i

A STUDY ON STRESS AMONG EMPLOYESS OF

“JAIN HOUSING & CONSTRUCTIONS Ltd” CHENNAI.

By

[Link]

ROLL NO

1722MBA0815

REG NO

68517200233

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

CENTRE FOR DISTANCE EDUCATION

ANNA UNIVERSITY

CHENNAI 600 025

SEPTEMBER- 2019
 ii

BONAFIDE CERTIFICATE

Certified that the Project report titled A STUDY ON STRESS AMONG EMPLOYESS OF
JAIN HOUSING & CONSTRUCTIONS Ltd, CHENNAI is the bonafide work of
[Link] who carried out the work under my supervision. Certified further that to
the best of my knowledge the work reported herein does not form part of any other project
report or dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.

Signature of Student Signature of Guide

Name: [Link] Name:

Roll No. : 1722MBA0831 Designation:

Reg. No. : 68517200235 Address:

 iii

CERTIFICATE OF VIVA-VOCE-EXAMINATION

This is to certify that [Link] (Roll No. 1722MBA0815 Register No

68517200233) has been subjected to Viva-voce-Examination on …………………… at the
Study centre “Anna University Regional Campus Coimbatore -641047"

Internal Examiner External Examiner

Name : Name:

Designation: Designation:

Address : Address :

Coordinator Study Centre

Name :
Designation :

Address :

Date :
 iv

ACKNOWLEDGEMENT

I extend my heartfelt gratitude to Centre of Distance education Anna University for

providing me a wonderful platform to educate myself, inculcate ideas and implement the
technological changes in the real world environment.

I am tremendously thankful to my Project Guide Mr. S. Karthikeyan for imbibing

scope of the project and systematic procedure in execution. I express genuine thanks for
encouraging me throughout the project period to complete it successfully.

I am grateful to my lovable Parents, Son and Daughter and well-wishers for their
tremendous support, dedication, perseverance and for their keen interest to motivate us every
moment with their inspiring words. Finally, I extend my boundless thanks to the Almighty
for all his endeavors and to make me implement the right project at the right time.

[Link]
 v

ABSTRACT

Work stress has become a major issue in this modern world, and is one
of the most common work- related health problems in India. As the construction industry is
known to be challenging and highly competitive, it is important to ensure that personnel have
the ability to perform at its best. Work-related stress has been identified as a major factor that
impacts the success of an organization, as it negatively affects the organization’s productivity
and efficiency, which in turn is costly to the company.

The main findings of this study were that construction personnel suffer
from a high level of work stress, particularly those who work on site. There are many various
work-related risk factors within this company, and the factors that were recognized as the
most problematic are (i) Amount of work, (ii) Amount of overwork, (iii) Not enough
experienced personnel (iv)Lack of organizational support.

The work-life balance is low, especially among the personnel working

on site, and many of them have suffered from negative consequences as a direct result of their
jobs. The major issue seems to be the in-sufficient recovery among construction employees.
There are no strategies that are sufficient and adequate enough at the time, and this calls for a
change. It is necessary to create and implement workable strategies that can reduce the
occupational stress levels and increase the level of employee satisfaction and retention. For
those strategies to be successful they cannot focus on an individual’s behavior in isolation,
instead more efforts should focus on the organizational environment and the industry as a
whole. Especially as it has been recognized that the stress levels and well-being of
construction personnel have not improved, rather retrograded.
 vi

TABLE OF CONTENTS

CHAPTER CONTENTS PAGE NO

INTRODUCTION 1

1.1 INTRODUCTION TO THESTUDY 2

1.2 NEED OF THE STUDY 4

I 1.3 OBJECTIVE FOR THE STUDY 4

1.4 SCOPE OF THE STUDY 4

1.5 LIMITATIONS OF THE STUDY 5

1.6 COMPANY PROFILE 5

II REVIEW OF LITERATURE 9

RESEARCH METHODOLOGY 17

III 3.1 RESEARCH METHODOLOGY 18

3.2 TOOLS FOR ANALYSIS 33

IV DATA ANALYSIS AND INTERPRETATION 24

FINDINGS, SUGGESTION AND CONCLUSION 45

5.1 FINDINGS 46

5.2 SUGGESTION 47
V
5.3 CONCLUSION 48

BIBLIOGRAPHY & REFERENCE 49

APPENDIX 51
 vii

LIST OF TABLES

PAGE
[Link] LIST OF TABLES
NO
4.1 DISTRIBUTION OF RESPONDENTS BY AGE 24

4.2 DISTRIBUTION OF RESPONDENTS BY GENDER 25

DISTRIBUTION OF RESPONDENTS BY EDUCATION
4.3 26
QUALIFICATION
DISTRIBUTION OF RESPONDENTS BY MARITAL
4.4 27
STATUS
DISTRIBUTION OF RESPONDENTS BY YEAR OF
4.5 28
SERVICE
DISTRIBUTION OF RESPONDENTS BY MONTHLY
4.6 29
INCOME
4.7 DISTRIBUTION OF RESPONDENTS BY FAMILY TYPE 30
DISTRIBUTION OF RESPONDENTS BY [Link]
4.8 31
DEPENDENTS
DISTRIBUTION OF RESPONDENTS BY SYMPTOMS OF
4.9 32
STRESS EXPERIENCED
DISTRIBUTION OF RESPONDENTS BY CAUSE OF
4.10 33
STRESS IN JOB
DISTRIBUTION OF RESPONDENTS BY DIFFICULTY FELT
4.11 34
IN JOB
DISTRIBUTION OF RESPONDENTS BY FEEL OF
4.12 35
OVERLOAD IN WORK
DISTRIBUTION OF RESPONDENTS BY DEAL OF FORCED
4.13 36
OVERTIME WORK
DISTRIBUTION OF RESPONDENTS SUFFER FROM
4.14 37
PHYSICAL HEALTH PROBLEMS
DISTRIBUTION OF RESPONDENTS SUFFER FROM
4.15 38
MENTAL HEALTH PROBLEMS
DISTRIBUTION OF RESPONDENTS BEHAVIORAL
4.16 39
CHANGE OF EMPLOYEE
DISTRIBUTION OF RESPONDENTS UTILIZATION OF
4.17 40
MANAGEMENT STRESS FACILITIES
 viii

LIST OF CHARTS

PAGE
[Link] LIST OF CHARTS
NO
4.1 DISTRIBUTION OF RESPONDENTS BY AGE 24

4.2 DISTRIBUTION OF RESPONDENTS BY GENDER 25

DISTRIBUTION OF RESPONDENTS BY EDUCATION
4.3 26
QUALIFICATION
DISTRIBUTION OF RESPONDENTS BY MARITAL
4.4 27
STATUS
DISTRIBUTION OF RESPONDENTS BY YEAR OF
4.5 28
SERVICE
DISTRIBUTION OF RESPONDENTS BY MONTHLY
4.6 29
INCOME
4.7 DISTRIBUTION OF RESPONDENTS BY FAMILY TYPE 30
DISTRIBUTION OF RESPONDENTS BY [Link]
4.8 31
DEPENDENTS
DISTRIBUTION OF RESPONDENTS BY SYMPTOMS OF
4.9 32
STRESS EXPERIENCED
DISTRIBUTION OF RESPONDENTS BY CAUSE OF
4.10 33
STRESS IN JOB
DISTRIBUTION OF RESPONDENTS BY DIFFICULTY FELT
4.11 34
IN JOB
DISTRIBUTION OF RESPONDENTS BY FEEL OF
4.12 35
OVERLOAD IN WORK
DISTRIBUTION OF RESPONDENTS BY DEAL OF FORCED
4.13 36
OVERTIME WORK
DISTRIBUTION OF RESPONDENTS SUFFER FROM
4.14 37
PHYSICAL HEALTH PROBLEMS
DISTRIBUTION OF RESPONDENTS SUFFER FROM
4.15 38
MENTAL HEALTH PROBLEMS
DISTRIBUTION OF RESPONDENTS BEHAVIORAL
4.16 39
CHANGE OF EMPLOYEE
DISTRIBUTION OF RESPONDENTS UTILIZATION OF
4.17 40
MANAGEMENT STRESS FACILITIES
 1

CHAPTER -1
INTRODUCTION
 2

1. INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

Occupational stress has become a growing concern in various industries and is

one of the most common work-related health problems in Europe. It is known to negatively
impact productivity and work satisfactions among employees in various occupations. Besides
this, it is believed to be a large contributor to absenteeism and low employee morale, but also
have negative implications on profitability and organizational development. Hence, many
organizations have realized the importance in raising the issue of work-related stress.

The construction industry is characterized as a high-risk industry for work-

related stress, as this industry provides a hard and demanding work environment and the
market is highly competitive. This industry is characterized by complexity, uncertainties, as
well as long and inflexible work hours. Construction projects need to be completed within
tight deadlines and with low profit margins. As time overruns can result in significant
penalties, time spent on site needs to be maximized, in order for the construction work to
continue. Due to the importance of being on time, employees often need to do much overtime
during peak times. Hence, over-employment and subsequently overwork have become issues
of the modern workforce. Overwork is explained as a state when fatigue and stress are built
up, which in turn may lead to a greater risk of making mistakes, injuries, and health issues as
well as reduced productivity. According to a study performed in Australia 2004, the average
amount of hours worked in a week was between 49 and 62.5 among the employees working
as supervisors or at levels above. However, it is not only the work hours that have an impact
on the employees, but also the nature of the work itself. Employees are responsible for the
successful delivery of construction projects and if a project does not obtain the required
quality or meet the cost or time constraints, it may have considerable consequences for the
company. Hence, this puts much pressure and stress on construction personnel. The high-
pressure and high-stakes environment in construction makes effective leadership practices
vital for the successful delivery of the projects undertaken by the organization. It is important
to be aware of the negative implications occupational stress has on both the personnel and the
organization itself.
 3

However, even though the negative consequences of such stress are notified, this
problem is rather getting worse and not .This is explained as being a consequence of the
hostile and highly competitive environment identified in the construction industry.

Due to the importance of people management and the well-being of the employees for
the success of the company, this study will contribute by investigating the situation at a well-
known construction company in Sweden. By receiving a better understanding of how the
employees experience the workplace and stress levels; the investigated company may
pinpoint the most critical factors which can have a negative impact on the overall
performance of the company and make appropriate efforts accordingly.

1.1.1 Construction Vs manufacturing industries

The Construction industry differs from other industries in several ways, and its
characteristics may vary from simple to highly complex. Construction projects, as any other
project, have defined start and finish dates with defined and limited resources, as well as
teams are assembled to carry out the project. However, an issue within this industry is the
difficulties in identifying, assessing as well as managing the risks posed by projects. Each
construction project is a unique endeavor, as they differ in duration, size, location, nature of
site, workforce, as well as there is a seasonal instability. Unlike the manufacturing sector,
which products are produced in plant, construction projects require the workforce to move
into a different location where the client’s product is produced?

Currently, the construction market is highly competitive, where the construction

company that presents the lowest bid to a client wins the project. Low profit margins and
tight deadlines are common, which makes it important to anticipate reasonable and efficient
solutions to potential complications that may arise during the various project phases.
However, there may be many different factors that can impact the project, such as design
errors, unforeseeable on-site problems or building permit problems. Therefore, construction
projects are not like a production line where products are smoothly produced within well-
defined deadlines.
 4

1.2 NEED OF THE STUDY 

High levels of occupational stress are one factor that can inhibit an organization’s
achievement of long-term improvement, as well as the employees' sense of satisfaction in
the workplace. One obstacle to understanding how the high pressure and occupational
stress impacts the individuals within the construction industry is the scarcity of empirical
research in the area. Therefore, this thesis will investigate the perceived experiences of the
employees at a well-known construction company in Sweden, regarding the areas of stress
levels, work pressure and organizational support, in order to pinpoint the main issues that
can have a negative impact on the overall success of the organization. 

The purpose of the master thesis is to better understand the issue of occupational
stress among professionals in the construction industry. The study aims to identify the
main causes and effects of occupational stress by examining different areas of an
employee’s role in the organization, involving their opinions on workload, work demands,
and organizational support. Furthermore, the study aims to describe common patterns of
experiences of people working at the company examined and explore the main issues of
concern. Potential changes, improvements, and areas that need to be taken into
consideration will be proposed.

1.3 SCOPE OF THE STUDY

 Investigation of the employees’ perceived level of occupational stress.

 Identification of the main causes and effects of occupational stress.
 Investigation of the efforts made by the company to deal with occupational stress.
 Exploration of what factors and changes the employees consider need to be made in
order to reduce the occupational stress experienced.
 Formulations of recommendations on the areas that need to be further considered and
call for a change.

1.4 OBJECTIVE OF THE STUDY

 To identify the personal factors responsible for causing stress among the executives
and to know whether there exist any commonality of such causes in sample
organizations.
 5

 To analyze the organizational and work related factors (Crucial HRD elements)
leading to stress among the Executives in the sample companies.
 To assess the impact of stress on executives’ efficiency and productivity in the sample
organizations.
 To elicit and assess the stress management techniques as expressed by sample
executives.
 To suggest successful implementation of coping mechanism among the Executives of
Multinational companies.

1.5 LIMITATIONS OF STUDY

The limitation of this study is the examination of the stress levels perceived by
employees working in the construction industry, and to explore the causes and effects of
their occupational stress. The study will also examine if there is a possible correlation
between the organizational support and the perceived occupational stress. The thesis is
limited to a single case study, which is carried out at a well-known construction company
in Sweden. All interviews will be performed with employees stationed in the Gothenburg
area, and with individuals working as supervisors, site managers and managers above
these levels.

The study sample is limited to 20 face-to-face interviews, where the interviewees

were asked to participate voluntarily. In addition to the face-to-face interviews, all the
construction personnel stationed in Gothenburg were asked to participate in an online
questionnaire. The sample size consisted of the interviewees and those who responded to
the online survey.

1.6 COMPANY PROFILE

JAIN HOUSING & CONSTRUCTION LTD entered the escalated market of

real estate in the year 1987. Heir to an enviable legacy of momentous success and
continuous progress, the company holds a predominant position of leadership in South
India’s highly competitive construction industry. The company, which has built its
reputation for quality, integrity, innovation and unmatched customer service, has been
involved in some of the most eminent residential developments in the cities of Chennai,
Bangalore, Hyderabad, Cochin, Coimbatore & Tirupur, over the last 30 years.
Headquarters in Chennai, Tamil Nadu. Ever since its inception, the company has
 6

consistently set soaring standards for others to follow. A highly proficient team with
several man-years of technology and management experience fuels the success of the
company and every project of JAINS represents years of experience and an extensive
portfolio of successful assignments.

Spearheaded by enterprising and dynamic directors, furthermore endorsed by an

experienced team of self-motivated and proficient architects, construction specialists,
supervisors and project managers, the company is not only dedicated to change skylines
but also to enhance lifestyles of people. Our vision is reflected in our work that we gesture
to grow, as company has grown from a team of 3 people to a family of 400 people today.
Having successfully delivered over 180 spectacularly designed projects across Chennai,
Bangalore, Cochin, Coimbatore, Hyderabad and Tirupur spanning over 15 million [Link]. of
premium residential space with 12 million sq. ft. of area under various stages of
development.. Over 15000 happy and satisfied families have realized their dream of
owning a world-class home at Jains and stand a testimony to our commitment of
delivering international quality service at affordable prices. Each one of the captivating
Jain’s projects bring together the best in design, features, pricing, transparency, add on
services and quality of construction.

The strength of the company has always been its pioneering efforts to create
distinctive and multi-faceted residential masterpieces that elevate the lifestyle of customers
through beautiful and luxurious indoor and outdoor spaces enriched with immaculately
landscaped gardens and all modern day amenities which is the hallmark of all JAINS
properties. With an unparalleled drive to succeed and a relentless commitment to
excellence, the company has won prestigious awards in recognition of its impressive and
impeccable track record. These include the ‘Best Builder’ award from the Builders
Association of India, Southern Chapter for its quality construction and the ‘Award of
Excellence’ from the Institute of Economic Studies for its effective management and its
contribution to the Indian Economy

VISION OF THE COMPANY

“Creating an "eco-friendly" living environment on par with the global standards,

thereby elevating the living standards of fellow beings across the nation...adapting the
latest in technologies and best in standards”.
 7

MISSION OF THE COMPANY

"We pledge to strive continuously to always exceed customer expectation, to

achieve ever increasing levels of customer satisfaction, through the continuous
improvement of our products and services. We are committed to the development of never
ending customer relationship."

AWARDS AND HONOURS

 Times reality icons – optimal media – best residential developer – south India.
 Times reality icons – optimal media – most trusted builder of year 2018.
 Times reality icons – optimal media – property developer of the year 2017.
 Young achiever award- in reorganization of the contribution of the Real estate
industry.
 South estate real estate awards – Oct 6th 2017 – Singapore most trusted real estate
brand.
 Estate award Re / Max India – Residential property of the year.
 Golden brick award - Oct 6th 2017 – Dubai – Amenities project of the year 2017.
 Indian green building council (IGBC) Developer/ builder/ promoters from Jan 1 to Dec
31 of 2018.
 Construction industry award – Kattumana thozil – Excellence in gated community
projects – Tamil Nadu.
 8

CHAPTER - II
LITERATURE REVIEW
 9

2 .REVIEW OF LITERATURE

A.P. Singh and H.C. Singh (1984)1 in their study entitled, “Occupational Stress,
Security and Insecurity with Job Involvement of First Level Industrial Supervisors”,
explored the relationship of occupational stress, security and insecurity with job
involvement. The study was conducted with industrial supervisors at the Uttar Pradesh
state Spinning Mills Company. The level of occupational stress in the study was assessed
with the help of Occupational Stress Index and this assesses employees’ perceived stress
arising from twelve dimensions of the job life. They were role overload, role ambiguity,
role conflict, unreasonable group and political pressure, responsibility of the persons,
powerlessness, under participation, poor- peer relations at work, intrinsic impoverishment,
low status, strenuous working conditions and unprofitability. The study revealed that the
highly involved employees in their job indicated to be highly stressed by undesirable
situations or exceeding demands of their jobs, while the less involved or uninvolved
employees perceived their job situations to be less stressful. The study had also showed
that level of insecurity affected significantly the job involvement and both have inverse
relationship.

T.R. Rajeswari (1992)2 in her article entitled, “Employee Stress: A Study with
Reference to Bank Employees”, identified the potential stress situations of bank
employees in the five nationalized bank branches operating in Virudhunagar. The study
had examined structural rigidity, poor physical working conditions and extra
organizational factors to be potential stressors inducing stress in employees. It was found
that rigid structural pattern of banking industry in India with centralized formal decision-
making had led to high stress perception. She pointed out that decision-making was
limited to routine day to day operations at the branch level and even in these clerks played
a little role and hence clerks perceived greater stress. The study suggested that at the
organizational level, steps should be taken to create a supportive organizational climate
and simultaneously cognitive training programs should be given to widen the horizon of
thoughts of organizational participants.

Sharda S. Nandran and Bert Klandermans (1993)3 in their paper, “Stress

Experienced by Active Members of Trade Unions” determined role conflicts, role
ambiguity and role overload as psychological stressors which arise when a person plays a
conflicting role receives conflicting signals of what the environment expects of him.
 10

A survey was conducted with 16 labor unions of the two largest Dutch Federations
[The Federation of Dutch Unions (FNV) and The Dutch National Federation of Christian
Labor Unions (CNV)].

In the end of their study 3005 respondents participated, 223 were active core
members and the rest were ex-core members. They analyzed how the respondents’
background characteristics fitted to their situation. The result of the study indicated that
active union members experiencing a variety of role stressors as a consequence of their
union activities and these stressors were associated with emotional exhaustion. The study
showed that qualitative overload (finding union activities a heavy burden) and
contradicting demands from a single source (inter-sender conflict from union leadership,
work colleagues) were found to be most strongly associated with the feeling of uselessness
and the wish to quit.

Anirudi Pandey (1995)4 in his study entitled, “Role Efficacy and Role Stress
Relationship: Some Experience with Workers”, determined the relationship between their
role efficacy and role stress among rail engine drivers of Indian Railways. The study
showed that rail engine drivers (workers) were working as motormen on Suburban local
trains in Bombay and belonged to Central and Western Railways. The study has viewed
that role efficacy and role stress to be negatively related since the respondents were found
to be suffering from the feeling of role overload, resource inadequacy and personal
inadequacy. In the study, education was found positively related with role stress and
negatively with role efficacy. Advancement in experience was found to enhance
probability of stress as also to have differential impact on drivers. The study had
emphasized the need for conducting role efficacy and role stress for the workers if the
Indian Railways want to reduce stress in the jobs of the drivers and want to increase their
performance effectiveness.

[Link] and [Link] (1997)5 in their study entitled “Organizational Factors in

the Development of Work Stress” examined the organizational factors as predictors of job-
related strain. The respondents were Junior Management Scale 1 Officers working in
various banking institutions in the Himachal Pradesh. They highlighted that role conflict,
strenuous working conditions and role overload were found to be the most significant
predictors of job-related strain. It was felt that the direction of the relationship between
strenuous working conditions lead to higher job-related strain.
 11

The study had observed that recovery of loan produced much strain among the
banking personnel particularly when they were sole in-charge where they have to work
with insufficient staff and lack of infrastructure. It was also found that officers had
constant pressure to spend long hours at office which creates strain/stress with demands or
expectations from family members to spend time at home.

Family and work responsibilities themselves may grind together and entwine, thus
affecting each other and further enhancing stress. Bernard W. K. Lau, Paul M. B. Yung,
Jenny W. H. Mak, and J. Mac Donald Wallace (1997)6 had conducted territory-wide
survey, from a sample representative of 422 individuals from the general population in
China. They investigated the work and family stress of Chinese adults in the community
with respect to the impact on their psychological well-being. The study had viewed that
psychosocial context was considered as an important source of stress. The study can be
viewed as instrumentalists in their orientation to work in that they emphasize material
rewards and underplay the intrinsic qualities of work. The study showed that almost half of
the respondents experienced stress and worries over money matters. The overall results
showed that among the whole range of reported stress responses, the pressure from coping
with daily work demands headed the list, 40% reported feelings of mental conflict in
making occupational decisions, 23.4% experienced other work-related stress, such as
failure to attain personal achievement in rank or salary, and difficulties in transportation
which was necessary for their daily work. In comparison, 53% experienced stress in
disciplining children. About 50% experienced financial difficulty and would constantly
worry over this; 67.8% were apprehensive that they could not excel others in every aspect;
29.4% showed a lack of confidence in handling problems; 28.0% complained that nobody
understood them. Over 30% of the respondents had frequent low feelings, or became
easily angry and frustrated. In particular, in the 4-week period prior to the survey, 43.2%
of them had been depressed, 35.6% got ill-tempered, and 32.2% been irascible.

Management characteristics and processes were identified as major sources of

occupational stress in prison officers in previous studies. Kay Lancefield, C. J. Lennings
and Don Thomson (1997)7 in their research entitled, “Management Style and its Effect on
Prison Officers’ Stress” investigated the impact of the work environment on the level of
perceived job stress from 112 prison officers in Victoria.
 12

In the study the bureaucratic and unit management models of prison administration
were assessed with respect to officer job characteristics and management process to
identify the impact of occupational stress on prison officers. On all measures, multivariate
analysis has identified that prison officers from the bureaucratic management model
(Pentridge Prison) scored higher than officers from a unit management model (Barwon
Prison). The study found that State Anxiety, Trait Anxiety, Role Overload, Role
Ambiguity, Role Boundary, and Physical Environment were the most salient
discriminators between officers from Pentridge and Barwon. Role Boundary was caught
between conflicting supervisory demands and factions Barwon prison in the
implementation of unit management appeared to have successfully reduced officers'
perceived levels of job stress compared to levels operating in the bureaucratic
administration model at Pentridge. They concluded that adequate initial training and
ongoing support for officers could be seen as a vital component for the effective
implementation of a new organizational system.

Muhammad Jamal and Shanaaz Preena (1998)8 in their study entitled, “Job
Stress and Employee Well-Being among Airline Personnel in an Asian Developing
Country” discussed the relationship between job stress and employees’ wellbeing in 150
employees working in various departments of the airline in Asia. In the study job stress
was equipped in terms of perceived experiences at jobs which were chronic in nature and
employee wellbeing was equipped in terms of organizational commitment, job
involvement and job satisfaction. The study identified that job stress was negatively
related to organizational commitment, overall job satisfaction, and satisfaction with pay,
supervision, and co-workers among airline employees. The study had computed moderated
multiple regressions to examine the effects of gender (male vs. female) on stress-well-
being variables. It was found that moderated multiple regression did not support the role of
gender as a moderator of the stress-outcome relationship. Job stress among air traffic
controllers and flight attendants was related to high job dissatisfaction, distress, and
psychosomatic health problems in developed countries (Jupp & Mayne, 1988; MacLennan
& Peebles, 1996). The study contributed to the international job stress literature by
showing similar relationship among airline employees in a developing country.

Police are exposed to many work- related factors which have been identified in the
literature as contributing to stress (Occupational Health and Safety Commission, 1992).
Jeremy D. Davey, Patricia L. Obst, and Mary C. Sheehan (2001)9 in their research
 13

Entitled, “Demographic and Workplace Characteristics which add to the Prediction of

Stress and Job Satisfaction within the Police Workplace”, examined the influence of
workplace and job characteristics on both officers’ stress and their job satisfaction. A
survey was conducted with police officers recruited from two divisions of an Australian
state police service (n = 749). The study had examined what workplace attributes were
predictive of job stress and job satisfaction within the police workplace.

In examining job stress, the study noted that region was the only demographic
variable that had independent predictive power. Officers in rural stations had reported
lower levels of job stress than did their metropolitan, suburban or city- based counterparts.
With regard to organizational aspects, long working hours, lack of organizational support
and organizational change emerged as independent predictors of job stress. In the study
over half (53%) of the sample felt they were overworked, sixty per cent of the sample felt
they were constantly under pressure and the jobs were rated as dissatisfying by 12% of the
sample. The study had showed that there was a positive relationship between
organizational support and job satisfaction and a negative relationship between
organizational support and job stress. The study concluded that difficulty in dealing with
organizational change led to lower job satisfaction and higher levels of job stress. Working
long hours led to increased job stress but it did not lead to lower job satisfaction whereas
shift work led to lowered job satisfaction but it did not lead to job stress.

Manisha Jain, Prashant Mishra and Saroj Kothari (2002)10 made a study to
understand the effect of Type A/B behavior pattern among Doctors and Engineers. The
sample was drawn on the random basis from the cities of Indore, Mhow, Nagda, Bhilai,
Durg, Bilaspur, Raipur, Nagpur, Renukoot, Jabalpur, Bhopal and Ratlam. They stated that
Engineers experienced higher occupational role stress than doctors and Type A
personalities experienced higher occupational role stress than Type B personalities. It was
also found that in both the personality types, profession played an important role as far as
occupational role stress was concerned. They concluded that for doctors’ role of
personality types was found to be significant, but in engineers the effect of personality
types on occupational role stress was found to be neutral.

Prabhat Kumar Mishra and Gopa Bhardwaj (2003)11 in their article entitled,
“Evaluation of Role Stress in Indian Air Traffic Controllers” attempted to identify the
main role stress experienced by the Air Traffic Controllers belonged to the National
 14

Airport Division of the Airports Authority of India in Delhi, Calcutta and Mumbai to
investigate the differences in role stresses according to various demographic variables. The
results revealed that inter-role distance and resource inadequacy were dominant
contributors of role stress whereas personal inadequacy and role ambiguity were remote
contributors of role stress. It was felt that the maximum amount of stress experienced
because of the demands of their family and friends for sharing time were incompatible
with the demands of their job. They concluded that at the heavy traffic situations, tension
increases as it calls for more attention, accuracy and speed of decision-making.

Takashi Shimizu and Shoji Nagata (2005)12 in their article entitled,

“Relationship between Job Stress and Self-Rated Health among Japanese Full Time
Occupational Physicians” investigated relationships between job stress and self-rated
health among 349 Japanese full- time occupational physicians. The study had found that
Japanese full-time occupational physicians had three unique types of job stress; stress
related to low understanding of occupational health services (low understanding), conflicts
between occupational physicians and their coworkers such as managers and occupational
health nurses (conflicts) and discrepancies between occupational physicians’ routine work
and occupational health services (discrepancies). In the study they analyzed that stress was
influenced by age, gender and the number of employees. The study had indicated that the
job satisfaction of full time occupational physicians was associated with age and coping
behaviors such as consultations with superiors or off-site supportive networks,
communications in the company and the community and work system improvement,
which included classification of roles for occupational staff and the simplification of work.
The result was compatible with the previous studies, which showed that the main sources
of stress of general practitioners were uncertainty and insecurity about work, isolation,
poor relationship with other doctors, disillusionment with the role of the general practice
and an awareness of changing demands. The results of the study finally stressed that job
satisfaction of full-time occupational physicians was mainly influenced by the
understanding of occupational health services in their companies because most
occupational physicians have a role as employees whose jobs tend to be affected by the
understanding of their superiors. The study suggested that if they had managers with a
higher understanding of occupational health services, they are more likely to perform the
services affirmatively and to have higher job satisfaction.
 15

Lakshwinder Singh Kang and Raghbir Singh (2006)13 in their study entitled,
“Stress at Work: An Assessment of Various Organizational Stressors” identified
frequently reported stress symptoms and assessed the magnitude of various organizational
stressors producing stress. The study was carried out in six organizations dealing with
electronics equipment and services from the Punjab state Electronics Development and
Production Corporation Ltd. In the study poor interpersonal relations has been identified as
the biggest source of stress among the employees of electronics industry of stress followed
by poor organizational structure and climate, work inhibitors, rigid rules and inconsiderate
superior, role ambiguity monotonous job, lack of resources, work overload, unmet
financial needs and job security. The study had concluded that the organization’s stress
management efforts should involve a process of identification of stressors which could be
eliminated and training employees about how to respond to those stressors which cannot
be eliminated, so that ill effects were minimal and finally rehabilitating those employees
who had suffered due to stress at work.

R. Dhanalakshmi (2008)14 in her article entitled, “Factors Predicting Stress on

Employees in a Public Transport Corporation”, intended to measure the level of stress of
the Transport Corporation employees and study the factors that could predict stress. The
study was conducted on the list of conductors and drivers from the administrative office in
the two branches of Tamil Nadu State Transport Corporation in Coimbatore. It was found
that the employees experienced moderate level of stress and the factors identified were
health conditions, working conditions, monetary benefits, timing of work and grievance
redressal. The stress was influenced by the pressure inherent in the job such as handling
the public commuters and the condition of the bus. It had been felt that the management of
the Corporation in order to stand the competition has gradually started making the
employees accountable for each commuting trip they ply. The pressures on the employees’
made them feel insecure. The study suggested that the employees may become more
passenger-friendly in order to facilitate the smooth conduct of the bus travel.

Shin-Goo Park, Kyoung Bok Min, Sei Jin Chang, Hwan Cheol Kim and Jin
Young Min (2009)17 in their article entitled, “Job Stress and Depressive Symptoms among
Korean Employees: The Effects of Culture on Work”, investigated the association between
depressive symptoms and job stress and also examined which components of stress are
involved in the risk for depression among males and females among Korean employees in
small and medium-sized enterprises in Incheon, South Korea.
 16

Almost all subscales measuring job stress revealed contributions to the risk of
developing depressive symptoms. Most of subscales of job stress contributed to an
increased risk of depressive symptoms and job insecurity and occupational climate showed
strong associations in both genders. Indeed diverse risk factors, operating across diverse
countries, appeared to contribute to the relationship between job insecurity and poor
health. The study also revealed different effects for males and females: for males, job
demands, inadequate social support and lack of rewards were associated with depressive
symptoms, whereas for females, organizational injustice was associated with depressive
symptoms. Previous studies consistent with these results have indicated that job insecurity
represents an important risk factor for poor health investigated whether job insecurity and
a poor market for labor could predict a health decline in the Danish workforce. These
results indicate that job stress may play a significant role in increasing the risk of
depressive symptoms, and that further preventive efforts and research are needed to reduce
job stress and address health problems caused by job stress among Korean employees.

Nadeem Malik (2011)18 in his research paper entitled, “A Study on Occupational

Stress Experienced by Private and Public Banks Employees in Quetta City”, examined the
impact of occupational stress produced upon bank employees. A sample of 200 employees
from private and public banks in Quetta City showed that occupational stress was found
higher among private bank employees compared to public bank employees. The study had
indicated that in both sectors role overload, role authority, role conflict and lack of senior
level support were found to be the major stressors among different occupational stress
variables. The study also indicated that the private employees have high workload
compared to public bank employees. The study concluded that the bank employees cannot
afford the time to relax and “wind down” when they were faced with work variety,
discrimination, favoritism, delegation and conflicting tasks.
 17

CHAPTER - III
RESEARCH METHODOLOGY
 18

3. Research Methodology

3.1 Qualitative versus quantitative research

There are mainly two different approaches to research, namely

qualitative- and quantitative research. The qualitative approach seeks to understand a
given research problem and is used to find meaning and understanding. The strengths of a
qualitative approach include being effective in identifying intangible factors and it can
provide complex textual descriptions of how individuals experience a given research
problem. The most common qualitative methods include participant observation, focus
groups and in-depth interviews. The latter is particularly suited to collect data on
individuals’ personal experiences and perspectives, especially when the topic at hand is
sensitive. These three methods include field notes, audio recordings as well as transcripts
(Family Health International, 2016). Compared to the qualitative approach, the
quantitative approach aims to emphasize theory testing and is based on statistical and
numerical measurement (Egan, 2007). In practice, this approach is generally implemented
through questionnaire surveys, such as online surveys or over the phone.

There are a number of differences between quantitative and

qualitative research, where one of the main differences is the flexibility of the two
approaches. The quantitative approach is generally fairly inflexible and questionnaire
respondents answer identical questions in the same order, which are closed-ended or fixed.
The qualitative approach allows a greater spontaneity between the researcher and the
interviewee. They often include open-ended questions, which allow the respondents to
answer the questions in their own words and in more detail. Moreover, these answers tend
not to be answered by a simple “yes” or “no”. Qualitative research is designed to find
patterns and trends that occur in a particular context, while in quantitative research
attempts to generalize findings across contexts. The qualitative approach is used when
observing and interpreting reality with the purpose of developing a theory that will be used
to explain what was experienced. The quantitative approach, on the other hand, is used
when there is a theory or hypothesis, which then will be tested in order to find
confirmation or disconfirmation of the hypothesis (Newman and Benz, 1998). The table
below shows the differences between these two approaches (see Table 3.1).
 19

Qualitative Quantitative
Gain understanding
Test hypotheses; generalize from
of underlying
Objective/purpose sample results to the population of
motives; explore ill-
interest.
structured problems.
Small sample;
unstructured,
Large sample; numerical values
flexible, data
Sample/data assigned to subjects' responses;
collection involving
collection primary survey data or secondary
observation,
data.
interviews, and field
notes.
Continuous as data
is collected; analysis
Analysis takes place after all data
affects next step in
Data analysis collected; statistical methods used.
the research; non-
statistical analysis.

Develop an initial
understanding
Planned outcome and/or description; Provide a specific recommendation
begin theory
development.
Table 3.1. Qualitative vs quantitative research (Silver et al., 2013 p. 58)

Both the qualitative and the quantitative approach have limitations.

Due to the fairly small samples in qualitative research, it can be difficult to pick out small
differences as well as in quantitative research. Noteworthy, the more flexible qualitative
research can detect problems that are not apparent in quantitative research (Proctor,
2005). However, when a qualitative method is used along with a quantitative method, it
can help interpret and better understand the reality of a given situation and the
implications of quantitative data.
 20

3.2 TOOLS FOR APPROACH

The purpose of this study is to investigate the experiences of the employees at a

well-known construction company, concerning their perceived level of occupational stress
and satisfaction in their jobs, as well as their views on the support provided by the firm, in
relation to their occupational stress. To answer the study questions a qualitative approach
will be undertaken. This involves face-to-face semi-structured, in-depth interviews with
employees at a case company, where open questions will be asked in order to explore the
experiences of these people. The interviews will be individually performed with the
participants, as this seems to be the most effective way to understand how occupational
stress is perceived amongst the workers at the company. This will allow open discussions
with employees, where the interviewees have the opportunity to describe their point of
view. The interviews will be entirely voluntary and confidential. Moreover, the interviews
will be tape-recorded, if consent is given by the participant, and then transcribed verbatim.
The procedure of the interviews will be discussed and considered in consultation with the
supervisor at the case company. Additionally, a quantitative staff survey will be sent out to
the employees at the company, in order to receive a higher response rate that can reflect
the current situation at the firm.

Furthermore, the adductive approach is chosen for the thesis, which is a

combination of the inductive and deductive approach. The adductive approach is explained
as an approach that starts with a specific case and that has a preliminary developed theory.
The theory will then be tested and developed together with the results of the research, and
this process will then be repeated. However, in an addictive approach it is important to be
aware of the fact that researches may be colored by previous experience (Patel &
Davidson, 2011).

3.2.1 Sampling techniques

It is not necessary to collect data from every individual in a population to

receive valid and reliable findings. In qualitative research a sample, also known as a
subset, of a population is selected for a study. The study sample will then apply to the
population as a whole. Depending on the research objectives and the population’s
characteristics determine how many individuals and who to select (Family Health
International, 2016).
 21

The study sample for the questionnaire was the remaining employees working in
the Gothenburg area, no regard to their position at the company. The aim was to find
common patterns of experiences, in order to come to conclusions that apply to the
company as a whole. The process of information collection from a sub-selection of a
population that is used to come to conclusions for the population as a whole refers to
inference (Stigma index, 2016).

3.2.2 Sample size

It is important to take a sample that is large enough to capture the main

features of the employees’ experiences at the company. The professional roles of the
interviewees involved in the study are presented in Table 3.2. In this study 20 employees
at the case company were interviewed and 36 individuals answered the online
questionnaire that was sent out. The response rate of the online survey was 45 %.

Regional manager 1
Construction managers 3
Construction engineers 2
Project manager 5
Site managers 4
Supervisors 4
HR manager, Sweden 1
Total 20

Table 3.2. Professional roles of the interviewees

3.2.3 Data collection

Data was collected over a three-month period, starting in April of 2019 and
ending in July of 2019. Data will be collected through an online questionnaire and through
face-to-face interaction. The authors of the thesis performed the interviews individually
with the interview participants, and were responsible for making sure that the topics for the
interviews were covered, as well as the interviews were audio taped. The study was mainly
a qualitative study, as this will explore employees’ shared perspectives and issues in the
participant’s own words in a better way compared to a solely quantitative method.
 22

Open-ended questions were asked to the study participants to promote discussion,

however, they will cover the interviewees’ perceptions of occupational support at the case
company, their level of occupational stress and the process of dealing with this issue. The
interviews will also involve the employees’ level of satisfaction in their workplace, as well
as their intention to stay at the company. The interviews were about 60 to 90 minutes long
with each of the participants and were later transcribed into verbatim in preparation for
analysis. Furthermore, a questionnaire was sent out to the employees at the case company
covering the topics of occupational stress, organizational support and work satisfaction.
This was done with the purpose of obtaining a higher response rate, which can better
explain the overall employee perceptions at the company considered. The combination of
face-to-face interviews and a questionnaire allows more people to be involved in the study,
which will ensure a greater credibility of this study.

The success of the study depends on the relevance, language and careful
design of the questionnaire. Hence, the content, structure and language were carefully
revised in order to deliver a well-performed questionnaire that could increase the quality of
the responses. This also applies to the interviews, as the structure of the questions and their
formulation have an impact on the responses the interviewees give. Therefore, it is
important to produce clear questions, which the respondents interpret correctly and
understand, in order for them to answer in the best possible way.

3.2.4 Data analysis

The interviews with the study participants were tape-recorded, transcribed

verbatim and then analyzed using qualitative data analysis and quantitative data analysis.
The analysis performed describe common experiences of the whole data set as well as
comparisons can be made between individuals of various ages, gender and backgrounds
(Sekaran and Bougie, 2016). Moreover, theoretical frameworks were used to broaden the
conceptual understanding when discussing the results of the study. The outcomes of the
two tools for data analysis were combined with the purpose to gain a clear and distinct
insight into the current situation at the company.

3.2.5 Ethical considerations

Ethical considerations are an important part in research studies. Ethical

guidelines and principles need to be considered throughout this study, as this research
 23

study should not cause any harm to any of the individuals included in the study nor the
organization itself. In this research study, the Ethics Policy for Chalmers University of
Technology sets the basis of the ethical guidelines. Particular respect will be given to
informed consent, which refers to a voluntary agreement to participate in research. It
means that the research participant has an understanding of the study and its purpose as
well as the risks that comes with it. It is necessary to obtain informed consent for all
human research subjects. The aim with informed consent is to provide sufficient
information to the study participant, in order for them to make a conscious decision
whether to participate in the study or not (ESRC, 2016).

A permission to conduct the study was obtained from the Human resource manager
at the construction company of consideration in order to begin the study. Oral consent was
obtained from the interview participants, after being explained the purpose of the study.
Informed consent is important for ensuring that the interview respondents understand the
meaning to participate in the research study, in order for them to consciously decide if they
want to participate or not. Informed consent is necessary for ensuring respect for persons
throughout the study (Family Health International, 2016). All participants were informed
that the study was voluntary and they were allowed to terminate their participation at any
stage of the study without any explanation. To ensure the study participants that the study
was anonymous, their names were replaced with pseudonyms. The study participants were
also asked if the interviews could be audiotaped. If an interviewee approved to be audio
recorded, he was informed that the recording will be stored safely and will be deleted in
the termination of the research study. The authors will maintain the confidentiality of data
with respect to both information about the study participant as well as the information that
the individual shares (World Health Organization, 2017).

3.2.6 Significance

As there is little evidence showing and describing the experiences in terms of

occupational stress, work pressure and inadequate support impacting the lives of
construction professionals, this study will give information on how people experience their
work situation and what changes they consider need to be made in order to improve their
work-life balance. This study will provide information and knowledge on how these
people perceive their place of work and how it impacts their stress levels and overall well-
being, which can be used to plan for efforts that should be made to promote this area of
 24

concern. Educational interventions may play an important role in terms of informing

people about occupational stress and burnout, where the aim is to increase the knowledge
about these problems and how they can be dealt with.

3.2.7 Limitations of the study

The subjective nature of the thesis can be seen as one of the limitations in
this study. As only two master's students conducted the study, it only relies on their
knowledge and their perceptions on the data collected. The timeframe was also a limitation
for the actions taken in regard to the interviews, as respondents were only interviewed
once during the process. Performing more than one interview with each participant may
have resulted in a higher credibility in their answers, which in turn could have
strengthened the conclusions of the study. Moreover, a higher number of interview
participants may have provided a wider perspective. With a more generous time frame
some of the time related issues could have been avoided.
 25

CHAPTER - IV
DATA ANALYSIS
AND
INTERPRETATION
 26

DATA ANALYSIS AND INTERPRETATION

1. Age of the Employee

TABLE 4.1: DISTRIBUTION OF RESPONDENTS BY AGE

Age No. of. Respondents Percentage

up to 25 years 21 16.7
26-35 years 40 31.7
36-45 years 30 23.8
46-55 years 20 15.9
Above 55 years 15 11.9
Total 126 100
Primary Data Analysis

CHART-1

AGE GROUP OF THE EMPLOYEES

45
40
35
30
25
20
15
10
5
0
upto 25 years 26-25 years 36-45 years 46-55 years Above 55 years

Figure 4.1: Distribution of Respondents by Age

INTERPRETATION

From the above chart it is observed that 16.66% of employees are at the age
group of upto 25 years, 31.74% of employees are at the age group of 26-35, 26.80% of
employees are at the age group of 36-45, 15.89% of employees are at the age group of 46-
55 and 11.91% employees are at the age of above 55 years.

2. Gender of the Employee

 27

TABLE 4.2: DISTRIBUTION OF RESPONDENTS BY GENDER

Gender [Link] Percentage

Male 70 55.6
Female 56 44.4
Total 126 100
Primary Data Analysis

CHART-2

GENDER OF THE EMPLOYEE

Male 55%
Female 45%

Figure 4.2: Distribution of Respondents by Gender

INTERPRETATION

From the above pie chart it is observed that 55.55% of employees are male and
45.45% of employees are female.
 28

3. Level of Employee Education Qualification

TABLE 4.3: DISTRIBUTION OF RESPONDENTS BY EDUCATION

QUALIFICATION

Education No. of. Respondents Percentage

School level 15 11.9
ITI 25 19.8
Diploma 30 23.8
Engineering 40 31.7
Master degree 16 12.7
Total 126 100
Primary Data Analysis

CHART-3

LEVEL OF EMPLOYEE EDUCATION

QUALIFICATION
5

2 LEVEL OFEMPLOYEE
EDUCATION QUALIFICATION
1

0
School level ITI Diploma Engineering Master
degree

INTERPRETATION

From the above chart it is observed that 11.9% of employees are school level
qualification, 19.8% of employees are ITI qualification, 23.8% of employees are diploma
qualification, 31.7% of employees are engineering qualification & 12.6% of employees are
master degree qualification.
 29

4. Marital Status of the Employee

TABLE 4.4: DISTRIBUTION OF RESPONDENTS BY MARITAL STATUS

Marital Status No. of. Respondents Percentage

Married 71 56.3
Unmarried 55 46.7
Total 126 100
Primary Data Analysis

CHART-4

MARITAL STATUS OF EMPLOYEE

Married
Unmarried

Figure 4.4: Distribution of Respondents by Marital Status

INTERPRETATION

From the above pie chart it is observed that 56.4% of employees are married
and 46.3% of employees are unmarried.
 30

5. Level of Year of Service

TABLE 4.5: DISTRIBUTION OF RESPONDENTS BY YEAR OF SERVICE

[Link] [Link] Percentage

Less than 5 years 45 35.7
5-10 years 25 19.8
11-15 years 21 16.7
16-20 years 20 15.9
More than 20 years 20 15.9
Total 120 100
Primary Data Analysis

CHART-5

LEVEL OF YEAR OF EXPERIENCE

50
45
40
35
30
25
LEVEL OF YEAR OF EXPERIENCE
20
15
10
5
0
< 5 years 5-10 years 11-15 years 16-20 years > 20 years

Figure 4.5: Distribution of Respondents by Year of Service

INTERPRETATION

From the above chart it is observed that 15.9% of employees are above 20
years’ experience, 15.9% of employees are having 16-20 years’ experience, 16.7% of
employees are having 11-15 years’ experience, 19.8% of employees are having 5-10
years’ experience, 35.7% of employees are having <5 years’ experience.
 31

6. Monthly Salary of the Employee

TABLE 4.6: DISTRIBUTION OF RESPONDENTS BY MONTHLY INCOME

Monthly Salary [Link] Percentage

Rs.< 5000 0
Rs 5000-10000 10 7.9
Rs.10000-15000 15 11.9
Rs.15000-20000 40 31.7
Above Rs.20000 61 48.4
Total 120 100
Primary Data Analysis

CHART-6

MONTHLY SALARY OF EMPLOYEE

70
60
50
40
30
20 MONTHLY SALARY OF
10 EMPLOYEE
0

Figure 4.6: Distribution of Respondents by Monthly Income

INTERPRETATION

From the above table and chart it is observed that 48.4 % of employee’s
monthly salary is above Rs.20000, 31.7% of employee’s monthly salary is between the
Rs.15000-Rs.20000, 11.9% of employee’s monthly salary Rs.10000-15000, 7.9% of
employee’s monthly salary Rs.5000-Rs.10000 and 0 % of employee’s monthly salary
below Rs.5000.
 32

7. Family type of the Employee

TABLE 4.7: DISTRIBUTION OF RESPONDENTS BY FAMILY TYPE

Family type [Link] Percentage

Nuclear 71 56.3
Joint 55 43.7
Total 126 100
Primary Data Analysis

CHART-7

FAMILY TYPE OF THE EMPLOYEE

Nuclear
Joint

Figure 4.7: Distribution of Respondents by Family type

INTERPRETATION

From the above pie chart it is observed that 56.3% of employees are Nuclear
and 46.7% of employees are joint family type.
 33

8. No. of dependents of the Employee

TABLE 4.8: DISTRIBUTION OF RESPONDENTS BY [Link] DEPENDENTS

[Link] dependents [Link] Percentage

< 4 Nos 70 55.6
4 – 5 Nos 40 31.7
> 5 Nos 16 12.7
Total 126 100
Primary Data Analysis

CHART-8

DISTRIBUTION OF RESPONDENTS BY [Link]

DEPENDENTS
80
70
60
50
DISTRIBUTION OF
40
RESPONDENTS BY [Link]
30 DEPENDENTS
20
10
0
< 4 Nos 4 - 5 Nos > 5 Nos

. Figure 4.8: Distribution of Respondents by [Link] dependents

INTERPRETATION

From the above chart it is observed that 55.6% of employees are having <4
dependents, 31.7% of employees are having 4 – 5 dependents & 12.7% of employees
having >5 Nos dependents.
 34

9. The symptoms of stress that have experienced

TABLE 4.9: DISTRIBUTION OF RESPONDENTS BY SYMPTOMS OF STRESS

EXPERIENCED

Symptom of stress [Link] Percentage

Nervousness 31 24.6
Lack of confidence 30 23.8
Restlessness 25 19.8
Irritability 40 31.7
Total 126 100
Primary Data Analysis

CHART-9

SYMPTOMS OF STRESS EXPERIENCED BY

EMPLOYEE
45
40
35
30
25
20 SYMPTOMS OF STRESS
EXPERIENCED BY EMPLOYEE
15
10
5
0
Nervousness Lack of Restlessness Irritability
confidence

. Figure 4.9: Distribution of Respondents by symptoms of stress experienced

INTERPRETATION

From the above chart it is observed that 31.74% of employees are suffer from
Irritability, 19,84 % of employees are suffer from Restlessness, 23.8% of employees are
suffer from lack of confidence & 24.6% of employees are suffer from Nervousness.
 35

10. The cause of stress in job by employee

TABLE 4.10: DISTRIBUTION OF RESPONDENTS BY CAUSE OF STRESS IN

JOB

Cause of stress in job [Link] Percentage

Work load 26 20.6
Poor salary 25 19.8
Shortage of labour 45 35.7
Time pressure 30 23.8
Total 126 100
Primary Data Analysis

CHART-10

CAUSE OF STRESS IN JOB

50
45
40
35
30
25
20 CAUSE OF STRESS IN JOB

15
10
5
0
Work load Poor salary Shortage of Time pressure
labour

. Figure 4.10: Distribution of Respondents by cause of stress in job

INTERPRETATION

From the above chart it is observed that 20.6% of employees are cause from
work load, 19,8% of employees are cause from Poor salary, 35.7% of employees are cause
from shortage of labour & 23.8% of employees are suffer from time pressure.
 36

11. The difficulty felt in job by employee

TABLE 4.11: DISTRIBUTION OF RESPONDENTS BY DIFFICULTY FELT IN

JOB

Difficulty felt in job [Link] Percentage

Group behavior 31 24.6
Lack of information 20 15.9
Excessive interruptions 45 35.7
Lack of recognition 30 23.8
Total 126 100
Primary Data Analysis

CHART-11

DIFFICULTY FELT IN JOB BY EMPLOYESS

50
45
40
35
30
25
DIFFICULTY FELT IN JOB BY
20 EMPLOYESS
15
10
5
0
Group behavior Lack of Excessive Lack of
information interruptions recognition

. Figure 4.11: Distribution of Respondents difficulty felt in job by employee

INTERPRETATION

From the above chart it is observed that 24.6% of employees are suffer from
Group behavior, 15,9% of employees are suffer from lack of information, 35.7% of
employees are suffer from excessive interruptions & 23.8% of employees are suffer from
lack of recognition.
 37

12. The feel of overload in work by employee

TABLE 4.12: DISTRIBUTION OF RESPONDENTS BY FEEL OF OVERLOAD IN

WORK

Feel of overload in work [Link] Percentage

Shortage of resources 45 35.7
Insufficient Co-workers 25 19.8
Continuous job demand 22 17.5
Shortage of help at work 34 27.0
Total 126 100
Primary Data Analysis

CHART-12

FEEL OF OVERLOAD IN WORK BY

EMPLOYEE
50
45
40
35
30
25
FEEL OF OVERLOAD IN
20
WORK BY EMPLOYEE
15
10
5
0
Shortage of Insufficient Continuous Shortage of
resources Co-workers job demand help at work

Figure 4.12: Distribution of Respondents feel of overload in work by employee

INTERPRETATION

From the above chart it is observed that 31.7% of employees are suffer from
shortage of resources, 19.8% of employees are suffer from insufficient co-workers, 17.5%
of employees are suffer from continuous job demand & 27 % of employees are suffer from
shortage of help at work.
 38

13. The deal of forced overtime work

TABLE 4.13: DISTRIBUTION OF RESPONDENTS BY DEAL OF FORCED

OVERTIME WORK

Forced overtime work [Link] Percentage

Slowly take efforts 25 19.8
Get annoyed with work 60 47.6
Won’t take any efforts 31 24.6
Complaint about it 10 7.9
Total 126 100
Primary Data Analysis

CHART-13

DEAL OF FORCED OVERTIME WORK

70
60
50
40
30 DEAL OF FORCED TO WORK
20 OVERTIME

10
0
Slowly take Get Won’t take Complaint
efforts annoyed any efforts about it
with work

Figure 4.13: Distribution of Respondents deal of forced overtime work

INTERPRETATION

From the above chart it is observed that 19.8% of employees deal overtime by
Slowly taking efforts, 47.6% of employees deal overtime by get annoyed with work,
24.6% of employees deal overtime by without taking efforts & 7.9% of employees deal
overtime by Complaint about it.
 39

14. Suffering from physical health problems

TABLE 4.14: DISTRIBUTION OF RESPONDENTS SUFFER FROM PHYSICAL

HEALTH PROBLEMS

Physical health problem [Link] Percentage

Head ache 60 47.6
High blood pressure 36 28.6
Chest pain 10 7.9
Back pain 20 15.9
Total 126 100
Primary Data Analysis

CHART-14

PHYSICAL HEALTH PROBLEMS

70
60
50
40
30
PHYSICAL HEALTH PROBLEMS
20
10
0
Head ache High blood Chest pain Back pain
pressure

Figure 4.14: Distribution of Respondents employee suffer physical health problems

INTERPRETATION

From the above chart it is observed that 47.6% of suffer from head ache,
28.6 % of suffer from high blood pressure, 7.9% of suffer from chest pain &.15.9 of suffer
from back pain.
 40

15. Suffering from mental health problems

TABLE 4.15: DISTRIBUTION OF RESPONDENTS SUFFER FROM MENTAL

HEALTH PROBLEMS

Mental health problem [Link] Percentage

Anxiety 9 47.6
Sleep disturbances 45 28.6
Depression 35 7.9
Poor concentration 35 15.9
Total 126 100
Primary Data Analysis

CHART-15

MENTAL HEALTH PROBLEMS

50
45
40
35
30
25
20 MENTAL HEALTH PROBLEMS

15
10
5
0
Anxiety Sleep Depression Poor
disturbances concentration

Figure 4.15: Distribution of Respondents employee suffer mental health problems

INTERPRETATION

From the above chart it is observed that 7.1% of suffer from Anxiety, 35.7 %
of suffer from sleep disturbances, 27.8% of suffer from depression &.27.8% of suffer from
Poor concentration.
 41

16. Behavioral change of Employee

TABLE 4.16: DISTRIBUTION OF RESPONDENTS BEHAVIORAL CHANGE OF

EMPLOYEE

Behavioral change [Link] Percentage

Increased smoking 40 31.7
Excessive alcohol 30 23.8
Frequent crying 36 28.6
Shouting at family members 20 15.9
Total 126 100
Primary Data Analysis

CHART-16

BEHAVIORAL CHANGE OF EMPLOYEE

45
40
35
30
25
20 BEHAVIORAL CHANGE OF
15 EMPLOYEE
10
5
0
Increased Excessive Frequent crying Shouting at
smoking alcohol family members

Figure 4.16: Distribution of Respondents employee behavioral change

INTERPRETATION

From the above chart it is observed that 31.7% of do Increased smoking,

23.8% of take excessive alcohol, 28.6 % of do frequent crying, 15.9% of shouting at
family members.
 42

17. Utilization of Management stress relief facilities

TABLE 4.17: DISTRIBUTION OF RESPONDENTS UTILIZATION OF

MANAGEMENT STRESS FACILITIES.

Stress relief facilities [Link] Percentage

Health awareness program, 30 23.8
Vacation & holiday trips 40 31.7
Job redesign 35 27.8
Stress management workshop 21 16.7
Total 126 100
Primary Data Analysis

CHART-17

STRESS RELIEF FACITIES BY MANAGEMENT

45
40
35
30
25
20 STRESS RELIEF FACITIES BY
15 MANAGEMENT
10
5
0
Health Vacation & Job redesign Stress
awareness holiday trips management
program, workshop

Figure 4.17: Distribution of Respondents stress relief facilities by management

INTERPRETATION

From the above chart it is observed that 23.8% of prefer Health awareness
programs, 31.7% of prefer Vacation & holiday trips, 27.8% of prefer Job resign, 16.7% of
prefer stress management workshop.
 43

CHAPTER-V

FINDINGS,
SUGGESTIONS,

AND CONCLUSIONS
 44

5.1 FINDINGS

 It is found that majority 32% of the respondent’s age group is between 26-35 years.

 It is found that majority 56% of the respondents are male.

 It is found 32% of the respondents have education qualification as Engineering.

 It is found that 57% of the employees are married.

 36% of the respondents are experiences with less than 5 years.

 It is found that majority of the employees are getting income above Rs.20000.

 57% of respondent’s family are nuclear.

 It is found that 56% of employees are having <4 dependent.

 It is observed that 32% of respondents are suffer from Irritability.

 Majority of Employees are cause from shortage of labour.

 36% of employees of employees are suffer from excessive interruption.

 It is found that majority 32% of respondents are suffer from shortage of resources.

 It is found that 47.6% of employees deal overtime by get annoyed with work.

 It is observed that 47.6% of suffer from head ache.

 It is found that 35.7 % of employees suffer from sleep disturbances.

 It is found that 32% of do Increased smoking.

 It is found that 32% of prefer Vacation & holiday trips.

 45

5.2 SUGGESTIONS
 Plan. Proper planning can avoid many of the crises that envelop some projects.

 Manage time effectively. Use a notebook (electronic or paper) to note questions,

problems and tasks, cross items off after they’ve been done.

 Employ the right team. The right team means selecting the right suppliers and
subcontractors.

 Delegate effectively. Don’t be scared to delegate, but ensure the person that’s been
delegated the work has the knowledge and authority to execute the task

 Ask for help. A project manager can’t be expected to know everything, so learn to ask
for expert advice when necessary.

 Effective problem detection and problem solving. Try and see potential problems
before they become a real problem.

 Don’t commit to unreasonable time lines. Often contractors agree to unreasonable

construction schedules which put their project managers under undue pressure.

 Take some time out. Plan some weekends away with the family. A holiday is a
holiday and shouldn’t be interrupted by work. A quiet weekend with the family can
recharge you for the week ahead. A happy family often translates into less stress at
home.

 Don’t take it personally. In construction things will go wrong. We will make

mistakes. We will have a bad day on the project. Managers and clients will become
annoyed with us. Employees will become angry and truculent. Suppliers and
subcontractors will let us down. Don’t take it personally.

 Know which battles to fight and which can be avoided. Sometimes it’s not worth
arguing and winning every point – rather look at the bigger picture. Don’t become
bogged down in the petty squabbles, or making excuses and defending minor issues.

 Learn to say no. You can’t do everything. You can’t please everyone. Learn to say no
politely, explaining the reason for no and possibly offering alternative solutions. No to
discounts, no to impossible timelines and no to extra work you can’t do.
 46

 Don’t worry. Worrying never solved anything. Sleepless nights don’t solve problems.
Stop worrying about the things you can’t control – it doesn’t help. Stop worrying about
the things you can control, and rather take action to ensure you don’t have to worry
about them.
 47

5.3 CONCLUSION

As construction work is one of the occupations most vulnerable to

stress, the result of this study suggests that construction industry needs to urgently address
the problems and management of stress among artisans in the industry. In terms of
stressors, those confirmed in respect to this study are qualitative and quantitative work
overload, too specialized job nature, tight-time frame for works, unstable working hour,
inadequate knowledge of project objectives, conflicts among different job demands,
inadequate room for innovation, bureaucracy, unsatisfied salary, lack of career guidance,
lack of job stability, lack of job opportunity, different view from superior, role conflicts,
unfair assignment of workload, poor working environment, exposure to dangerous
working conditions, low recognition received for work done, poor communication with
superiors and counter players, work-family conflicts, inadequate recess and lack of
opportunity to learn new skills. People react differently to stress; the same applies to
artisans in construction industry. Respectful and considerate management can help the
artisans in getting through difficult times of stress.

When stressful situations arise in the work environment, it is important that the
company’s management and the artisans jointly address the stressors in the work
environment through artisans participating in assessing the problem; communicating
potential resolutions and recognizing that stress management is a joint effort. Most
importantly, aerobic exercises, biofeedback, relaxation, laughter, social supports are all
ways of managing stress especially among artisans in construction industry. A stress- free
environment begins with a stress-free individual.
 48

REFERENCES,
BIBILIOGRAPHY,
AND
APPENDIX
 49

REFERENCES

 AHMAD, S. F. & DARZI, N. A. G. J. A. 2008. Organisational Behaviour, Atlantic

Publishers & Distributors (P) Limited.
 ALDWIN, C. M. & WERNER, E. E. 2012. Stress, Coping, and Development, Second
Edition: An Integrative Perspective, Guilford Publications.
 ANBAZHAGAN, A. & SOUNDAR RAJAN, L. J. 2013. A conceptual framework of
occupational stress and coping strategies. International Journal of Business Economics
& Management Research, 3.
 BEEHR, T. A. 2014. Psychological Stress in the Workplace (Psychology Revivals),
Taylor & Francis.
 BOWEN, P., EDWARDS, P. & GOVENDER, R. 2014a. Structural Equation
Modeling of Occupational Stress in the Construction Industry. Journal of Construction
Engineering and Management, 140, 4014042.
 BOWEN, P., EDWARDS, P., LINGARD, H. & CATTELL, K. 2014b. Occupational
stress and job demand, control and support factors among construction project
consultants. International Journal of Project Management, 32, 1273.
 BRADLEY, J. and SUTHERLAND, V. 1995. Occupational stress in social services: a
comparison of social workers and home help staff. British Journal of Social Work, 25,
313–331.
 HELLRIEGEL, D. & SLOCUM, J. W. 2010. Organizational Behavior, Cengage
Learning
 SUTTON, A., ALLINSON, C. & WILLIAMS, H. 2013. Personality type and work-
related outcomes: An exploratory application of the Enneagram model. European
Management Journal, 31, 234-249.
 STEPTOE, A., FREEDLAND, K., JENNINGS, J. R., LLABRE, M. M., MANUCK, S.
B. & SUSMAN, E. J. 2010. Handbook of Behavioral Medicine: Methods and
Applications, Springer New York.
 STICKLE, F. E. & SCOTT, K. 2016. Leadership and Occupational Stress. Education,
137.
 [Link] [Accessed 2016-11-07.
 TENNANT, C. 2001. Work-related stress and depressive disorders. Journal of
Psychosomatic Research, 51, 697-704.
 50

 VERHOFSTADT, E., BAILLIEN, E., VERHAEST, D. & DE WITTE, H. 2015. On

the moderating role of years of work experience in the Job Demand–Control model.
Economic and Industrial Democracy, 143831.

BIBILIOGRAPHY

 K. Aswathappa, (2008) Human Resource Management, Tata Mcgraw Hill publishing

ltd, New Delhi. Fifth Edition.

 Sivarethinamohan, R. (2010). Industrial relations and labour welfare: Text and cases.
PHI Learning Pvt. Ltd.

 M.V. Moorthy, Principles of Labour Welfare, Tata Mcgraw Hill publishing Ltd., New
Delhi.

 S.N. Murthy,Dr.V. Bhojanna(2008) , Business Research Methods published by Excel

Books, New Delhi, Second Edition.

 M.M. Varma, [Link], (2001), Personnel Management & Industrial Relations,

King Books New Delhi.
 51

APPENDIX
QUESTIONNAIRE
Instructions

This questionnaire is framed to identify the stress levels in your life. Kindly furnish
the details, as it will enable my research study. Read each question carefully and answer
as accurately as you can. Please note that your personal information and other details
provided by you will be kept confidential.

A. Kindly furnish your personal particulars by ticking appropriate options.

1. Name:

2. Sex:

a) Male b) Female
3. esignation :

4. Age:

a) Upto 25 b) 26-35 c) 36-45 d) 46-55 e) Above 55

years years years years years
5. Construction Company Name:
6. Educational Qualification:

a) School level b) ITI c) Diploma

d) Bachelor’s degree e) Master’s degree

7. Job Experience:

a) Less than 5 years b) 5-10 years c) 11-15 years

d) 16-20 years e) More than 20 years

8. Monthly Income:

c) Rs.10001-
a) Less than Rs.5000 b) Rs.50001-10,000 15,000

d) Rs.15001- 20,000 e) More than Rs.20000

 52

9. Marital Status:

a) Married b) Unmarried
10. Family Type:

a) Nuclear Family b) Joint Family

11. Number of Dependents:

a) Less than 4 b) 4-5 c) Greater than 4

B. Below is a list of stress symptoms and factors influencing work stress? Tick the
appropriate options for the questions 12-16.

12. What are the symptoms of stress that you experience? (Please put a tick mark in
the relevant column)

[Link] Stress Symptoms Never Rarely Some Most of the Always

times times
1 Moody

2 Irritability

3 Short- temper
Accelerated
4
Speech
5 Nail-biting

6 Restlessness
Lack of
7
Confidence
Getting confused
8
Easily
Gain/Loss of
9
Weight
Feeling negative
10
about everything
11 Worrying

12 Nervousness
 53

13. What causes you to get stress in your job? Rank the following options.

[Link] Job related Factors Rank

1 Workload
2 Poor salary
3 Time pressures and deadlines
4 Frequent travel
5 Repetitive and boring work
6 Poor and unplanned work
7 Shortage of laborers
8 Unexpected accidents during work
9 Lack of career development
10 Feeling of powerlessness
11 Lack of job security
12 Unable to satisfy all stakeholders

14. What type of difficulty do you feel in your job?

a) Group behavior

b) Lack of information

c) Office politics and conflicts

d) Excessive interruptions

e) Lack of recognition

15. What makes you feel that you are overloaded in work?
a) Shortage of required resources

b) Insufficient co-workers

c) More administration and paper work

d) Continuous and chaotic job demands

e) Shortage of help at work

 54

16. When forced to work overtime, how do you deal with it?

a) Redouble my efforts

b) Slowly take efforts

c) Get annoyed with work

d) Won’t take any extra efforts

e) Complain about it

C. This section [questions 17-20] deals with the impact of stress on health, behavior
and job. Tick the appropriate options.

17. Does stress show its impact on your health?

a) Yes b) No

If ‘Yes’ answer from 18, If ‘No’ means answer from 20

18. Are you suffering from the following physical and mental health problems? (Please
put a tick mark in the relevant column)
S. Some Most of
No Problems Never Rarely times the times Always
1 Headache
2 High blood pressure
3 Stomach disorder and Ulcer
4 Chest pain
5 Back pain
6 Skin irritation and allergies
7 Cancer
8 Diabetes
9 Asthma
10 Fatigue

11 Sleep disturbances
 55

12 Anxiety
13 Depression
14 Tendency to remain alone
15 Poor concentration

19. What are the behavioral changes that you experience due to physical and mental
health problems? (Please tick all the options that is applicable to you)

[Link] Behavioral Changes Tick

1 Frequent hospitalization
2 Increased smoking
3 Excessive alcohol
4 Drug addiction
5 General proneness to accidents
6 Under eating /Over eating
7 Frequent crying
8 Withdrawal from relationships
9 Consumption of supari/ tobacco items
10 Gambling
11 Suicidal thoughts
12 Violence
13 Shouting at family members
14 Seeking help from others
15 Poor performance in job

20. How stress shows its ill effects on your job performance? (Please put a tick mark for
all the options that is applicable to you in the square brackets given below)

a) Increased absenteeism [ Yes ] / [ No ]

b) Decreased productivity [ Yes ] / [ No ]
c) Wasted potentials and skills [ Yes ] / [ No ]
d) Loss of goodwill [ Yes ] / [ No ]
 56

e) Reduced work effectiveness [ Yes ] / [ No ]

f) Low morale [ Yes ] / [ No ]
g) Premature retirement plan [ Yes ] / [ No ]
h) Reduced job satisfaction [ Yes ] / [ No ]

D. This section [questions 21-25] deals with the organizational and individual
strategies for managing stress. Tick the appropriate options.

21. Did you utilize stress management facilities offered by your workplace?

a) Yes b) No

If ‘Yes’ answer from 22, If ‘No’ means answer from 23

22. Which of the following stress management facilities are utilized by you? (Please
put a tick mark for all the options that is applicable to you in the square brackets
given below)
a) Health awareness programme [ Yes ] / [ No ]
b) Vacation and holiday trips [ Yes ] / [ No ]
c) Stress management course [ Yes ] / [ No ]
d) Job redesign [ Yes ] / [ No ]
e) Recreation centre [ Yes ] / [ No ]
f) Social support system at the work Place [ Yes ] / [ No ]
g) Stress management workshops [ Yes ] / [ No ]

23. What are the coping strategies that you are practicing yourself to reduce stress?
(Please put a tick mark in the relevant column)

Some Most of
[Link] Coping Strategies Never Rarely times the times Always
1 Yoga/Meditation
2 Physical exercise
3 Entertainment
Away from stressful
4
environments
5 Sleep
Speaking with
6
likeminded persons
 57

7 Playing with pet animals

8 Prayer
9 Medications
10 Positive thinking
11 Time management
12 Tour

24. Do you feel that some other coping strategies should be followed to reduce stress?

a) Yes b) No
If ‘Yes’ specify______________________

25. To what extent, do you overcome the stress by utilizing stress management
facilities and practicing coping strategies?

a) To a great extent

b) To some extent

c) No change

E. This section [questions 26-29] deals with social support factors, expectations and
suggestions of employees to make workplace stress free. Tick the appropriate options.

26. Would you say that the following mentioned factors serve as sources of social
support to reduce stress? (Please put a tick mark in the relevant column)

S. Sources of social Strongly Strongly

No support Agree Agree Neutral Disagree Disagree
1 Superiors
2 Subordinates
3 Co-workers
4 Family
5 Friends
6 Neighbors
7 Relatives
Religious / Social
8
festivals
9 Spiritual discourses
 58

10 Community centres
11 Social welfare people
12 Doctors

27. Under which situation, do you get support from above people?
a) All new tasks

b) Early stage of all tasks

c) Work-related issues

d) Home- related issues

e) Difficult situation

28. What are your expectations from the management to make workplace stress free?
(Please put a tick mark for all the options that is applicable to you in the square
bracket given below)

a) Counseling programes [ Yes ] / [ No ]

b) Training and development activities [ Yes ] / [ No ]

c) Proper recognition [ Yes ] / [ No ]

d) Exclusive staff for procuring labor for cane

harvesting [ Yes ] / [ No ]

e) Opportunities for career development [ Yes ] / [ No ]

f) Effective performance management system [ Yes ] / [ No ]

g) Open communication [ Yes ] / [ No ]

i) Sufficient support [ Yes ] / [ No ]

29. What are your suggestions to make workplace stress free?

-----------------------------------------------------------------------------------------------

Thank you for completing the questionnaire