FACTORS OF GROWING MENTAL HEALTH ISSUES OF

EMPLOYEES AT WORKPLACE IN SERVICE BASED

INDUSTRY

Submitted in partial fulfillment for the Award of

Master of Business Administration (Dual Specialization)

Semester IV, Session 2019-20

Center for Entrepreneurship and Small Business Management,

Maharshi Dayanand Saraswati University, Ajmer

Submitted By
[Soniya Chhablani]

s
s

MAHARSHI DAYANAND SARASWATI UNIVERSITY, AJMER

1
 ACKNOWLEDGEMENT

A project would not be successfully completed without the assistance and guidance
from appropriate person. So, it is a time to express my sincere gratitude towards all
persons who have helped me to complete this project.

First and foremost I would like to thank Dr. Ashish Pareek for providing a worthy
opportunity to undergo a Research project.

I express my deep sense of gratitude and sincere thanks to my teachers for the
Endeavour throughout the course confidence which helped me. In timely
completion of this report, under whose guidance this project has become reality.

I am extremely grateful to them for taking pains in checking preliminary reports

and giving valuable suggestion , help and encouragement , thank you all for
cooperation and guidance without which the project would not have been
successfully completed.

Soniya Chhablani

M.B.A.(DS) – PART II

2
 PREFACE

Work-related stress is a growing problem around the world that affects not only the health and
well-being of employees, but also the productivity of organizations. Work-related stress arises
where work demands of various types and combinations exceed the person’s capacity and
capability to cope. Work-related stress is the second most common compensated illness/injustice
after skeletal disorders.

Work-related stress can be caused by various events. For example, a person might feel under
pressure if the demands of their job (such as hours or responsibilities) are greater than they can
comfortably manage. Other sources of work-related stress include conflict with co-workers or
bosses, constant change, and threats to job security, such as potential redundancy.

All of us have the right to decent and productive work in conditions of freedom, equity, security
and human dignity. For persons with mental health problems, achieving this right are particularly
challenging. The importance of work in enhancing the economic and social integration of people
with mental health problems is highlighted in this monograph.

The International Labor Organization (ILO) has long recognized the importance of documenting
the extent of disabilities among the labor force and setting up effective preventive and
rehabilitative programs. The ILO’s activities promote the inclusion of individuals with
disabilities in mainstream training and employment structures. The importance of addressing
specific issues related to the employment of persons with mental health problems has also been
recognized.

ILO promotes increased investment in human resource development, particularly the human
resource needs of vulnerable groups, including persons with mental health problems. Employees’
mental health problems and their impact on an enterprise’s productivity and disability/medical
costs are critical human resource issues. Increasingly, employers’ organizations, trade unions and
government policy-makers are realizing that the social and economic costs of mental health
problems in the workplace cannot be ignored.

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 TABLE OF CONTENT
CH. TITLE PAGE.NO

1 INTRODUCTION 5-7

2 Literature Review 8

3 Research Methodology 9-11

3.1 Objective of the study

3.2 Scope of the study
3.3 Research Design
3.3.1 Sample size and sample unit
3.3.2 Sampling method
3.3.3 Data collection method
3.3.4 Limitation

4 Data Analysis and Interpretation 12-28

5 Findings 29

6 Conclusion 30

7 References 31

9 Annexure 32-33

CHAPTER 1
4
 INTRODUCTION

World Health Organization defines mental health as a state of well-being in which every
individual realizes his or her own potential, can cope with the normal stresses of life, can work
productively and fruitfully, and is able to make a contribution to her or his community.

Accordingly, mental health issues refers to the disruption of the state of well-being or
mental health. Mental illness may lead to impairments in an individual’s personal, occupational
and social life. For example, symptoms of major depressive disorder can inhibit the
ability and diminish the motivation to perform daily routines and interact with other
people, resulting in a further decreased quality of life.

Mental health problems are often seen as a barrier to work, and many with mental 
health problems are therefore unemployed as a result of difficulties in retaining or obtaining 
employment. After a short absence, 76 per cent of employees with mental health problems
return to their occupation, while 8 per cent enter long-term sick leave. 
There are differences in length and number of absence periods. Employees with mental 
health problems are seven times more likely to experience subsequent sick leave compared to 
people without previous disability, whilst people with other diseases are twice as likely 
Mental health problems are the cause of one third of disability pensions in Norway (Norwegian
Institute of Public Health, 2014), and are mentioned as a cause for women's sick leave more
often than that of men, although the  distribution of gender varies by diagnosis.
Despite high numbers of sick leave and  disability benefit, studies of people with mental health
problems state that 60-70 per cent.

In recent times, the general public has become largely aware of different mental health
conditions, yet despite this increasing awareness, mental health problems remain heavily
stigmatized. Looking at statistics of common MHCs – depression and anxiety disorders being the
most common ones – within the Western world, it becomes clear that a large number of people
are affected by it, 1 out of 4 people will experience a mental health problem any given year and
from these, 9 out of 10 experience some form of stigma and discrimination (Mental Health
Foundation, 2016). In relation to the labor market, this mental health burden has a significant
effect on businesses with the Labor Force Survey estimating a total of 440,000 reports of work
related stress, depression or anxiety and in effect 9.9 million working days lost.

Causes of mental illness at workplace

1.Depression

Depression is the mental health disorder that has been best studied in the workplace, partly
because it is so common in the general population. One survey of a nationally representative
sample reported that about 6% of employees experience symptoms of depression in any given
year.
Nervousness, restlessness, or irritability — and in physical complaints, such as a preoccupation

5
with aches and pains. In addition, employees may become passive, withdrawn, aimless, and
unproductive. They also may be fatigued at work, partly as a result of the mood disorder or
because they are having trouble sleeping at night. Depression may also impair judgment or cloud
decision making.
Researchers who analyzed employee responses to the WHO questionnaire found that workers
with depression reported the equivalent of 27 lost work days per year — nine of them because of
sick days or other time taken out of work, and another 18 reflecting lost productivity. Other
research has found that employees with depression are more likely than others to lose their jobs
and to change jobs frequently.

2. Bipolar

Bipolar disorder is typically characterized by cycling between elevated (manic) and depressed
moods. In a manic phase, employees may appear highly energetic and creative, but actual
productivity may suffer. And during full-blown mania, a person may become self-aggrandizing
or disruptive, flout workplace rules, be overly aggressive, and make mistakes in judgment (such
as overspending a budget).

3. Mental illness at work through increased workload

Of the employees we spoke to, increased workload was by far the biggest cause of mental health
issues in the workplace with almost four in ten naming it as the leading cause. With many
employees wanting to do the best job they can and feeling an obligation to try and complete all
the work assigned, its not uncommon that this leads to employees burning out. As an employer,
it is important to find a balance between delivering the best results and the wellbeing of your
staff. Unmanageable workloads not only impacts your staff in the office, but also at home as
many will take unfinished projects to complete after working hours.

4. Insomnia

The worry of money is something that everyone will experience at some point. However, for
some, the fear of the next bill or an overdue statement can lead to many sleepless nights. With
extreme lack of sleep, the body’s immune system becomes less effective, leading to increased
risk of illness and absenteeism.

5. Anxiety disorders

In the workplace may manifest as restlessness, fatigue, difficulty concentrating, and excess
worrying. Employees may require constant reassurance about performance. Sometimes, as with
depression, physical symptoms or irritability may be noticeable.
Anxiety disorders affect about 6% of the population at some point in life, but typically go
undiagnosed for 5 to 10 years. And only about one in three individuals with a diagnosed disorder
receives treatment for it. At the same time, the studies suggest that people with anxiety disorders
are more likely than others to seek out medical care — but for problems like gastrointestinal

6
distress, sleep disturbances, or heart trouble rather than for anxiety.
It is probably not surprising, then, that anxiety disorders cause significant work impairment.
Generalized anxiety disorder, for example, results in work impairment (as measured by sick days
and lost productivity) similar to that attributed to major depression.

SIGNS OF EMPLOYEES FACING MENTAL HEALTH ISSUES

1. An unhealthy or unkempt appearance/abnormal appearance: Many people with mental

health issues find it difficult to keep up their appearance and may have poor hygiene
habits, dress inappropriately at work, etc.
2. Mood swings, emotional rollercoasters, and erratic behavior: Even at work, mental health
problems can result in mood swings and inconsistent emotions, where there may be
extreme highs and lows. Behaviors may seem strange and/or turn unusual quickly as
well.
3. Easily irritated, frustrated, or angered: The anxiety and stress associated with mental
health problems mean many people get frustrated or irritated easily. This can be noticed
in how they approach projects, react to co-workers, etc.
4. Taking or needing a lot of time off: Employers often associate mental health issues
and time off with “mental health days.” While many people may just need a day off when
suffering from a mental illness, these conditions can also cause a variety of additional,
physical problems that require care and time away from work.
5. Changes in eating or sleeping behaviors: People with mental health concerns may not
show drastically evident symptoms, but even things like never eating at lunch, refusing to
eat with co-workers, and a lack of sleep/insomnia are all serious signs of mental health
issues looming.
6. Moments of confusion or an inability to solve a problem: If you notice your employee is
having a difficult time focusing, solving problems, or is easily getting confused, it could
be a sign of a mental health issue

7. Unnecessary fear, worry, or anxiety: Employees with mental health problems may be
paranoid about co-workers or employers, anxious about keeping their job, have fears
about unnecessary things, etc. These fears and anxieties are typically beyond a normal
rationale.
8. A decrease in or lack of productivity: Whether it’s because of fatigue, lack of sleep,
anxieties, or something else, mental health issues make it hard to focus and be
productive. If you find an employee’s productivity is down, it may be a symptom of a
deeper, mental illness.
9. Withdrawal from social situations, especially with co-workers: Employees who seem
withdrawn from co-workers and the social culture at the company may do so as a
symptom of mental illness. Many people with mental health concerns suffer from
isolation, loneliness, and self-loathing.

7
 CHAPTER 2

LITERATURE REVIEW
According to the current World Health Organization's (WHO) definition, occupational or work-
related stress "is the response people may have when presented with work demands and
pressures that are not matched to their knowledge and abilities and which challenge their ability
to cope."

HSE's formal definition of work related stress is "The adverse reaction people have to excessive
pressures or other types of demand placed on them at work."

According to Steve, (2011) stress is resulted as a reaction of an employee when certain demands,
pressures and professional aspects have to be faced at the work place which does not match their
knowledge levels there by posing a challenge and threat to the capabilities of the employee
which in turn would create a struggle for existence in terms of being employed in a place.

According to Jaffe, Smith and Segal, (2007) different professional context also creates stress
conditions to the employees at the work place. When the employee feels that he / she is not being
supported by their managers / leaders or colleagues when they don’t have control over the work
they do or the lack in the knowledge of competing a task that would match the requirement that
would meet the requirements of the given task and the constraints that they will have to face in
the in doing so.

People with mental illnesses may face the highest degree of workplace discrimination of any
disabled group, and this can lead to unemployment, diminished self-esteem, and weakened social
support (Stuart, 2004).

With increasing numbers of workers experiencing mental health problems and the significant
accompanying productivity losses, the employment of individuals living with mental health
issues has become a topic of great interest (Organization for Economic Cooperation and
Development [OECD], 2013)

Mental health stigma (MHS) significantly undermines the quality of the lives of those affected as
it labels them as ‘different’, possibly dangerous or unstable and leads to fewer opportunities for
interpersonal relationships, employment, housing etc. (Corrigan, 2007; Link et al, 1999; Corrigan
et al., 2001). Stigmatization and the fear of being stigmatized hence often lead to concealment, in
turn alienating those suffering from a MHC and allowing for their condition to progress. For the
labour market, this means steady numbers of burnout, presenteeism, and absenteeism.

8
 CHAPTER 3

RESEARCH METHODOLOGY
3.1 Objectives of the study:

 To identify the factors which lead to stress at the work place.

 T o identify whether the work culture is supportive in the organization or not.

3.2 Scope of the study:

This research lays its critical reviews on factors which contribute to stress and stress
management in an organization. Any working condition which is leading to stress in the
organization will be analyzed through this research.
The study and research which is conducted over stress at the work place is not only essential, but
is interesting too. This study will help to identify various aspects causing stress, its signs and
methods to control the stress levels. It is definitely not difficult to figure out the problem which is
causing stress and the ways of solving it. Each company should itself find solutions and try to
come out with more alternatives of getting rid of them. When the work place is flexible enough,
it can help the employees to come out of any sort of stress which they are facing. It is important
for any individual to get away from the problems causing stress and find solutions as these are
quite damaging to employee in terms of physical and psychological levels. In addition to this,
this stress can badly affect the work culture, quality, production and also the result of the
company.

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3.3 Research design:

A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.

DESCRIPTIVE RESEARCH

Descriptive research design: It includes surveys and fact finding enquires of different kinds. It
simply describes something such as a demographic of employees. It deals with description of the
state of offers as it is and the researchers have no influence on the respondents.

DATA COLLECTION

Data collection is one of the most important aspects of research. For the success of any project
accurate data is very important and necessary. The information collected through research
methodology must be accurate and relevant.

METHODS OF DATA COLLECTION

➢ Primary Data
➢ Secondary Data

Primary Data: Data collected by a researcher is known as primary data. It is collected by a

person for his own use obtained from findings. This is considered as firsthand information. This
is that data which is collected by us to meet our own specific purpose. This method of data
collection is very popular particularly in big organizations.

Secondary Data: Secondary data means data that is already available , it refers to data which
has already been collected and analyzed by someone else. This type of data information can also
be used by the researcher for his own use as second hand information source through which
secondary data can be collected. Secondary data may either be published data or unpublished
data.

Research approach:
Survey Method

Research instrument:
Questionnaire

Respondents:
The employees of different organization.

10
 Sampling:
It is the statistical process of selecting a subset ( called a “ sample” ) of a population of interest
for purpose of making observations and statistical inferences about that population. The sample
size is selected for the study of 50 employees. The technique of sampling unit in this study is
convenience sampling.

Statistical tools used: Chi-square

Chi-square analysis:

Chi-square is a non- parametric test. The chi-square method is the application of testing the
significance difference between observed and expected values. For calculating the value of chi-
square test, the following formula is used:

=∑ [(0-E) ²/E]
E=Row total*column to/Grand
Total Degree of freedom=(R-1) (C-1)

Where as,

O-observed frequency
E-Expected frequency
P-Number of rows
C-Number of columns

Questionnaire:

A questionnaire is a research instrument consisting of a series of questions for the purpose of

gathering information from respondents. Questionnaires can be thought of as a kind of written
interview. They can be carried out face to face, by telephone, computer or post.
It provides a relatively cheap, quick and efficient way of obtaining large amounts of information
from a large sample of people.

3.3.4 Limitations

.
 It is subjected to the basis and prejudices of the respondent, hence 100% of
accuracy cannot be assured.
 Limitation of organization secure policy system for organizational data.
 The time period for study was limited.
 Measuring the satisfaction about the employees depend upon the employees
perception, attitude and belief at working environment

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 CHAPTER 4

DATA AND INTERPRETATION

Age:

Choices % of No. of
respondents respondents
Below 20 10% 5

20-30 72% 36

30-40 16% 8

40-50 2% 1

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Gender:

Choices % of No. of
respondents respondents
Female 44% 22

Male 56% 28

13
Income:

Choices % of respondents No. of respondents

Below 20,000 28% 14

20000-30000 40% 20

30000-40000 20% 10

40000-50000 6% 3

Above 50000 6% 3

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 1. How long you have been working in the organization?

Choices % of respondents No. of respondents

Below 1 year 32% 16

1-5 years 46% 23

5-10 years 22% 11

10-15 years 0% 0

Above 15 years 0% 0

Analysis: From the above analysis, it is analyzed that, out of 50 respondents: 16 are working
from less than 1 year, 23 are working from 1-5 years, 11 are working from 5-10 years.

Interpretation: From the above analysis, it is interpreted that, most of the employees are
working from more than 5 years and less then 1 year.

15
 2. Is work culture supportive in your organization?

Choices % of respondents No. of respondents

Mostly 36% 18

Rarely 22% 11

Sometimes 40% 20

Not at all 2% 1

Analysis: : From the above analysis it is analyzed that out of 50 respondents; 18 said mostly,
11 said rarely, 20 said sometimes and 1 said not at all.

Interpretation: From the above analysis it is interpreted that most of the employees agree
that work culture is supportive in organization.

16
Calculation of chi-square on the basis of one of our objective i.e. to identify the factors which
lead to stress at workplace.

Note: Expected value is taken on the basis of assumption.

Observed Expected (O-E) (O-E)2 (O-E)2/E

Frequency Frequency

18 12 6 36 3
11 12 -1 1 0.083
20 13 7 49 3.76
1 13 -12 144 11.07

Total ∑(O-
E)2/E=17.923

At 95% level of significance the degree of freedom is 1 and its level of confidence is
1.96.

Table value < Calculated Value

1.96 < 17.923

Ho : Work culture is not supportive in the organization.

Ha : Work culture is supportive in the organization.

So, The null hypothesis is rejected.

Conclusion: Overall work culture is supportive in the organization

17
 3. How often you face stress situation in your organization?

Choices % of respondents No. of respondents

Mostly 28% 14

Rarely 32% 16

Sometimes 38% 19

Not at all 2% 1

Analysis : From the above analysis it is analyzed that out of 50 respondents; 14 said mostly,
16 said rarely, 19 said sometimes and 1 said not at all.

Interpretation: From the above analysis it is interpreted that most of the employees
sometimes face stress situation in the organization.

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 4. Most of your stress is related to :

Choices % of respondents No. of respondents

Work environment 28% 14

Supervision 30% 15

Work group 16% 8

Social injustice 26% 13

Interpretation: It is analyzed that out of 50 respondents; 14 said that stress is related to work
environment, 15 sais stress is related to supervision, 8 said stress is related to work group and 13
said stress is related to workplace.

19
Calculation of chi-square on the basis of one of our objective i.e. to identify the factors which
lead to stress at workplace

Note : Expected value is taken on the basis of assumption.

Observed Expected (O-E) (O-E)2 (O-E)2/E

Frequency Frequency

14 12 2 4 0.33
15 12 3 9 0.75
8 13 -5 25 1.92
13 13 0 0 0

Total ∑(O-E)2/E=3

At 95% level of significance the degree of freedom is 1 and its level of confidence is 1.96.

Table value < Calculated Value

1.96 < 3

Ho: Various factors which don’t lead to stress at the workplace.

Ha : Various factors that lead to stress at workplace.

So ,The null hypothesis is rejected.

Conclusion: There are various factors which lead to stress at the workplace.

5. How do you feel while working in the organization?

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 Choices % of respondents No. of respondents

Great 10% 5

Satisfied 52% 26

Unable to 22% 11
concentrate
Frustrated 10% 5

Depressed 6% 3

Analysis: From the above analysis it is analyzed that out of 50 respondents; 5 feel great, 26
feel satisfied, 11 are unable to concentrate, 5 are frustrated and 3 are depressed.

Interpretation: From the above analysis it is interpreted that most of the employees feel
satisfied while working in the organization.

21
 6. Have you taken leave in the past twelfth month due to work related stress?

Choices % of respondents No. of

respondents

Yes 72% 36

No 28% 14

Analysis: From the above analysis it is analyzed that out of 50 respondents; 36 sais Yes and
14 said No.

Interpretation: From the above analysis it is interpreted that 36 respondents have taken leave
in the past twelfth month due to work related stress and 14 have not taken leave.

22
 7. Please estimate the average number of hours per week that you work ( Both on and off
site) during term time.

Choices % of respondents No. of

respondents
40-50 50% 25

50-60 46% 23

60 above 4% 2

Interpretation: It is analyzed that out of 50 respondents; 25 said that they are working
between 40-50 hours per week, 23 said that they are working between 50-60 hours per week,
and 2 said that they are working between 60 hours per week.

23
 8. Please Indicate total workload has changed during last 3 years?

Choices % of respondents No. of respondents

Workload has 22% 11

decreased

Remained the same 34% 17

Workload has 44% 22

increased

Interpretation: From the above analysis it is interpreted that out of 50 respondents; 11

employees said that workload has decreased, 17 said workload remained the same and 22 said
that workload has increased.

24
 9. Stress is related to demand.

Choices % of respondents Number of respondents

Dealing with 18% 9

customers/ colleagues

Administration 28% 14

Need to hit targets/ 36% 18

deadlines
Long working hours 18% 9

Analysis: From the above analysis it is analyzed that out of 50 respondents; 9 are facing stress
by dealing with customers/colleagues, 14 because of administration, 18 because of deadlines and
targets and 9 because of long working hours.

Interpretation: From the above analysis, it is interpreted that majority of the employees are
facing stress at workplace because they are expected to hit targets and complete their work on
deadlines and others feel stressed by the burden imposed on them by administration.

10. Is your job stress because of lack of security?

25
Choices % of respondents No. of respondents

Yes 56% 28

No 44% 22

Analysis: From the above analysis, it is analyzed that

out of 50 respondents, 28 said yes that they are stressed
because of lack of job security, 22 said no that they are
not stressed because of lack of job security.

Interpretation: From the above analysis, it is

interpreted that majority of employees are stressed at
workplace because of lack of job security, and others
who are not stressed because of lack of security are
working in an organization from a long period of time.

11. Does your job affect your social obligation?

Choices % of respondents No. of

respondents

Yes 68% 34

No 32% 16

26
Analysis: From the above analysis, it is analyzed that out of 50 respondents 34 said yes that
their social obligation is affected by the job, 16 said no that their social obligation is not affected
by the job.

Interpretation: From the above analysis, it is interpreted that majority of the employees agree
that their social obligation is affected by the job.

12. Could you do much better on the job if the conditions are changed?

Choices % of respondents No. of respondents

27
 Yes 96% 48

No 4% 2

Analysis: From the above analysis, it is analyzed that out of 50 respondents: 48 said yes and 2
said no.

Interpretation: From the above analysis, it is interpreted that majority of the employees do
agree that they would work more effectively and efficiently if the job conditions are changed.

CHAPTER 5

FINDINGS

28
 Stress affects the performance level of the employees.

 It can lead to poor health as well as specific physical or psychological illness like
infection, heart diseases or depression.

 There are various symptoms of stress which includes :

 Reduced productivity
 Unable to concentrate
 Irritability
 Absenteeism
 Obsessive or compulsive behavior
 Lack of motivation

 Most of the employees are satisfied with the work culture of the organization.

CHAPTER-6

CONCLUSION

29
Reducing stress in your everyday life is vital for maintaining your overall health, as it can
improve your mood, boost immune function, promote longevity and allow you to be more
productive.

There are plenty of good reasons to learn some stress management techniques. It'll save you
more than it will cost you. Stress management is important because it can save your life and your
relationships. Due to stress people attention on their goals in life is diverted to another direction.

The consequences of stress can cause specific disorders in both mind and body. Recent event of
farmer’s suicide is also a result of stress. Many people suicide because of stress. Stress effect
there health, family, Relationships, work. Stress leads to marriage breakups, family fights, road
rage, suicides and violence. Stress accounts for 80 percent of all illnesses either directly or
indirectly. So Stress management is the need of the hour. It's necessary for long happy lives with
less trouble that will come about.

CHAPTER 7

REFERENCES

30
https://esource.dbs.ie/bitstream/handle/10788/2336/mba_divakar_j_
2015.pdf?sequence=1&isAllowed=y

https://www.theseus.fi/bitstream/handle/10024/145790/Celine
%20Fonkeng%20pdf.pdf?sequence=1&isAllowed=y

https://www.oecd.org/employment/mental-health-and-work.htm

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3248273/

ANNEXURE

1. How long you have been working in the organization?

 Below 1 year

31
  1-5 years
 5-10 years
 10-15 years
 15 and above
2. Is work culture supportive in your organization?
 Mostly
 Rarely
 Sometimes
 Not at all

3. How often you face stress situation in your organization?

 Mostly
 Rarely
 Sometimes
 Not at all

4. Most of your stress is related to :

 Work environment
 Supervision
 Work group
 Social injustice

5. How do you feel while working in the organization?

 Great
 Satisfied
 Unable to concentrate
 Frustrated
 Stressed
6. Have you taken leave in the past twelfth month due to work related stress?
 Yes
 No

7. Please estimate the average number of hours per week that you work ( Both on and
off site) during term time.
 40-50
 50-60
 60 and above

8. Please Indicate total workload has changed during last 3 years?

 Workload has decreased

32
  Remained the same
 Workload has increased

9. Stress is related to demand.

 Dealing with customers/ colleagues
 Administration
 Need to hit targets/ deadlines
 Long working hours

10. Is your job stress because of lack of security?

 Yes
 No
11. Does your job affect your social obligation?

 Yes
 No

12. Could you do much better on the job if the conditions are changed?
 Yes
 No

33