P2_ Draft 3 (9)

on employees in SBG | 1

[2013]

Ms. Bushra Mohammed Al-

Hasani – 29047

Project done under: Dr. Satya

Stress Management: Its impact on employees in SBG

Acknowledgement

At the very outset I render my sincerest gratitude to our Honourable dean Dr. Maha who

has been always a source of great inspiration for me, specially the sincerity and

dedication that she carries for the noblest cause of Education.

The dissertation presented carrying my name but it would have been a dream far away

without the contribution and involvement of many people who have helped inspired and

made this study a cherished and the most loving memory for my life.

My sincerest gratitude for my advisor Dr Satya without his support and trust it could not

have stood any chance of doing justice with the topic.

I would also like to thank the management of Majan College for extending the internet

facilities and library resources to enable me to gather the information needed to complete

the project.

I would like to extend my gratitude to my friends, colleagues in office and my family for

supporting me in my endeavors

Stress Management: Its impact on employees in SBG – Bushra Al Hasani (29047) 2

Abstract

Purpose – The purpose of this article is to investigate empirically Stress Management and

with special reference to its impact on Saud Bahwan Employees

Design/methodology/approach – Open ended sampling designs by means of utilization of

questionnaire and interview and comprehending them to meaningful data with the

utilization of tools like regression, factor analysis and percentage analysis, with the aid of

software SPSS version 9.0 finally utilization of questionnaire.

Findings – The results of the study establishes a strong relationship between stress and

work environment with the involvement of various (physical, human, policies and

procedures). Factors that is involved and practiced in an environment. The Result of the

study states that no noticeable stress is registered in the employee of Saud Bahwan Group

(SBG).


Table of Contents

Chapter 1

1. Introduction

1.1. Rationale

1.2. Scope of Study

1.3. Objective of the Study

9 - 10

Chapter 2

2. Literature Review

2.1. Factor that result in Job Stress

2.2. The Effects of Stress in a Job

2.3. Varying Degrees of Stress

2.4. Job Stress and Personal Life Stress

2.5. Difference Between Distress and Eustress

2.6. The Impact of Stress on Performance

2.7. Relation between Job Stress and Job

Satisfaction

2.8. Stress and health

2.9. Stress and safety

2.10. Stress and productivity

2.11. Stress and turnover

2.12. Stress management

2.13. Taming the beast

2.14. Independent variables of the study

2.15. Conceptual framer work of the study

2.16. Research Gap

11 - 23

Chapter 3 24 - 28


3. Methodology

3.1. Data Collection

3.2. Sampling method

3.3. Data Analysis

Chapter 4

4. Inference of the Pilot Study

4.1. Inter View Inference

4.2. Validity & Reliability

4.3. Factor Analysis

4.4. Percentage Analysis

4.5. Regression Analysis

29 - 56

Chapter 5

5. Implication

5.1. Managerial Implication

5.1.1. Implication of Factor Analysis

5.1.2. Implication of Percentage Analysis

5.1.3. Implication of Regression Analysis

5.2. Academic Implication

5.3. Future Research & Limitation

5.4. Recommendation

5.5. Conclusion

57 - 63

6. Reference 64

7. Appendix I (Questionnaire) 73

8. Appendix II (Interview Questions) 76


List of Tables

Table Description Page

Numbers

I. Factor Analysis Scores for the Job Satisfaction 32

II. Factor Analysis Scores for the Job Stress 33

III. Factor Analysis Scores for the Job Performance 34

IV. Factor Analysis Scores for the Job Motivation 35

V. Percentage Analysis – Gender Wise 36

VI. Percentage Analysis – Age wise (Male) 38

VII. Percentage Analysis – Age wise (Female) 40

VIII. Percentage Analysis – Experience in the organization (Male) 42

IX. Percentage Analysis - Experience in the organization (Female) 43

X. Percentage Analysis – Overall Experience (Male) 45

XI. Percentage Analysis – Overall Experience (Female) 46


List of Figures

Figure Description Page

Nos

I. t-Test: Two-Sample Assuming Equal Variances (Genderwise Job Satf_

Contentment)

37

II. t-Test: Two-Sample Assuming Equal Variances (Genderwise Job

Stress_F3

37

III. t-Test: Two-Sample Assuming Equal Variances (Agewise Job Satf_

Contentment

38

IV. t-Test: Two-Sample Assuming Equal Variances (Agewise Job

Stress_Ethics

38

V. t-Test: Two-Sample Assuming Equal Variances (Agewise JM 39

VI. t-Test: Two-Sample Assuming Equal Variances (Agewise Job Satf_F2 40

VII. t-Test: Two-Sample Assuming Equal Variances (Agewise Job

Stress_F1

40

VIII. t-Test: Two-Sample Assuming Equal Variances (Agewise Job

Ethics_F2

41


IX. t-Test: Two-Sample Assuming Equal Variances

(AgewiseJMotivation_F3

41

X. t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job

Stress F1

42

XI. t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job

Ethics F3

42

XII. t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Satf

F2

44

XIII. t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job

Flexiblity F1

44

XIV. t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job

Stress F2

44

XV. t-Test: Two-Sample Assuming Equal Variances (Overall Leadership

D M F2

45

XVI. t-Test: Two-Sample Assuming Equal Variances (Overall Job Motv 47

XVII. t-Test: Two-Sample Assuming Equal Variances (Overall Exp_LDMF2 47

XVIII. t-Test: Two-Sample Assuming Equal Variances (Overall Exp_Job

Stress F1

48

XIX. Regression JM_JP 49

XX. Regression JM_JSTR 50

XXI. Regression JP_JSF1 51

XXII. Regression JP_JSF2 52


XXIII. Regression JP_JSTR 53

XXIV. Regression JSF1_JSTR 55

XXV. Regression JSF2_JSTR 55

1. Introduction

With the outburst of Global Economic Recession (2008) there is an alarming increase in

the STRESS factor around the globe as all the organizations downsized every possible

resource in general & employee count in particular aiming at maximum utilization of

efficacies and efficiencies. Resulting in a volatile employee-employer relationship

affecting the performance and commitment.

Globalization has led to rapid increase in Job related stress. As per the Gallup poll

conducted in 2000 by Marlin, a Connecticut based firm, on “Attitudes in the American

Workplace VI”, it was revealed that as high as 80% of the workers experienced job stress

and they expressed a desire to learn to overcome stress, 42% felt that their co-workers

needed to manage stress and 14% felt that they were urged to strike their co-worker. In a

report published by National Institute for Occupational Safety and Health 75% of

employees believe that higher stress is experienced by workers today than the previous

generation.

As stress related to the job has been on the increase especially in the developing

countries, this has prompted WHO to declare the phenomenon as a “World Wide

Epidemic and a modern hazard in a traditional working environment." (WHO, 2007). In a

report in 2007, Grant Thornton International indicated that the increase in stress levels

was the highest at 84 % in Chinese businessmen, 82% in Taiwanese, 79% in Indian and


Chapter 1

76% in Russians. These countries are in the process of economic expansion and increase

in their GDP’s has led to higher stress index.

Saud Bahwan Group (SBG) is a large family owned Business Group in Oman with over

11,000 employees. SBG plays an important role in Oman’s development. They have

introduced a number of world class brands and made them into best sellers. Strategic

marketing techniques, catchy promotional campaigns and path breaking customer

services have made them forerunners in the automobile market. The professional work

atmosphere in SBG nurtures innovative thinking and enterprise. The workforce consists

of more than 11,000 professionals from different parts of the world creating a pot pouri of

culture. A great deal of emphasis is placed on employing the local workforce and

contributing to the national cause. The study of Stress in the SBG is the basis of this

research.

1.1. Rationale

The aim of the research is to identify the nature of job stress and its effect on employee’s

performance in SBG. The study also suggests practical stress management techniques in

the work environment. The research material would provide options to SBG to become

the most employee friendly organization and most sought after employer in the industry.

1.2. Scope of Study

In the course of the study, the research aims to analyze stress related to the job and the

interrelation between job stress and work performance among the employees; this study

is intended to be done in Saud Bahwan Group.

1.3. Objective of the Study

To find out the nature of job stress and its influence on performance.

To examine the causes, types and effects of job stress on the individual, and the

organization.


Chapter 1

To suggest practical stress management techniques in the workplace and provide

methods to cope with stressors effectively.

To analyze the issues affecting work performance due to job stress.

To identify common stress indicators and stress related diseases by measuring the

stress levels of the employees at SBG

2. Literature Review

“The age of stress and anxiety” as termed is as condensed as it can be cause Stress has

spared none in any and every walk of life. Although many a research’s are ongoing, yet

the root antecedents are still the core eleven that the researchers are able to profoundly

establish i.e. Work Overload, Role Ambiguity, Role Conflict, Lack of Feedback,

Employee Participation, Keeping up with quick technological change, Responsibility for

people, Career Growth, Recent Episodic events and Organizational Structure and Design.

However it varies from industry to industry due to the nature of work. Needless to say all

is the result of the downsizing which was inevitable for survival.

A new joinee in any organization looks for a rewarding and satisfying tenure when he

takes up the assignment. But work overload and over bearing bosses make the task

difficult and place considerable strain on the employee, which if not properly handled,

can result in negative and dysfunctional behavior at work (Riggio, 2003).

Due to its complexity, there is no single definition for Stress (Khan, Boysiere, 1992). But,

(Selye, 1976), defines Stress as primarily physiological reaction to certain threatening

environmental events. From this definition, it may be inferred that job stress or worker

stress would simply refer to the stress caused by events in the work environment. Another


Chapter 2

definition describes (Beehr, Newman, 1978) job stress as a condition arising from the

interaction of people and their jobs and characterized by changes within the people that

force them to deviate from their normal functioning. Stress researchers (Golembiewski,

Munzenrider, stewenson, 1986; Sharanhan, Morimer, 1996), also differentiate negative

stress, which is ‘distress’ and positive stress, i.e. ‘eustress’. The Stress which creates

positive reactions by motivating people and leads to constructive events is called

Eustress. This is the healthy part of the stress. People need some level of stress to survive

and achieve their goals and aspirations in life. (Selye, 1976) views stress as the spice of

life, and the absence of stress, death. On the other hand, negative stress i.e. distress

adversely affects the employee physically and mentally thereby reducing the quality

output of both Managers and workers alike. Stress experience is a personal matter, and

an individual’s stress appetite and style of handling stress varies with his personal

attitude, past experience and the stressor. From a common man’s view stress can defined

as feeling tense, anxious, and worried which are actually manifestations of the stressful

experience. Biologically, Stress causes the body to ‘fight or flight’ – the brain equips the

body by pumping adrenaline to cope with the stressful situation – it prepares the body to

either fight or break into a run. It is 'any condition that causes an individual to have a

generalized psycho-physiological response which deviates from a state of equilibrium'

(Madeline, 1983).

2.2. Factors that result in Job Stress

Stress can arise from the environment or work (organizational or situational stress) or

from the characteristics of the workers themselves i.e. dispositional stress (Riggio, 2003).

A) Organizational Stressors - Organizational stress include:

Work-related factors – Work overload happens when the task at hand involves

accuracy, speed and concentration while underutilization of knowledge or skills,

boring or monotonous job can also cause stress. (Melamed, et al, 1995). Job or

role ambiguity happens when the job requirements are not defined clearly or


Chapter 2

when the employee is not sure about his responsibilities (Beehr, 1985; Jackson,

Schuler, 1985). Role conflict can also cause stress. When a worker’s role at

Office conflicts with that at home or when he has to play multiple roles

concurrently, this leads to role conflict (Greenhause, Beutell, 1985).

B) Organizational Structural Factors –Physical factors such as noise, heat, poor

lighting etc cause stress while rigid staff rules and regulations, non recognition,

lack of freedom, no clarity in career path make up the structural factors

(Ogundele, 2005).

C) Interpersonal Stress – Stress caused due to difficulty in creating and maintaining

relationships in the organization with supervisors, peers or subordinates. Work

politics and power struggles could also lead to stress in the work place. (Ferris, et

al, 1994).

D) Organizational change – Changes in the organizational structure such as

mergers, acquisitions, changes in policy may cause stress. Workers prefer a stable

job environment. (Marks, Mirvis, 1998; Judge et al, 1999; Wanberg, Banas,

2000).

E) Dispositional Stressors – The stress caused due to the individual characteristics

of the employees is known as dispositional stress. A person with excessive

competitiveness, drive, impatience and urgency is prone to more stress under the

same workload, than a person with a more relaxed outlook on life. (Friedman,

Rosenman, 1974; Rosenman, 1978; Kirmeyer, 1988; Payne et al. 1988).

2.2. The Effects of Stress in a Job

Stress in a job experienced by the employee at work adversely affects his disposition, his

family and also the organization. (Luthans, 1989).


Chapter 2

Exposure to long periods of stress leads to various ailments such as backaches,

headaches, gastrointestinal disturbances, anxiety and depression. It may also lead to

behavioural changes such as increased alcohol consumption, nervous disorders, heart

diseases and diabetes which in turn results in absenteeism and reduction in productivity.

(Madeline, 1983).

2.3. Varying Degrees of Stress

Stress levels vary in different occupations. Persons in field of hospitality, nursing, social

work who require large amounts of patience often tend to ‘burn out’ – i.e. they start to

treat customers / clients as objects and feel emotionally drained. This would in-turn lead

to lower productivity. Therefore it is important to understand the employee’s stress level

and provide avenues for distressing (Cooper, 2001; Caplan, 1983).

2.4. Job Stress and Personal Life Stress

Job Stress could be both positive and negative. Overload role conflict, role ambiguity and

other factors such as monotony, absence of variety etc; are damaging job stressors (e.g.

Beehr, Newman, 1978; House, 1983; Kahn, Quinn, 1970). Positive stress provides the

individual with a challenge, an opportunity to perform / fulfill what he desires whereas

negative stress produces excessive and undesirable constraints and/or demands on the

person (Calpan, 1983; Kanner et.al., 1978). When job related factors influence the

individual to change their psychological or physiological conditions in a manner forcing

the person to perform differently than normal, it leads to Job stress (Beehr, Newman,

1978). Life Stress is related to issues such as sudden cardiac death, complications with

pregnancy and birth, diabetes, tuberculosis etc. (Johnson, Sarason, 1979) resulting in

decreased output in the work place. Other manifestations such as anxiety, depression and

behavioural changes are also evident.


Chapter 2

2.5. Differences between Distress and Eustress

When Stress evokes a positive response in the individual which brings out enhanced

performance, it is called Eustress. Neustress is a neutral reaction where in there is no

effect on the individual, while Distress is clearly the reverse of Eustress. (Pestonjee

D.M., et. Al., 1999).

2.6. The Impact of Stress on Performance

Though a majority of the research work has been done on the negative impact of stress on

the individual, as seen earlier, all stress is not harmful. A small amount of stress is

required to catalyse and improve one’s performance. A lot of study has been done in

support of “good stress”. (Yereks, Dodson, 1908) were the pioneers to propose the

“inverted-U relationship between stress and performance”. They concentrated on the

effects of stress on the learning response of rats. Through their experiments, they were

able to demonstrate that a slender curvilinear relationship existed between performance

and the stressor stimulus (Scott, 1966). The task by the rats improved with moderate

stress and decreased with higher stressor stimulus (Selye, 1975; McGrath, 1976). Various

other researchers were able to provide data in support of the inverted U relationship.

(Yerkes, Dodson, 1908) showed that an individual’s performance increased with stress

reaching an optimum and thereafter decreasing when the stressor increased more than the

optimum. The inverted U relationship was also found applicable in estimating the job

performance in the industry (Srivastava, Bhatt, 1973) also suggest an inverted-U

hypothesis, assuming that external stressors produce a stress response that is similar

physiologically to arousal.

An alternate model, negative linear relationship, was proposed by (Jamal, 1984) which

states that the stress (irrespective of the level) reduces the energy, concentration,

physiological response and performance of the individual. While other psychologists

have suggested a linear positive relationship between stress and performance. Out of all

of the above, the most widely accepted model is the inverted U hypothesis put forth by

(Yerks, Dodson, 1908)


Chapter 2

The need to study the impact of Stress on the individual and the organization has gained

importance due to the serious threat to the health of the individual and loss of

performance to the organization. Continuous exposure to stressful situations affects the

individual’s professional and personal life. It generates anxiety, hostility and depression,

which reflects on the performance (Mottowidlo, Packard, 1986) in some cases, leading to

mental and physical disabilities. Lowered self esteem, resentment of supervision, not

happy with the job, inability to make decisions, lack of concentration etc are other

fallback of stress which can have direct cost implications on the organization. These

could lead to higher accident rates and loss of production as well (Ganster, Schaubroeck,

1991). Excessive job demands lead to physical and emotional depletion and lead to

burnout due to work related strain. (Etzion, 1988; Leiter, Schaufeli, 1996; Maslach,

Schaufeli, 1993).

Job Dissatisfaction can also arise from the strain of balancing work and family

responsibilities. (Bacharach, Bamberger, Conley, 1991; Bedeian, Burke, Moffett, 1988),

it could also lead to depression absenteeism (Burden, Googins, 1987; Frone, Rusell,

Cooper, 1992).

2.7. Relation between Job Stress and Job Satisfaction

The veteran bench markers in the field of research have niched one common

conducive conclusion using there very own way of expression “Stress one way or

other is inversely Proportional to job satisfaction”. Numerous references state the

same (Fletcher, Payne 1980). But some new era researchers are very eloquent “High

stress demoralize the productivity of an employee thereby disorienting and resulting

in Job dissatisfaction” (Sheena et al., 2005) studied in UK found that there are some

occupations that are reporting worse than average scores on each of the factors such

as physical health, psychological well-being, and job satisfaction. “Management role

of an organization is one of the aspects that affect work-related stress among workers

(Alexandros-Stamatios et. al. 2003). The effort in this study is to analyze and uprrot


Chapter 2

the interrelation between the job stress and satisfaction among the university

academic teachers.

2.8. Stress and health

“Stress the culprit to rust the human body”. Imagine stress as a vessel full of water

now irrespective of the size the longer one hold the vessel the strenuous and

hazardous is the outcome on oneself. So resting the vessel down at proper intervals is

the key i.e. vacation from stress indulging activity.

There is a mind boggling amount of research on stress and adversities on health.

Linked to different anomalies and diseases Coronary diseases (37%) inflict the most

followed by cardiovascular issues (9%), depression (5%), spine density and

dislocation and or aches (11%). (Miller, Lyle, 2009) However Stress is a contributing

factor that acts like a catalyst but can’t be independent sole cause. Dr. Medina above,

extreme stress can literally kill brain cells. Some health experts even suggest that an

estimated 75% to 90% of visits to primary-care physicians are for stress-related

complaints (Solution for Stress, 2009).

Variety of surveys reveal that a vacation is indispensable to beat stress and

fatigue(New York Times) Two models that are very precise in stress and health are

effort reward model and strain model which shows coronary diseases level chances

upto 70% (American Heart Association Journal of Public health, Hans Bosma, Ph.D,

Richard Peter Ph.D)

2.9. Stress and safety

Stress offsets once ability to reason and observation. Besides it also rigidity, loss of

team perspective and decreased likelihood to help. So it’s not the risk of one

individual it’s a organizational risk (Dr Lyle Miller 2009).

People tend to get more injured when exposed to high stress, involuntary reflexes

slow down and delay is created being sensory and mortar nerve respondence (Dr


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Valentina Ivana, 2008). It also leads to rebellious defiant attitude making one regress

psychologically (David, 2009).

People taking a break from stress for a reasonable period are noticed to have 30-40 %

better reasoning and understanding along with rehabilitating there involuntary

reflexes avoiding injuries and accidents (Alina 2009).

2.10. Stress and productivity

Stress in mild level boosts performance; however the same stress for a long term and

or high amount can damage brain cells. (Stress. Brain rule Dr Medina 2009). The

reason being Cortisol a boon in mild concentration and bane rather havoc when

explodes in mind. Not only it can be hazardous at high levels on a little lower end it

can cloud our ability over complex problem synthesis and body flexibility.

So to state in simple terms stress is a productive part when it’s mild and low, but its

totally against the theory of people believing it is a steroid against High level/

prolonged stress condition.

2.11. Stress and turnover

“A lion share of people switch there org’ not for better opportunities but due to

Stress”. (Karen, 2009) reviews 52%. (Gina,2009) reports among a survey of 13000

employees from 946 mid-large scale companies 40% quit due to stress however the

employer denies the same view point.

(Dr. Bruce Wilson) president /CEO “Heart Matters” solaces human kind by

techniques of avoiding and beating stress with a remarkable result in Colorado by

declining the figures from 22%to 9% there by aiding a lot of minds and accumulating

a saving of $3.9 Million with respect to employee turnover saved.

2.12. Stress management


Chapter 2

Stress is a part of work but the key is managing it. Although there is abundance of

literature and reviews on stress management yet very few of them are useful enough

to be put to practical usage. Now that its crystal, that stress is due to rigid work

environment, lack of time control, continuous pressure. They key to stress

management is simply reversing the order. (Zimmermar, 2009)

Flexibility, time control and breaks and vacations are the key components to antidote

the venom of stress.

Stress hampers the productivity and creativity while flexibility diminishes the

prevalence of stress, a simple authority to change the way of working like prioritizing

the importance and the manner of handling it, bending time and slotting core hours

can work wonders to beat stress. (John, 1999)

Unplugging oneself is another key component, a simple break can rejuvenate all the

energy and mitigate stress to a great extent as even proved by the a practice at

PricewaterhouseCoopers where the employees vacations were monitors and on the

scheduled time a popup message that encourages them to take time out for a change

and break from routine. (Karen, 2009)

Another successful practice was by GSK(Glaxo Smith kline) the program was drafted

in the name of Team Resilience which showed remarkable results the figures

dropped from 60 % to 21% for the days lost on job due to stress relating health issues.

(Karen, 2009).

2.13. Taming the beast

Undoubtedly we can state that job stressors are greatest stigma that are poisoning the

positive and productive side of an employee’s professional and personal life, but what is

the remedy for this ruthless beast. (Gina, 2009)

As they say the best way is always through: it goes the same the longer we run from it the

graver its intensity prevails. But if one analyses what are the ways of dealing it by


Chapter 2

confronting it, instead of letting it take over its time to take control and grab the rein back

of one’s own life. (Karen, 2009)

Doing so will save a lot of cost that incur viz financial, safety, health not to mention the

drains of innovation and customer services, desire to excel etc.

Research states beating stress is an inexpensive thing if one knows of two things firstly

command on work process and taking continual short breaks which would not certainly

means a vacation, it can be as fringe thing as bending begin-conclude times and setting

mid of the day for core hours, a work day from home in a week.

2.14. Independent variables of the study

The correlation between the work and stress arises due to many independent variable

which in turn boosts the stress; both on job and off job. Chronologically these individual

variables pop’s up one after the other and then permutate rapidly if not dealt in time and

keenly.


Chapter 2

The first being, alienated sense as a new employee that combines with role ambiguity

where target expectation is high and work environment is obscurely laid out shoots the

job related stress. Although these are individual in there aspect but the problem with

stressors is that they coordinates and team up very quickly.

At a later stage the wee hours of work where locus of control is latitudinal, yet the

recognition of work is undermined triggers the stress and again these are independent in

nature and all or any of it can be a carcinogenic stressor. Absence of quality family time,


Chapter 2

scare or almost no breaks and vacations hampers the creativity at work and even the

maximum potential that one can deliver.

2.15. Conceptual framer work of the study

Based on the earlier stated literature review and the mentioned objectives a frame work

has been devised that focuses on behavior pertaining to Stress specifically job oriented

stress. Thus the resulting model with relevance to the prior stated theory accounts for the

toll that affects the job performance due to stress. Stated are two constructs in the

research model that reflects the relation and effect of job related stress and resulting

performance. They can be defined as follows:-

i. The deviance from the normal routine of work functioned is a result of

changes within the organization’s personnel that forces then to deviate. These

personnel may be the regular people with whom interaction is carried out on a

daily basis as well besides the authorities. This is termed as job stress.

ii. Under normal circumstances the tasks that are achieved and completed

successfully with the utility of resources and time which are shouldered to an

employee is called Job Performance.

iii. The inspiration that is done either by kind or cash towards an employee so that

the discrepancies that arise due to performance & workload pressure, role

conflict and ambiguity and all the external interferences are dealt upfront with

zeal and synergy is called Motivation.

iv. The contentment or discontentment that an employee has due to the nature of

job, the job role as it is and the strength that one requires to do the specific job

mentally and physically results in what is called as Job Satisfaction/

Dissatisfaction.


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The increased diversity in the workplaces across the globe has prompted a number of

studies to look into the various cultural elements and their negating effects on the

perception of stress. (Aldwin, 2008) concluded in a study on Gross National Happiness

initiated by the King of Bhutan Jigme Singye Wangchuck conducted for the Government

of Bhutan, that culture can mould or change the types of stress and the ways to cope, in

the following manner –

Culture influences the types of stressors that are prevalent in the society.

It can influence an individual’s appraisal of stress causing factors.


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Culture can suggest options, strategies to be employed in stressful situation.

Cultural institutions can provide solutions to members in stressful environment.

Globalization has affected income growth and distribution, economic stability, the

availability of health and other social services. Though Globalization has provided

economies of scale, increased entrepreneurship and employment, the downside is that it

has brought with it high stress levels due to increased competition and it has become all

pervading – across geographical boundaries.

2.16 Research Gap

Despite that there has been a very consistent research that is ongoing continually, and of

which most of it is being conducted and carried out in the Asian and European countries.

The importance of learning and recognition of stress is of integral importance in every

work environment. How ever the awareness of stress and its countermeasures are not

considered of grave importance in the Gulf terrain.

There is a constant need of recognition in this region as Stress as an independent factor is

highly undermined and despite the fact that there is a great influence of stress that is

reflected in an organization that results in iterations and unhealthy productivity, very few

measures are taken to rectify the agenda.

Another major gap lies that in all the research that is conducted till 2006 and majority till

date has been carried on with simplex or duplex models where in not more than two

factors are considered making the study very narrow.

Wider range of study that involves multiple factor is involved like the current study needs

to be conducted to analyze the practical implication of stress.

3. Methodology


Chapter 3

The “study or description of methods “constitutes the Methodology (Creswell, J.1998).

The methodology chosen determines the subject of the study as well as the range of

possible results and conclusions. Often the choice is whether to use a qualitative,

quantitative or even both to obtain data.

Given below is the explanation of the methods used to collect, assimilate data and the

ways to analyze the same along with the problems and their solutions.

3.1. Data Collection

Data Collection can be done from primary sources such as structured questionnaire,

interviews while secondary data can be collected from reports, websites, journal, articles

etc. This information is later used for introduction and literature review.


Chapter 3

Since SBG is a large group with multi cultural staff and numerous divisions, collection of

varied data for the study is possible.

Questionnaires of empirical data for statistical analysis will be issued to staff of mid level

professionals. Questionnaires will be prepared to get clarifications on matters like:

Nature of job stress and its effect on performance.

Causes, types and effects of job stress on the individual and the organization.

Issues affecting work performance due to job stress.

Common stress indicators and stress related diseases.

The next step in data collection is conducting personal interviews with selected senior

managers. Interviews are also held with mid level professional workers to get their

feedback. The face to face interview is important as in many of the cases; the employee’s

English skills are poor making it difficult or even impossible for them to answer a

questionnaire in English or other non-native language.

3.2. Sampling method

Sampling methods are classified as below:

In the research model, Non- probability sampling will be used i.e. members are selected

from the population in a non-random manner. Judgment sampling technique will be used

under Purposive sampling. The main advantage of this method is that, sampling error can

be calculated. Qualitative and quantitative data will be used in the exploratory research.

Data is gathered through face to face interviews. A sample of 100 workers in the SBG


will be selected. The survey will include 20 managers and 80 mid level professionals.

Unequal sizes have been chosen as meeting a larger number of mid level professionals

would have further lengthened the data gathering process as the team was relying solely

on social connections to recruit mid professional level workers. As the nature of study

was perceived by most workers to be sensitive, networking was the ideal way for

connecting and recruiting top and mid level managers. Other methods will prove to be

more cumbersome and painstaking.

3.3. Data Analysis

The data collected from over 142 respondents will be analyzed using various statistical

methods. Cross-sectional and regression analysis methods will be used to review the data.

Each method will be used to analyze the relationship of different variables.

Firstly, the method of this study, based on the guidelines given by (Hussey, 1997),

involving Cross-sectional types of research methodology is used. They have indicated in

their reports that through this method of study, information on variables in different

context, but at the same time can be obtained.

Secondly, techniques such factor analysis and percentage analysis are used to transform

raw data into a form that would provide information to describe a set of factors in a

situation that will make them easy to comprehend and interpret. This method is called

Descriptive analysis (Sekaran, 2003; Zikmund, 2000). Data are collected based on

demographic variables are processed and reported in percentages. SPSS9.0 was the

software with the aid of which the raw form of date was converted into data analysis

Thirdly, multiple regression analysis is an extension of bivariate regression analysis,

which allows for the simultaneous investigation of the effect of two or more independent


Chapter 3

Chapter 3

variables on a single interval scale dependent variable (Zikmund, 2000). The dependent

variable for this study is job performance, and job stresses whose types of measurement

are interval and simultaneously investigates the several independent variables single

variable a multiple linear regression is fitted for these variables.

3.4. Hypothesis of the Study

H1: There is a significant difference between Male and Female employee’s job satisfaction and job stress

H2: There is a significant difference in the Male Age wise between employee’s job satisfaction with reference to job stress and motivation

H3: There is a significant difference in the Female Age wise between employee’s job satisfaction with reference to job stress and motivation

H4: There is a significant effect in the Experience of male Gender in the organization job stress

H5: There is a significant effect in the Experience of female gender in the organization job stress

H6: There is a significant difference in the Overall Experience of Male gender.

H7: There is a significant difference in the Overall Experience of female gender

H8: There is a strong relationship between Job satisfaction and Job motivation of employees at SBG

H10: Job performance significantly effects Job satisfaction (F1) at SBG

H11: Job performance significantly effects Job satisfaction (Leadership and Decision making) at SBG


Chapter 3

H12: There is a strong relationship between Job motivation and Job stress of employees at SBG

H13: Job satisfaction (F1) is having an effect on Job stress of SBG employees.

H14: Job satisfaction (F2) is having a strong relationship on Job stress of SBG employees.

4. Inference of the Pilot study

4.1. Inter View inference:-


Chapter 4

Based on the management level we devised a coherent and cogent interview question that

was asked to the employees of their respective management levels. The responses

inferred that there was a high rate of recognition of work stress in the organization and at

each level there were measures taken in timely manner to keep stress at bay to the extent

possible.

Interesting part thought was that each level not only recognized the cause of stress at their

level but they were very much aware of the complete scenario on almost all the levels of

management and the counter measures that are practiced though. It is a significant

reflection that Saud Bahwan Group takes keen interest in recognizing stress as a major

hindrance in work force and it conducts regular sessions to educate its employees about

the cause and effects of stress and the ways with which it can be handles without causing

burn outs.

On the management level it is of prime importance to provide congenial environment to

the employees and the aim is to make SBG a Zero Stress Environment by 2019. The

counter measures taken are very strong that involves a lot of participation and

involvement of the employees from all the walks of management. The policies of Job

Motivation like incentives and appraisals both in cash and kind., clear distinction of job

profile to makes employees blend in their works and get a flexibility at work are noticed

to be in a routine practice.

4.2. Validity & Reliability


Chapter 4

It is empirical to the validity of the study to use interview data accurately for such a

construct validity triangulation of interview and questionnaire are under the supervision

and pre approval of our honorable guide. A summary of questionnaire is concluded and

with the results supports our empirical data and adds to the validity. Validity refers to the

problem of whether the data collected is the truth of what is being studied (McNeill,

Chapman, 2005; Yin, 2003a) discusses four different tests to be able to establish the

quality of the empirical data, and this is known as validity. It is when a theory, model,

concept or category describes reality as it appears (Gummesson, 2000) and it refers to the

truth in the case study, if the findings appear to make sense (Miles & Huberman, 1994).

A method that contributes to validity is known as triangulation, in this method various

tools are used to cross check the validity of the data collected (McNeill, Chapman, 2005).

According to (Silverman, 2000; McNeill; Chapman, 2005) when truth is obtained by

merging different perspectives of different findings is Triangulation.

The same inference is done by (Miles, Huberman, 1994) where they state that it is a

technique that supports the analysis or findings and suggests that these measures done

can be acted upon and they don’t contradict the findings. (Alam, 2005) also seconds the

same thing stating that Triangulation makes the conclusions and findings to be more e

trust worthy and convincing.

4.3. Factor analysis


Chapter 4

Unobserved variables of potentially lower numbers are called factors and the

statistical method that is used to describe variability in correlation is called as Factor

analysis. For instance the variation between a few observed variables reflects the

variations in fewer unobserved variables. Now these joint variations in response to

the unobserved ones are searched with the aid of factor analysis. The observed ones

are modeled as linear combination of potential factors, plus ‘error’ terms. Reduction

in the set of variables in a dataset can be done with information obtained from the

analysis of interdependencies between observed variables. The technique is

equivalent to low rank approximation of observed variables of matrix when

computated. Factor Analysis originated in psychometrics and used in a lot of walks

like product management, operational research, applied sciences, social sciences,

behavioral sciences and a lot of other sciences where large chunks and quantities of

data is involved.

Job stress factors have been many and different viewpoints makes these factors

important and unimportant differing from view point to view point. Now a decisive

measure has to be brought in so as to filter out the relevant items for further study.

Hence we categories these points as factors structure to see if the items reflects a

construct validity.

Elimination of irrelevant items based on KMO Statistics:-

Keyser-Meyer-Olkin (KMO) statistics and Anti- Image Correlation Matrix are the

measures of sampling adequacy. All the items are values against the software SPSS

13.0 software and all the items whose value lies above 0.75 are filtered out.

PCA (Principal Components Analysis) in the final stage, all the filtered items are

subjected to principal component Analysis with Varimax rotation and Kaiser

Normalization.


4.3.1 Factor analysis results

Table 1.1 (Factor Analysis Scores for the Job Satisfaction)

Factor and Items Item Loadings

Eigen Value

(Variance %)

Scale

α Mean Variance

Factor 1: Contentment 47.696 0.918 3.646 1.046

Satisfy Job 0.673

Satisfy Manager 0.782

internal satisfaction 0.611

job of fulfillment 0.616

recomend job to friend 0.771

supervisor shows recognition 0.699

satisfy current status 0.72

satisfy present salary 0.781

satisfy current status community 0.765

Factor 2: leadership and decision making

11.351 0.894 3.818 0.989

Energetic during working time 0.832

Work inspires 0.819

cared by org 0.748

satisfy doing work 0.775

Making decision 0.689

leadership decision 0.734

satisfy/city governance 0.476

The supra mentioned analyses inference is:-

Satisfaction factor amounts to 47.69 % of the total variance, and Leadership and Decision

making with 11.35%7. These factors when subjected to internal consistency value


Chapter 4

(Cronbach’s Alpha) have individual test. All the values resulting greater than 0.7 show

consistency of the respondents. The resultant is 0.719 for 17 items put together.

There by it proves that the items as factors separately emerged as significant factor

loading and exhibits a good level of construct validity.

The Cronbach’s Alpha being 0.719 which is greater than 0.700 reflects a healthy and

positive reliability and has considerable construct validity.

Table 1.2 (Factor Analysis Scores for the Job Stress)


Eigen Value (Variance

%)

Scale

α Mean Variance

Factor 1: Stress related work 27.693 0.774 3.155 1.612

Corrected mentally exhausted due

work

0.669

work is burden 0.872

end day/empty feeling 0.754

regular occurrence 0.754

Factor 2: Flexibility Environment 21.088 0.735 3.632 0.933

related targets specific/understood 0.771

job safe frm threat due/chnge room 0.707

Supportive& encouraging 0.741

work life balance 0.561

Work allows chnge to achv. Result 0.627

Factor 3: Ethical 11.672 -0.633 3.437 1.511

Opportunity to enhance perf’. On

job

0.762


Chapter 4

work envrmnt effect health 0.618

The table 1.2 infers the factor of job Stress 27.6% which is the second highest values of

the variance. Later the flexibility factor surmounts to 21.08 % and finally Ethics as

11.6%.but individually the factors of flexibility is aggregately 0.681 and Ethics is 0.690

which is lesser than 0.700 which is internal consistency value (Cronbach’sApla) by

individual test. However the conglomeration of all the 11 items of the 3 factors is 0.711

which reflects good construct validity.

Table 1.3 (Factor Analysis Scores for the Job Performance)


Eigen Value

(Variance %)

Scale

α Mean Variance

Factor 1: Motivational policies 59.011 0.921 3.768 1.067

opportunity to enahceperf. On job 0.714

Direct impact on achiving the org

objective

0.814

Job perf. Is rewarded fin 0.873

Job perf. Outcome/goal org. 0.786

goodperf. Give formal appreciation 0.788

Job perf. & satisfaction inter

related/dependent

0.725

motivation& reward imprv. Prf. 0.623

well define work 0.774

strng manpower retention policy 0.810

evaluation system 0.746


Chapter 4

The table 1.3 reveals the inference Motivational Policies to 59.011 of the total variance

and the Internal Consistency value to 0.765 which is greater than the minimum reliability

towards a stronger positive result indicator.

Table 1.4 (Factor Analysis Scores for the Job Motivation)

Factor and Items Item

Loadin

gs

Eigen

Value

(Variance

%)

Scale

α Mean Varianc

e

Factor 1:Job Satisfaction 59.538 0.911 3.173 0.977

multi tasking 0.617

personal qualification 0.858

work utilize full talent 0.851

stimulating job exp 0.837

finishing job at workplace 0.692

interesting job profile 0.816

job profile important for other 0.672

meaningful job 0.860

work allows freedom &

independency

0.693

The Job Satisfaction factor results as 59.53 of the total variance with the Cronbach’s

alpha as 0.763again above the minimum expected high reliability score of 0.7.

Thus overall in considering the individual variance and Cronbach’s alpha minimum

expected high reliability there is a positive result even if all the factors are conglomerated

or individually and independently graded.


Chapter 4

4.4. Percentage Analysis Result

Percentage method refers to a specified kind which is used in making

comparison between two or more series of data. Percentages are based on descriptive

relationship. It compares the relative items. Since the percentage reduces

everything to a common base and thereby allow meaning comparison.

Percentage analysis = No of respondents x 100Total No of respondents

Table 2.1

H1: There is a significant difference between Male and Female employee’s job satisfaction and

job stress

Gender wiseFactors Male Female

Contentment 74.46 69.83

leadership and decision making

76.99 75.08

Stress related work 62.58 64.15

Flexibility Environment 73.18 71.57

Ethical 70.00 66.17

Motivational policies 75.87 74.30

Job Satisfaction 75.67 73.19

Total Samples n=95 n=47


Chapter 4

Figure 1 (t-Test: Two-Sample Assuming Equal Variances (Genderwise _Contentment)

M FObservations 95 47t Stat 1.640003P(T<=t) two-tail 0.10325t Critical two-tail 1.977054

Figure2 (t-Test: Two-Sample Assuming Equal Variances (Genderwise_Ethical)

M FObservations 95 47t Stat 1.422452P(T<=t) two-tail 0.157119t Critical two-tail 1.977054

The Percentage analysis results gender wise there is a significant variance in Contentment Factor and Ethical Factor where in the total number of samples “N” is 95 for men and 47 for men.

The analysis from the T Test for Job Satisfaction results as the T Sat 1.640 is less than T- Critic 1.977 that signifies the hypothesis as rejected as P>0.05

In the later part the of the analysis with reference to Ethical the T Sats 1.422 is again less

than T Critical 1.977 that signifies the hypothesis as rejected as P>0.05


Chapter 4

Table 2.2

H2: There is a significant difference in the Male Age wise between employee’s job

satisfaction with reference to job stress and motivation

Age wise (Male)Factors < 25 25 to 30 31 to 35 36 to 40 > 40

Contentment 76.83 67.01 72.07 72.38 80.29


71.84 70.77 72.67 81.02 83.13

Stress related work 59.29 60.38 60.50 63.21 65.97

Flexibility Environment 85.71 68.92 73.73 72.29 75.87

Ethical 24.57 69.23 73.67 67.14 70.00

Motivational policies 72.86 67.54 75.07 78.14 79.81

Job Satisfaction 69.52 70.60 73.63 76.83 80.65

Total Samples n=7 n=13 n=30 n=14 n=31

Figure3 (t-Test: Two-Sample Assuming Equal Variances (Agewise _ Contentment)

< 25 > 40Observations 7 31t Stat -0.55881P(T<=t) two-tail 0.579749t Critical two-tail 2.028094

Figure4 (t-Test: Two-Sample Assuming Equal Variances (Agewise _Ethical)

< 25 > 40Observations 7 31


Chapter 4

t Stat -1.26185P(T<=t) two-tail 0.215118t Critical two-tail 2.028094

Figure5 (t-Test: Two-Sample Assuming Equal Variances (Agewise Motivational Policies)


In the supra mentioned table the percentage analysis was done age wise for male gender

segregating then in five age groups., however for the comparative analysis is done on

only two age groups :the less than 25 and more than 40.

The analysis for Job Satisfaction results as T Sats as -0.559 is less than T Critical as

2.028 making the hypothesis reject as P>0.05

The analysis for Job Stress results as T Sats as -1.261 is less than T Critical as 2.028

making the hypothesis reject as P>0.05

The analysis for Motivational Policies results as T Sats as -0.992 as T Critical as 2.028

making the hypothesis reject as P>0.05


Chapter 4

Table 2.3

H3: There is a significant difference in the Female Age wise between employee’s job

satisfaction with reference to job stress and motivation

Age wise (Female)Factors < 25 25 to 30 31 to 35 36 to 40 > 40

Contentment 75.24 64.15 67.68 64.44 80.74

Leadership and Decision making

71.02 70.10 74.55 84.57 81.90

Stress related work 51.43 58.00 65.91 75.00 76.11

Flexibility Environment 68.57 68.53 72.36 73.60 76.89

Ethical 61.43 62.00 67.27 60.00 78.89

Motivational policies 75.14 67.60 74.18 83.20 80.00

Job Satisfaction 70.48 68.59 75.76 77.78 77.28

Total Samples n=7 n=15 n=11 n=5 n=9

Frgure6 (t-Test: Two-Sample Assuming Equal Variances (Agewise Leadership and decision making)


Figure7 (t-Test: Two-Sample Assuming Equal Variances (Agewise _Stress related work)

< 25 > 40


Chapter 4

Observations 7 9t Stat -1.82579 P(T<=t) two-tail 0.089283t Critical two-tail 2.144787

Figure8 (t-Test: Two-Sample Assuming Equal Variances (Agewise_Ethical)

< 25 > 40Observations 7 9t Stat -1.25053P(T<=t) two-tail 0.231603 t Critical two-tail 2.144787

Figure 9 (t-Test: Two-Sample Assuming Equal Variances (Agewise Motivational Policies)

< 25 > 40Observations 7 9t Stat -0.88224 P(T<=t) two-tail 0.392545t Critical two-tail 2.144787

In the supra mentioned table the percentage analysis was done age wise for female gender

segregating then in five age groups., however for the comparative analysis is done on

only two age groups :the less than 25 and more than 40.

The analysis of Job Satisfaction results as T Sats as -1.929 is lesser than T Critical as

2.144 making the hypothesis rejected as P>0.05

The analysis of Job Stress results as T Sats as -1.825 is lesser than T Critical as 2.144

making the hypothesis rejected as P>0.05

The analysis of Ethical factor results as T Sats as -1.250 is lesser than T Critical as 2.144



Chapter 4

The analysis of Motivational Policies results as T Sats as -0.882 is lesser than T Critical

as 2.144 making the hypothesis rejected as P>0.05.

Table 2.4

H4: There is a significant effect in the Experience of male Gender in the organization

job stress

Experience in the organization (Male)Factors 1 to 3 3 to 6 6 to 9 > 9

Contentment 77.47 70.71 66.78 79.93


76.88 70.13 72.00 85.16

Stress related work 62.05 55.45 64.50 66.77

Flexibility Environment 73.82 72.00 67.60 77.16

Ethical 70.45 31.78 74.00 70.65

Motivational policies 76.91 75.82 70.40 78.71

Job Satisfaction 75.86 73.84 69.78 80.65

Total Samples n=22 n=22 n=20 n=31

Figure 10 (t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Contentment)

3 to 6 6 to 9

Observations 22 20

t Stat -1.81218

P(T<=t) two-tail 0.077469

t Critical two-tail 2.021075


Chapter 4

Figure 11 (t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Ethical)

3 to 6 6 to 9Observations 22 20t Stat -2.29757P(T<=t) two-tail 0.026896t Critical two-tail 2.021075

In the supra mentioned table the percentage analysis was done experience wise for male

gender segregating then in five age groups., however for the comparative analysis is

done on only two work experience groups :the 3-6 and 6-9.

The analysis for Job stress results as T Stats -1.812 is lesser than the T critical as 2.021


The analysis for Ethical factor results as T Sats -2.297 is lesser than the T Critical as

2.021 making the hypothesis acceptable as P<0.05

Table 2.5

H5: There is a significant effect in the Experience of female gender in the organization

job stress

Experience in the organization (Female)Factors 1 to 3 3 to 6 6 to 9 > 9

Contentment 70.97 70.91 69.06 66.98


68.04 80.52 78.90 58.73



Ethical 66.88 65.45 68.46 66.98


Chapter 4




Figure 12 (t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Leadership and decision making)

3 to 6 6 to 9Observations 11 13t Stat 0.240239P(T<=t) two-tail 0.812369t Critical two-tail 2.073873

Figure 13 (t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Stress related work )


Figure 14 (t-Test: Two-Sample Assuming Equal Variances (Exp in Org_ Flexibility Envmnt)


In the supra mentioned table the percentage analysis was done experience wise for

Female gender segregating then in five age groups., however for the comparative

analysis is done on only two work experience groups :the 3-6 and 6-9.


Chapter 4

The analysis for Job Satisfaction results as T Sats as 0.240 is lesser than T Critical 2.073


The analysis for Job Stress results as T Sats as -1.847 is lesser than T Critical 2.073


The analysis for Flexibility Environment results as T Sats as -0.183 is lesser than T

Critical 2.073 making the hypothesis rejected as P>0.05

Table 2.6

H6: There is a significant difference in the Overall Experience of Male gender.

Overall Experience (Male)Factors 1 to 3 3 to 6 6 to 9 > 9

Contentment 73.52 63.89 75.85 75.68


70.95 65.71 77.27 80.00



Ethical 65.83 71.25 70.87 70.38




Figure 15 (t-Test: Two-Sample Assuming Equal Variances (Overall Leadership D M )

1 to 3 > 9Observations 12 52t Stat -1.90312P(T<=t) two-tail 0.06167t Critical two-tail 1.998971


Chapter 4

Figure 16 (t-Test: Two-Sample Assuming Equal Variances (Overall_Motvational Policies)



Overall Male gender segregating into five age groups., however for the comparative

analysis is done on only two work experience groups :the 1-3 and greater than 9.

The analysis for Job Overall Leadership and D & M results T Stats -1.903 is lesser than T

Critical 1.998 making the hypothesis rejected as P>0.05

The analysis for Overall Motivation Policies results T stats -1.72 is lesser than T Critical

1.998 making the hypothesis rejected as P>0.05

Table 2.7

H7: There is a significant difference in the Overall Experience of female gender

Overall Experience (Female)Factors 1 to 3 3 to 6 6 to 9 > 9

Contentment 76.54 64.44 63.95 72.72

Leadership and Decision Making

73.02 67.79 69.84 83.17



Ethical 61.11 64.55 70.00 67.78

Motivational Policies 77.78 62.73 71.56 81.00



Chapter 4


Figure 17 (t-Test: Two-Sample Assuming Equal Variances (Overall Exp_Leadership and decision making)


Figure 18 (t-Test: Two-Sample Assuming Equal Variances (Overall Exp_Stress related work)



Overall female gender segregating them into five age groups., however for the

comparative analysis is done on only two work experience groups :the 1-3 and greater

than 9.

The analysis for Job Overall Leadership and D & M resulting in T Stats -1.808 is lesser

than T Critical 2.059 making the hypothesis rejected as P>0.05

The analysis for Job Stress resulting in T Stats -3.188 is lesser than 2.059 making the

hypothesis acceptable.


Chapter 4

4.5. Regression Analysis results

Another helpful tool in establishing and investigation of the relation ship between the

variables is known analysis of Regression analysis. The effect of one variable on the

other is ascertained by consorting data of underlying variables of interest and uses

regression. When so, quantitative effect of the casual variables upon the variable that

influence is estimated, the investigators assess the statistical significances i.e. the degree

of reliability and confidence that the true relation ship in accordance with the estimated

relationship.

The main objective of this analysis that is widely used in almost all behavioral, social and

physical sciences is to explore the relationship between the dependent variables as well as

one or more than one involvement of independent variable. Straight lines or

generalization to multi dimensions relation can be readily explored by Liner regression.

Figure 19 (Regression Job Motivation [JM]_Job Performance [JP])

H8: There is a strong relationship between Job satisfaction and Job motivation of employees at SBG

Model SummaryModel R R Square Adjusted R

SquareStd. Error of the

Estimate1 .899(a) .808 .807 3.761a Predictors: (Constant), JM


Chapter 4

Anovab

Model Sum of Square

df Mean Square

F Sig

Regression 8388.474 1 8388.474 593.112 0.000Residual 1994.183 141 14.143 Total 10382.657 142 a. Predictors: (Constant) JM b. Dependent variable JP

Coefficienta

Model Un standardized Coefficients

Standardized Coefficients

T Sig

B Std. Error Beta (Constant) 3.609 1.444 2.499 0.014JM 1.011 0.041 0.899 24.354 0.000 a. Dependent variable JP

The Multiple regression that was run on JM and JP the resulting that is a significant relevance. The variables significantly predicted JM and JP, F (1,141) =593.112, P<.005, R-square =0.807.

The variable added statically significantly to the prediction, P<.05

Job Motivation significantly affects on Job Performance at Saud Bahwan.

The motivational policies that are followed at Saud Bahwan positively affect the employees

Figure 20 (Regression JM_Job Stress)

H9: Job stress is having an impact on Job motivation of employees at SBG



Estimate1 .769(a) .591 .582 4.917

a Predictors: (Constant), JSTF3, JSTF1, JSTF2


Chapter 4

JSTF1= Stress related work; JSTF2= Flexibility Environment; JSTF3= Ethical

Anovab

Model Sum of Square

df Mean Square

F Sig

Regression 4852.925 3 1617.642 56.905 0.000Residual 3360.796 139 24.178 Total 8213.711 142 a. Predictors: (Constant) JSTF3, JSTF1, JSTF2 b. Dependent variable JM

Coefficienta

Model Unstandarized Coefficients


T Sig

B Std. Error Beta (Constant) 12.183 1.876 6.495 .000JSTF1 .12 .118 .091 -1.02 .31JSTF2 1.463 .129 1.088 11.364 .000JSTF3 -.518 .166 -.367 -3.125 .002 a. Dependent variable JM

The Multiple regressions that was run on Job Motivation and Job Stress the resulting that is a significant relevance. The variables significantly predicted Job Motivation and Job Stress, F (3,139) =6.905, P<.005, R-square = 0.591.

All the variables added statically significantly to the prediction, P<.05 except for factor one

Job Motivation has a significant impact on Job Stress at Saud Bahwan Group.

Factor one that constitutes of end day empty feeling work over burden and exhausted due to work are the factors that don’t comply and contribute to the regression analysis.

Figure 21 (Regression Job Performance [JP]_Contentment)

H10: Job performance significantly effects Job satisfaction (Contentment) at SBG


Chapter 4



Estimate1 .596(a) .356 .351 6.346

a Predictors: (Constant), JP

Anovab

Model Sum of Square

df Mean Square

F Sig

Regression 3193.847 1 3133.847 77.809 0.000Residual 5678.918 141 40.276 Total 8812.755 142 a. Predictors: (Constant) JP b. Dependent variable Contentment

Coefficienta



T Sig

B Std. Error

Beta

(Constant) 12.254 2.422 5.060 0.000JP .549 .052 596 8.921 0.000 a. Dependent variable Contentment

The Multiple regression that was run on Job Performance and contentment the resulting that is a significant relevance. The variables significantly predicted Job Performance and contentment, F (1,141) =77.809, P<.005, R-square =0.356


Job Motivation significantly affects on Job Satisfaction at Saud Bahwan Group.

Figure 22 (Regression Job Performance_Leadership and Decision making)


Chapter 4

H11: Job performance significantly effects Job satisfaction (Leadership and Decision making) at SBG



Estimate1 .801(a) .641 .639 4.104

a Predictors: (Constant), JP

Anovab

Model Sum of Square

df Mean Square

F Sig

Regression 4248.074 1 4248.074 252.265 0.000Residual 2374.402 141 16.84 Total 6622.477 142 a. Predictors: (Constant) JP b. Dependent variable Leadership and Decision making

Coefficienta



T Sig

B Std. Error

Beta

(Constant) 2.804 1.566 1.791 .075JP .640 0.040 .801 15.883 .000 a. Dependent variable Leadership and Decision making

The Multiple regression run on Job Performance and Leadership and Decision making the resulting that is a significant relevance. The variables significantly predicted Job Performance and Leadership and Decision making, F (1,141) =252.265, P<.005, R-square =0.641.


Job Motivation significantly affects on Job Leadership and Decision Making at Saud Bahwan Group.


Chapter 4

Figure 23 (Regression Job Performance [JP]_Job Stress)

H12: There is a strong relationship between Job performance and Job stress of employees at SBG



Estimate1 .766(a) .586 .578 5.558a Predictors: (Constant), JSTF3, JSTF1, JSTF2

Anovab

Model Sum of Square

df Mean Square

F Sig

Regression 5089.425 3 2029.008 65.718 .000 Residual 4293.232 139 30.887 Total 10382.657 142 a. Predictors: (Constant) JSTF3, JSTF1, JSTF2 a. Dependent variable JPJSTF1= Stress related work; JSTF2= Flexibility Environment; JSTF3= Ethical

Coefficienta



T Sig

B Std. Error

Beta

(Constant) 11.404 2.120 5.379 .000JSTF1 .086 .133 -.058 .646 .519JSTF2 1.755 .146 1.161 12.059 .000JSTF3 -.975 .187 -.614 -5.200 .000

a. Dependent variable JP

There is no relevant significance for only factor 1, i.e Stress related work

The Multiple regressions run on Job Performance and Job Stress the resulting that is a significant relevance. The variables significantly predicted Job Performance and Job Stress, F (3,139) =65.718, P<.005, R-square =0.578


Chapter 4


Job Performance significantly affects on Job Stress at Saud Bahwan Group.

Except for stress related work that has no significance in the resultant regression.

Figure 24 (Regression Contentment_Job Stress)

H13: Job satisfaction (Contentment) is having an effect on Job stress of SBG employees.



Estimate1 .654(a) .428 .416 6.022



Anovab

Model Sum of Square

df Mean Square

F Sig

Regression 3772.52 3 1257.417 34.675 .000 Residual 5040.513 139 36.253 Total 8812.765 142 a. Predictors: (Constant) JSTF3, JSTF1, JSTF2 a. Dependent variable Contentment

Coefficienta



T Sig

B Std. Error

Beta


Chapter 4

(Constant) 14.934 2.297 6.501 .000JSTF1 -.054 .144 -.039 -.372 .710JSTF2 1.098 .158 .789 6.965 .000JSTF3 -.206 .203 -.141 -1.015 .312

a. Dependent variable Contentment

The Multiple regression run on Contentment and Job Stress the resulting that is a significant relevance. The variables significantly predicted Contentment and Job Stress, F (3,139) =34.675, P<.05, R-square = 0.416.


Contentment significantly affects on Job Stress at Saud Bahwan.

Factors F1 (stress related work) and F3 (Ethical) has no significant resultant of the regression.

Figure 25 (Regression Leadership and Decision making_Job Stress)

H14: Job satisfaction (Leadership and Decision making) is having a strong relationship on Job stress of SBG employees.



Estimate1 .845(a) .714 .708 3.692



Anovab

Model Sum of Square

df Mean Square F Sig

Regression 4728.101 3 1576.034 115.642 .000 Residual 1894.375 139 13.629 Total 5622.477 142 a. Predictors: (Constant) JSTF3, JSTF1, JSTF2 a. Dependent variable Leadership and decision making

Coefficienta


Chapter 4



T Sig

B Std. Error

Beta

(Constant) 5.019 1.408 3.564 .001JSTF1 .287 .088 .241 3.242 .001JSTF2 1.177 .097 .975 12.174 .000JSTF3 -.478 .124 -.377 -3.836 .000

a. Dependent variable Leadership and Decision making

The Multiple regressions run on Leadership and Decision making and Job Stress the resulting that is a significant relevance. The variables significantly predicted Leadership and Decision making and Job Stress, F (3,139) =115.642, P<.05, R-square = 0.416


Leadership and Decision making significantly affects on Job Stress at Saud Bahwan.

It is evident that the all the variables added significantly to the predictions that are

mentioned above and the resulting interference is positive. The Factors with stress in the

above overall sample is supposed to have a positive impact in a similar findings that was

performed by (Higgins, 2004).The same notions were raised with the permutation and

combination juxtaposing with the tables above .i.e the regression of the resultant with the

combinations of Job Satisfaction, Job Motivation, Job performance with stress in

different combinations.(Yousef, 2002; Duxbury, 2004; Spector et al, 2005) on different

occasions and surveys that were carried independently at different times.


Chapter 4

5. Implications

5.1. Managerial Implication

Rigors survey that is conducted to find the relation between stress and it causes in the

Managerial aspect resulted in quite surprising and annoying factors. The resultant

implementation are varied in there nature as influence by different factors. A lot of

inferences that were noted in the break up and the resultant of the analysis reflect a lot of

improvisation of the structure and the way it can affect the total system if taken note of f

and acted upon in timely manner. The different relations of dependent and independent

variables can guide the management to priorities the factors that conjure up stress and the

way it multiplies when combined with different factors.

Mentioned below are the various factors whose managerial implication is summarized

that yielded from different tools and analysis.

5.1.1. Implication of Factor Analysis

Individual factor Implication: - Job satisfaction where in job satisfaction was subset in

two heads namely satisfaction and Leadership and Decision making. All the relevant

factors as mentioned in table 1.1 of factor analysis were taken into consideration to


Chapter 5

process the values that counts to make a viable and reality based implication. The

resultant implication was around 60 percent related at Saud Bahwan.

Job Stress which was a conglomeration of the subsets of there factors namely Stress

related work, Flexibility of environment and Ethics All the relevant factors as mentioned

in Table 1.2 of that were taken into consideration to process the values that counts to

make a viable and reliability based implication. The resultant implication was around 60

percent related at Saud Bahwan.

Job Performance which was constant only factor by only one factor i.e. motivational

Policies with all the relevant factors as mentioned in Table 1.3 of the factor analysis

resulted as 59 percent as the implication related to Saud Bahwan.

Job Motivation was influenced by only one factor namely Growth induction and

promotion. With al the relevant factors mentioned in table 1.4 of the factor analysis

resulted as 59.5 percent at the implication related to Saud Bahwan.

5.1.2. Implication of Percentage Analysis

A percentage analysis was carried out using T- test with a variety of permutations and

combinations possible and the results were registered to implicate the stress percentage in

the employees of Saud Bahwan on the factors that were mentioned in the questionnaire.

Individual percentage implication:- Gender Wise percentage analysis was carried out

with the participation of 95 male and 47 Female employees, the factor as reflected in

Table 2.1 reflects a positive result on the basis of P value <0.05. Implication no

substantial or noticeable stress gender wise.

Age Wise Percentage analysis was carried out for both male and female gender on the

basis of segregation of age in five age groups with the factors remaining constant as in

table 2.2 and 2.3. The basis of P values resulted as <0.05 in both the analysis which is

positive and implicates not noticeable stress among the employees of Saud Bahwan.


Chapter 5

Experience wise Percentage analysis was carried out for both male and female gender on

the basis of segregation of four experience groups with reference of in house experience

with factors remaining constant as in table 2.4.and 2.5. The basis pf P value resulted as

<0.05 in both the analysis which is positive and implicates no noticeable stress among

employees at Saud Bahwan,

Percentage analysis on the overall experience of the employee including in-house and

previous experience was carried out for both male and female gender on the basis of

segregation of four experience groups with reference of in house experience with factors

remaining constant as in table 2.4.and 2.5. The basis pf P value resulted as <0.05 in the

analysis for Males which is positive and implicates no noticeable stress among employees

at Saud Bahwan and >0.05 in the analysis of female suggesting noticeable stress among

the female working group at Saud Bahwan.

Overall Implication of Percentage analysis suggests that there is no noticeable stress that

is registered in the employees at Saud Bahwan on the basis of various factors that

accounts for stress.

5.1.3. Implication of regression Analysis

Individual implication of the regression analysis results as:-

Regression analysis was carried on with the various combination to ascertain the strong

relation between the variables.(i) Job Motivation with Job Performance (ii) Job

Motivation with job Stress (iii) Job Performance with Job Satisfaction (iv) Job

Satisfaction with Job Stress. With different factors involved resulted as a positive

implication on the basis of Significant Statistical value of P<0.05 on the employees of

Saud Bahwan. All the variables analysis is acceptable and they contribute to the validity

of the study.

The analysis helps SBG in a very important way by deciphering the relations and there

affects by ruling out the interdependencies of data and that are dependant variables. It


Chapter 5

proves very beneficial in pointing out what data is of integral importance that needs to be

prioritized and worked on to curb the stress in its budding stage it self.

5.2. Academic Implication

Job related Stress is a major hurdle to success and peace of mind. It creates a challenge

for the employee to balance his work / personal life and simultaneously manage his day

to day activities. The stress related to job is unique to every organization depending on its

specific policies and goals (Beehr, Newaman, 1978). Hence every effort has to be made

by the individual organization to employ various techniques to mitigate the stress and

create a congenial work environment. The same relentless effort is put in by Saud

Bahwan to create a work environment that can be as comfortable as possible along with

maintaining the decorum of the work culture so that Stress can be ruled out and effective

measures can be taken to re-energize the employee work force.

In the beginning of the literature stated above the efforts were input to clearly analyze

stress and the manner in which it erupts under different situation when combines with

varied tasks of the organization and the factors that contribute to stress (Riggo, 2003).

The general models of the factors that induce stress and hamper work force are identified,

strategy was devised to convert this factors in to measurable data. Chapter two enlists the

various effects and varying degrees of stress further more relation between job stress and

life performance was established (Scott, 1966).

In terms of academic implication all the factors resulting in piling of stress with relation

to health and safety, productivity and turnover are explored and the analysis establishes a

strong relation between he hypothesis and the adverse effects of stress in form of data


Chapter 5

that can be used as information that can be used and the work scenario that is affecting at

Saud Bahwan.

In chapter 2 sub head 2.14 all the existing independent variables were accounted to a

theoretical survey of the indispensable factors and the model thus worked out to define

the reasons and gravity of the situation seemed obvious.

5.3. Future Research and Limitations

The study converged a wide area of problem identification into analysis and was

helpful to render a solution base model. The theory is very subtle however in the future a

wider area of the factors involved can be accorded. Despite the best efforts put in there is

there is a scope of collection of data from other avenues. The survey that was carried out

here due to management restriction was only questionnaire based in the future we expect

to get an interview and diodes based data collection for sampling.

In future the data attained can be synthesizes by formulating tools that consider wider

usage of calculus based and linear and non linear regression tools to larger chunk of data

and attain similar and more accurate results besides the usage of the regression and

percentage analysis tools that used in the research stated supra. Determination of

theoretical generalizability of the explanatory model can be used.

Alike every study and proposition this literature is accompanied by its limitations. The

first being that it is a microscopic study of one particular organization, which has its color

of variance to the generic concept.

Secondly the cultural and atmosphere of work is specific and it has its own limitations as

it can’t be juxtaposed with the global atmosphere which tends to differ from one to

another organization, city and country.


Chapter 5

The process limitation that were endeavored is that not every one is willing to participate

due to different reasons. Mainly not every one is available for interview at the same time

despite after having a pre appointed slot, the staff’s non cooperation to exchange

information, lack of patience. Sampling by diodes was great limitation as SBG being a

widely distributed and access is restricted.

5.4. Recommendation

"The greatest weapon against stress is our ability to choose one thought over another."

(William James)

If Job related stress is handled effectively right from the beginning, it can be used to

extract the best out of every employee. It can be channelized to the benefit of the

organization and to induce growth. As stress is an integral part of our life, we cannot

eliminate it, but we should learn to use it in a gainful manner. New objectives can be

achieved and productivity increased. Since it has become a worldwide phenomenon,

more research and studies need to be conducted to understand the impact on positive

health and well being (Quick, Nelson, & Quick, 1990; Folkman & Moskowitz, 2004;

Somerfield, McCrae, 2000).

Bottom Line, stress can’t be eliminated from any work area, where ever there is

implication of mental of mental abilities stress automatically crops up, the focus of the

study is how this stress can be minimized and short lived by various means like:

a) Employee needs attention.

b) Employee Oriented methodology at work.


Chapter 5

c) Employee motivation.

d) Easing up by means of handing over rights and powers over work in a controlled

and monitored way.

e) Timely breaks and vacations.

f) Conceptual clarity of work eradicating major ambiguity.

g) Health checks

h) Bilateral conversation both downwards and upwards to the management chain.

5.5. Conclusion

"Sometimes it's important to work for that pot of gold. But other times it's essential to

take time off and to make sure that your most important decision in the day simply

consists of choosing which color to slide down on the rainbow." (Douglas Pagels)

On account of the supra findings it is very evident that stress is an indispensable part of

work environment and there is no way of completely eliminating stress, however there

are measures that can regulate the level of stress from stimulatory to work environment

rather than over pressurization of employees and resulting in burnouts and adverse

effects. All the stressors work differently on the personnel in different situation. The key

to have a re-energized work force lies in timely indulging in the course to rule out stress

and intervening by means of different tools. The most effective tools that can be relied on

are motivation work profile clarity, flexibility and timely breaks.


Chapter 5

"Being in control of your life and having realistic expectations about your day-to-day

challenges are the keys to stress management, which is perhaps the most important

ingredient to living a happy, healthy and rewarding life." (Marilu Henner)

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Total words count: 11,708

Table and Figures words count (1,605)

Net Total words count: 10,103

Appendix I


http://www.lifemeetswork.com/




Appendix II


Documents

P2_ Draft 3 (9)