Download - Nidhi Bharti Project Report
ReseaRch pRoject on
A STUDY OF wOrk-related depression, anxiety and irritation in relation to
intention to quit in insurance sector in and around chandigarh
In partial fulfillment of the requirements for the degree of MASTERS OF BUSINESS ADMINISTRATION
At University Business School
Panjab University 2011
UNDER THE GUIDANCE OF:
DR. LUXMI
SUBMITTED By: NIDHI BHARTI
MBA-HR-4TH SEM
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Certificate
This is to certify that Miss. Nidhi Bharti, a student of Masters of Business Administration
(Human Resource) IV semester at University Business School, Panjab University,
Chandigarh, has undertaken a project on “A STUDY OF WORK-RELATED DEPRESSION,
ANXIETY AND IRRITATION IN RELATION TO INTENTION TO QUIT IN
INSURANCE SECTOR IN AND AROUND CHANDIGARH” in partial fulfillment of the
requirement of Master of Business Administration (2009-2011).
The project has been successfully completed under my supervision and guidance. This
research project is the original work of the student.
Dr. Luxmi University Business School, Panjab University, Chandigarh.
Date
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ACKNOWLEDGEMENT
First of all I am indebted to the almighty GOD, Whose blessings have always created
ways for us.
But, as no study is complete wither the able guidance of a mentor. A formal statement
of acknowledgement will hardly meet the ends of justice in the matter of expression of
my sense of gratitude and obligation to Dr Luxmi, under whose guidance I have been
able to complete the project.
I also thank all the respondents for their inputs and kind support who spared their
valuable time to fill in the questionnaires, all my friends for their help in
understanding and using SPSS software. I also would like to thank all others who
have at any point of time helped me in the completion of the project.
Every effort has been made to avoid errors and omissions in this report.
In spite of this, some errors might have crept in, I feel very sorry for the discrepancy
(if any).
Nidhi Bharti
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Executive Summary
This research is aimed at studying the work-related depression, anxiety and irritation in
insurance sector in relation to intention to quit the job by employees. The study of work stress
enhances the understanding of several aspects of symptoms, causes and effects of work stress
in organizations and how it affects the turnover intentions of the employees.
In the present study, the focus is upon the understanding the level of stress in employees
under three variables known as depression, anxiety and irritation and to find out whether
stress has relation with turnover intentions or not. Work stress is the harmful physical and
emotional response that occurs when there is a poor match between job demands and the
capabilities, resources, or needs of the worker. Stress is a prevalent and costly problem in
today's workplace. About one-third of workers report high levels of stress. One-quarter of
employees view their jobs as the number one stressor in their lives. Three-quarters of
employees believe the worker has more on-the-job stress than a generation ago. Most of the
studies also suggest that stress is the major cause of turnover in organizations.
Problems caused by stress have become a major concern to both employers and employees
these days. Symptoms of stress are manifested both physiologically and psychologically.
Employers have started giving attention to various aspects of stress in the employees by
starting various flexible work options so that stress can be prevented in the organization.
Persistent stress can result in significant level of depression, anxiety and irritation among
employees who flee from work which affects their performance levels and ultimately results
in dissatisfaction from their jobs. Consequently this dissatisfaction may become the major
reason for intention to quit the job.
The data has been collected from 120 employees working at managerial and clerical levels in
5 different organizations in the insurance sector. Two standards questionnaires have been
used to assess the work related stress and turnover intentions of the respondents.
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The result in order of scores of work related stress are:
Bajaj Allianz Life Insurance
ICICI Prudential Life Insurance
ICICI Lombard General Insurance
Birla Sunlife Insurance
Bharti AXA General Insurance
The study concluded that there is a significant difference in the level of work depression,
anxiety and irritation among different organizations. Results shows that turnover intentions
have been found strong in the organizations where work stress is more.
Work stress was found to have a very strong correlation with turnover intentions which
shows that employees who are stressed out are dissatisfied from their jobs and thus more
likely to quit.
The research contributes to the field of HR by offering support for the effects that the work
stress has on turnover intentions. An understanding of work stress is a step in the direction of
change which constitutes a challenge for companies to reduce turnover rate by providing
more flexible work options and employees would prefer to stick with the organizations thus
gearing up the overall growth rate.
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TABLE OF CONTENTS
LIST OF TABLES ................................................................................................................................................ 7
CHAPTER 1- INTRODUCTION ............................................................................................................................ 8
1.1 INTRODUCTION ...................................................................................................................................... 9
1.2 INTRODUCTION TO INSURANCE SECTOR ............................................................................................... 12
CHAPTER 2- REVIEW OF LITERATURE ............................................................................................................. 22
2.1 REVIEW OF LITERATURE ........................................................................................................................ 23
CHAPTER 3 – RESEARCH METHODOLOGY....................................................................................................... 37
3.1 RESEARCH OBJECTIVES ......................................................................................................................... 38
3.2 HYPOTHESIS ......................................................................................................................................... 38
3.3 RESEARCH DESIGN .................................................................................................................................... 39
3.4 SAMPLING ............................................................................................................................................... 39
3.5 DATA COLLECTION .................................................................................................................................... 39
CHAPTER 4 – DATA ANALYSIS & INTERPRETATION......................................................................................... 41
4.1 COMPOSITION OF THE SAMPLE ............................................................................................................. 42
4.2 RESULTS OF DESCRIPTIVE STATISTICS .................................................................................................... 43
4.3 CORRELATION OF DEPRESSION, ANXIETY & IRRITATION WITH INTENTION TO QUIT ................................ 45
4.4 CORRELATION BETWEEN STRESS & INTENTION TO QUIT ........................................................................ 47
4.5 RESULTS OF ANOVA (AGE-WISE COMPARISON) ............................................................................................ 48
4.6 RESULTS OF INDEPENDENT T- TEST (GENDER-WISE COMPARISON) ................................................................ 50
4.7 RESULTS OF INDEPENDENT T- TEST (MARITAL STATUS-COMPARISON) ............................................................ 52
4.8 RESULTS OFANOVA (TOTAL WORK EXPERIENCE-WISE) ................................................................................... 54
4.9 RESULTS OF ANOVA (PRESENT WORK EXPERIENCE-WISE COMPARISON) .............................................................. 56
4.10 RESULTS OF ANOVA (ORGANIZATION-WISE COMPARISON) ............................................................................ 58
CHAPTER 5- CONCLUSION & RECOMMENDATIONS ....................................................................................... 60
5.1 FINDINGS OF THE STUDY (CONCLUSION ................................................................................................ 61
5.2 RECOMMENDATIONS ........................................................................................................................... 62
5.3 LIMITATIONS OF THE STUDY ................................................................................................................. 63
5.4 FUTURE SCOPE ..................................................................................................................................... 63
BIBLIOGRAPHY ............................................................................................................................................... 64
ANNEXURE ..................................................................................................................................................... 68
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LIST OF TABLES
Table 1 Organization wise respondents
Table 2 Descriptive Statistics
Table 3 Karl Pearson’s Correlation
Table 4 Karl Pearson’s Correlation
Table 5 One way Anova (Age wise)
Table 6 Independent T-Test (Gender wise)
Table 7 Independent T-Test (Marital status wise)
Table 8 One way Anova (Total work exp. wise)
Table 9 One way Anova (Present work exp. wise)
Table 10 One way Anova (Organization wise)
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1.1 INTRODUCTION
Work-Stress Work-related stress is the harmful physical and emotional response that occurs when there
is a poor match between job demands and the capabilities, resources, or needs of the worker.
Stress-related disorders encompass a broad array of conditions, including psychological
disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of
emotional strain (e.g. dissatisfaction, fatigue, tension, etc) maladaptive behaviors
(e.g., aggression, substance abuse) and cognitive impairment (e.g. concentration and memory
problems). In turn, these conditions may lead to poor work performance. Job stress is also
associated with various biological reactions that may lead ultimately to compromised health.
The association of stress with physical and psychological disorders has aroused much
controversy over the years, but the particular subject of 'burnout' has received com paratively
little attention in Britain. In the USA, on the other hand, job stress and the burnout stress
syndrome (BOSS) have stirred up great interest, as demonstrated by the writings of Jones'
and Cherniss.2 They suggest that a high level of occupational stress leads to physical and
emotional exhaustion, with consequent loss of efficiency. The condition is thought to affect
particularly those in the helping professions and in responsible administrative positions.
Critics of the concept suggest that burnout is merely a trendy name for boredom or an
alternative label for the midlife crisis. But the present writer believes that few will read a
description of the syndrome without recognizing in them selves or in their colleagues at least
some of the signs and symptom. Employees switch organizations for several reasons that
managers and researchers are trying to find out. Managers would readily agree that retaining
the top performers results in higher customer satisfaction, quality improvement, effective
succession planning and a considerable increase in organizational knowledge and learning.
The question is – if managers know these facts so well, why do they fail to retain their best
employees? Nowadays, business has been a serious competition and more varieties and
complexity in business activities. However, executives will operate them to success for
survival and growth. Increasing workload, such as condition of work, work environment, and
a high expectation from executive's requirement as a high quality and performance are the
serious factors that influence individual stress and anxiety. When employees feel stress and
anxiety, they suffer that it causes of physical danger or even organization loss because they
are the causes of burnout, absence, and intention to leave or even turnover. Stress is the
psychological and physical state that results when the resources of the individual are not
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sufficient to cope with the demands and pressure of the situation. Level of job satisfaction
and stress can affect both individuals and organization. At the individual level, low level of
job satisfaction and high level of job stress are threat to mental and physical health, quality of
life, goal achievement and personal development. Whereas, for the workplace these
conditions lead to increased absenteeism, conflict and turnover, and reduced quality and
quantity of work. Thus identification of factors responsible for stress and its management at
its primary level has long term benefits both for employee and employer.
Depression
Stress, like depression, is a universal experience. Both are generally self-limiting and may
even prove to be beneficial in terms of personal growth. In some circumstances, however,
stress and depression may become excessive or morbid, and lead to considerable disability.
Work related depression is a disorder which is often overlooked in the workplace. The main
causes of work related depression stem from, a long work schedule, a feeling of job
insecurity, an overload of work meticulous daily tasks, a change in administration, unrealistic
deadlines, office gossip, especially about you, dead end job; no room for a promotion, the
feeling of having your job performance placed under a microscope, harassment, conflict with
co-workers and/ or supervisors. The pitfalls of work related depression include, constant
blunders on the job, the slow decay of co-worker and supervisor relationships, the sense of a
hostile environment, and the possibility of job termination.
Anxiety
There is a paucity of data pertaining to the incidence and prevalence of anxiety disorders in
the workplace. It seems likely that both work-related organizational and such individual risk
factors interact, and that this interaction determines the onset, progression and course of
anxiety disorders. The term job-related anxiety implies that there are work conditions, tasks
and demands, and/or related occupational stressors that are associated with the onset of acute
and/or chronic states of anxiety or manifestations of anxiety. These factors may include an
overwhelming workload, the pace of work, deadlines and a perceived lack of personal
control. The demand-control model predicts that workers in occupations which offer little
personal control and expose employees to high levels of psychological demand would be at
risk of adverse health outcomes, including anxiety disorders.
Irritation
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The term work irritation is used to describe the frustration due to incapability of
accomplishing tasks and duties at work. In work situations, performance irritation is linked to
very intense stress felt about adequately or successfully working at a job. It is most common
in fields where high pressure exists and where outcome of work has a significant effect on
one’s own job or on the people with whom one works. This can have several causes. It can
result from high expectations by employers, or from personal incapability and insecurities
that come from negative self-critique. Previous failures at work can also create performance
irritation in employees.
INTENTION TO QUIT Turnover intention has been a critical issue for management for many years and it is a major
problem for organizations till now. Therefore, in past few years much attention has been
given towards employee’s turnover behavior and the major causes that lead towards the
turnover intention of employees. Stress is naturally present in the organizations and it is
produced due to different workplace stressors. These environmental stressors in the work
environment influence the job satisfaction of employees which in turn leads to the intention
to leave the job. It has been found that stress has both positive and negative aspects which
may lead to either achievement or towards harmful effects. Stress and work exhaustion play
an important role in increasing turnover of employees because stress and emotional
regulation both influence turnover intention and stress is also an emotion that decreases job
satisfaction and increases turnover.
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1.2 INTRODUCTION TO INSURANCE SECTOR
Indian Insurance Market
Insurance has a long history in India. Life Insurance in its current form was introduced in
1818 when Oriental Life Insurance Company began its operations in India. General Insurance
was however a comparatively late entrant in 1850 when Triton Insurance company set up its
base in Kolkata. History of Insurance in India can be broadly bifurcated into three eras: a) Pre
Nationalisation b) Nationalisation and c) Post Nationalisation. Life Insurance was the first to
be nationalized in 1956. Life Insurance Corporation of India was formed by consolidating the
operations of various insurance companies. General Insurance followed suit and was
nationalized in 1973. General Insurance Corporation of India was set up as the controlling
body with New India, United India, National and Oriental as its subsidiaries. The process of
opening up the insurance sector was initiated against the background of Economic Reform
process which commenced from 1991. For this purpose Malhotra Committee was formed
during this year who submitted their report in 1994 and Insurance Regulatory Development
Act (IRDA) was passed in 1999. Resultantly Indian Insurance was opened for private
companies and Private Insurance Company effectively started operations from 2001.
Insurance Market- Present:
The insurance sector was opened up for private participation four years ago. For years now,
the private players are active in the liberalized environment. The insurance market have
witnessed dynamic changes which includes presence of a fairly large number of insurers both
life and non-life segment. Most of the private insurance companies have formed joint venture
partnering well recognized foreign players across the globe.
There are now 29 insurance companies operating in the Indian market – 14 private life
insurers, nine private non-life insurers and six public sector companies. With many more
joint ventures in the offing, the insurance industry in India today stands at a crossroads as
competition intensifies and companies prepare survival strategies in a detariffed scenario.
There is pressure from both within the country and outside on the Government to increase the
foreign direct investment (FDI) limit from the current 26% to 49%, which would help JV
partners to bring in funds for expansion.
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There are opportunities in the pensions sector where regulations are being framed. Less than
10 % of Indians above the age of 60 receive pensions. The IRDA has issued the first licence
for a standalone health company in the country as many more players wait to enter. The
health insurance sector has tremendous growth potential, and as it matures and new players
enter, product innovation and enhancement will increase. The deepening of the health
database over time will also allow players to develop and price products for larger segments
of society.
COMPANIES COVERED UNDER STUDY
1. BAJAJ ALLIANZ LIFE INSURANCE
Bajaj Allianz General Insurance Company Limited is a joint venture between Bajaj Auto
Limited and Allianze of AG Company.
Bajaj Allianz General Insurance came into existence on 2nd May 2001, when it got
certification of Registration from the Insurance and Regulatory Development Authority.
Bajaj Auto has a share of 74%, whereas Allianz has the remaining 26%. In the very first
year, the company made a strong position for itself in the industry and was reckoned
amongst the top private insurers. The premium income of the company as on 31st March
2006 was Rs. 1285 crores, whereas the profit after tax made was Rs. 52 crores.
Bajaj Allianz has a Pan India network covering over 100 towns from Jammu to
Thiruvananthapuram and aims to spread its operations in many other cities. The vision of
the organization is to be the first choice for customers, and provide job satisfaction to the
employees and create shareholder value. The organization strives to excel in its products
and services, providing total customer satisfaction.
Bajaj Allianz serves customers in all areas of General and Health Insurance as well as
Risk Management. It has in-depth knowledge of the local market and extensive
distribution network with expertise, stability and experience. It has a capital base of Rs.
147 crores, and is allowed to serve both the General and Health insurance.
It has achieved iAAA rating, by ICRA Limited and has the highest claims- paying ability
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and a stable position in the market. In a 2006 survey, Business World has rated it among
the Most Respected Companies, putting it at No.2 position in Insurance sector.
The Company provides the following products under general insurance:
Travel Insurance
Asset Insurance
Health Insurance
Corporate Insurance
2. ICICI PRUDENTIAL LIFE INSURANCE
IICICI Prudential is a joint venture between ICICI bank and Prudential plc, both having
strong operations in their respective countries. ICICI bank is one of the leading banks in
India providing quality financial services and Prudential is an international financial
service provider headquartered at United Kingdom. ICICI and Prudential have respective
shares of 74% and 26%. The Company started operating in December 2000. Currently,
total capital with the company is Rs. 18.15 billion.
ICICI Prudential was the first insurance company in India to receive a National Insurer
Financial Strength rating of AAA (Ind.) from Fitch ratings. It has been given the honour of
being among the Most Trusted Brands in the industry by Economic.
Times for 3 consecutive years. It has a network of 450 branches, over 1,50,000 insurance
advisors and 18 bancassurance partners. As the organization grows and develops, it keeps
introducing new range of products and services and enhancing the quality of plans and
solutions given to the customers. The distribution network is one of the best, and is
spreading across the length and breadth of the country. As on December 31, 2006, it had
made imprints in over 360 cities and towns in India. It has over 1,75,000 advisors across
the country, serving clients with full commitment. It has tied up with ICICI Bank, Bank of
India, Federal Bank, Lord Krishna Bank, some co-operative banks, NGOs, MFIs and
corporates for making inroads into the rural areas.
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Products
Insurance Solutions for Individuals: ICICI Prudential Life Insurance offers several
novel, customer-centric products for customers at every stage of life. The products and
services offered by the organization are in various fields, such as:
Savings & Wealth Creation Solutions
Premier Life Gold
LifeLink Super
Invest Shield Life New
Cash Plus
Cash Bak
Life Time Super & Life Time Plus
Save 'n' Protect.
Retirement Solutions
Life Link Super Pension
Forever Life
Immediate Annuity
Life Time Super
Child Plans
Education insurance - Smart Kid
Protection Solutions
Life Guard
Home Assure
Group Insurance Solutions
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ICICI Prudential also offers Group Insurance Solutions for companies seeking to enhance
benefits to their employees.
Group Immediate Annuities
Group Term Plan
Group Superannuation Plan
Group Gratuity Plan
3. ICICI LOMBARD GENERAL INSURANCE
ICICI Lombard General Insurance Company Limited is a joint venture between ICICI
Bank Limited and Fairfax Financial Holdings Limited. ICICI bank is India's second
largest bank; Fairfax is Canada-based, engaged in general insurance, reinsurance,
insurance claims management and investment management. ICICI Lombard General
Insurance Company commenced its operations in general insurance business in August
2001.
ICICI Lombard is India's number one private insurance company; it is also the first
general insurance company to be given certification of ISO 9001:2000. The company
provides simple and fast documentation, fast claims settlement, online policy issuance,
and comprehensive product line. It has also been given iAAA rating by ICRA for having
highest claims paying ability.
I In the very first year of operations, it was able to reach financial breakeven and achieve
underwriting breakeven in the second year. Security is provided through encryption and it
is the first company to provide digitally signed documents. It has been honored as the most
Customer Responsive Company by the Economic Times. Times of India has designated it
as the Best Housing Insurance in the Smart Living Awards by 360 degrees. It has also
been awarded Gold Shield for "Excellence in Financial Reporting". It is among the top
three companies to be awarded the "General Insurance Company of the Year" at the 10th
Asia Insurance Industry Awards.
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Products
Business Solutions
Industrial All Risk
Fire and Special Perils
Electronic Equipment Insurance
Fidelity Insurance
Consequential Loss (Fire) Insurance
Tea Corp Insurance
Burglary Insurance
Machinery
Personal Solutions
Group Personal Accidents
Health
Health Insurance
Project Solutions
Contractors' All Risk
Contractors' Plant & Machinery
Erection All Risk
Performance Guarantee
Liability Solutions
Director's & Officers Liability
Product Liability
Workmen's Compensation
Event Insurance
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Product Liability
Travel Insurance
Senior Citizen Overseas Travel
Individual Overseas Travel
Corporate Overseas Travel
Domestic Travel
4. BIRLA SUNLIFE INSURANCE COMPANY
Birla Sun Life Insurance Company Limited (BSLI) is a joint venture between Aditya Birla
Group and Sun Life Financial Inc. BSLI started functioning in March 2001 after getting the
certificate of registration from IRDA.
Birla Sun Life Insurance Company Limited introduced unit Linked Life Insurance Solutions
in India. Within a short span of time it was able to establish itself as a leading player in the
Private Life Insurance Industry. It has been innovative and come up with customer-centric
products to provide safety and services. The company has web-enabled IT systems for
better customer services and a strong distribution channel which is easily approachable. The
company shows corporate governance and a high degree of business practices.
It has professional knowledge and global expertise of Aditya Birla Group. Birla Sunlife
Insurance has been providing first class financial solutions to its customers and has been
amongst the top three private sector life insurance companies.
Its mission is to be amongst the top players in the eyes of customers and the first choice of
insurance and retirement solutions to individuals and groups. These innovative solutions are
linked with global and technical expertise and are deployed by a multi channel distribution
network and enhanced technology.
The company aims at keeping all people associated with it - customers, clients, stakeholders
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and employees- happy and fully satisfied. It wants to provide value added products and
services to the customers, job satisfaction to employees and highest returns to the
shareholders.
Qualities like integrity, commitment, passion, and speed are the core values of the company.
The products offered by the company are:
Individual Life
Protection
Premium Back Term Plan
Birla Sun Life Term Plan
Saving
Simply Life
Flexi Save Plus
Supreme Life
Life Companion
Flexi Cash Flow
Prime Life
Flexi Save Plus
Children
Children's Dream Plan
Retirement
Flexi Secure Life Retirement Plan II
Riders
Critical Illness Plus Rider
Term Rider
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Waiver of Premium
Critical Illness Rider
Critical Illness - Woman Rider
Accidental Death and Dismemberment Rider
5. BHARTI AXA GENERAL INSURANCE
Bharti AXA General Insurance is a joint venture between Bharti, one of India’s leading
business groups with interests in Telecom, Agri Business and Retail; and AXA, world
leader in Financial Protection and Wealth Management. Bharti Group holds 74% of equity
and AXA holds 26% of the equity.
With a vision to become the leader and preferred company for financial protection in India,
Bharti AXA General Insurance offers its customers - individuals and businesses- a wide
range of products and services that meet their insurance needs. The values upon which its
business practices are based are availability, attentiveness and reliability. The company
leverages the Bharti Group’s large customer pool, and has developed a strong multi-channel
distribution network in both urban and rural markets.
The company was incorporated on 13th July 2007. Headquartered in Bangalore, the
company currently has 40 branches across India.
The Management team at Bharti AXA General Insurance consists of experienced leaders
who are passionate about their company’s vision and goals and are committed to the
development of Bharti AXA General Insurance as the preferred company for Financial
Protection in India.
Bharti AXA presents an array of protective plans to suit your personal and business
requirements. These embody our commitment to our system of values.
a) Reliable – prompt settlements, customer service and professionalism.
b) Attentive – to customer needs as they change with time, and actively
listening to our customers.
c) Available – easy customer access to money and to our company, and plans
that have built-in flexibility and convenience.
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Quality Policy - To provide fast, fair and friendly service to customers & partners
To achieve a leadership position in India through a multi-distribution, multi-product
platform
To adapt AXA's best practice blueprints as a sound platform for profitable
growth
To leverage Bharti's local knowledge, infrastructure and customer base
To deliver high levels of shareholder return
To build long term value with our business partners by enhancing the proposition to their
customers
To be the employer of choice to attract and retain the best talent in India
Strong distribution network & customer base of Bharti - provides access to customer base
of more than 60 million
AXA's current Asia product range which is a strong match to products sold to the masses
Global scale of AXA providing cost effective and speedy re-use of systems, products and
business capability
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2.1 REVIEW OF LITERATURE
(Rauh & Seccia, 2006)
This study shows Learning By Doing Model (LBD) which captures several major themes
from the anxiety’s theoretical and empirical psychology literature. For example, in this model
it has been shown that anxiety can serve a motivating function: Increases in anxiety can
motivate the agent to increase effort, thereby improving expected performance. This effect
has been studied in two periods of job, first, when the agent is uncertain about his skill level,
and anxiety is defined as the agent’s subjective evaluation, and second, where anxiety is
valued in terms of expected utility. So, the study considers a two-period model where anxiety
is conceptualized as a psychological state depending on the first-period outcome and the
unresolved uncertainty corresponding to the second period.
(Kline & Sussman, 2000)
This study addresses various prejudices and misconceptions regarding the causes and cures of
workplace depression and analyzes the major issues managers should consider when dealing
with depressed employees. The purpose of the study is to help managers deal with the
conflicting demands created by the depressed employee. Basically, four major issues
affecting organizational and managerial responses to employee depression are highlighted.
First, depression is defined and its prevalence is highlighted in the workforce. Second, direct,
indirect, and noneconomic costs of employee depression are summarized. Third, latest
clinical data concerning the treat-ment of depression is summarized. Finally, controversial
effects of managed care on the diagnosis and treatment of depression are discussed.
(Doby & Caplan, 1995)
This study is based on effect on threat of employee’s reputation with supervisor due to job
stressors which ultimately creates anxiety symptoms at work. It is assumed in the study that
such threats generate emotional distress because the undermining of reputation can lead to
loss of important resources that supervisors control. In this study the author has focused on
threatened rather than already-experienced loss of reputation. Threat is defined as the
perception of possible negative future outcomes. Consequently, the study examined state
anxiety as the most appropriate indicator of distress from such threat because anxiety is
characterized as a response to possible future events. In contrast, depression has been
characterized as a response to the perception that a negative event or outcome is a certainty.
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So the study concluded that the high-threat stressors were the most likely to generate home-
experienced anxiety, and work-experienced anxiety served as a key mediator.
(Rabi S. Bhagat, 1983)
Investigating the effects of stressful life events on managerial role behavior, the study found
that life stability (as measured by a low life stress score) significantly correlated with
managerial success and the degree of experienced task challenge in a sample of Exxon-
affiliate managers. The higher the life stability experienced by these managers, the higher the
score on assessment batteries for forecasting job success as measured by Ex-xon's early
identification of management program. In an attempt to understand the role of personality as
a moderator of illness-provoking effects of stress, it was found that certain desirable internal
cognitive characteristics (such as an attitude of vigorousness toward one's environment and a
stronger commitment to self) differentiated the high personal life stress/low illness executives
from high personal life stress/high illness executives. This research is important as it will help
to understand the joint effects of stresses from the domain of work and non-work on
individual performance effectiveness and work adjustment processes within organizations.
(David E. Bowen, 1982)
This paper to analyzed the situa-tion of employees who intend to quit but do not. That these
employees "exist" is certainly one ex-planation for intention to quit-quit correlations falling
far short of 1. It has been studied here that can intention to quit be a useful variable in
explaining job behaviors other than quitting. Based on a "yes" answer, this paper has
explored the consequences of intention to quit by considering: (1) why an employee who
intends to quit does not; (2) the manner in which intention to quit can produce absenteeism
and being fired as unintended consequences, and (3) how the job performance of employees
intending to quit may be affected by their absenteeism and may affect their being fired. So, it
explores that an examination of possible correlations between quitting and other job
behaviors might suggest additional consequences of intention to quit, even though they may
be "unintended." Furthermore, the strength of these relationships will be moderated by the
individual employee's situation, ability, and so on.
(Kemery et al. 1987)
The current research was aimed to explore linkages between role stressors, job attitudes, and
more behaviourally-oriented stress consequences. Specifically, it examined three
hypothesized models of work-related stress, focusing on the relationships among role conflict
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and role ambiguity (stressors), job satisfaction (attitude), physical symptomatology
(physiology-based indicator of stress), and turnover intentions (behavioural intentions). As
per the study, it is specified that role stress may result from several facets: a personal facet
(personal characteristics); an environmental facet (aspects of an individual's environment);
and a process facet (person x environment interaction) and the stress consequences may be
observed in three response domains: physiological, emotional, and behavioural. The
frequency with which a jobholder encounters role stressors is suggested to be negatively
related to both physical symptomatology and job satisfaction. Also, role stressor frequency is
predicted to be positively correlated with turnover intentions.
(Mayes & Ganster, 1988)
This research suggests a model of coping behaviour that includes both turnover (withdrawal)
and political action (aggression) as outcomes of job stress. The purpose of the present study is
to test hypotheses derived from the theoretical framework proposed and to extend prior
turnover and politics research into the arena of job stress by considering both kinds of
behaviour as coping responses to strains arising from stressors experienced at work. Turnover
behaviour was the ultimate organizationally relevant outcome of coping behaviours. Job
satisfaction and commitment were significantly related to intentions to leave. One concern of
this article is with the attitudinal component of commitment to the organization including
attitudes arising from behaviours. Commitment attitudes have implications for the political
activity of an individual. So, in addition, an alternate model treating politics as the outcome of
commitment-strain interactions is tested.
(Ellen F. Jackofsky,1984)
The major purpose of this study has been to present a process model of turnover that
emphasizes the potential involvement of job performance in that process. To accomplish this,
several predictions were made concerning the relationship of performance to various forms of
turnover and their precursors. Additionally, it was found that job performance and job
attitudes interact in the prediction of turnover. The basic model includes three primary partial
determinants of voluntary turn-over: (1) desirability of movement, (2) ease of move-ment,
and (3) intentions to quit. It is felt that the current effort may serve as an important step in the
development of a more complete understanding of the turnover process and is relevant in
both a theoretical and applied sense.
26
(Stephan A. Stumph, 1981)
The purposes of the present research were: (1) to analyze the relation-ships among
absenteeism, performance, and voluntary and involuntary turnover in conjunction with
several personal characteristics and (2) to in-vestigate changes in the relationships among
these variables for two groups each in a different time period. This study shows an
understanding of the relation-ships among these variables is necessary in order to design
more effective personnel policies and practices. Also, it depicted that if improving attendance
or performance were at the expense of increased voluntary turnover, then the costs of in-
creased turnover would have to be considered in evaluating the changed personnel practices.
Alternatively, if the level of attendance affected the performance-withdrawal relationship,
then such contingencies should be incorporated into future research and practice.
(Thomas W. Dougherty 1985)
This study includes an exploratory examination of changes in satisfaction, commitment, and
intentions to resign across two points in time, for a group of stayers and a group of leavers. It
was expected that for those who ultimately leave, both satisfaction and commitment decline
across time before resignation, and that intention to resign increases. This study gives the
clear understanding of the nature of the linkages among commitment, satisfaction, and
intention to resign also has clear practical value for managers. The study stated job
satisfaction as a more distant determinant of intentions and turnover, however, suggests that
dissatisfaction leads directly to intentions to resign. It is valuable for managers to know if
satisfaction has this more direct, immediate link to intentions to resign. This is especially true
since job satisfaction is a widely understood variable which is frequently measured in regular
company surveys, in addition to more focused research studies.
(Hom & Kinicki, 2001)
This study generalized a leading portrayal of how job dissatisfaction progresses into turnover.
It gives demonstration of how and where interrole conflict intervenes in the dissatisfaction-to-
quit causal sequence enriches turnover and interrole conflict perspectives. The study
integrated job avoidance and inter-role conflict into an intermediate linkage frame-work and
finding shows that job avoidance partly mediates the path from dissatisfaction to quitting
disputes conventional outlooks that job avoidance interrupts this progression. Rather, job
avoidance rep-resents an early phase of organizational withdrawal rather than a substitute for
exit, as traditionally presumed. Job avoidance facilitates rather than dissipates the exit-
27
inducing effects of poor attitudes. Organizations should thus regard excessive absences or
tardiness as signs of impending resignation.
(Hansez et al. 2005)
Given this finding, it is of interest to investigate the real reasons for the intention of
retirement. A survey has already been carried out to find out why teachers leave their jobs.
The results why older teachers resign are personal factors (desire to rest or spend more time
with their families), devaluation of the job and a lack of recognition. So accounting for
working conditions only does not seem to be sufficient to the extent that they do not directly
affect the intention to quit and they do not constitute riggers for leaving. Working conditions
are often presented as a solution but they do not seem to be the whole answer to the problem.
These results, although interesting, are specific to the population of teachers. Our
considerations must, therefore, be extended to all the possible causes of retirement for all
occupational categories.
(Parker & Decotis, 1983)
This article examines relationships between hypothesized stressors and experienced job
stress. It was set out to identify the nature of the relationships between several potential
stressors, selected on the basis of a review of the stress literature and a knowledge of the
target population, and the first-level outcome, job stress. The study is also intended to
examine more closely the dimensionality of job stress, to determine the extent to which the
dimensions are differentially affected by different stressors. A number of the potential
stressors were found to be associated with one or both of the dimensions of job stress,
indicating some commonality of the determinants, but with differences in the patterns of
determination. The results also indicate that some of the stressors are related to one form of
job stress, but not both. A number, such as the belief that upper level management is out of
touch with day-to-day managerial problems, opinions about the quality of company training
programs, and beliefs about whether rewards are based on merit, apparently affect both
dimensions of stress.
(Ito et al. 2001)
The authors examined psychiatric nurses’ intention to leave their job in relation to their
perceived risk of assault, their job satisfaction, and their supervisory support. Several factors
related to nurses’ intention to leave their job were examined; One of them was nurses’
28
perception of the risk of assault by patients. Job satisfaction was also examined, as its strong
relationship with retention is often discussed in the literature. A negative relationship has
been reported between supervisory support and turnover in non-psychiatric settings.
Supervisory support was included in the study to see whether the negative relationship is also
true in psychiatric settings. Research questions examined what proportion of nurses in
psychiatric hospitals intend to leave their job, are their intentions related to their perceptions
of other job opportunities and to the number of times they have previously changed jobs, how
does the perceived risk of assault on the job influence nurses’ intention to leave, could job
satisfaction and supervisory support enhance retention etc. 44.3 percent reported that they
intended to leave their job, 4.6 percent felt that it would be easy to find another job, whereas
57.2 percent felt that it would be difficult.
(Wefald et al. 2008)
The current research hypothesized a model of turnover assuming indirect effects of workload
and perceived organizational support on stress and a partially mediated effect of engagement
on reducing turnover intentions. When evaluated in a hierarchical regression analysis, both
perceived organizational support and engagement added incrementally to the prediction of
reduced turnover intentions. The study highlighted the importance of individuals and teams
committing to the vision, goals, and values of the organization in increasing morale,
satisfaction, and productivity, and reducing turnover. The result of the current study
highlights the importance of positive organizational perceptions as providing potential
implications for reducing attitudes and perceptions in reducing. Further, the study revealed
that organizations that focus on methods to cognitively enliven their employees by providing
tasks that offer a proper challenge-skill balance, or energetic resources may indeed reduce
intentions to turnover, as well as increasing commitment. Additionally, the research
highlights the importance of reducing unnecessary organizational stressors in the workplace.
Policies developed and supported by the organization as effective and safe ways to reduce the
stress related to extraneous variables counterproductive to organizational effectiveness may
provide a relatively inexpensive method to avoid the significant cause related to active
employee disengagement, withdrawal, and turnover.
(Williams et al. 2001)
This study proposed and tested a model relating job stress to four intentions to withdraw from
practice mediated by job satisfaction and perceptions of physical and mental health. Findings,
in large part, support the conceptual model and the theories of Lazarus et al. (1984) and
29
Ivancevich et al . (1980). The cognitive processing of stressful stimuli results in perception of
stress and these perceptions of stress influence several types of withdraw intentions. This
influence seems to come from three different paths. First, higher perceived stress is
associated with lower satisfaction levels that are related to greater intentions to quit, decrease
work hours, change specialty, or leave direct patient care. Second, physicians experiencing
burnout, anxiety, and depression seem to deal with these problems by leaving patient care in
some way, rather than quitting their jobs, decreasing work hours, or changing specialty. Third
higher levels of perceived stress result in poorer perceptions of physical health, which links
with greater intentions to change specialty. The implications of these findings suggest that
both satisfaction and stress must and can be managed. Satisfaction, of course, is the more
visible, and thus, the more likely to be managed. However, the real challenge is in the
management of stress. The effect of stress is subtle and pernicious. It can affect physical and
mental health and job satisfaction. These variables, in turn, affects withdraw intentions as
well as a host of other variables.
(Janssen et al. 1999)
In this study of nurses employed at a general hospital, it was investigated whether intrinsic
work motivation is primarily determined by work content variables, whether burnout is
primarily determined by both workload and social support, and whether turnover intention is
primarily determined by conditions of employment. Intrinsic work motivation proved to be
primarily determined by elements of the job that make the work challenging and worthwhile,
such as skill variety, autonomy, social contacts and opportunities to learn. Emotional
exhaustion was primarily predicted by a lack of social support from colleagues, and by the
demanding aspects of work, like working under time pressure and strenuous work (i.e. work
overload). Turnover intentions were clearly and mainly determined by the unmet career
expectations, such as a higher salary and more responsibility, and to a lesser extent by quality
of job content. The results suggest that if management wants to improve intrinsic work
motivation among nurses, attention must be focused on the work content. Job characteristics
theory can provide clues to improve job observation.
(Breukelen et al. 2004)
In this study turnover intentions proved to be by far the best predictor of turnover, whereby
the effects of both the 'basic' predictors from the Theory of Planned Behavior and the external
variables were accounted for. Thus external predictors included in this study failed to explain
30
any additional variance in actual turnover. Apparently the attitude toward leaving, together
with the subjective norm about leaving and the perceived control over finding an alternative,
is not a full replacement of the influence of the attitude toward the objects' 'work' and
'organization' and the employees' tenure. This result supports, first of all, the ideas of Eagly
and Chaiken (1993), who stress the role of attitudes toward objects as indicators of
behavioural intentions and behaviour toward those objects. Moreover, this result supports the
significance of the departure points of traditional turnover research, which includes job
satisfaction, organizational commitment, and tenure among the predictors of turnover and
turnover intentions. In this study organizational commitment did not make a unique
contribution to the explanation of intentions. On further consideration, it appeared that at TI
this was due to the presence of job satisfaction in the regression equation. The effect of job
satisfaction, i.e., the attitude toward work, was not mediated completely by the basic
predictors from the TPB, even when job satisfaction was measured half a year before these
basic predictors and intentions. Thus this study points up the importance of job satisfaction or
dissatisfaction as an important contributing 'push factor' in the development of plans to leave
an organization.
(Mitchell et al. 1999)
This study sought conceptual refinement of the unfolding model of voluntary turnover. Study
examined how the unfolding model contributes to turnover theory, what do scholars gain in
understanding from it, and how useful is it to managers. Five criteria for judging a theory are
widely accepted. First, a good theory's statements can be judged for internal consistency and
parsimony. Second, the theory must be falsifiable. Third, scholarly understanding should be
enhanced. That is, the theory must help make sense of observations of the empirical world.
Fourth, the theory should help in the control and management of behavior. Finally, the theory
should help investigators predict when and where the theorized behaviors or phenomena will
occur. The empirical tests of the unfolding model inform judgments about how and why
people leave. Among accountants and nurses, for instance, more people reported leaving
because of a shocking event than because of lower levels of satisfaction. Jobs,
telecommuting, or job sharing. Theoretically, the unfolding model suggests multiple and
independent ways in which a researcher can assess which path a person takes and when that
path will be initiated and completed.
(Jackson & Maslach, 1982)
31
This paper begins by briefly reviewing research on the type of job stress experienced by
workers in the helping professions. This study of police families was undertaken to examine
the relationship of experienced job burnout to the quality of family life. Police officers
responsed to the Maslach Burnout Inventory, which measures feelings of emotional
exhaustion, depersonalization, and personal accomplishment. Both officers and their wives
described the quality of their family life and indicated their methods for coping with the
stresses resulting from police work. Police officers' burnout scores were related to both their
intention to change jobs or occupations and to quality of family life as reported by both the
husband and wife. In addition to the symptoms experienced by the officer himself, the family
suffers. Women married to emotionally burn out officers were less satisfied with their
husbands' jobs, as were the officers themselves. These couples -also report having fewer
friends, perhaps because the husband copes with his stress by withdrawing from social
contact. Couples also report having fewer friends when the officer depersonalizes his 'clients'.
Besides being less involved with friends, the depersonalizing officer is less involved with his
own family and tends to spend his off-hours away from home.
(Melin et al. 1999)
In this study, the general pattern of subjective and physiological measures indicates a more
favourable stress profile among assembly workers in the flexible form of work. organization
compared to that of the workers at the assembly line. As expected, both female and male
workers in the flexible organization reported significantly more variation, independence and
abilities to learn new skills at work. Workers in both forms of work organization showed a
significant increase in urinary epinephrine and norepinephrine during work compared to the
work-free day at home. Males had significantly higher epinephrine and systolic blood
pressure levels than females. Successive self-reports of tiredness increased significantly more
at the assembly line compared to the flexible work organization. In keeping with this, systolic
blood pressure, heart rate and epinephrine increased significantly during the work shift at the
assembly line but not during work in the flexible organization. Catecholamine levels revealed
that the subjects were able to unwind more rapidly after work in the flexible organization.
This pattern was particularly pronounced for the female workers. The various stress
indicators support the notion that the flexible work organization induces less stress than the
assembly line and that the female workers were able to benefit most from this new form of
work organization.
32
(Rabi S Bhagat, 1983)
This paper presents a new conceptual model and a series of research propositions that uinder
cover and integrate the etiological significance of stressful life events. In one's personal life
with stresses originating from one's organizational life. The conceptual model developed in
the present paper is designed with the aim of systematically investigating the effects of
"stressful life events" surrounding social readjustment processes on individual performance
effectiveness and work adjustment processes within organizational settings. Especially, it is
suggested that future theoretical developments concerning the determinants of individual
behavior attempt to look beyond the immediate boundaries of the organization, and that
attempts be directed toward an understanding of the role of coping and adaptation processes
as well as other moderator variables specified in the model as intervening influences on the
life strain-job involvement relationships. And, finally, intervention strategies and techniques
for improving life at work should consider the development of research-based personal and
organizational mechanisms for assisting the "stress stress-ed" employees to cope with and
adapt to the consequences of stressful life events.
(Ivancevich & Donnelly, 1975)
The present paper presents data about the relationships between organizational structure and
these three variables in the sales segment of marketing departments in three organizations.
The sales groups were selected because of the lack of empirical research dealing with
problems related to structure in the marketing literature and because of the increased general
interest in studying organizational factors in marketing units. The findings indicate that
salesmen in flat organizations (1) perceive more satisfaction with respect to self-actualization,
and autonomy, (2) perceive lower amounts of anxiety-stress, and (3) perform more efficiently
than salesmen in medium and tall organizations. This validates causal predictions about the
variables investigated. Thus, it would be erroneous to conclude that the flatter organization is
unequivocally superior to the tall and medium organizations for trade salesmen. Nevertheless,
these results seem to suggest that there are some distinct differences in the way salesmen in
the flat organization perceive and respond to their jobs when compared to salesmen in tall
and medium organizations.
(Cote & Morgan, 2002)
The goal of the present study was to enhance our understanding of how emotion regulation is
associated with job satisfaction and intentions to quit. Emotion regulation, job satisfaction,
and intentions to quit were measured at two time points, and variables that could produce
33
spurious associations were controlled for to rule out alternative interpretations of the findings.
The results shed light on (a) the direction of effects between emotion regulation, job
satisfaction, and intentions to quit and (b) the mechanisms that possibly underlie these
effects. Longitudinal analyses revealed that emotion regulation influences both job
satisfaction and intentions to quit, but no support was obtained for the reverse. The
amplification of pleasant emotions increased job satisfaction. The effect of the amplification
of pleasant emotions on intentions to quit was in the expected direction but it was not
significant. Even so, there was evidence of a path from the amplification of pleasant emotions
to intentions to quit through job satisfaction. The suppression of unpleasant emotions
decreased job satisfaction, which in turn increased intentions to quit. These find-ings increase
our confidence that emotion regulation causes changes in work experiences and pose
challenges to the possibility that job satisfaction and intentions to quit change the frequency
of workers' emotion regulation.
( Xie & Johns, 1995)
This study examined relationships among job scope, perceived fit between job demands and
ability, and stress. The present study was designed to probe the general process of stress. It
attempted to explore the stress potential of differences in job scope, a variable that applies to
all jobs. The sample used in this study was relatively heterogeneous in terms of job scope,
allowing for the observation of a curvilinear relationship between scope and stress. Second,
the present study probed the issue of acute and chronic job stress. We used the variable
anxiety to measure a short-term state of stress and exhaustion to measure long-term chronic
stress. The results indicate a slight negative relationship between job scope and anxiety and a
U-shaped curvilinear relationship between job scope and exhaustion. It seems that complex
jobs are not harmful in the short term, but their negative effects might appear gradually in the
long term.
(Jeffrey R. Edwards, 1992)
This article has presented a cybernetic theory of stress, coping, and well-being in
organizations. This theory integrates and extends existing OS theories, particularly those that
propose feedback mechanisms, by resolving their inconsistencies and building on their
34
strengths, primarily through the comprehensive application of principles from cybernetic
theory. The proposed theory is accompanied by a set of propositions that emphasize its core
mechanisms, particularly the operation of cybernetic processes, and by an overview of
methodological issues involved in examining these processes. Hence, the present theory
provides a unifying framework for the study of stress, coping, and well-being in
organizations and establishes a basis for its empirical investigation. It is hoped that this will
begin to rectify the current lack of correspondence between theoretical and empirical OS
research, thereby contributing to the accumulation of knowledge in this important area of
investigation. The present theory also highlights the general applicability of cyber-netics, or
control theory, to the study of behavior in organizations. This unifying framework provides a
mechanism for integrating traditionally separate areas of investigation, such as stress,
motivation, absenteeism, self-leadership, performance appraisal, and goal setting, thereby
facilitating the accumulation of knowledge at a more general level in the field of
organizational behavior.
(Eran Vigoda, 2002)
The findings of this study suggest that a revised measure of job distress (built upon both
distress and burnout) plays an important mediating role, interfacing the relationship between
organizational politics and aggressive behavior by employees. However, the power of the
indirect/mediating relationships is still lower than the power of the similar direct
relationships. One implication of these findings is that employees who work in political
environments develop an emotional alienation from work as a result of inequity and unfair
organizational climate. Such a psychological state may lead employees to suffer high levels
of stress, strain, tension, and job burnout, which may eventually translate into harmful
behaviors. One such behavioral reaction is aggression toward others (co-workers, clients,
supervisors). As demonstrated in this study, aggression can take the form of verbal assault or,
at its most dangerous, a physical attack and pure violence. Thus, in a subsequent analysis I
tried to examine these constructs of aggressive behavior separately, as dependent variables.
This examination yielded quite similar results to those presented up till now. The implication
of these results is that our revised measure of job distress retains its mediating role in both
cases and that organizational politics may lead to verbal aggression and to a lesser extent also
to physical aggression at work, via job distress and burnout.
(Parasuraman & Alutto, 1981)
35
This paper identifies seven sources of stress in the work environment and examines the
relationship of con-textual, task, and role-related variables to such stressors. Both the type
and magnitude of the stressors were found to differ significantly among the five subsystems
and three job levels of the firm under study. The task dimensions of complexity,
routinization, interdependence, and closeness of supervision demonstrated weak. The
relationships of the contextual and role-related variables-subsystem, shift, and job level-with
task variables are illustrated by the analysis of covariance results. The significant effects
found for subsystem and job level on several task characteristics suggest the presence of both
horizontal and vertical differences in task design. The contextual and role-related variables of
subsystem and job level, respectively, were found to be significantly and independently
related to the reported magnitude of five of the seven stressors. This indicates that both
horizontal and vertical differentiation constitute important organizational referents for
individuals' perceptions of their work situation and are meaningful sources of variation in the
prominence of different stressors.
(Briner & Reynolds, 1999)
In this study, how the models of organizational stress posit that a number of undesirable
employee states and behaviors, such as lower levels of well-being and performance, and
higher levels of absence and turnover are caused by organizational stress is studied. It is often
suggested that organizational level interventions which aim to reduce stress, such as job
redesign, will therefore reduce or eliminate these states and behaviors. This suggestion is,
however, based on two unsupportable assertions. The first is that these states and behaviors
are caused by organizational stress. While there is some limited evidence for the role of
stress, the quality of this evidence is severely compromised by numerous methodological and
conceptual problems. The second assertion is that organizational level interventions aimed at
changing some of these states and behaviors will actually have an effect, and that these
effects will be uniformly positive. However, the available evidence suggests that these
interventions often have little or no effect and where they do have effects, these may be both
positive and negative, and the implications of this analysis for future work on organizational
level stress interventions are discussed.
(Barsky et al. 2004)
This study gives the understanding of the role of negative affectivity (NA) in relations
between job stressors and resultant strains as a major source of research interest in the
organizational literature for almost two decades. In this study, author proposes a contingency
36
approach, whereby the role of NA depends on the nature of the strain construct under
investigation. Specifically, the study predicted that perceived job stressors would fully
mediate the relationship between NA and turnover intentions, while job stressors would only
partially mediate the relationship between NA and job and life satisfaction, and job stressors
would be unrelated to depression once NA was taken into account. The relative fit of these
four models is tested utilizing data from two divergent samples (sales representatives and
managers) employing both self- and informant reports of strain measures where feasible.
Hypotheses regarding the specified nature of the NA -4 stressor -- strain relationship
generally were supported and replicated across samples. In addition, an alternate model
specifying that NA moderates the relationship between stressors and strains was not
supported for any strain variable.
38
3.1 RESEARCH OBJECTIVES
1) To study the level of depression, anxiety and irritation of employees in insurance
sector
2) To study the correlation between stress variables (depression, anxiety and irritation)
and intention to quit.
3) To compare psycho demographic factors (age, gender, marital status) with depression,
anxiety, irritation, stress and intention to quit in the employees of insurance sector.
4) To compare these levels across the organizations.
3.2 HYPOTHESIS
H1 – Work depression has correlation with intention to quit
H2 - Work anxiety has correlation with intention to quit
H3 - Work related irritation has correlation with intention to quit
H4 - Work stress has correlation with Psycho-demographic factors.
H4.a – Depression has correlation with Psycho-demographic factors.
H4.b – Anxiety has correlation with Psycho-demographic factors.
H4.c – Irritation has correlation with Psycho-demographic factors.
H5 - Intention to quit has correlation with Psycho-demographic factors.
39
3.3 Research Design
This study is based on exploratory research to provide a significant insight into the
relation between the stress variables and intention to quit. It would help in deriving
definitive conclusions about the impact of both the variables on each other.
3.4 Sampling Research Area The study is conducted in and around CHANDIGARH.
Research Unit The study covers INSURANCE SECTOR covering top 5 insurance companies in
Chandigarh.
No. of Respondents 30 respondents from each company are selected which constitute 150 respondents in total.
Sampling Technique The sampling technique that is used to choose the respondents is RANDOM SAMPLING
TECHNIQUE.
3.5 Data Collection
1. Data Collection Tools a) Work related Depression, Anxiety and Irritation (Developed by Caplan, Cobb,
French, Van Harrison and Pinneau 1980)
b) Intention To Quit (Developed by Sulakshana Dwivedi 2008)
40
2. Data Collection Procedure This study is conducted using a primary data. Primary data are those which are
collected fresh and that happens to be original in nature. Method employed to collect
data is through questionnaire. To achieve the above mentioned research objectives,
two different questionnaires are designed related with objectives. One would be
measuring the specified stress variables and another would be measuring intention to
quit of the respondents.
3. Data Analysis Data analysis is done with the help of statistical tools which are:
Descriptive statistics
Correlation
Independent T-Test
ANOVA.
Variables Corresponding Questions
Depression 1, 2, 3, 4, 5, 6
Anxiety 7, 8, 9, 10
Irritation 11, 12, 13
Turnover Intentions 14, 15, 16, 17, 18, 19
42
4.1 COMPOSITION OF THE SAMPLE
120 respondents were received with the completely filled questionnaires. The questionnaire consists of 2 parts. One related to the work stress and second part related to the turnover intentions. The data variability can be shown as follows.
TABLE 1 : Organization Wise Respondents
Frequency Percent Valid Percent
Cumulative Percent
Valid Bharti AXA Life Insurance 25 20.8 20.8 20.8
Bajaj Allianz Life Insurance 25 20.8 20.8 41.7
ICICI Prudential Life Insurance 25 20.8 20.8 62.5
Birla Sunlife Insurance 25 20.8 20.8 83.3
ICICI Lombard General Insurance 20 16.7 16.7 100.0
Total 120 100.0 100.0
20.80%
20.80%
20.80%
20.80%
16.70%
Organization
Bharti AXA Life Insurance
Bajaj Allianz Life Insurance
ICICI Prudential Life Insurance
Birla Sunlife Insurance
ICICI Lombard General Insurance
43
RESULTS OF DESCRIPTIVE STATISTICS
TABLE 2 : Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
depression 120 1.33 3.00 2.2458 .38224
anxiety 120 1.00 3.75 2.1146 .51744
irritation 120 1.00 3.67 1.8472 .60018
STRESS 120 1.22 3.06 2.0692 .37918
Valid N (listwise) 120
44
Descriptive statistics shown in the Table 1 has been used to show the level of Depression,
Anxiety, Irritation and Stress. The scale used in the questionnaire was the 4-point Likert
scale. Where 2 was the neutral value with value below 2 i.e.1 being low and all values above
2 (i.e.3 & 4) being high.
Depression has been found high in the sample as the mean has a high value of 2.2458. This
shows that the Depression amongst the employees who were selected for the study is high.
Anxiety has also been found high in the sample as the mean has a high value of 2.1146.
Again, this shows that the Anxiety amongst the employees who were selected for the study is
also high.
Results of descriptive shows that Irritation has the mean value of 1.8472, thus, Irritation
amongst the employees who were selected for the study is also low.
Stress has been found to be rather satisfactory as its value is approximately near the neutral
value (mean = 2.0695). The range of the stress has been found to be rather wide ranging from
1 to 4.
45
4.3 CORRELATION OF DEPRESSION, ANXIETY & IRRITATION WITH INTENTION TO QUIT
TABLE 3 : Correlations
depression anxiety irritation
TURNOVERI
NTENTION
depression Pearson Correlation 1 .548** .503** .456**
Sig. (2-tailed) .000 .000 .000
N 120 120 120 120
anxiety Pearson Correlation .548** 1 .545** .371**
Sig. (2-tailed) .000 .000 .000
N 120 120 120 120
irritation Pearson Correlation .503** .545** 1 .317**
Sig. (2-tailed) .000 .000 .000
N 120 120 120 120
TURNOVERINTENT
ION
Pearson Correlation .456** .371** .317** 1
Sig. (2-tailed) .000 .000 .000
N 120 120 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
46
The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation
between Intention to quit and Depression of employees (r=.456, p= .000). Therefore the null
hypothesis H1, that work depression has correlation with Intention to quit, is not rejected or
may be accepted.
The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation
between Intention to quit and Anxiety of employees (r= .296, p= .001). Therefore the null
hypothesis H2, that work anxiety has correlation with Intention to quit, is not rejected or may
be accepted.
The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation
between Intention to quit and irritation (r= .317, p= .000). Therefore the null hypothesis H3,
that irritation has correlation with Intention to quit, is not rejected or may be accepted.
47
4.4 CORRELATION BETWEEN STRESS & INTENTION TO QUIT
The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation
between Stress and Intention to quit (r= .370, p= .000). Therefore it can be concluded that
Stress and Intention to Quit are significantly related and therefore employees who are
stressed out are more likely to quit their jobs or we can say that one of the reason to quit the
job can be a significant level of workplace stress in the employees.
TABLE : 4 Correlations
STRESS
TURNOVERINT
ENTION
STRESS Pearson Correlation 1 .370**
Sig. (2-tailed) .000
N 120 120
TURNOVERINTENTION Pearson Correlation .370** 1
Sig. (2-tailed) .000
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
48
4.5 RESULTS OF ANOVA (Age-wise comparison)
TABLE 5 : ANOVA
Sum of
Squares df Mean Square F Sig.
Depression Between Groups .711 3 .237 1.648 .182
Within Groups 16.676 116 .144
Total 17.387 119
Anxiety Between Groups 1.478 3 .493 1.882 .137
Within Groups 30.384 116 .262
Total 31.862 119
Irritation Between Groups 1.532 3 .511 1.434 .237
Within Groups 41.333 116 .356
Total 42.866 119
TURNOVERINTENT
ION
Between Groups 8.911 3 2.970 3.832 .012
Within Groups 89.907 116 .775
Total 98.819 119
STRESS Between Groups .906 3 .302 2.162 .096
Within Groups 16.204 116 .140
Total 17.110 119
49
The results of ANOVA suggested that there is no difference in the level of depression,
among Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05
(p equals to .182). Therefore 1st sub hypothesis of 4th null hypothesis (H4.a), that there is a
significant difference in the level of depression, among different age levels, is rejected or may
not be accepted.
The results of ANOVA suggested that there is no difference in the level of anxiety, among
Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05 (p
equals to .137). Therefore 2nd sub hypothesis of 4th null hypothesis (H4.b), that there is a
significant difference in the level of anxiety, among different age levels, is rejected or may
not be accepted.
The results of ANOVA suggested that there is no difference in the level of irritation, among
Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05 (p
equals to .237). Therefore 3rd sub hypothesis of 4th null hypothesis (H4.c), that there is a
significant difference in the level of irritation, among different age levels, is rejected or may
not be accepted.
The results of ANOVA suggested that there is no difference in the level of Stress, among
Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05 (p
equals to .096). Therefore 4th null hypothesis (H4), that there is a significant difference in the
level of Stress, among different age levels, is rejected or may not be accepted.
The results of ANOVA suggested that there is a significant difference between Intention to
quit, among Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value less than
.05 (p equals to .012). Therefore 5th null hypothesis (H5), that there is a significant difference
between Intention to quit, among different age levels, is not rejected or may be accepted.
50
4.6 RESULTS OF INDEPENDENT T- TEST (Gender-wise comparison)
TABLE 6: Independent Samples Test Levene's Test for
Equality of
Variances t-test for Equality of Means
F Sig. T Df
Sig. (2-
tailed)
Mean
Differenc
e
Std. Error
Differenc
e
95% Confidence
Interval of the
Difference
Lower Upper
depression Equal variances
assumed .619 .433 .458 118 .648 .03843 .08384 -.12759 .20446
Equal variances not
assumed
.493 47.407 .624 .03843 .07799 -.11844 .19530
Anxiety Equal variances
assumed .754 .387 -.910 118 .365 -.10305 .11320 -.32721 .12112
Equal variances not
assumed
-.880 40.303 .384 -.10305 .11715 -.33975 .13366
Irritation Equal variances
assumed 3.866 .052 -2.661 118 .009 -.34050 .12798 -.59393 -.08707
Equal variances not
assumed
-3.148 56.971 .003 -.34050 .10817 -.55711 -.12390
STRESS Equal variances
assumed .288 .592 -1.641 118 .104 -.13504 .08231 -.29803 .02796
Equal variances not
assumed
-1.762 47.324 .085 -.13504 .07665 -.28921 .01913
TURNOVER
INTENTION
Equal variances
assumed 2.913 .090 -2.652 118 .009 -.51533 .19435 -.90019 -.13047
Equal variances not
assumed
-3.075 54.662 .003 -.51533 .16757 -.85120 -.17947
51
The results of Independent T-Test suggested that there is no difference in the level of
depression due to gender difference, getting p- value more than .05 (p equals .648).
Therefore 1st sub hypothesis of 4th null hypothesis (H4.a), that there is a significant difference
in the level of depression for the employees due to gender difference, is rejected or may not
be accepted.
The results of Independent T-Test suggested that there is no difference in the level of anxiety
due to gender difference, getting p- value more than .05 (p equals .365). Therefore 2nd sub
hypothesis of 4th null hypothesis (H4.b), that there is a significant difference in the level of
anxiety for the employees due to gender difference, is rejected or may not be accepted.
The results of Independent T-Test suggested there is a significant difference in the level of
Irritation due to gender difference being p-value less than .05, i.e, .009. Therefore 3rd sub
hypothesis of 4th null hypothesis (H4.c), that there is a significant difference in the level of
irritation for the employees due to gender difference, is not rejected or may be accepted.
The results of Independent T-Test suggested that there is no difference in the level of Stress
due to gender difference, getting p- value more than .05 (p equals .104). Therefore 4th null
hypothesis (H4), that there is a significant difference in the level of Stress for the employees
due to gender difference, is rejected or may not be accepted.
The results of Independent T-Test suggested there is a significant difference in Intention to
quit due to gender difference being p-value less than .05, i.e, .009. Therefore 5th null
hypothesis (H5), that there is a significant difference in Intention to quit due to gender
difference, is not rejected or may be accepted.
52
4.7 RESULTS OF INDEPENDENT T- TEST (Marital Status-comparison)
TABLE 7 : Independent Samples Test Levene's Test for
Equality of
Variances t-test for Equality of Means
F Sig. t df
Sig. (2-
tailed)
Mean
Differenc
e
Std.
Error
Differen
ce
95% Confidence
Interval of the
Difference
Lower Upper
depression Equal variances
assumed 2.140 .146 2.174 118 .032 .15364 .07067 .01370 .29359
Equal variances not
assumed
2.269 108.302 .025 .15364 .06770 .01945 .28784
anxiety Equal variances
assumed 3.159 .078 1.451 118 .150 .14028 .09671 -.05123 .33178
Equal variances not
assumed
1.371 78.751 .174 .14028 .10234 -.06344 .34399
irritation Equal variances
assumed 3.281 .073 3.144 118 .002 .34175 .10870 .12649 .55702
Equal variances not
assumed
2.963 78.055 .004 .34175 .11533 .11215 .57136
STRESS Equal variances
assumed 6.484 .012 3.081 118 .003 .21189 .06878 .07568 .34810
Equal variances not
assumed
2.888 76.610 .005 .21189 .07337 .06578 .35800
TURNOVER
INTENTION
Equal variances
assumed .072 .789 2.488 118 .014 .41676 .16748 .08510 .74842
Equal variances not
assumed
2.512 98.455 .014 .41676 .16593 .08750 .74603
53
The results of Independent T-Test suggested that there is a significant difference in the level
of depression due to difference in marital status, getting p- value less than .05 (p equals
.032). Therefore 1st sub hypothesis of 4th null hypothesis (H4.a), that there is a significant
difference in the level of depression in the employees due to difference in marital status, is
not rejected or may be accepted.
The results of Independent T-Test suggested that there is no difference in the level of anxiety
due to difference in marital status being p-value more than .05, i.e, .150. Therefore 2nd
hypothesis of 4th null hypothesis (H4.b), that there is a significant difference in the level of
irritation in the employees due to difference in marital status, is rejected or may not be
accepted.
The results of Independent T-Test suggested that there is a significant difference in the level
of irritation due to difference in marital status, getting p- value less than .05 (p equals .002).
Therefore 3rd sub hypothesis of 4th null hypothesis (H4.c), that there is a significant
difference in the level of irritation in the employees due to difference in marital status, is not
rejected or may be accepted.
The results of Independent T-Test suggested that there is a significant difference in the level
of Stress due to difference in marital status, getting p- value less than .05 (p equals .003).
Therefore 4th null hypothesis (H4), that there is a significant difference in the level of stress
in the employees due to difference in marital status, is not rejected or may be accepted.
The results of Independent T-Test suggested that there is a significant difference in Intention
to quit due to difference in marital status, getting p- value less than .05 (p equals .014).
Therefore 5th null hypothesis (H5), that there is a significant difference in the level of
intention to quit due to difference in marital status, is not rejected or may be accepted.
54
4.8 RESULTS OFANOVA (Total work experience-wise)
TABLE 8 : ANOVA
Sum of Squares df Mean Square F Sig.
Depression Between Groups .402 3 .134 .914 .436
Within Groups 16.985 116 .146
Total 17.387 119
Anxiety Between Groups 3.475 3 1.158 4.733 .004
Within Groups 28.387 116 .245
Total 31.862 119
Irritation Between Groups 5.614 3 1.871 5.828 .001
Within Groups 37.251 116 .321
Total 42.866 119
STRESS Between Groups 2.315 3 .772 6.050 .001
Within Groups 14.795 116 .128
Total 17.110 119
TURNOVERINTENTION Between Groups 10.137 3 3.379 4.420 .006
Within Groups 88.681 116 .764
Total 98.819 119
55
The results of ANOVA suggested that there is no significant difference in the level of
depression in the employees among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs,
above 5 yrs), getting p- value more than .05 (p equals to .436). Therefore, 1st hypothesis of
4th null hypothesis (H4.a), that there is a significant difference in the level of depression in
the employees among different total experience levels, is rejected or may not be accepted.
The results of ANOVA suggested that there is a significant difference in the level of anxiety
among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value
less than .05 (p equals to .004). Therefore 2nd sub hypothesis of 4th null hypothesis (H4.b),
that there is a significant difference in the level of anxiety in the employees among different
total experience levels, is not rejected or may be accepted.
The results of ANOVA suggested that there is a significant difference in the level of
irritation among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs),
getting p- value less than .05 (p equals to .001). Therefore 3rd sub hypothesis of 4th null
hypothesis (H4.c), that there is a significant difference in the level of irritation in the
employees among different total experience levels, is not rejected or may be accepted.
The results of ANOVA suggested that there is a significant difference in the level of Stress
among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value
less than .05 (p equals to .001). Therefore 4th null hypothesis (H4), that there is a significant
difference in the level of stress in the employees among different total experience levels, is
not rejected or may be accepted.
The results of ANOVA suggested that there is a significant difference in the level of
Intention to quit among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5
yrs), getting p- value less than .05 (p equals to .006). Therefore 5th null hypothesis (H5), that
there is a significant difference in the level of anxiety in the employees among different total
experience levels, is not rejected or may be accepted.
56
4.9 RESULTS OF ANOVA (Present work experience-wise comparison)
The results of ANOVA suggested that there is no difference in the level of depression among
different present experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value
TABLE 9 : ANOVA
Sum of Squares df Mean Square F Sig.
Depression Between Groups .777 3 .259 1.809 .149
Within Groups 16.610 116 .143
Total 17.387 119
Anxiety Between Groups 1.304 3 .435 1.650 .182
Within Groups 30.558 116 .263
Total 31.862 119
Irritation Between Groups 5.638 3 1.879 5.856 .001
Within Groups 37.228 116 .321
Total 42.866 119
STRESS Between Groups 1.689 3 .563 4.235 .007
Within Groups 15.421 116 .133
Total 17.110 119
TURNOVERINTENTION Between Groups 4.895 3 1.632 2.015 .116
Within Groups 93.924 116 .810
Total 98.819 119
57
more than .05 (p equals to .149). Therefore 1st sub hypothesis of 4th null hypothesis (H4.a),
that there is a significant difference in the level of depression in the employees among
different present experience levels, is rejected or may not be accepted.
The results of ANOVA suggested that there is no difference in the level of anxiety among
different present experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value
more than .05 (p equals to .182). Therefore 2nd sub hypothesis of 4th null hypothesis (H4.b),
that there is a significant difference in the level of anxiety in the employees among different
present experience levels, is rejected or may not be accepted.
The results of ANOVA suggested that there is a significant difference in the level of
Irritation among different present experience levels, being p-value less than .05, i.e, .001.
Therefore, 3rd hypothesis of 4th null hypothesis (H4.c), that there is a significant difference in
the level of irritation in the employees among different present experience levels, is not
rejected or may be accepted.
The results of ANOVA suggested that there is a significant difference in the level of Stress
among different present experience levels, being p-value less than .05, i.e, .007. Therefore, 4th
null hypothesis (H4), that there is a significant difference in the level of stress in the
employees among different present experience levels, is not rejected or may be accepted.
The results of ANOVA suggested that there is no difference in the level of Intention to quit
among different present experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p-
value more than .05 (p equals to .116). Therefore 5th null hypothesis (H5), that there is a
significant difference in the level of Intention to quit among different present experience
levels, is rejected or may not be accepted.
58
4.10 RESULTS OF ANOVA (Organization-wise comparison)
TABLE 10 : ANOVA
Sum of Squares df Mean Square F Sig.
Depression Between Groups 1.362 4 .341 2.444 .050
Within Groups 16.024 115 .139
Total 17.387 119
Anxiety Between Groups 3.668 4 .917 3.740 .007
Within Groups 28.194 115 .245
Total 31.862 119
Irritation Between Groups 6.058 4 1.514 4.732 .001
Within Groups 36.808 115 .320
Total 42.866 119
STRESS Between Groups 1.952 4 .488 3.702 .007
Within Groups 15.158 115 .132
Total 17.110 119
TURNOVERINTENTION Between Groups 13.073 4 3.268 4.383 .002
Within Groups 85.746 115 .746
Total 98.819 119
59
The results of ANOVA suggested that there is a significant difference in the level of
depression on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance,
ICICI Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General
Insurance), getting p- value equal to .05. Therefore, a significant difference in the level of
depression among organization levels fulfils the objective of comparison among
organizations.
The results of ANOVA suggested that there is a significant difference in the level of anxiety
on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance, ICICI
Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General Insurance),
getting p- value .007. Therefore, a significant difference in the level of anxiety among
organization levels fulfils the objective of comparison among organizations.
The results of ANOVA suggested that there is a significant difference in the level of
irritation on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance,
ICICI Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General
Insurance), getting p- value .001. Therefore, a significant difference in the level of irritation
among organization levels fulfils the objective of comparison among organizations.
The results of ANOVA suggested that there is a significant difference in the level of Stress
on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance, ICICI
Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General Insurance),
getting p- value .007. Therefore, a significant difference in the level of stress among
organization levels fulfils the objective of comparison among organizations.
The results of ANOVA suggested that there is a significant difference in the level of
Intention to quit on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life
Insurance, ICICI Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard
General Insurance), getting p- value equal to .002. Therefore, a significant difference in the
level of intention to quit among organization levels fulfils the objective of comparison among
organizations.
61
5.1 FINDINGS OF THE STUDY (CONCLUSION) Majority of the employees have been seen to be largely affected by stress resulting in their
strong intention to quit their jobs. This is attributed to the fact that most of the employees are
not capable to cope up with increasing workplace pressure in their job due to which they feel
depressed, anxious, irritated, nervous and annoyed. This study measured whether various
factors of stress are significantly correlated with the intention of the employees to quit their
jobs or not and the results showed that all the three variables of stress (depression, anxiety &
irritation) are strongly related with the turnover intentions of the employees.
One way Anova was applied to study the effects of various demographic variables over the
stress and turnover intentions of the employees. Study shows that there is no significant
relationship of Age and level of stress in the employees but a significant relationship do
exists between Age and Turnover intentions if the employees, which shows that employees
who are elder in age are more likely to quit their jobs.
Similarly, stress was found to have a significant relationship with total work experience of
the employees. Also, intention to quit was found to have a significant relationship between
total work experiences of the employees. We can say that as period of the job goes on
increasing, work pressure increases and employees tend to attain a level of stress and thus
more likely to quit their jobs.
Similarly, Stress and turnover intentions were also found to have a significant relationship
with present work experience of the employees.
Independent T-Test was applied to study the effects of gender and marital status over the
stress and turnover intentions of the employees. The results shows that gender has no
significant relationship with stress and turnover intentions and similarly marital status also
does not affect turnover intentions of the employees. But Stress levels are seen to be affected
by the difference in marital status.
Also, stress level and turnover intentions vary from organization to organization. Thus, these
levels are also dependent in what type of organization the employees are working and which
sort of work culture they are enjoying.
62
5.2 RECOMMENDATIONS There should be full management support in the treatment of employees with equal fairness,
equal delegation and decentralization of work, cooperation of management with employees,
and setting up of reasonable performance targets should be there in the organizations instead
of setting highly unrealistic targets which impose work pressure and stress on employees
when not achieved. This will lead to job satisfaction in terms of all aspects, i.e, intrinsic
satisfaction, extrinsic satisfaction, recognition and authority which will prevent stress and
turnover intention in the organization.
Thus the management should focus on making an employee feel greatly valued and set
standards of fairness and cooperation with equal distribution of work, that makes employees
satisfied with their job, prevention from stress and turnover intentions, contributing to their
personal development as well as organizational development. Attention should be paid
formulating policies for helping employees to cope up with work pressure in the organization.
Corporate strategies to tackle with work pressure so as to prevent stress and turnover
intentions include -
Workplace flexibility like Flexitime and Flexiplace, where employees are permitted
to choose their own working hours and working place, within certain limitations
Compressed work week
Job sharing
Employee involvement
Employee recognition through awards and challenging assignments
Employee participation in decision making
63
5.3 LIMITATIONS OF THE STUDY
Some respondents were quite unwilling to complete the questionnaire because of lack
of time on their on their part.
This research was limited only to lower level employees working in insurance
companies. Employees of the top level were not included in the research.
Because of lack of time or other reasons, many respondents have a tendency to mark
the answers randomly.
5.4 FUTURE SCOPE
Research can be done in the insurance sector by including employees at all levels.
Research can be more elaborated by applying regression analysis on the data result in
order to show more clear picture of the findings.
The study can be studied across other sectors as well, like, IT sector, Banking sector,
Retail sector etc.
The level of stress and turnover intentions can be measured on more no. of factors.
65
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69
1. QUESTIONAIRRE ON WORK RELATED DEPRESSION,
ANXIETY & IRRITATION
Dear Sir / Madam,
I am Nidhi Bharti, a 2nd year student of MBA specializing in HR from University Business
School, Panjab University-Chandigarh.
As a part of our curriculum we are expected to submit a research based project and here I am
undertaking a survey with respect to the same.
I request you to kindly fill this questionnaire if you are an employee in Insurance Company. I
assure you that all data collected will be kept strictly confidential and will be used for
academic purposes only.
Thank you for taking out time to fill this questionnaire. Your cooperation is appreciated.
Regards, Nidhi Bharti MBA-HR (09-11) University Business School
70
Name: _________ (optional) Age: Below 18 18-25 25-30 30-35 above 35 Gender: M F Marital Status: Single Married Contact No. Experience: Total years of work-ex: 0-1 1-3 3-5 above 5 No. of years in present company: 0-1 1-3 3-5 above 5 Below mentioned are some statements, which describe the possible feelings, and intentions
you may have about your organization. Please indicate your response by putting a tick mark
in the corresponding appropriate box against each statement, where number denotes :
1 = Never or a little of time
2 = Some of the time
3 = A good part of the time
4 = Most of the time
1 2 3 4
1 I feel sad
2 I feel unhappy
3 I feel good
4 I feel depressed
5 I feel blue
6 I feel cheerful
7 I feel nervous
8 I feel jittery
9 I feel calm
10 I feel fidgety
11 I get angry
12 I get aggravated
13 I get irritated or annoyed
71
2. QUESTIONAIRRE ON TURNOVER INTENTION
Below mentioned are some statements, which describe the possible feelings, and intentions
you may have about your organization. Please indicate your response by putting a tick mark
in the corresponding appropriate box against each statement, where number denotes :
1 = Strongly Disagree
2 = Disagree
3 = Moderately Agree
4 = Agree
5 = Strongly Agree
1 2 3 4 5
14 You frequently scan newspapers for job
opportunities
15 Your current job is not addressing your
important personal needs.
16 Very often are opportunities to achieve your
most important goals at work jeopardized?
17 Very frequently you day dream about a different
job that will suit your personal needs?
18 There is a strong possibility that you will leave
your job, if u get another suitable offer
19 Very often you think about starting your own
business