. A sizeable number of 49.4 per
cent of private sector bank employees had moderate level of impact of job
stress.
Psychological Problems
A sizeable number of 45 per cent felt ―Difficulty in concentrating‖ on their
work. Also 41.82 per cent of the respondents reported their habit of ―More
consumption of tea and coffee‖ and its mean score is 2.05. The employee‘
psychological problem of ―Lost interest in things‖ carries a high mean
score 2.18 with the standard deviation 1.214. South Indian Bank Ltd.,
analyzed the job stress among executives in non-nationalized banking sector. It is found
that the productivity of the work force dependent on the psychosocial well being of the
employees. Quick, Murphy, Hurrel and Orman, 1992, in their study found that
Occupational stress may produce both overt psychological and physiological disabilities.
However, it may also cause subtle manifestation of morbidity that can affect personal
well-being and productivity.
285
Physical Problems
A sizeable number of 38.18 per cent of the respondents had ―Headache‖.
A high mean score of 2.45 was recorded for the problem ―Pain in the
lower back‖ with standard deviation 1.545, followed by the problem ―Hair
loss‖ carrying a mean score of 1.84 with the standard deviation 1.102.
2. Major Findings – Inferential Analysis of survey data
Testing of Hypothesis:
The use of ANOVA shows that, the impact of job stress is not the same
for the different age groups of employees. To illustrate, the bank
employees who were below 30 years of age group had greater impact of
job stress than the other age groups of the employees.
‗t‘ test was applied to find out the significant difference between private
and public sector bank employees in regard to their impact of job stress. It
was found that there is no significant difference between private and
public sector bank employees with respect to impact of job stress. The
highest mean score of impact of job stress for private sector bank
employees of 47.76 as against the mean score of impact of stress for public
sector employees at 46.54 substantiates this point.
There is significant difference in mean ranks for the consequences of stress
creating psychological problems. The output of Friedman‘s test found for
―Worrying a lot about health and job‖ with the mean rank 12.81, and
followed by high mean sore for ―Consumption of more tea or coffee‖ with
the mean rank 12.61.
There is significant difference in mean ranks for the consequences of stress
resulting in physical problems. The output of Friedman‘s test reveals that
―Hair loss‖ with the mean rank 8.45, followed by ―Headache‖ with the
286
mean rank 7.37, ―Pain in the lower back‖ with the mean rank 7.35, and
followed by high mean sore for ―Muscle pain‖ with the mean rank 7.13.
The application of Factor analysis for consequences of job stress
pinpointed that Mania Symptoms, Physiological Symptoms, Pathological
Symptoms, Concomitant Symptoms, Strange Symptoms, Personal
problems, Sensitivity Symptoms, Exhaustion Symptoms are the main areas
where the respondents faced problem as the consequences of job stress.
Under ‗Mania Symptoms‘, Loss of hunger / Sleeplessness have the highest
loaded factor. Under ‗Physiological Symptoms‘, the highest loaded factor is
Racing Pulse /Blood Pressure. Under ‗Pathological Symptoms‘, the highest
loaded factor is seeking alternative employment. Under ‗Concomitant
Symptoms‘, the highest loaded factor is Jealousy / Envious. Under
‗Strange Symptoms‘, the highest loaded factor is Hair loss. Under ‗Personal
problems‘, the highest loaded factor is Usage of pan and other drugs.
Under ‗Sensitivity Symptoms‘, the highest loaded factor is Sensitive and
short tempered. And under ‗Exhaustion Symptoms‘, the highest loaded
factor is ‗Poor performance‘.
Path Analysis (SEM) is used to describe the directed dependencies among
a set of variables. This includes a model equivalent to any form of multiple
regression analysis. In the present study, the three exogenous variables are
modeled as being correlated and as having both direct and indirect effects
on three dependent or 'endogenous' variables. It was found that the impact
of job stress increases due to more variation in the level of job stress.
287
(V) Findings in regard to Coping with stress of the respondents
(1). Major Findings – Descriptive Analysis of survey data
Comparatively, a relatively larger number of 30.9 per cent of private sector
bank employees had high level of coping with job stress in relation to
public sector (22.3 per cent) bank employees.
A sizeable number of 25.5 per cent of the respondents follow the stress
management methods to cope with job stress
A majority of the respondents started reducing ―tea and coffee
consumption‖, and practising ―meditation‖ often as the coping strategy.
The working of mean score also confirms the same.
2. Major Findings – Inferential Analysis of survey data
Testing of Hypothesis:
‗t‘ test was applied to find out the significant difference between private and
public sector bank employees‘ practice for coping with job stress. The‗t‘ test
shows there is no significant difference between private and public sector
bank employees‘ practice for coping with job stress.
288
STATEMENTS OF RESULTS OF HYPOTHESIS TESTING
S.No Hypothesis Results
1. There is no difference in the stress level between private and public sector bank employees
Rejected at 1 per cent level
2. There is no significant association between employees‘ workplace stress and their level of job satisfaction.
Rejected at 1 per cent level
3. There is no association between demographic factors (Gender, Age, Education, Income and Marital status) of bank employees and their level of job stress.
Accepted at 5 per cent level
3.1. Age Rejected at 1 per cent level
3.2. Education Accepted at 5 per cent level
3.3. Income Accepted at 5 per cent level
3.4. Marital Status Accepted at 5 per cent level
4. Job stress has no relation with the employees‘ number of years of work experience in the banking sector.
Rejected at 5 per cent level
5. There is no significant difference between age groups and the impact of job stress.
Rejected at 5 per cent level
6. Causal factors of job stress will be greater in private sector bank employees compared to public sector bank employees.
Rejected at 5 per cent level
7. There is no association between daily working hours and the level of job satisfaction.
Rejected at 1 per cent level
8. The duration of working hours will not be different between the private sector bank employees and public sector bank employees.
Rejected at 1 per cent level
9. There is no significant difference between employee designation and the level of work place stress.
Rejected at 1 per cent level
10. There is no significant difference in mean ranks for different causal factors of job stress.
Rejected at 1 per cent level
289
S.No Hypothesis Results
Statement (contd.)
11. There is no significant difference in mean ranks for the different factors contributing to level of job stress.
Rejected at 1 per cent level
12. There is no significant difference in mean ranks for the common causal factors of job stress.
Rejected at 1 per cent level
13. There is no significant difference between mean ranks for the factors contributing to causes for stress based on role and task demand.
Rejected at 1 per cent level
14. There is no significant difference in mean ranks for the causal factors of stress based on work environment.
Rejected at 1 per cent level
15. There is no significant difference between mean ranks for the factors contributing to causes for stress based on management policies.
Rejected at 1 per cent level
16. There is no significant difference in mean ranks for the stressors contributing to psychological problems.
Rejected at 1 per cent level
17. There is no significant difference in mean ranks for the causal factors of physical problems.
Rejected at 1 per cent level
18. There is no significant difference in mean ranks for the coping strategies of job stress.
Rejected at 1 per cent level
19. Job stress is independent of geographical location of banks (rural/urban based banks).
Accepted at 5 per cent level
20. Impact of Stress will be the same among private sector and public sector bank employees
Accepted at 5 per cent level
21. There is no significant difference in coping with job stress among private sector and public sector bank employees.
Accepted at 5 per cent level
22. There is no relationship between years of experience of employees and their level of job satisfaction
Accepted at 5 per cent level
23. There is no association between level of monthly income and level of job satisfaction.
Accepted at 5 per cent level
290
V. Suggestions
In the light of the aforesaid findings, the following suggestions deserve to
be mentioned.
It is suggested that the private sector banks may have the experienced
middle aged employees by breaking away their practice of recruiting only
young employees. These employees would bring in experience to the work
place which would help to reduce the work place stress in private sector
banks.
The minimum educational qualification required for the selection can be
raised to Post Graduation, particularly in public sector, as this would
ensure entry of matured employees who can handle work place stress
comparatively better.
The study reveals that the job stress is at higher level among the employees
of urban based banks, and it is also found that the number of banks in
rural areas is less when compared to urban areas. This disparity is more in
private sector banks when compared to public sector banks. The Reserve
Bank of India may provide fresh impetus for setting up of more bank
branches in the rural areas (both public and private); this would abate the
crowding at urban banks, and hence help in reducing the work pressure.
The banks are advised to take this up as their corporate social
responsibility (CSR) rather than nearly treating the banking as a business.
Banks are suggested to go in for shift system with one set of employees
working for 8 hours (1st Shift) for the banking activities and another set of
employees working for 8 hours (2nd Shift, following 1st) who work on the
back end processes like recording, reporting and administration work. This
suggestion falls in line with the finding of the study that the job satisfaction
decreases with the increase in the number of working hours of the
employees.
291
The survey noted the feeling of subordinates about their supervisors‘
temperament of ‗easily get angry with colleagues‘. Managements may take
steps to train their managers to improve soft skills like team management,
building interpersonal relationship and the like. This can be achieved by
arranging for training sessions like soft skills programmes for the mangers
through renowned Institutes and HR consultants. Ivancevich, J.M.,
Matteson, M.T. and Preston in their study found that workplace interpersonal
conflicts and negative interpersonal relations are prevalent sources of stress and
existed with negative mood, depression, and symptoms of ill health.
It is also found that the supervisors feel that the subordinates are ‗not
giving enthusiastic support‘. To avert this, top management of the bank
may launch employee recognition programmes like giving away awards for
the meritorious performance of employees. Such recognition would
motivate the employees to work enthusiastically during business hours.
The study reveals that the level of job satisfaction is dependent on the
income level of the employees and highly paid employees are more
satisfied. This makes it important that every employee should have a clear
understanding of his salary structures and understand clearly the appraisal
procedures. No employee should be left with prejudices and assumptions.
Managements should have HR practices to address such issues /
grievances and concerns, if any. Well informed employee can cope with
doubts regarding his emoluments.
It is found that the level of stress is high among private sector bank
employees when compared to public sector bank employees. Taking risk
by doing colleague‘s job when they are absent, long working hours and the
inability to manage work and family life were the major factors which lead
to high level of job stress. Job stress is also perceived so badly that the
employees have clearly responded that they are ready to avoid promotions
fearing high level of job stress. It is suggested that the banks may freeze on
292
the 8 hours working norms and adhere to it strictly. Banks may go for
sufficient staffing where there will be availability of back-up staff when
such unplanned absenteeism occurs. Banks can bring the practice of taking
details of ‗leave planning‘ from their employees on a monthly basis. This
will assist the banks in pre-planning for such situations.
The study reveals that the level of job stress is very high among the
employees holding higher designations. These employees who are
promoted based on their experience lack the adequate skills and knowledge
to hold the managerial positions. Banks are suggested that they work on
the capability building of their managers by providing adequate
opportunities for them through training and development programmes.
Such programmes are offered by premium management institutes which
have recently come up with courses targeted at working professionals. It
can also be noted that the programmes are available on-line these days.
The present researcher has also found similar request from the
respondents for training requirements to enable them to become more
competent in their positions.
An important finding is that the private sector bank employees have more
causes for job stress when compared to public sector bank employees. The
causes are classified under three heads, namely, Role /Task Demand,
Working Environment and Management Policies; of which the factors
involved in Management Policies cause more for job stress. Some of them
are non utilization of knowledge and skills of the employees by the
management, and lack of training and development programme for their
career. In this context, it is suggested that the programmes and policies
where the employees may share their suggestions can be framed to explore
their talent. Such initiatives would give employees an opportunity to share
their expectations and requirements.
It is suggested that bank management could well try to improve role clarity
for its employees, because the study found that bank employees,
293
particularly private sector are often getting into role clarity issues due to
cross functional activities. Cross functional activities have caused more
damage than betterment. The bank management can freeze upon the
‗time period‘ to be set for every employee in a particular activity /
function.
There is also a suggestion for addressing the staff shortage by initiating
recruitment; this is because finding has been made where the employees
are reporting that there is over work load for them. This has been
discussed earlier. The process of evaluating the staff strength should be
implemented periodically and the approach of distributing the workload
among the existing employees should be avoided. At this juncture, it is
suggested that there shall be the proper use of the rest pauses by the
employees.
The survey noted that the impact of job stress is higher among the private
sector bank employees when compared to public sector employees.
Placement of employee with core competencies in finance has helped the
bank employees to cope with job stress much better compared to public
sector banks. Private sector banks may facilitate its employees to pursue in
finance related courses so that they would equip themselves by upgrading
their skills. Private sector banks might also priortise their placement to
banking financial management related graduations as the eligibility criteria
for staff selection hence forth.
The study reveals the top management of the bank will have to address the
two psychological problems of its employees ―difficulty to concentrate‖
and ―More consumption of tea / coffee‖. Management can arrange for
yoga classes, recreational activities and relaxation techniques, meditation
camps and other such programmes for the improvement of the
―Emotional intelligence‖. This will address the mental instability, and help
the employees to gain emotional health. Emotional wellness helps them
handle adversities with equanimity. N.Kathirvel (2009), in his study found that
294
stress can be avoided through recreational activities and relaxation techniques. These help
the employees to improve their health and prospects.
The management of the study banks may pay special attention to improve
the ergonomics of the work place so as to address the physical problems of
the employees. ―Back pain‖ and ―Headaches‖ have been reported by a
large number of the respondents. Comfortable furniture, good ventilation
and comforting aesthetics would help the employees to overcome the
physical problems. The suggestion gains more importance as the study
finds the impact of physical problem is more prevalent among the
employees in age group of above 30 years.
It is also suggested the public sector banks could provide for facilities like
cafeteria, gyms, clubs etc., for their employees to refresh themselves. This
is because the study reveals that such facilities by private sector banks have
helped their employees to cope with job stress to a great extent.
Job insecurity, Job stress and few other factors are found to be the main
causes for low job satisfaction among the private sector bank employees.
This suggests for the adoption of enlightened personnel policies and
implementation of innovative rating scales to assess employee capabilities;
the personnel manager may also conduct periodic personal interviews and
exit interviews to understand the employees‘ concerns about job insecurity
and job stress, and thereby addressing the job satisfaction issues.