Managing Occupational Stress in the Banking Sector.
ABSTRACT
This study is on Managing Occupational Stress in the Banking sector. The objectives of this study are to: analyze the causes of stress which bank employees’ encounter; evaluate the extent to which occupational stress affect job performance; analyze the various strategies adopted by the banking sector to reduce occupational stress and to analyze the impacts of stress on employee job performance.
The design for this study is survey research design. The population for the study was one thousand seven hundred (1700) obtained from the selected commercial banks in Enugu State.
From this, a sample size of three hundred and twenty four (324) was drawn, using Taro Yamane formula. Data were obtained from primary and secondary sources. To ensure that the research instruments are valid, a conduct of a pre-test of every question in the questionnaire was carried out.
For reliability of the research instruments, a test-re-test method was adopted using Pearson’s Product Moment Correlation Coefficient of reliability to calculate the result and the result gave reliability coefficient of 0.98.
Four hypotheses proposed were tested using Friedman Chi-square (X2) and Multiple Linear Regression (MLR).
The findings reveal that pressure of responsibilities and pressure to work longer hours are some of the causes of stress which bank employees’ encounter; occupational stress significantly affect job performance; redesigning job to increase challenge or reduce work load can be a strategy for reducing occupational stress and that absenteeism, low morale and reduced output are negative impacts of stress on employees’ job performance.
The study recommends that the environment of work place should be made conducive so as to reduce stress; management by objective (MBO) should be adopted by organizations because employee stress level tend to reduce when heshe participate in decision making and finally, the employee should be trained properly in their respective fields so as to reduce the stress caused by role ambiguity.
TABLE OF CONTENTS
Title Page………………………i
Approval page………….ii
Certification…………………iv
Acknowledgements…………….v
Abstract…………………………..vi
Table of Contents……….vii
List of tables…………….x
CHAPTER ONE INTRODUCTION
1.1 Background of the Study…………………1
1.2 Statement of the Problem…………………3
1.3 Objectives of the Study…………………..3
1.4 Research Questions……………………………….4
1.5 Research Hypotheses……………………….4
1.6 Significance of the Study…………………4
1.7 Scope of the Study……………………………….5
1.8 Limitation of the Study…………………..5
1.9 Definition of relevant Terms………………..5
References…………………..7
CHAPTER TWO REVIEW OF RELATED LITERATURE
2.1 The Concept of Occupational Stress……………8
2.2 Theories of Stress………………………10
2.3 Types of Stress……………….14
2.4 Sources of Occupational Stress………………14
2.5 Worker Characteristics that can Cause Stress…………………..19
2.6 Consequences of Occupational Stress…………………..20
2.7 Dealing with Occupational Stress……………22
2.8 Stress Reactions at Work……………………….24
2.9 Coping with Occupational Stress……………………27
2.10 Relationship between individual Characteristics and Occupational Stress 32
2.11 Occupational Stress and Job Performance……………………34
2.12 Gender and Occupational stress……………………..35
References…………………38
CHAPTER THREE RESEARCH METHODOLOGY
3.1 Research Design…………………..42
3.2 Sources of Data………….………………….42
3.3 Population of the Study ………………………42
3.4 Sample Size Determination…………………….43
3.5 Description of Research Instrument……………..46
3.6 Data Analysis Techniques…………………………….46
3.7 Validity of the Research Instrument……………………..46
3.8 Reliability of the Research Instruments…………46
CHAPTER FOUR PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
CHAPTER FIVE
5.1 Summary of Findings…….………………………………………………………….78
5.2 Conclusions…………………………………………………………………………..78
5.3 Recommendations…………………………………………………………………….78
5.4 Contributions to Knowledge…………………………………………………………..79
5.5 Suggested Area for Future Research………………………………………………….80
Bibliography…………………………………………………………………………..81
INTRODUCTION
1.1 Background of the Study
The workplace of the 21st century is a fast-paced, dynamic, highly stimulating environment which brings a large number of benefits and opportunities to those who work within it.
The ever-changing demands of the working world can increase levels of stress, especially for those who are consistently working under pressure such as bank workers.
Whilst pressure has its positive side in raising performance, if such pressure becomes excessive, it can lead to stress which has negative consequences (Santiago, 2003).
According to the Oxford Advanced learner’s Dictionary 6th Edition, stress could among other things, refer to pressure, tension or worries arising from problematic situations in an individual’s life. Where the incidence of such stress is traceable to a job or work situation, it is known as job stress (Narayanan et al (2000).
According to Narayanan et al (2000) job stress could in fact be identified with almost any aspect of a Job or work situation such as: extremes of heat, noise and light or too much or too little responsibility etc.
According to Irene (2005) “job stress is a pattern of reactions that occurs when workers are presented with work demands that are not matched to their knowledge, skills or abilities, and which challenge their ability to cope”. It is evident from this Irene definition that job stress is mostly associated with under employment.
Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has gone through drastic changes over the last century and it is still changing at whirlwind speed.
They have touched almost all professions, starting from an artist to a surgeon, or a commercial pilot to a sales executive. With change comes stress, inevitably.
REFERENCES
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Dewe, P.J. (1989) “Examining the Nature of Work Stress, Individual Evaluations, of Stressful Experiences and Coping.” Journal of Human Relations, vol. 42(11).
Ivancevich, J.M. & Matteson, M. T. (1980) Stress and Work, A managerial Perspective. Scottforesman & Co., Cylen view Illinois.
Ivancevich, J.M. Matteson, M.T. and Preston (1982) Occupational Stress: Type A Behaviour and Physical Wellbeing. A.M.J., 25, 2, 373 – 391.
Portello, J.Y. and Long, B.C. (2000) “Appraisals and Coping with Work Place Interpersonal Stress: A model for women managers”. Journal of Counseling Psychology, vol. 48(2).