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I N T R O D U C T I O N

Stress has been called the invisible. It is a disease that may affectyou, your organization, and any of the people in it, so you cannot afford toignore it.

EVOLUATION OF STRESS:
The Garden of Eden began as a tranquil stress environment. However when Adam was given the tantalizing chance to eat the forbidden fruit, he was trust into mankinds first stressful situation. Adam was offered a choicea n d , a s w e k n o w , d e c i s i o n - m a k i n g i s t h e b r e e d i n g g r o u n d f o r c o n f l i c t , frustration and distress.

DEFINITION:

Stress in individual is defined as any interference that disturbs a persons healthy mental and physical well being. It occurs whent h e b o d y i s r e q u i r e d t o p e r f o r m b e y o n d i t s normal range of capabilities.Stress is the way that you react physically,m e n t a l l y a n d e m o t i o n a l l y t o v a r i o u s conditions, changes and demands in your life.H i g h l e ve l s o f s t r e s s c a n a f f e c t yo u r p h ys i c a l and mental well being and performance.The results of stress are harmful toi n d i v i d u a l s , f a m i l i e s , s o c i e t y a n d o r g a n i z a t i o n s , wh i c h c a n s u f f e r f r o m o r g a n i z a t i o n s t r e s s . I va n c e vi c h a n d Matteson define stress as individual with theenvironment.B e h r a n d Ne wm a n d e f i n e j o b s t r e s s a s a condition arising from the interaction of peoplea n d t h e i r j o b s a n d c h a r a c t e r i z e d b y c h a n g e s within people that force them to deviate fromtheir normal functioning.S t r e s s i s a d y n a m i c c o n d i t i o n , w h i c h a n i n d i vi d u a l i s c o n f r o n t e d wi t h a n o p p o r t u n i t y, constraint or demand related to what he or shedesires and for which the outcome is perceived to be both uncertain and important. Stress isassociated with constraints and demands. Theformer prevent you from doing what youdesire, the latter refers to the loss of something desired.S t r e s s i s h i g h e s t f o r t h o s e i n d i v i d u a l s w h o perceive that they are uncertain as to whether t h e y w i l l w i n o r l o s e a n d l o w e s t f o r t h o s e individu als who think that winning or losing iscertainty.Canadian physician Hans Selye (19071982) in his book the stress of life 1956p o p u l a r i z e d t h e i d e a o f s t r e s s . A c c o r d i n g t o Selye, the General Adaptation Syndromeconsists of three phases.Ce level begins to decline irreversibly. Theorganism collapses
.

Alarm Reaction: The first is the alarm phases. Here the individualmobilizes to meet the threat. The alarm reaction has two phases. The first phases includes in initial stock shock phase in which defensivemechanism become active. Alarm reaction is characterized byautonomous excitability; adrenaline discharges; increase heart rate,ulceration. Depending on the nature & intensity of the threat and thecondition of the organization the period of resistance varies and theseverity of symptoms may differ from mild invigoration to diseaseof adaptation.

Resistance: T h e s e c o n d i s t h e p h a s e o f r e s i s t a n c e . T h e i n d i v i d u a l attempts to resist or cope with the threat. Maximum adaptation occursduring this stage. The bodily signs characteristic of the alarm reactiond i s a p p e a r . I t t h e s t r e s s p e r s i s t , o r t h e d e f e n s i v e r e a c t i o n p r o v e s ineffecti ve, it may overwhelm the body resources. Depleted of energy,the body enters the phase of third.

Exhaustion: A d a p t a t i o n e n e r g y i s e x h a u s t e d . S i n g s o f t h e a l a r m reaction reappear, and the resistance level begins to defineirreversibly. The organism collapses.Pestonjee has attempted / identified three important sectors of life inwhich Stress originates. These are Job and the organization The social sector Intrapsychic sector Job and organization, refers to the totality of the work environment( t a s k , a t m o s p h e r e , c o l l e a g u e s , c o m p e n s a t i o n , p o l i c i e s , e t c . ) . T h e s o c i a l se ctor refers to the other such factors. The Intrapsychic sector encompassesthose things, which are intimate, and persona, like temperament, values, abilities and health. It is contended that stress can originate in any of these sectors or in combinations thereof.I n t h e f i g u r e b e l o w i t c a n b e s e e n t h a t t h e m a g n i t u d e o f s t r e s s e manating from the stress to learner limit of the individual to handle these stress. This indicates a balanced state.

O R G A N I Z A T I O N - I N D I V I D U A L N O R M A L INTERACTION PATTERNS.T.L STRESS TOLERANCE LEVEL


In the figure we find that job and organization loads have increased and have made a dent in the personality. In this stage, we find minor surfacechanges taking place, which are quite manageable.

MINIOR SURFACE CHANGES


Adaptation attempt a) Extra effortb ) E x c e s s i v e c o n c e r n o f t a s k c ) W o r r i e s d ) A n x i e t y In the stage three and the figure belo w , w e f i n d t h a t j o b a n d organizational loads have become unmanageable and interact withintrapsychic loads. This is the stage at which he negativeconsequences of the stress become apparent. Most of the stress relateddiseases emerge at this point. When the situation persists we move i n t o t h e n e x t s t a g e i n w h i c h w e s t a r t o p e r a t i n g b e y o n d t h e s t r e s s tolerance limit.

MAJOR SURFACE DISFIGURATION


Frantic copying1. Extra ordinary effort2. Worry and anxiety about the self 3. Onset of physiological symptoms4. Aggressive tendenciesSeveral types of breakdowns and cracks are observable in this stagei.e., fourth stage. If unchecked the situation may culminate into the last andmost intense phase wherein complete disintegration of personality takesp l a c e . A t t h i s s t a g e , t h e i n d i v i d u a l r e q u i r e s p r o p e r p s y c h o l o g i c a l a n d medical care. The figure below depicts the fourth and fifth stage. STRESSORS OR LOADS

BREAKDOWNS AND CRACKS: FAILURE IN COPING


A. Work related symptomsLack of concentrationAffected clarity of thinking & decision makingFrequent absenteeismAffected team work Aggressive behavior B. Physiological symptomsHeadache / MigraineInsomniaLack of appetiteDigestive disordersSexual disordersTemperamental changes.Pestonjee has also developed a model to explain how we cope with s t r e s s r e a c t i o n s . I t i s c a l l e d t h e

B O U N C E m o d e l b e c a u s e t h e b e h a v i o r a l decomposition taking place due to stress tense to get reflected ini n t e r p e r s o n a l r e a c t i o n s . T h e r e a c t i o n s a r e r e c e i v e d & a n a l y z e d b y t h e environ ment, which in turn, bounce back signals to the individuals to bringabout a change either at the orgasmic level or at the response level.

THE BOUNCE MODELSTRESSORS BORNOUT STRESS SYNDROME (BOSS):Boss can lead to at least four types of stress related consequences sucha s , d e p l e t i o n o f e n e r g y r e v e r s e s , l o w e r e d r e s i s t a n c e t o i l l n e s s , i n c r e a s e d dissatisfaction and pessimism and increased absenteeism and inefficiency atwork.Veningle and spradley have identified five distinct stages of BOSS.

HONEYMOON STAGE:This stage can be describe as accounting for the euphoric feeling of encounter with the new job such as excitement, enthusiasm, challenge andpride. Dysfunctional features emerge in two ways first; the energy reversesa r e g r a d u a l l y d e p l e t e d i n c o p i n g w i t h t h e d e m a n d s o f a c h a l l e n g i n g environment. Second, habits and strategies for coping with stress are formedin this stage which is often not useful in coping with later challenges.

FUEL SHORTAGE STAGE:This stage can be identified as composed of the value feelings of loss,fatigue and confusion arising from the individuals overdraws on reverses of adaptation energy. Other symptoms are dissatisfaction, inefficiency, andfatigue and sleep disturbances leading to escape activate such as increased eating, drinking & smoking.

CRISIS STAGE:When these feelings and physiological symptoms persist over periodof time, the individual enters the stage of crisis. At this stage he develops escape mentality and feels oppressed. Heightened pessimism, self-doubling tendencies, peptic ulcers, tension headaches, chronic backaches, blood pressure.

HITTING THE WALL STAGE:T h i s s t a g e o f B O S S i s c h a r a c t e r i z e d b y t o t a l e x h a u s t i o n o f o n e s adaptation energy, which may mark the end of ones professional career.While recovery from this stage elude may be resourceful to tide over thecrises.

TYPES OF STRESS:

I t t h e s t r e s s f o r t h e d a y t o d a y a d a p t a b i l i t y o f m a n t o h i s environment and results in the maintenance of internal steadystate (homeostasis) it is know as neustress. For example, oneproduces neustress in order to breath, work.

Stress is through of in negative terms. It is thought to be causedby something bad (for example the boss gives a formalr e p r i m a n d f o r p o o r p e r f o r m a n c e ) . I t t h e s t r e s s r e s p o n s e i s unfavorable and potentially disease producing, this is known asdistress. Constant worry in a susceptible individual can lead toulcers.If the stress response is favorable and results is favorable and resultsin improvement in physical and / or mental functioning, it is called estruses.This is the positive, pleasant side of stress caused by stress caused by goodthings. For examples an employee is offered a job promotion at another I.

D E F I N I N G

S T R E S S

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W O R K

Change in working practices, such as the introduction of newtechnology or the alternation of new technology or the alternative of targets,m y c a u s e s t r e s s , o r s t r e s s m a y b e b u i l t i n t o a n o r g a n i z a t i o n s s t r u c t u r e . Organizational stress can be measured by absenteeism and quality or work.

ORGANIZATIONAL STRESS:Stress affects as well as the individual within them. An organization with a high level of absenteeism, rapid staff turnover, deteriorating industrialand customer relations, a worsening safety record, or poor quality control issuffering from organizational stress. F O L L O W I N G T H E P A T O F S T R E S S T H R O U G H I N ORGANIZATION:The below chart shows one example of the structure of a department in an organization, indicating typical causes of stress that may effect stress atcertain levels in the structure, and particular.

Causes that are affecting individuals. Stress is contagious; anyone who is notperforming well due to increases the amount of pressure on their colleagues,superiors, and subordinates.The cause may range from unclear or overlapping job descriptions, tolack of communication, to poor working conditions, including sick buildingsyndrome.

POTENTIAL SOURCES OF STRESS:


There are three categories of potential stressors:

Environmental factor

Organization factor

Individual factors

Environmental factors:
Just as environmental uncertainty influences the design of anorganization. Changes in business cycle create economic uncertainties.

Political uncertainties:
10

I f t h e p o l i t i c a l s y s t e m i n a c o u n t r y i s i m p l e m e n t e d i n a n o r d e r l y manner, there would not be any type of stress.

Technological uncertainties:
N e w i n n o v a t i o n s c a n m a k e a n e m p l o y e e s s k i l l s a n d e x p e r i e n c e s obsolete in a very short period of time. Technological uncertainty thereforei s a t h i r d t y p e o f e n v i r o n m e n t a l f a c t o r t h a t c a n c a u s e s t r e s s . C o m p u t e r s , robotics, automation and other forms of technological innovations are threatto many people and cause them stress.

Organization factors:

There are no storages of factors within the organization that can causestress; pressures to avoid error or complete tasks in a limited time period, work overload are few examples.Task demands are factors related to a persons job. They include thedesign of the individuals job working conditions, and the physical work layout.Role demands relate to pressures placed on a person as a function of t h e p a r t i c u l a r r o l e h e o r s h e p l a y s i n t h e o r g a n i z a t i o n . R o l e o v e r h e a d i s experienced when the employees is expected to do more than time permits.R o l e a m b i g u i t y i s c r e a t e d w h e n r o l e e x p e c t a t i o n s a r e n o t c l e a r l y understood and employee is not sure what he / she is to do.Interpersonal demands are pressures created by other employees. Lack of social support from colleagues and poor.Interpersonal relationships can cause considerable stress, especiallyamong employed with a high social need.O r g a n i z a t i o n a l s t r u c t u r e d e f i n e s t h e l e v e l o f d i f f e r e n t i a t i o n i n t h e organization, the degree of rules and regulations, and where decisions aremade. Excessive rules and lack of participation in decision that affect ane m p l o y e e a r e e x a m p l e s o f s t r u c t u r a l v a r i a b l e s t h a t m i g h t b e p o t e n t i a l source s of stress. P o t e n t i a l s o u r c e s C o n s e q u e n c e s

Organizational leadership represents the managerial style of theo r g a n i z a t i o n s s e n i o r e x e c u t i v e . S o m e e x e c u t i v e o f f i c e r s c r e a t e a c u l t u r e char acterized by tension, fear, and anxiety. They establish unrealisticpressures to perform in the short-run impose excessively tight controls androutinely fire employees who dont measure up. This creates a fear in their hearts, which lead to stress.Organizations go through a cycle. They are established; they grow, become mature, and eventually decline. An organizations life stage - i.e.Where it is in four stage cycle-creates different problems and pressures for employees. The establishment and decline stage are particularly stressful.

Individual factors:
The typical individual only works about 40 hrs a week. Theexperience and problems that people encounter in those other 128 non-work hrs each week can spell over to the job.

Family problems:
N a t i o n a l s u r v e y s c o n s i s t e n t l y s h o w t h a t p e o p l e h o l d f a m i l y a n d discipline, troubles with children are examples of relationship problems that 12

create stress for employee and that arent at the front door when they arriveat work.

Economic problems:
Economic problems created by individuals overextending their financial resources are another set of personal troubles that can create stressfor employees and distract their attention from their work. 14

C A U S E S

O F

S T R E S S

Society the working world and daily life have changed almost beyondrecognition in the past 50 years. These changes have contributed to a major increase in stress.Stress is caused from both outside & inside the organization & from groups that employees are influenced by & from employees themselves.

Stressors:
The agents or demands that evoke the potential response are referredto as stressors. According to Syele a stressors is Whatever produces stresswith or without functioning hormonal or nervous systems.

Extra organizational stressors:


Extra organizational stressors have a tremendous impact on job stress.Taking an open system perspective of an organization, it is clear t hat jobstress is not just limited to things that happen inside the organization, duringworking hours. Extra organizational stressors include things such as social /technological change, the family, relocation, economic & financialconditions, race & class, residential or community conditions.

Organizational stressors:
Besides the potential stressors that occur outside the organization,there are also those associated with the organization itself. Although the organization is made up of groups & individuals, there are also more macro-level dimensions unique to the organization that contains potential stressors.

MACRO-LEVEL ORGANIZATIONAL STRESSORS:


POLICIES
Unfair, arbitrary performance reviews. Rotating works shifts. Inflexible rules. Unrealistic job descriptions.

STRUCTURES
Centralization; Lack of participation in decision making. Little opportunity for advancement. A great amount of formalization. JOB Interdependence of departments. STRESS Line-Staff conflicts.

PHYSICAL CONDITIONS
Crowding & lack of privacy.

Air pollution. Safety hazards. Inadequate lighting. Excessive, heat or cold.

PROCESS
Poor communication. Poor / inadequate feedback about performance. Inaccurate / ambiguous measurement of performance. Unfair control systems. Inadequate information. GROUP STRESSORS: The group can also be a potential source of stress. Group stressors canbe categorized into three areas.

1.Lack of groups cohesiveness:Cohesiveness or togetherness is a very important to employees,especially at the lower levels of the organizations. If the employee isd e n i e d t h e o p p o r t u n i t y f o r t h i s c o h e s i v e n e s s b e c a u s e o f t h e t a s k design, because the supervisor does things to prohibit or limit it, or because the other members of the group shut the person out, this canbe very stress producing.

2.Lack of social support:Employees are greatly affected by the support of one or more member of a cohesive group. By sharing their problems & joys with others, 16

they are much better off. It this type of social support is lacking for anindividual, it can be very stressful.

3 . I n t r a - I n d i vi d u a l , i n t e r p e r s o n a l & i n t e r - g r o u p conflict:Conflict is very closely conceptually or hostile acts betweenassociated with in compatible or hostile acts between intra-individualdimensions, such as personal goals or motivational needs / values,between individuals within a group, & between groups.

INDIVIDUAL STRESSORS:
In a sense, the other stressors (Extra organizational, organizational, &G r o u p s t r e s s o r s ) a l l e v e n t u a l l y g e t d o w n t o t h e i n d i v i d u a l l e v e l . F o r ex

ample, role conflict, ambiguity, self -efficacy & psychological hardinessmay all affect the level of stress someone experiences.

C O N S E Q U E N C E S

O F

S T R E S S

The effect of stress is closely linked to individual personality. The same level of stress affects different people in different ways & each personhas different ways of coping. Recognizing these personality types means that more focused help can be given.Stress shows itself number of ways. For instance, individual who isexperiencing high level of stress may develop high blood pressure, ulcers, irritability, difficulty in making routine decisions, loss of appetite, accidentproneness, and the like. These can be subsumed under three categories: Individual consequences Organizational consequence Burnout Individual consequences: Individual consequences of stress are those, which affect thei n d i v i d u a l d i r e c t l y . D u e t o t h i s t h e o r g a n i z a t i o n m a y s u f f e r d i r e c t l y o r i n d i r e c t l y , b u t i t i s t h e i n d i v i d u a l w h o h a s t o p a y s f o r i t . I n d i v i d u a l consequences of stress are broadly divided into behavioral, psychological and medical. Behavioral consequences of stress are responses that may harm theperson under stress or others. Behaviorally related stress symptoms include changes in productivity, turnover, as well as changes in eatinghabits, increased smoking or consumption of alcohol, paid speech, andsleep disorders. Psychological consequences of stress replace to an individual mentalh e a l t h a n d w e l l - b e i n g f r o m o r f e l l i n g d e p r e s s e d . J o b r e l a t e d s t r e s s could cause dissatisfaction, infact it has most psychological effect onthe individual and lead to tension, anxiety irritability, and boredom. Medical consequences of stress affect a persons well being.According to a research conducted, it revealed that stress could createchanges in metabolism, increase heart and breathing rates, increasesblood pressure bring out headaches and induce heart attacks. 18

Organizational consequences: O r g a n i z a t i o n a l c o n s e q u e n c e s o f s t r e s s h a v e d i r e c t a f f e c t o n t h e organizations. These include decline in performance, withdrawal andnegative changes in attitude. Decline in performance can translate into poor quality work or a dropi n p r o d u c t i v i t y . P r o m o t i o n s a n d o t h e r o r g a n i z a t i o n a l b e n e f i t s g e t affected due to this. Withdrawal behavior also can result from stress. Significant form of withdrawal behavior is absenteeism. One main affect of employee stress is directly related to attitudes. Jobsatisfaction, morale and organizational commitment can all suffer,along with motivation to perform at higher levels.

Burnout:A final consequence of stress has implementation for both people andorganizations. Burnout is a general feeling of exhaustion that develops whenan individual simultaneously experiences too much pressure and few sourcesof satisfaction.

M a n a g i n g p l a c e

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Every responds to stress in a different way, it is only by understandingthe nature of individual responses that you can start fighting stress yourself and others.Reduction or elimination of stress is necessary for psychological andp h y s i c a l w e l l b e i n g o f a n i n d i v i d u a l . E f f i c i e n c y i n s t r e s s m a n a g e m e n t enables the individual to deal or cope with the stressful situations instead of a v o i d a n c e . S t r a t e g i e s l i k e t i e m a n a g e m e n t , b o d y - m i n d a n d m i n d b o d y relaxation exercise, seeking social support help individual improve their physical and mental resources to deal with stress successfully.Apart from helping employees adopt certain coping strategies to dealwith stress providing them with the service of counselor is also useful.M a n y s t r a t e g i e s h a v e b e e n d e v e l o p e d t o h e l p m a n a g e s t r e s s i n t h e work place. Some are strategies for individuals, and other is geared toward organizations. Individual coping strategies: M a n y s t r a t e g i e s f o r h e l p i n g i n d i v i d u a l s m a n a g e s t r e s s h a v e b e e n proposed.Individ ual coping strategies are used when an employee under stresse x h i b i t s u n d e s i r a b l e b e h a v i o r o n t h e j o b s s u c h a s p e r f o r m a n c e , s t r a i n e d 20

relationship with co-workers, absenteeism alcoholism and the like.Employees under stress require help in overcoming its negative effects. Thestrategies used are: Exercise:One method by which individual can manage their stress is through e x e r c i s e . P e o p l e who exercise regularly are known to less likely to haveheart attacks than inactive people are. Research also has suggested thatp eople who exercise regularly feel less tension and stress are more conflict and slow greater optimism. Relaxation:A related method individual can manage stress is relaxation. Copyingwith stress require adaptation. Proper relaxation is an effective way to adopt.R e l a x a t i o n c a n t a k e m a n y f o r m s . O n e w a y t o r e l a x i s t o t a k e r e g u l a

r vacations; people can also relax while on the job (i.e. take regular breaks during their normal workday). A popular way of resting is to sit quietly withclosed eyes for ten minutes every afternoon. Time management:T i m e m a n a g e m e n t i s a n o f t e n r e c o m m e n d e d m e t h o d f o r m a n a g i n g stress, the idea is that many daily pressures can be eased or eliminated if aperson does a better job of managing time. One popular approach to timemanagement is to make a list, every morning or the thins to be done thatd a y . T h e n y o u g r o u p t h e i t e m s o n t h e l i s t i n t o three categories: c r i t i c a l a c t i v i t i e s t h a t m u s t b e p e r f o r m e d , i m p o r t a n t a c t i v i t i e s t h a t s h o u l d b e perfo rmed, and optimal or trivial things that can be delegated or postponed,then of more of the important things done every day.

ROLE MANAGEMENT:S o m e w h a t r e l a t e d t o t i m e m a n a g e m e n t i n w h i c h t h e i n d i v i d u a l actively works to avoid overload, ambiguity and conflict.

SUPPORT GROUPS:This method of managing stress is to develop and maintain support group. A support group is simply a group of family member or friends withw h o m a p e r s o n c a n s p e n d t i m e . S u p p o r t i v e f a m i l y a n d f r i e n d s c a n h e l p people deal with normal stress on an ongoing basis. Support groups can beparticularly useful during times of crisis.

BEHAVIORAL SELF-CONTROL:I n u l t i m a t e a n a l y s i s , e f f e c t i v e m a n a g e m e n t i f s t r e s s p r e s u p p o s e s exercise of selfcontrol on the part of an employee. By consciouslyanalyzing the cause and consequences of their own behavior, the employeescan achieve self-control. They can further develop awareness of their ownl i m i t s o f t o l e r a n c e a n d l e a r n t o a n t i c i p a t e t h e i r o w n r e s p o n s e s t o v a r i o u s stressful situations. The strategy involves i ncreasing an individuals controlover the situations rather than being solely controlled by them.

COGNITIVE THERAPY:T h e c o g n i t i v e t h e r a p y t e c h n i q u e s s u c h a s E l l i s r a t i o n a l e m o t i v e model and Meichenbaums cognitive strategy fir modification have been used as an individual strategy for reducing job stress. COUNSELING: P e r s o n a l c o u n s e l i n g h e l p e m p l o y e e s u n d e r s t a n d a n d a p p r e c i a t e a diverse workforce, the holistic approach adopted by the counselor gives hima comprehensive view of the employee as client and enable him to deal theissues of work related problems in a larger context with his awareness of theinter-relationship among problems in adjustment with self, other andenvironment and that a work concern will effect personal life and vice-versa,the employee would receive help regarding the problem in all life.One of the advantage of the individual interventions is the individualc a n u s e t h e s e s k i l l s t o i m p r o v e t h e q u a l i t y o f l i f e i n o f f e r d o m a i n s l i k e family, social support and self, thus reducing the negative carry of e x p e r i e n c e s i n t h e s e d o m a i n s i n t o t h e w o r k l i f e w h i c h m i g h t e f f e c t h i s occupation mental health.

ORGANIZATIONAL STRATEGIES:The most effective way of managing stress calls for adopting stressorsand prevent occurrence of potential stressors.Two basic organizational strategies for helping employees managestress are institutional programs and collateral programs. 22 W o r k D e s i g n S t r e s s M a n a g e m e n t s W o r k s c h e d u l e s H e a l t h p r o m o t i o n s p r o g r a m p r o g r a m s

C u l t u r e O t h e r p r o g r a m s Supervision Institutional programs:Institutional programs for managing stress are undertaken toestablished organizational mechanism for example, a properly designed joba n d w o r d s c h e d u l e s c a n h e l p e a s e s t r e s s . S h i f t w o r k i n p a r t i c u l a r c a n constantly have to adjust their sleep and relaxation patterns. Thus, the designof work schedules should be a focused of organizational efforts to reduce stress.The organizations culture can also used to help to manage stress. Theorganization should strive to foster a culture that reinforces a healthy mix of work and nonworking activities.Finally, supervision can play an important institutional role inoverload. In managing stress. A supervisor is a potential manager source of overload. If made aware of their potential for assigning stressful amounts of work, supervisors can do a better job keeping workloads reasonable. COLLATERAL PROGRAMS: In addition to their institutional efforts aimed at reducing stress, manyorganizations are turning to collateral programs. A collateral stress programin an organizational program specifically created to help employees dealwith stress. The organizations have adopted stress management programs,health promotion programs and other kinds of programs for this purpose. 23

RESEARCH METHODOLOGY D i s c u s s t h e r e s e a r c h d e s i g n , r e s e a r c h p r o b l e m s , i m p o r t a n t o f t h e study, scope and significance of the study, source of data, questionnaire,sample design statistically techniques used, and objective of the study and limitations of the study.

RESEARCH DESIGN:
A research design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research.P u r p o s e w i t h e c o n o m y i n p r o c e d u r e . I t i s t h e c o n c e p t u a l s t r u c t u r e within which research is conducted and it constitutes the blueprint for the collection, measurement and analysis of data. It includes an outline of whatt h e r e s e a r c h e r w i l l d o f r o m w i t h i n t h e h y p o t h e s i s a n d i t s o p e r a t i o n a l implications to the final analysis of data.The research design used for the study is descriptive design.Descriptive research design includes surveys and fact finding enquires of different kinds. The major purpose of descriptive research is description of the state of affairs, as it exists at present.

SOURCE OF DATA:
T h e r e l e v a n t d a t a h a s b e e n c o l l e c t e d f r o m t h e p r i m a r y s o u r c e s a n d secondary sources. The primary data is collected by a questionnaire from thee m p l o y e e s . F o r t h i s p u r p o s e o f d a t a c o l l e c t i o n , t h e q u e s t i o n n a i r e w a s circulated among the employees to collect information. The secondary datais collected by news paper company journals, magazines websites etc.

QUESTIONNAIRE ADMINISTRATION:

T h e q u e s t i o n n a i r e w a s p r e p a r e d a f t e r c o u n s e l i n g w i t h t h e o f f i c e r . Employee relations of the HR department of NTPC. The researcher prepared a s e t o f q u e s t i o n n a i r e . A f o u r p o i n t s c a l e s t r o n g l y a g r e e t o s t r o n g l y disa gree was used for this purpose.

SAMPLE DESIGN:
A sample of 50 respondents was taken using random sampling. Ther e s e a r c h e r c o n t a c t e d t h e e x e c u t i v e p e r s o n a l l y a n d b r i e f s u m m a r y o f t h e natur e of the study and details in the questionnaire were narrated to them.

PERIOD OF STUDY:
T h e p r e s e n t s t u d y h a d b e e n u n d e r t a k e n f o r p e r i o d o f 6 w e e k s , i n which it had divided into three stages as such. Stage I is of research problemand collection the literature of the topic chosen. Stage II is of analysis andinterpretations by using different statistical tools, findings andrecommendations.

STATISTICAL TOOLS USED:


For the purpose of present study percentage analysis was used.

LIMITATIONS OF STUDY:
1. The sample size chosen is covered only a small portion of the whole population of PSUs. 2. The study is confined to limited period i.e. Four weeks.3 . A c c u r a c y o f t h e s t u d y i s p u r e l y b a s e d o n t h e i n f o r m a t i o n a s g i v e n b y the respondents. 4. D a t a c o l l e c t e d c a n n o t b e a s s e r t e d t o t h e f r e e f r o m c r o r e s , a s t h e sample size restricted to the employees.

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