A

PROJECT REPORT
ON
JOB STRESS AMONG EMPLOYEES IN PUBLIC & PRIVATE SECTOR
SUBMITTED BY
ZENOBIA ALI NAQVI
ROLL NO. : 69
T.Y.B.M.S SEMESTER - VI
PROJECT GUIDE : PROF. SANGEETA SAHOO
SUBMITTED TO
UNIVERSITY OF MUMBAI
RAJASTHANI SAMMELAN’S
Ghanshyamdas Saraf College Of Arts & Commerce
Affiliated to University Of Mumbai
Re accredited by NAAC with ‘A’ Grade
S.V. Road, Malad (West)
Mumbai – 400064.

A.Y. 2022 – 2023.

 CERTIFICATE

This is to certify that Ms. Zenobia Naqvi , Roll No : 69 , has worked and duly completed her
Project Work for the degree of Bachelor of Management Studies under the Faculty of
Commerce in the subject of Human Resource Management and her project is entitled, “
Job Stress among employees in Public & Private sector” under my supervision.
I further certify that the entire work has been done by the learner under my guidance and that
no part of it has been submitted previously for any Degree or Diploma of any University.
It is her own work and facts reported by her personal findings and investigation.

Name & Signature of

Project Guide : Sangeeta Sahoo
Principal :
Date :

External Examiner : College Seal

College Seal

Date :
 DECLARATION

I, the undersigned, Ms. Zenobia Naqvi , a student of Ghanshyamdas Saraf College of Arts &
Commerce, Malad (West); T.Y.B.M.S. SEMESTER - VI hereby declare that the work
embodied in this project titled “ Job Stress Among Employees In Public & Private
Sector” , forms my own contribution to the research work carried out under the guidance of
Prof. Sangeeta Sahoo is a result of my own research work and has not been previously
submitted to any other University for any other Degree/ Diploma to this or any other
University.

Wherever reference has been made to previous works of others, it has been clearly indicated
as such and included in the Bibliography.

I, hereby further declare that all the information of this document has been obtained and
presented in accordance with academic rules and ethical conduct.

Name and Signature of the student

Certified by,
Name and Signature of the Guiding Teacher

ACKNOWLEDGEMENT
To list all those who have helped me is difficult because they are so numerous and the depth
is so enormous.

I would like to acknowledge the following as being idealistic channels and fresh dimensions
in the completion of this project.

I take this opportunity to thank the University Of Mumbai for giving me a chance to do this
project.

I would like to thank my IC Principal Dr. Ashwat Desai for providing the necessary
facilities required for completion of this project.

I take this opportunity to thank our Vice Principal (SFD) Dr. Lipi Mukherjee and BMS
Coordinator Prof. Prajna Shetty for their moral support and guidance.

I would also like to express my sincere gratitude towards Prof. Sangeeta Sahoo whose
guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference
books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped
me in the completion of the project especially My Parents and Peers who supported
me throughout my project.

INDEX

Sr. No. Topic Page Number

Executive Summary
1. 1.1 Introduction to Job Stress 7

1.2 Causes Of Job Stress 9

1.3 Signs & Symptoms of Job Stress 11

14
1.4 Long term Negative effects of Job
Stress 16

22
1.5 Workplace Stressors
27
1.6 Signs of Job Stress
29

2. . Research Methodology 49

2.1 What is Research Methodology? 49

2.2 Objectives of the study 49

2.3 Significance of the study 50

2.4 Scope of the study 50
2.6 Data Collection Method
51

5
3. Literature Review 51

4. Data Analysis and Interpretation 58

5. Conclusion and Suggestions 74

 CHAPTER 1 : INTRODUCTION

1.1 INTRODUCTION TO JOB STRESS

Stress is the body’s response to physical and mental demands. Stress in general is
defined as “ A physical, chemical or emotional factor that causes bodily or
mental tension and may be a factor that leads to diseases. Job stress or
Occupational stress is a physical, mental and emotional reaction or response that
occurs when the job requirements are not fulfilled or met by an employee. This
may happen due to insufficient knowledge or skills of the employee, improper
working conditions or other physical or psychological factors. According to
Comish R & Swindle B, ‘Occupational stress, in particular, is the inability to
cope with pressures in a job, because of a poor fit between someone‘s abilities
and his/her work requirements and conditions. It is a mental and physical
condition which affects an individual‘s productivity, effectiveness, personal
health and quality of work’.
It is caused by conditions in the workplace that negatively affect an individual’s
performance and overall well being of his body and mind.
Work-related stress is the result of a conflict between the role and needs of an
individual employee and the demands of the workplace. Different individuals
may react differently to stress and the same person may react differently to stress
at different times. Work stress occurs when the employee is unable to meet the
increasing demands of his job and when his/her capabilities, skills, needs and
resources do not meet with those demands.
Job stress matters to our health and work. When we feel stressed, our bodies
respond by raising the concentration of stress hormones in our blood. When our
bodies continually respond to constant demands or threats, coping mechanisms
stay in overdrive, which can be damaging to health over time.
Excessive job stress can lead to many long-term health problems, including
cardiovascular disease, diabetes, weakened immune function, high blood
pressure, musculoskeletal disorders, substance abuse, depression and anxiety.
Some short term signs of job stress are listed in the table to the right. Stressful
working conditions can also impact health indirectly by limiting our ability or
motivation to participate in other health promoting behaviours such as eating well
and exercising.
The concept of Job stress is often confused with challenge, but they are not
actually the same. Challenge energises us psychologically and physically and it
motivates us to learn new skills and master our jobs.
Work related stress is the response people may have when presented with work
demands and pressures that are not matched to their knowledge and abilities and
which challenge their ability to cope. Stress occurs in a wide range of work
circumstances but is often made worse when employees feel they have little
support from supervisors and colleagues, as well as little control over work
processes. There is often confusion between pressure or challenge and stress, and
sometimes this is used to excuse bad management practice.
Pressure at the workplace is unavoidable due to the demands of the contemporary
work environment. Pressure perceived as acceptable by an individual may even
keep workers alert, motivated, able to work and learn, depending on the available
resources and personal characteristics. However, when that pressure becomes
excessive or otherwise unmanageable it leads to stress. Stress can damage an
employees' health and the business performance.
Job stress can be caused by poor work organisation i.e. the way we design jobs
and work systems, and the way we manage them, by poor work design for
example, lack of control over work processes, poor management, unsatisfactory
working conditions and lack of support from colleagues and supervisors.
The most stressful type of work is that which values excessive demands and
pressures that are not matched to workers’ knowledge and abilities, where there
is little opportunity to exercise any choice or control, and where there is little
support from others.
Workers are less likely to experience work-related stress when demands and
pressures of work are matched to their knowledge and abilities, control can be
exercised over their work and the way they do it, support is received from
supervisors and colleagues, and participation in decisions that concern their jobs
is provided.
Stress at work is often unavoidable and a certain amount of stress may be
perceived as acceptable, or even healthy, by an employee.
However, when that pressure becomes unmanageable it can lead to burnout,
damaging both; an employee’s health and their performance.
1.2 CAUSES OF JOB STRESS
According to one school of thought, differences in individual characteristics such
as personality and coping style are most 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 leads to prevention
strategies that focus on workers and ways to help them cope with demanding job
conditions.
Workplace stress can have various origins or come from just one aspect of a
worker’s responsibilities. Its effects are far-reaching: Workplace stress can affect
both employers and their employees. Downsizing, layoffs, mergers, and
bankruptcies occur in industries and companies of all types; this means big
changes for workers. Even when job loss does not occur, employees may face
increased responsibility, higher production demands, fewer benefits, pay cuts,
and more. In general, this creates an environment of stress around the office.
Some of the causes of stress are highlighted as follows :-

1. Low morale : When the morale is low, workers often feel powerless. This,
in turn, makes them complacent, and in turn affects their productivity.
2. Management Style : Another factor in stressful work situations is
management style. When a workplace has poor communication and
employees are not included in decision-making processes, workers do not
feel supported by their coworkers and employers.
3. Job responsibilities : How tasks are assigned and carried out is a big
contributor to workplace stress. This includes heavy workload, infrequent
breaks, long hours and shifts, unnecessary routine tasks, ignoring workers’
skills, and more. When job expectations are uncertain or conflicting,
 employees feel they have too much responsibility and too many “hats to
wear.”
4. Career concerns: Another factor in workplace stress is career concerns
such as job insecurity or lack of advancement opportunities.
5. Work environment: Most of the previous causes of workplace stress are
emotional; however, a subpar work environment can create physical stress
as well. Whether this is related to noise, lack of privacy, poor temperature
control, or inadequate facilities, work setting is critical in lowering
workplace stress.
The other causes include ;
● Organisation culture
● Bad management practices
● Job content and demands
● Physical work environment
● Relationships at work
● Change management
● Lack of support
● Role conflict
● Trauma.

Stressful working conditions can also impact health indirectly by limiting our
ability or motivation to participate in other health promoting behaviours such as
eating well and exercising.
1.3 SIGNS & SYMPTOMS OF OCCUPATIONAL STRESS

[A] Physical symptoms :

- Headaches
- Fatigue
- Muscular Tension
- Heart palpitations
- Difficulty in sleeping - Insomnia
- Gastrointestinal upsets - Diarrhoea or constipation
- Dermatological disorders

[B] Psychological symptoms :

- Depression
- Anxiety
- Discouragement
- Irritability
- Pessimism
 - Feeling overwhelmed
- Inability to cope
- Cognitive difficulties like reduced ability to concentrate or make decisions.

[C] Behavioural Symptoms :

- Aggression
- Diminished creativity and initiative
- Drop in work performance
- Mood swings and irritability
- Disinterest
- Frustration, lower tolerance or impatience
- Isolation
- Issues in interpersonal relationships.

1.4 LONG TERM NEGATIVE EFFECTS OF JOB STRESS

Stress affects all systems of the body including the musculoskeletal, respiratory,
cardiovascular, endocrine, gastrointestinal and nervous systems.
1. Cardiovascular disease : Psychologically demanding jobs that give employers
little control over work processes increase the risk of cardiovascular disease,
according to the Encyclopedia of Occupational Health and Safety.
2. Musculoskeletal disorders : It is believed that stress increases the risk of back
and upper-extremity musculoskeletal disorders.
3. Psychological disorders : Several studies suggest that differences in mental
health problems for various occupations are due to differences in job stress levels.
Such problems include depression and burnout.
4. Workplace injury : There is also a concern that stressful working conditions
can interfere with safety practices and increase the risk of injury at work.
1.5 WORKPLACE STRESSORS
Job or workplace stressors are classified as physical and psychosocial. Physical
stressors include noise, poor lighting, poor office or work layout, and ergonomic
factors, such as bad working postures, direct pressure, extreme temperature,
noise.
Psychosocial stressors are, arguably, the most predominant stress factors. These
include high job demands, inflexible working hours, poor job control, poor work
design and structure, bullying, harassment, and job insecurity.
Workplace stress not only affects the worker, it also has adverse effects on
company performance as well. The effects of job-related strain are evident in
workers' physical health, mental health, and their behaviour.

The following issues have been identified as potential stressors at the workplace.

● Long working hours

● Heavy workload
● Organisational changes
● Strict/tight deadlines
● Job insecurity
● Lack of autonomy
● Boring work
● Work culture
● Inadequate skills for the job
● Inadequate working environment
● Lack of proper resources
● Discrimination
● Harassment
 ● Over supervision
● Fewer growth opportunities
● Lack of support
● Insufficient training
● Commuting etc.

1.6 Signs of Job stress

Here are a few signs of Job stress which need to be identified and addressed on
time.
1. Working longer hours
Look out for colleagues who are starting early, working late, and working
through breaks. You may even notice these coping strategies within your own
behaviours. These are often signs of somebody who is struggling with their
workload.
2. Visibly looking tired
It’s not unusual for people who are stressed to have difficulty sleeping at night. If
a colleague regularly appears exhausted, it could be a tell-tale stress signal.
 3. Increased absence
Look out for colleagues who suddenly start booking more time off than usual.
Taking regular, short-term absences for an ongoing problem may be reflective of
underlying stress.
4. Uncharacteristic Behaviour
It is common for stressed individuals to act out of character. For instance, they
might start turning up late, acting aggressively or being unusually quiet.
5. Decline in work performance
It’s incredibly difficult for anyone to perform at their peak if they are
experiencing work-related stress. Lack of concentration, indecision, and an
inability to complete tasks are all signs to be aware of..
6. Increased absence Look out for colleagues who suddenly start booking
more time off than usual. Taking regular, short-term absences for an
ongoing problem may be reflective of underlying stress.
7. Irritability Irritability and stress often go hand-in-hand. Snappiness,
bluntness and being overly-aggressive are symptoms to look out for,
particularly if these behaviour patterns are out of character.
8. Withdrawal from work socials If work is the cause of someone’s stress,
then they may begin to withdraw from anything to do with work, including
out-of-office events like work socials.
 9. Lack of punctuality

Timekeeping often becomes an issue where work-related stress is

concerned. If a colleague suddenly starts missing deadlines, then it could be
a sign that their workload is getting on top of them.

10. Increased sensitivity

If a colleague is stressed due to work, they may be more sensitive than

usual, particularly when it comes to conversation surrounding work. For
example, they may find comments or jokes about their performance more
upsetting than they normally would.

11. Lacking energy

Stress can take both a mental and physical toll. If you notice a colleague
suddenly seems slow and lethargic, this could be a sign of work-related
stress affecting their physical wellbeing.

1.7 ABOUT PUBLIC AND PRIVATE SECTOR

❖ Public Sector - Any Business which is owned, controlled and managed by

the government or other state - run bodies is known as a Public Sector
 Enterprise. The main objective of a public sector undertaking is to engage
in activities that serve the general public and to provide services at a much
cheaper rate than the private sector. For eg ; Bharat Petroleum Corporation
Ltd., Air India Ltd., Bharat Sanchar Nigam Ltd., State Bank Of India,
Indian Overseas Bank etc.

FEATURES OF PUBLIC SECTOR ORGANISATIONS

1. State Ownership : Public undertakings are fully owned by the Government

or some public authority. For example, the Reserve Bank of India is owned
by the Central Govern­ment while Delhi Transport Corporation is owned by
the Government of Delhi State.

2. Government Control : The ultimate control of a public sector undertaking

lies with the Government.

3. Service Motive : The primary objective of a public sector undertaking is to

render service to the public at large. In order to serve the public, it may
even incur loss. For example, the Food Corporation of India provides food
grains to the public at subsidised prices.

4. State Financing : The Government provides the capital and funds through
appropria­tions from its budget. The government may also provide loans
from time to time from the State exchequer.

5. Bureaucratic Management : The management of public sector

undertakings is bureau­cratic in the sense that their operations are governed
by certain rules and regulations prescribed by the Government.

6. Public Accountability : Public sector undertakings are accountable to the

public at large for their performance and results. The annual audit of these
undertakings is con­ducted by the Comptroller and Auditor General of India.
 Moreover, their annual reports are subject to discussion in the Parliament or
the State legislature.

❖ Private Sector - The Private Sector is a section of the national economy

that is not owned by the Government. The business conducted under this
sector is carried out by Companies or Entrepreneurs who focus on Profit
Maximisation and Customer Satisfaction.

FEATURES OF PRIVATE SECTOR ORGANISATIONS

1. Private Ownership & Control : Private entrepreneurs are in charge

of owning, controlling, and managing the private sector, according to
the law.

2. Profit Motive : Private sector enterprises are primarily concerned

with producing a profit, which is their primary goal. Companies in the
private sector often generate higher profits than their counterparts in
the public sector because they operate within the boundaries of the
country’s legislation and compliance requirements. Profits also serve
as a reward for the risk taken and the required return on investment.

3. No State Participation : Organisations in the private sector are less

vulnerable to influence from the government. When it comes to
ownership and control of a private-sector enterprise, neither the state
nor the federal governments are involved.

4. Independent Management : The management of the private sector is

entirely dependent on the actions of its owners.The management of a
joint-stock corporation, on the other hand, is delegated to a board of
directors, which is composed of shareholders who have been elected
to serve on the board.
5. Source of Capital : The capital for private sector entities comes either
from its owners or through loans, issuing shares and debentures, etc.

6. Areas : Some of the main areas that come under the private sector are
Information Technology, Finance, FMCG, Hospitality,
Pharmaceuticals etc.
 CHAPTER 2 :- RESEARCH METHODOLOGY

2.1 WHAT IS RESEARCH METHODOLOGY ?

Research Methodology simply refers to the practical “how” of any given

piece of research. More specifically, it’s about how a researcher
systematically designs a study to ensure valid and reliable results that
address the research aims and objectives. Research may be very broadly
defined as systematic gathering of data and information and its analysis for
advancement of knowledge in any subject. Research attempts to find
answers to intellectual and practical questions through application of
systematic methods.

Research is an academic activity and as such the term should be used in a

technical sense. According to Clifford Woody research comprises defining and
redefining problems, formulating hypotheses or suggested solutions; collecting,
organising and evaluating data; making deductions and reaching conclusions; and
at last carefully testing the conclusions to determine whether they fit the
formulating hypothesis.

The purpose of research is to discover answers to questions through the

application of scientific procedures. Research is, thus, an original contribution to
the existing stock of knowledge making for its advancement. It is the pursuit of
truth with the help of study, observation, comparison and experiment. In short,
the search for knowledge through an objective and systematic method of finding
a solution to a problem is research. The systematic approach concerning
generalisation and the formulation theory is also research. As such the term
‘research’ refers to the systematic method consisting of enunciating the problem,
formulating a hypothesis, collecting the facts or data, analysing the facts and
reaching certain conclusions either in the form of solution(s) towards the
concerned problem or in certain generalisations for some theoretical formulation.

2.2 : OBJECTIVES OF THE STUDY :-

1. To analyse the stress level of employees working in various private and

public organisations.
2. To ascertain the level of job contentment among employees.
3. To identify the workplace stressors and highlight the main causes of job
stress.
 4. To find out how often the employees experience stress at the workplace.
5. To compare the level of stress between private and public sector employees.
6. To study initiatives taken and practices done by management to effectively
manage stress among employees.

2.3 : SIGNIFICANCE & SCOPE OF THE STUDY :-

Stress management is a crucial skill set in life. At organisational level, it basically

implies a set of techniques and programs intended to help employees deal more
effectively with stress. It helps people identify and analyse the factors that trigger
stress and minimise its ill effects. Stress management is critical for dealing with
challenges and setbacks. It helps people bounce back from failure and forge
ahead.

This survey has proved to be significant in identifying, managing and eliminating

the job stressors in the workplace. Though the process isn't feasible, that doesn't
mean the firms shouldn’t be invested in stress management. Further in this
research, I have covered why stress management is important in the workplace
and how it benefits an organisation.

The scope of this research was to identify the extent of job stress experienced
by employees of different private and public organisations and the respective
stressors and the extent to which they are emotionally and mentally stable to face
this kind of stress. To learn the ways the organisation adopts to handle the kind of
stress the employees face and to evaluate the extent to which it affects their job
performance.
2.4 : METHODS OF DATA COLLECTION
Data collection is a process of gathering information from all the relevant sources
to find a solution to the research problem. It helps to evaluate the outcome of the
problem. The data collection methods allow a researcher to come up with a
conclusion for the problem. The data collection method is divided into two
categories namely;

1. Primary Data collection - Primary data or raw data is a type of

information that is obtained directly from the first-hand source
through experiments, surveys or observations. The primary data
collection method is further classified into two types. They are -

- Quantitative Method - It is based on mathematical calculations using

various formats like close-ended questions, correlation and regression
methods, mean, median or mode measures.

- Qualitative Method - It does not involve any mathematical

calculations. This method is closely associated with elements that are
not quantifiable. This qualitative data collection method includes
interviews, questionnaire surveys, observations, case studies, etc.

2. Secondary Data collection - Secondary data is the data collected by

someone other than the actual user. It means that the information is
already available, and someone analyses it. The secondary data
includes magazines, newspapers, books, journals, etc. It may be either
published data or unpublished data.

- Published data includes Government publications, Public records,

Historical and statistical documents, Business documents, Trade
journals etc.
 - Unpublished data includes diaries, letters, unpublished biographies
etc.

Data collection method used -

In this research, the primary sources of data collection were a Survey - A

Google form which was circulated among my potential target audience. Personal
interviewing, Discussions and brief candid interviews with employees from
different organisations.

Secondary data consisted of online articles for reference, books, different

websites, blogs etc.

Then the data was compiled accordingly and arranged orderwise through a
tabular and graphical representation.

SAMPLE SIZE :- The sample size for this study was 100 respondents. These
respondents are employees working in private firms and government
organisations.
 CHAPTER 3 : REVIEW OF LITERATURE

MEANING - A literature review is a comprehensive summary of previous

research on a topic. It surveys scholarly articles, books, and other sources
relevant to a particular area of research. It is a piece of academic writing
demonstrating knowledge and understanding of the academic literature on a
specific topic placed in context. A literature review also includes a critical
evaluation of the material. Here are a few literature reviews:-

Kavitha, 2012 -

The author in her research titled ― “Role of stress among women employees” is
trying to analyse the job stress employees face in the IT Sector. It has been
highlighted in the research that women, forming a majority of workforce in cities
like Chennai and Coimbatore, face more stress than men in the organisation and
to be more specific, married women face more stress than unmarried women.

P.S. Swaminathan & Rajkumar S., 2013 -

In their work titled ― “Stress levels in Organizations and their Impact on

Employees Behaviour” have conducted a study that focused on the levels of
stress among the age group, profession, different varieties of jobs, hours of work
and the influence of work environment on the degree of stress faced by
employees and impact of Stress in an employees’ individual nature. This study
indicates an optimum level in which every individual can perform with his full
capacity and identifies three conditions responsible for work stress they are -
Role overload, Role self distance & Role stagnation.
Satija S. & Khan W. , 2013 -

In their research titled ― "Emotional Intelligence as Predictor of Occupational

Stress among Working Professionals” state that according to them Occupational
Stress or Job Stress needs to be controlled at the workplace otherwise it will
negatively affect an employee's work attitudes & behaviour. This study
investigates the relationship between Emotional Intelligence and Occupational
Stress. The study revealed findings that Emotional Intelligence is the most
significant predictor of Occupational Stress.

Amir Shani and Abraham Pizam, 2009 -

In their study — “ Work-Related Stress among Hotel Employees” have focused

on the depression of work among hotel employees in Central Florida. They have
found incidence of depression, stress and dissatisfaction among workers in the
hospitality industry by evaluating the relationship between the occupational stress
and work characteristics. According to the authors, the ill treatment of
management towards the employees was the major cause of stress and
dissatisfaction. Hence, they suggested that focusing on employee satisfaction and
their well being is the key to success.

Viljoen and Rothmann, 2009 -

The researchers have investigated the relationship between occupational stress, ill
health and organisational commitment. They found that organisational stressors
contributed significantly to ill health and low organisational commitment. Stress
about job security contributed to both physical and psychological ill health. Low
individual commitment to the organisation was predicted by five stressors, such
as Work-life balance, Overload, Control, Job aspects and Pay.
Schmidt, Denise Rodrigues Costa; and et al, 2010 -

In their work on “Occupational stress among nursing staff in surgical settings”

they aimed at evaluating the presence of occupational stress among nursing
professionals working in surgical settings and investigating the relations between
occupational stress and work characteristics.

Li-fang Zhang, 2009 -

The author has conducted a study titled ― “Occupational stress and teaching
approaches among Chinese Government Schools. ” The researcher suggested
that, controlling the self-rating abilities of the participants, the favourable
conceptual changes in teaching approach and their role insufficiency predicted
that the conceptual change in teaching strategy is negative.

Kayoko Urakawa and Kazuhito Yokoyam, 2009 -

In their work on ― “Sense of Coherence (SOC) may reduce the effects of

Occupational Stress on Mental Health Status among Japanese Factory Workers”
The researchers have highlighted the adverse effects on mental health due to job
demand and job stress were positively associated with SOC. The mental health
status of males in managerial work was adversely negative, whereas it was
positive among the female co-workers. Finally they found that, SOC is an
important factor determining the coping ability over the job stress for both the
genders.

J.E. Agolla, 2009 -

In his research titled ― “Police Officers: The Case of Botswana Police Service”.
He has conducted a study in Botswana, among the police to find out work stress
symptoms and coping strategies among the police service. This study reveals that
police work stressors are; getting injured while on duty and the use of force when
the job demands to do so, etc. The coping strategies were identified as exercising,
socialising, healthy eating or diets, career planning and employee training.

Connolly, John F and Willock, Joyce and Hipwell, Michele and Chisholm,
Vivienne, 2009 -

In their research titled ― “Occupational Stress & Psychological well being

following University Relocation” they describe and analyse that management
standards for work related stress (demand, support, control, role, relationships
and change) can be analysed by examining overall levels of psychological strain,
job satisfaction and the psychosocial working conditions.

Urska Treven, Sonja Treven & Simona Sarotar Zizek, 2011

In their research titled ― “Effective approaches to managing stress of

employees”; the author is trying to highlight that the workers who are said to be
stressed are more likely to be unsuccessful in their work. Various approaches of
managing stress, good work organisation and good management are the effective
ways of preventing stress. They categorised stress broadly into three types; such
as i) Transient Stress ii) Post Traumatic Stress Disorders (PTSD) and iii) Chronic
Stress.

Khalid A., 2012

The author in his research titled ― “Role of Supportive Leadership as a

Moderator between Job Stress and Job Performance”, has found that there is a
direct relationship between stress and job performance in any organisation. To
improve the performance of an individual in an organisation an employee should
receive good support from their leaders. Therefore, a supportive leader can
improve the performance of an employee even in unfavourable situations.
A study was conducted among 424 public sector employees to examine the
relationship between job stress and job performance considering emotional
intelligence as a moderating variable. While a negative relationship was found
between job stress and job performance, it was reported that emotional
intelligence had a positive impact on job performance and moderated this
relationship.

Partridge, 1981

The researcher has studied the level of job stress among women in Britain among
which he found that women experience more stress at work than men because it
is difficult for them to maintain a good work life balance.

Jane Boucher, 2004

The research titled “ Job stress in Corporate and Government Affairs” by Jane
Boucher offers practical advice for improving both - your attitude about the job
and handling stress effectively. She guides employees of the State and Corporate
as to how they can cope up with stress. She has also addressed the management
so as to provide growth opportunities to employees and offer emotional support
in order to reduce the burden.

Joanna Penn, 2008

The researcher teaches how to improve your position in your current

employment, gaining more from your job, discovering more about yourself,
effective stress management mechanisms and people management.

Ali Siddique, 1989

The researcher has conducted research on the stress level of employees of

different age groups in public and private sector organisations. He stated that
experienced employees are likely to undergo more stress as compared to young
employees.

Brian R. (2000) conducted a survey on the relationship between technology and

organisational stress in which he stated that adapting to latest technology was the
main cause of stress among employees in the public sector.

James D Williamson (1981) conducted a study on public sector employees and

pay scale. In which he linked the employee's compensation and the stress level.
His research proved that the main job stressor was remuneration.

Jose Simon (1951) provides suggestions to avoid stress in the first place and to
deal with work related stress efficiently.

Jake Matthews (2009) in his research titled Employee Satisfaction highlighted

the main causes of job stress and linked workplace stressors with various factors
like technology, remuneration, voicing of opinions etc.

Angela Richardson & Jenna V. Scott (1983) researched job stress among male
and female employees in the Public sector and private firms in the Czech
Republic. They found that employees of the government are more likely to retain
as there is higher job security.
 CHP 4 : DATA ANALYSIS & INTERPRETATION

Data Interpretation refers to the process of using diverse analytical methods to

review data and arrive at relevant conclusions. The interpretation of data helps
researchers to categorise, manipulate, and summarise the information in order to
answer critical questions.

The importance of data interpretation is evident and this is why it needs to be

done properly. Data is very likely to arrive from multiple sources and has a
tendency to enter the analysis process with haphazard ordering. Data analysis
tends to be extremely subjective. That is to say, the nature and goal of
interpretation will vary from business to business, likely correlating to the type of
data being analysed. While there are several types of processes that are
implemented based on individual data nature, the two broadest and most common
categories are “quantitative and qualitative analysis”.
The importance of Data Analysis and Interpretation is as follows ;

1. Informed decision-making:

Data analysis and interpretation are instrumental in making informed decisions,

relying on data, applying methodical analysis techniques, and not intuition or
guessing. This requires a very systematic and structured data collection process to
be implemented.

2. Identification of trend and forecasting needs:

Data analysis offers insights that can predict and set trends that can positively
impact an industry level. When a lot of people started viewing web series and
movies on online platforms. The producers started making, releasing more OTT
content, and this trend picked up and has changed the dynamics of the
entertainment industry.

3. Cost-efficient:
One of the most important goals for any business apart from maximum returns is
to reduce costs. Data-driven informed decisions not only help in improving
business metrics but also in reducing costs, which is another avenue of generating
revenue.

4. Clear Insights:

These processes allow organisations to get foresight in their performance and

processes. It enables the companies to know how customers view them and their
limitations and take actionable measures to improve their performance.

The interpretation of data is designed to help people make sense of numerical

data that has been collected, analysed, and presented. Further, let's highlight the
two main methods of Data Interpretation.

1. Qualitative Data Interpretation

2. Quantitative Data Interpretation

1) QUALITATIVE DATA INTERPRETATION :-

Qualitative Data analysis can be summed up in one word - Categorical.

With qualitative analysis, data is not described through numerical values or
patterns, but through the use of descriptive context (i.e., text). Typically,
narrative data is gathered by employing a wide variety of person-to-person
techniques. These techniques include:

● Observations: Detailing behavioural patterns that occur within an

observation group. These patterns could be the amount of time spent in an
activity, the type of activity, and the method of communication employed.
● Focus groups: Group people and ask them relevant questions to generate a
collaborative discussion about a research topic.
 ● Secondary Research: much like how patterns of behaviour can be
observed, different types of documentation resources can be coded and
divided based on the type of material they contain.
● Interviews: One of the best collection methods for narrative data. Inquiry
responses can be grouped by theme, topic, or category. The interview
approach allows for highly-focused data segmentation.

2) QUANTITATIVE DATA INTERPRETATION -

As the name suggests, Quantitative data is purely Numerical in nature. If

the research one is engaging in has numbers involved, it is Quantitative
Research. Quantitative Analysis refers to a set of processes by which
numerical data is analysed. It makes use of statistical measures like
Arithmetic Mean, Frequency distribution, Histograms, Pie charts etc.

Now that we've studied the methods of data interpretation, let's understand the
need for Data Analysis and interpretation.

Need for Data Analysis and Interpretation :-

The purpose of collection and interpretation is to acquire useful and usable

information and to make the most informed decisions possible. It helps to
improve the research process and identifies the problems.

Data interpretation and analysis is an important aspect of working with data sets
in any field or research and statistics. They both go hand in hand, as the process
of data interpretation involves the analysis of data. Data interpretation is very
important, as it helps to acquire useful information from a pool of irrelevant ones
while making informed decisions. It is found useful for individuals, businesses,
and researchers. Here are a few reasons why data interpretation is important for
decision making :-

● Enables more confident decisions.

● Reduces the amount of risk
● Cost saving
● Fosters fact based decisions over assumption based
● Increases productivity
● Eases evaluation process
● Gives a scope for analytics and better decision making
● Increases transparency.

APPROACHES USED FOR DATA ANALYSIS : Quantitative as well as

Qualitative.
 AGE OF RESPONDENTS

AGE NO. OF EMPLOYEES

20 - 25 years 30.8%
25 - 30 years 29.5%
30 - 35 years 19.2%
35 - 40 years 9%
Above 40 years 11.5%
According to the Survey, maximum respondents were from the age group of
20-25 years i.e 30.8% of the total number of employees; followed by the age
bracket of 25-30 years which was 29.5% and the least respondents were between
the age group of 35-40 years which was 9% of the total respondents.

GENDER

GENDER %
MALE 51.3
FEMALE 48.7
TOTAL 100

According to the survey, 51.3% respondents were male and 48.70% were female
employees.
 EDUCATIONAL QUALIFICATION

EDUCATIONAL NO. OF RESPONDENTS

QUALIFICATION
SSC 8.0%
HSC 20 %
GRADUATE 50%
POST GRADUATE 22%
TOTAL 100
The maximum number of respondents were graduates comprising 50 % of the
total respondents. Followed by 22% Post Graduates [including MBAs, M.Com],
20% had completed HSC and the remaining 8% SSC.

NAME OF THE ORGANISATION

The survey included employees from different Private and Public organisations.

Employees from Private companies like TCS, Schbang, Infosys, GroupM, Utech,
JP Morgan Chase & Co., Morgan Stanley, Indigo, Emirates, HCL Tech, Genpact,
Wipro etc; private banks like ICICI Bank, Axis Bank, HDFC and IDBI bank.

Public Organisations included employees from different Government Banks -

Punjab National Bank, Bank Of India, SBI, Indian Overseas Bank, Bank Of
Baroda etc.

There were also government employees working in the Indian Railways,

Lucknow Development Authority, Corporator and several other employees from
Mumbai Police, Brihanmumbai Municipal Corporation (BMC), Mumbai
Metropolitan Region Development Authority (MMRDA). Apart from that there
were few teachers from government schools.

The survey also covered responses of employees from Foreign government

Organisations like Air China Ltd., First Abu Dhabi Bank and Emirates NBD
Bank.
 TENURE OF EMPLOYMENT

TENURE NO. OF EMPLOYEES

1 - 5 years 45 %
5 - 10 years 25 %
10 - 15 years 10 %
Above 15 years 20 %
Total 100 %

According to the survey, 45 % of the total no of employees have worked in the

same organisation for up to 5 years, 25% employees for 5-10 years. In the public
sector, a higher retention rate was found as compared to private because most
employees have remained in the organisation for more than 10 years.

TYPE OF ORGANISATION
 TYPE OF FIRM NO. OF RESPONDENTS
Private 72%
Public 28%
Total 100%

According to the survey, 72% of the respondents were employed in private

organisations and 28% of them were from the Public sector.

JOB TITLE

The respondents from the private sector comprised employees holding job titles
like - Human Resource Assistants, Talent Acquisition Managers, Account Lead,
Creative strategists, HR manager, Content writers, Business Analyst, Media
Executive, Marketing coordinator, Payroll Executive, Vice President, Consultants
etc.

On the other hand the employees from Public sector included Software
specialists, officials from Police Department [Mumbai and Maharashtra Police],
Data entry operators, Senior managers & employees from Government Banks,
Customer Relationship Managers, Employees from MMRDA & BMC, Insurance
advisors at LIC, Financial advisors at SBI, Indian Overseas Bank and several
other employees from the Public sector.

Is there a clear understanding of the strategic objectives of the

organisation ?
 RESPONSES %
Yes 92.30%
No 7.70%
Total 100

As per the survey, 92.3 % employees are clear with the strategic objectives
of the organisation they work in. This includes employees from Private as
well as Public sectors. On the other hand , 7.7 % employees do not have a
clear understanding of the organisational objectives.

Do you find your job interesting ?

 RESPONSES %
Yes 85.9
No 2.6
Maybe 11.5
Total 100

According to the survey, 85.9 % of employees have agreed that their jobs are
interesting; 2.6 % have disagreed and 11.5 % of them have responded
Maybe.

Do you understand your role in the organisation well ?

 RESPONSES %
Yes 93.6%
No 6.4%
Total 100

When asked whether the employees understand their role in the organisation,
93.6 % employees have agreed that they have job clarity while 6.4%
employees have disagreed.

There is a scope for personal growth in your organisation.

 RESPONSES %
Agree 66.7%
Strongly Agree 26.9%
Disagree 3.8%
Strongly Disagree 2.8%
Total 100

According to the survey, 66.7% employees believe that they foresee growth
opportunities in their organisation. These employees are mainly from private
organisations.
Whereas 26.9 % of employees have strongly agreed; 3.8% of employees
have disagreed and 2.8% have strongly disagreed.
Does the organisation provide you with all the resources and tools
required to perform your duties well ?
 RESPONSES %
Always 50%
Usually 42.9%
Never 7.1%
Total 100

The survey says that 50% employees are always provided with all the
resources and tools that aid them in working and 42.9% employees usually
get the resources by time. On the other hand, 7.1% employees never get the
required amount of resources.

Your opinions \ suggestions are heard and valued by your superiors.

 RESPONSES %
Agree 70.6%
Disagree 29.4%
Total 100

In accordance with my research, 70.60% of employees agree that their views

and suggestions are heard and valued by their superiors.
On the contrary, a total of 29.40% of employees disagree.

Will you be working for the same company in the next two years?
 RESPONSES %
YES 49.6%
NO 17.2%
MAYBE 33.2%
Total 100

Upon asking this question, 49.6% of employees are willing to work in the
same organisation in the next two years. On the contrary, 17.2% have denied
and 33.2% of employees are doubtful about this.

Do you work a manageable number of hours ?

 RESPONSES %
YES 80
NO 20
Total 100

When asked this, 80% of employees have agreed that they work a
manageable number of hours, while 20% of them have disagreed.

Do you experience stress at work ?

 RESPONSES %
YES 65.4%
NO 34.6%
Total 100

According to the survey, 65.4% of employees experience job stress whereas

34.6% of them don't.

How often do you experience stress at work ?

 RESPONSES %
Always 14.1
Sometimes 76.5
Never 9.4
Total 100

According to my research, 14.1% of employees say that they are always

stressed due to work, 76.5% of employees experience job stress
occasionally, whereas 9.4% of employees never go through occupational
stress.

Do you feel that you're able to speak honestly about issues affecting you
in the workplace ?
 RESPONSES %
AGREE 74.1%
DISAGREE 25.9%
TOTAL 100

As per the survey, 74.1% employees have agreed that they can openly talk
about issues concerning them in the offices and 25.9% employees don't
agree with this.

How satisfied are you with the amount of control and involvement you have
over your work ?
 RESPONSES %
Strongly Satisfied 39.70
Somewhat Satisfied 42.30
Neither Satisfied Nor Dissatisfied 12.80
Somewhat Dissatisfied 3.90
Strongly Dissatisfied 1.30
TOTAL 100

The results of the survey say that 39.7% of employees are strongly satisfied
and 42.3% are satisfied to some extent with the amount of control and
ownership they have on their jobs. On the other hand, 12.8% of employees
are neutral; 3.9% are somewhat dissatisfied and 1.3% are strongly
dissatisfied.
Does your team provide you support whenever needed?
 RESPONSES %
YES 92.3
NO 7.7
TOTAL 100

In consonance with my research, 92.3% of the employees agree that their

teams provide them with assistance and support whenever needed. On the
contrary, 7.7% of them disagree.

Do you struggle to get information to make better decisions at work?

 RESPONSES %
ALWAYS 43.6%
SOMETIMES 38.5%
NEVER 17.9%
TOTAL 100

When asked this question, 43.6% of employees have responded - always, 38.5%
of employees face this issue every once in a while and 17.9% of employees never
struggle to get information for decision making at work.

Your managers encourage you to give your best effort.

 RESPONSES %
AGREE 77.6%
DISAGREE 22.4%
TOTAL 100

The survey says, 77.6% of employees have agreed that their managers motivate
them to put forth a best effort. Whereas, 22.4% of employees disagree.

How would you rate the Performance Appraisal system at your office?
 RESPONSES NO. OF RESPONDENTS
EXCELLENT 31.4%
SATISFACTORY 40.2%
DISSATISFACTORY 28.4%
TOTAL 100

As per the survey, when asked to rate the performance appraisal system at work,
31.4% of employees rate it as excellent, 40.2% employees find it satisfactory and
28.4% employees are unsatisfied with the Appraisal system at their offices.
How would you rate the organisational work culture?
 RESPONSES NO. OF RESPONDENTS
EXCELLENT 37.4%
SATISFACTORY 50.1%
DISSATISFACTORY 12.5%
TOTAL 100

The respondents were then asked to rate the work culture in their offices, upon
which 37.4% employees rated as excellent, 50.1% employees as satisfactory and
merely 12.5% of employees have rated it as dissatisfactory.

On a scale of 1 to 5, how would you rate the level of your work stress?
STRESS LEVEL 1 2 3 4 5

% OF 10.3% 26.9% 42.3% 16.7% 3.8%

RESPONDENTS

When the employees were asked to rate their level of stress on a scale of 1-5, [1
being the lowest and 5 being the highest level]. The majority of employees
(42.3%) rated it as 3. Whereas, (26.9%) employees have rated 2; (16.7%)
employees as 4; (10.3%) as 1 and (3.8%) have rated as 5%.

Do you find the targets assigned to you achievable?

 RESPONSES %
YES 92.3%
NO 7.7%
TOTAL 100

Upon asking whether the employees find targets assigned to them achievable,
92.3% of them have responded Yes while merely 7.7% have responded No.

Do you think the organisation has fair policies with regard to promotion ?
 RESPONSES %
YES 76.9%
NO 23.1%
TOTAL 100

When asked this, 76.9% of employees agreed that the firms they work in have
fair policies when it comes to promotion. On the other hand, 23.1% of employees
do not agree with this.

Do you think the management is just towards administering policies concerning

employees ?
RESPONSES YES NO MAYBE TOTAL
% 32.1 19.2 48.7 100

According to the survey, 32.1% employees believe that the management is just
towards administering policies concerning employees, 48.7% employees have
responded maybe and 19.2% of employees have disagreed.

The environment at work helps you strike the right balance between your work
and personal life.
 RESPONSES YES NO TOTAL
% 82.1 17.9 100

When asked about work - life balance, 82.1% of employees have agreed that the
environment at work helps them maintain a right work - life balance.
On the contrary, 17.9% of employees do not agree with this.

CHP 5 : FINDINGS, CONCLUSION & SUGGESTIONS

5.1 FINDINGS OF THE STUDY

With the help of Primary data collection, I could find that every study comes
with its set of pros and cons. Amidst the research process, I came across
certain factors which are mentioned below;
PUBLIC SECTOR :-

According to my respondents’ feedback, the following were the factors that

give the Public sector an edge over the Private sector.

- Job Security : The chances of being fired or laid off by the

government are very low. Also, government jobs in India offer
stability, which means employees won't have to worry about not
being able to afford food or shelter.

- Work - life balance : Government jobs usually have fixed

timings, which is very beneficial for people who want to spend
time with their families. Hence, providing a proper work - life
balance.

- Retirement benefits : Government employees receive many

more benefits than employees working in the private sector. There
are a lot of retirement benefits, like PF, gratuity, and salary
arrears. The financial security of these benefits can be very
attractive to individuals who enjoy their jobs and do not wish to
work past retirement age.

- On time Salary : There is no chance of a late salary for a

government employee. Even if your manager is not satisfied with
your performance, he will not delay your salary for that reason.

- Medical Benefits : Private sector employees have to make do

with medical cover provided by their employers. In most cases,
this is quite inadequate and leaves a lot to be desired. The
 government, on the other hand, provides its employees with
medical coverage that is among the best in the country.

In addition, their family members are covered by health insurance

as well.

The other factors that proved to be beneficial for public sector are ;
- Higher Job Stability
- Higher retention rate
- Less competition
- Less stressful jobs
- Low labour turnover
- Rare overtime
- Higher footfall
- Experience based promotions.
All these factors help in reducing the workload and intensity of stress
among the employees hence providing a proper work life balance.

CONS OF WORKING IN PUBLIC SECTOR

- Extremely slow or no growth opportunities

- Inadequate training

- Delayed promotion

- Lack of exposure

- Insufficient pay

- No motivators
 - Lack of technological advancements

- Poor Workplace culture

- Lack of support from top management

- Employees cannot voice out their opinions

- Boring work etc.

PRIVATE SECTOR

PROS OF WORKING IN PRIVATE FIRMS

- Learning & Development Opportunities

- Healthy work environment

- Growth and progression

- No fear of transfer

- Skill / Merit based promotion

- Remote working facility

- Increased Pay

- Exposure and career advancement opportunities.

CONS OF WORKING IN PRIVATE FIRMS

- Excessive stress

- Culture shock

- Instability
 - Intense job competition

- Lesser Perks

- Very less personal time

- Health can be compromised

- Some companies do not provide growth opportunities

- Some employees are not allowed to voice out their opinions or express

- Poor grievance redressal mechanism

- Bad organisational culture

RECENT TRENDS IN PUBLIC & PRIVATE ORGANISATIONS

 1. KEY TRENDS IN PUBLIC SECTOR

➢UMANG

Unified Mobile Application for New-Age Governance (UMANG) is

one of the key initiatives under the Digital India program to develop a
common, unified platform and mobile app to facilitate a single point of
access to all government services. It is envisaged to act as a master
application, which will integrate major government services from
various sectors such Agriculture, Education, Health, Housing among
others. The application will enable users to access e-Government
services from the central Government, the State Governments, local
bodies and their agencies. This multilingual app is developed and
operated by National e-Governance Division (NeGD), Ministry of
Electronics and Information Technology (MeitY) to fast-track Mobile
Governance in India. Its primary aim is to abridge inconvenience faced
by users in managing multiple mobile apps and facilitate a
one-stop-solution to avail varied government services.

❖ OBJECTIVES OF UMANG
- To act as an enabler and facilitator in developing the overall
mobile based service delivery ecosystem in India.
- Provide easy access for individuals to various services, via single
mobile application, easy to remember short code and single Toll
Free number.
 - To provide easy discoverability of services, easy manageability
and standardisation of service delivery.
- Provide for quick mobile enablement of E-Government
applications / services of government departments through easy
and fast integration, on boarding etc.

Umang app is a single platform for 100+ government services. It offers

services in various departments like Health & Wellness, Ration card,
Transport, Education, Skills & Employment, Utility & Bill payments, e
District services, Women Child & Senior citizens, Farmers, Social Justice &
empowerment Public grievance etc.

➢ Cloud adoption will continue to accelerate, but tailormade

approaches remain crucial
The global pandemic has greatly accelerated the public sector’s
journey to the cloud, delivering transformational improvements to
service choice, quality and the user experience, for employees, citizens
and businesses alike, as well as substantial cost and efficiency benefits.
The speed with which governments and public authorities have
developed and launched vital pandemic response services is
demonstrating a growing spirit of confidence and innovation. As the
public sector’s cloud adoption journey continues, we expect a shift in
focus away from TCO and towards business value, agility and
leveraging cloud platform capabilities.
➢ Demands on public-sector spending are rising dramatically.
 The unprecedented ageing of populations across developed economies
will lead to unsustainable increases in pension and health-care budgets.
In emerging markets, people will demand greater state-funded
protections, such as health care and retirement security.

➢ Government organisations of all sizes can now look to technology

to help them accelerate their path to net zero.

Cloud solutions are allowing agencies, businesses, and ecopreneurs to

use the power of connected platforms, live data, and predictive
analytics to more effectively measure their carbon emissions. They’re
also using this technology to take preventative measures to reduce
projected future environmental impact.

➢ Development of Collaborative Response Strategies

With the increasing frequency and severity of emergency situations

around the world, response measures are continually being tested. The
public sector’s ability to develop more collaborative response strategies
will make a difference in ensuring public health and safety. As a result,
more government organisations are now prioritising emergency
response readiness and using digital-first solutions to build more
resilient systems.
 2. KEY TRENDS IN PRIVATE SECTOR

Here is a list of recent trends in the Private sector :

● Digital Transformation - One of the best Small Business Trends,

digital transformation, allows small businesses to earn handsome
money by attracting a large crowd. Companies like retail stores,
vegetable stores, dry cleaning services, online fitness classes, and
grocery stores have tremendously benefitted through their digital
presence during covid. IDC says that 60% of global GDP digitalization
is expected to occur in 2022. It’s forecasted to yield $6.8 trillion in
digital transformation investments between 2022 to 2023.

● Sustainability - According to one of the surveys performed by Statista,

the lack of sustainability has been a significant reason among 30% of
survey participants for quitting the purchase of various brands in the
fashion industry. The ‘Sustainability’ Business trends 2022 India will
rule in the upcoming years. It’s because Indian customers’ focus is
more inclined towards environment-friendly products.
● New Tech Adoption - Artificial Intelligence [AI] is sure to rule each
business of the world in the foreseeable future. As NFTs & metaverse
are rising, blockchain will significantly affect businesses. Meta verse is
a virtual reality world that allows you to access all forms of
entertainment, primarily gaming. It simplifies remote communications,
builds new models to enhance customer-business relationships, and
guides recent transactions & currency like NFT & cryptos.

● Marketing & Finance - The financial sector heavily depends on

winning the consumers’ trust for long-term sustainability. With social
media marketing gaining popularity, the financial industry is also
looking for the best means to enhance customer experience and retain
them for the long term. However, according to the source everfi, more
than 40% of professionals working in the finance field lack tools for
executing data-driven digital marketing.

● Work from Home Opportunity - Work from home is the latest

Business trend 2022 in India. Although, with the improving covid
pandemic situation, it’s not certain that every company will provide
work from home in the long term. But still, flexible remote working
policies are here to stay for sure. Such a scenario indicates the
emergence of new virtual infrastructure & tools ensuring employees’
productivity.

❖ The future of Private sector

 In this tech-oriented world, Artificial Intelligence, Metaverse, and
blockchain will transform the industries massively in the future. AI is
expected to grow in India at a CAGR rate of 35.8%. As per the reports
by lumikai.medium, the Indian gaming & video streaming market will
triple to $7 billion by 2026. In addition to this, weforum.org suggests
that blockchain support will back the metaverse building. The
blockchain allows the verified digital assets transfer & ownership claim
leading to easy commercial & social interactions. Apart from this,
trends like sustainability, Ed-tech startups, and internet security &
privacy are majorly influencing the Indian market in the future.

All the businesses using Artificial Intelligence as powerful equipment

have a secured future demand. Whether it’s the ed-tech industry,
defence, healthcare, Information Technology, banking, or other
industry, using AI, your business will thrive to new heights. AI &
blockchain, in 2022, is like a catalyst to improve the operation of all the
companies from varied sectors. Although, businesses dealing with data
crunching, computer engineering, entrepreneurship, aerospace, AI,
robotics, Blockchain, and Cryptocurrency will witness huge demand in
the upcoming future.

To sum it up, I’d like to add that the success of an organisation is always
dependent on the satisfaction of employees which in turn helps to boost the
performance levels and achieve desired standards. Here most of the
employees whether from private or public sector experience stress at the
workplace, irrespective of position and based on the nature of their work.
But lately, some firms are prioritising their employee's mental health and
promoting a healthy and less stressful work environment.
A decentralised process of authority and responsibility helps in distribution
of responsibilities in equal form to each and every employee.
In the public sector, there are rigid rules and terms of employment backed
by a strict hierarchy, due to adoption of a Bureaucratic and Autocratic
Leadership style. Whereas, the private sector is more about Strategic and a
democratic leadership which allows the employees to voice out their
opinions, gives them autonomy and right over their work, values
collaboration and teamwork, encourages discussions and promotes
transparency while communication.
Non-monetary benefits also play an important role in employee's
productivity. They may have a direct impact on employee's performance and
motivate them to put in the required efforts, thereby benefiting the
organisation in the long run.
5.2 : SUGGESTIONS / RECOMMENDATIONS

In this tech-driven world, despite the continuous developments in the

field of IT; Human Resource still continues to be the most important
resource for an organisation without which no business can survive.
Hence, the HR managers must ensure that their interests are protected
and the firm meets their expectations - whether in terms of
compensation, growth opportunities or overall development. Based on
my research, I found a few downsides that need to be addressed. Hence,
I would like to add a few suggestions that might help cater the problem
or at least minimise job stress to a certain extent.

1. Invest in employees well being - While interacting with

employees, I found out that most companies do not actually care
about the employees. The managers are aggressively target oriented
and most of the time the employees’ personal life and health gets
neglected.
2. Pay for Performance - I could find that in most public sectors, the
employees are compensated and promoted majorly on the basis of
seniority or experience. I find this to be inequitable. Hence, I
suggest that a fair and equitable approach for performance
appraisal should be adopted in the Public sector.

3. Job Enrichment - Organisations need to qualitatively extend the

range of activities and tasks performed by an employee in order to
make the job more creative, interesting and challenging.
4. Empathise - Many employees face a multitude of pressures that
extend beyond their careers. As a result, they may not always
perform to the best of their abilities and they may appear to
struggle; however, it is important to note what they are going
through and to take the time to understand where they are coming
from.
5. Wellness Programs - While it’s pertinent to address issues as they
arise, managing stress before it becomes an issue is even more
important. Wellness programs include strategies to promote mental
health among staff and combat toxic stress. These programs may
include a gym membership, meditation, therapy, dance classes,
massages and more.
6. Address issues right away - Ignoring problems between staff or
management may have catastrophic consequences. As a matter of
fact, allowing disputes between employees to fester could create
widespread toxicity. Although an issue may begin between two
 parties, it may lead to said parties creating alliances with ample
hostility.
7. Prioritise time management - Employees who feel they cannot
reach their goals in a set time tend to break down. A good way to
mitigate this crisis is to enforce a strong method of organisation in
the workplace. In addition, managers should consistently check in
with staff to ensure that they are on track.
8. Organisation’s leadership structure - Workloads aside, stress in
the workplace trickles down from decisions at the top. As part of
your organisation’s leadership, you must continuously work to
monitor employee stress levels and address any harmful emotional
states.
5.3 : CONCLUSION

6.1 BIBLIOGRAPHY/ WEBLIOGRAPHY

6.2 APPENDIX
Survey Questionnaire
1. Name
2. Age
● 20-25 years
● 25-30 years
● 30-35 years
● 35-40 years
● Above 40 years
3. Gender ( Male / Female / Other)
4. Educational Qualification
- SSC
- HSC
- Graduate
- Post Graduate
5. Name of the organisation you're working at
6. Job title
7. What kind of firm is it?
- Private
- Government
8. How long have you been a part of the organisation?
- 1 to 5 years
- 5 to 10 years
- 10 to 15 years
- More than 15 years
9. Is there a clear understanding of the strategic objectives of the
organisation?
 - Yes
- No
10. Do you find your job interesting?
- Yes
- No
- Maybe
11. Is there a clarity regarding what your job demands from you?
- Yes
- No
12. There is a scope for personal or individual growth in your
organisation.
- Agree
- Strongly Agree
- Disagree
- Strongly Disagree
13. Does the organisation provide you with all the resources and tools
required to perform your duties well?
- Always
- Usually
- Never
14. Your opinions and suggestions are heard and valued by your
superiors.
- Agree
- Strongly agree
- Disagree
- Strongly disagree
15. Will you be working for the same organisation in the next two years?
- Yes
- No
- Maybe
16. Do you work a manageable number of hours ?
- Yes
- No
- Maybe
- Sometimes
17. Do you experience stress at work?
- Yes
- No
18. How often do you experience stress at work?
- Always
- Sometimes
- Never
19. Do you feel that you are able to speak honestly about issues
affecting you in the workplace?
- Agree
- Disagree
20. How satisfied are you with the amount of control and involvement
you have over your work?
- Strongly satisfied
- Somewhat satisfied
- Neither satisfied nor dissatisfied
- Somewhat dissatisfied
 - Strongly dissatisfied
21. Does your team provide you with support whenever needed?
- Yes
- No
22. Do you struggle to get information to make better decisions at work?
- Always
- Sometimes
- Never
23. Your seniors and managers encourage you to give your best effort.
- Agree
- Disagree
24. How would you rate the Performance appraisal system at your office
?
- Excellent
- Satisfactory
- Unsatisfactory
25. How would you rate your organisational work culture?
- Excellent
- Satisfactory
- Unsatisfactory
26. On a scale of 1 to 5, how would you rate your level of job stress?
Lowest 1 2 3 4 5 Highest
27. Do you find the targets assigned to you achievable?
- Yes
- No
28. Do you think the organisation has fair policies with regard to
promotion?
- Yes
- No
29. Do you think the management is just towards administering policies
concerning employees?
- Yes
- No
- Maybe
30. The environment at work helps you strike the right balance between
your work and personal life
- True
- False.