SUMMER TRAINING REPORT ON

RELATIONSHIP BETWEEN JOB STRESS AND SATISFACTION Undertaken at

PALM DOR

Submitted in partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indrapra !ha Uni"#r i!$% D#&hi

Under the Guidance of Dr' Fa)u&!$ Guid#

Submitted by (ANI(A (APOOR MBA*III S#+ Enro&&+#n! No',

S#

ion -./- 0 /1

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Topi) Certifi ate S#$$er Trainin% A&&rai'a( A kn*+(ed%e$ent E-e #ti.e S#$$ar/ C0a&ter I1 Intr*d# ti*n C0a&ter II1 Re.ie+ *f Literat#re C0a&ter III1 Re'ear 0 2et0*d*(*%/ C0a&ter I31 Data Red# ti*n4 Pre'entati*n 5 Ana(/'i' C0a&ter 31 Data Inter&retati*n

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C0a&ter 3I1 S#$$ar/ 5 C*n (#'i*n' References/ Bibliography A&&endi e' ! Li't *f Ta7(e' ! Li't *f Fi%#re'

CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION Stress is a multi-dimensional concept and may be defined based on language and organizational perspectives. In terms of language, it is originally derived from the Latin word, that is stringere, which refers to draw tight, to describe hardships and/or affliction. ans !elye was one of the founding fathers of stress research. !elye, "#$%, first introduced the idea of stress in to the life science. e defined stress as the force, pressure, or tension sub&ected upon an individual who resists these forces and attempt to uphold its true state. In simple terms, stress can be defined as an influence that disturbs the natural e'uilibrium of the living body. is view in "#(% was that )stress is not necessarily something bad * it all depends on how you ta+e it. Job stress is a physical and emotional responses that occur when the re'uirements of the &ob do not match the capabilities and resources provided. It is costly for organizations because it contributes to e,pensive voluntary turnover . -ob !tress e,tends upon the general definition of stress and is a +ind of conceptual process that implies a person.s cognition and reaction to danger or threats. It occurs when employee.s +nowledge, s+ills, abilities and attitudes can cope with or match to their wor+ demands and pressures in organizations. It may establish two ma&or types of stress/ Eustress 0good stress1 and Distress 0bad stress1. Eustress is often defined as individuals who have e,perienced moderate and low stress levels and Distress is fre'uently defined as individuals who have e,perienced high stress level. Individuals who e,perience eustress will be able to meet &ob demands and this may help them to increase positive wor+ life 0e.g., satisfaction and positive moral values1.2he causes of stress are +nown as stressors.

Job stress is considered rising and has become challenge for the employer and because high level stress is results in low productivity, increased absenteeism and collection to other employee problems li+e alcoholism, drug abuse, hypertension and host of cardiovascular problems. 2his stress induced by wor+ settings is detrimental to both the well-being of staff 0e.g. an,iety, depression, and high blood pressure1 and organizations 0e.g. decreased &ob satisfaction, increased intent to leave and low performance1, therefore, organizations do not only bear the tremendous economic loss, but also their reputations are subse'uently tarnished. -ob !tress is caused when the manager is involved in a &ob that conflicts the demands placed on him/her by the organisation with those of the other members in the organisation or with personal values and beliefs. 2his role conflict, role ambiguity and duplication of the roles played by the manager on the &ob was claimed to be a potential stressor to employees. 3ith intense competition in service industry, organizations are e,erting more and more pressure on employees. 4,cessive stress arising out of e,treme wor+load and physical wor+ing condition tends to ma+e individuals feel less satisfied with their &obs. 2his is because under e,cessive stress some of their intrinsic or e,trinsic needs may not met sufficiently. 5lso, employees with lower &ob satisfaction are found to e,perience more stress in the form of wor+load, role conflict and physical environment compared to those with higher &ob satisfaction.
2he loss of performance of any individual is directly related to the reduction of output, decreased 'uality of wor+ and fewer repetitions per unit time. 5s every individual.s body reacts differently to stressors, the physical capability of the person will be affected by his/her physical fitness, age, se,, nutritional status and mental capability to perform under stressful situations.

2herefore, &ob stress is viewed as a precursor of &ob satisfaction, and it has a significant negative impact on &ob satisfaction. 2he lac+ of satisfaction can be a source of stress, while high satisfaction can lighten the effects of stress. 2herefore, it has been seen that both &ob satisfaction and &ob stress are interrelated.

1.2 OBJECTIVES 2o study and measure the potential sources of -ob !tress and to compare the same. 2o study the and measure the -ob !atisfaction in the 4mployees of the to compare the same. otel and

2o study the relation between -ob !tress and -ob !atisfation. 2o study the different 6oping !trategies of the 4mployees while dealing with -ob !tress.

1.3 SCOPE

1. CO!PAN" PRO#I$E

I789!2R: ;R<=IL4 <ver the past decade, a ma&or feature of the hotel industry has been the rise of global players and the intensifying competition. 2he hotel industry comprises a ma&or part of tourism industry. istorically viewed as an industry providing a lu,ury service valuable to the economy only as a foreign e,change earner, the industry directly contributes to the employment 0directly employing around >."( million people1, and indirectly facilitates tourism and commerce. 3ith the change of the industrial structure in recent years, the output value of the service industry has become more than ?>@ of the A8; in most advanced countries 06I5, B>>#1. 2hus, the service industry plays a significant role in national economic development. 2he hospitality industry is a typical service industry, and it is critical service industry around the world. In service industry management, regarding the importance of employees, es+ett et al. 0"##C1 proposed the framewor+ of service profit chain. In the service profit chain, there are critical lin+ages among internal service 'uality, employee satisfaction/productivity, the value of services provided to the customer, customer satisfaction and company.s profit. 2his chain shows that internal service 'uality can enhance employee satisfaction, which will enhance employee productivity and further result in e,ternal service value and enhanced customer satisfaction. =inally, the company can ma+e a profit.. ;rior to the "#D>s, the Indian hotel industry was a slow growing industry, consisting primarily of relatively static, single hotel companies. Arowth in demand for hotels was high during the early "##>s following the initiatives ta+en to liberalize the Indian 4conomy in =:"##", as per the recommendations of the International Eonetary =und 0IE=1.2he euphoria of the early "##>s prompted new chains, new entrants and international chains to chal+ out ambitious capacity additions, especially in the

metropolitan cities. owever, most of the efforts were directed towards the business travelers and foreign clientele. !tructure of the Industry otels in India are classified into ? categories0five star delu,e, five star, four star, three star, two star, one star and heritage hotels1 by the Einistry of 2ourism, Aovernment of India, based on general features and facilities offered. ;remium and lu,ury segment 2his segment comprises the high-end (-star delu,e and (-star hotels, which mainly cater to the business and upmar+et foreign leisure travelers and offers a high 'uality and high range of services. Eid-Ear+et !egment 2his segment comprises $ and C star hotels, which cater to the average foreign and domestic leisure traveler. 2his segment also caters to the middle-level business traveler since it offers most of the essential services to lu,ury hotels without the high costs since the ta, component of this segment is lower compared with the premium segment. Budget !egment 2hese comprise of " and B star hotels referred to as F Budget otels. 2hese categories do not offer as many facilities as the other segments but offer ine,pensive accommodation to the highly price-conscious segment of the domestic and foreign leisure travelers. eritage otels In the past four decades, certain architecturally distinctive properties such as palaces and forts, built prior to "#(>, have been converted into hotels. 8uring the past few 'uarters, several under construction hotel pro&ects, particularly from first time developers have run into time and cost overruns. 3ith interest rates at least $>>-C>> bps higher than during the planning phase and significantly higher construction costs, several developers have suffered from a li'uidity crisis. 3ith pro&ect delays eating into the moratorium period, several loans have come up for restructuring and refinancing. 3ith the relatively muted outloo+ for the industry over the ne,t few 'uarters, lending appetite has contracted significantly. I6R5.s portfolio of underdevelopment hotels has seen significant downgrades during the current fiscal owing to li'uidity constraints. 2he hotels industry is characterised by seasonality, with the industry pea+ing during the second half of the fiscal. 5n analysis of the 'uarterly results of ma&or listed hospitality companies in the country reveals that barring yderabad centric hotels, most other hotels have posted a (-D@ y-o-y revenues growth during G$, =:"B supported by marginal improvement in Rev;5Rs and higher =HB revenues. 2he muted Rev;5R growth has been on account of subdued 5RRs, while occupancies remained stable despite the incremental supply in several mar+ets. 3hile this trend shows demand generation and

absorption of new supply albeit at a slower than e,pected pace, the lac+ of pricing power in a seasonally strong 'uarter is a concern and has impacted margins. 2he operating margins also suffered on account of pre-operating e,penses related to launch of new properties for a few companies li+e I 6L and 25-AIJ, among others. 3ith the industry in a cape, mode during the past three-four years, the industry.s balance sheet has become significantly leveraged driving up interest costs. 3ith the commissioning of new properties, charging off of interest costs has dented net profits. I6R5 e,pects a mild recovery in the Indian hotels industry.s operating metrics with the start of the ne,t season in G$, B>"B-"$, supported by improving economic activity. 3ith inflation e,pected to moderate in the coming 'uarters, I6R5 e,pects the industry to post margin improvement supported by 5RR growth of K(-D@. I6R5 further e,pect sustained traction in the industry to return by B>"$-"C. =urther with the entry of international brands in the economy segment standardisation of product offerings is e,pected. 2he mar+et is e,pected to move towards a sustainable value-for-money proposition.

CHAPTER 2 REVIE% O# $ITERATURE

REVIE% O# $ITERATURE
UNDERSTANDIN& STRESS 2here have been so many reports of worldwide wor+place stress recently that it would be perfectly reasonable to conclude that everyone everywhere is depressed and dishearten. 4very employee feels stress related to wor+. Eany employers complain about their &obs, their bosses, their subordinates. !o is that occasional outburst that releases pressure to that e,tend that allow one to calm down and get bac+ to wor+. Se'(e )1*3+, first introduced the idea of stress in to the life science. e defined stress as the force, pressure, or tension sub&ected upon an individual who resists these forces and attempt to uphold its true state. Co'e-.n )1*/+, found that &ob stress influences the employeeLs &ob satisfaction and their overall performance in their wor+. -ob stress can be conceptualized as an individual.s reactions to wor+ environment conditions that appear emotionally and physically threatening to the individual J.-.' )1*0 ,. 3ithin the hospitality industry, wor+ stress has been regarded as one of the most important issues facing mangers because, among other things, it affects the performance of all levels of employees, including both managers and hourly employees Ross )1**1,.

%oo23.- )1**1, describes good or positive stress as the amount of pressure re'uired by the body in order to stimulate it into action. 2hus managing stress is a delicate balancing act to +eep pressure at the optimum level. 9ncorrected &ob stress for long periods of time may have another very important conse'uence, such as Fburnout.. Burnout occurs when e,cessive &ob stress e,ceeds a threshold and an individual collapses due to his or her inability to cope with it #rogg.tt )1**/.4 1**/b,. 5ccording to %i''i.-s .n2 Coo5er )2662,, stress needs to be addressed in a structured and effective manner as a part of an overall strategy for improving the well-being of a person. 3hen the individual successfully completes a tas+, by the use of his/her resources, the stress associated with resolving this tas+ is reduced and the individual.s well- being is improved. <n the other hand, if this tas+ is not resolved, the individual.s well being will deteriorate.

!tress often occurs when individuals. physical and emotional do not match or cannot handle their &ob demands, constraints and/or opportunities $e7. et .'.4 )266 ,8 Ugo9i4 )2663, may establish two ma&or types of stress/ eustress 0good stress1 and distress 0bad stress1 #e:re et .'.4) 2663,.
-ob stress, in simple terms can be defined as physical and emotional responses that occur when the re'uirements of the &ob do not match the capabilities and resources provided $o ; $.-- )2661,. It occurs where there is a perceived imbalance between pressure and coping resources for a particular situation Cr.n<e''=%.r2 ; Abbe( )2661,. 3hile this concept of stress 0e,plained above1 summarises a positive understanding, certain awareness should be reflected on recognising the causes and factors lin+ed with stress. 2he following literature review gives a brief idea about factors and causes that are lin+ed in creating stress in any individual.

STRESSORS Eany factors influence the human system and performance that result in stress. Se'(e )1*/+b, used the term stressor to designate the stimulus that provo+ed the stress response
Pe2'er ; Bo(2e'' )1*01, have divided the stressors into different categories/ -

T3e org.nis.tion.' stru>ture .n2 >'i-.te * an individual e,periences stress when the e,pectations of the individual conflict the demands of the organisation. Role conflict and ambiguity are considered to be the ma&or stressors for managers. 2he lac+ of predictability on the demands placed on the managers, ineffective communication with employees, long hours of wor+ and high levels of responsibility etc. can be a significant cause of stress to managers. In2i:i2u.' or se'?=i-5ose2 stressors * this is dependent on the personality and character of the individual.

T3e ?.-i'( *3hen there is a conflict between the organisation and the family demands, it can cause an,iety to the individual. 5lthough Coo5er .n2 P.(ne )1*0*, suggest that family is a resource, which helps an individual to cope better with &ob stress. En:iron-ent.'= factors arising from e,treme temperature variations, ventilation, noise, vibration and presence of airborne contaminants such as dust, gases etc. O>>u5.tion.' stressors- caused due to too much or too little pressure. 6onflicting &ob demands, e,cessive wor+ hours and interchanging wor+ and family demands. So>i.' stressors= caused due to every day problems coping up in life such as family issues, martial problems etc

!ODE$S O# STRESS 2he wor+ by Se'(e )1*/ ,, describes stress related illnesses in three stages in the model called the Aeneral 5daptation !yndrome Eodel 0A.5.!.1. e suggested that the body adaptation energy to any stressor is finiteM hence the stress acting on the body cannot be resisted indefinitely. 5s every individual.s body reacts differently to the stressor, the length of resistance of the body depends on the individual.s adaptation energy. If the stressor continues to act on the body indefinitely, e,haustion, collapse or death occurs.2his view has been criticised by $.@.rus .n2 #o'7-.n )1*0 ,, suggesting that a person.s reaction to the stressor depends on the individual.s perception of the situation. 5lso, it is the individual.s capability of coping with the stressor that will determine the outcome of the situationM whether it reacts harmfully or challenges the individual, depends on the interpretation of the event.
C3risti.n .n2 $o'.s )1*014 .s >ite2 in Sut3er'.n24 1**64 5.12, debate that the A.5.!. model is a simplistic version and cannot be &ustified on the level of resistance every individual adapts. Et@ion )1*0/, argues that burnout is a dormant process and more related to prolonged &ob stress rather than any stressor. 2hus, the A5! model has provided a set e,ample of the resistance adapted by any individual facing a prolonged stressorM it can be inferred that burnout in this phase is a latent process and specific to &ob stress rather than any stressor.

$.@.rusAs )1** , transactional stress model e,plains that inability of individuals. cognitive processes and emotional reactions to manage strain environments may lead to increased occupational tensions. B.n2ur.As )1*//, self-efficacy theory proposes that if a person has high self-efficacy this will not invo+e his/her negative cognitive thoughts. 5pplication of this theory in a occupational stress model shows that if a person has high self-efficacy this will effectively decrease his/her &ob stressors, and increase his/her emotional health and lower level of psychological stress. S5e>tor .n2 &o3As )2661, emotion-centered model of &ob stress posits that individuals who feel stressful when e,posing with an event in particular environments may e,perience occupational strains. 2hen, the concept has been e,panded by !ue''er .n2 !.'u? )2662, to establish a physical stress theory, which posits that the level of one.s physical stress will determine the person.s predictable biological response. Ursin ; Eri7senAs )2662,cognitive arousal theory of stress states that a person.s feelings of hopelessness, helplessness and inability to cope in stressful situations can trigger lower emotional health, which can potentially lead to feelings of frustration, deprivation or discontentment.

PER#OR!ANCE AND STRESS

!tress can have a significant effect both on the individual and the organisation. Iarious studies have shown that certain levels of stress enhance performance. )Se'(e4 1*/ , pointed out stress does not have to be seen bad - it depends on how it is perceived. It is the level of stress under which people operate that is important/ if they are not under enough stress, they might find themselves bored and unmotivated, hence their performance suffers. <n the other hand, e,cessive stress generates stress related problems decreasing the level of performance. 2he :er+es-8odson law suggests that with certain limits, an individual.s performance improves with increased levels of stress, while after a certain point of increasing stress levels, the performance actually declines Arno'2 J. Coo5er ; C.$ ) 1**04 5 6,.

$.- et .'. )2661, suggest in their research that training and development programs for newcomers and well-educated employees in service industry might help improving &ob satisfaction. $.- et .'. )2663, conducted their research and focused on the socialization process of the newcomers. 2he findings showed that if some people who are assumed as important ones by the respondents thin+ that they should feel themselves satisfied then the intention to leave the organization decreases.

Bi- et .'. )26614 5. 1/1, also e,amined the relationship between employee service orientation 0customer focus, organizational support, and service under pressure1 and employees. &ob satisfaction, organizational commitment, and employees. intention of leaving. B.r.te5e et .'. )266+, e,amined the effects of individual characteristics 0self-efficacy, effort, and competitiveness1 on frontline employee performance and satisfaction. It was observerd that unless a manager is not committed to provision of service 'uality, he/she should mar+et a career rather than a &ob only and attract competitive and self-efficacious employees. 5ccording to an organizational behavior perspective, &ob satisfaction is broadly described as a result of employees. perception or appraisal of their &obs that may create a a positive reaction !.t3is ; J.>7son )266+,, pleasurable or emotional state Breitner ; Bini>7i )266/,, and action tendencies towards wor+. #.>tors .??e>ting Job Stress .n2 t3eir e??e>t on Job S.tis?.>tion
Hor:.t3 .n2 #ree2-.n )1*1/, suggest that the e,posure of the body to low temperature results in the loss of productivity in most tas+s, whereas the mental ability of the individual is far less affected by it. Ho>7e( )1*034 5. 3*, suggests that an individual.s wor+ing capacity and 'uality of output is affected in e,treme temperatures. 6ontinuous physical wor+ at high temperatures generates physiological or psychological changes in the body. 2hese changes in the body lead to the build-up of fatigue in the body, thereby reducing the productivity of the individual. 2he loss of performance of any individual is directly related to the reduction of output, decreased 'uality of wor+ and fewer repetitions per unit time.

=urther, noise tends to affect the mental and physical well being of the individual. 2he illeffects of noise are responsible for employees becoming less sociable with their colleagues, which includes the reduction of helpful behaviour, having a negative attitude or even e,hibiting an aggressive behaviour towards others in the wor+place &ir2.no ; E:.r'()1*0+,.
!hift-wor+ has been labelled as a ma&or occupational stress factor as it affects a person.s blood temperature, metabolic rate, blood sugar levels, mental efficiency and motivation at wor+ C.rt<rig3t ; Coo5er )1**/,. Individuals suffering from lac+ of sleep are more susceptible to wor+ accidents and increased absenteeism. 5ccording to Brone )1*0*,, hospitality managers wor+ing over ?> hours per wee+ in evening or night shift faced higher levels of emotional e,haustion than those wor+ing %> hours, challenging the belief that managers wor+ing longer hours are more valuable to the organization.

Ho>7e( suggests that there is no single optimal shift-system that would be appropriate for all individuals as a person reacts differently to every stressor, and thus shift-wor+ needs to be tailored by the employers and organisation, in order for the individual to perform at optimal capacity Sut3er'.n2 ; Coo5er )1**6,.

&3ise''i et .'. )2661, focused on food service employees, which included managerial levels. 2he respondents indicated that salaryM benefit pac+ages, wor+ing hours, family, and 'uality of life were the reasons for satisfaction and/or dissatisfaction Te5e>i .n2 B.rt'ett )2662, also conducted a research among frontline employees. 2hey suggest that employee satisfaction is based on individual values as well as organizational factors. &on@.'e@ .n2 &.r.@o )266+4 5. 23, suggest that the managers of hotels should put great emphasis on front line employees to stimulate &ob satisfaction and organizational citizenship behavior. 2herefore, service communicative leadership and service encounter practices influence employee organizational citizenship behavior and improve &ob satisfaction of the employees.
2he 'uality of relationships with subordinates, fellow managers and top management may cause stressful situations to occur. #ren>3 .n2 C.5'.n )1*/3, suggest that poor wor+ relations with the subordinates are the causes of stress.

<rganizational !tructure and 6limate is the ma&or cause of -ob !tress. Jee Re.son .n2 Coo5er .n2 E.7er )1*00, suggest that simply being a part of the organisation itself causes managerial stress. 3hen the individual.s freedom and identity is at threat in the organisation, it causes him/her stress. omewor+ interference such as the events that occur in an individual.s personal life and their effects on his/her productivity and ad&ustment at wor+ are the causes of stress. 3hen a spillover occurs between the domains of the family and the organisation, it adversely affects the satisfaction of the person Coo5er4 De<e ; OCDris>o'' )2661,. Research conducted by Bui>7 )2661, found that almost (>@ of the middle managers en&oyed family support during their careers in hospitality 5lso, when there is lac+ of communication between the colleagues and the policies of the company cause restrictions on the behaviour of the manager, it causes an,iety to the employees thereby causing stress Str.n7s )2661,. Cr.n<e'' .n2 Abbe( )2661, suggest, that non-participation on behalf of the employees in the decision ma+ing process of the company is a dominant indicator of &ob related stress. Its side effects on the employees are poor physical health, low self-esteem, depression, abuse of drugs and drin+ing, low &ob satisfaction, high employee turnover, and absenteeism )Str.n7s 2661,.
2he lac+ of &ob security, in terms of the fear of redundancy, obsolescence, the decision of the processes of the company and early retirement, etc. 2he fear of losing their &ob, disruption

from their presumed career path and transfer and relocations which would lead to reduced power and status are common stressor for managers Str.n7s )2661,. !tatus IncongruityM in terms of under or over promotion and the frustration of having reached one.s career ceiling, is a source of stress. ;rogression in their careers is of utmost importance to most managers Cr.n<e''=%.r2 ; Abbe( )2661,. 5 promotion in the &ob not only brings them monetary reward but also greater prestige. ence, when the process of promotions slows down, it becomes a factor of stress to the managers. 5lso, if the individual.s perceived abilities and status do not match in the organisation, the employee will incur stress.

2he various roles that managers have to adopt, due to the dynamically changing wor+ environment, cause them stress. Cr.n<e''=%.r2 .n2 Abbe( )2661, and Str.n7s )2661, suggest that the organisation demands certain behavioural roles from the managers, which are associated with the fulfilment of the re'uirements of the &ob. !tress is caused when the manager is involved in a &ob that conflicts the demands placed on him/her by the organisation with those of the other members in the organisation or with personal values and beliefs. 2his role conflict, role ambiguity and duplication of the roles played by the manager on the &ob was claimed to be a potential stressor to managers. 2hese inade'uacies in the &ob and the lac+ of clarity of a specific behaviour are related to &ob dissatisfaction and inappropriate organisational behaviour on behalf of the manager Str.n7s4 )26614 5. 1*,.

=actors such as the structure of the building, insufficient space to operate, lac+ of privacy and constant interruptions cause a high level of stress losing productivity of the employees Str.n7s )26614 5.1/,. Rapidly changing wor+ environments and management styles have been a difficult change for employees. 5d&usting to such management styles and creating a positive relationship with colleagues have always been lin+ed as a stressor Cr.n<e''=%.r2 ; Abbe() 2661, Bi- )2660, has been found that employee stress in the hospitality industry is important because it can result in wor+ers becoming e,hausted and cynical which can have negative effects on service delivery. E??e>ts o? org.nis.tion.' stress on t3e business
It is very important from the management perspective to understand that &ob related stress has become a serious health issue and can be responsible for low productivity of the managers in their &obsM the costs of which are borne by the organisation S.uter ; Beit3 )1***,. 4conometric analysis shows that health care e,penditures increase nearly (>@ for these wor+ers, and nearly B>>@ for wor+ers reporting both high levels of stress and depressionN S.uter ; Beit3 )1***4 5.2,. 2here are other costs related to occupational stress, i.e. absenteeism, alcoholism, drug abuse, costs of the errors made on the &ob and poor decision ma+ing because of impaired conditions at wor+. 2he insidious costs of relationships of

managers with their family and colleagues that are affected due to the high levels of stress cannot be 'uantified Ross ; A'-.ier )1** ,. 5 study conducted in 9J in "##% estimated annual staff turnover of B?@ due to stress resulting in a loss of C$> million pounds to hospitality organisations )Bui>74 2661,.

!ANA&IN& JOB STRESS

4ducation/5wareness building can be used to ma+e the employees aware of the potential stressors in their personal life and the wor+place and also provide them with information about the cause and symptoms of these stressors and help them to cope with the stress #.r-er4 !on.3.n4 ; He7e'er )1*0 , . 2his is a cost effective way of dealing with stress in the organisation as it can reach a large number of people at a time by the means of written material, lectures and presentations. 5ssessment focused programmes are used which aim to identify individual stress profiles, and is conducted in small groups. 2hese are conducted by the means of interviews and group discussions, and can assist managers to compare with colleagues, their e,periences on stress related sub&ects $.@.rus ; #o'7-.n )1*0 ,.

In order to maintain optimum levels of stress, the managers should monitor their stress levels on a fre'uent basis. 2his may be accomplished through observation, employee 'uestionnaires, interviews, meetings and surveys. 2o prevent the phenomenon of wor+place stress, a therapist or occupational psychologist may be beneficial for counselling and giving advice to managers on ways of reducing stress levels and enhancing productivity %oo23.- )1**1,.
2herapeutic counselling is given to the employees as employee assessment programmes 045;1, these provide counselling to employees to cope with issues, li+e alcohol and drug abuse, wor+ and career problems and family issues P.(ne ; Coo5er )2661,.

!.n.ge stress .t .n in2i:i2u.' 'e:e' 5 person can maintain a stress diary in order to monitor the causes and understand the signs and symptoms of stress. 2his helps to evaluate a person.s performance under stress. <nce there is an understanding of the ma&or causes of stress, an action plan can be prepared for reducing it and moving towards a positive goal P.'-er ; Dr(2en )1**1,.
2here are a number of Fself-help techni'ues. that an individual can use in order to cope with stress in everyday life, these have been identified as the following/ -

ealth, nutrition and e,ercise * the chemicals consumed by the body may lead to the increase in stress e,perienced by the body. Large amounts of sugar, processed foods,

caffeine and alcohol consumption can have ill-effects on the overall health of the individual Coo5er)1*00,. 5 healthy well-balanced diet may increase an individual.s resistance level and lower the reactivity of stressful situations. 8istraction * thin+ing about the stressor itself tends to ma+e the situation worse Po<e' ; Enrig3t )1**64 5.16 ,. It begins the Ffear of fear. cycle, which may provo+e further symptoms and deteriorate the individual.s health further. Aoal planning * setting goals gives the person a sense of purpose and a direction to move towards. Eoving towards set goals and their accomplishment increases the self-esteem, happiness and performance of the individual #ont.n. )1** ,. Being able to plan for the future gives people internal control over the situation and ma+es them less vulnerable to stress related illnesses. 3ithout goals, an individual may find life empty, without meaning and stressful Rela,ation 2raining * the use of rela,ation techni'ues, e.g. meditation and yoga, have been regarded as the )best possible ways of dealing with stressN %oo23.-)1**1 5. *6,. It aims to reduce the muscular tension, and aids the individual to recognise the stressors and rela, for themselves, without the use of drugs. 2ime management * once the planning of goals has been achieved, it needs to be timetabled in order to organise the time used to complete the activities more efficiently. Eanagement of time has been identified as an effective way of coping with stress C.rt<rig3t ; Coo5er )1**/,. It helps the employees to use their time in the most efficient and productive way, while being in control of their activities and allows them to rela, outside their wor+place.

CHAPTER=3

RESEARCH !ETHODO$O&"

R4!45R6 E42 <8<L<A: 2his chapter lays a blueprint or a framewor+ for conducting the mar+et research for our pro&ect/study. It details the procedures necessary for obtaining the information needed to structure and solve the research problem that and achieve the research ob&ectives as laid down below. 2hus this chapter lays the foundation of conducting the study. =ormulation of Research ;roblem 9nderstanding the various factors causing stress and thus e,amining a relationship between these factors and -ob !atisfaction.

R4!45R6 84!IA7

2he research design adopted in this study is 8escriptive research design. 5 descriptive research design is the one which is description of the state of affairs as it e,ists are present. It includes survey and fact finding en'uiries of different +inds. 2he researcher has no control over the variables. 2his research design is used to find out the respondents attitude and opinion. 8525 2:;4
2he data was collected by both the primary and secondary research methods. 2he researcher accumulated information on stress by various authors through library research, &ournals, publications, worldwide web etcM this constitutes the secondary research. 2he primary research consists of the actual findings ,interviews and !urveys that are conducted by the researcher on-site. Eail survey was used as it is a cheaper way of collecting the research data. 2he various advantages attached to the mail method includes/ Reduction of biasness on the part of the respondents. 6ompilation rate depends upon the 'uestion format and clarity of 'uestions. 4fficient way to contact people dispersed over large area.

!5E;LI7A 84!IA7 !ampling 2ype Se7er.n )26634 5.2/+, suggests that )sampling is the process of selecting a sufficient number of elements from the population, so that the study of the sample and an understanding of its properties or characteristics would ma+e it possible for us to generalize such properties or characteristics to the population elementsN. ;robability sampling design has been used in this research and, to be more specific, random sampling. Se7er.n )2663, also identifies two types of sampling design. 2he first is the probability design where the chance of the elements being chosen as sub&ects for the research is +nown. 2he latter one is non-probability sampling, which refers to the sampling design of those elements of the population that )do not have any probability attached to their being chosen as sample sub&ectsN. 2his sampling design has been chosen as it has two important advantages. =irstly, such investigations have the least bias and the result can be considered as the general view of the population Se7er.n )2663,. !econdly, the process is not dependent on the employee.s availability on that particular shift Br(-.n4)2661 5. *+,. !ampling !ize 2he research aims to identify &ob related stress among the employees at different levels of the hotels , 8elhi, India. 5lthough the research emphasises on the managers at different level, there is neither a specific group of employees nor a specific department of the hotels from which the employees will be apportionedM that has been determined. ence, simple random sampling has been chosenM this is also due to the fact that there cannot be an estimate on e,actly which employees in the hierarchy will be willing to participate,

and with all employees having e'ual probability and opportunity to contribute. 2he researcher was conducted across five hotels among C> employees, with each 'uestionnaire lasting appro,imately B> minutes. !urvey was conducted in different departments including =ood H Beverage, =ront <ffice, !ales H Ear+eting, Information 2echnology, R, =inance, Ban'uet !ales and Reservations. 2hese results focused on the organisation rather than the specific department. !ample location 2he research was conducted at five three-star hotels in 8elhi, India. 2hese hotels have been addressed as otel 5, B ,6, 8, 4 in the following chapter. 5ll !urvey was conducted in two wee+s in 8elhi due to time constraints. 5ll participants were allotted time slots, which made it easier to co-ordinate for participants for brea+s during operational hours. Instrument for 8ata 6ollection and 8ata 5nalysis 2he self-completed 'uestionnaire was the chosen format of data collection in this study. 2his 'uestionnaire was a fundamental part of the research, as the inferences were further deduced and analyzed about. 5 survey was conducted. 2he survey 'uestions were designed to help achieve the goals of the research and, in particular, to answer the research 'uestions. Guestions used were mainly closed with pre-coded response choices as these are 'uic+er and cheaper to analyse. Iarious authors consider interviews are fle,ible and more adaptable to practical organisations conditions, whereas 'uestionnaires tend to be fi,ed to a specific hypothesis and always develop a hypothetico-deductive outloo+. 2he 'uestionnaire was divided into four sections 0see 5ppendi, 1 containing %( items. 2he ma&ority of these 'uestions were Li+ert-type rating scale where, in relation to each item, respondents are as+ed to indicate the point on the scale, which most effectively describes their opinion. !ection 5 contained 'uestions to obtain valuable information for the study. 2hese included a demographic profile of the participant with personal characteristics such as age, gender, marital status, position etc. !ection B dealt with the behavioural and physical symptoms of stress and was positioned on a ( point Li+ert-type scale response ranging from " 0strongly agree ) to (0strongly disagree).!ection 6 dealt with 'uestions related to -ob !atisfaction positioned on ( point Li+ert-type scale response ranging from " 0strongly agree) to (0strongly disagree).!ection 8 dealt with the 'uestions related to 6oping !trategies involved in the stress management. 2he reason for choosing 'uestionnaire method as an instrument for data collection is as follows/ !ince we needed to determine the relationship between the &ob stress and &ob satisfaction, we needed to have nearly consistent data across the respondents so as to draw any conclusions on this relationship. 5 'uestionnaire allows for standardization of the data-collection process so that the data obtained are internally consistent and can be analyzed in a uniform and coherent manner,

which will ensured comparability of the data, increase speed and accuracy of recording and facilitate data processing. 2he analysis and interpretation of 'uantitative data was 'uite simple, through the use of 6orrespondence 5nalysis in !;!!. 2his helps us when we need to find the relationship between the -ob !tress and -ob !atisfaction.

Guestionnaires were less intrusive than telephone or face-to-face surveys. 8ue to the academic schedule and time constraints, an e,haustive 'ualitative research becomes e,tremely difficult to conduct.

5nalytical 2ools 2he data from the 'uestionnaire was analysed using descriptive and inferential statistics.2he demographic part and !tressors were analysed using ;ercentage, 5verage Eethod.

CHAPTER= DATA REDUCTION4 PRESENTATION AND ANA$"SIS

8525 575L:!I!
2he results will be divided into four sections that reflect the format of the 'uestionnaireproviding a composite description of the survey population. 2he first section will deal with bac+ground information relating to the respondents,ie, the demographic profile of . 2his includes gender, age group, level of education, marital ststus. 2he second section will focus on the effects of stress on the respondents,ie, the factors causing stress. 2he third section will concentrate on the findings in relation to the &ob satisfaction among the employees and the final section deals with the copies strategies involved. Res5onse R.te 2he present study on stress among the hotel employees consisted of a sample of ?> employees. <f the ?> surveys distributed, C>were returned giving a very good response rate of (?@. Pro?i'e o? Res5on2ents 2he ma&ority of the respondents in the study were male (? @ with C$@ females . 3ith regard to age distribution $>@ of respondents were in the "D-B( age group, $(@ were aged between $%-C( years old, B>@ of employees were between B%-$( years old and finally "B.(@ were aged between (% and above. !ee 2able." and B. 2able." &ENDER =4E5L4 E5L4 =igure." VA$UE IN D C$@ (?@

GE NDE R
FE 2AL E ,)8

2AL E 968

2able.B A&E "D-B( B%-$( $%-C( (% and above VA$UE IN D $"@ B"@ $(@ "$@

AGE
1:!"9 ";!)9 1)8 )18 );!99 9; AND ABO3E

)98 "18

It was found that B(@ of the employees were single,"B@ were engaged,(>@ were married and ">@ were separated. !ee 2able $ VA$UE IN D B% "$ (> ">

!ARITA$ STATUS !I7AL4 47A5A48 E5RRI48 !4;5R5248

MARITALS TATUS
S IN=LE E N=A=E D 1<8 ";8 2ARRIE D S E PARATE D

1)8 918

It was also found that C$.(@ of the employees were at top level, $(.D@ of the employees were middle level employees and B>@ were &unior level employees.

2able. C POSITION -97I<R EI88L4 2<; VA$UE IN D B" $% C$

POS ITION
J UNIOR 2IDDLE TOP "18

,)8

);8

It was found that C(@ of the employees were ;ost-graduates, $B.(@ undergraduates, "?.(@ of the employees were "Bth passed. VA$UE IN D " ? "$ "D

were

EDUCATION !6 <<L 64R2I=I6524 !6 9A ;A

EDU2ATION
S CHOOL C E RTIFICATE )8 1:8 HS C U= P=

,;8

))8

5lso it has been noticed that C"."@ female employees were between "D-B( age group, "?.%@ employees were between B%-$( age, B#.C(@ female employees were between $%-(( age group and (.DD@ employees were (% and above. !imilarly it was seen in the case of male employees B>@ male employees were between the age group of "D-$( and (% and above. $#."$@ employees were between $%-(( age group. #E!A$E C"."@ "?.%@ B#.C(@ (.DD@ !A$E B>@ B>@ $#."$@ B>@

A&E "D-B( B%-$( $%-(( (% and above

GENDER AND AGE

1< > : 6 ; 9 , ) " 1 < 1:!"9 ";!)9 );!99 FE 2ALE 9; and a7*.e 2ALE

5lso it was found that "".?@ females were &unior level employeesC?@ were middle level and $(.B@ were top level. !imilarly B%@ male employees were at &unior and middle level positions and C?.D@ were top level male employees.

POSITION #E!A$E -97I<R EI88L4 2<; "".?@ C?@ $(.B@

!A$E B%@ B%@ C?.D@

G E NDE R AND POS ITION

1" 1< : ; , " < J UNIOR 2IDDL E F E 2A L E 2AL E T OP

It was noticed that $(.B#@ of females are single, "?.%C@ are engaged, B#.C"@ are married and "".?%@ females are separated. 5lso, %(.B"@ male respondents were married, "?.$#@ were single, D.?@ males were engaged and D.?@ male respondents were separated.

!ARITA$ STATUS #E!A$E !I7AL4 47A5A48 E5RRI48 !4;5R5248 $(.B#@ "?.%C@ B#.C"@ "".?%@ !A$E "?.$#@ D.%#(@ %(.B"@ D.%#(@

GENDER AND MARITALS TATUS

1; 1, 1" 1< : ; , " < S IN=LE E N=A=E D 2ARRIE D S E PARATE D FE 2ALE 2ALE

!ection B 2he different factors causing stress in different hotels were analysed. It was found that ma&or factor influencing stress in otel " was ;hysical 4nvironment

ROLE AMBIGUITY ROLE CONFLICT WORK OVERLOAD WORK-HOME INTERFACE PHY ICAL ENVT WORK UNDERLOAD !OB IN ECURITY

4.075 2.75 3.85

3.55 4.4 2.875 2.85

FACTORS INFLUENCING JOB STRESS IN HOTEL 1

!OB IN ECURITY WORK UNDERLOAD PHY ICAL ENVT WORK-HOME INTERFACE WORK OVERLOAD ROLE CONFLICT ROLE AMBIGUITY 0 0.5 " ".5 2 2.5 3 3.5 4 4.5 5

In otel B Role ambiguity was the main stressors causing stress. It can be seen in the given figure.
ROLE AMBIGUITY ROLE CONFLICT WORK OVERLOAD WORK-HOME INTERFACE PHY ICAL ENVT WORK UNDERLOAD !OB IN ECURITY 4." 3.075 3.525 3.325 4.075 2.4 2.775

FACTORS INFLUENCING JOB STRESS IN HOTEL 2

!OB IN ECURITY WORK UNDERLOAD PHY ICAL ENVT WORK-HOME INTERFACE WORK OVERLOAD ROLE CONFLICT ROLE AMBIGUITY 0 0.5 " ".5 2 2.5 3 3.5 4 4.5

In otel $, It was found that ;hysical 4nvironment is the ma&or factor causing stress. 2he given =igure shows the ma&or cause of stress

ROLE AMBIGUITY ROLE CONFLICT WORK OVERLOAD WORK-HOME INTERFACE PHY ICAL ENVT WORK UNDERLOAD !OB IN ECURITY

4.325 3." 3.4 3.275 4.4 2.575 2.775

FACTORS INFLUENCING JOB STRESS IN HOTEL 3

!OB IN ECURITY WORK UNDERLOAD PHY ICAL ENVT WORK-HOME INTERFACE WORK OVERLOAD ROLE CONFLICT ROLE AMBIGUITY 0 0.5 " ".5 2 2.5 3 3.5 4 4.5 5

OIn hotel C it was found that Role 5mbiguity is the ma&or cause of stress.
ROLE AMBIGUITY ROLE CONFLICT WORK OVERLOAD WORK-HOME INTERFACE PHY ICAL ENVT WORK UNDERLOAD !OB IN ECURITY 4.425 3.2 3.4 3.075 4."75 2.875 2.#

FACTORS INFLUENCING JOB STRESS IN HOTEL 4

!OB IN ECURITY WORK UNDERLOAD PHY ICAL ENVT WORK-HOME INTERFACE WORK OVERLOAD ROLE CONFLICT ROLE AMBIGUITY 0 0.5 " ".5 2 2.5 3 3.5 4 4.5 5

In the otel ( it was Role ambiguity as the ma&or cause of stress R<L4 5EBIA9I2: R<L4 6<7=LI62 3<RJ <I4RL<58 3<RJ- <E4 I724R=564 ; :!I65L 47I2 3<RJ 9784RL<58 -<B I7!469RI2: C.C(?"C$ $ $.C(?"C$ $.""CBD% $.#?"CB# B.?CBD(? $.B

FACTORS INFLUENCING JOB STRESS IN HOTEL 5

!OB IN ECURITY WORK UNDERLOAD PHY ICAL ENVT WORK-HOME INTERFACE WORK OVERLOAD ROLE CONFLICT ROLE AMBIGUITY 0 0.5 " ".5 2 2.5 3 3.5 4 4.5 5

!ection $
!OB TRE HOTEL" HOTEL 2 HOTEL 3 HOTEL 4 HOTEL 5 3.47857" 3.325 3.407 3.43$ 3.420408 !OB ATI FACTION 3.$0833 3.45 3.$4"$$7 3.525 3.07$"#

2he relationship between -ob stress and -ob !atisfaction was made and it was found that when -ob !tress is low -ob !atisfaction is high. 2here is a inverse relationship between the two which can be shown in the following graph. 2he -ob !atisfaction was ma,imum in otel ".

HOTEL 5

HOTEL 4

!OB !OB

ATI FACTION TRE

HOTEL 3

HOTEL 2

HOTEL" 2.$ 2.8 3 3.2 3.4 3.$ 3.8

CHAPTER=1
DATA INTERPRETATION

5fter receiving the first C> 'uestionnaires, I began with the analysis of the results. 2he findings of our research are discussed below. 2he age of the respondents was between "D-(% years. 2he average age of all the respondents was around years. 2he average age of the female respondents was $B years and that of the male respondents was $% years. 3e received the response of C> respondents out of which "? were female respondents and the remaining B$ were male respondents. 3hile considering the causes of stress, it is detected that ;hysical environment 01and Role 5mbiguity 01 are the two ma&or causes of stress amongst the employees. 2he other probable causes of -ob !tress are Role 6onflict, 3or+ <verload, 3or+ 9nderload and 3or+- ome Interface.

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