DISSERTATION REPORT SUBMITTED TOWARDS THE

PARTIAL FULFILLMEN OF POST GRADUATE

DEGREE IN MANAGEMENT

WORK ENVIRONMENT STRESSOR-

AN ANALYSIS OF IMPACT OF WORK VALUES & WORK
EXPERIENCES ON JOB STRESS

SUBMITTED TO SUBMITTED
BY
MS CHITRA NEELAM
SHARM
MBA
(2009-11)
A-
30101909130

AMITY GLOBAL BUSINESS SCHOOL

NOIDA, AMITY UNIVERSITY, UTTAR PRADESH
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CERTIFICATE

This is to certify that Ms. NEELAM SHARMA, a student of Post Graduate Degree in
MBA (2009-2011), Amity Global Business School, Noida has carried out
theDissertation Project TITLED – “WORK ENVIRONMENT STRESSORS-AN
ANALYSIS ON IMPACT OF WORK VALUES AND WORK EXPERIENCE ON
JOB STRESS”, under the able guidance and supervision of MS CHITRA Faculty at
AMITY GLOBAL BUSINESS SCHOOL .

This Dissertation report has the requisite standard for the partial fulfillment the Post
Graduate Degree in MBA. To the best of our knowledge no part of this report has
been reproduced from any other report and the contents are based on original research.

MS CHITRA NEELAM SHARMA

(Faculty guide ) (student)

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 ACKNOWLEDGEMENT
Every endeavor in itself is an impression of the efforts of not only those who pursue it but of
those as well who provide guidance and motivation towards its successful completion.
Likewise, this project bears an imprint of all those who helped me at various stages and it
would be unfair on my part not to thank them.

I would like to express my gratitude to PROF. DR. GURINDER SINGH, DIRECTOR

GENERAL, AGBS for providing me with an opportunity to undergo this dissertation project
at AIBS.

The successful completion of this project could not have been possible without the co-
operation and encouragement of MS. CHITRA, my project guide, who provided me with
her unending support from the very beginning of the project, which helped in timely
completion of the project.

I would also like to thank all the my HR faculty members at AGBS for enlightening my way
whenever any kind of support was required in completion of the project.

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THANKS & REGARDS,

NELAM SHARMA

DECLARATION

I declare that the dissertation entitled WORK ENVIRONMENT STRESSORS- AN ANALYSISOF

IMPACT OF WORK VALUES
AND WORK EXPERIENCES ON JOB STRESS submitted by me for the degree of under the
guidance of MS CHITRA and has not formed the basis for the award of any degree, diploma in this
or any other University or other similar institution of Higher learning.

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 Executive Summary

The aim of this dissertation research is to analyze the impact of work values and work experience on Job
stress .Every one has different work or personal values and when there is conflict between their work
values and work experience it causes stress.

Based on the literature review on the topic an analysis of impact of work values and work
experiences on job stress which comprise the first part of the dissertation, a positive approach was
chosen and self-administered questionnaire has been developed that was sent out to the executives
in different organizations and people indifferent profession. The detailed discussion of the research
method can be found in the third chapter.

Publicly – available data from books, articles and journals, websites aggregating information from
these sources are used for the research. Because the data point obtained this way, in both the cases
are based on official company disclosures, for which company are held legally liable, it is assumed
that the data point obtained from this way is just as accurate as from having received it as part of the
filled –questionnaire.

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The third chapter discusses and evaluates the accurate result from running extensive statistical
analysis and modeling.

The last part of the dissertation discusses the limitation of this research, indicates area of further
research and discusses the implication of findings for the practicing manager

TABLE OF CONTENT Page no

Chapter 1 ………………………………………………………………… 1
Introduction
1.1 Dissertation topic…………………………………………………… 2
1.2 Background of the topic……………………………………………. 2
1.3 Purpose/scope of the study ………………………………………… 2
1.4 Importance of the study…………………………………………….. 3

Chapter 2
Literature Review………………………………………………… 4
2.1 What are values? .................................................................................. 5
2.2 What is job stress? ................................................................................ 7
2.3 Result of mismatch of work values and work stress…………………. 8
2.4 Job stress –Two side of a single coin………………………………… 8
2.5 Type of stress……………………………………………………….... 9
2.6 Stress as part of life…………………………………………………… 9
2.7 Individual differences………………………………………………… 10

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 2.8 NIOSH approach to job stress………………………………………… 11
2.9 Causes of job stress- conflict that lead to job stress………………….. 12
2.10 Job conditions that may lead to job stress……………………………. 12
2.11 Stress, health and productivity ………………………………………. 16
2.12 Gender health risk and work place stress …………………………….. 17
2.13 Unmanaged Gender differences creates health risks…………………. 18
2.14 Organization climate and culture……………………………………… 19
2.15 Symptoms and sign of job stress………………………………………. 22
2.16 Why Managing job stress?.........……………………………………... 23
2.17 Myth about stress …………………………………………………….. 26

Chapter 3
Research methodology and Analysis……………………………28
3.1 Research methodology
What is research methodology? …………………………………………. 29
Research problem …………………………………………………………. 29
Research objective…………………………………………………………. 29
Research hypothesis……………………………………………………… 30
Research design…………………………………………………………… 30

3.2 Analysis………………………………………………………32
Part I – Theoretical Analysis……………………………………………………33
Part II- Graphical representation……………………………………………….. 38
Part III – Correlation……………………………………………………………..41

Chapter 4
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 Findings and Discussions …………………………………….. 51
4.1 Findings and discussion………………………………………………….. 52

Chapter 5
Conclusion and suggestions…………………………………....54
5.1 Conclusion………………………………………………………………….. 55
5.2 Suggestion………………………………………………………………….. 57
5.3 Limitations of the study……………………………………………………..58

BIBLOGRAPHY
ANNEXURES
APPENDIX

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9
 1. Introduction

The dissertation Topic

Title: WORK ENVIRONMENT STRESSOR- AN ANALYSIS OF IMPACT OF WORK

VALUES AND WORK EXPERIENCES ON JOB STRESS

Background of the Topic

Work stress is recognized world-wide as a major challenge to workers’ health and the healthiness of
their organizations. Work stress is thought to effect individual’s psychological and physical health,
as well as organizations’ effectiveness, in adverse manner. Stress may sprout from reasons and
causes.
This booklet is concerned largely with the everyday stress due to mismatch of personal and work
values with the work experience he has. When the person is not given the work of his choice or
when one has to perform it forcefully

1.3 Purpose of the study/ Scope of the study

This dissertation analysis the impact of mismatch of ones works values with his work experience. It
analysis if mismatch of ones works values with his work experience causes stress or he accepts it as
a challenge and What conflicts or discrepancies accurse between your values
. It also identifies the different factor which contributes to work stress and the effect of the stress on
person and his performance. This dissertation also discusses the nature of stress at work, the cause
and effects of stress, as well as prevention strategies and risk assessment and management methods.
Also discusses the role of organizational culture an this process and the resources to be drawn upon

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for managing work stress. To understand various variable of work values and work experience of a
job to identify employee stress.
 To measure the job stress undergone by the employee.
 To examine the impact of work values and work experience on job stress.
 To access your Work and Personal values and

And it check ,if

(a) Those priorities reflected in your current work? And

(b) What conflicts or discrepancies do you see between your values

and your work?

1.4 Importance of the study

Work stress is recognized world-wide as a major challenge to workers health and the healthiness of their
organizations. This study will expand the current knowledge about work stress. Work & Stress is an
international, multidisciplinary quarterly presenting peer-reviewed matter concerned with the
psychological, social and organizational aspects of occupational and environmental health, and stress
and safety management. It is directed at organizational health psychologists, work and organizational
psychologists, those involved with organizational development, and all concerned with the interplay
of work, health and organizations.

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12
2. Literature review
2.1 What are Values?

Values are ideals that guide or qualify your personal conduct, interaction with others, and involvement in
your career. Like morals, they

• help you to distinguish what is right from what is wrong and

• Inform you on how you can conduct your life in a meaningful way.

Values can be classified into four categories:

• Personal Values
• Cultural Values
• Social Values
• Work Values

Personal Values:

Personal values are principles that define you as an individual. Personal values, such as honesty,
reliability, and trust, determine how you will face the world and relate with people.

Cultural Values:

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Cultural values, like the practice of your faith and customs, are principles that sustain
connections with your cultural roots. They help you feel connected to a larger community of
people with similar backgrounds.

Social Values :

Social values are principles that indicate how you relate meaningfully to others in social situations,
including those involving family, friends, and co-workers.

Work Values :

Work values are principles that guide your behaviour in professional contexts. They define how you
work and how you relate to your co-workers, bosses, and clients. They also reveal your potential for
advancement.

The following table provides examples of each type of values.

Values Sampler

Personal Values Cultural Values Social Values Work Values

Celebration of
Caring Altruism Autonomy
Diversity
Courage Ethnic roots Diversity Competitiveness
Eco-
Creativity Faith Conscientiousness
consciousness
Friendliness Linguistic ties Equality Dedication
Honesty National ties Fairness Equanimity/Ethics
Honour Regional ties Family closeness Loyalty
Independence Tradition Lovingness Professionalism
Integrity Morality Punctuality
Spirituality Reliability Remunerative worth
Team player

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2.2 What is job stress ?
support from supervisors and
colleagues and where they have little
control over work or how they can cope
with its demands and pressures. Stress
results from a mismatch between the
demands, pressure and work experience
on one hand , and their interest, work

When there is a mismatch between experience ,knowledge and ability, on

ones work values and ones work the other .It challenges their ability to

experience during his work it causes cope with work.

Job stress.

Job stress can be defined as the harmful

physical and emotional responses that
occur when the requirements of the job
do not match the capabilities, resources,
or needs of the worker.

Work-related stress is the response

people may have when presented with
work demands and pressures that are
not matches to their knowledge abilities
and interested and which challenge
their ability to cope.

Stress occurs in a wide range of work This not only includes the situation
circumstances but is often made worse where the pressure of work exceed the
when employees feel they have little workers ability or interest to cope but

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 also where the employee’s knowledge
and ability are not sufficiently utilized
and that is a problem for them.

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2.3 Result of mismatch of work values and work experience

In a circumstance when a person is given a work of different nature which is not his interest or
which is not valued in his work values ,it may have four effect on him.

 It may lead to job stress or,

 It may challenge him to cope up with situation and outperform in that field also or,
 It sacrifices his work values surrenders to the situation thinking he has no way or,
 Does the work efficiently at office but stays stressed out at home.

So, in this case there are equal chances of surrendering your work values to the situation because you
can not ignore the circumstances or because he has no other way .

2.4 Job stress- Two side of single coin

The concept of job stress is often confused with challenge, but these concepts are not the same.
Challenge energizes us psychologically and physically, and it motivates us to learn new skills and
master our jobs. When a challenge is met, we feel relaxed and satisfied. Thus, challenge is an
important ingredient for healthy and productive work. The importance of challenge in our work lives
is probably what people are referring to when they say "a little bit of stress is good for us”.

There is often confusion between pressure or challenge and stress and sometimes it is used to excuse
bad management practice.
Pressure at workplace is unavoidable due to the demands of the contemporary work environment.
Pressure perceived as acceptable by an individual, may even keep employees alert, motivated, able
to work and learn, depending on the available recourses and personal characteristics. However when
the pressure becomes excessive or otherwise unmanageable it leads to stress .Stress can damage
employees health and business performance

2.5 Types of stress

There are two types of stress:

 Functional stress
 Dysfunctional stress

Functional stress: Optimum stress which motivates one to work harder and keep him alert

Dysfunctional stress: Excess of stress or pressure which reduces the working capability of the
employee and have an adverse effect.

2.6 STRESS AS PART OF LIFE

It would be a dull life if there were no challenges in it. Indeed there is some evidence that having no
challenges at work is more ‘stressful’ than the presence of challenges that stretch us to a degree. The
idea that we ‘need stress’ in our lives is obviously capable of exploitation. A balance between
stimulation and rest is required and common experience suggests that our ability to respond to
challenges is limited. We can be overstretched and lose function or we can operate within our
tolerances and function effectively. This means that two keys to considering whether stressors are
‘good’ or ‘bad’ is to ask if people are working within their tolerance and if they have adequate
‘recovery’ time.
This approach tells us that prolonged and/or profound stress can be unhealthy for a person and, by
implication, the organization he or she works for. One indication of a negative (as opposed to a
challenging) situation is when many employees report stress or where a work group becomes
dysfunctional.

2.7 INDIVIDUAL DIFFERENCES

Individuals, depending on the current context of their working life, have different tolerances or
susceptibilities to ‘stress’. This can depend:

Firstly on the amount of support they get from personal and work relationships, the work demands
and factors such as their health status and the interest and meaning in their job. There is no reason to
expect that resilience will be constant. As a person experiences life changes and their inevitable
difficulties, there will be times when resilience is lesser or greater.

Secondly, till what level one is ready or determined to face the challenges.

Thirdly, if a person wants to surrender to the circumstances because he /she feels that there is not
much for him and its better to adjust with the situation.

Employers still have some responsibility to more sensitive employees who develop problems but,
given the wide range of individual susceptibility, are not expected to guarantee 100% protection over
every person’s working life.
Therefore, acceptable levels of workplace stressors should not be established by either the last
survivor or the most vulnerable. As with all health and safety systems, the standard procedure is to
identify known stressors (hazards) and introduce management systems that prevent these stressors
translating into harm for individuals.
2.8 NIOSH Approach to Job Stress
On the basis of experience and research, NIOSH (National Institute for Occupational Safety and Health)
favors the view that working conditions play a primary role in causing job stress. However, the role of
individual factors is not ignored. According to the NIOSH view, exposure to stressful working conditions
(called job stressors) can have a direct influence on worker safety and health. But as shown below, individual
and other situational factors can intervene to strengthen or weaken this influence. Examples of individual and
situational factors that can help to reduce the effects of stressful working conditions include the following:

• Balance between work and family or personal life

• A support network of friends and coworkers

• A relaxed and positive outlook

2.9 Causes of work stress

Nearly everyone agrees that job stress results from the interaction of the worker and the conditions
of work. Views differ, however, on the importance of worker characteristics versus working
conditions as the primary cause of job stress. These differing viewpoints are important because they
suggest different ways to prevent stress at work.

According to one school of thought, differences in individual characteristics such as personality and
coping style are most important in predicting whether certain job conditions will result in stress-in
other words, what is stressful for one person may not be a problem for someone else. This viewpoint
leads to prevention strategies that focus on workers and ways to help them cope with demanding job
conditions.

There may be different kind of conflicts which leads to job stress.:

o Self-role distance- This stress arises out of the conflict between the self concept and one’s
expectations from the role as perceived by the role occupant.
o Inter-role conflict- When one may see some incompatibility between the various
expectations from his/her role.
o Role overload- When too much is expected from him/her.

2.10 Job Conditions That May Lead to Stress

• The Design of Tasks. Heavy workload, infrequent rest breaks, long work hours and shift
work; hectic and routine tasks that have little inherent meaning, do not utilize workers' skills,
and provide little sense of control.
• Management Style. Lack of participation by workers in decision- making, poor
communication in the organization, lack of family-friendly policies.
• Interpersonal Relationships. Poor social environment and lack of support or help from
coworkers and supervisors.
• Work Roles. Conflicting or uncertain job expectations, too much responsibility, too many
"hats to wear."
• Career Concerns. Job insecurity and lack of opportunity for growth, advancement, or
promotion; rapid changes for which workers are unprepared.
• Environmental Conditions. Unpleasant or dangerous physical conditions such as crowding,
noise, air pollution, or ergonomic problems.
• Demographic Factors:

o Aging- It’s a natural and gradual process, except when exposed to extreme
circumstances of grief. Stressors actually occur before a child takes his first breath,
and it grows as one grows up.
o Gender- Females face higher degree of stress because of the work life balance they
have to maintain at home and work.
 o Marital Status
o Location- If some works away from home, it might lead to feeling of boredom,
frustration, loneliness
• Family Problem: If an employee has any family problem he/ she may not be able to
cope up with the assignment or duties given to him. And if he is mentally relieved he /
she may even take up the assignment which he thinks may be difficult.

Excessive and otherwise unmanageable demands and pressure can be caused by poor work design,
poor management and unsatisfactory working conditions. Similarly, these things can result in
workers not receiving sufficient support from others or not having enough control over their work
and its pressures.

Research findings show that the most stressful type of work is that which values excessive demands
and pressures that are not matched to employees’ knowledge and abilities, where there is little
opportunity to exercise any choice or control, and where there is little support from others.

The more support employees receive from others at work, or in relation to work, the less likely they
are to experience work stress.

The more control employees have over their work and the way they do it and the more they
participate in decisions that concern their jobs, the less likely they are to experience work stress.

Most of the causes of work stress concern the way work is designed and the way in which
organization are managed. Because these aspect of work have the potential for causing harm, they
are called ‘stress-related hazards’. The literature on stress generally recognizes nine categories of
stress-related hazards. One should keep in mind ,that some of these hazards may not be universal or
may not be considered harmful in specific culture.

I WORK CONTENT:

Job content
• Monotonous, meaningless tasks
 • Lack of variety
• Unpleasant tasks
Workload and work place
• Having too much or too little to do
• Working under time pressures
Working Hours
• Strict and inflexible working schedules
• Long and unsocial hours
• Unpredictable working hours
Participation and control
• Lack of participation in decision making
• Lack of control (for example, over work method, work place, working hours and the
work environment)

II WORK CONTENT:

Career Development, status and pay

• Job insecurity
• Lack of promotion prospects
• Under-promotion or over-promotion
• Work of ‘low social value’
• Being over skilled or under-skilled for the job
Role in the organization
• Unclear role
• Conflicting roles within the same job
• Responsibility for people
• Continuously dealing with other people and their problems
Interpersonal Relationships
• Poor relation with co-workers
• Inadequate, inconsiderate or unsupportive supervision
• No agreed procedures for dealing with problems or complaints
Organizational culture
• Poor communication
• Poor leadership
• Lack of clarity about organizational objectives and structure
Home-work Interface
• Conflicting demand of work and home
• Lack of support for domestic problems at work
• Lack of support for work problems at home

CONCLUSION: WORKPLACE STRESS

 Long working hours

 Work timings
 Work load
 Insufficient holidays
 Sleeping disorder

2.11 Stress, Health, and Productivity

Some employers assume that stressful working conditions are a necessary evil-that companies must
turn up the pressure on workers and set aside health concerns to remain productive and profitable in
today's economy. But research findings challenge this belief. Studies show that stressful working
conditions are actually associated with increased absenteeism, tardiness, and intentions by workers
to quit their jobs-all of which have negative effects on the bottom line.

Recent studies of so-called healthy organizations suggest that policies benefiting worker health also
benefit the bottom line. A healthy organization is defined as one that has low rates of illness, injury,
and disability in its workforce and is also competitive in the marketplace. NIOSH research has
identified organizational characteristics associated with both healthy, low-stress work and high
levels of productivity. Examples of these characteristics include the following:

• Recognition of employees for good work performance

• Opportunities for career development

• An organizational culture that values the individual worker

• Management actions that are consistent with organizational values

2.12 Gender Health Risks & Workplace Stress

The study indicates that gender-based differences in workplace values can create a company culture
of underlying stress and conflict that affects the physical and emotional health of both men and
women. The study also shows that females are at a higher health risk from workplace stress than
males.

Top Three Gender Based Values at Work

Men and women emphasized entirely different values as important in the workplace. the study
reveals the three values in the workplace most important to men are pay and benefits; achievement
and success; status and authority. While these values also are important to women, ranking higher in
importance were friends at work and relationships; recognition and respect, and communication and
collaboration.

Women emphasized the congeniality of coworkers and the friendliness and relationships that
surrounded them . Men emphasized how much they were making and how much control or power
they had over what they were doing."

"Organizations that seek to understand their own workplace cultures and recognize that women and
men are fundamentally different in ways that impact their health, will have a distinct advantage,"
Browning said. "Male and female managers who are sensitive to gender differences will have the
ability to bring out the best of both genders toward achieving results. The health of the organization
depends on the health of the individual. Since women now represent half of the workforce, we need
to understand how corporate cultures that have evolved largely based on male models can become
healthy for both genders."

It's important that managers understand what men value as opposed to what women value in a
healthy workplace environment, Knowing and managing the differences helps to not only effectively
motivate employees and generate consistent, quality results, but also to foster loyalty and overall
physical and emotional health.

2.13 Unmanaged Gender Differences Create Health Risks

Research has shown that women and men respond differently to stress. Women also report having
more to worry about each day. Men on average worried about three things on a daily basis (their
immediate family, job and money). Women worried about up to 12 things, including their immediate
family, job and money, but also their extended family, the home, the social and academic lives of the
children, social connections with neighbors and friends, and more

Results from the study show that corporate culture -- the values, beliefs, and attitudes that drive the
behaviors, systems and structures of the organization -- have a major impact on organizational health
and the quality of work life for employees. Workers feel stressed when their values are not addressed
by the culture of the organization.

Conclusions

• Men and women value similar things at work but in a very different order of
priority.
• Women understand what men value much better than men understand what
women value.
• Workplaces may not be equally healthy for men and women.
• Employees do not believe that corporate leaders understand the relationship
between their own health and an organization's health.
• Corporations can better assess the impact of work and work culture on
employee health outcomes or a culture's influence on health care costs by examining
gender differences.

2.14 ORGANIZATIONAL CLIMATE AND CULTURE

CLIMATE

The organizational context in which people work is characterized by numerous features (e.g.,
leadership, structure, rewards, communication) subsumed under the general concepts of
organizational climate and culture. Climate refers to perceptions of organizational practices reported
by people who work there . Studies of climate include many of the most central concepts in
organizational research. Common features of climate include communication (as describable, say, by
openness), conflict (constructive or dysfunctional), leadership (as it involves support or focus) and
reward emphasis (i.e., whether an organization is characterized by positive versus negative feedback,
or reward- or punishment-orientation). When studied together, we observe that organizational
features are highly interrelated (e.g., leadership and rewards). Climate characterizes practices at
several levels in organizations (e.g., work unit climate and organizational climate). Studies of
climate vary in the activities they focus upon, for example, climates for safety or climates for
service. Climate is essentially a description of the work setting by those directly involved with it.
The relationship of climate to employee well-being (e.g., satisfaction, job stress and strain) has been
widely studied. Since climate measures subsume the major organizational characteristics workers
experience, virtually any study of employee perceptions of their work setting can be thought of as a
climate study. Studies link climate features (particularly leadership, communication openness,
participative management and conflict resolution) with employee satisfaction and (inversely) stress
levels. Stressful organizational climates are characterized by limited participation in decisions, use of
punishment and negative feedback (rather than rewards and positive feedback), conflict avoidance or
confrontation (rather than problem solving), and non supportive group and leader relations. Socially
supportive climates benefit employee mental health, with lower rates of anxiety and depression in
supportive settings . When collective climates exist (where members who interact with each other
share common perceptions of the organization) research observes that shared perceptions of
undesirable organizational features are linked with low morale and instances of psychogenic illness.

Since climates exist at many levels in organizations and can encompass a variety of practices,
assessment of employee risk factors needs to systematically span the relationships (whether in the
work unit, the department or the entire organization) and activities (e.g., safety, communication or
rewards) in which employees are involved. Climate-based risk factors can differ from one part of
the organization to another.
CULTURE
Culture constitutes the values, norms and ways of behaving which organization members share.
Researchers identify five basic elements of culture in organizations: fundamental assumptions
(unconscious beliefs that shape member's interpretations, e.g., views regarding time,
environmental hostility or stability), values (preferences for certain outcomes over others, e.g.,
service or profit), behavioural norms (beliefs regarding appropriate and inappropriate behaviours,
e.g., dress codes and teamwork), patterns of behaviours (observable recurrent practices, e.g.,
structured performance feedback and upward referral of decisions) and artefacts (symbols and
objects used to express cultural messages, e.g., mission statements and logos). Cultural elements
which are more subjective (i.e., assumptions, values and norms) reflect the way members think
about and interpret their work setting. These subjective features shape the meaning that patterns of
behaviours and artefacts take on within the organization. Culture, like climate, can exist at many
levels, including:

1. a dominant organizational culture

2. subcultures associated with specific units, and
3. countercultures, found in work units that are poorly integrated with the larger organization.

Cultures can be strong (widely shared by members), weak (not widely shared), or in transition
(characterized by gradual replacement of one culture by another).

In contrast with climate, culture is less frequently studied as a contributing factor to employee
well-being or stress.. According to quantitative culture research focusing on behavioural norms
and values, team-oriented norms are associated with higher member satisfaction and lower strain
than are control- or bureaucratically -oriented norms. Furthermore, the extent to which the
worker's values are consistent with those of the organization affects stress and satisfaction. Weak
cultures and cultures fragmented by role conflict and member disagreement are found to provoke
stress reactions and crises in professional identities . The fragmentation or breakdown of
organizational cultures due to economic or political upheavals affects the well-being of members
psychologically and physically, particular in the wake of downsizings, plant closings and other
effects of concurrent organizational restructurings.

Assessing risk factors in the light of information about organizational culture requires first
attention to the extent to which organization members share or differ in basic beliefs, values and
norms. Differences in function, location and education create subcultures within organizations and
mean that culture-based risk factors can vary within the same organization. Since cultures tend to
be stable and resistant to change, organizational history can aid assessment of risk factors both in
terms of stable and ongoing cultural features as well as recent changes that can create stressors
associated with turbulence.

Climate and culture overlap to a certain extent, with perceptions of culture's patterns of behaviour
being a large part of what climate research addresses. However, organization members may
describe organizational features (climate) in the same way but interpret them differently due to
cultural and subcultural influences. For example, structured leadership and limited participation in
decision making may be viewed as negative and controlling from one perspective or as positive
and legitimate from another. Social influence reflecting the organization's culture shapes the
interpretation members make of organizational features and activities. Thus, it would seem
appropriate to assess both climate and culture simultaneously in investigating the impact of the
organization on the well-being of members.
2.15 SYMPTOMS & WARNING SIGNS OF JOB STRESS

While the causes can be something other than job stress, here are the most common symptoms and
early warning signs of job stress and burnout:

• Apathy
• Negativism/cynicism
• Low morale
• Boredom
• Anxiety
• Frustration
• Fatigue
• Depression
• Alienation
• Anger/irritability
• Physical problems (headaches, stomach problems)
• Absenteeism
2.16 WHY MANAGING WORKPLACE STRESS?

Managers can no longer afford to turn a blind eye to workplace stress. It is no longer sufficient to
simply deal with stress issues when they arise. The causes of stress also need to be addressed by
management at all levels.

The Health and Safety Executive now say that “Stress should be treated like any other health hazard”
and have identified six key risk factors which organizations need to consider in order to minimize
stress..

WHAT CAN ORGANIZATIONS DO TO REDUCE JOB STRESS

1. GET ORGANIZED
As humans we tend to be organized and when things get out of whack we start to feel
uncomfortable. Getting yourpriorities straight will help you plan your day and provide you with a
road map of where you are going. By doing this, you will find that you will follow a straighter path
and not be so overwhelmed and lost.

2. REMEMBER TIME LIMITS

The average worker works 9 hours a day. Trying to fit 12 hours of work in a 9 hour day does not
work. It is like putting a square peg in a round hole. This is impossible and attempting to do the
impossible leaves one frustrated and feeling like a failure.

3. LEAVE HOME WITHOUT THE PERFECTIONISM

Nothing is perfect nor will it ever be, so stop trying to make every project, every situation and every
decision perfect. This leads to a lot of stress. Do your best and leave it at that!
4. DROP THE SUPERMAN APPROACH
Remember, even Superman was affected by kryptonite and the tortoise did win the race. Work at
your own pace and maintain a steady flow or rhythm.

5. TRY TO MAINTAIN A POSITIVE ATTITUDE

Negative thinking drains one’s energy and motivation. Think positively about what you are doing.
Pat yourself on the back for a job well done even if your boss fails to recognize your work. Celebrate
your successes and accomplishments, they are important!

PEOPLE NEED TO FEEL IMPORTANT, VALUED AND APPRECIATED IN ORDER TO

CONTINUE TO PRODUCE AT TOP PERFORMANCES. Let’s look at five simple practices an
employer can do for her employees to help reduce the stress level.

1. PRAISE POSITIVE WORK - DON’T TAKE IT FOR GRANTED

B.F. Skinner proved many years ago that if you want a behavior to continue then one needs to
reward it. If an employer would make verbally praising employees of how valuable they are, a
regular habit, employees would feel important and needed, resulting in a reduction in their stress and
an increased commitment to the firm.

2. SHOW APPRECIATION
No one likes to be taken for granted.

3. SEE EVERY EMPLOYEE WITH EQUAL VALUE

The sum is always greater than its parts. The surgeon is only as good as the nurses who help him.
The therapist is only as good as his patients’ willingness to trust him and share their problems. We
all need each other to produce a product.

4. SEE EACH EMPLOYEE AS DIFFERENT - WITH DIFFERENT NEEDS

People come in varied shapes and sizes and with different emotional needs. The reasons behind what
motivates an employee to work are quite different. Some people work for money, some for creative
exchange, and some for the social experience. If a manager is able to meet the varying needs, he will
find that the productivity of each employee will increase.
5. COMMUNICATE, COMMUNICATE, COMMUNICATE
Share information with employees. Give clear directions and set reachable goals for your staff. This
will insure that everyone in the organization will be successful and when people feel successful they
feel good and when they feel good they are more relaxed and when they are more relaxed they work
better.

This information is only a small taste of the information that is available on job stress and ways to
reduce it. If you are experiencing any of the symptoms described above and cannot find relief,
professional help may be needed

Strategies for Managing Job Stress

While many of the methods of preventing job stress need to be developed and supported by the
organization, there are things that workers can do to help you better manage job stress.

Here are 10 tips for dealing with the stress from your job:

1. Put it in perspective. Jobs are disposable. Your friends, families, and health are not. If your
employer expects too much of you, and it's starting to take its toll on you, start looking for a
new job/new employer.
2. Modify your job situation. If you really like your employer, but the job has become too
stressful (or too boring), ask about tailoring your job to your skills. And if you got promoted
into a more stressful position that you just are not able to handle, ask about a lateral transfer
-- or even a transfer back to your old job (if that's what you want).
3. Get time away. If you feel the stress building, take a break. Walk away from the situation,
perhaps walking around the block, sitting on a park bench, taking in a little meditative time.
Exercise does wonders for the psyche. But even just finding a quiet place and listening to
your iPod can reduce stress.
4. Fight through the clutter. Taking the time to organization your desk or workspace can help
ease the sense of losing control that comes from too much clutter. Keeping a to-do list -- and
then crossing things off it -- also helps.
5. Talk it out. Sometimes the best stress-reducer is simply sharing your stress with someone
close to you. The act of talking it out – and getting support and empathy from someone else
 -- is often an excellent way of blowing of steam and reducing stress. Have a support system
of trusted people.
6. Cultivate allies at work. Just knowing you have one or more co-workers who are willing to
assist you in times of stress will reduce your stress level. Just remember to reciprocate and
help them when they are in need.
7. Find humor in the situation. When you – or the people around you -- start taking things too
seriously, find a way to break through with laughter. Share a joke or funny story.
8. Have realistic expectations. While Americans are working longer hours, we can still only fit
so much work into one day. Having unrealistic expectations for what you can accomplish
sets you up for failure -- and increased stress.
9. Nobody is perfect. If you are one of those types that obsess over every detail and
micromanage to make sure "everything is perfect," you need to stop. Change your motto to
performing your best, and leave perfection to the gods.
10. Maintain a positive attitude (and avoid those without one). Negativism sucks the energy and
motivation out of any situation, so avoid it whenever possible. Instead, develop a positive
attitude -- and learn to reward yourself for little accomplishments (even if no one else does).

2.17 FIVE DEADLY MYTHS ABOUT STRESS

The number-one cause of stress today is not overcrowding, gridlock, stressful

work conditions, or the economy--it is MISINFORMATION. We have many myths
and misconceptions about stress that are widespread in our society.
Unfortunately, these myths and misconceptions are shared by most stress
experts and health professionals as well.

MYTH #1: Stress is inevitable--there's little we can do to prevent or eliminate it.

FACT: Stress is not an inevitable part of life. Millions of people lead relatively stress-free lives.
When exposed to identical situations, some people experience high degrees of stress while others
experience little or none. More importantly, many people have successfully changed themselves
from "high-stress" to "low- stress" individuals

MYTH #2: Stress is something we can cope with or deal with directly.
FACT: Stress is not something you, I, or anyone else can cope with directly. Contrary to popular
belief, stress is not some "thing" that exists or afflicts us like a disease.

"Stress" is merely a word that we use to stand for hundreds of specific problems and conflicts
we experience from time to time.

MYTH #3: Some degree of stress is good or healthy for us.

FACT: There is no such thing as "good" or "healthy" stress. Also, there is no truth to the rumor that
some degree of stress is necessary for us to be happy, successful, or maximally productive in our
jobs.

These myths arise from failing to appreciate that stress is just a word

MYTH #4: The best way to deal with stress is to manage it--i.e. make it go away with physical
exercise, meditation, biofeedback, or other relaxation techniques.

FACT: The most damaging belief we have today is that the best way to deal with our stress is to
manage it. While stress management experts are quick to point out the positive benefits of exercise,
meditation, and relaxation techniques, few will inform you of the negative side to these same coping
strategies

MYTH #5: Our mind plays a role in much of the stress we experience.

FACT: While you probably believe that your mind plays a role in much of the stress you experience,
THIS IS ALSO A MYTH! If you've ever wondered "why do I keep feeling bad?" or "why do I act
the same way over and over again even though I know better?," you probably believe the answer has
something to do with your mind. In addition, if you've ever tried to change any habitual thought,
feeling, or behavior pattern, you've probably tried to do so by using some type of mind-control or
mental-change technique.
3.1Research Methodology

What is a research Methodology

Research methodology is a way to systematically solve the research problem. It may be understood
as a science of studying how research is done scientifically. In this we study the various steps that
are generally adopted by researcher in studying this problem along with the logic behind them.

Research Problem

People have certain work value on which they would like to work but this may sometimes clash
with the work experience they have at their work. This research is designed to study if this kind of
conflict between work values and work experience causes stress.

Research objective
 Objective:

 To understand various variable of work values and work experience of a job to

identify employee stress.
 To measure the job stress undergone by the employee.
 To examine the impact of work values and work experience on job stress.
 To access your Work and Personal values and

And it check ,if

(a) Those priorities reflected in your current work? And

(b) What conflicts or discrepancies do you see between your values

and your work?

Main Research Hypothesis

H0 : When there is a difference between work values and work experience there is a stress.

H1 : In spite of difference in work values and work experience there is no stress.

Research design

The research design selected is of descriptive type. The questionnaire –Impact of work values and
stress was developed to study the impact of difference in ones work values and work experience.
The questionnaire was based on 8 variables ( Independence, Creativity, Challenging , Money or
service to society, Power, Achievements, Interpersonal skills and variety .The questionnaire
contained 3 Section ,first measuring the work values ,second the work experience and the third the
stress level.
For Example
On the basis of variable – Independence
 SEC 1 -To know work values
S. No Statements Mean/ % of
average respondent
1 I like operating independently with minimal supervision. 4.03636364 80.72%
2 I depend primarily on myself for getting the job done 4.12727273 82.54%

Sec 2- To know the job experience

S.No Statement Mean/ % of
average respondent
17 I make final decision on your own. 2.763636 55.2 %
18 I have to always consult my senior before taking any kind
decision. 3.927273 78.54%

Sec 3- To measure the stress level

31 I feel stressed when things are beyond me. 2.309091 46.18%

32 I am not happy when I am not allowed to work my self. 4.654545 93.09%

The measurement was on 5-point scale ranging from strongly agree to never .

In order to study the impact of work values and work experience over stress I will try to first find if
there is any difference between the work values and experience on the basis of each variable then
compare it to stress level ,to know that if the respondents get stressed out due to the differences .
3.2 Analysis

Part I - Theoretical Analysis

Table 4.1
S. No Statements Mean/ % of
average respondent

1 I like operating independently with minimal supervision.

4.03636364 80.72%
2 I depend primarily on myself for getting the job done 4.1272727
3 82.54%
3 I like contributing new ideas on the task give. 4
80%
4 I like working on traditional basis. 1.563636
31.2 %
5 I like handling assignments that are challenging.
4.181818 83.63%
6 I avoid work that is easy.
4.163636 83.26%
7 Money is important to me.
4.345455 86.80%
8 Ethics/Service to society is a priority for me.
3.327273 66.40%
9 I always lead the group.
2.518519 50.20%
10 I like being directed and controlled by others
2.436364 48.60%
11 I want to have opportunity to advance to a high level
position.
4 80%
12 I prefer Achieving a high level of competence in my work
3.927273 78.40%
13 I just See the end results of my work.
2.690909 53.60%
14 I like working with people who share my interest and I am
comfortable with.
3.854545 77%
15 I like meeting and interacting with new people.
2.509091 50%
16 I like the work that exposes me to wide variety of new
situation, ideas and people.
4.109091 82%

section 2

S.No Statement Mean/ % of

average respondent

17 I make final decision on your own.

2.763636 55.2 %
18 I have to always consult my senior before taking any kind
decision.

3.927273 78.54%
19 I utilize new approaches /techniques to problem?
1.436364
28.6%
20 I use basic and routine procedure to any task.
3.927273 78.54%
21 I am exposed to new challenge in my job
4.036364 80.72%
22 My job is same every day.
4.185185 83.70%
 23 My job gives me more social satisfaction rather than
monetary satisfaction.

3.781818 75.60%
24 I have to direct control large projects and number of people
alone.

3.745455 74.80%
25 My job pressure does not allow me to reach high
competencies in work

4.2 84%
26 My job gives me the opportunity to gain new knowledge and
skills.

4.072727 81.40%
27 My have to perform similar job every day.
3.927273 78.54%
28 I interact with wide variety of people on regular basis
3.781818 75.6 0 %
29 I have wide variety of responsibilities and exposed to
variety of environment.

2.454545 49%

Section 3

S.No Statement Mean/ % of

average respondent

30 I feel exhausted by daily demands at work, home.

2.381818 47.63%
31 I feel stressed when things are beyond me.
2.309091 46.18%
32 I am not happy when I am not allowed to work my self.
4.654545 93.09%
33 I find it difficult to express my unhappiness/ anger
3.163636 63.27%
34 I have financial obligation I can’t seem to meet.
4.4 88%
35 I do not know what I want out of life.
2.236364 44.72%
36 The pressure of my job tends to have a spill-over on my personal
life.

2.145455 42.90%
37 I am stressed when I have to do the job which is challenging.
2.963636 59.27%
38 I have to exert myself to keep others around me happy.
2.127273 42.54%
39 I become enraged and resentful when I am hurt.
2.272727 45.45%
40 No matter how much success I have, I feel empty.
2.309091 46.18%
41 People don’t seem to come to my expectation.
2 40.00%
42 I am trapped by circumstances that I just have to live with.
3.145455 62.90%
43 I don’t feel comfortable asking for help.
1.690909 33.81%
44 No matter how hard I work to stay on top of my schedule, I cant
meet the deadlines.
1.418182 28.36%
45 I am disappointed that I have not achieved.
1.690909 33.81%
46 I get stressed out doing same job.
4.163636 83.27%
47 I don’t enjoy my work, but I can’t take the risk of making a
career change.
3.218182 64.36%
48 I am dissatisfied with my personal relationships.
1.418182 28.36%
49 I find it difficult to balance between work and family demands.
2.127273 42.54%

ANALYSIS

Independence : The response to the questionnaire shows that on an average 80% people want to
operate independently but their work experience slightly conflicts its work value because only 55 %
people are able to operate without strict supervision and also 46 % people say that they have stress
when things are not in their hands or beyond them and 93 % people say that they are not happy when
they are not allowed to work themselves .

Creativity : The response shows that 80% people want to contribute new ideas on the task given
to them as compared to the traditional method they have been following and on contrary few job do
not allow alterations, they have basic instructions to follow and perform. It result also shows that
these respondent get stressed out when they are not allowed to do their job accordingly because 83
% respondent have similar task to perform every day .

Challenge: In today’s world people like to do the work which is more challenging and even their
job gives them the opportunity to do something different and challenging . But on contrary to their
work values and work experience People get stressed out when the work is too challenging
sometimes employees have too high targets to reach.

Money or service to society is important :The result shows that on an average almost 86.8 %
are more concern with their monetary satisfaction and for 66.4 % people are concern with service to
society or ethics. And the response also shows that 88 % of people are not able to meet their
financial requirements. Here there is a conflict between there work value ie. Money is imp and their
fulfillment through their job. It causes stress to many people.

Power: According to the survey conducted maximum number of people want to lead the group
which comprises of their work values and the actually at their jobs they are not given this
opportunity causing them stress. This factor also leads to conflict and hence stress..

Achievement: According to response 78.4 % person wants to achieve competencies in their job and
want to grow their knowledge and skill. And it also indicates that the job pressure is so high that they
become more concern with their end result rather quality of work. Although they get the opportunity
to develop their skills and knowledge .Thus there is a conflict on a part that they are not able to show
their full potential.

Interpersonal skills: It shows that 50 % people like interaction with others and other 50 % are not
so interactive and on the other hand 75% of the same respondent say that they have to interact with
people on a very regular basis .Therefore, there are 25% people who have conflict on this basis when
they say that they have to exert to keep people around them happy.

Variety: The responses shows that 82 % people want variety of job but only 45% people say that
they are exposed to variety of job and experience and the same respondent also say that get stressed
out with the same monotonous job. Here there is conflict in there work values or what they want
from job with that of what they experience at job creating them low level stress.

Interpretation:
Therefore it can be interpret from the result of the survey that out of 8 variables taken
under study 3 are considered important stressors and results in stress .Rest do not cause stress to the
respondent to the survey or they are used to the conflict between their work values and work stress
secondly if there is a conflict people are able to adjust with it.

Part II- Graphical Representation

Analysis on the basis of median

a) The median of the responses of the section 1 of the questionnaire is 57.

Respondent with the score <57 = 28
Respondent with the score >57 and 57 = 27
 28.2
28
27.8
27.6 Less than 57
27.4
More than 57
27.2
27
26.8
26.6
26.4
respondent
No. of

Graph 3.1

b) The median of the responses of the section 2 of the questionnaire is 46.

Respondent with the score <46 = 25

Respondent with the score >46 and 46 = 30
 31
30
29
28 Less than 46
27
26 More than 46
25
24
23
22

t
en
nd
po
es
fr
o
o.
N

Graph 3.2

Interpretation:
In the graph 3.2,we can interpret that more of the persons experience is not aligned with their
experience because more of the respondent have strongly aggred with the statement in the
questionnaire

c) The median of the responses of the section 3 of the questionnaire is 52.

Respondent with the score < 52= 25
Respondent with the score > 52and 52 =30
 31
30
29
28 Less than 52
27
26 More than 52
25
24
23
22

t
en
nd
po
es
ofr
o.
N

Graph 3.3

Interpretation:

From the graph 3.3, we can interpret that more of the respondent here strongly agree to the
statements of stress meaning they are stressed out.

Part III- Co-relation

Inter correlation of the variable

 1. INDEPENDENT Correlations

Workexperie Workexandwor
Workvalue(inde nce(indepen kvalue( indepe Stress due to
pendence) dence) ndent) independence
Workvalue(independe Pearson Correlation
1 -.353(**) .563(**) .044
nt)
Sig. (2-tailed) . .008 .000 .752
N 55 55 55 55
Workexperience(indep Pearson Correlation
-.353(**) 1 .378(**) -.172
endent)
Sig. (2-tailed) .008 . .004 .208
N 55 55 55 55
Workexandworkvalue( Pearson Correlation
.563(**) .378(**) 1 .378
independent)
Sig. (2-tailed) .000 .004 . .952
N 55 55 55 55
Stress due to Pearson Correlation
.044 -.172 -.378 1
independence
Sig. (2-tailed) .752 .208 .952 .
N 55 55 55 55
** Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

It predicts two things that :

1. The work value and work experience have a negative co-relation -.353
showing that there is a difference / clash in work value and work
experience of the respondent in the independence factor .
2. It also shows that there is a positive co-relation between work values,
work experience and stress (.378)

Result: On an average there is a clash between work value and work experience or have low
correlation which causes stress. The correlation between work values, work experience and
stress is also low showing that low stress .

2. CREATIVITY
Correlations
 Workexand
Workexperience( Workvalue(cre Stress de to
workvalue(creativity) creativity) ativity) creativity factor
Workvalue(creativity) Pearson Correlation 1 -.040 .623(**) -.010
Sig. (2-tailed) . .769 .000 .942
N 55 55 55 55
Workexperience(Creat Pearson Correlation
-.040 1 .757(**) .084
ivity)
Sig. (2-tailed) .769 . .000 .543
N 55 55 55 55
Workexandworkvalue( Pearson Correlation
.623(**) .757(**) 1 .059
creativity
Sig. (2-tailed) .000 .000 . .668
N 55 55 55 55
Stress due to Pearson Correlation
-.010 .084 .059 1
creativity factor
Sig. (2-tailed) .942 .543 .668 .
N 55 55 55 55
** Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

It predicts two things that :

1. There is a negative co-relation (-.040) between creative work value and work
experience showing conflict.
2. Secondly, the co-relation between work value, work experience and stress is .059
showing they have low stress due to adverse experience on this factor.

Result : People generally have a difference in work value an work experience on the factor
creativity and also have stress but the level of stress is very low or negligible.

3. CHALLENGE
Correlations
 Workvalue(Ch Workexperien Workexandwork Stress due to
allenge) ce(challenge) value challenge
Workvalue(challenge) Pearson Correlation 1 .126 .731(**) .257
Sig. (2-tailed) . .358 .000 .059
N 55 55 55 55
Workexperience(challenge) Pearson Correlation .126 1 .770(**) -.005
Sig. (2-tailed) .358 . .000 .970
N 55 55 55 55
Workexandworkvalue(chall Pearson Correlation
.731(**) .770(**) 1 .162
enge)
Sig. (2-tailed) .000 .000 . .238
N 55 55 55 55
Stress due to challenge Pearson Correlation .257 -.005 .162 1
Sig. (2-tailed) .059 .970 .238 .
N 55 55 55 55
** Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

It predicts two things that:

1. There is a low co-relation (.126) between creative work value and work
experience that means there is a conflict.
2. Secondly, the co-relation between work value, work experience and stress is .
162, this here means that this causes stress but at a very low rate.

Result: These figures show that there is a conflict which causes stress but it very low or
negligible people can cope up with or can adjust with this kind of conflict and stress.
 4. Money or service to society

Correlations

Workexper Workexandw Stress due

workvalue( ience(Mon orkvalue(Mo to money
Money) ey) ney) factor
Workvalue(Money) Pearson Correlation 1 .166(*) .906(**) .046
Sig. (2-tailed) . .049 .000 .738
N 55 55 55 55
Workexperience(Mone Pearson Correlation .166(*) 1 .649(**) -.063
y) Sig. (2-tailed) .049 . .000 .647
N 55 55 55 55
Workexandworkvalue( Pearson Correlation .906(**) .649(**) 1 .899
Money) Sig. (2-tailed) .000 .000 . .950
N 55 55 55 55
Stress due to money Pearson Correlation .046 -.063 .899 1
factor Sig. (2-tailed) .738 .647 .950 .
N 55 55 55 55
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

It predicts two things that:

1. There is a low co-relation (.166) between creative work value and work
experience that means there is a conflict.
2. Secondly, the co-relation between work value, work experience and stress is .
899,which is very high showing to support high stress level.

Result: These figures show that there is a conflict which causes stress at high level on
money matter and people are not ready compromise with it causing them high stress. This
is considered as the most important stressor among the respondent .
 5. POWER

Correlations

workexperi workvaluesa stress due

workvalues( ence(powe ndworkexper to power
power) r) ience(power) factor
Workvalues(power) Pearson
1 -.333(*) .901(**) -.095
Correlation
Sig. (2-tailed) . .013 .000 .492
N 55 55 55 55
Workexperience(po Pearson
-.333(*) 1 .109 .304(*)
wer) Correlation
Sig. (2-tailed) .013 . .426 .024
N 55 55 55 55
Workvaluesandwor Pearson
.901(**) .109 1 .440
kexperience(power) Correlation
Sig. (2-tailed) .000 .426 . .770
N
55 55 55 55

Stress due to Pearson

-.095 .304(*) .440 1
power factor Correlation
Sig. (2-tailed) .492 .024 .770 .
N 55 55 55 55
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

*Interpretation:

It predicts two things that:

1. There is a moderate co-relation (-.333) between creative work value and work
experience that means there is a conflict.
2. Secondly, the co-relation between work value, work experience and stress is .
440,which is moderate showing to support a moderate stress level.

Result: These figures show that there is a conflict which causes stress at moderate level on
power matter and people do not easily want to compromise on it causing stress . This also is
considered as a important stressor among the respondent .
 6. ACHIVEMENTS
Correlations

Workvaluesa Stress due

workvalues( workexperi ndworkexper to
achievement ence(achie ience(achiev achievemet
) vement) ement) factor
Workvalues(achiev Pearson
1 .289 .839(**) .055
ement) Correlation
Sig. (2-tailed) . .517 .000 .689
N 55 55 55 55
Workexperience(ac Pearson
.289 1 .617(**) .097
hievement) Correlation
Sig. (2-tailed) .517 . .000 .479
N 55 55 55 55
workvaluesandwork Pearson
.839(**) .617(**) 1 .497
experience(achieve Correlation
ment) Sig. (2-tailed) .000 .000 . .482
N
55 55 55 55

Stress due to stress Pearson

.055 .097 .497 1
factor Correlation
Sig. (2-tailed) .689 .479 .482 .
N 55 55 55 55
** Correlation is significant at the 0.01 leve (2-tailed).

*Interpretation:

It predicts two things that:

1. There is a moderate co-relation (.289) between creative work value and work
experience that means there is a conflict.
2. Secondly, the co-relation between work value, work experience and stress is .
497,which is high showing to support high stress level.

Result: These figures show that there is a conflict which causes stress at moderate level on
achievement matter and people do not easily want to compromise on it causing stress. This
also is considered as a important stressor among the respondent .
 7. INTERPERSONAL SKILLS
Correlations

Workexper Workexandw Stress due

workvalue( ience(inter orkvalue(inte to
interperson personal rpersonal interperson
al skills) skills) skills) al factor
Workvalue(interperson Pearson Correlation 1 -.328(*) .804(**) -.172
al skills) Sig. (2-tailed) . .014 .000 .211
N 55 55 55 55
Workexperience(interp Pearson Correlation -.328(*) 1 .298(*) .142
ersonal skills) Sig. (2-tailed) .014 . .027 .300
N 55 55 55 55
Workexandworkvalue( Pearson Correlation .804(**) .298(*) 1 -.084
interpersonal skills) Sig. (2-tailed) .000 .027 . .544
N 55 55 55 55
Stress due to Pearson Correlation -.172 .142 -.084 1
interpersonal factor Sig. (2-tailed) .211 .300 .544 .
N 55 55 55 55
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

It predicts two things that:

1. There is a negative co-relation (-.328) between creative work value and work
experience that means there is a conflict.
2. Secondly, the co-relation between work value, work experience and stress is
very low (-.084), this here means that this causes stress but people do not care much about
such stress and adjust with it considering career to be more important .

Result: These figures show that there is a conflict which causes stress but the stress caused
is very low or negligible people can cope up with or can adjust with this kind of conflict and
stress.
8. VARIETY
Correlations

Workexper Workexandw Stress due

workvalue( ience(varie orkvalue(vari to variety
variety) ty) ety) factor
Workvalue(variety) Pearson Correlation 1 -.123 .536(**) .046
Sig. (2-tailed) . .372 .000 .737
N 55 55 55 55
Workexperience(variet Pearson Correlation -.123 1 .772(**) -.099
y) Sig. (2-tailed) .372 . .000 .471
N 55 55 55 55
Workexandworkvalue( Pearson Correlation .536(**) .772(**) 1 -.055
variety) Sig. (2-tailed) .000 .000 . .691
N 55 55 55 55
Stress due to variety Pearson Correlation .046 -.099 -.055 1
factor Sig. (2-tailed) .737 .471 .691 .
N 55 55 55 55
** Correlation is significant at the 0.01 level (2-tailed).

It predicts two things that:

1. There is a negative co-relation (-.123) between creative work value and work
experience that means there is a conflict.
2. Secondly, the co-relation between work value, work experience and stress is
also negative (-.055), this here means that this causes stress but people do not care much
about such stress and adjust with it thinking their career to be more important .

Result: These figures show that there is a conflict which causes stress but the stress caused
is very low or negligible people can cope up with or can adjust with this kind of conflict and
stress.
CO-RELATION AS A WHOLE

Co-relations

Workexper Workexandw
workvalue ience orkvalue Stress
Workvalue Pearson Correlation 1 .197 .880(**) -.196
Sig. (2-tailed) . .150 .000 .152
N 55 55 55 55
Workexperience Pearson Correlation .197 1 .639(**) -.104
Sig. (2-tailed) .150 . .000 .449
N 55 55 55 55
Workexandworkvalue Pearson Correlation .880(**) .639(**) 1 .304
Sig. (2-tailed) .000 .000 . .135
N 55 55 55 55
Stress Pearson Correlation -.196 -.104 .304 1
Sig. (2-tailed) .152 .449 .135 .
N 55 55 55 55
** Correlation is significant at the 0.01 level (2-tailed).

It predicts two things that:

1. There is a low co-relation (.197) between creative work value and work
experience that means there is a conflict.
2. Secondly, the co-relation between work value, work experience and stress is
very low (.304), this here means that there is a moderate stress

Result: These figures show that there is a conflict which causes moderate stress ,people are
ready to compromise on some factor and not with those factors which they have as their
priorities.
Conclusion of the Interpretation:

On the basis of the above interpretation we can conclude that there are certain factors which causes
stress to people. These factors depend on the each person individually in accordance to his/ her
interest and concern. People do not adjust in adverse conditions which they consider as their priority.

Out of the 8 variable studied ie independence, creativity, challenge, money or society, power,
achievement, interpersonal skills and variety, only three ie. Money, power and challenge are
considered great stress buster. People can adjust if the other factors go against but not with these
three factors.
 FINDINGS

1. There is a difference between a persons work values and work experience which can cause them
stress since their interest is not fulfilled.

2. There are number of factors that cause stress to different people but they generally get stressed
with what they are most concern and rest factor they try to adjust or they compromise o those
factors.

3. Stress has a different effect on different individuals as no individuals are identical.

4. On an observation we can see that People have started adjusting with their work experience
because of their personal reasons or May be some financial problem or because they do not have a
better option.

5. People are more concern with their growth and achievement.80% people also want
independence in their work or job and do not want a strict supervision over them.
6. People also want to show their creativity and do the task accordingly but since they are not given
this opportunity they are not able to show their full potential which causes them stress.

7. Generally it has been noticed that individuals work values and work experience are different ie
What they want from job is different from what is their experience on the job but still they do not
get stress out with it due to several reasons

8. Out of the Eight variable studied it can be concluded that three factors money, power and
achievement is of more concern to people and people get stressed out if their requirement is not
fulfilled .

9.The experience of stress is partly dependent on the individual’s ability to cope with demand placed
on him by the work, and on the way in which he/she subsequently copes with those demands, and
relate to issues of control and support.
 CONCLUDING REMARKS

Work stress is a real challenge for employees and the organization. As organization and their
working environment transform, so do the kinds of stress problems that employees may face. It is
important that your workplace is being continuously monitored for stress problem.

Further, it is not only important to identify stress problem and to deal with them but to promote
healthy work and reduce harmful aspects of work. Work in itself can be a self-promoting activity as
long as it takes place in a safe, development- and health-promoting environment.

There is a difference between a persons work values and work experience which can cause them
stress since their interest is nor fulfilled. There are number of factors that cause stress to different
people but they generally get stressed with what they are most concern and rest factor they try to
adjust or they compromise o those factors.

There can be various definition of stress but my definition of stress would be:

“……………………stress is experienced when there is dissonance between the

expectations of significant others and aspirations of and expectations from one’s own self and
the reality…………………. “

Stress has a different effect on different individuals as no individuals are identical. Conditioning
makes us take stress as a part of our life and we develop to cope with the stresses of life.

The experience of stress is partly dependent on the individual’s ability to cope with demand placed
on him by the work, and on the way in which he/she subsequently copes with those demands, and
relate to issues of control and support.
Of all the factors studied money ,achievement and power was of more concern with which people do
not like to compromise so easily .Among these three money was the main concern for them .Money
motivates them to work hard but causes high level of stress also.

Thus we accept the hypothesis (Ho) and can say that there is a stress when there is a conflict
between work value and work experience.
SUGGESTION

1. Employees should be screened thoroughly before appointing if they can adjust with
the organization culture. Each employee’s skill, knowledge and abilities should be
matched as much as possible to the needs of each job.

Candidate for each job should be assessed against that job’s requirement. Effective
supervision and guidance is important and can help protect staff from stress.

2. There should be clear organizational structure and practices. Employees should be

provided with clear information about the structure, purpose practices of the
organization.

3. It is important that an employee’s manager and other key staff are aware of the
relevant details of the job and make sure that demands are appropriate.

4. Managers should talk to their staff, listen to them and make it clear that they have
been heard.

5. Communication of work expectations should be comprehensible, consistent with the

job description.

6. A reasonable level of socializing and teamwork is often productive as it can help

increase commitment to work and to the work group.
 Limitations of the study

• Sometimes in adverse conditions and unwanted workplace climate also employees try and
adjust to the situation although it may cause them stress and name it at as ‘competition
which is obvious to accrue in today’s world’.

• Workplace stress may differ from sector to sector and from organization to organization.

• Moreover the level of stress differs from individuals to individuals,

• Some people consider stress as challenges and perform better.

• Some people do not want to work at all give it a name of stressful work or environment.

• Sample size was not too large.

• People try to manipulate answers in positive way.

• Time constraint acted as an obstacle in giving sufficient information and primary data
information.

• Effort constrain.

• An intended error on part of respondent may have crept in.

• Error of leniency crept in because of tendency of some lenient respondents to answer most of
the questions without putting much effort in thinking.
• At the time of survey few middle level executives were not accessible.

• Some of the Respondents didn’t like to share their views and some were bias towards the
company’s reputation.

• Company policies did not allow the respondents to share information relating to their
performance management system.
References and further reading
____________________________________________________________

Books
• Feldman, S Robert (6th Edition)- Understanding Psychology. Tata Mc Graw Hill
• Robbins, P. Stephen (10th Edition)- Organization Behavior
• Parekh Uday (7th Edition)- Stress Management
• Flach, F. (Ed.). (2003)- Stress and Its Management. New York: Norton & Co.
• Gary Dessler- (9th Edition)- Human Resource Management
• Robbins, Coulter (7th Edition)- Management
• Baron, Byrne (10th Edition)- Social Psychology
• Stress and fatigue, Their impact on Health and Safety in the workplace. Wellington, New
Zealand: Occupational safety and Health Service, department of labour, 1998.
• Cooper, C. ‘Stress at work: how your jobs rates’.
• Cox, T. ‘Stress research and stress management.
• T. Theorell, health work: Stress Productivity and the reconstruction of working life, 1990
• Stephens Robbin, Organizational behavior
• Uday Pareek, Organizational development
• Flach, F. (Ed.). (1989). Stress and Its Management. New York: Norton & Co.
• McGee-Cooper, Ann. (1990). You Don't Have to Go Home From Work Exhausted!: The
energy engineering approach. Dallas, Texas: Bowen & Rogers.
• Ponder, T. (1983). How to Avoid Burnout. Mountain View, CA: Pacific Press Publishing
Association.
Websites

• http://www.training-
classes.com/course_hierarchy/courses/3353_stress_management_fundamentals_for_manager
s.php
• http://www.stress.org/job.htm
• www.isu.edu/~bhstamm/tests/sase.pdf
• ergo.human.cornell.edu/ErgoPROJECTS/woodchuck/qsample.htm
• http://www.workhealth.org/
• http://www.cdc.gov/niosh/stresswk.html
• http://www.workhealth.org/strain/hpjs.html
• http://stress.about.com/od/stresshealth/a/jobstress.htm
• http://careerplanning.about.com/od/workrelated/a/stress.htm
• http://www.lifepositive.com/Mind/psychology/stress/stress-at-work.asp
• http://www.quintcareers.com/managing_job_stress.html
• http://www.mindtools.com/stress/pj/Survive.htm
• http://www.canville.net/malone/jobstress.html
 SECTION : I

The questionnaire above is developed to know one’s Personal and Work values and to see if they are
in match with their Job or Profession .Questionnaire contains two sections:

Section (I) to access your Work and Personal values and

S. no Questions Al Ofte Somet Seldom Never

wa n imes
ys
1 I like operating independently with minimal
supervision.
2 I depend primarily on myself for getting the job
done
3 I like contributing new ideas on the task give.
4 I like working on traditional basis.
5 I like handling assignments that are challenging.
6 I avoid work that is easy.
7 Money is important to me.
8 Ethics/Service to society is a priority for me.
9 I always lead the group.
10 I like being directed and controlled by others
11 I want to have opportunity to advance to a high
level position.
12 I prefer Achieving a high level of competence in
my work
13 I just See the end results of my work.
14 I like working with people who share my interest
and I am comfortable with.
15 I like meeting and interacting with new people.
16 I like the work that exposes me to wide variety of
new situation, ideas and people.

Section : II
Section (II) to check if (a) Those priorities reflected in your current work values (b) What
conflicts or discrepancies do you see between your values and your work?

S. no Questions Always Often Sometimes Seldom Never

17 I make final decision on your
own.
 18 I have to always consult my
senior before taking any kind
decision.

19 I utilize new approaches

/techniques to problem?
20 I use basic and routine
procedure to any task.
21 I am exposed to new challenge
in my job
22 My job is same every day.
23 My job gives me more social
satisfaction rather than
monetary satisfaction.

24 I have to direct control large

projects and number of people
alone.

25 My job pressure does not allow

me to reach high competencies
in work

26 My job gives me the

opportunity to gain new
knowledge and skills.

27 My have to perform similar job

every day.
28 I interact with wide variety of
people on regular basis
29 I have wide variety of
responsibilities and
exposed to variety of
environment.

SECTION : III
Section III to measures the stress of the employees

S.no Statements Always Often Sometimes Seldom Never

30 I feel exhausted by daily demands at work,
home.
31 I feel stressed when things are beyond me.
32 I am not happy when I am not allowed to
work my self.
33 I find it difficult to express my unhappiness/
anger
34 I have financial obligation I can’t seem to
meet.
35 I do not know what I want out of life.
36 The pressure of my job tends to have a spill-
over on my personal life.
37 I am stressed when I have to do the job which
is challenging.
38 I have to exert myself to keep others around
me happy.
39 I become enraged and resentful when I am
hurt.
40 No matter how much success I have, I feel
empty.
41 People don’t seem to come to my
expectation.
42 I am trapped by circumstances that I just
have to live with.
43 I don’t feel comfortable asking for help.
44 No matter how hard I work to stay on top of
my schedule, I cant meet the deadlines.
45 I am disappointed that I have not achieved.
46 I get stressed out doing same job.
47 I don’t enjoy my work, but I can’t take the
risk of making a career change.
48 I am dissatisfied with my personal
relationships.
49 I find it difficult to balance between work and
family demands.