Job Stress and Its Impact on Bank Employees

(1)

Volume No. 3 (2014), Issue No. 3 (March) ISSN (Online): 2320-0685

INTERNATIONAL JOURNAL OF MANAGEMENT AND DEVELOPMENT STUDIES 1

Job Stress and Its Impact on Bank Employees

B. Vijayalakshmi

Associate Professor, Department of Business Management, Sri Padmavati Mahila Visvavidyalam, Tirupati, Andra Pradesh.

T. Navaneetha

Research scholar, Department of Business Management Sri Padmavati Mahila Visvavidyalam, Tirupati, Andra pradesh

Abstract: Job Stress is defined as a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning. The present study focus on the various factors that cause stress in Bank employees. Primary data is collected with the help of structured questionnaire administered to the Bank employees in various Public and Private Banks of Tirupathi, Andra Pradesh. 108 employees from those banks constitute the sample size.

Simple Random Sampling method was adopted to select the respondents. The determinants of job stress that have been examined under this study include management role, relationship with others, workload pressure, homework interface, role ambiguity, and performance pressure. Reliability and factor analysis are used to analyze the data. Based on the test result some of the major findings are derived that are significant and relevant to identify the factors that cause stress among bank employees and ways to overcome it. Based on the findings suggestions and conclusion are drawn that majorly focus on various stress related aspects.

Key words: Management role, work load pressure, role ambiguity, job stress.

Introduction

Change in working practices, such as the introduction of new technology or the alteration of new technology or the alternative of targets, may cause stress, or stress may be built into an organization’s structure. Organizational stress can be measured by absenteeism and quality of work. An organization with a high level of absenteeism, rapid staff turnover, deteriorating industrial and customer relations, a worsening safety record, or poor quality control are the effects of stress. Stress in individual is defined as any interference that disturbs a person’s healthy mental and physical wellbeing. It occurs when the body is required to perform beyond its normal range of capabilities.

Review of Literature

Amalia Stafyla and et al worked on 231Greek employees at various work places and found that men were found to express their stress at a larger extent through interpersonal conflicts with their colleagues as a result of organizational constraints and found differed stress between men and women.

Azman Ismail and et al suggested that physiological and psychological stresses are to be properly managed to increase the capability of employees to cope up with occupational stress and this may lead to higher positive attitudinal and behavioral outcomes.

Cio okeke and ceaser c Dramini (2013) Conducted a study on 239 teachers selected from schools of Swaziland and found that teachers are moderately stressed. Contractual problems and

(2)

INTERNATIONAL JOURNAL OF MANAGEMENT AND DEVELOPMENT STUDIES 2 nature of their work are the main stressors whereas work environment and work relationship were mildly stressful.

Donald F.Parker and Thomas.A.Decotis (1983) conducted a survey on 367 managers of a large restaurant chain and found two distinct dimensions of job stress namely Time stress and anxiety.

Julie Anne Irving and et al (2009) Suggests that mindfulness training can serve as viable tool for the promotion of self care and well being. Mindful training contributes to positive health related outcomes.

Motoki Mizuno and et al (2007) found out that job satisfaction has a negative influence on health conditions especially work stress influences more on the health of an employee.

Reduction of work stress and enhancement of health conditions also appeared to be helpful for work motivation of nurses.

C.Muthu velayutham and D. Chandru (2012) found that work load, depression, supervisors, salary, shift timings and career ladders are the factors that causes stress among the health workers in private hospitals.

Richardo Blaug and et al Concluded that work place stress is so costly and it involves complex combinations of physical, social and psychological elements. Stress affects people differently and is difficult to measure and it shows relationship with both ill health and unhappiness.

Objectives of the study

1. To study the various factors that lead to job stress among bank employees.

2. To know the impact of job stress on bank employees health.

Research Methodology

Primary data was collected with the help of structured questionnaire administered to the bank employees at Tirupathi, Andra Pradesh.108 employees from various public and private banks constitute the sample size. Simple random sampling method was used to select the respondents.

Hypothesis:

Ho : There is no relationship among the various factors that influence the job stress among bank employees.

Data analysis Factor analysis:

Table:1: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .665

Bartlett's Test of Sphericity

Approx. Chi-Square 555.321

df 300

Sig. .000

The K.M.O value of 0.665 indicates that the condition is “good” for further tests to be carried out.

(3)

INTERNATIONAL JOURNAL OF MANAGEMENT AND DEVELOPMENT STUDIES 3 Bartlett test:

Table:2: Communalities

Initial Extraction

Frequently gets tired for no reason 1.000 .616

Frequently gets irritated 1.000 .547

Frequently ignore stress symptoms 1.000 .575

Feel unable to cope up with all symptoms of stress 1.000 .593

Feel depressed and trapped 1.000 .606

Working conditions 1.000 .657

Physical environment 1.000 .591

Time pressure 1.000 .657

Lack of cooperation 1.000 .756

Family problems 1.000 .677

Little relaxation 1.000 .733

More work 1.000 .649

Lack of job stability 1.000 .708

Redesigning of jobs 1.000 .563

Rules and regulations 1.000 .573

Unable to prosper in job career 1.000 .415

Being neglected by others 1.000 .618

Aggressive boss 1.000 .654

This job made my life cumbersome 1.000 .545

Frequent headache during work 1.000 .728

Abusive verbal and written comments 1.000 .706

I forget things easily 1.000 .483

I feel losing my weight 1.000 .604

I feel to move from this organization 1.000 .658

I become restless 1.000 .618

Extraction Method: Principal Component Analysis.

(4)

INTERNATIONAL JOURNAL OF MANAGEMENT AND DEVELOPMENT STUDIES 4 Table: 3: Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings

Rotation Sums of Squared Loadings

Total % of Variance

Cumulative

%

Total % of Variance

Cumulative

%

Total % of Variance

Cumulative

%

1 4.227 16.906 16.906 4.227 16.906 16.906 2.962 11.846 11.846

2 1.921 7.683 24.589 1.921 7.683 24.589 2.440 9.760 21.606

3 1.659 6.637 31.226 1.659 6.637 31.226 1.629 6.515 28.121

4 1.553 6.213 37.439 1.553 6.213 37.439 1.561 6.245 34.366

5 1.407 5.626 43.066 1.407 5.626 43.066 1.543 6.173 40.539

6 1.344 5.375 48.440 1.344 5.375 48.440 1.485 5.941 46.480

7 1.267 5.067 53.507 1.267 5.067 53.507 1.324 5.294 51.774

8 1.147 4.588 58.095 1.147 4.588 58.095 1.319 5.278 57.052

9 1.010 4.039 62.134 1.010 4.039 62.134 1.270 5.081 62.134

10 .991 3.966 66.099

11 .953 3.813 69.912

12 .886 3.543 73.455

13 .814 3.254 76.709

14 .781 3.122 79.831

15 .678 2.712 82.544

16 .617 2.466 85.010

17 .573 2.294 87.304

18 .530 2.121 89.425

19 .514 2.057 91.483

20 .469 1.875 93.358

21 .427 1.707 95.065

22 .394 1.575 96.639

23 .321 1.286 97.925

24 .271 1.083 99.008

25 .248 .992 100.000

Extraction Method: Principal Component Analysis.

SPSS has extracted 9 factors based on Kaiser’s criterion of retaining factors with Eigen values greater than 1. Kaiser’s criterion is accurate when there are less than 30 variables and the communalities after extraction are greater than 0.6. For this data, there are 9 variables and the mean communality is 0.6213. So, extracting nine factors is warranted.

(5)

INTERNATIONAL JOURNAL OF MANAGEMENT AND DEVELOPMENT STUDIES 5 Table:4: Rotated Component Matrix^a

Component

1 2 3 4 5 6 7 8 9

frequently gets tired for no

reason .339 .481 .160 .132 -.228 .214 .055 -.035 .354 frequently gets irritated -.006 .714 -.148 -.021 .058 -.045 .058 .005 .083 frequently ignore stress

symptoms .151 .454 .291 .201 -.450 -.107 -.003 .051 .069 feel unable to cope up with

all symptoms of stress -.277 -.482 .063 .047 .407 .189 .008 -.241 .139 feel depressed and trapped .732 .212 -.014 .092 -.012 .021 -.019 .123 .021 working conditions .755 .135 .006 -.058 -.047 -.047 -.037 -.236 .064 physical environment -.264 -.496 .023 -.002 -.248 -.149 .168 -.298 .272 time pressure -.088 -.763 -.168 .037 .001 -.110 -.159 .004 -.004 lack of cooperation .772 .192 .117 .019 -.073 .060 .158 .172 .215 family problems .048 -.191 .064 .240 -.002 -.245 -.137 .404 .578 little relaxation -.248 .015 .307 -.056 .593 -.272 -.331 -.196 -.028 more work .224 .063 -.025 -.662 .156 -.174 .243 -.160 .131 lack of job stability -.218 -.020 -.346 -.506 .071 .333 -.223 .275 .206 redesigning of jobs -.729 .083 -.072 .038 .009 .020 .092 -.097 .006 rules and regulations .239 .152 .161 -.167 .014 .058 .260 -.081 .602 unable to prosper in job

career .372 -.142 .386 -.057 .072 .269 .125 .052 .092 being neglected by others .118 .405 .104 -.096 -.257 .197 -.360 -.111 .416 agressive boss -.183 .081 -.710 .261 .080 .095 .135 .018 -.091 this job made my life

cumbersome -.059 .172 .662 .074 .025 .126 .077 .194 .088 frequent headache during

work .112 .098 .147 -.051 -.003 .032 .024 .824 .015

abusive verbal and written

comments -.041 .142 .013 -.059 .031 -.015 .821 -.015 .074 i forget things easily -.011 .095 -.111 .278 -.098 .561 -.224 .015 .097 I feel losing my weight .069 .047 -.059 .055 .749 -.022 .135 .099 -.035 I feel to move from this

organization .035 .017 .141 -.047 .006 .786 .096 .000 -.086 I become restless .096 .014 -.202 .726 .136 .040 .044 -.085 .104 Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.

a. Rotation converged in 17 iterations.

Nine factors have been extracted, based on the criterion that only factors with Eigen values of 1 or more should be extracted. Cumulative percentage of variance explained column extracted nine factors together account for 62.1% of the total variance.

(6)

INTERNATIONAL JOURNAL OF MANAGEMENT AND DEVELOPMENT STUDIES 6 From this I conclude that:

Component1 leads to: lack of cooperation (0.772) Component2leads to: Frequently gets irritated (0.714)

Component3 leads to: This job made my life cumbersome (0.662) Component4 leads to: I become restless (0.726)

Component5 leads to: I feel losing my weight (0.749)

Component6 leads to: I feel to move from this organization (0.786) Component7 leads to: abusive and written comments (0.821) Component8 leads to: frequent headache during work (0.824) Component9 leads to: rules and regulations (0.602)

By this factor analysis it is clear that the above 9 components have maximum importance in analyzing the effect of stress on employees. So, emphasis on the above factors leads to the improvement in the satisfaction level of the employees.

Findings and suggestions

 Employees feel that they are not able to cope with all activities, so management should provide proper guidelines to the employees.

 Employees opine that working conditions are the cause for stress, so, they have to provide better working conditions in order to increase satisfaction level of the employees.

 Employees agree that training and development helps to cope with new technology reduces stress so, management has to provide regular training programmes to cope with new technology.

Conclusion

Now-a-days the working conditions are becoming more automatic and stressful with each passing day. Coping with stress has become a vital concern for both the employees and employers, as human resources are considered one of the most significant assets of the organization. Even the most successful employees experienced pressure, but they accomplished something because they identified how to cope with stress more effectively. Moreover the employees themselves should consider that their health and personal life is more important than the professional life. They need to pay attention to their health and no work, client, or superior is worth placing an employee at threat and stress.

References

Amaliya Stafyla, Georgia Kaltsidou and Nikolas Spyridis, “Gender differences in work stress, related to organizational conflicts and organizational constraints: An empirical research”, International Journal of Economic Sciences and Applied Research, vol.61, no.1, pg.91- 101.

Azman Ismail, Amy Yao andNek kamal Yeop Yunus, “Relationship between occupational stress and Job satisfaction: An empirical study in Malaysia”, The Romanian Economic Journal, no. 34.

(7)

INTERNATIONAL JOURNAL OF MANAGEMENT AND DEVELOPMENT STUDIES 7 Cio okeke and ceaser c Dramini (2013), “An empirical study of stressors that impinge on

teachers in secondary schools in Swaziland”, South African Journal of Education, vol 33, no.1.

Donald F.Parker and Thomas.A.Decotis (1983), “organisaational behavior and human performance”, organizational determinanats of job stress,vol 32, pg. 160-177.

Julie Anne Irving, Patricia L.Dobkin and Jeeseonpark (2009), “cultivating mindfulness in Health care professionals: A review of empirical studies of mindfulness-based stress reduction (MBSR)”, Complementary therapies in clinical practice, vol 15,pg.61-66.

Motoki Mizuno, Tomoe Koizumi, Yasuyuki yamada, Yuki Mizuno, Fumiko Matasuda,Kazuhiro Sakai (2007), “An empirical study on work stress and health conditions of Japanese nurses”, Scientific study from Ministry of education, culture, sports, Science and Technology of Japan, pg. 38-63.

Dr.c.Muthu Velayutham and D.Chandru (2012), “An empirical study on job stress and its impact on health workers in Private hospitals at Tiruchirapalli, South India”, Interdisciplinary Journal of Contemporary Research In Business, vol 4, no 7, pg 367-370.

Richard Blaug, Amy Kenyoan and Rohit Lekhi, “Stress at work”, The work foundation, A report prepared for the work foundation’s principal patterns, pg.90-93.

H.Van Der Hek and H.N.Plomp (1997), “occupational stress management programmes: a practical overview of published effect studies”, Occupational medicine, vol47, no.3, pg133-141.