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INTRODUCTION

Stress is dynamic condition in which an individual is confronted with an opportunity,

constraint, or demand related to what he or she desires and for which the outcome is

perceived to be both uncertain and important.

Stress is not necessarily bad in and of itself. Although stress is typically discussed in

negative context, it also has positive value. It's and opportunity when it offers potential

gain. Many professionals see the pressures of heavy workloads and deadlines as positive

challenges that enhance the uality of their work and the satisfaction they get from their

!ob.

Stress is associated with constraints and demands. "he former prevent you from doing

what you desire. "he latter refers to the loss of something desired. "wo conditions are

necessary for potential stress to become actual stress. "here must be uncertainty over the

outcome and the outcome must be important. #egardless of the conditions, it's only when

there is doubt or uncertainty regarding whether the opportunity will be sei$ed, the

constraint removed, or the loss avoided that there is stress.

"hree categories of potential stressors% &nvironmental, rgani$ational, and Individual.

Environmental factors (hange in the business cycle create economic uncertainties.

)hen the economy is contracting, for example, people become increasingly anxiousabout their !ob security. "echnological uncertainty is a third type of environmental factor

that can cause stress. *ecause new innovations can make an employee's skills and

experience obsolete in a very short time, computers, robotics, automation, and similar

forms of technological innovation are a threat to many people and cause them stress.

Organizational factors+ressures to avoid errors or complete tasks in a limited time,

work overload, a demanding and insensitive boss, and unpleasant coworkers are a few

examples.

Individual factors"he typical individual works about - to - hours a week. *ut the

experiences and problems that people encounter in those other /0-1 plus non work hours

each week can spill over to the !ob. ur final category, then, encompasses factors in the

employee's personal life. +rimarily, these factors are family issues, personal economic

problems, and inherent personality characteristics.

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TYPES OF STRESS T !OR"

#$ Role interaction

A role can be defined as the set of expectations that others have of a role incumbent2s

behavior. "here are a number of ways in which roles can become stressful.

Role am%iguit&3 is information deficiency, potential sources of which are peers,

manager, subordinates and customers. Studies show that role ambiguity reduces

organi$ational commitment, !ob involvement and !ob satisfaction.

'oundar& s(anning roles3 these are roles which involve taking the activities of

the organi$ation to the outside world and seem to carry a higher than average level

of stress

Single role conflict3 this form of role stress is caused by the various components

of a role becoming difficult to reconcile. "his is particularly prevalent in 4first line

supervisory2 roles, particularly when an individual has been promoted from the

team and the expectations of the supervisor2s staff conflict with the expectations

of the supervisor2s managers.

)ulti(le role conflict3 people invariably fill more than one role and multiple

role conflict in some degree is inevitable.

!or* role transitions3 this refers to the stress experienced when an individual

enters a new !ob and is faced with a novel, uncertain environment

'urnout 1 this occurs when individuals feel locked into roles. Such stress is

particularly common in large bureaucratic organi$ations where very few !ob

opportunities are available.

+$ Decision, ma*ing stress

5ncertainty is currently seen as the underlying source of much occupational stress.

"o reduce some forms of uncertainty, individuals can make decisions but the decision

making process itself is not stress1free. In the process, individuals may experience an

acute form of uncertainty. "hey may become aware of the limitations of their knowledge

and abilities and the losses which may result from choosing any of the options available.

"his makes decisional stress a particularly potent form of stress, which may result in a

significant reduction in the uality of an individual2s decision making.

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-$ Over and under,stimulation

"he level of stimulation a !ob provides is associated with the amount of stress it can cause

employees to experience.

5nder1stimulation can occur in !obs that involve repetitive work and under1

utili$ation of skills. "he emotional responses to these !obs are apathy, boredom

and reduced levels of motivation.

ver1stimulation can be as stressful, if not more so, than under1stimulation. 6ong

hours and excessive workloads inevitably lead to stress1related problems such as

increased alcohol and cigarette consumption, depression and low self1esteem

CO)PNY PROFI.E

Appnomic is a focused I" Infrastructure Management Services company that simplifies

the complexities of managing information technology 7I"8. "hey offer large and mid1si$e

companies with highly automated technology, intelligent analysis and process methods.

"heir uniue delivery model, including application performance management and service

delivery automation, enables companies to be more efficient and enhance productivity by

over thirty percent over current solutions in the marketplace.

"heir advantage understands of enterprise applications 9 I" infrastructure, commitment

to productivity improvements through automation and process conformance resulting in a

cost1effective service delivery. "heir investment in the Appnomic Automation +latform,

their team2s skill and the process tools 7estimation kit, assessment kit, knowledge transfer

kit and others8 enable them to provide reliable performance and availability for their

clients business I". "heir services are delivered through an integrated set of I"I6

framework based processes and enabling technologies from our delivery centre in

*angalore, India and (lient centers.

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Investors

;orwest


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Identify emotional, physical, and mental effects of stress.

RESERC1 )ET1O.ODO2Y

After interacting with "echnical Support &ngineers of private sector


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SCOPE OF T1E STUDY

Jata based studies carried out in an organi$ational setting are always useful for drawing

valid conclusions and generali$ation particularly in respect of managerial behaviour.Since the present study would be completely based on primary data to be collected

through a structured uestionnaire, the outcome would be certainly meaningful for the

practice of human resource management in private sector and also for improving the

understanding of managerial behaviour. Applicability of theories should be tested out in

organi$ational settings for empirical verification as well as their practical usefulness.

"herefore, the small attempt to be made by this researcher should make some meaningful

addition to the exiting body of knowledge in the field of stress.&xploratory studies serve as a sound basis for generating valid and testable hypotheses for

future researches in the relevant field. "he proposed study therefore aims to generate such

hypotheses on he basis of its findings that may be utili$ed by future researchers for

further advancement of knowledge in the field.

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'I'.IO2RP1Y 3 REFERENCES

*ased on E#esource ManagementE, www.appnomic.comD +reviously it was

known as

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