REVIEW OF LITERATURE

Ahsan et al. (2009) conducted a study which investigated the relationship between job stress

and job satisfaction. The determinants of job stress were examined under this study include,

management role in the organization, relationship with different people in the organization,

pressure of extensive work, homework interface, performance pressure, and role ambiguity.

Sattar and Ali (2014) Measures the factors affecting the employee satisfaction by discussing

variables such as promotion, work environment, leadership and job satisfaction and observe

its impact on workers of the banking industry at Bahawalpur district. It was determined that

all the variables promotions, work environment, leadership behavior and job satisfaction have

significant relationship with employees job satisfaction.

Mansoor et al. (2011) conducted a research which examined the relationship between job

stress and job satisfaction among the faculty members of universities in Lahore, Pakistan. In

order to assess the stress level and satisfaction, role of management, work pressure, role

ambiguity, and performance pressure were used as variables. Results concluded that

employees highly satisfied with their jobs (13.5%) or who were highly stressed on their jobs

were few (2.5%); most of the employees were however averagely satisfied on each variable

used in questionnaire to assess the level of job stress and job satisfaction.

Cobb (1975) has the opinion that, "The responsibility load creates severe stress among

workers and managers." If the individual manager cannot cope with the increased

responsibilities it may lead to several physical and psychological disorders among them.

Brook (1973) reported that qualitative changes in the job create adjustment problem among

employees. The interpersonal relationships within the department and between the

departments create qualitative difficulties within the organization to a great extent.

1
Miles and Perreault (1976) identify four different types of role conflict: Intra-sender role

conflict, Inter sender role conflict, Person- role conflict; role over load. The use of role

concepts suggests that job related stress is associated with individual, interpersonal, and

structural variables (Katz and Kahn, 1978; Whetten, 1978). The presence of supportive peer

groups and supportive relationships with supervisors are negatively correlated with R.C

(Caplan et al., 1964). There is evidence that role incumbents with high levels of role

ambiguity also respond to their situation with anxiety, depression, physical symptoms, a

sense of futility or lower self esteem, lower levels of job involvement and organizational

commitment, and perceptions of lower performance on the part of the organization, of

supervisors, and of themselves (Brief and Aldag, 1976; Greene, 1972).

The previous discussion of the literature identified significant gap that will be explored in the

thesis. Most of the studies in the area of employees‟ satisfaction and expectation towards

public and private sector banks are limited for comparing with respect to the organizational

stress and coping mechanism in public and private sector banks. But no study on a

comparative study on the stress management in public and private sector banks in Hyderabad

district. The nature of relationship for mental health with emotional maturity, emotional

intelligence and self acceptance correlation analysis reveals that mental health is positively

related with emotional maturity, various factors related to stress, organizational, personal,

environmental, psychological, emotional factors and impact factors of stress management in

public and private sector banks in Hyderabad district. The reviews of related literatures are

detailed study in second chapter. The previous discussion of the literature identified

significant gap that will be explored in the thesis. Most of the studies in the area of

employees‟ satisfaction and expectation towards public and private sector banks are limited

for comparing with respect to the organizational stress and coping mechanism in public and

2
private sector banks. But no study on a comparative study on the stress management in public

and private sector banks in Hyderabad.

PROPOSED OUTCOMES

 Majority of the employees feel that counseling would help them overcome stress.

 Most of the respondents say that the organization does not take suitable steps to

manage stress.

 More than half of the respondents have physical inconvenience due to stress and most

of the respondents suffer from headache and high blood pressure.

 Almost all the respondents prefer to follow coping strategies personally, to manage

stress and they prefer to do meditation and exercise and listening to music to reduce

stress.

 Most of the respondents feel only moderate level of stress and some of the

respondents feel high level of stress in their job.

Subsequent studies of stress in humans by Richard Rahe and others established the

view that stress is caused by distinct, measureable life stressors, and further, that these

life stressors can be ranked by the median degree of stress they produce. Thus, stress was

traditionally conceptualized to be a result of external insults beyond the control of those

experiencing the stress. More recently, however, it has been argued that external

circumstances do not have any intrinsic capacity to produce stress, but instead their

effect is mediated by the individual's perceptions, capacities, and understanding.

Stress is a perceptional phenomenon resulting from a comparison between the demand

on a person and his ability to cope. An imbalance in this mechanism, when coping is

important, gives rise to the experience of stress, and to the stress response. This

transactional view highlights the importance of perception and the relationship of the

3
individual to the environment (i.e., work setting). If there is an improper fit between the

two, the individual experience stress.

There are different causes of stress as Greenberg (2003) concluded that workplace

stress comes in many forms. Stress may be caused by occupational demands, role

ambiguity, role conflict or role judging. Moreover, illness is another major cause of

stress. Catching a cold, breaking an arm, and a sore back all cause stress (Burns, 1990).

Smith (1989) asserted that environmental factors also can cause stress. Things such as

very high altitude and very cold climates can be stressful.

Stress affects in numerous ways and can result in poor attendance, excessive use

of alcohol or other drugs, poor job performance, or even overall poor health. High level

of stress results in high levels of employee dissatisfaction, illness, absenteeism, and

turnover, low levels of productivity and as a consequence difficulty in providing high

quality service to customers (Organ & Bateman, 1989; Matteson & Ivancevich,

1987). Turner (2002) indicated that stress chemicals that stay in the body can obstruct

the digestive and immune systems and also deplete human energy.

Research has also been conducted on the prevention of stress, a subject closely related to

psychological resilience-building. A number of self-help approaches to stress-prevention

and resilience-building have been developed, drawing mainly on the theory and practice

of cognitive-behavioral therapy.

4
Stress - What Is It?

Stress, stressors, eustress, distress, good stress, bad stress - it can be confusing and

downright stressful to understand what stress is all about. As Hans Selye, the noted

stress researcher, once said, “Stress is a scientific concept which has suffered from the

mixed blessing of being too well known and too little understood.”

Coming up with an accepted definition of stress is not easy. Nurses and physicians,

psychologists, biologists, engineers, and students may each have a different meaning in

mind when they talk about stress. One useful definition of stress is stress is a demand

made upon the adaptive capacities of the mind and body. This definition helps us

understand three important aspects of stress:

1. Stress depends on your personal view of the stressor and can be both a positive and

a negative factor in your life.

2. It is your reaction to the events in life, rather than the actual events, that determine

whether the outcome is positive or negative.

3. Your capacities determine the results. Stress is a demand made upon the

body's capacities.

When your capacities for handling stress are strong and healthy, the outcome is positive.

When you lack the ability to handle the demands, the outcome is negative.

While we often think of stress as something negative, it is important to remember that

stress can be stimulating and helpful. Think of how boring life would be without some

changes and challenges to push you along, to provide opportunities for you to help you

learn and grow, and to provide the impetus for accomplishing your goals in life. We can

relate managing stress to building muscle. To build bigger biceps, you faithfully perform

5
arm curls with gradually increasing weight. Over time your muscles respond to the

overload and become bigger, stronger biceps. The key is in finding the right balance.

Too little weight will not produce the desired results; too much weight may result in

injury and will not produce the desired results. You need to overload the muscle just

enough so that it will become stronger. So it is with stress: too little stress leads to

boredom and lethargy; too much stress leads to physical and emotional breakdown. The

right balance leads to a productive, healthy life.

For peak performance, you want to stay at the top of the curve. It would be simple if this

optimal level was the same for everyone, but it's not. For this reason, the focus of an

effective Job Stress of Government and Private Employees program is two-folds:

First, a Job Stress of Government and Private Employees program can teach you where

this optimal level of stress is for you personally, so that it can be used to your advantage.

Second, a Job Stress of Government and Private Employees program can help reduce

physical arousal levels using both coping skills and relaxation techniques so you can stay

out of the danger zone created by too much stress.

DEFINITIONS

Hans Selye was one of the founding fathers of stress research. His view in 1956 was

that "stress is not necessarily something bad – it all depends on how you take it. The

stress of exhilarating, creative successful work is beneficial, while that of failure,

humiliation or infection is detrimental."

Selye believed that the biochemical effects of stress would be experienced irrespective of

whether the situation was positive or negative.

6
The most commonly accepted definition of stress mainly attributed to Richard S

Lazarus is that stress is a condition or feeling experienced when a person perceives that

"demands exceed the personal and social resources the individual is able to mobilize." In

short, it's what we feel when we think we've lost control of events.

7
This is the main definition used by this section of Mind Tools, although we also recognize

that there is an intertwined instinctive stress response to unexpected events. The stress

response inside us is therefore part instinct and part to do with the way we think to do.

YERKES-DODSON PRINCIPLE

Harvard's Robert M. Yerkes, M.D. and John D. Dodson, M.D. first described this

relationship between stress and performance in 1908. The Yerkes-Dodson Principle implies

that to a certain point, a specific amount of stress is healthy, useful, and even beneficial. This

usefulness can be translated not only to performance but also to one’s health and well-being.

The stimulus of the stress response is often essential for success. We see this commonly in

various situations such as sporting events, academic pursuits and even in many creative and

social activities. As stress levels increase, so does performance. However, this relationship

between increased stress and increased performance does not continue indefinitely. As shown

in Figure, the Yerkes-Dodson Curve illustrates that to a point, stress or arousal can increase

performance. Conversely, when stress exceeds one’s ability to cope, this overload contributes

to diminished performance, inefficiency, and even health problems.

8
When you are feeling bored or lethargic, the leftmost part of the curve will likely represent

your performance levels. The right side of the curve indicates potential performance levels

when you feel excessive pressure and anxiety. A good image to remind us that there is an

ideal amount of stress for each of us is that of the tension that exists in the strings of a piano,

violin, or guitar. When a guitar string is strung too tightly (too much tension), it will sound a

note higher than is desirable. The guitar string, when tightened to its maximum and beyond is

likely to snap. The same string, if not tightened sufficiently, will play a note that is lower than

is desirable. If it is strung without any tension, no sound will come from it at all. The right

amount of tension results in a perfectly desirable sounding note. The same image can be used

to depict the healthiness of one’s body with too little or too much stress.

"Stress, like Einstein's theory of relativity, is a scientific concept which has suffered

from the mixed blessing of being too well known and too little understood." (Dr Hans

Selye)

Stress, or to be more accurate pressure, is an unavoidable part of everyday life, meaning

different things to each of us. You only have to pick up a newspaper, read a magazine, watch

television, listen to the radio or walk into any High Street bookshop and see the many books

written on the subject of stress, to realise that we perceive it to be a big problem. Stress is

much more recognized than it used to be, we have become very aware of the potential

negative impact of stress on our health. Yet despite all of this information and wealth of

knowledge, the subject of stress still remains vague and not very well understood. There are

also many myths about stress that are not accurate and this further confuses the subject.

Life in the 21st Century is infinitely far more complex than it has ever been. We were never

designed to live in this complex, modern world with its many demands on us. We live in a

crowded, noisy society that we often refer to as the rat race. Our lives are run by deadlines,

9
the clock, modern technology, mobile phones, pagers, faxes, computers, satellites and a

hundred and one other demands and pressures.

Job Stress of Government and Private Employees Skills

According to Dr Hans Selye, educating staff on Job Stress of Government and Private

Employees skills is the key to a successful program .To maximize effectiveness, you must

have an organizing framework that focuses on specific, teachable behaviours. As Shown

below are three Job Stress of Government and Private Employees skill areas, one or more of

which can address virtually all stressful situations:-

Organizational Skills - organizing and prioritizing work and other responsibilities to

minimize stress.

• Time Management

• Goal-setting

• Prioritizing

• Problem-solving

Relationship Skills - building communication and social skills to minimize conflict and

misunderstanding in relationships.

• Assertiveness/Self-confidence

• Listening

• Networking

Health Perceptions – includes developing and maintaining healthy and positive attitudes.

• Hardiness

• Faith/Acceptance

10
• Self-talk

Job Stress of Government and Private Employees in Organizations

One of the most serious problems organizations are facing today is stress. Stress is now an in

dispensable part of our lives. There are many reasons behind increasing stress levels at

workplace including rising targets, strict deadlines, stiff competition, hectic working hours,

turbulent work environment, increasing ambitions and conflict among staff, misleading

organizational policies, and lack of proper communication in the organization..

Every organization is working on methods to cope up with this situation because stress

negatively affects the mental and physical health of employees and causes reduced

productivity. Stress leads to increased absenteeism resulting into more mistakes which further

causes friction and conflict in the organization. All this may prove very risky for the

reputation of an organization.

Job Stress of Government and Private Employees is need of the hour for Indian

organizations. Organizations employ various methods to manage stress among their

employees. Such methods include providing a healthy and hygienic work environment, fair

compensation, flexible work schedules, proper feedback mechanism, insurance options,

proper leaves and holiday options, training and job security so that employees feel motivated

to work. Some organizations even employ counselors to deal with stress related problems of

employees. Activities like picnics, outdoor sports, Job Stress of Government and Private

Employees seminars and lectures are also undertaken by organizations to reduce stress levels

among their staff.

Increasing competition in the global market has compelled Indian organizations to deal with

Job Stress of Government and Private Employees issues on a priority basis. Organizations are

11
spending good amounts on Job Stress of Government and Private Employees techniques

because it is essential for their long-run survival and growth in present business world.

Stress In Today's World

It was the best of times, it was the worst of times,” Charles Dickens wrote of 18th century

France in his masterpiece A Tale of Two Cities. Could the same be said for you, today's

college student? Never before have college students been faced with such vast opportunities,

such freedom of choice, and such an array of information. Yet these opportunities, these

many choices, and this information overload can be the factors that leave you feeling

overwhelmed and stressed. Will this be the best of times or the worst of times for you?

to the personality traits of the individual and can cause physiological and social problems.

What is Stress?

Stress is the "wear and tear" our bodies experience as we adjust to our continually changing

environment; it has physical and emotional effects on us and can create positive or negative

feelings.

How can I eliminate stress from my life?

As we have seen, positive stress adds anticipation and excitement to life, and we all thrive

under a certain amount of stress. Deadlines, competitions, confrontations, and even our

frustrations and sorrows add depth and enrichment to our lives. Our goal is not to eliminate

stress but to learn how to manage it and how to use it to help us. Insufficient stress acts as a

depressant and may leave us feeling bored or dejected; on the other hand, excessive stress

may leave us feeling "tied up in knots." What we need to do is find the optimal level of stress,

which will individually motivate but not overwhelm each of us.

12
How can I tell what is optimal stress for me?

There is no single level of stress that is optimal for all people. We are all individual creatures

with unique requirements. As such, what is distressing to one may be a joy to another. And

even when we agree that a particular event is distressing, we are likely to differ in our

physiological and psychological responses to it.

How can I tell manage stress better?

Identifying unrelieved stress and being aware of its effect on our lives is not sufficient for

reducing its harmful effects. Just as there are many sources of stress, there are many

possibilities for its management. However, all require work toward change: changing the

source of stress and/or changing your reaction to it.

The Nine Job Stress of Government and Private Employees Tips:

Know what stresses you most. Not your co-worker, friend, husband, or wife. YOU!! Get

your feelings out. Write them out and describe each situation. Share all bad feelings with a

friend or in a journal. Before you can conquer your stresses you must know what is stressing

you.

Say no. Focus on your own goals, not your spouse's or parents'. You must know yourself,

your dreams, and your passions. If asked to chair another group or take on another

responsibility, look at your mission statement or goals for the day. If it is does not fit it than

say thank you but I just cannot. Saying no is one of the hardest things in life, but will help

make you a success in your chosen field.

Learn to relax. Work hard but know when to take time off to be with the family, go to the

beach, or read a book. Work all day if you must but when you get home play, watch cartoons,

or tell your child a story. This allows stress tension to go away and helps you calm the heart's

13
pace and digest food normally, and protect your immune system. Learn to meditate and take

deep breaths to calm down.

Eat healthy. Eat less junk food and more fruit and vegetables for an amazing overall

lowering of stress levels. We can actually lower the amount of the bad stress hormone,

Cortisol, by taking vitamins. Take those vitamin pills daily.

Keep laughing. Keep a sense of humor. Studies show a good attitude helps lower cancer

rates, makes surgery more effective, and keeps a relationship together through hard times.

Ask yourself WHY. Why are you doing this? Write down your wants, needs, goals, hopes,

and dreams. What you are doing now, does it help you get fulfill any of these things? What is

your motivation? The more you understand why you doing, what you are doing the less stress

you will have. If you cannot come up with a good reason, then stop doing it.

Stay active. Exercise is a great way to relive tension and gives you a great break from

exams. A healthy body makes a happy body. Even a three-minute jog is helpful at taking your

mind off your pressures. You'll come back with an acute focus and renewed energy.

Follow your bliss. Try to know which subjects and type of people you enjoy. Structure your

life around activities that you love. Joseph Campbell, a wise philosopher, advises you to

follow your bliss. The more you do in life that goes with your own flow, the more passion

you'll have for what you do.

Organize and Prioritize. Do the worst and hardest tasks first. Keep a to-do list and calendar

with you at all times. If you fail to plan, you plan to fail.

14
We generally believe that the stress is caused by the external events and the dynamics of the

environment. But we need to emphasis the fact that the Stress is caused by our reaction to the

external environment. The manner in which we perceive and understand the changes or the

particular event creates same event can bring happiness and cause stress in two different

people depending upon how they react to it. When students are asked to prepare a

presentation, some may take it, the other students may be perturbed by it for the fear of his

weakness. So, Stress is our reaction to external events and it can be positive or negative

depending upon how we react, it is the general wear and tear of the body machine that takes

place due to extra demands put on it. Stress is the biggest killer in the Western world and the

cause of huge losses of production in industry. But the techniques to combat stress and

Increase well being in your daily life are within your reach –if you know how to go about

them.

Replacing Negative with Positive Emotions

The Successful Job Stress of Government and Private Employees course gives you guidance

on the changes necessary to overcome and reject negative emotions, and to replace them with

positive ones that give you true quality of life.

This course will enable you to consider the causes and effects of the stress in today’s world,

and help you plan strategies for managing and controlling stress to develop a healthy sense of

self-esteem. This is a much-needed course in today’s world of increasing anxieties, and is

invaluable whether you want to benefits yourself or make a career out of giving guidance to

others.

We can define stress as “body’s non-specific response to any demand made on it”. Stress is

not by definition synonymous with nervous tension or anxiety. On one side stress provides

15
the means to express talents and energies and pursue happiness on the other side it can also

cause exhaustion and illness, either physical or psychological.

Stress: What it is not

• Stress is not simply anxiety or nervous tension

• Stress need not necessarily be damaging

• Stress is not always due to over stimulation

• Stress cannot be avoided

Levels of Stress

Eustress: Eustress denotes the presence of optimum level of stress in an individual, which

contributes positively to his performance. This may lead employees to new and better ways

of doing their jobs. In certain jobs such as sales, creativity a mild level of stress contributes

positively to productivity.

Distress: Distress denotes the presence of high level of stress in an individual, which affects

job performance adversely and creates many types of physical, psychological and behavioral

problems.

Symptoms of Stress

As stated earlier Stress is caused by or reaction to the external events and bring about changes

in our response and our general behavior. The presence of Stress can be estimated by the

analysis of certain symptoms an individual shows. These symptoms can be divided into three

different categories.

They are Feelings, Behavior and Physiology.

16
When the individual experience stress, one or more of the following symptoms can be

exhibited:

• The individual becomes anxious about the outcomes and is scared. The person feels

that he has got something to loose or something wrong will take place.

• In an anxious state the person does not want to be corrected or interrupted. He looks

out for other areas where he can forget about the stress-causing event for a while. The

person becomes irritable and moody.

• During high level of Stress the individual develops a negative frame of mind and

suffers from low self-esteem. The person looses faith in his capabilities and is afraid

of the failures. The individual does not have a focused approach and is not able to

concentrate and is involved in his own plans and thoughts.

• Physiological and Behavioral Changes

• Speech problems

• Impulsive Behavior

• Crying for no apparent reason

• Laughing in a high pitch and nervous tone of voice.

• Grinding of teeth

• Increasing smoking and use of drugs and alcohol.

• Being accident-prone

• Perspiration/ sweaty hands

• Increased hear beat

• Trembling

• Nervous ticks

• Tiring easily

• Urinating frequently

17
 • Sleeping problems

• Diarrhea / indigestion /vomiting /nausea

• Butterflies in stomach, Headaches

Causes of Stress

Both positive and negative events in one’s life can be stressful. However major life changes

are the greatest contributors of stress for most people.

1. If people have to travel a lot and have to move from place to place, it can cause stress.

2. Individual can also be under stress if they are about to enter some new environment.

They may be going to new colony. To a new college or they may be joining a new

organization.

3. Some events, which are generally once I a lifetime can also cause stress. The social

institutions of marriage or divorcé can cause stress. Pregnancy can also generate Stress. They

are:

• Time pressure

• Competition

• Financial problems

• Noise

• Disappointments

Understanding Stress

Three potential sources of stress:

• Environmental Factors

• Organizational Factors

• Individual Factors

18
Environmental Factors:

Economic uncertainty is created when there is a change in the business cycle. That is when

people become anxious about their security. This uncertainty not only affects the stress level

of the organization but also the design of the organization.

By the coming up of the new innovations in the field of technology like computers, robotics,

automation etc, it has become a threat to many people, which causes stress. This type of

uncertainty is called Technology Uncertainty.

Organizational Factors:

There is no storage of factors within the organization that can cause stress. These are

categorized into:

• Task Demands

• Role Demands

• Interpersonal demands

• Organizational Demands

• Organizational Leadership

• Organization’s Life Stage

• Task Demands: Task demands are factors related to a person’s job. They include the

design of the individual’s job (autonomy, task variety, degree of automation). Working

conditions, and the physical work layout. Working in an overcrowded room or in a visible

location where interruptions are constant can increase anxiety and stress

• Interpersonal Demands: Interpersonal demands are pressures created by other

employees. Lack of social support from colleagues and poor interpersonal relationships can

19
cause considerable stress, especially among employees with a high social need.Job Stress of

Government and Private Employees in Organizations

One of the most serious problems organizations are facing today is stress. Stress is now an in

dispensable part of our lives. There are many reasons behind increasing stress levels at

workplace including rising targets, strict deadlines, stiff competition, hectic working hours,

turbulent work environment, increasing ambitions and conflict among staff, misleading

organizational policies, and lack of proper communication in the organization..

Every organization is working on methods to cope up with this situation because stress

negatively affects the mental and physical health of employees and causes reduced

productivity. Stress leads to increased absenteeism resulting into more mistakes which further

causes friction and conflict in the organization. All this may prove very risky for the

reputation of an organization.

Job Stress of Government and Private Employees is need of the hour for Indian

organizations. Organizations employ various methods to manage stress among their

employees. Such methods include providing a healthy and hygienic work environment, fair

compensation, flexible work schedules, proper feedback mechanism, insurance options,

proper leaves and holiday options, training and job security so that employees feel motivated

to work. Some organizations even employ counselors to deal with stress related problems of

employees. Activities like picnics, outdoor sports, Job Stress of Government and Private

Employees seminars and lectures are also undertaken by organizations to reduce stress levels

among their staff.

Increasing competition in the global market has compelled Indian organizations to deal with

Job Stress of Government and Private Employees issues on a priority basis. Organizations are

20
spending good amounts on Job Stress of Government and Private Employees techniques

because it is essential for their long-run survival and growth in present business world.

Title: Effects of occupational Job Stress of Government and Private Employees intervention

programs: A meta-analysis.

Author name: Richardson, Katherine M. Rothstein, Hannah R.

Journal name: Occupational Health Psychology.

Journal number: 13(1), 69-93.

Abstract:

A meta-analysis was conducted to determine the effectiveness of Job Stress of

Government and Private Employees interventions in occupational settings. Thirty-six

experimental studies were included, representing 55 interventions. Total sample size was

2,847. Of the participants, 59% were female, mean age was 35.4, and average length of

intervention was 7.4 weeks. The overall weighted effect size (Cohen's d) for all studies was

0.526 (95% confidence interval = 0.364, 0.687), a significant medium to large effect.

Interventions were coded as cognitive-behavioral, relaxation, organizational, multimodal, or

alternative. Analyses based on these subgroups suggested that intervention type played a

moderating role. Cognitive-behavioral programs consistently produced larger effects than

other types of interventions, but if additional treatment components were added the effect was

reduced. Within the sample of studies, relaxation interventions were most frequently used,

and organizational interventions continued to be scarce. Effects were based mainly on

psychological outcome variables, as opposed to physiological or organizational measures.

The examination of additional moderators such as treatment length, outcome variable, and

occupation did not reveal significant variations in effect size by intervention type. (PsycINFO

Database Record (c) 2016 APA, all rights reserved)

21
Title: Using the job demands-resources model to predict burnout and performance

Author name: Arnold B. Bakker,Evangelia Demerouti,Willem Verbeke

Journal name: Using the job demands-resources model to predict burnout and performance

Journal number: 10.1002/hrm.2000

Abstract:The job demands-resources (JD-R) model was used to examine the relationship

between job characteristics, burnout, and (other-ratings of) performance (N = 146). We

hypothesized that job demands (e.g., work pressure and emotional demands) would be the

most important antecedents of the exhaustion component of burnout, which, in turn, would

predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and

social support) were hypothesized to be the most important predictors of extra-role

performance, through their relationship with the disengagement component of burnout

(hypothesis 2). In addition, we predicted that job resources would buffer the relationship

between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively

related to disengagement (hypothesis 4). The results of structural equation modeling

analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These

findings support the JD-R model's claim that job demands and job resources initiate two

psychological processes, which eventually affect organizational outcomes. © 2004 Wiley

Periodicals, In

22
Title: Job Stress of Government and Private Employees in Medical Education: A Review of

the Literature

Author name: Shapiro, Shauna L. MA; Shapiro, Daniel E. PhD; Schwartz, Gary E. R. PhD

Journal name: Job Stress of Government and Private Employees in Medical Education: A

Review of the Literature

Journal number: July 2000 - Volume 75 - Issue 7 - p 748–759

Abstract:

Purpose To review systematically clinical studies providing empirical data on stress-

management programs in medical training.

Method The authors searched Medline and PSYCHINFO from 1966 to 1999. Studies were

included if they evaluated stress-management programs for medical trainees (medical

students, interns, or residents); reported empirical data; and had been conducted at allopathic

medical schools.

Results Although the search yielded over 600 articles discussing the importance of

addressing the stress of medical education, only 24 studies reported intervention programs,

and only six of those used rigorous scientific method. Results revealed that medical trainees

participating in stress-management programs demonstrated- improved immunologic

functioning, decreases in depression and anxiety,increased spirituality and empathy,enhanced

knowledge of alternative therapies for future referrals, improved knowledge of the effects of

stress, greater use of positive coping skills, and the ability to resolve role conflicts. Despite

these promising results, the studies had many limitations.

Conclusion The following considerations should be incorporated into future research:

rigorous study design, including randomization and control (comparison) groups,

measurement of moderator variables to determine which intervention works best for whom,

23
specificity of outcome measures, and follow-up assessment, including effectiveness of future

patient care.

Title: A Job Stress of Government and Private Employees programme for inflammatory
bowel disease patients

Author name: Barbara Milne RN, MScN,Gloria Joachim RN MSN,Joseph Niedhardt MD

Journal name: A Job Stress of Government and Private Employees programme for

inflammatory bowel disease patients

Journal number: 10.1111/j.1365-2648.1986.tb01288.

Abstract:

This randomized controlled trial was designed to determine whether practising Job Stress of

Government and Private Employees techniques would decrease disease activity and promote

psychosocial functioning in inflammatory bowel disease patients. Eighty ambulatory adults

received a pre-intervention interview, at which time baseline data about disease activity and

psychosocial functioning were collected. They were then randomly assigned to either the

intervention or control group. The intervention group received six classes on Job Stress of

Government and Private Employees which included autogenics, personal planning skills and

communication techniques. All 80 subjects were followed up at 4-month intervals for 1 year

by interviewers who were blind to group designation. The data collection instruments, which

were used at all assessment points, comprised three questionnaires: the Crohn's Disease

Activity Index (CDAI) and the Inflammatory Bowel Disease (IBD) Stress Index. These

instruments produced scores which decreased with improvement in physical and psychosocial

well-being. At all assessment points, both the CDAI and IBD Stress Index scores dropped

significantly (P<005) from baseline in the treatment group. However, there was no significant

change in the scores ofthe control group throughout the study year. There were no significant

24
changes in medications at any assessment point in either group that could account for changes

in the scores. The results of this study indicate that Job Stress of Government and Private

Employees techniques may have therapeutic benefits for IBD patients.

Title: How changes in job demands and resources predict burnout, work engagement, and
sickness absenteeism

Author name: Wilmar B. Schaufeli,Arnold B. Bakker,Willem Van Rhenen

Journal name: work engagement, and sickness absenteeism

Journal number: 10.1002/job.595

Abstract: The present longitudinal survey among 201 telecom managers supports the Job

Demands-Resources (JD-R) model that postulates a health impairment process and a

motivational process. As hypothesized, results of structural equation modeling analyses

revealed that: (1) increases in job demands (i.e., overload, emotional demands, and work-

home interference) and decreases in job resources (i.e., social support, autonomy,

opportunities to learn, and feedback) predict burnout, (2) increases in job resources predict

work engagement, and (3) burnout (positively) and engagement (negatively) predict

registered sickness duration (“involuntary” absence) and frequency (“involuntary” absence),

respectively. Finally, consistent with predictions results suggest a positive gain spiral: initial

work engagement predicts an increase in job resources, which, in its turn, further increases

work engagement. Copyright © 2009 John Wiley & Sons, Ltd.

25
Title: Cognitive-Behavioral Job Stress of Government and Private Employees Reduces

Serum Cortisol By Enhancing Benefit Finding Among Women Being Treated for Early Stage

Breast Cancer

Author name: Charles S. PhD; Kumar, Mahendra PhD

Journal name: stress managemengt

Journal number: May-June 2000 - Volume 62 - Issue 3 - p 304-308

Abstract

Objective This study examined the effects of a cognitive-behavioral Job Stress of

Government and Private Employees (CBSM) group intervention on serum cortisol levels in

women being treated for stage I or II breast cancer.

Methods Participants were randomly assigned to undergo a 10-week intervention (N = 24)

within 8 weeks after surgery or were placed on a waiting list (N = 10). Cortisol was assessed

by means of a radioimmunoassay of blood samples collected at the same time of day just

before the start of the intervention and immediately after its completion. The women also

reported the degree to which breast cancer had made positive contributions to their lives.

Results Intervention participants showed increased benefit finding and reduced serum

cortisol levels, whereas control subjects experienced neither change. Path analysis suggested

that the effect of CBSM on cortisol was mediated by increases in benefit finding.

Conclusions These findings suggest that positive growth enhanced during a time-limited

intervention can influence physiological parameters such as cortisol among women with early

stage breast cancer.

Title: Worksite Job Stress of Government and Private Employees interventions.

26
Author name: Ivancevich, John M. Matteson, Michael T. Freedman, Sara M.

Journal name: Worksite Job Stress of Government and Private Employees interventions.

Journal number: 45(2), 252-261.

Abstract

Despite the general agreement that stress plays a role in everyday life, there continues to be

substantial controversy about how stress can be managed at the worksite. During the last

decade, our knowledge of Job Stress of Government and Private Employees interventions has

increased substantially. Despite this improvement, deficiencies in the literature exist. In this

article, we offer a framework that may be used for viewing organizational stress

interventions, briefly review some of the Job Stress of Government and Private Employees

intervention literature in the context of this framework, and identify future needs that may be

particularly appropriate for organizational psychologists to address. (PsycINFO Database

Record (c) 2016 APA, all rights reserved)

27
 FINDINGS

• 25% of the work force are not communicative.

• 75% of them are positive thinkers.

• More than 80% of them are ready to face challenges.

• 70% of them feel working conditions are good.

• 82% of personnel have support from their family members & 18% the personnel

do not have any support.

• 49% of the employees have time to relax in organization and

• 51% of the employees do not have time to relax in the organization.

• 37% of the personnel feel stress when more work is added in organizations,

• 18% of personnel feel stress when someone monitors their work and

• 13% of per personnel feel stress when new technologies introduced into

organization.

• 82% of respondents feel time management is important to avoid.

28
.From how long you have been working with this organization?

Table no : 1

No. of Responses

< 1year 3

>1year 90

2-5 years 3

>5years 4

Total 100

FIGURE NO :-1

Figure No:- 1

Sales

1st
Qtr
2nd
Qtr

INTERPRETATION:-

• 36% of employees worked for this organization, for more than 1 year.
• 36% of employees worked for this organization, for less than 1 year.
• 27% of employees worked for this organization, for 2-3years.
• 1% of employees worked for this organization for less than 5years.

29
2. How do you act at your work place?

Table no :2

Name of the No. of responses

attribute

Very serious 30

Serious to some 25
extent

Neutral 5

Jovial 12

Aggressive 30

Total 100

Figure no :- 2

30
Serious to some extent
neutral
Jovial
Aggressive
Total

Interpretation:

• 35% of employees are very serious at their work place.

• 25% of employees are serious to some extent at their work place.
• 12 % are jovial.
• 28% of employees are aggressive at their work place.

30
3. Do your family members provide enough support to you at work?

Table no :3

Name of the No. of responses

attribute

Yes 82

No 18

Total 100

Figure no :- 3

No. of responses

Yes
No
Total

Interpretation:

• 82% of personnel’s have support from their family members.

• 18% of personnel’s do not have any support.

31
4. Do you feel stress in organization because of personal reasons?

Table no :4

a. Yes ( ) b. No ( )

Name of the No. of responses

attribute

Yes 34

No 66

Total 100

Figure no :- 4

b. No ( )
Name of the
attribute
Yes

No

Interpretation:

• 34% of personnel’s feel they are stressed because of personal reasons.

• 66% of personnel’s feel they are not stressed because of personal
reasons.

32
5. Under what conditions you feel stress in organization?

Table no :5

Name of the attribute No. of

responses

a)When more 37
work/responsibility is added

b)When someone keep 18

on monitors your work

c)when new 13
technologies introduced

d)above all 28

e) none of above 4

Total 100

Figure no :- 5

No. of responses
a)When more
work/responsibility is
added
b)When someone
keep on monitors
your work
c)when new
technologies
introduced

Interpretation:

. 37% of personnel’s feel stress when more work is added in

organization.

18% of personnel’s feel stress when some one monitors their work.

33
 • 13% of personnel’s feel stress when new technologies introduced in to
organization.
6. Do you run after work every time?

Table no :6

Name of the No. of responses

attribute

Yes 68

No 32

Total 100

Figure no : 6

No. of responses

Yes
No
Total

Interpretation:

• 68% of employees run after their work every time.

• 32% of employees do not after their work.

34
7. When you achieve something how are you being treated?

Table no :7

No. of responses

Recognised 61

Not Recognised 39

Total 100

Figure no : 7

No. of responses

Recognised
Not Recognised
Total

Interpretation:

• 61% of the employees feels that they are recognised for their work.

35
 • 39% of the employees feels that they are not recognised for their work.

8. Once you fail to meet a target how you are being treated?

Table no :8

No. of
responses

Ill-treated 34

Well treated 66

Total 100

Figure no :8

No. of responses

Ill-treated
Well treated
Total

Interpretation :

• 34% of the employees feel that they are ill treated when they do
not meet their target.
• 66% of the employees feel that they are well treated even if they
do not meet their targets.
36
9. What type of interpersonal relationship you have with your peer group?

Table no :-9

No. of responses

Cooperative 75

Not Cooperative 25

Total 100

Figure no : 9

No. of responses

Cooperative
Not Cooperative
Total

Interpretation

• 75% of the employees are cooperative with their peer group

• 25% of the employees are not cooperative with their peer group

37
10. How serious your boss is about the targets?

Table no :10

No. of Responses

Very Serious 81

Little Serious 19

Total 100

Figure no :10

120
100
80
60
40
20 No. of Responses
0
Very Little Total
Serious Serious

Interpretation:

• 81% of personnel’s feel that their boss is very serious about the targets.

• 19% of personnel’s feel that their boss little serious about the targets.

38
 11.Do you feel secure in present job?

Table no :2

No. of responses

Yes 66

No 34

Total 100

Figure No:- 2

100
80
60
40
20 RESPONSES
0
YES NO TOTAL

INTERPRETATION:

• 66% of employees feel secure in their present job.

• 34% of employees do not feel secure in their present job.

39
12.How do you feel about working conditions of organization?

Table no :7

Name of the attribute No. of responses

a)Good 52

b)Moderately good 19

c)Excellent 14

d)Bad 11

Total 100

Figure no :- 7

60
40
20 No. of responses
0
No. of responses

Interpretation:

52% of respondents feel good about working conditions of organizations.19% of respondents feel
moderately good about working conditions of organization. Respondents feel excellent about working
conditions of organizations.11% of respondents feel bad about working conditions of
organizations.14% of respondents feel can’t say about working conditions of organizations.

40
13. Do you have specific relaxation timings in your organization?

Table no :9

Name of the No. of responses

attribute

Yes 49

No 51

Total 100

Figure no :- 9

120

100

80

60

40 No. of responses

20

0
Yes No Total

Interpretation:

. 49% of Employees have time to relax in organization.

41
. 51% of Employees do not have time to relax in organization.

14. Do you feel time management is important to avoid stress?

Table no :11

No. of responses

Yes 82

No 18

Total 100

Figure no :- 11

100
90
80
70
60
50
40 No. of responses
30
20
10
0
Yes No Total

Interpretation:

• 82% of respondents feel time management is important to avoid stress.

• 18% of respondents do not feel important.

42
15. Do you feel stress in organization because of personal reasons?

Table no :13

Name of the No. of responses

attribute

Yes 29

No 71

Total 100

Figure:-13

Total No. of responses

No

Yes

0% 20% 40% 60% 80% 100%

Interpretation:

• 29% of employees feel stress due to their personal reasons.

• 71% of employees do not feel stress due to their personal reasons.

43
44