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CHAPTER – VII

SUMMARY OF FINDINGS, SUGGESTIONS, AND CONCLUSION

I. Design of the study

Introduction

Stress is a general term applied to the pressures people feel in life. The

presence of stress at work is almost inevitable in many jobs. It has become a

major buzzword and legitimate concern of the times. The present study has been

designed to focus on the job stress of bank employees. An attempt has also been

made to highlight the causes for stress and their consequences in relation to the

individual as well as the organization‘s well being and evolve some strategies to

cope with the stress. The research design of the study is furnished hereunder.

Need for the study

In India during the past fifteen years, the banking sector underwent rapid

and striking policy changes due to globalization and liberalization, increased

competition from the entrance of more private (corporate) sector banks,

downsizing, introduction of new technologies, and so forth. Due to these changes,

the employees in the banking sector are more susceptible to a high level of stress.

Stresses may vary; they may be in the form of day-to-day worries, major

events, or prolonged problematic work situations or they may arise from certain

ideas, thoughts and perceptions that evoke negative emotions. Thus, the present

researcher would like to find out the level of job stress, causes and consequences

of stress experienced by the private and public sector bank employees in this

competitive market condition. Amid this background, the present study titled ―A

Comparative Study of Job Stress among Employees of Private and Public Sector

Banks in Dindigul District, Tamilnadu‖ has assumed greater significance than ever

before.

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Statement of the problem

The advent of technology with globalization and privatization policies has

dramatically changed the existing patterns is all sectors especially the banking

sector and that has resulted in stress among the bank employees. Inherently in this

context, certain research questions arise, namely, what are the causes and

consequences of job stress of bank employees?, How is high stress period

impacting the performance of bank employees? Is there any difference between

level of job stress between employees of private and public sector banks? What

are the major coping strategies followed by the bank employees? And such other

related questions. The present study attempts to provide answers to the above

questions.

Objectives of the study:

The objectives of the study are furnished hereunder:

1. To measure the level of stress experienced by bank employees in Dindigul

district, Tamilnadu.

2. To study the stress level during high stress period (Year Ending).

3. To identify the causes for and the consequences of the stress of the bank

employees.

4. To compare the level of job stress among the private and public sector

bank employees.

5. To examine the relationship between supervisors and subordinates of the

banks.

6. To suggest suitable measures for the management of job stress of bank

employees in the study district.

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Hypothesis:

The following research hypotheses have been formulated for testing.

H01: There is no difference in the stress level between private and public sector

bank employees.

H02: There is no significant association between employees‘ workplace stress

and their level of job satisfaction.

H03: There is no association between demographic factors (Gender, Age,

Education, Income and Marital status) of bank employees and their

level of job stress.

H04: Job stress has no relation with the employees‘ number of years of

work experience in the banking sector.

H05: Job stress is independent of geographical location of banks

(Rural/Urban based banks).

H06: There is no significant association between employees‘ workplace

stress and their level of job satisfaction.

H07: There is no association between daily working hours and the level of job

satisfaction.

H08: The duration of working hours will not be different between the private

sector bank employees and public sector bank employees.

H09: There is no significant difference between employee designation and the

level of work place stress.

H010: There is no significant difference between age groups and the impact of

job stress.

H011: Causal factors of job stress will be greater in private sector bank

employees compared to public sector bank employees.

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H012: Impact of Stress will be the same among private sector and public sector

bank employees

H013: There is no significant difference in coping with job stress among private

sector and public sector bank employees.

H014: There is no significant difference in mean ranks for different causal

factors of job stress.

H015: There is no relationship between years of experience of employees and

their level of job satisfaction

H016: There is no association between level monthly income and level of job

satisfaction.

H017: There is no significant difference in mean ranks for the different factors

contributing to level of job stress.

H018: There is no significant difference in mean ranks for the common causal

factors of job stress.

H019: There is no significant difference between mean ranks for the factors

contributing to causes for stress based on role and task demand.

H020: There is no significant difference in mean ranks for the causal factors of

stress based on work environment.

H021: There is no significant difference between mean ranks for the factors

contributing to causes for stress based on management policies.

H022: There is no significant difference in mean ranks for the stressors

contributing to psychological problems.

H023: There is no significant difference in mean ranks for the causal factors of

physical problems.

H024: There is no significant difference in mean ranks for the coping strategies

of job stress.

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Scope of the study

The study is undertaken in the area of Human Resources Management.

The present study is directed towards job stress of employees of private and

public sector commercial banks in Dindigul district, Tamilnadu; and it excludes

co. operative banks and regional rural banks.

The study considers only the permanent employees of the banks. The

study will strive to find out the level of job stress and offer suggestions to cope

with the stress.

Data and Methodology

(a) Sources of data

The study has depended on both secondary and primary sources of data.

The secondary data were collected from the standard text books, leading journals,

magazines, and reports and records kept at the study banks.

(b) Questionnaire

Primary data were collected by conducting a sample survey of bank

employees working in Dindigul district. A well-conceived questionnaire was

administered to the sample employees for the collection of primary data. The

questionnaire was finalized after its pre testing. The sample survey was conducted

for a period of 4 months, namely, from January to April 2011.

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(c)Sampling Design (i) Population

The population of the present study comprises bank employees (both

upper middle level executives and subordinates) serving in different branches

located in various Taluks of Dindigul District, Tamilnadu. The present study

considers only the permanent employees of private and public sector commercial

banks in Dindigul district, Tamilnadu.

ii) Sample Size:

Commercial bank branches numbering 161 located in the Dindigul

District, Tamilnadu, during 2011 form the sampling frame of the present study.

Although the study focused on the entire nationalized and non nationalized banks,

with a total of around 700 permanent employees, a sample of 112 branches from

public sector and 36 branches from private sector were selected. One set of

questionnaire was administered to 480 employees of these 148 (112+36) bank

branches; however, only 440 usable questionnaires were received. Of them, 160

were from private sector banks and 280 were from public sector banks. Of these

440 samples, 92 were of supervisors (upper middle level employees) and 348 were

of subordinates (middle level and lower level employees). Among 440 samples,

116 were from rural bank branches and 324 were in urban areas. Prior to the

distribution, pre test was made to ensure consistency and accuracy. Slight

modifications were made after the pre testing.

(d) Research Design:

The design of the present study is ―Descriptive Type‖ of conclusive one.

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(e) Framework of analysis:

Both descriptive analysis and inferential analysis were carried out. For this,

relevant statistical tools were used and they are given below:-

1. Percentage analysis

2. Mean, Standard Deviation (SD)

3. Chi-square Test

4. Friedman‘s Test

5. ‗t‘-test

6. One way ANOVA - Duncan Multiple Range Test (DMRT)

7. Regression Analysis

8. Discriminant Analysis

9. Factor analysis and

10. Path Analysis-(SEM Model)

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II. Review of related literature

Stress is a reaction that people take due to excessive pressure or other

types of demand placed on them. It arises when they worry that they cannot cope.

Several studies on work stress have been made in the various parts of the country

and other countries. But most of these studies are related to private and public

enterprises other than banking. Some of the findings of the earlier research works

on work stress are presented below.

Manuel Rafael, Faculty of Psychology and Education, University of Lisbon

conducted a study on ―Career Concerns and Job Stress in Bank Employees‖. The

Job Stress Survey was designed to assess the perceived intensity (severity) and

frequency of occurrence of 30 general sources of work-related stress that are

commonly experienced by employees in a wide variety of work settings. The study

instrument comprised 30 items and the examinees first rated, on a 9-point scale.

The factor analysis of the 30 Job Stress Survey items identified two major

components of Job stress: Job pressure and lack of organizational support.

Jayakumar et.al., (1997) in their study entitled, ―Job satisfaction and job

stress among I.T employees‖ concluded that the job satisfaction and job stress of

the I.T employees are found to be at normal level but some are prone to have

problematic level of stress. For this purpose, 120 I.T employees working in

different organizations at Bangalore city were chosen. Majority of the respondents

(57.50) had normal level of stress and 40.84 per cent had problematic level of

stress. About 41.66 per cent of the respondents are moderately satisfied with their

job. Since the respondents are young and their workload is clear and specific, the

I.T employees work as a team, so the relationships between the colleagues are

good. So they are not prone to stress. Even though some respondents are in

problematic level of stress because they are Type A personality people. So, their

nature of personality makes them to be in problematic level of stress.

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A case study on South Indian Bank Ltd., analyzed the of job stress among

executives in non-nationalized banking sector. The productivity of the work force

is the most decisive factor for the success of an organization. The productivity in

turn is dependent on the psychosocial well being of the employees. In an age of

highly dynamic and competitive world, man is exposed to all kinds of stressors

that can affect him at all realms of life. The growing importance of interventional

strategies is felt more at organizational level. The author expects to draw attention

from policy makers and men of eminence in the related fields to resume further

research.

G.Regin, (2010), conducted a study of occupational stress among the

employees of Pandian Grama Bank in Viruthunagar district. It reveals that a

majority of the respondents were getting stress due to work load and rigid

organizational rules. And respondents begin to practise yoga to tackle their

chronic stress. The researcher suggested clarity in employee role, procedure,

policies, rules and counseling.

Prof. Dileep Kumar (2006), conducted ―A Study on Job Stress of

Nationalized and Non Nationalized Bank Employees in Kottayam and Ernakulam

district of Kerala‖. In an age of highly dynamic and competitive world, man is

exposed to all kinds of stressors that can affect him on all realms of life. The

growing importance of interventional strategies is felt more at organizational level.

This particular research was intended to study the impact of occupational stress

on nationalized and non –nationalized bank employees. The author expects to

draw attention from policy makers and research scholars in the related fields to

undertake further research. In this study, the researcher has found that non-

nationalized employees have high-level of stress compared to nationalized

employees.

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III. Overview of job stress

Introduction

Work-related stress is now the second largest occupational health problem

in India. Work-related stress represents a huge problem and is attaining epidemic

proportions, according to recent reports. The requirement to deliver higher

productivity per person, greater responsibility, fewer resources, and lack of job

control and job insecurity has created an atmosphere putting pressure on

everyone. The present research report looks at stress from the bank employees‘

point of view examining the causes, symptoms and consequences of work-related

stress.

Concept of Stress

Due to job stress, many banking service personnel around the world have

not only lost their confidence, but have also caused unemployment rates to be

more serious day by day. To promote efficiency and performance, some

enterprises have taken the steps of reorganizing their enterprises, merging, and

even laying off their employees to reduce manpower cost. Therefore, employment

relationship between the staff and organization becomes more unstable.

Causes for Stress

The factors causing stress in a person are called stressors. As the social and

organizational demands on the people tends to increase with complexities, so do

the intensity of stressors for an employee. The following Figure shows two broad

categories of stressors: life stressors and organizational stressors.

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Causes and Consequences of Stress

Organizational Stressors

Organizational stressors are factors in the workplace that can cause stress.

The four general sets of organizational stressors are task demands, physical

demands, role demands and interpersonal demands. Stress-related problems

include mood disturbance, psychological distress, sleep disturbance, upset

stomach, headache, and problems in relationships with family and friends. The

effects of job stress on chronic diseases are more difficult to ascertain because

chronic diseases develop over relatively long periods of time and are influenced by

many factors other than stress. Nonetheless, there is some evidence that stress

plays a role in the development of several types of chronic health problems--

including cardiovascular disease, musculoskeletal disorders, and psychological

disorders.

Source: Adapted from James C. Quick and Jonathan D. Quick, Organizational Stress and Prevention Management, McGraw – Hill, 1984, Pp. 19-44, and P. 76.

Org

an

izati

on

al

Str

ess

ors

L

ife

Str

ess

ors

Life Change

Life Trauma

Task Demands:

Occupations

Security

Overload

Physical demands:

Temperature

Office Design

Interpersonal

Demands:

Group Pressures

Leadership Style

Personalities

Role Demands:

Conflict

Ambiguity

Burnout

Organizational Consequences:

Decline in Performance

Turnover

Absenteeism

Decreased Motivation

Decreased Satisfaction

Individual Consequences:

Behavioural (Alcohol and

Drug Abuse; Violence)

Psychological (Sleep

Disturbances; Depression)

Medical (Heart Disease;

Headaches)

Exp

eri

en

ced

Str

ess

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

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

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

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

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

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

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

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Task Demands

Task demands are stressors associated with the specific job a person is performing.

Some occupations are simply more stressful than others. For example, the job of

surgeon is more stressful than the job of general practitioner. Security is also an

important task demand that can cause stress. Someone in a relatively secure job is

not likely to worry a lot about losing that job. On the other hand, if job security is

threatened, stress can increase dramatically. The final task demand stressor is

overload, which occurs when a person simply has more work to do than he or she

can handle. Low task demands can result in boredom, and a very high task

demands can cause tension and anxiety. A moderate degree of task demand is

optimal, since it leads to high levels of energy and motivation.

Physical Demands

Physical demands relate to the setting of the job. The physical demand

stressors encompass adverse temperature and poor office design. It also covers

noise, polluted air, polluted water, inadequate air, poor lighting, inadequate work

space, too much or too little social interaction and so forth can also lead to stress.

Interpersonal Demand

A final set of organizational stressors consists of three interpersonal

demands that may confront people in organizational settings. Group pressures

include such things as pressure to restrict output, pressure to conform to the

group‘s norms, and so forth. An individual who feels a strong need to vary from

the group‘s expectations will experience a great deal of stress, especially if

acceptance by the group is also important to him or her. Leadership style may also

cause stress. Lack of social support from the leader, autocratic style of leadership,

and so on are likely to cause stress. Finally, personalities and behaviours may also

cause stress. Conflict can occur when two or more people must work together

even though their personalities, attitudes and behaviours differ.

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Role Demands

Role demands can also be stressful to people in organizations. A role is a

set of expected behaviours associated with a particular position in a group or

organization. A person may experience stress either because of role conflict or

role ambiguity.

Consequences of Stress

A number of consequences can result from stress. If the stress is positive,

the result may be more energy, enthusiasm and motivation. The negative

consequences of stress are a great threat to both individual and organization. The

three sets of consequences that can result from stress are individual consequences,

organizational consequences and burnout.

1. Individual Consequences

Individual consequences of stress are those outcomes that affect the

individuals. The organization may also suffer, either directly or indirectly, but it is

the individual who pays the real price. Three categories of individual

consequences of stress are behavioural, psychological and medical.

(a) Behavioural Consequences

Any factor that exerts powerful effects upon basic bodily processes

and internal psychological states would normally be expected to affect the

overt behaviour of an individual. A considerable body of research on this

subject evidences that exposure to strong and continued stress exerts

significant effects upon an individual‘s behaviour. These effects can be in the

form of changes in productivity, changes in eating habits, increased smoking

or consumption of alcohol, rapid speech, fidgeting, sleep disorders, absence

and turnover.

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(b) Psychological Consequences

Psychological consequences of stress relate to an individual‘s

mental health and well being. When people experience too much stress at

work, they may easily prone to anger, anxiety, depression, fear, nervousness,

irritability, tension and boredom.

(c) Medical Consequences

Finally, stress can lead to medical disorders. Some amount of stress is

good for human body, but too much could lead to disastrous consequences.

Stress plays a crucial role in the flow of enzymes from the various glands.

Some glands in the body are activated during stressful events. While the body

adapts to such changes, a prolonged onslaught of stress exhausts it and

destroys its equilibrium. Blood pressure, heart disease and stroke, have been

linked to stress. Other medical problems resulting from too much stress may

include, fatigue, headaches, backaches, ulcer and related stomach and intestinal

disorders.

2. Organizational Consequences

Individual consequences to stress would not leave the organization‘s

performance and well being untouched. A considerable burden is shared by

the organizations as well in the form of absenteeism and turnover, job

performance, health care cost, destructive and aggressive behaviour resulting

in strikes, accidents, absenteeism, employee turnover, and diminished

productivity.

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(a) Performance

First, organizational consequence of too much stress is a decline in

performance. For operating workers, such a decline can translate into poor

quality work or drop in productivity. For managers, it can mean faulty

decision-making or disruptions in working relationships, as people become

irritable and hard to get along with.

(b) Withdrawal

Withdrawal behaviours can also result from stress. The two most

important are absenteeism and quitting. People who are having a hard time to

cope with stress in their jobs are more likely to call in sick or consider leaving

the organization for good.

(c) Attitude

Another direct organizational consequence of employee stress relates to

attitudes. As just implied, job satisfaction, morale and organizational

commitment, can all suffer, along with motivation to perform at high level.

(d) Burnout

Burnout is a state of mental/physical exhaustion caused by excessive and

prolonged stress. People with high aspirations and strong motivation to get

things done are prime candidates for burnout under certain conditions. They

are especially vulnerable when they find themselves in an organization that

suppresses or limits their own initiative while constantly demanding that they

serve the organizations own ends. In such a situation, the individual is likely to

put too much of himself or herself into the job. The most likely effects of this

are fatigue, frustration and helplessness under the burden of overwhelming

demands. The person literally exhausts his or her aspirations and motivation,

much as candle burns itself out. Ultimately, burnout results.

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(e) Absenteeism

According to a survey of 800,000 workers in over 300 companies, the

number of employees falling in sick because of stress tripled from 1996 to

2000. An estimated 1 million workers are absent every day due to stress. If this

occurs in key employees, it can have a domino effect that spreads down the

line to disrupt scheduled operations. Unanticipated absenteeism invariably

leads to huge losses to the employers. A 1997 three year study conducted by

one large corporation found that, 60% of employee absence could be traced to

psychological problems that were due to job stress.

Coping with job Stress

Many people are finding it harder than ever to cope with stress in the

workplace. Regardless of occupation, seniority, or salary level, they are spending

more and more of their work days feeling frazzled and out of control, instead of

alert and relaxed.

While some stress is a normal part of the workplace, excessive stress can

interfere with the productivity and reduce physical and emotional health. Finding

ways to manage workplace stress is not about making huge changes to every

aspect of the work life or rethinking career ambitions. Rather, stress management

requires focus on the one thing that‘s always within one‘s control

Stressful situations are real and inevitable. It is not feasible to eliminate

stress totally from the work. Thus, there is a need to manage stress. Stress that is

effectively managed by an individual is a positive symptom and requires the

knowledge of ‗stress coping techniques‘ for reducing or providing an outlet to

stress. Coping techniques identified have been grouped under

1. Individual stress coping strategies

2. Organizational stress coping strategies

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1. Individual Stress Coping Strategies

Many strategies proposed to help individuals to manage stress; five of the

more popular ones are exercise, relaxation, time management, role management

and support groups. Stress management starts with identifying the sources of

stress in one‘s life. This isn‘t as easy as it sounds. The true sources of stress aren‘t

always obvious, and it‘s all too easy to overlook one‘s own stress-inducing

thoughts, feelings, and behaviours. Sure, an employee may know that he is

constantly worried about work deadlines. But maybe it‘s his procrastination, rather

than the actual job demands, that leads to deadline stress.

(a) Exercise

One method by which individuals can manage their stress is through

exercise. People who exercise regularly are less likely to have heart attacks than

inactive people are. More directly, it has also been suggested that people who

exercise regularly feel less tension and stress, are more confident and show

greater optimism than the people who do not exercise regularly.

(b) Relaxation

A related method individual can use to manage stress is relaxation.

Relaxation can take many forms. One way to relax is to take regular vacations.

People can also relax while on the job. It has been recommended that people

take regular rest breaks during their normal workday. A popular way of resting

is to sit quietly with closed eyes for ten minutes every afternoon.

(c) Time Management

It is a process that enables an individual to accomplish or achieve the

task or goals necessary for successful job performance. Under this, it is

necessary to identify those needs and wants of the individuals in terms of

importance and then to match them with the time and resources available or

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potentially available. The importance of time management arises because many

individuals have too many tasks they need to do.

(d) Role Management

Somewhat related to time management is the idea of role management,

in which the individual actively works to avoid overload, ambiguity and

conflict. The employees do not know what is expected from them, at that time

they should not sit and worry about it. Instead, ask for clarification from their

boss. Another strategy in role management is learning to say ‗no‘. Besides

regular jobs, one has to serve on committees, volunteer for extra duties and

accept extra assignments without his or her choice. In these cases, saying no is

a viable option.

(e) Support Groups

A final method for managing stress is to develop and maintain support

groups. A support group is simply a group of family members or friends that a

person can spend time with. Supportive family and friends can help them to

deal with normal stress on an ongoing basis.

2. Organizational Coping Strategies

While the previous approaches are geared to help the individuals to cope

with stress, stress management by organization is designed to reduce harmful

effects of stress in two ways.

(a) Institutional Programmes

Institutional programmes to manage stress are undertaken through

established organizational mechanisms. Properly designed job and work

schedules can help to reduce stress. So, the design of work and work schedules

should be a focus of organizational efforts to reduce stress. The organization‘s

culture can also be used to help manage stress. Consider that in some

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organizations, there is a strong norm against ever taking time off or going on

vacation. In the long run, such a norm can cause major stress. Thus, the

organization should strive to foster a culture that reinforces a healthy mix of

work and no work activities.

(b) Collateral Programmes

A collateral stress programme is an organizational programme specifically

created to help employees deal with stress, and organizations have adopted

stress management programmes, health promotion programmes and other

kinds of programmes also.

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IV. About the study banks

Introduction

A bank is a financial intermediary that accepts deposits and channels those

deposits into lending activities, either directly or through capital market. A bank

connects customers with capital deficits to customers with capital surpluses.

Profile of Study District

Dindigul district is an interior region of Tamilnadu State. Dindigul lies on

the banks of Kudavanar River with a total landscape of 6,058 sqkm. In spite of its

geographical location, there are about 110 tanneries both registered and non-

registered in and around Dindigul. This district is well known for the making of

locks. Dindigul district is divided into 8 taluks, namely, Dindigul taluk, Natham

taluk, Kodaikanal taluk, Nilakkottai taluk, Palani taluk, Athoor Taluk,

Oddanchatram taluk and, Vedasandur taluk.

Banks‟ details

The population of the present study considered bank employees (both

Executives and subordinates) serving in different branches located in various

taluks of Dindigul District, Tamilnadu. The present study considers only the

permanent employees of private and public sector commercial banks in Dindigul

district. The following table shows the randomly selected private and public sector

banks branches in Dindigul district. The list of selected bank branches 148 in

number out of 161 branches in dindigul district during the first quarter of 2011 is

given below.

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NUMBER OF SELECTED BANK BRANCHES IN DINDIGUL DISTRICT FOR THE STUDY

S.No.

Public Sector

Private Sector

Bank Name No. of

Branches Bank name

No. of

Branches

1.

State Bank Of India

22

City Union Bank

3

2.

Bank Of India

6

Catholic Syrian Bank

1

3.

Canara Bank

38

ICICI Bank

7

4.

Central Bank Of India

5

Karur Vysya Bank

5

5

Indian Bank

8

Lakshmi Vilas Bank

7

6

Indian Overseas Bank

23

South Indian Bank

3

7.

Panjab National Bank

5

TN Mercantile Bank

8

8.

Syndicate Bank

4

Axis Bank

1

9.

IDBI Bank

1 HDFC Bank

1

112 36

Total 148

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Findings of the study

The findings of the study are grouped into five parts. The first part is

related to demographic profile of the respondents, the second part covers the

level of work stress and the third part covers causes for stress and fourth part

covers consequence of work stress and, the final fifth part covers coping with

job stress.

(I). Demographic characteristics of bank Employees are presented

below:

(1). Major Findings – Descriptive Analysis of survey data

Among a total number of 440 respondents, the highest concentration was

in the age group of below 30 years with 34.1 per cent of the respondents

falling under this category. A sizeable number of 33.8 per cent of the

respondents were in the age group of above 50 years in public sector

banks, and a majority of 51.9 per cent were in the age group of below 30

years in private sector banks.

Genderwise distribution shows that a majority of 77.8 per cent and 66.9

per cent respectively are the male employees in private and public sector

banks.

A majority of 85 per cent of the respondents were Hindus. Comparatively

speaking, of the total 187 employees belonging to Hinduism, 64 employees

representing 34.2 per cent and 123 employees representing 65.8 per cent

work in private and public sector banks respectively.

Among 440 respondents, 53.2 per cent were married. A majority of 65 per

cent and 50.6 per cent of the respondents were married in public sector

banks and private sector banks respectively.

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A majority of 57.3 per cent of the respondents were UG degree holders.

Respondents constituting 35.7 per cent and 64.3 per cent respectively were

the graduates in private and public sector banks.

A large number of 74.5 per cent of the respondents live in nuclear family.

A sizable number of 37.7 per cent of the respondents‘ monthly salary was

above Rs.30, 000. While 46 per cent of public sector employees were

drawing salary above Rs.30,000, 23.5 per cent of bank employees were

getting above Rs.30,000 in private sector, A sizable number of 32.1 per

cent private sector bank employees were in the salary range of Rs.10,000-

20,000.

Thirty per cent of the respondents‘ monthly expenditure ranged from

Rs.15, 000 to Rs.20, 000.

A sizeable number of 46.8 per cent of the respondents have opted to find

residence nearer to their bank branches and travelled below 5 kms daily to

reach their work places.

A sizeable number of 39.1 per cent of respondents‘ mode of transportation

was two-wheeler, followed by 37.7 per cent respondents‘ use of

omnibuses.

Among 440 employees contacted, a majority of 63.2 per cent work in

public sector banks, and the remaining 36.8 per cent work in private sector

banks.

A large number of 73.6 per cent of bank branches were located in urban

areas. The comparative analysis reveals that 39.5 and 60.5 per cent of

private and public sector bank branches respectively were located in urban

areas, whereas only a limited number of 21 per cent of the private sector

bank branches were located in rural areas.

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A sizeable number of 41.4 per cent of respondents were at middle level in

the organizational hierarchy.

It came to light that 43.6 per cent of the respondents have spent 10 hours

in their office and only a limited number of respondents work for 8 hours.

Respondent constituting 28.1 and 71.9 per cent respectively worked for 10

and 12 hours. The analysis also reveals that 11.1 per cent of private sector

bank employees are working more than 12 hours compared to public

sector bank employees. Caplan and Jones (1975) in their study found that

employees were getting stress due Pressure of both qualitative and quantitative overload

can result in the need to work excessive hours, which is an additional source of stress.

Respondents forming 35.9 per cent had 1 transfer since their joining. A

sizeable number of 29.5 per cent of public sector respondents had above

six transfers since their date of joining; in private sector a majority of 50.6

per cent had one transfer. Public sector bank employees‘ number of

transfer was found to be more compared to private sector banks.

Respondents forming 33.2 per cent had below two years of experience;

respondents of 38.8 per cent having the experience of more than 6 years

were working in public sector compared to 18.5 per cent of private bank

employees. A sizeable number of 35.8 per cent of the private sector bank

employees had below two years of experience. Thus, experienced

employees were more in public sector compared to private sector banks.

The analysis discloses that a majority of 64.5 per cent of the respondents

had high level of job satisfaction. Sectorwise a majority of public sector

bank employees (59.9 per cent) had high level of job satisfaction compared

to private sector. It is found that 35.5 per cent of both private and public

sector bank employees had medium and low level of job satisfaction. Kutz

and Kahn, 1978; Whetten, 1978 in their study found that employees were getting stress

due to greater job dissatisfaction and increased absenteeism. And, Jayakumar 1997 in

his study found that majority of the respondents (57.50) had normal level of stress and

40.84 per cent had problematic level of stress. About 41.66 per cent of the respondents

are moderately satisfied with their job.

277

A majority of 58.2 per cent of employees had high level of job stress

during the period of half yearly closing of accounts.

A perceptible portion of the respondents (39.5 per cent) had high level of

job stress; a majority of 61.3 per cent of the respondents experienced high

level of stress during the period of annual closing of accounts.

The study disclosed majority of the respondents (57.7 per cent) had normal

level of job stress; a sizeable 42.3 per cent of employees had high level of

job stress even during their day to day daily closing of accounts.

Relationship with one‟s supervisor and subordinate:

The present study includes 92 supervisors and 348 subordinates the finding

on cementing subordinates‘ relationship with supervisor is that a great

majority of 86.21 per cent of the subordinates‘ feeling of the supervisor

―easily gets angry with colleague‖.

A vast majority of 97.83 per cent of the supervisors reported of their

subordinates ―Not giving enthusiastic support‖.

Danna and Griffin, 1999, found relationships at work with superior, colleagues,

and subordinates have been identified as potential stressors. Mistrust of co-workers

is related to high role ambiguity, poor communication, low job satisfaction,

workplace jealousy, workplace violence and harassment, poor working relationships

among co-workers in an organization are a potential source of stress at work. It is

found that relationships among co-workers can provide valuable social support and

this can help cope with job stress.

278

(2) Major Findings – Inferential Analysis of survey data

Testing of Hypothesis:

Chi-squared analysis revealed, employees‘ job satisfaction depends on the

duration of their working hours. Whereas, there is an increase in working

hours of the respondents, the level of satisfaction decreases.

Chi-squared analysis revealed, there is association between total number of

years of experience and the level of job satisfaction. When there is an

increase in respondents‘ number of years of experience the level of job

satisfaction also increases.

Chi-squared analysis revealed, there is association between income of the

employees and the level of job satisfaction. When there is an increase in

income of the respondents the level of job satisfaction also increases.

Those who are getting above Rs.30,000 experienced high level of job

satisfaction.

(II). Findings Related to Level of work stress of respondents:

1. Major Findings – Descriptive Analysis of survey data

Both the private and public sector bank employees experience equally

moderate level of job stress; an important finding is that private sector

bank employees (29.6 per cent) had comparatively higher level of job stress

as against their counterparts in the public sector banks. Prof. Dileep Kumar

(2006), in his study, has found that non-nationalized employees have high-level of stress

compared to nationalized employees.

About 27 per cent of the respondents experienced a high level of job

stress. Communication Workers Union, Health Safety and Environment Committee

2001, found that “five million workers suffer from high levels of stress”

279

About 56 per cent of the respondents feel that the increase in the level of

job stress was due to the factor ―The management expected to take risk to

do the job for colleagues when they take leave‖.

Employees have given the high mean score of 3.25 for ―Avoid promotion

because of heavy stress at higher levels" with standard deviation 1.074.

Common causal factors of job stress

The majority of the respondents feel that there are some common causal

factors of job stress which affect employees; to illustrate, employees have

given high mean score of (6.69) to ―Long working hours‖ with standard

deviation 2.766, and the highest Garrett score of 60.13 for the variables

―Unable to balance the work with family life‖.

There is significant difference in the mean ranks for the common causal

factors of job stress. The output of Friedman‘s Test for the statement ―I

am unable to balance between work and family life‖ with the mean rank

6.69, followed by ―Inadequate training programme‖ with the mean rank

6.65, and ―Long working hours‖ with the mean rank 5.82.

(2). Major Findings – Inferential Analysis of survey data


‗t‘ test was applied to find out the significant difference between private

and public sector bank employees in their level of job stress. The test

reveals there is significant difference between private and public sector

bank employees in the level of job stress.

Chi-squared analysis revealed, there is association between employees‘

workplace stress and their level of job satisfaction among private and

280

public sector bank employees. When there is high level of job stress

employees are less satisfied; on the other hand, employees at low level of

job stress are highly satisfied. Chandraiah (2000), found that the managers with

lower job satisfaction experienced more stress in the form of overload, role ambiguity

compared to those with higher job satisfaction.

Chi-squared analysis revealed, there is an association between age of

employees and their level of job stress.

Chi-squared analysis revealed, There is no association between gender and

the level of job stress among private and public sector bank employees, so,

both male and female employees are prone to job stress.

Chi-squared analysis showed, there is association between educational

qualification of employees and their level of job stress; when there is rise in

educational qualification of the respondents the level of stress also

increases.

Chi-squared analysis indicated, there is association between income of the

employees and their level of job stress; when there is a rise in income of

the respondent the level of stress also increases.

Chi-squared analysis revealed, there is no association between marital

status of employees and their level of job stress, whether the respondents

are bachelors or married, experience job stress when they are expected to

do more.

Chi-squared analysis also revealed there is association between total

number of years of experience in current position of the employees and

their level of job stress; as the experience of the respondent rises the level

of stress also rises.

Chi-squared analysis revealed, there is association between geographical

location of bank and the level of job stress, whereas by the observation the

281

researcher found urban branch employees had comparatively high level of

stress compared to rural branch employees.

ANOVA shows that, there is association between employee designation

and the level of job stress; when the designation of the respondent is raised

the level of stress also increases. But the study of Uma Gulati (1996), reveals a

different view of prime focus is on examining the intensity of stress arising from job

situations and organizational conditions. The study found that the overall intensity of

stress for middle level managers was higher than the top-level managers. Such conflicting

result indicates further study may be made in this area.

There is significant difference in mean ranks for the level of job stress, the

output of Friedman‘s test found for the statement ―I avoid promotion

because of heavy stress at higher levels‖ with the mean rank 13.76,

followed by ―I request training to enable me to be more competent in my

position‖ with the mean rank 13.68.

Co-efficient of correlation indicates that, among the variables of level of

stress, causes and consequences of stress and coping with job stress there

is a positive and significant relationship.

The application of Factor analysis for level of job stress revealed that Job

knowledge, Interpersonal relations, Internal work pressure, Effective

communication, Competency facilitator, Personnel restraints are the main

factors or dimensions linked to the respondents‘ level of job stress. Among

the variables rotated under ‗Job knowledge; ―employees are clear about the

goals and objectives for their department‖ is the highest loaded factor.

Under ‗Interpersonal relations‘, ―if work gets difficult, my colleagues will

help me‖ is the highest loaded factor. Under ‗Internal Work Pressure‘, ―if

there is friction or anger between colleagues at work‖ is highest loaded

factor. Under ‗Effective Communication‘, ―communication through

company notice board and emails about the job‖ is highest loaded factor.

Under ‗Competency facilitator‘, ―Training helps the employees to enable

more competent in their position‖ is the highest loaded factor. Under

282

‗Personnel Restraints‘, ―Avoid promotion because of heavy stress at higher

levels‖ is the highest loaded factor.

The simple, linear discriminant analysis was used to classify objects into

two groups as private sector bank and public sector banks based on the

characteristics relating to work place stressors. Work place stressors are

measured using 20 statements. The analysis revealed that 104 of the 162

private sector employees (64.2%) are classified correctly; 172 of the 278

public sector employees (61.9%) are classified correctly. Overall, 63% of

the cases are grouped cases correctly classified based on the characteristics

relating to the work place stressors. Variable, namely, ―Regularly not

receiving communication through company notice board and emails about

the job‖ and its coefficient value is 0.712. This is a very strong variable

while classifying the characteristics relating to the work place stress.

(III) Findings Relating to Causes for job Stress of the respondents


Concerning the causes for stress of respondents, questions were posed

to them under the three major heads, namely, Role and Task demand, Work

Environment, and Management policies concerning to the bank employees.

The findings from the descriptive analysis of survey data are given below.

The private and public sector employees forming 39.5 and 53.2 per cent

respectively had moderate level of causes for job stress; compared to

public sector bank employees, private sector bank employees (35.8 per

cent) had higher level of causes for job stress.

Main causes for job stress with reference to Role /Task Demand are: A

sizeable 43.64 per cent of the respondents experience difficulty in Cross

Functional Exposure (Multi department activities). The mean score 2.98

also pinpoints the same.

Main causes for stress with reference to working environment; a majority

of 65.45 per cent of the respondents experience difficulty from ―staff

shortage‖. The mean score 3.56 points out the same.

283

Main causes for stress with reference to management policies: a majority of

59.55 per cent of the respondents experiences ―their knowledge, skill and

ability are not properly used by the management of the bank‖. High mean

score of (3.10) is also for the statement ―Training to do the job and

personal career development‖ with standard deviation 0.752.

Among the above three heads, management policies carry the largest mean

score 27.82 with standard deviation of 3.328. This culminates in prime

cause of job stress impacting the bank employees.

2. Major Findings – Inferential Analysis of survey data



and public sector bank employees in regard to the causes for job stress.

There is significant difference between private and public sector bank

employees with respect to causes for job stress, the mean score of private

sector (81.93) employees was recorded at higher level for the stressors as

against the mean score of public sector employees (79.37) for the stressors.

There is significant difference between mean ranks for causes for job stress

based on role and task demand. The output of Friedman‘s test found for

―Cross Functional Exposure (Multi department activities)‖ with the mean

rank 7.02. G.Regin, (2010), in her study found that, a majority of the respondents

were getting stress due to work load and rigid organizational rules.


based on work environment. The output of Friedman‘s test found for

―Staff shortage‖ with the mean rank 7.02, followed by ―Lack of rest

breaks‖ with the mean rank 6.83.


based on Management policies. The output of Friedman‘s test found for

―Training to do the job and personal career development‖ with the mean

rank 6.60, followed by ―Lack of administrative support‖ with the mean

284

rank 6.47, ―Staff welfare facilities provided by the management‖ with the

mean rank 6.46. William Horner and Dee Wilson (1988) in their study found that

“lack of administrative support” and “difficulty in effecting change in the work

environment” just after “overwhelming workload” as major contributors to stress.

Multiple Regression analysis was applied to find out to what extent the

independent variables, namely, Causes related to role and task (X1), Causes

related to Work Environment (X2), and Causes related to Management

policies (X3) cause variations in dependent variable, namely, Level of work

place stress (y). It was a revelation that the independent variable (X3) of

management policy caused more variation in the dependent variable.

(IV) Findings Related to Consequences of Stress of the respondents


A sizeable number of 25 per cent of the respondents have experienced a

high level of impact of job stress.

Impact of job stress is high (26.6 per cent) in public sector bank employee

as against private sector (22.2) employees. A sizeable number of 49.4 per

cent of private sector bank employees had moderate level of impact of job

stress.

Psychological Problems

A sizeable number of 45 per cent felt ―Difficulty in concentrating‖ on their

work. Also 41.82 per cent of the respondents reported their habit of ―More

consumption of tea and coffee‖ and its mean score is 2.05. The employee‘

psychological problem of ―Lost interest in things‖ carries a high mean

score 2.18 with the standard deviation 1.214. South Indian Bank Ltd.,

analyzed the job stress among executives in non-nationalized banking sector. It is found

that the productivity of the work force dependent on the psychosocial well being of the

employees. Quick, Murphy, Hurrel and Orman, 1992, in their study found that

Occupational stress may produce both overt psychological and physiological disabilities.

However, it may also cause subtle manifestation of morbidity that can affect personal

well-being and productivity.

285

Physical Problems

A sizeable number of 38.18 per cent of the respondents had ―Headache‖.

A high mean score of 2.45 was recorded for the problem ―Pain in the

lower back‖ with standard deviation 1.545, followed by the problem ―Hair

loss‖ carrying a mean score of 1.84 with the standard deviation 1.102.



The use of ANOVA shows that, the impact of job stress is not the same

for the different age groups of employees. To illustrate, the bank

employees who were below 30 years of age group had greater impact of

job stress than the other age groups of the employees.


and public sector bank employees in regard to their impact of job stress. It

was found that there is no significant difference between private and

public sector bank employees with respect to impact of job stress. The

highest mean score of impact of job stress for private sector bank

employees of 47.76 as against the mean score of impact of stress for public

sector employees at 46.54 substantiates this point.

There is significant difference in mean ranks for the consequences of stress

creating psychological problems. The output of Friedman‘s test found for

―Worrying a lot about health and job‖ with the mean rank 12.81, and

followed by high mean sore for ―Consumption of more tea or coffee‖ with

the mean rank 12.61.

There is significant difference in mean ranks for the consequences of stress

resulting in physical problems. The output of Friedman‘s test reveals that

―Hair loss‖ with the mean rank 8.45, followed by ―Headache‖ with the

286

mean rank 7.37, ―Pain in the lower back‖ with the mean rank 7.35, and

followed by high mean sore for ―Muscle pain‖ with the mean rank 7.13.

The application of Factor analysis for consequences of job stress

pinpointed that Mania Symptoms, Physiological Symptoms, Pathological

Symptoms, Concomitant Symptoms, Strange Symptoms, Personal

problems, Sensitivity Symptoms, Exhaustion Symptoms are the main areas

where the respondents faced problem as the consequences of job stress.

Under ‗Mania Symptoms‘, Loss of hunger / Sleeplessness have the highest

loaded factor. Under ‗Physiological Symptoms‘, the highest loaded factor is

Racing Pulse /Blood Pressure. Under ‗Pathological Symptoms‘, the highest

loaded factor is seeking alternative employment. Under ‗Concomitant

Symptoms‘, the highest loaded factor is Jealousy / Envious. Under

‗Strange Symptoms‘, the highest loaded factor is Hair loss. Under ‗Personal

problems‘, the highest loaded factor is Usage of pan and other drugs.

Under ‗Sensitivity Symptoms‘, the highest loaded factor is Sensitive and

short tempered. And under ‗Exhaustion Symptoms‘, the highest loaded

factor is ‗Poor performance‘.

Path Analysis (SEM) is used to describe the directed dependencies among

a set of variables. This includes a model equivalent to any form of multiple

regression analysis. In the present study, the three exogenous variables are

modeled as being correlated and as having both direct and indirect effects

on three dependent or 'endogenous' variables. It was found that the impact

of job stress increases due to more variation in the level of job stress.

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

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

287

(V) Findings in regard to Coping with stress of the respondents

(1). Major Findings – Descriptive Analysis of survey data

Comparatively, a relatively larger number of 30.9 per cent of private sector

bank employees had high level of coping with job stress in relation to

public sector (22.3 per cent) bank employees.

A sizeable number of 25.5 per cent of the respondents follow the stress

management methods to cope with job stress

A majority of the respondents started reducing ―tea and coffee

consumption‖, and practising ―meditation‖ often as the coping strategy.

The working of mean score also confirms the same.



‗t‘ test was applied to find out the significant difference between private and

public sector bank employees‘ practice for coping with job stress. The‗t‘ test

shows there is no significant difference between private and public sector

bank employees‘ practice for coping with job stress.

288

STATEMENTS OF RESULTS OF HYPOTHESIS TESTING

S.No Hypothesis Results

1. There is no difference in the stress level between private and public sector bank employees

Rejected at 1 per cent level

2. There is no significant association between employees‘ workplace stress and their level of job satisfaction.


3. There is no association between demographic factors (Gender, Age, Education, Income and Marital status) of bank employees and their level of job stress.

Accepted at 5 per cent level

3.1. Age Rejected at 1 per cent level

3.2. Education Accepted at 5 per cent level

3.3. Income Accepted at 5 per cent level

3.4. Marital Status Accepted at 5 per cent level

4. Job stress has no relation with the employees‘ number of years of work experience in the banking sector.


5. There is no significant difference between age groups and the impact of job stress.


6. Causal factors of job stress will be greater in private sector bank employees compared to public sector bank employees.


7. There is no association between daily working hours and the level of job satisfaction.


8. The duration of working hours will not be different between the private sector bank employees and public sector bank employees.


9. There is no significant difference between employee designation and the level of work place stress.


10. There is no significant difference in mean ranks for different causal factors of job stress.


289

S.No Hypothesis Results

Statement (contd.)

11. There is no significant difference in mean ranks for the different factors contributing to level of job stress.


12. There is no significant difference in mean ranks for the common causal factors of job stress.


13. There is no significant difference between mean ranks for the factors contributing to causes for stress based on role and task demand.


14. There is no significant difference in mean ranks for the causal factors of stress based on work environment.


15. There is no significant difference between mean ranks for the factors contributing to causes for stress based on management policies.


16. There is no significant difference in mean ranks for the stressors contributing to psychological problems.


17. There is no significant difference in mean ranks for the causal factors of physical problems.


18. There is no significant difference in mean ranks for the coping strategies of job stress.


19. Job stress is independent of geographical location of banks (rural/urban based banks).


20. Impact of Stress will be the same among private sector and public sector bank employees


21. There is no significant difference in coping with job stress among private sector and public sector bank employees.


22. There is no relationship between years of experience of employees and their level of job satisfaction


23. There is no association between level of monthly income and level of job satisfaction.


290

V. Suggestions

In the light of the aforesaid findings, the following suggestions deserve to

be mentioned.

It is suggested that the private sector banks may have the experienced

middle aged employees by breaking away their practice of recruiting only

young employees. These employees would bring in experience to the work

place which would help to reduce the work place stress in private sector

banks.

The minimum educational qualification required for the selection can be

raised to Post Graduation, particularly in public sector, as this would

ensure entry of matured employees who can handle work place stress

comparatively better.

The study reveals that the job stress is at higher level among the employees

of urban based banks, and it is also found that the number of banks in

rural areas is less when compared to urban areas. This disparity is more in

private sector banks when compared to public sector banks. The Reserve

Bank of India may provide fresh impetus for setting up of more bank

branches in the rural areas (both public and private); this would abate the

crowding at urban banks, and hence help in reducing the work pressure.

The banks are advised to take this up as their corporate social

responsibility (CSR) rather than nearly treating the banking as a business.

Banks are suggested to go in for shift system with one set of employees

working for 8 hours (1st Shift) for the banking activities and another set of

employees working for 8 hours (2nd Shift, following 1st) who work on the

back end processes like recording, reporting and administration work. This

suggestion falls in line with the finding of the study that the job satisfaction

decreases with the increase in the number of working hours of the

employees.

291

The survey noted the feeling of subordinates about their supervisors‘

temperament of ‗easily get angry with colleagues‘. Managements may take

steps to train their managers to improve soft skills like team management,

building interpersonal relationship and the like. This can be achieved by

arranging for training sessions like soft skills programmes for the mangers

through renowned Institutes and HR consultants. Ivancevich, J.M.,

Matteson, M.T. and Preston in their study found that workplace interpersonal

conflicts and negative interpersonal relations are prevalent sources of stress and

existed with negative mood, depression, and symptoms of ill health.

It is also found that the supervisors feel that the subordinates are ‗not

giving enthusiastic support‘. To avert this, top management of the bank

may launch employee recognition programmes like giving away awards for

the meritorious performance of employees. Such recognition would

motivate the employees to work enthusiastically during business hours.

The study reveals that the level of job satisfaction is dependent on the

income level of the employees and highly paid employees are more

satisfied. This makes it important that every employee should have a clear

understanding of his salary structures and understand clearly the appraisal

procedures. No employee should be left with prejudices and assumptions.

Managements should have HR practices to address such issues /

grievances and concerns, if any. Well informed employee can cope with

doubts regarding his emoluments.

It is found that the level of stress is high among private sector bank

employees when compared to public sector bank employees. Taking risk

by doing colleague‘s job when they are absent, long working hours and the

inability to manage work and family life were the major factors which lead

to high level of job stress. Job stress is also perceived so badly that the

employees have clearly responded that they are ready to avoid promotions

fearing high level of job stress. It is suggested that the banks may freeze on

292

the 8 hours working norms and adhere to it strictly. Banks may go for

sufficient staffing where there will be availability of back-up staff when

such unplanned absenteeism occurs. Banks can bring the practice of taking

details of ‗leave planning‘ from their employees on a monthly basis. This

will assist the banks in pre-planning for such situations.

The study reveals that the level of job stress is very high among the

employees holding higher designations. These employees who are

promoted based on their experience lack the adequate skills and knowledge

to hold the managerial positions. Banks are suggested that they work on

the capability building of their managers by providing adequate

opportunities for them through training and development programmes.

Such programmes are offered by premium management institutes which

have recently come up with courses targeted at working professionals. It

can also be noted that the programmes are available on-line these days.

The present researcher has also found similar request from the

respondents for training requirements to enable them to become more

competent in their positions.

An important finding is that the private sector bank employees have more

causes for job stress when compared to public sector bank employees. The

causes are classified under three heads, namely, Role /Task Demand,

Working Environment and Management Policies; of which the factors

involved in Management Policies cause more for job stress. Some of them

are non utilization of knowledge and skills of the employees by the

management, and lack of training and development programme for their

career. In this context, it is suggested that the programmes and policies

where the employees may share their suggestions can be framed to explore

their talent. Such initiatives would give employees an opportunity to share

their expectations and requirements.

It is suggested that bank management could well try to improve role clarity

for its employees, because the study found that bank employees,

293

particularly private sector are often getting into role clarity issues due to

cross functional activities. Cross functional activities have caused more

damage than betterment. The bank management can freeze upon the

‗time period‘ to be set for every employee in a particular activity /

function.

There is also a suggestion for addressing the staff shortage by initiating

recruitment; this is because finding has been made where the employees

are reporting that there is over work load for them. This has been

discussed earlier. The process of evaluating the staff strength should be

implemented periodically and the approach of distributing the workload

among the existing employees should be avoided. At this juncture, it is

suggested that there shall be the proper use of the rest pauses by the

employees.

The survey noted that the impact of job stress is higher among the private

sector bank employees when compared to public sector employees.

Placement of employee with core competencies in finance has helped the

bank employees to cope with job stress much better compared to public

sector banks. Private sector banks may facilitate its employees to pursue in

finance related courses so that they would equip themselves by upgrading

their skills. Private sector banks might also priortise their placement to

banking financial management related graduations as the eligibility criteria

for staff selection hence forth.

The study reveals the top management of the bank will have to address the

two psychological problems of its employees ―difficulty to concentrate‖

and ―More consumption of tea / coffee‖. Management can arrange for

yoga classes, recreational activities and relaxation techniques, meditation

camps and other such programmes for the improvement of the

―Emotional intelligence‖. This will address the mental instability, and help

the employees to gain emotional health. Emotional wellness helps them

handle adversities with equanimity. N.Kathirvel (2009), in his study found that

294

stress can be avoided through recreational activities and relaxation techniques. These help

the employees to improve their health and prospects.

The management of the study banks may pay special attention to improve

the ergonomics of the work place so as to address the physical problems of

the employees. ―Back pain‖ and ―Headaches‖ have been reported by a

large number of the respondents. Comfortable furniture, good ventilation

and comforting aesthetics would help the employees to overcome the

physical problems. The suggestion gains more importance as the study

finds the impact of physical problem is more prevalent among the

employees in age group of above 30 years.

It is also suggested the public sector banks could provide for facilities like

cafeteria, gyms, clubs etc., for their employees to refresh themselves. This

is because the study reveals that such facilities by private sector banks have

helped their employees to cope with job stress to a great extent.

Job insecurity, Job stress and few other factors are found to be the main

causes for low job satisfaction among the private sector bank employees.

This suggests for the adoption of enlightened personnel policies and

implementation of innovative rating scales to assess employee capabilities;

the personnel manager may also conduct periodic personal interviews and

exit interviews to understand the employees‘ concerns about job insecurity

and job stress, and thereby addressing the job satisfaction issues.

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