Role Stress: A Study among Commercial Bank Employees in Ludhiana

Maneet Kaur, Satinderbir Kaur
2018 Zenodo  
Organizational Role Stress is a normal part of human life in a prevailing sector like banks. Stress comes in any stage that makes one feel annoyed and cramped. Stress can be both ways: good or bad. A good stress constantly motivates employees in banks and helps them to contribute more in productivity, expertise and exuberance. On the other hand, bad stress among employees can be dangerous as well as affect their health which further leads to argumentative behavior, fear, poor time management
more » ... time management and anxieties about future. Potential of growth and promotion is probably higher in banks. These crucial periods of development can be undermined by depression if the employees are facing stress in banks. Employees are likely to experience stress due to heavy work load, conflict with peer and managers, targets and dealing with myriad of various issues. They also encounter with number of challenges in their life, therefore their work life is full of challenges which in turn causes stress which if not dealt can hamper their efficiency and productivity. The purpose of this paper is to find out the various causes of stress among commercial bank employees. The present study consists of 400 employees i.e. 200 each from public and private sector banks of Ludhiana. Therefore, the banks considered for the study are SBI, PNB, HDFC and AXIS. Data were collected through structured questionnaire developed by pareek(1981). Stratified random sampling method was applied in this study. It is quite evident from the study that private sector bank employees perceived greater stress as compared to public sector bank employees due to negligence of social and religious interest, heavy demand of work and responsibility, lack of skills, and non-participation of well-prepared employees in problem solving. However, stress can be managed through the regular conducting of workshops, seminars related to stress and counselling centers in private sector banks.
doi:10.5281/zenodo.1579221 fatcat:g2kf5tflcvcyjbp6xmbkp3t7cy