project on hr- stress management among jco in armed

8/12/2019 Project on Hr- Stress Management Among Jco in Armed

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A

PROJECT REPORT ON

STRESS MANAGEMENT AMONG JCO IN ARMED

SERVICES

UNDER SUPERVISION OF:

SUBMITTED BY

NAME :

ENROLLMENT NO :

STUDY CENTER NAME :

STUDY CENTER CODE :

Submitted in partial fulfillment of the requirements for qualifying

MBA


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STRESS MANAGEMENT AMONG JCO IN ARMED

SERVICES

Under Supervision of :

Submitted By:

Name :

Programme : MBA

Enrolment No. :

Study Center Name :

Study Center Code :


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ACKNOWLEDGEMENT

With Candor and Pleasure I take opportunity to express my sincere thanks

and obligation to my esteemed guide .. It is because of his able and

mature guidance and co-operation without which it would not have been

possible for me to complete my project.

It is my pleasant duty to thank all the staff member of the computer center

who never hesitated me from time during the project.

Finally, I gratefully acknowledge the support, encouragement & patience of

my family, and as always, nothing in my life would be possible without

God, Thank You!

(Student Name)


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DECLARATION

I hereby declare that this project work titled Stress Management among JCO

in Armed Services is my original work and no part of it has been submitted for

any other degree purpose or published in any other from till date.


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TOPIC PAGE NO

1. Introduction 8

2. Review of literature37

3. Refresh Methodology.50

4. Result and discussion.53

5. Suggestions.....89

6. Conclusion....100

7. References ....102

8. Questionnaire: Job Stress .....106

TABLE OF CONTENT


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STRESS MANAGEMENT AMONG

JCO IN ARMED SERVICES


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1. INTRODUCTION

The Government of India is responsible for ensuring the defence of India and every part

thereof. The Supreme Command of the Indian Armed Forces vests in the President. The

responsibility for national defence rests with the Cabinet. This is discharged through the

Ministry of Defence, which provides the policy framework and wherewithal to the

Armed Forces to discharge their responsibilities in the context of the defence of the

country. The Indian Armed Forces comprise of three divisions Indian Army, Indian

Navy, and the Indian Air Force.

Indian Army

The Indian subcontinent had witnessed the cohesive concentration of many Empires in

the quest for control of military power, and governance of the State. As time rolled by,

societal norms found an ethos in the workplace, the system of rights and privileges, and

service under the flag.

The Indian Army, as we know it today became operational after the Country gained

independence from British colonialism.

The Armed Force Medical Services (AFMS) comes under Ministry of Defense and the

Director General-AFMS is the top authority who performs certain roles and

responsibilities as laid down by the Govt. of India. The post of Director General Armed

Forces Medical Services (DGAFMS) was created in August 1948.


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The role of DGAFMSs such that he on one hand is directly responsible to the Ministry of

Defence for a broad spectrum of duties and responsibilities as laid down in the Charter of

Duties of DGAFMS in the Regulations for Medical Services of the Armed Forces 1983,

while on the other, he functions through the Chief of Staff Committee (COSC) as

Chairman of Medical Services Advisory Committee (MSAC).

The Dte Gen of Armed Forces Medical Services deals with recruitment of civilian

doctors. The section also deals with commissioning of AFMC cadets in Armed Forces

Medical Services as Permanent as well as Short Service Commissioned officers apart

from grant of Permanent Commission to serving Short Service Commissioned Officers. It

also deals with grant of SSC/PC in AMC (NT) to serving JCOs/ORs of AMC.

What is Stress:-

Stress may be understood as a state of tension experienced by individuals facing

extraordinary demands, constraints or opportunities.

Stress Defined as

Stress is an adaptive response to an external situation that results in physical,

psychological and behavioral deviations for organizational participants.

Stress is a persons adaptive response to a stimulus that places excessive

psychological or physical demands on that person


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We need to examine components of this definition carefully. First is the notion of

adaptation. It means that people may adapt to stressful circumstances in any of several

ways. Second is the role of stimulus. This stimulus, generally called a stressor, is

anything that induces stress. Third, stressor can be either psychological or physical.

Finally, demands the stressor places on the individual must be excessive for stress to

result.

Two Faces of Stress:

There are actually two faces of stress, as depicted through figure:

Constructive Stress (Eustress)

Destructive Stress (Distress)

Constructive Stress (Eustress) acts in a positive manner for the individual and the

organization, e.g., winning a contest, falling in love. Eustress is the pleasurable stress

that accompanies positive events.

Destructive Stress (Distress) is not healthy for individual and organization. Distress

would indicate effects that are out of balance or outside the tolerance limits. Distress

is the unpleasant stress that accompanies negative events.

The Stress Process

Much of what we know about stress today can be the pioneering work of Dr. Hans

Selye. Among Selyes most important contribution was his identification of the

General Adaptation Syndrome.


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General Adaptation Syndrome: Dr. Selye gave three stages of the General

Adaptation Syndrome. These three stages are known as: Alarm, Resistance and

exhaustion.

Alarm is called first stage of GAS. At, this stage person may feel some degree of

panic and begin to wonder how to cope with it. A persons resistance often dips

slightly below the normal level during this stage.

Next comes actual resistance to the stressor, usually leading to an increase above

the persons normal level of resistance. Finally in third stage, exhaustion may set in

and the persons resistance declines sharply below normal levels.

Individual Differences and stress

The stress can affect different people in different ways:-

Type A and Type B Personality Profiles

The most fully developed individual difference relating specifically to stress is the

distinction between Type A and Type B personality profiles. Cardiologists Friedman

and Roseman have identified several personalities characteristics of people who are

most prone to stress. They labeled these behavior patterns Type A and Type B.

The extreme Type A individual is extremely competitive, very devoted to work

and has a strong sense of time urgency. Moreover, this person is likely to be

aggressive, impatient, and highly work oriented. He or She has a lot of drive and

motivation and wants to accomplish as much as possible in as short a time as

possible.


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The extreme Type B person, in contrast, is less competitive, is less devoted to

work, and has a weaker sense of time urgency. This person feels less conflict with

either people or time and has a more balanced, relaxed approach to life. She or he has

more confidence and is able to work at a constant pace.

A common sense expectation might be that Type A people are more successful

than Type B people. In reality, however, this is not necessarily true. The Type B

person is not necessarily any more or less successful than the Type A.

Hardiness and Optimism

Two other important individual differences related to stress are hardiness and

optimism. Research suggests that some people have what are termed hardier

personalities than others.

Hardiness is a persons ability to cope with stress. People with hardy

personalities have an internal locus of control, are strongly committed to the activities

in their lives, and view changes as an opportunity for advancement and growth. Such

people are seen as relatively unlikely to suffer illness if they experience high levels of

pressure and stress. On the other hand, people with low hardiness may have more

difficulties in coping with pressure and stress.

Optimismis another potentially important individual difference. Optimism is the

extent to which a person sees life in positive or negative terms. A popular expression

used to convey this idea concerns the glass half filled with water. A person with a lot

of optimism will tend to see it as half full, whereas a person with less optimism will

often see it as half empty. Optimism also related to positive and negative affectivity.

In general, optimism people tend to handle stress better. They will be able to see the


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positive characteristics of situation and recognize that things may eventually improve.

In contrast, less optimism people may focus more on the negative characteristics of

the situation and expect things to get worse, not better.

Stress and workplace

Workplace stress is the harmful physical and emotional response

that occurs when there is a poor match between job demands and the capabilities,

resources, or needs of the worker.[1].Stress-related disorders encompass a broad array of

conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic

stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension,

etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive

impairment (e.g., concentration and memory problems). In turn, these conditions may

lead to poor work performance or even injury. Job stress is also associated with various

biological reactions that may lead ultimately to compromised health, such as

cardiovascular disease,[2] or in extreme cases, death.

Job stress results from the interaction of the worker and the

conditions of work. Views differ on the importance of worker characteristics versus

working conditions as the primary cause of job stress. The differing viewpoints suggest

different ways to prevent stress at work. According to one school of thought, differences

in individual characteristics such as personality and coping skills are very important in

predicting whether certain job conditions will result in stress. In other words, what is

stressful for one person may not be a problem for someone else. This viewpoint underlies


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prevention strategies that focus on workers and ways to help them cope with demanding

job conditions.[1]

Although the importance of individual differences cannot be

ignored, scientific evidence suggests that certain working conditions are stressful to most

people. Such evidence argues for a greater emphasis on working conditions as the key

source of job stress, and for job redesign as a primary prevention strategy.[1] Large

surveys of working conditions, including conditions recognized as risk factors for job

stress, were conducted in member states of the European Union in 1990, 1995, and 2000.

Results showed a time trend suggesting an increase in work intensity. In 1990, the

percentage of workers reporting that they worked at high speeds at least one-quarter of

their working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly,

50% of workers reported they work against tight deadlines at least one-fourth of their

working time in 1990, increasing to 56% in 1995 and 60 % in 2000. However, no change

was noted in the period 19952000 (data not collected in 1990) in the percentage of

workers reporting sufficient time to complete tasks.[10]

A substantial percentage of Americans work very long hours. By

one estimate, more than 26% of men and more than 11% of women worked 50 hours per

week or more in 2000. These figures represent a considerable increase over the previous

three decades, especially for women. According to the Department of Labor, there has

been an upward trend in hours worked among employed women, an increase in extended

work weeks (>40 hours) by men, and a considerable increase in combined working hours

among working couples, particularly couples with young children.[11][12]


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A person's status in the workplace can also affect levels of stress.

While workplace stress has the potential to affect employees of all categories; those who

have very little influence to those who make major decisions for the company. However,

less powerful employees (that is, those who have less control over their jobs) are more

likely to suffer stress than powerful workers. Managers as well as other kinds of workers

are vulnerable to work overload (Primm, 2005).

Economic factors that employees are facing in the 21st century

have been linked to increased stress levels. Researchers and social commentators have

pointed out that the computer and communications revolutions have made companies

more efficient and productive than ever before. This boon in productivity however, has

caused higher expectations and greater competition, putting more stress on the employee

(Primm, 2005).

The following economic factors may lead to workplace stress:

Pressure from investors, who can quickly withdraw their money from company

stocks.

The lack of trade and professional unions in the workplace.

Inter-company rivalries caused by the efforts of companies to compete globally

The willingness of companies to swiftly lay off workers to cope with changing

business environments.


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Bullying in the workplace can also contribute to stress.

Many people think of stress as a simple problem. In reality however, stress is

complex and often misunderstood. We all know that stress is the bodys reaction to any

demand on it. Perceptions of events, whether positive or negative, activate stress. It is,

therefore, a highly individual affair. What is stressful to X may not be so to another. But

it is fairly easy to conclude that everyone lives under a certain amount of stress. In fact,

the only people without stress are dead. At the same time it is certainly wrong to

conclude that stress is always bad. Mild stress may improve the productivity. It may force

people to focus more sharply on the problem and produce solutions. But if stress is severe

and persist for long periods of time, it can be harmful. Stress can be disruptive to an

individual as any accident.

The Stress Experience

Not all individuals experience stress with same intensity. Some people overact to

stressors and get highly stressed. Some others have the stamina, endurance and

composure to cope with any stressors. How an individual experiences stress depend upon

the four reasons. These four reasons are:

1. the persons perception of the situation

2. the persons past experience

3. the presence or absence of social support

4. individual differences with regard to stress reaction


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Relation between Stressors and Stress

Perception:Perception refers to a psychological process whereby a person selects

and organizes stimuli into a concept of reality. Employees perception of a situation can

influence whether or not they experience stress.

A simple transfer from one place to another may be perceived by one employee as

opportunity to see new places and learn new things. The same transfer may be understood

by another employee as extremely threatening and indicating unhappiness of the

management with his or her performance.

Past Experience:Whether a person experiences stress on his or her past experience

with a similar stressor. Writing anonymous letters against the boss or giving leads to the

Stressor Stress

Perception

Past Experience

Social Support

Individual Differences


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newspaper and getting false stories published in them against the boss are common

among disgruntled employees.

The relationship between stress and experience is also based on reinforcement.

Positive reinforcement or previous success in a similar situation can reduce the level of

stress that a person experiences under certain circumstances; punishment or past failure

under similar conditions can increase stress under the same circumstances.

Social Support: The presence or absence of other people influences how individuals

in the workplace experience whether stress and respond to stressors. The presence of co-

workers may increase an individuals confidence, allowing the person to cope more

effectively with stress. For example, working alongside someone who performs

confidently and competently in a stressed situation may help an employee behave in an

identical way. Conversely, the presence of follow workers may irritate some people or

make them anxious, reducing their ability to cope with stress.

Individual Differences: Individual Differences in motivation, attitudes, personality

and abilities also influence whether employees experience work stress, and if they do,

how they respond to it. What one person considers a major source of stress, another may

hardly notice it.


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Common Causes of Stress:-

Stressors are the things that cause stress. It is important for an organization to

understand and be able to recognize stressors because they cause job-related stress, which

influence work attitude and behaviuor of employees. The major causes of stress are given

below:-

1. Organizational Stressors

2. Personal Stressors

These two stressors are main causes of stress and these are also known as

organizational factors and life factors. These also show three categories of stress

consequences:-

1) Individual consequences

2) Organizational consequences

3) Burnout


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Organizational

Stressors

1. Occupational demands

2. Role Conflict

3. Role Ambiguity4. Role Overload

5. Role Underload

6. Interpersonal Relationships

7. Ineffective Communication

8. Responsibility

9. Job Change

10. Climate with a company

Individual

Consequences

Behavioral:-

Alcohol and drug Abuse

ViolencePsychological:-

Sleep Disturbance

Depression

Medical:-

Heart Disease

Headaches

Organizational

Consequences

Decline in Performance

Absenteeism

Turnover

Decreased Motivation and

Satisfaction

Burnout

Life

Stressors

Life Change

Life Trauma


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This diagram shows the relation between Organizational stressor, Life stressor and

between individual consequences, organizational consequences, and burnout.

Organizational stressors:-Organizational stressors are various factors in the

workplace that can cause stress. These are given below:

1) Occupational demands:Some jobs are more stressful than others. According to

The National Institute for Occupational Safety andHealth, the following jobs are

considered to be more stressful: Laborer, Secretary, Inspector, Chief Laboratory

technician, Office manager, Foreman, Manager/administrator, Waitress/waiter,

Machine operator, Farm owner, Miner, Painter. Certain jobs seem to contain a high

amount of in-built stress in the form of time pressures, too many meetings, difficulties

in meeting standards, inter-personal games etc., especially at higher levels. According

to Parasuraman and Alutto, at lower levels also stress-producing situations emerge on

technical grounds (equipment breakdown) or role frustration (low status, inadequate

supervision).

2) Role conflict: Role conflict occurs when the messages and cues constituting a

role are clear but contradictory or mutually exclusive. Four types of role conflicts

may generally come to surface:

Intrasender conflict occurs when one person asks you to accomplish two

objectives that are in apparent conflict. If your boss asks you to hurry up and finish

your work but also decreases pay for your mistake, you would experience this type of

conflict.


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Intersender conflict occurs when two or more senders give you incompatible

directions. Your boss may want you to complete a crash project on time, but company

policy temporarily prohibits authorizing overtime payments to clerical assistance.

Interrole conflictresults when two different roles you play are in conflict. Your

company may want to travel 50 percent of the time while your spouse threatens a

divorce if you travel more than 25 percent of the time.

Person-role conflictoccurs when the role(s) that your organization expects you

to occupy are in conflict with your basic values. Your company may ask you to fire

substandard performers, but this could be in conflict with your humanistic values.

3) Role ambiguity: Role ambiguity occurs when position holders are uncertain

about limits of their authority and that of others, company rules, and the methods used

to evaluate their work. Role ambiguity arises when a role is unclear. It is also found

that role ambiguity was significantly related to low job satisfaction and to feelings of

job related threats to mental and physical well being.

Role overload: Imagine for a moment about an executive who is attempting to

`dictate a letter, talk on three phones, conducting an interview and writing a report at

the same time. There is no use trying to do too much in too little time. Constant

interruptions , changing hats every five minutes, a constant stream of visitors, a

mountain of files and prepare to process and a number of subordinates looking up to

his valuable advise and guidance all increase the qualitative and quantitative


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overload. Persons who experience such conditions show clear signs of stress and

report health problems.

4) Role underload: At the other extreme, having nothing to do or being asked to do

too little in ones work can also be quite stressful.

Two factors succinctly explain the relationship between stress and underload. Most

persons wish to feel useful and needed. Thus, when they find that they are doing very

little and achieving next to nothing in their jobs, their self esteem may be threatened.

Secondly, people want stimulation. They dont like the idea of staring blankly into

space all the time. They prefer to interact with the world around them and do

something worthwhile.

5) Interpersonal relationship: Another source of stress in organization is poor

interpersonal relationships with others, `be they supervisors, co-workers,

subordinated or clients. When interpersonal relationships at work not pleasant,

employees develop a generalized anxiety, a feeling of fear about upcoming meetings

and interactions.

6) Ineffective communication:Stress can result from a lack of communication or

from a lack of the right kind of communication at the right time. We begin to see the

world differently and we tend to interpret communication efforts differently. For

example, there is nothing more stressful than finding that you have arrived at an

appointment with your boss at the wrong time.


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7) Responsibility: Any type of responsibility can be burdensome for some people.

Different types of responsibility function differently as stressors. One way of

classifying this variable is in terms of responsibility for people versus responsibility

for things. The more responsibility for people reported, according to one research

study, the more likely the person was to smoke heavily, have high blood pressure and

show higher cholesterol levels.

8) Job change:Individuals and work undergo constant changes as organizations try

to become more competitive and aggressive in the marketplace. These changes can

cause stress for the job holders. For example, a bank may computerise its accounting

functions. As a result, a job that did require certain decisions and calculations may

become merely a data collection and entry position for the computer.

9) Climate within a company: Employees can also experience stress when they feel

that they should get more money for their work, of if company restrains them from

doing things they feel they must do to be effective in their job. For example, a

manager wishes to assign few extra duties to an individual for special project but

union regulations do not permit it. Stress can also result from prohibitive physical

settings such as heat, cold, safety hazards, air pollution, uncomfortable spatial

arrangements, shift work etc.

Life stressors: Stress in organizational settings also can be influenced by events that

take place outside the organization. Life stressors generally are categorized in terms

of life change and life trauma.


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Life change:- Thomas Holmes and Richard Rahe first developed and popularized the

notion of life change as a source of stress. A life changeis any meaningful change in

a persons personal or work situation.

Life Trauma:life trauma is similar to life change, but it has a narrow, more direct,

and shorter term focus. A life trauma is any upheaval in an individuals life that alters

his or her attitudes, emotions, or behaviors. Major life traumas that may cause stress

include marital problems, family difficulties, and health problems initially unrelated

to stress.

Consequences of Stress:

Stress can have a number of consequences. As we already noted, if the stress is

positive, the result may be more energy, enthusiasm, and motivation. These

consequences can be classified into the following categories:

Individual consequences:-

The Individual consequences of stress, then, are the outcomes that mainly affect

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

the individual who pays the real price. Stress may produce behavioral, psychological,

and medical consequences.

a) Behavioral consequences: The behavioral consequences of stress may harm the

person under the stress or others. Accident proneness, drug use, emotional

outbursts, excessive eating, excessive drinking and smoking, impaired speech and

nervous laughter are such behaviors.


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b) Psychological consequences: Psychological consequences of stress relate to a

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

work, they may become depressed or find themselves sleeping too much or not

enough.

c) Medical consequences: The medical consequences of stress affect a persons

physical well-being. Heart disease and stroke, among other illnesses, have been

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

include headaches, backaches, ulcers and related stomach and skin conditions such

as acne and hives.

Organizational Consequences:-

Any of individual consequences just discussed can also affect the organization. Other

results of stress have even more direct consequences for organizations. These include

decline in performance, withdrawal, and negative changes in attitudes.

Performance: One clear organizational consequences of too much stress is a decline

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

work or a drop in productivity. For managers, it can mean faulty decision making or

disruptions in working relationships as people became irritable and hard to get along

with.

Withdrawal: Withdrawal behaviors also can result from stress. For the organization,

the two most significant forms of withdrawal behavior are absenteeism and quitting.

People who are having a hard time coping with stress in their jobs are more likely to call


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in sick or consider leaving the organization for good. Stress can also produce other, more

subtle forms of withdrawal.

Attitude: Another direct organizational consequence of employee stress relates to

attitude. As we just noted, job satisfaction, morale and organizational commitment can all

suffer, along with motivation to perform at high levels. As a result, people may be more

prone to complain about unimportant things, do only enough work to get by, and so forth.

Management of Stress

It is true that employees dont want any stress at work. There are a variety of ways in

which individuals cope, or deal with stress at work. Broadly, these could be classified

into two categories:

I. Individual Coping Strategies

II. Organizational Coping Strategies

Let us examine these strategies in detail:-

Individual Coping strategies

First step in managing stress is to understand that the individual is exposed to

stressors. We cannot manage stress unless we know what causes stress and how these

causes are affecting us psychologically, physiologically and organizationally. Individual

strategies to cope with stress are:-


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Time Management: Most of us are poor in time management. The result is feeling of

work overload, skipping schedules and attendant tension. The truth is, if one can manage

time effectively, he or she can accomplish twice as much as the person who is poorly

organized. Some basic principles in time management are:

(1) Preparing daily a list of activities to be attend to

(2) Prioritizing activities by importance and urgency

(3) Scheduling activities according the priorities set

(4) Handling the most demanding parts of a job when one is alert and productive. We

must pay attention to the following ides suggested by of the leading trainers, Sanjeev

Duggal in The Global Manager, 1997.

Time Thoughts

You cannot control how much time you have but you can control how to

use it.

Time is finite and it needs utilization when it is available.

Writing a daily plan, listing priorities that require attention help us save lot

of time while at work.

Time cannot be managed like other resources; rather you have to manage

yourself in relation to time.

Time is money. Time and tide wait for none. And every moment, utilized

or not, is gone with the wind. It cannot be retrieved.


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Tips for Time Management:

Carry your to do list with you at all times.

Put all the tasks you need to remember however small, on the list.

Delegate or choose not to do some tasks.

Review the list in the evening.

Write a new list every day.

Ask yourself is this important?

Check if you need to do a task at all.

Ask yourself, would anything terrible happen if I didnt do it? If the

answer is no, think if you need to do it at all.

Do the most difficult part first.

Do it now.

Look consciously for tasks which you can delegate.

Praise the results after you have delegated the tasks.

Provide action plans for moments when problems might arise.

Open your mail near the wastebasket and discard the envelopes.

Enter the key details of meetings immediately in your diary.

1. Exercise: Physical inactive individuals have a higher incidence of heart attacks

and death than do active individuals. Exercise, as most of the studies indicate, reduce

depression, anxiety and phobias. When the exercises regularly, the day long tension


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on the job is given a decent burial. Individual focus more on body than mind. It may

be useful to recount the benefits here:-

Increase strength and endurance

More efficient use of energy even in mental tasks.

Proper circulation is maintained.

Reduction of chronic tiredness and tension.

Improve weight control.

Reduction in degenerative risk factors.

Improved posture and muscle tone.

Not surprisingly, many organizations nowadays encourage their executives to be

physically fit and active. Companies like Infosya Technologies, Escorts, NIIT, Tata

Group companies have created in-house physical fitness facilities for the benefit of

employees.

2. Meditation and Relaxation: Mind gets the needed relaxation when we engage

in a creative hobby like painting, reading, gardening etc. the wonderful effect of

prayers as a relaxation measure have been well documented in our ancient scriptures.

Meditation also helps in putting our nagging thoughts to rest. Mediation is a way of

focusing on something in a relaxed state in a serene and quite environment. You can

focus on muscular relaxation, an image, an object, a symbol, a point or anything you

like. The advocates of Transcendental Meditation have scientifically proved the


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beneficial impact of the techniques on human brain in recent times. The practice of

TM involves the use of a meaningless sound called a mantra. A trained instructor

individually assigns the mantra to the meditator, and proper use of the mantra is said

to automatically reduce the level of excitation and disorderly activity of the nervous

system and to quite the mind while maintaining its alertness. One sits comfortably

with closed eyes and repeats the mantra for about 20 minutes twice a day.

3. Biofeedback: Biofeedback is another popular relaxation technique. This

technique uses sophisticated equipment to observe some of the internal body

processes and to report this in observable ways. The equipment is used to measure

skin temperature, muscular tension, heartbeat and blood pressure. This information is

given to the person in the forms of sounds, lights or wavy lines on graph.

An article published in theHindustan Times, dated 31.1.1998catalogues

other individual coping strategies thus:

Keep a Pet: There is nothing funny about keeping a pet. Research has indicated

that keeping a pet can be a very effective stress killer. Families that have a dog or a

cat or for the matter any kind of ret, suffer from fewer stress related affliction than

families without pet.

Say your Prayers: Being religious helps in controlling stress. Prayers and

meditation done in private often provide cathartic release. Research has proved that

faith and religion do wonders for individuals under stress.


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Sing Aloud: It doesnt matter if you dont sound too good or the neighbours

object. Singing gives that release of emotions which helps you live with fewer

frowns. Singing is an acknowledgement of the wonders of creation, the joy of living

and a vocalization of inner feelings.

[[[[[

Laughter, the Elixir: Break into laughter and see the tension dissolve around

you. A good laugh relaxes the mind, exercise facial muscles, reduces blood pressure

and improves circulation. Laughing heartily is one of the best ways of getting rid of

the frustration and tensions of modern existence.

Sleep Right: A sleeping beauty is less likely to be prone to stress than a

workaholic. Napping and dozing can refresh and relax.

Be Good at Loving: A good lover definitely means leading a good and healthy

sex life. Fulfilling and satisfying sex is the key to many problems and is one of the

most effective stress busters ever invented. Aerobics, workouts and other forms of

exercise cant bring the same amount of benefit and happiness as a good sex life. It

can drive away tensions, relax and soothe as well as exercise the heart too.

Spend Time with Children: Children have a therapeutic effect on people who

spend time playing with them. Their innocence, joie de vivre and capacity for

happiness can be infectious. An hour spend with children can bring loads of

relaxation and happiness.


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Take of Walk: Walk in the mornings, walk in evenings, and walk just about

every time. Walk with friends or walk alone but do try long walks for cutting down

on stress.

Enjoy the Idiot Box: Watching ones favorite sitcom on TV can be a great

relaxant. No matter what people say about idiot box, it does have some good

effects. And one of them is helping you unwind. Put your feet up on a stool, your

favorite drink in hand and let the magic of the small screen take over and cast a

spell over you.

Cultivate Interests: An interesting pastime is one of the greatest anxiety busters.

It could be gardening, playing an instrument, reading, writing, cooking; just about

anything that interests you. Plants have a very relaxing effect on most people.

Organizational Coping Strategies:

Stress management includes stress prevention also. This is best achieved through

certain organizational coping strategies. Organizational coping strategies help reduce

the harmful effects of stress in three ways:-

(i) Identify and then modify or eliminate work stressors

(ii)Help employees modify their perception and understanding of work stress

(iii) Help employees cope more effectively with the consequences

The organizational coping strategies are:

1. Role clarity: Define employee roles clearly. Employees must have a clear

understanding of the job. They must know what the company expects and be

confident that they can meet these expectations. Stress, most often, occurs when


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employees are not very sure about their work roles or fear they cannot do their jobs.

When excessive stress is present in a role, management can initiate steps such as:

Redefining the persons role

Reduce overload by redistributing the work

Set up procedures to prevent hindrances to work

Arrange for a meeting of all those involved in a messy situation and try to

find a way out.

Make a job intrinsically meaningful , challenging and rewarding

2. Supportive Climate:Factors such as freedom to think and act independently, a

certain amount of informality with key employees, clear communications,

participative decision making, friendly conversation- all help in reducing stress levels

in an organization. If practiced regularly, they also reveal a supportive organizational

climate where everybody is willing to contribute his best and share the rewards

thereafter. A friendly, supportive climate builds trust and confidence among

employees and they will be quite happy to extend a helping hand to management,

whenever required.

3. Clear career paths: To reduce uncertainty, each employee must be sure of

where he is heading for, say after 5 years within same organization. A clear career

path and the job rewards and the benefits that follow committed service would go

a long way in preventing or reducing stress level greatly.


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4. Company- wide programmes: A variety of programs can be used to

manage work stress and these include:

Job enrichment

Employee counseling

Training and development programs

Establishing autonomous work groups

Establishing variable work schedules

Setting up health clubs and offering health facilities

Management can help reduce stress in the work environment by holding team

meetings, using proper management techniques, employing effective communication

system and reducing uncertainty among employees.


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2. REVIEW OF LITERATURE

In 1996, NIOSH established an interdisciplinary team of researchers and

practitioners from industry, labor, and academia to develop a national research agenda on

the "organization of work." Work organization refers to management and supervisory

practices, to production processes, and to their influence on the way work is performed.

(In this sense, the study of work organization and health subsumes the field of job stress.)

This initiative is part of a broader, collaborative effort by NIOSH external partners to

spearhead a "National Occupational Research Agenda" (NORA) to guide occupational

safety and health research into the future, not only for NIOSH, but for the entire U.S.

occupational safety and health community. During its tenure, the organization of work

team has conferred with academic, industry, and labor stakeholders to identify essential

research and other requirements to better understand how work organization is changing,

the safety and health implications of these changes, and prevention measures. This effort

culminated in the NIOSH report "The Changing Organization of Work and the Safety and

Health of Working People."

According to Neef Davidson , Being dissatisfied with the type of work you do,

the environment, the commute and traffic, or dealing with a micro-manager and low pay

are enough to cause job stress for anyone. And these are just the external circumstances.

What I've realized is that job stress burnout or more so burnout has more to do with how

you're affected internally and physically. I was burnt out at my old job because it wasn't

fulfilling for me anymore. I started losing sleep- sometimes severe insomnia. I was

irritable and my eating habits changed. I thought it was a hormone or thyroid issue then

my doctor said all of my blood work was perfect. She gave me samples of Ambien which

I never took and said it may be job stress depression.A hormone issue was fine with mebecause I didn't want it to be stress burnout. I had to wake up and realized that being

stimulated mentally and learning new things are required for me to feel satisfied in my

work. The same hum drum monotony day in and day out wasn't for me. I really wanted to

experience more and receive more personal growth from investing over 40 hours of my


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time every week. You see, once you know the exact causes of your burnout, you can

move towards knowing what you really want.

An interesting new study found that greater levels of job stress increased the odds of

people becoming inactive thereby raising the rates of obesity. According to experts,

chronic job stress contributes largely to lack of exercise, poor eating habits, and sedentary

lifestyle which in turn fuel the obesity epidemic.Another interesting aspect uncovered

was that gorging on healthy diet rich in vegetables and fruits helped only slightly to beat

the chronic stress at the workplace. The study suggests that physical activity is the only

option to deal with stress and keep obesity at bay.

In a bid to determine the association between stress at work and obesity, the

researchers observed 2,782 employees at a large manufacturing facility in upstate New

York. Nearly three quarters of the volunteers were overweight or obese, white, middle-

aged, highly educated, relatively well paid (earning more than $60,000 annually) and had

worked for nearly 22 years at the company.All the participants were questioned in detail

about their psychosocial work conditions.

The researchers discovered that the employers may have a hand in the dismal state of

affairs.Most employees ended up binging on some of the unhealthiest foods during the

recession when lay-offs and tensions were at its peak.Moreover, workers refrained from

physical activity during lunch breaks fearing repercussions about leaving their desks for

too long, while some skipped lunch altogether.Additionally, some also confessed to

stress eating and being burned out from doing the work of five people.

The researchers noted that many employees, after a day spent in stressful conditions

closeted in meetings or glued to the computers, longed to go home and "veg out" while

watching TV.The employees who watched TV for two or more hours daily were 77

percent more likely to be obese, while those who spent over four hours in front of the

idiot box increased their odds of being obese by 150 percent. Lead author Dr. Diana

Fernandez, an epidemiologist at the University of Rochester Medical Center Department


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of Community and Preventative Medicine stated, We are not sure why TV is so closely

associated with being overweight in our sample group of people. Other studies have

shown that adults tend to eat more fatty foods while watching TV. But this requires more

investigation.

Hans Selye (1936)

The term stress was basically introduced into the social sciences by Hans Selye. The

various terms tension, strain , stress is a term basically used in among JCO which means

pressure of one object on another, conflict and pressure are used to denote the effect of

stress on individuals, through there may be thin differences in these terms. Hans viewed

stress as the non-specifically induced changes within a biological system. It is non

specific because any adoption to a problem faced by the body, irrespective of the nature.

Prof.Robbins

According to prof.Robbins stress is a condition in which an individual is confronted with

an opportunity, constrain or demand related to what he/she desires and for which the

outcome is perceived to both uncertain and important. So, stress is associated with:

Constraints or demand

Uncertainty over the outcome which is regarded as important

Miller and Hester (2005)

Miller and Hester reviewed stress management training techniques and found they

included such approaches as relaxation training, biofeedback and systematic

desensitization (i.e., focusing on environmental factors to reduce anxiety). Miller (2003)

also identified aerobic training as a stress management approach. Other approaches have

included meditation, muscle relaxation and transcendental meditation.


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Fletcher (2006)

It has been shown how the further down the skill level in the job chain one looks the

worse off the mental health of those groups becomes. Further it has also been shown

how. Conditions of work most adverse to workers health is to be found in blue collar

professions and in some health care positions such as nursing. A common and possibly

decisive denominator of these work conditions is that they expose the worker to a

combination of high psychological stress and physical workload and a low level of

decision latitude.

Brown Et Al (2007)

A recent study by Brown Et Al examined the relationship between stressful life events

and drinking outcome among male alcoholics who had completed an alcohol treatment

program. Approximately 40% of the pre-treatment stressors were found to be directly or

indirectly related to alcohol use. Results showed that men who returned to drinking after

treatment experienced more serve or highly threatening stress before their relapse than

men who re

Spector & Connell (2008)

As an individual , the issues of Locus of Control(LOC), whereby one may perceive

oneself as a victim or an agent of control in ones own life(external or internal LOC),

appears to be one of three key personality facts linked to how an individual reacts to

stressful situation . The other two are: Negative Affectivity or the tendency to experience

a variety of negative emotions across time and situations; and type A personalities who

seem to be hyper- reaction to uncontrollable stressors and more reactive than type B.


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Miller and Hester (2009)

Miller and Hester reviewed stress management training techniques and found they

included such approaches as relaxation training, biofeedback and systematic

desensitization (i.e., focusing on environmental factors to reduce anxiety). Miller (1992)

also identified aerobic training as a stress management approach. Other approaches have

included meditation, muscle relaxation and transcendental meditation.

The American College of Occupational and Environmental Medicine(2007)

To examine the relationship between psyohosocial job stress and major depression, a

prospective cohort study was conducted of 3066 male workers in two factories of anelectrical company in Japan. The workers were observed for 3 years; 15 workers newly

developed major depression. The effects of six job stress variables, depressive symptoms,

and other possible confounders were assessed by means of self-administered

questionnaires once a year. Five workers without apparent psychiatric disorder were

matched for each patient by gender (all male), age (within 5 years), marital status,

factory, and occupation; the 15 cases and the 75 controls were compared. Proportions of

perceived stress due to unsuitable jobs and human relations were significantly higher in

the cases than in the controls. Results of the conditional multiple logistic regression

analysis indicated that stress due to unsuitable jobs was significantly associated with

occurrence of major depression after depressive symptoms were controlled for. It is

suggested that stress due to unsuitable jobs is a possible risk factor for major depression

in industry.

R Karasek, D Baker, F Marxer, A Ahlbom and T Theorell (2008)

The association between specific job characteristics and subsequent cardiovascular

disease was tested using a large random sampleof the male working Swedish population.

The prospective developmentof coronary heart disease (CHD) symptoms and signs was

analyzed using a multivariate logistic regression technique. Additionally, a case-

controlled study was used to analyze all cardiovascular-cerebrovascular (CHD-CVD)


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deaths during a six-year follow-up. The indicator of CHD symptoms and signs was

validated in a six-year prospectivestudy of CHD deaths (standardized mortality ratio 5.0;

p less than or equal to .001). A hectic and psychologically demanding job increases the

risk of developing CHD symptoms and signs (standardized odds ratio 1.29, p less than

0.25) and premature CHD-CVD death (relative risk 4.0, p less than .01). Low decision

latitude-expressed as low intellectual discretion and low personalschedule freedom-is

also associated with increased risk of cardiovasculardisease. Low intellectual discretion

predicts the developmentof CHD symptoms and signs (SOR 1.44, p less than .01), while

low personal schedule freedom among the majority of workerswith the minimum

statutory education increases the risk of CHD-CVDdeath (RR 6.6, p less than .0002).

The associations exist aftercontrolling for age, education, smoking, and overweight.

Tarani Chandola, senior lecturer ([email protected])(2009)

Stress at work has been linked with coronary heart disease in retrospective and

prospective studies. The biological mechanisms remain unclear. Plausible

pathophysiological mechanisms involve direct neuroendocrine effects and indirect effects

mediated by adverse health behaviours.

The metabolic syndrome is a cluster of risk factors that increases the risk of heart disease

and type 2 diabetes.Characteristics of the metabolic syndrome are abdominal obesity,

atherogenic dyslipidaemia (raised triglycerides, small low density lipoprotein particles,

and low concentrations of high density lipoprotein cholesterol), high blood pressure,

insulin resistance (with or without glucose intolerance), and prothrombotic and

proinflammatory state. Previous studies found a social gradient in work stress and the

metabolic syndrome,suggesting that the social gradient in the metabolic syndrome and

heart disease could in part be explained by greater exposure to work stress among less

advantaged social groups. Cross sectional studies have linked work stress with

components of the syndrome, but this association is not consistent.


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Improving employee morale and motivation is a critical concern for managers in order to

increase productivity. The paper discusses the views on extrinsic versus intrinsic

motivators and some of the debates regarding motivation in general. Fine kind of

methods for improving morale are found; monetary rewards, work-life balance, career-

oriented benefits, entertainment and status enhancing.

Solo librarian are unique breed, and running a one person special libraries require certain

skills and characteristics not necessarily common among librarians in more conventional

settings. While much of the recent literature on employee morale is written with theassumptions that managers are primarily responsible for employee morale, some study

argues that the employees themselves are responsible for their own professional and

emotional well being in the work place. A fundamental construct contain in the literature

reviewed here is that effective employee-management communication is essential to

successful management and high employee morale. The construct will evaluate along the

three other factors; management styles, networking and continuing education that can

affect morale for solo librarians.

Morale must be recognized, maintained and encouraged in order to guard against reduced

individual job performance and organizational instability. Training and education should

be continuously provided and encouraged. Directives must be clearly defined and

efficient supervision need to work alongside employees offering guidance and the

reflection of appropriate behaviors staff should be empowered to make decisions andsolved problems. Open communication must offer feedback regarding individual job

performance and the recognition of good work. All these factors employed in union will

have a positive affect upon employee morale through stressing the importance of the

individual and benefiting the cohesion of the facility.


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I think that many businesses and bosses could be so much further ahead if they read The

Enthusiastic Employee by David Sirota, Louis A. Mischkind, and Michel Irwin Meltzer

(Wharton School Publishing). Served.

The authors have done a number of surveys of employees to get a idea of how 1)

employees feel about their current jobs, and 2) what theyd like to see from their

companies and management. These findings are presented to the reader (which *should*

be in management) to help them understand how their staff really thinks and works. The

conclusion is that companies can profit handsomely by understanding what their

employees want and making sure they get it. And its not always just money. It can be

since of teamwork, a vested interest in making sure the company is successful, or even

just the challenge of being given a difficult job along with the authority to do whats

necessary to pull it off. While not every employee is the same or is motivated by the same

ideals or benefits, a company that follows the findings in this book and implement

changes will find turn over plunging and job satisfaction going up to unknown levels.

He enthusiastic employees a great read for ANYONE in business as it demonstrates (in a

well written and enjoyable manner) the importance of employee morale from both an

empirical anecdotal perspective. The obvious fit for this book is a reader who is in a

position to improve morale in his or her organization----however, I especially recommend

it for those just starting their career, as through the data it presents, it provides exactly the

kind of information to ask in interviews when trying determine whether the organization

offer systems and the other elements conducive to generating positive attitudes.

If you are in management or H.R or have employees of any sort, including by

independent contract, get this book and follow its advice. It is worth its weight in gold,

but fortunately you dont have to pay that much for it. This is the bible of common sense


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management of human motivation and performance. It contains the relevant results of 30

years worth of meticulously researched materials produced by members of Sirota

Consulting where the authors are senior staff. (David Sirota is the founder.)

The book contains very little that anyone familiar with the literature in the field will find

new. Infact, most reputable management consultants have told their clients most of the

same things for many, many years:

1) Ask your employees what they want.

2) Employees wanted to be treated fairly, including in compensation-and fair means

fair, not extraordinary.

3) Employees want the opportunity to perform well and achieve something

meaningful (really!).

4) Employees want to with others who share their basic values and with whom they

can comfortably interact and co-operatethere is an important social element in

the work place.

According toHerbert Karlow, MD (Los Angels, CA)

The enthusiastic employeeholds a compelling message: listen to your employees.

When they organizations what they want, they are providing a roadmap for success. The

discussions on equity, achievement and camaraderie make too much sense to be ignored.

This book is difficult to put down. Rather than a dry business tome that puts one to sleep,

it wakes you up and forces you to examine your own behavior as well as the behavior of

organizations leadership. We are presented with an approach a building a partnership

culture that has universal application.


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Reviewer: Gerry Stern (culver City, CA united States)

Based on 30 years of research, the authors demonstrate a clear relationship between

financial performance and employee morale. Data reveals three dimensions of morale,

each having sub factors:

1. Equity (job security, compensation, respect)

2. Achievement (organization purpose and principles, job enablement, job challenge

and feedback, recognition and reward, and

3. Camaraderie (teamwork).

Chapters are devoted to each of these subjects and provide illustrative examples.

Furthermore, the authors have adopted a People Performance Model consisting of :

leadership; management practices; employee morale; individual performance; customer

satisfaction; customer behavior; and business performance; the model provides an

excellent framework for gaining insight into crucial connections. Appendices include a

self-assessment questionnaire for managers and key statistical findings. Speaking not

only as a reviewer, but a management consultant (HR Consultant.com), this book is a

gem. It is exceptionally informative and insightful; one of the best books on the subject of

successfully managing people.

Richard T. Mowday, Lyman W. Porter said in October 1974:-

This study investigated the relationships between work unit performance on the one hand,

and employee attitudes and situational characteristics on the other hand, among 411

female clerical workers in 37 branches of a bank. The branches are work units

characterized by spatial separation and the performance of similar functions. Two

independent dimensions of performance were empirically identified and their relationship

to attitudes and situational characteristics studied within a multivariate framework by

means of multiple discriminant analysis.


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The results indicate that employee attitudes were significantly related to a measure of

branch performance reflecting job duties performed within the branch. Employees in

branches rated high in performance had a higher level of attitudes toward aspects of both

the branch in which they work and the larger organization of which it is a part, while

individuals in low- and medium-performing branches had a lower level of attitudes that

was similar. Situational characteristics of the branch were most highly related to the

manager's performance of loan functions, a large portion of which may take place outside

the branch.

Terry A. Beehr & Nina Gupta said in 1978:-

Disenchanted employees may choose to withdraw from the organization in at least four

ways, viz., psychological withdrawal, lateness, absenteeism, and turnover. There are

reasons for assuming that these different forms of withdrawal may be interrelated either

negatively or positively. This study attempts to determine the direction and strength of

the relationships among the various forms of withdrawal. The sample consisted of 651

employees from all levels of five midwestern work organizations. Three methods of data

collection were used: structured interviews, a search through the companies' personnel

records, and supervisors' ratings. It was concluded that the four forms of withdrawal are

related with one another positively and with low to moderate strength. Implications of

these findings are discussed and suggestions for future research are offered.

Carleton S. Bartlem said in 1981:-

Coch and French's interpretation of their classic (1948) study of worker participation in

decision-making is questioned. It is argued that the superiority of the combined

experimental groups to the control group could have been due to differences in: the way

in which the job changes were explained; the manner in which the time studies wereconducted; and/or the amount of additional training given. Similarly, the superiority of

experimental Groups II and III to Group I could have been an artifact of differences in the

amount of work available, or of differences in group size. In addition, the failure to find a

difference within Group I between direct and indirect participants would seem to argue

against a participation interpretation of the findings. It is suggested that the perceived


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fairness of the pay rates was probably the key factor in this and in some similar studies.

The wider issue involved may have been organizational trust.

Grover,V.; Dept. of Manage. Sci., South Carolina Univ., Columbia, SC

said in Feb 1999:-

Business process reengineering has been prominently discussed and implemented in a

large number of firms around the world. While the notion of radical change is intuitively

appealing to fix organizational woes, it has not always met with the degree of success

originally claimed by its many proponents. This article studies the evolution of the

reengineering concept and its evolution toward the broader notion of process change

management. Reported here are the results of two studies that explore reengineering from

a project implementation perspective and an organizational perspective at two differentpoints in time. The results show remarkable consistency in the importance of

nontechnology management issues concerning strategy, change and people. Further, the

notion of continuous change seems to be becoming,more important. The study provides a

foundation for identifying key variables that can be studied in order to effectively manage

this multifaceted phenomenon.

Laura B. Forker & David Mendez said in 2001:-

An analytical method for benchmarking, using data envelopment analysis, is proposed

that can help companies identify their most efficient suppliers, the suppliers among the

most efficient with the most widely applicable TQM programs, and those suppliers who

are not on the efficient frontier but who could move toward it by emulating the practices

of their best peer supplier(s). These best peer suppliers are those that can be imitated

by firms with similar organizational structures with the least amount of effort. The

technique enables a purchasing manager to identify suppliers that could benefit mostfrom supplier development efforts and identifies the suppliers for others to study and

adopt appropriate practices from, without relying on reputation or advertised excellence.

This method helps an organization conserve time that might otherwise be spent on

inappropriate search and implementation efforts, thus freeing managerial resources to be

applied where they can have their greatest impact.


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3. RESEARCH MEHDOLOGY

Purpose

The main purpose of this research is to determine the important drivers of job stress and

to analyze the effect of job stress on the performance of the among JCO in Armed

Services.

The obsession with meeting the targets and deadlines not only stresses out the to echelons

of the management, but also all the cadres of the workforce. If the stress management

issues are not adequately addressed in time, the productivity of the workers and

executives suffers and pressures on the management mount. People begin to suffer from

various types of mental and physical ailments which affect the performance of the brains

activities such as memory, concentration and learning

Objectives

1. To identify the main reasons of stress among Armed Services.

2. To study the effect of stress on their performance3. To find the methods of removing stress and the effectiveness of methods

4. To identify the Armed Services with stress & to assess his problems.

5. To assess among JCO of Armed Services qualities including the vulnerability to

stress

Research methodology makes the most important contribution towards the enrichment of

study. In a research there are numerous methods and procedure to be applied but it is the

nature of the problem under investigation that determines the adoption of a particular

method for all studies. Methods selected should always be appropriate to the problem

under investigation. The present study is carried out to study the attitude of rural people

towards modern banking services. This chapter describes the scope of research work,


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research design, data collection method, sampling design, data design, data analysis and

finally limitation of the project

Research Design

The survey method is the basic research design. The structured questionnaire was

administered to the respondents, which solicits information about their level of job stress.

Sample Size

A survey of approximately 50 Armed working in different organizations provided the

database for this study. The sampling technique used was convenience sampling under

this sample of respondents was chosen according to the convenience of the researcher.

Data Collection:

The purpose of research was explained to the employees and questionnaires were being

administered to them.

Evaluation

After scoring the questions, the raw data are used to draw charts. These charts are further

analyzed to draw inferences and deductions about the impact of job stress on Armed

Services and to identify the main methods to remove stress.


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4.RESULT AND DISCUSSION

Results and discussion is made on the basis of the structured questionnaire and the

responses given by the JCO. The total no of respondents are 150. The analysis and

interpretation is as follows:

Q 1. Do you believe that among JCO is a stressful job?

Yes - 102 No- 48

Yes

68%

No

32%


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If yes, how much job stress do you feel at job?

High- 51 Low-23 Moderate- 34

High

48%

Low

21%

Moderate

31%

A very high percentage of the respondents i.e. 68% believe that among JCO is a

stressful job. From these, 48% respondents feel high job stress; 21% feel low job

stress and 31% feel moderate job stress.


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Q 2.Do your junior employees and colleague make your jobstressful?

Yes- 46 No- 104

Yes

31%

No

69%

Only 31% respondents say that their junior employees and colleague make their job

stressful. The remain 69% are not in favor of this statement.


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Q 3. Do you become angry when your junior employees fail to do as you ask?

Always- 28 Never- 44 Sometimes- 78

Always

19%

Never

29%

Sometime

52%

52% respondents sometimes become angry when junior employees fail to do as they

ask; 19% become always angry but only 29% never become angry when junior

employees fail to do as they ask.


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Q 4. According to you, which things make your job stressful?

Workload- 70 Excessive rules of Organization- 28

Interpersonal relationship- 4 Daily changes in work Schedule- 48

workload

46%

excessive

rules of

organisati

on

19%

interpers

onal

relatation

ship

3%

daily

changes

in work

schedules

32%

According to 46% respondents workload is major cause of stress; 32% are agree

with daily changes in work schedules; 19% say that excessive rules of organization is

a cause of stress;Only 3% are in favor of interpersonal relationships.


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Q 5. Do you feel that your boss shows lack of interest or focus in your work?

Yes- 42 No-108

Yes

28%

No72%

Only 28% are agreeing with this fact that their boss shows lack of interest in their work.


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Q 6. Does your job interfere with other responsibilities?

Always- 16 Sometimes-128 Often- 6

Sometime

85%

Often

4% Always

11%

11% respondents say that their job always interferes with other responsibilities;85%

says sometimes and only 4% say often in the response of this statement.


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Q 7. Do you think that your work is out of control?

Always-6 Never- 88 Sometimes- 56

Never59%

Always

4%

Sometime

37%

59% say they never find that their work is out of control;37% say that sometimes

their work is out of control and only 4% respondents face this problem always.


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Q8. Do you become upset when an emergency work arises in your job?

Strongly agree-10 Agree-44 Neutral-80

Disagreee-12 Strongly disagree- 4

neutral

53%

Strongly

agree

7%

Strongly

disagree

3%

agree

29%

disagree

8%

3% say strongly agree; 29% say agree; 53% say neutral; 8% say disagree and 7% say

strongly disagree with this statement.


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Q 9. Do you feel that you are tied in knots at the end of theday?

Yes-86 No- 64

Yes

57%

No

43%

57% respondents say that they feel tied in knots at the end of the day and 43% say

no in response of this question.


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Q 10. Do you feel irritated when you dont get tea break and lunch break while

working?

Yes- 88 No-62

Yes

59%

No

41%

Quite a high percent (59%) of the respondents feel irritated when they dont get tea

break and lunch break while working; 41% say no in the response.


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Q 11. Do you frustrate when things dont run smoothly or according to you?


Always

35%Seldom

58%

Never

7%

Only 7% never get frustrated when things dont run smoothly or according to them ;

but 35% Always and 58% seldom get frustrated.


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Q12. Do you feel that problems at home interfere with your performance at

work?


Sometime

s

70%

Always

5%

Never

25%

5% feel that it happen always when their home problems interfere with their work

performance; 70% feel that it happens sometimes but 25% say never in the response

of statement.


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Q13. How much your general health affected by your work?

More affect-52 Less affect- 40

Normal- 36 No affect- 22

More

affect

34%

Less affect

27%

Normal24%

No affect

15%

34% say more affected; 24% say normal; 27% say less affected and 15% say that

their general health has never affected by work.


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Q14. Are you made the work more in nights as compared to morning duty?

Yes-72 No-78

Yes

48%No

52%

There are 48% among JCO who made the work more in nights as compare to

morning duty i.e. they have to work in night shifts.


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Q15. Do you feel sometimes that you are unpleasant with job conditions?

Yes- 80 No-70

Yes

53%

No

47%

53% respondents are unpleasant with the job conditions but 47% are happy with the

conditions provided by their organizations.


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Q16. Do you think that your performance is affected by stress?


Always

31%

Never

29%

Someties

40%

31% say always; 40% say sometimes but 29% never feel that their performance is

affected by stress.


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Q17. Are the bureaucratic rules of any organization work as source of stress for

employees?

Strongly agree-26 Agree- 88 Neutral- 24

Disagree- 12 Strongly disagree- 0

Agree

59%

Disagree

8%Neutral

16%

Strongly

disagree

0%strongly

agree17%

17% are strongly agreed; 59% are agreed; 24% say neutral in favor of this fact. But

8% are disagree i.e. they dont think that bureaucratic rules of any organization work

as source of stress for employees.


71/110

71

Q18. Do you think that low job security is also a cause of job stress?

Strongly agree- 48 Agree- 70 Neutral- 24

Disagree- 8 Strongly disagree- 0

Agree

47%

Disagree

5%

Strongly

disagree

0%

Strongly

agree32%

Neutral

16%

32% are strongly agreed that low job security is also a cause of stress; 47% are agreed;

16% gave neutral response; and 5% are disagreeing with this fact.


72/110

72

Q19. Is there any management program providing by your organization for

coping stress?

Yes-58 No-92

Yes

39%No

61%

The survey brings out the fact that 61% of the respondents say that there are no

management programs provided by their organizations for coping stress.


73/110

73

Q20. According to you, what coping strategies should select by management of

any organization?

Proper work schedule -42 Employee fitness program- 12

Job security- 26 All-70

All

47%

Employee

fitness

program

8%

Proper

work

schedule

28%

Job

security

17%

Around a quarter of the respondents say proper work schedule; 17% say job security;

only 8% say employee fitness programs and 47% respondents think that all these

three should be selected by management of any organization as stress coping

strategies.


74/110

74

Q21. Which of the following problem do you face at the end of the day?

Headaches- 52 Backaches- 22

Stomachaches- 0 None- 76

Headache

s35%

Backaches

15%

Stomacha

ches

0%

None

50%

35% respondents face headaches; 15% face backaches; and 50% face none of these

problems at the end of the day. Some respondents specify that they face problem of

irritation at the end of the day.


75/110

75

Q22. Which method you normally use to relive the stress?

Take a walk Music Blaming others

Sleeping Exercise Meditation & Relaxation

Playing Cultivate interest

According to you which method is most suitable? Please specify.

1. Take a walk

Average rating lies between agree and strongly agree.

2. Music

Average rating lies between agree and strongly agree.

Strongly agree 68

Agree 53

Neutral 22Disagree 7

Strongly disagree 0

Total 150

Average 4.2

Strongly agree 48

Agree 70

Neutral 32

Disagree 0

Strongly disagree 0

Total 150

Average 4.1


76/110

76

3. Blaming Others

The average rating lies on strongly disagree.

4. Sleeping

The average rating lies between strongly agree and agree.

Strongly agree 0

Agree 0

Neutral 0

Disagree 12

Strongly disagree 138

Total 150

Average 1.08

Strongly agree 107

Agree 41

Neutral 2

Disagree 0

Strongly disagree 0

Total 150

Average 4.7


77/110

77

5. Exercise

The average rating lies between neutral and agree.

6. Meditation & Relaxation

The average rating lies on agree.

Strongly agree 22

Agree 27Neutral 83

Disagree 18

Strongly disagree 0

Total 150

Average 3.3

Strongly agree 52

Agree 47

Neutral 51

Disagree 0

Strongly disagree 0

Total 150

Average 4.0


78/110

78

7. Playing

The average rating lies between neutral and agree.

8. Cultivate Interest

The average rating lies between agree and neutral.

Strongly agree 34

Agree 8

Neutral 87

Disagree 21

Strongly disagree 0

Total 150

Average 3.3

Strongly agree 38

Agree 62

Neutral 46

Disagree 4

Strongly disagree 0

Total 150

Average 3.8


79/110

79

1.Take a walk

0 20 40 60 80

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

This bar chart shows that a high percentage of respondents is highly agree that

they take a walk to relieve the stress.


80/110

80

2. Music

0 20 40 60 80

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

This bar chart shows most of respondents are agree that they listen music to

relieve the stress.


81/110

81

3. Blaming Other

0 50 100 150

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

In this bar chart it is clear that high degree of respondents are strongly

disagree that they blame others to relieve stress.


82/110

82

4. Sleeping

0 50 100 150

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

Here this bar chart shows that high percentage of respondents are strongly

agree that they always go to sleep to relieve the stress.


83/110

83

5. Exercise

0 50 100

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

This bar chart shows neutral response of respondents towards exercise


84/110

84

6. Meditation & Relaxation

0 20 40 60

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

Here in this bar chart it is clear that respondents are strongly agree with this

method for relieving stress.


85/110

85

7. Playing

0 50 100

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

There is a neutral response of respondents towards the playing as a method of

relieving stress.


86/110

86

8. Cultivate interest

0 20 40 60 80

Strongly Agree

Agree

Nrutral

Disagree

Strongly disagree

Series1

The respondents are agree that th

project on hr- stress management among jco in armed

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