employee burnout in banking

MBM 208

Employee Burnout in Banking Sector: A Case

Study of HDFC Bank

SUBMITTED TO: SUBMITTED BY :

Dr. AKSHAY SATSANGI VANSHITA CHHABRA

FACULTY OF SOCIAL SCIENCE 127679

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ACKNOWLEDGEMENT

“Perseverance, inspiration and motivation have always played a key role in success of any venture”. I hereby express my deep sense of gratitude to all the personalities involved directly and indirectly in project work.

In the first place I would like to record my gratitude to my supervisor Dr. AKSHAY SATSANGI for his supervision, advice and guidance from the very early stage of the project as well as giving me extraordinary experiences throughout the work. Above all the most needed, he provided me unflinching encouragement and support in various ways. His knowledge and skills has made him a constant oasis of ideas and passion which exceptionally inspire and enrich my growth as a student. I am indebted to him more than he knows.

I would like to thank God for his blessings and my parents for their valuable suggestion and support in my project work.

I would also like to thank my friends and all those who helped me during the project.

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CONTENTSCHAPTER : 1

INTRODUCTION NEED OF THE STUDY

OBJECTIVES OF THE STUDY

4-7

CHAPTER: 2

REVIEW OF LITERATURE

8-12

CHAPTER : 3

RESEARCH METHODOLOGY

13-14

CHAPTER: 4

DATA ANALYSIS &INTERPRETATION

15-36

CHAPTER: 5

CONCLUSION AND SUGGESTIONS

37-38

3

CHAPTER: 1 INTRODUCTIO

N

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INTRODUCTIONBurnout syndrome is the mental, physical, and emotional effect of stress

experienced by any employee of an organization which lowers the overall employee productivity. Many a times, work stress affects an employee’s personal life as well.

Burnout strikes employees when they have exhausted their physical or emotional strength. This usually occurs as a result of prolonged stress or frustration. Sometimes the cause is the work environment. Stressful jobs, lack of support and resources, and tight deadlines can all contribute to burnout. Burnout can manifest itself in a variety of ways, including the following:

Frustration or indifference toward work Persistent irritability Anger, sarcasm, or being argumentative Exhaustion Absenteeism

All of these things can drain an organization's morale. Burned-out employees can be costly in terms of productivity, and if burned-out employees quit, there are the costs of replacement searches and training.

While burnout can't always be prevented, it can be managed. In order to effectively manage employee burnout, people need to

Understand the reasons for burnout Find mutually agreeable solutions Rekindle employee motivation

The burnout syndrome has become an increasingly major and costly issue that affects the employees of many organizations. Many Employee Assistance Programs and counseling programs have been initiated by organizations to counter the problem of burnout. The first sign of a burnout syndrome is frustration, which becomes chronic at a higher stage leading to fatigue, depression, and loss of efficiency. The early stage of burnout syndrome is when the victim loses his/her initial charm and works just for the sake of working and not because she/he enjoys his/her work or life anymore.

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Gradually, the victim becomes sluggish and can face an increase in the number of absences at work. Many people try to cope with burnout syndrome by over sleeping. However, eventually this syndrome begins to affect the immune system - making sufferers prone to colds, headaches, weakness and other health issues.

Common Causes:

Unrealistic goals and deadlines can leave employees feeling as though they are always running and never getting anywhere, causing exhaustion and frustration.

Unrealistic expectations can give employees the sense that they never do enough. If management and colleagues always expect more from certain staff members, they will lose initiative.

Similarly, when hard work goes unnoticed, employees can feel that they’re not good enough.

Unrealistic workloads, such as when one employee is tasked with doing the job of two people.

Employees who are often pulled in many directions or receive conflicting directives will be under strain.

COMPANY PROFILE-

HDFC Bank Limited is an Indian financial services company based in Mumbai, Maharashtra that was incorporated in August 1994. HDFC Bank is the fifth largest bank in India by assets and the first largest bank by market capitalization . The bank was promoted by the Housing Development Finance Corporation, a premier housing finance company (set up in 1977) of India.

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http://en.wikipedia.org/wiki/Housing_Development_Finance_Corporation

http://en.wikipedia.org/wiki/Market_capitalization

http://en.wikipedia.org/wiki/Mumbai,_Maharashtra

http://en.wikipedia.org/wiki/Mumbai,_Maharashtra

http://en.wikipedia.org/wiki/Financial_service

Need of the StudyEmployee Burnout is a new concept which initially used to prevail among teachers, lecturers, nurses etc. But now, each and every employee is facing burnout in some way or the other including the bank employees. Therefore, this study will be focused on the Employee Burnout in Banking Sector.

Objectives of the Study To study burnout among the employees of HDFC Bank. To determine the causes of burnout among employees of HDFC Bank. To study the effect of burnout among the employees of HDFC Bank. To suggest measures to reduce burnout.

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CHAPTER: 2REVIEW OF LITERATURE

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Review of literature

HalderSarmishtha in her research on “ A Study on Employee Burnout in IT Sector”analyzed results from the survey conducted to find out burnout of Employees in IT. The main reasons which contribute to Employees Burnout in IT Sector were identified by her and also solutions to prevent it. The results were analyzed, and found that Burning out of employees is creating serious problems for employees as well as the organization as a whole.1

IllahiAbida in his research on “Doctors at Risk of Job Burnout, Diminishing Performance and Smoking Habits”explored the relationships among work-family conflict, workload, burnout (emotional exhaustion) and diminishing performance in a sample of doctors. The study investigated how these indicators of psychosocial work climate influence respondents’ frequency of smoking habits. A questionnaire survey has been carried out to explore these interrelationships. For testing the theoretical model, the structural equation modelling (SEM) technique was used. All hypotheses were supported and results appeared in the expected directions. Findings showed that work-family conflict and heavy workload are strong predictors of emotional exhaustion and diminished performance of doctors. Emotional exhaustion and diminished performance were found to be strongly related to smoking habits. The findings draw the attention to the importance of improving the psychosocial work environment among doctors where examining burnout syndrome, diminishing performance and smoking habits have not yet received priority thus far.2

ZaraeiHasan in his paper on “ Do Demographic Variables Moderate the Relationship Between Job Burnout and its Consequences?” stated the moderating effect of demographic variables on the relationship between job burnout and its consequences among the staff of an Iranian public sector company. In his research, job burnout is considered as independent variable; organizational commitment, intention to leave and the employees‟ job satisfaction are dependent variables; and the age, gender, marital status and educational level are moderating variables. The results of this study showed that firstly, the job burnout of employees in organizations leads to the decrease of organizational commitment and job satisfaction, and the increase of intention to leave;

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secondly, the demographic variables in this research don't affect on the relationship of job burnout with its consequences.3

CakinberkArzu in his research on “Studying the relationship between employees’ occupational burnout levels and satisfaction of life: A research in private banks” identified whether bank employees’ burnout levels and satisfaction of life differentiate significantly according to certain variables and revealed the relationship between them. Bank employees’ satisfaction of life was measured by using Satisfaction of Life Scale and their burnout levels by Maslach Burnout Inventory. The main scope of research comprised of bank employees working in cities of Sivas and Tunceli. A total of 264 bank employees participated in this research. As a result of this research, it appeared that participants’ satisfaction of life levels were generally high. When the mean scores obtained by them from burnout scale were scrutinized, it was observed that sample’s emotional burnout and depersonalization levels were high and the personal accomplishment levels were medium. It was concluded in the research that there was a poor relationship between burnout and satisfaction of life. In addition, certain differences were discovered in each of the three sub dimensions of burnout levels of bank employees, in terms of variables such as gender, age, marital status, education and length of service.4

HitamMizan in his research on “ORGANIZATIONAL COMMITMENT AND JOB BURNOUT AMONG EMPLOYEES IN MALAYSIA”throws light onthe influence of organizational commitment (affective, continuous and normative commitment) on burnout among employees. Respondents were approached conveniently, from various departments in Northport (M) Bhd. Using a sample of 50 employees revealed that only affective commitment influence burnout. Implications of the result are discussed.5

Khan KhattakJamshedin his research on “Occupational stress and burnout in Pakistan’s Banking Sector”discovered the relationship between occupational stress and professional burnout in the banking sector of Pakistan. A total of 237 bank employees (74.3% male and 25.7% female) from different commercial banks participated in the survey. Descriptive, correlation and regression statistical tools were used to analyze data. The results identified that workload, working hours, technological problem at work, inadequate salary, time for family and job worries at home are the significant sources of stress in the banking sector. The significant symptoms of burnout as revealed by the results were back pain, extreme tiredness, headache and sleep disturbance. All stressors (Organization, Job, Relationship at work, work environment and family work

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interface) are significantly correlated to all burnouts (Physical, Psychological and Organizational). All the stress elements significantly predicted burnout in the banking sector of Pakistan. The changing work pattern is creating stress for the bank employees and these stressors are leading to burnout. These results are consistent with the emergent evidence of the impact of stress on the burnout.6

Dr. Salami Samuel in his research on “ Job Stress and Burnout among Lecturers: Personality and Social Support as Moderators”explored the relationship of job stress, personality and social support to burnout among college of education lecturers. The second purpose was to examine the extent to which personality and social support can buffer the negative effects of stress on burnout. Survey methodology was used for this study. Job stress, personality and social support were used to predict emotional exhaustion, depersonalization and personal accomplishment. He identified that job stress, personality dimensions and social support jointly and separately predicted dimensions of burnout. Personality and social support interacted with job stress to predict personal accomplishment. Results support the view that, environmental (job stress and social support) and personal factors (personality traits) have influence on burnout. The papers findings imply that interventions designed to improve lecturers’ classroom management skills, social network and assessment of their personality traits may have positive impact in combating burnout.7

Adekola Bola in his study on “Gender differences in the experience of work burnout among university staff”stated gender differences as a factor in the experience of work-burnout among University Staff. It made use of 1040 respondents (549 male and 491 female). Maslach Burnout Inventory was used as an instrument to assess the level of differences in the emotional exhaustion, depersonalisation and reduced personal accomplishment of staff of both sexes. Three hypotheses were posited and were tested using t-test statistics. He identified that there is no difference in the levels of emotional exhaustion and depersonalisation of both male and female staff. However, the mean of the scores on the reduced personal accomplishment of both sexes shows a significant difference. It was confirmed also that female staff experienced higher level of reduced personal accomplishment than their male counterparts. Implications of these results were given while recommendations were made on how best to tackle the growing phenomenon of burnout among both sexes.8

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Jamal Muhammad in his research on “ Burnout among Employees of a Multinational Corporation in Malaysia and Pakistan: An Empirical Examination”examined the relationship of job stress with burnout, job satisfaction andhealth problems among employees working in a large North American-based multinationalcorporation in Malaysia (N = 305) and Pakistan (N = 325). Data were collected fromemployees by means of a structured questionnaire about overall job stress, job stressors, workoverload, ambiguity, conflict, resource inadequacy, and three dependent variables. Bivariatemultiple regression and hierarchical multiple regression analyses were used to test the natureof the relationship between the measures of job stress and the dependent variables. In bothcountries, significant relationships were found between the measures of job stress and burnout,job satisfaction, and health problems. Overall, 90 percent of comparisons supported the linearrelationship between the measures of job stress and the dependent variables. Only in 10percent of instances was the u-shaped/curvilinear relationship between the measures of jobstress and dependent variables supported. Implications of the findings are discussed for futurecross- cultural research.9

Lim Bee Ean in his research on “Study On The Job Satisfaction And Burnout Among Medical Social Workers In Government Hospitals In Malaysia” surveyed the job satisfaction and burnout levels of all medical social workers in Malaysian government hospitals. It aimed to find the association between the individual / demographic factors of the medical social workers to the Human Service Job Satisfaction Questionnaire scores (HSJSQ scores), and it identified other important factors which influenced the medical social workers’ job satisfaction and burnout levels.10

Bakker B. Arnold in his research on “ Burnout contagion among intensive care nurses”disclosed whether burnout is contagious. Previous researches has focused primarily on its organizational antecedents, such as excessive workload or high patient care demands, time pressure and intensive use of sophisticated technology. This study took a totally different perspective by hypothesizing that – in intensive care units – burnout is communicated from one nurse to another.11

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CHAPTER: 3

RESEARCH METHODOLOG

Y

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Research MethodologyThe methodology which is adopted in this study is explained below-

Data Collection- Primary Data is collected for the purpose of analysis. Source of data-

Primary data is collected through a questionnaire filled by the employees of HDFC Bank.

Sample size- 30 employees Tools to be used- Percentage and Weighted Average is used Duration of study- 6 months

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Chapter : 4

ANALYSIS AND INTERPRETATI

ON

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ANALYSIS AND INTERPRETATIONThe data has been collected with the help of a Questionnaire which was filled by 30 employees of HDFC Bank.

There answers were analysed as follows:

Personal Details-

Age-

AGE Number Of Respondents<25 7

25-45 17>45 6

23%

57%

20%

No. of Respondents

<2525-45>45

Out of the total respondents, 57% of them belong to the age group 25-45 years, 23% of them are aged less than 25 years and only 6% of them are aged more than 45 years.

Gender

Gender Number of Respondents

Male 22Female 8

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72%

28%

No.of Respondents

MaleFemale

Out of the total emloyees taken, 72% of them were males and 28% of them were females.

Area of responsibility:

Area of Responsibility Number Of RespondentsCustomer services 6Cash Operations 10

Accounts 8Others 6

Cus-tomer ser-vices20%

Cash Operations33%Accounts

27%

Others20%

Area of Responsibility

33% of the employees were involved in cash operations like depositing money, withdrawing money from the bank. 27% of them were involved in accounts, that is, savings and current account opening, issuing of credit and debit cards, ATM’s etc. 20% were involved in providing help and services to customers and 20% were from other areas.

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1. What was the reason for you to choose this banking profession?

Reason to choose this profession

Number of Respondents

Own Interest 20Parents Guidance 11

Others 0

67%

33%

Reason to chose banking profession

Own InterestParents GuidanceOthers

67% of the employees chose banking profession out of their own interest while 33% of the employees has taken it on parents guidance.

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2. For how many hours you work in a day?

Hours they work Number of Respondents6-8 hours 48-10 hours 2410-12 hours 2

13%

80%

7%

Hours work

6-8 hours8-10 hours10-12 hours

Analysis show that that the majority of the employees i.e. 80% work for 8-10 hours a day while only 13% of them work for 6-8 hours a day.7% of them work for 10-12 hours a day. This long working hour triggers the burnout factor among the employees. As per the bank timings, employees are required to work till 3:30 pm. However, due to extra work pressure they stay for longer period even after office hours which causes stress and ultimately burnout.

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3. Does your nature of work demands more hard work?

84% of the employees feel that their work often demands more hard work. This may cause exhaustion to the employees.

Calculation of Weighted Average:

Assignment of weights:

Parameters WeightsAlways 5Often 4Sometimes 3Rarely 2Never 1

Always; 14

Often ; 10

Sometimes

; 4Rarely; 2

Multiplication of weights assigned to parameters with number of respondents

Parameters Weights Number of Respondents

Weights * No. of respondents

Always 5 14 5*14 = 70Often 4 10 4*10 = 40Sometimes 3 4 3*4 = 12Rarely 2 2 2*2 = 4Never 1 0 1*0 = 0

Total = 70+40+12+4+0 = 126

Division of the total with the total number of respondents 126 / 30 = 4.2

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In order to get the weighted average this score is divided by the total Number of weights and multiplied by hundred.4*100 / 5 = 84%

4. Are you satisfied with your present job?On an average, 66.67% of the employees were neither satisfied nor dissatisfied with their present job. This shows that the level of burnout is in the infant stage as not much of the employees are dissatisfied.

Calculation Of Weighted Average :


Parameters WeightsExtremely satisfied 5Satisfied 4Neither satisfied, nor dissatisfied 3Dissatisfied 2Extremely Dissatisfied 1

Extremely Satisfied; 3

Satisfied; 13

Neither satisfied,Nor Dissatisfied; 5

Dis-satiedsfi; 9


Parameters Weights Number of Respondents Weights * No. of respondents

Extremely satisfied 5 3 5*3 = 15Satisfied 4 13 4*13 = 52Neither satisfied, nor dissatisfied

3 5 3*5= 15

Dissatisfied 2 9 2*9 = 18Extremely Dissatisfied 1 0 1*0 = 0

Total = 15+52+15+18+0 = 100

Division the total with the total number of respondents

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100 / 30 = 3.33

In order to get the weighted average this score is divided by the total Number of weights and multiplied by hundred.3.33*100 / 5 = 66.67%

5. Do you find any difficulty in coping up with the problems?The employees were asked about any difficulty they face in coping up with the problems at the work place. 62% of the employees said that they sometimes find difficulty in coping up with the problems. This indicates lack of personal accomplishment on the part of employees. Thus, it states that the employees are burned out due to which the they lack the capability of coping with the problems related with accomplishment and performance.




Always; 3

Often; 8

Sometimes; 11

Rarely; 6

Never; 2





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Total = 15+32+33+12+2 = 94

Division the total with the total number of respondents 94 / 30 = 3.1In order to get the weighted average this score is divided by the total Number of weights and multiplied by hundred.3.1*100 / 5 = 62%

6. Do you get proper recognition at the work place?64% of the employees said that they get recognition at the work place sometimes only. This may be a cause of burnout due which the employees would not like to work well in future as no proper recognition is being provided to them.Calculation Of Weighted Average :Assignment of weights:


Al-ways;

4

Often ; 7

Sometimes; 9

Rarely; 10


Parameters Weights Number of Respondents Weights * No. of respondentsAlways 5 4 5*4 = 20Often 4 7 4*7 = 28Sometimes 3 9 3*9 = 27Rarely 2 10 2*10 = 20Never 1 0 1*0 = 0

Total = 20+28+27+20+0 = 95


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95 / 30 = 3.17


7. Do you feel stressed in dealing with serious projects?Employees were asked that whether they feel stressed in dealing with serious projects or not.71% of the employees said that they often feel stressed in dealing with important projects which is an indication of burnout.

Calculation Of Weighted Average :Assignment of weights:


Always; 6

Often; 7Sometimes; 15

Rarely; 2





Total = 30+28+45+4+0 = 107


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107 / 30 = 3.56

In order to get the weighted average this score is divided by the total Number of weights and multiplied by hundred 3.56*100 / 5 = 71.2%

8. Do you face problematic customers relation?The employees were asked whether they face problematic relationship with the customers. On an average, 70% of the employees oftenface problems with the customers. This is one of the major cause of stress among the employees which in long run leads to burnout.Calculation Of Weighted Average :Assignment of weights:


Always; 5

Often; 11Sometime; 9

Rarely; 5


Parameters Weights Number of Respondents Weights * No. of respondentsAlways 5 5 5*5 = 25Often 4 11 4*11 = 44Sometimes 3 9 3*9 = 27Rarely 2 5 2*5 = 10Never 1 0 1*0 = 0

Total = 25+44+27+10+0 = 106


106 / 30 = 3.53

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In order to get the weighted average this score is divided by the total Number of weights and multiplied by hundred.

3.53*100 / 5 = 70.6%

9. Do you miss relaxing time?On an average, 77.2% of the employees miss relaxing time. Majority of the employees are recorded as sufferers due to which their work-life balance is hampered causing burnout among the employees.Calculation Of Weighted Average :Assignment of weights:


Always; 8

Often; 13

Sometimes; 6

Rarely; 3


Parameters Weights Number of Respondents Weights * No. of respondentsAlways 5 8 5*8 = 40Often 4 13 4*13 =52Sometimes 3 6 3*6 = 18Rarely 2 3 2*3 = 6Never 1 0 1*0 = 0

Total = 40+52+18+6+0 = 116


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116 / 30 = 3.86


10. Do you feel tired or depressed because of work?When the employees were asked whether they feel tired or depressed because of work, 81.2% of the employees said that they often feel tired and depressed. Majority of the employees are sufferers. This is a vital indication of stress related burnout.Calculation Of Weighted Average :Assignment of weights:


Always; 8

Often; 14

Sometimes; 6

Rarely; 2





Total = 40+56+18+8+0 = 122


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122 / 30 = 4.06In order to get the weighted average this score is divided by the total Number of weights and multiplied by hundred.4.06*100 / 5 = 81.2%

11. Rank these factors on a scale of 1-4 in order of how they influence your work-life balance?( 1 the for the most influential factor and 4 for the least influential factor)

The employees were asked to rank the factors on a scale of 1-5 (1- for the most influential factor and 5 for the least influential factor) in order of how they influence their work life balance. Weighted Average was calculated. Analysis show that the the major factor which influences the work life balance of the employees is long working hours, then lack of time for relaxing, then long stay due to meetings, then training after office hours and last poor co-workers relation.

Factors Weighted Average Rank

Long working hours 4.13 1

Long stay due to

meetings 3.16

3

Training after office

hours 2.73

4

Poor co-workers

relations 1.44

5

Less/No time for

relaxing 3.53

2

28

Long working hours

Long stay due to meetings

Training after office hours

Poor co-workers relation

Less/No time for relaxing

4.13

3.16

2.73

1.44

3.53

Factors influencing work-life balanceFactors

CALCULATION OF WEIGHTED AVERAGE


Parameters WeightsRank 1 5Rank 2 4Rank 3 3Rank 4 2Rank 5 1

1. Long working hours Long working hours is considered as one of the major cause of burnout among employees. Employees on an average ranked long working hours as a factor of influencing work-life balance in the 2nd position.


Parameters Weights No. of respode

nts


Rank 1 5 17 5*17 = 85Rank 2 4 6 4*6= 24Rank 3 3 3 3*3 = 9

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Rank 4 2 2 2*2 = 4Rank 5 1 2 1*2 = 2

Dividing the total with the total number of respondents

85+24+9+4+2/30 = 4.13

2. Long stay due to meetings

At times, even after the office hours, employees have to stay for hours due to meetings. Due to which, they reach home tired and stressed. They don’t get much time to stay with their families which causes emotional exhaustion to the emloyees. Their work life balance also gets disturbed.

Weighted Average calculated is 3.16, which means that the employees ranked long stay due to meetings as a factor of influencing work life balance in the 3rd position.



nts


Rank 1 5 4 5*4 = 20Rank 2 4 6 4*6= 24Rank 3 3 12 3*12 = 36Rank 4 2 7 2*7 = 14Rank 5 1 1 1*1 = 1

Dividing the total with the total number of respondents20+24+36+14+1/30 = 3.16

3. Training after office hours-

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Weighted Average calculated is 2.73 which means employees on an average ranked training after office hours as a factor of influencing work-life balance in the 3rd position.



nts




4.Poor co-workers relation-

Employees stay 8-10 hours in a day at their working place. Lack of social support from the colleagues and poor interpersonal relations with the co-workers may cause stress related burnout which affects their personal life.

In this case, weighted average calculated is 1.44 which means employees on an average ranked poor co-workers relation as a factor of influencing work life balance in the 5th position.



nts



Dividing the total with the total number of respondents

5+4+0+12+22/30 = 1.445.Less/No relaxing timeSometimes due to lack of relaxing time, they feel exhausted and irritated due to which they are not able to spend their life happily. They don’t get time for themselves. This influences the

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work-life balance of the employees. Weighted Average calculated in this case is 3.53 which states that the employees have ranked No relaxing time as a factor of influencing work life balance in between 2nd and 3rd position.



nts




12. What do you feel while you are at job?

Feel at workplace Number of RespondentsDepressed 6Lazy 17Motivated 4Enjoy work 3

Depressed 20%

Lazy57%

Motivated13%

Enjoy wrk10%

Respondents

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Analysis show that 57% of the employees feel lazy while they are at work, 20% of them feel depressed, only 13% of them feel motivated and only 10% enjoy work. This shows that around 77% of the employees are sufferers and they do not enjoy work.

13. Do you face problems in your personal life due to long working hours?

Due to long working hours, employees often feel exhausted. They spend less time with their family. They don’t get time for relaxing. They don’t get leisure time. All these lead to problems in the personal life.

Analysis show that 54% of the employees sometimes face problems in their personal life due to long working hours.





Parameters Weights Number of Weights * No. of

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Respondents respondentsAlways 5 2 5*2 = 10Often 4 5 4*5 = 20Sometimes 3 12 3*12 = 36Rarely 2 4 2*4 = 8Never 1 7 1*7 = 7

Total = 10+20+36+8+7 = 81


81 / 30 = 2.7

In order to get the weighted average this score is divided by the total Number of weights and multiplied by hundred.

2.7*100 / 5 = 54%

14. Are you suffering from any of the following diseases?

Diseases RespondentsHeadache 10Hypertension 14Diabetes 4No disease 6

29%

41%

12%

18%

Respondents

HeadacheHypertensionDiabetesOthers

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Analysis show that around 41% of the employees are suffering from hypertension, 29% of them are suffering from headache, 12% of the employees are suffering from diabetes and 18% of the employees are not suffering from any disease. Thus, it can be seen that more than 80% of the employees are suffering from stress related diseases. Thus, employee burnout effects employees health.

15. Which of the following you think can help reduce burnout.

Measures to reduce burnout RespondentsRewards 6Organizational support 9Extra Benefits(mention……………) 8Recognition Programs 7

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Rewards20%

Organizational support

30%Extra-benefits27%

Recognition Programmes

23%

Respondents

Analysis show that that 30% of the employees feel that support from the organization as well as the coworkers can help reduce the level of burnout, 27% feel that extra benefits like health programs, counseling of employees can help reduce the level of burnout by maintaining balance between work and personal life. 23% of the employees feel that the recognition programs can help reduce burnout.

FINDINGS1) Majority of the employees chose banking profession out of their own interest.2) Majority of the employees work for 8-10 hours a day.3) Employees are neither satisfied nor dissatisfied with their present job.4) Employees find difficulty in coping with the problems.5) Employees do not always get proper recognition.6) Majority of the employees feel stressed due to work.

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7) Employees often face problematic relation with the customers.8) The major factor which affects work-life balance of the employees is long working hours.9) Employees often face problems in the personal life due to long working hours.10) Majority of the employees are suffering from diseases like headache, hypertension,

diabetes etc.11) Suggestions which were given by the employees to reduce the level of stress and

burnout are-a) Simplification of policiesb) Providing education to the customersc) Reducing the work loadd) Reducing the number of working hourse) Increasing the number of employees so that the work load is spread

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CHAPTER 5: CONCLUSION

AND SUGGESTIONS

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CONCLUSIONBurnout strikes the employees when they have exhausted their physical or mental strength. Burnout in the banking sector is still in the infant stage. Previously, Burnout used to prevail among teachers, doctors, lecturers etc. but now even the bank employees are facing burnout. The various causes identified for burnout among employees in HDFC includes lack of proper recognition, problematic relation with the customers, increased work pressures, less time for relaxing. The burnout syndrome has several adverse affects like lack of personal accomplishment, problems in personal life, various kinds of diseases like headache, hypertension etc. Various measures need to be taken in order to reduce the level of burnout.

SUGGESTIONSThe following measures should be taken in order to reduce the level of burnout-

a) Building a friendly and co-operative working environmentb) Proper Employee Recognition Programsc) Counseling of employees for work-life balanced) Regular and compulsory health programs and medication programse) Awards and gifts in appreciation of effortsf) Organizational Extra curricular activities like annual day

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REFERENCES1. HalderSarmishtha 2012 “A Study on Employee Burnout in IT Sector”

IJEMR - July 2012-Vol 2 Issue 7 - Online - ISSN 2249–2585 - Print - ISSN 2249-8672

2. IllahiAbida 2012 “Doctors at Risk of Job Burnout, Diminishing Performance and Smoking Habits” Medical Sociology online Volume 6 | Issue 3 | October 2012

3. ZaraeiHasan 2012 “Do Demographic Variables Moderate the Relationship Between Job Burnout and its Consequences?” Iranian Journal of Management Studies (IJMS) Vol.5, No.1, January 2012 PP: 47-62

4. CakinberkArzu 2011 “Studying the relationship between employees’ occupational burnout levels and satisfaction of life: A research in private banks” African Journal of Business Management Vol. 5(16), pp. 6825-6838, 18 August, 2011

5. HitamMizan 2011 “ORGANIZATIONAL COMMITMENT AND JOB BURNOUT AMONG EMPLOYEES IN MALAYSIA” 2011 International Conference on Business and Economics Research Vol.1 (2011) © (2011) IACSIT Press, Kuala Lumpur, Malaysia

6. Khan KhattakJamshed 2010 “Occupational stress and burnout in Pakistan’s Banking Sector” African Journal of Business Management Vol. 5(3), pp. 810-817, 4 February, 2011

7. Dr. Salami O. Samuel 2010 “Job Stress and Burnout among Lecturers: Personality and Social Support as Moderators” Asian Social Science Vol. 7, No. 5; May 2011 pg 110

8. Adekola Bola 2009 “Gender differences in the experience of work burnout among university staff” African Journal of Business Management Vol. 4(6), pp. 886-889, June 2010

9. Jamal Muhammad 2008 “Burnout among Employees of a Multinational Corporation in Malaysia and Pakistan: An Empirical Examination” International Management Review Vol. 4 No. 1 2008

10. Lim Bee Ean 2007 “Study On The Job Satisfaction And Burnout Among Medical Social Workers In Government Hospitals In Malaysia”

11. Bakker B. Arnold 2005 “Burnout contagion among intensive care nurses2005 Blackwell Publishing Ltd, Journal of Advanced Nursing, 51(3), 276–287

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BIBLIOGRAPHY

www.google.com

www.papers.ssrn.com

www.googlescholar.com

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ANNEXURE-

QUESTIONNAIRE

PERSONAL DETAILS:

Name:

Age: < 25yrs 25-45yrs >45yrs

Gender: Male Female

Qualification: Graduation Masters MS/ M.Phil PhD

Area of Responsibility: Customer services Operations Credit Management

Accountancy Marketing Others(please specify)…………………..

1. What was the reason for you to choose this banking profession?Own Interest Parents Guidance Others(please mention)………………………………

2. For how many hours you work in a day? 6-8 hours 8-10 hours 10-12 hours

3. Does your nature of work demands more hard work? Always Often Sometimes Rarely Never

4. Are you satisfied with your present job? Extremely satisfied Satisfied Neutral Dissatisfied Extremely Dissatisfied

5. Do you find any difficulty in coping up with the problems? Always Often Sometimes Rarely Never

6. Do you get proper recognition at the work place? Always Often Sometimes Rarely Never

7. Do you feel stressed in dealing with serious projects? Always Often Sometimes Rarely Never

8. Do you face problematic customers relation? Always Often Sometimes Rarely Never

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9. Do you miss relaxing time? Always Often Sometimes Rarely Never

10. Do you feel tired or depressed because of work? Always Often Sometimes Rarely Never

11. Rank these factors on a scale of 1-5 in order of how they influence your work-life balance?( 1 the for the most influential factor and 4 for the least influential factor)

a) Long working hours …………..b) Long stay due to meetings ………….c) Training after office hours …………..d) Poor co-workers relation ……………..e) No relaxing time……………………………

12. What do you feel while you are at job?a) Depressedb) Lazyc) Motivatedd) Productivee) Enjoy work

13. Do you face problems in your personal life due to long working hours? Always Often Sometimes Rarely Never

14. Are you suffering from any of the following diseases?a) Headacheb) Hypertensionc) Diabetesd) Others (please mention) ……………………….

15. Which of the following you think can help reduce burnout. a) Rewards …………………….b) Organizational Support ……………c) Extra-benefits like health programs …………….d) Recognition Programs ……………..

16. What suggestions you would like to give to the bank to reduce the level of stress and burnout?

THANK YOU..

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Documents

employee burnout in banking