3. DISERTASI

AN EMPIRICAL STUDY TO DETERMINE FACTORS
AT WORKPLACE STRESS IN FINANCIAL SECTOR

(WITH SPECIAL REFERENCE TO AHMEDABAD
DISTRICT)
A Thesis submitted to Gujarat Technological University

for the Award of
Doctor of Philosophy
In
MANAGEMENT
By
HIRAL BORIKAR
159997292006
Under supervision of
DR. VIRAL BHATT
GUJARAT TECHNOLOGICAL UNIVERSITY

AHMEDABAD
[MAY - 2021]
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© Hiral Borikar
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Abstract
Stress has nowadays become a worldwide crisis, which is affecting the

people working in almost every sector of the economy. It not only affects
physical and mental health of employees, but also reduces the
competitiveness and productivity of the organization. Financial Industry is
one of the most stressful sectors.
Pressure at the workplace is unavoidable due to the demands of the

contemporary work environment. Pressure perceived as acceptable by an
individual, may even keep employees alert, motivated, able to work and
learn, depending on the available resources and personal characteristics. But
when that pressure becomes excessive or otherwise unmanageable it leads to
stress. Stress can damage an employees' health and the business
performance.
Major causes of workplace stress includes job content (monotony, under-

stimulation, meaningless of tasks, lack of variety, etc) - work load and work
pace (too much or too little to do, work under time pressure, etc.) - working
hours (strict or inflexible, long and unsocial, unpredictable, badly designed
shift systems) - Participation and control (lack of participation in decision-
making, lack of control over work processes, pace, hours, methods, and the
work environment)
The major factor affecting workplace stress includes career development,

status and pay (job insecurity, lack of promotion opportunities, under- or
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over-promotion, work of 'low social value', piece rate payment schemes,
unclear or unfair performance evaluation systems, being over- or under-
skilled for a job) - role in the organization (unclear role, conflicting roles) -
interpersonal relationships (inadequate, inconsiderate or unsupportive
supervision, poor relationships with colleagues, bullying/harassment and
violence, isolated or solitary work, etc) -organizational culture (poor
communication, poor leadership, lack of behavioral rule, lack of clarity
about organizational objectives, structures and strategies) - work-life balance
(conflicting demands of work and home, lack of support for domestic
problems at work, lack of support for work problems at home, lack of
organizational rules and policies to support work-life balance)
Present study focuses on quantitative approach and descriptive research
design. Initially, a sample of 1100 responded was shortlisted but after the
data cleaning process, 1057 valid Reponses were used for analysis and
testing model. Exploratory factor analysis of responses extracted eight
factors /working Hours, Workload / Role conflict /Role Ambiguity, Work
Environment / Work Culture, Policies, Appraisal and Pay System, Work life
balance. Confirmatory factor analysis provides strong support for the
structure of various factors of workplace stress.
A Confirmatory factor analysis helps to validity assessment of various

smeasures used in the study. SmartPLS is a software with graphical user
interface for variance-based structural equation modeling (SEM) using
the partial least squares (PLS) path modeling method. Partial Least Squares
(PLS) is an approach to Structural Equation Models (SEM) that allows
researchers to analyze the relationships simultaneously. It is interesting to
compare and contrast this approach in analyzing mediation relationships
with the regression analysis.
xii
Acknowledgement
This PhD study was like a full Marathon that I would never have successfully
completed without the many people, who have been enormously supportive
and caring. I consider myself truly fortunate and blessed to have had these
people at my side along the many miles of this marathon. I owe much
gratitude to these people and will be forever indebted to each and every one
of them.
First and foremost, I would like to thank my supervisor, Dr. Viral G. Bhatt –
Principal SAL Institute of Management, Ahmedabad, for his unwavering
guidance and mentorship in nurturing my academic ability and professional
development throughout my doctoral program. He always has been the
perfect role model of an ideal scholar who sets the highest professional and
personal standards for himself and his students. He served as a constant
source of inspiration, support, encouragement, and intellectual stimulation.
There are no words to express how grateful I am for being his student.
The completion of the doctoral work could not have been possible without the
constant support and constructive inputs from DPC (Doctoral Progress
Committee) members, Dr. S. O. Junare – Director of Forensic Science
Universityand Dr. Dipti Sethi - Professor of Indus University. I am
immensely grateful for their feedback and guidance throughout my research.
The initial thought of getting enrolled in PhD has come from Prof. Dr. K. N.
Sheth - Former Dean of Gujarat Technological University and my mentor
who somehow had this belief that I would be able to sail through the hardship
of completing my PhD, especially since I was from the corporate background.
I am thankful to all faculty members of SAL Institute of Management and

Gujarat Technological university staff especially PhD Department for their
continuous support.
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I offer my most heart-felt thanks to my parents, Late Dr. R.K. Borikar and
Late Mrs. Veena Borikar who have given me everything and from whom I
have learned the value of life, the meaning of hard work and perseverance.
Unfailingly and unendingly, they were patient, supportive, caring and
attentive.
My whole hearted and deepest thanks go to my Husband Mr. Ajay Dhal,

who has been incredibly supportive, encouraging, and patient throughout this
long, strenuous process.
My loving gratitude goes to my precious son Suraj Dhal, for the love and joy
he provided. His smiles and love is a constant reminder of what truly matters
in life. He has always been my major source of strength, and that it would be
difficult for me through this doctoral journey without him.
Finally, I would like to thank Almighty Lord. Without God’s grace &
blessings it would not have been possible to complete this four year long
journey with several milestones, successfully.
Hiral Dhal
(Research Scholar)
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TABLE OF CONTENT
Chapter Page
Title
No. No.
1 BIRD’S EYE VIEW
1.1.1 MEANING OF STRESS
1.1.2 MEANING OF WORKPLACE STRESS
1.1 1.1.3 HISTORICAL ORIGINS 1-4
1.1.4 EVOLUTION OF WORKPLACE STRESS
1.1.5 CURRENT PURSPECTIVE – GLOBAL AND INDIAN
BACKGROUND OF FINANCIAL SERVICES 8
1.2 1.2.1 MEANING OF FINANCIAL SERVICES
1.2.2 TYPES OF FINANCIAL SERVICES
1.3 POINTS TO PONDER 16
1.4 PROBLEM STATEMENT 16
1.5 SIGNIFICANCE OF THE STUDY 16
2 LITERATURE REVIEW AND RESEARCH GAP
INTRODUCTION
2.1 2.1.1 BACKGROUND OF FINANCIAL SERVICES
2.1.2 GLOBAL SCENARIO OF STRESS 18 - 21
FACTORS INFLUENCING STRESS IN FINANCIAL
SERVICES
2.2.1 WORKING HOURS
2.2.2 WORK LOAD, ROLE CONFLICT, ROLE
AMBIGUITY
2.2.3 WORK ENVIRONMENT
23 - 38
2.2 2.2.4 WORK CULTURE
2.2.5 POLICIES
2.2.6 LEADERSHIP
2.2.7 WORK LIFE BALANCE
2.2.8 APPRAISAL AND PAY SYSTEM
2.2.9 IMPACT OF WORKPLACE STRESS
2.2.10 STRESS MANAGEMENT
2.3 LITERATURE REVIEW SUMMARY 39
RESEARCH GAP 63
2.4
3 CONCEPTUAL FRAMWORK
FACTOR: WORKING HOURS
3.1.1 Theory 66 - 67
3.1.2 How working hours create Stress
3.1
3.1.3 How working hours increases workplace stress in
financial sector
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FACTOR: WORK LOAD, ROLE CONFLICT, ROLE
AMBIGUITY
3.2.1 Meaning
3.2.2 Theory
3.2 67 – 72
3.2.3 How Workload, Role Conflict and role ambiguity
create Stress
3.2.4 How Workload, Role Conflict and role ambiguity
increases workplace stress in financial sector
FACTOR: WORK ENVIRONMENT, CULTURE
3.3.1 Meaning
3.3.2 Theory
3.3 72 – 77
3.3.3 How Work environment creates stress:
3.3.4 How Work Environment increases workplace
stress in financial sector
FACTOR: POLICIES
3.4.1 Meaning
3.4 3.4.2 Theory 77-78
3.4.3 How Policies increases workplace stress in financial
sector
FACTOR: APPRAISAL AND PAY SYSTEM
3.5.1 Meaning
3.5.2 Theory
3.5 78-79
3.5.3 How appraisal system creates stress:
3.5.4 How appraisal system increases workplace stress in
financial sector
FACTOR: LEADERSHIP
3.6.1 Theory
3.6 3.6.2 How leadership create Stress 79-82
3.6.3 How Leadership increases workplace stress in
financial sector
FACTOR: WORK LIFE BALANCE
3.7.1 Meaning
3.7.2 Theory
3.7 82-83
3.7.3 How work life balance creates stress:
3.7.4 How Work Life Balance increases workplace stress
in financial sector
3.8 WORKPLACE STRESS STRUCTURAL MODEL 83
3.9 PROBLEM DISCUSSION 85
4 RESEARCH METHODOLOGY
RESEARCH OBJECTIVES
4.1 4.1.1 PRIMARY OBJECTIVE 86-88
4.1.2 SUB / SECONDARY OBJECTIVES
4.2 RESEARCH APPROACH 88
4.3 RESEARCH DESIGN 89-92
SOURCE OF DATA COLLECTION
4.4 4.7.1 Secondary Data 92-94
4.7.2 Primary Data
4.5 SAMPLE DESIGN 94-96
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4.6 MEASUREMENT AND SCALING 96-97
4.7 QUESTIONNAIRE DEVELOPMENT 97-98
4.8 DATA ANALYSIS AND STATISTICAL TOOLS 98-100
4.9 DATA ANALYSIS TOOLS 100
4.10 LIMITATION OF STUDY 101
5 DATA ANALYSIS
5.1 INTRODUCTION 102
5.2 DEMOGRAPHIC CHARACTERISTICS OF THE DATA 102
5.3 CROSS TABULATION AND CHI SQUARE 106
5.4 EXPLORATORY FACTOR ANALYSIS 110
5.5 INDEPENDENT SAMPLE T TEST 115
5.6 CONSTRUCT RELIABILITY AND VALIDITY 127
5.7 DISCRIMINANT VALIDITY 130
5.8 HETEROTRAIT-MONOTRAIT (HTMT) 132
5.9 SMART PLS – BOOTSTRAPPING - - HYPOTHESIS 135

TESTING
5.10 SMARTPLS – MULTIGROUP – OUTER LOADING 177
6 FINDINGS, CONCLUSION, RECOMMENDATION
6.1 FINDING FOR CROSS-TABULATION ANALYSIS 252
FINDINGS FOR EXPLORATORY FACTOR
6.2 ANALYSIS AND CONFIRMATORY FACTOR 253
ANALYSIS
6.3 FINDINGS FOR INDEPENDENT SAMPLE T TEST 254
6.4 FINDINGS FOR ONE WAY ANOVA ANALYSIS 255
FINDINGS FROM CONSTRUCT RELIABILITY AND
6.5 257
VALIDITY
FINDINGS FROM DISCRIMINANT VALIDITY
6.6 259
6.7 FINDINGS FROM HETEROTRAIT-MONOTRAIT (HTMT) 259
6.8 CONCLUSIONS AND RECOMMENDATIONS 260
6.9 LIMITATION OF THE STUDY 261
6.10 SCOPE FOR FURTHER WORK 262
263-279
REFERENCES
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List of Figures
Figure
Figure Description Page No.
No.
1.1 Hierarchy In Private Sector Banks 9
1.2 Hierarchy In NBFC 10
1.3 Major Causes Of Stress 11
1.4 Hierarchy In Insurance 12
1.5 Hierarchy In Stock Market 14
1.6 Hierarchy In Mutual Fund 15
3.1 Wickens’ Multiple Resource Theory (Mrt) Model 67
3.2 Role Ambiguity And Role Conflict Chart 69
Relationship Between Employee Performance And Other
3.3 70
Variables
3.4 Relationship between Job Stress And Job Satisfaction 71
3.5 The office environment model 73
3.6 Organizational Culture and Leadership 75
3.7 Work Culture cycle 76
3.8 360 degree appraisal 78
3.9 Workplace stress Structural Model 84
4.1 Research Design Matrix 92
4.2 Bell shaped curve showing normal distribution 95
4.3 Scaling Techniques 96
5.1 Pie chart of Demographic Characteristics 105-106
5.2 Age, Income, Designation – 1,2,3 107
5.3 Qualification, Designation, Total Experience in years – 1,2 109
5.4 rho_A 130
5.5 Heterotrait-Monotrait Ratio (HTMT) Ratio 134
5.6 R Square 158
5.7 R Square Adjusted 160
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List of Tables
Table Page
Table Description
No. No.
2.1 Literature Review summary 39
5.1 Demographic characteristics 102
5.2 Cross tab: Designation*Income*Age 106
5.3 Cross tab: Designation*Total Experience (in years) * Qualification 108
5.4 Cross tab: Type of family*Number of persons in family * marital status 109
5.5 KMO and Bartlett's Test 110
5.6 Anti-image Matrices 110
5.7 Total Variance Explained 112
5.8 Rotated Component Matrix 114
5.9 Group Statistics (t Test) 116
5.10 Independent Samples Test (t Test) 116
5.11 ANOVA: Age * workplace stress 121
5.12 ANOVA: Total experience * workplace stress 122
5.13 ANOVA: Designation * workplace stress 124
5.14 ANOVA: Income * workplace stress - Descriptive 125
5.15 Construct Reliability And Validity 128
5.16 Fornell-Larcker Criterion 131
5.17 Heterotrait-Monotrait Ratio (HTMT) 133
5.18 Path Coefficients and Confidence Intervals 136
5.19 Specific Indirect Effect with Confidence Interval 136
5.20 Total effect 147
5.21 R Square 159
5.22 Result of f2 Value 160
5.23 Boot strap – Path Coefficient 161
5.24 Boot Strapping – Total Indirect effect 164
5.25 Boot Strapping – Specific Indirect effect 169
5.26 Smart PLS – Multigroup – Outer Loading 180
5.27 Multigroup – Outer Loading - Bootstrapping Results 197
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5.28 Smart PLS – Multigroup – Path Coefficient 209
5.29 Smart PLS – Multigroup – Path Coefficient - Bootstrapping Results 213
5.30 SmartPLS – Multigroup – Total Indirect Effect – Parametric Test 216
5.31 Smart PLS – Multigroup – Total Indirect Effect - Bootstrapping Results 220
5.32 SmartPLS – Multigroup – Specific Indirect Effect 224
5.33 SmartPLS – Multigroup – Specific Indirect Effect – Boot Strapping 232
Result
5.34 SmartPLS – Multigroup – Total Effect – Parametric Test 238
5.35 SmartPLS – Multigroup – Total Effect – Boot Strapping 246
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List of Appendices
Appendix A : Questionnaire
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Thesis Body (Chapters)
Chapter 1: The first chapter provides insights of the research topic,

information on Workplace stress in financial services aims and
objectives to be achieved.
Chapter 2: The second chapter provides insights of the basic literature and
theories relating to Workplace stress. It deals with the various
factors, variables and dimensions which Related to workplace
stress in senior personnel. It provides critical evaluation of
previous studies done by the various researchers on stress at
workplace. Chapter concludes with the research gap and
conceptual research framework for the rest of the research.
Chapter 3: The third chapter provides insights of the various research

methodologies used in the present research. It provides
information on research method, sampling technique, sample
size, and various analysis tools which are applied for the present
study.
Chapter 4: The fourth chapter provides details statistical analysis on the data
collected with the help of senior personnel of Banking, NBFC,
Insurance, Mutual fund and stock broking agencies
Chapter 5: The fifth chapter deals with the key findings and also discusses
the result derived from the primary analysis. It also provides
major suggestions, future research direction. The key outcomes
of the research are also concluded in this chapter.
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INTRODUCTION CHAPTER-1
CHAPTER-1
INTRODUCTION
1 BIRD’S EYE VIEW
1.1.1 MEANING OF STRESS:
Stress is a prevalent problem in modern life (Smith, 2000)(Chang, 2007). In 1964, Selye
was the first to use the term “stress” to describe a set of physical and psychological
responses to adverse conditions or influences (Fevre, (2003)). Occupational stress can be
defined as a disruption of the emotional stability of the individual that induces a state of
disorganization in personality and behavior (Nwadiani, (2006)). A stressor may be defined
as any “demand made by the internal or external environment that upsets a person’s
balance and for which restoration is needed” (Herbert, 1997) (Larson, 2004). Job
stressors may refer to any characteristic of the workplace that poses a threat to the
individual (Bridger, 1999 and 2004). They affect organizational performance by reducing
productivity and efficiency which affect the organization negatively (Dua, 1994)(Brown,
2008) (Reskin, 2008).
The father of stress theory Dr. Hans Selye (1956) defined stress as a general reaction of
body to any demand mode upon it. These demands are known as ‘stressors’ and can be
either pleasant or unpleasant situations or factors.
According to Professor Richard S Lazarus (1966), “Stress occurs when an individual
perceives that the demands of an external situation are beyond his/her perceived ability to
coop with them”.
Work stress has been recognized as a serious public health issue for many years. Already
in 2003, the (World Health Organization (WHO) published a detailed report providing
guidance to occupational health professionals across Europe with regard to assessing and
preventing stress at the workplace. According to the (European Agency for Safety and
Health at Work (EU-OSHA), psychosocial risks and work-related stress are among the
most challenging issues in occupational safety and health as they impact significantly on
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the health of individuals, organizations and national economies: around half of European
workers consider stress to be common in their workplace, and stress seems to be at the
origin of around half of all working days lost.
1.1.2. MEANING OF WORKPLACE STRESS:

Workplace stress is psychological stress related to one's job. Workplace stress often stems
from pressures that do not align with a person's knowledge, skills, or expectations. Job
stress can increase when workers do not feel supported by supervisors or colleagues, feel
as if they have little control over work processes, or find that their efforts on the job are
incommensurate with the job's rewards (WHO, Retrieved 2015-10-27).
(ADEOYE, Nov 2, 2010) Defined stress as an unavoidable characteristic of life and work.
(Cluskey, 1994) He found main causes of stress to be as reporting to more than one boss;
heavy workload under time constraints, work relations in the organization and perceived
lack of career progress. (P.NIVETHA, September-2017 ) Assessed the effect of role
stress on the level of involvement a person has in the job and alienation and the coping
mechanism used to deal with stress. (Chand, 1997) Conducted a study to examine the
organizational factors as predictors of job related strain among 150 junior officers working
in various banking institutions in the state of Himachal Pradesh. Role conflict, strenuous
working conditions and role overload were found to be the dearest and most significant
predictors of job related strain. In their seminal paper, (Paul E. Spector, 18 December,
2001) examined the role of emotion in occupational stress. They employed a narrow
definition of job stress as “any condition or situation that elicits a negative emotional
response, such as anger / frustration or anxiety / tension” in an attempt to overcome the
broadness of previous definitions and focus on negative emotional responses. The authors
suggested that emotions influence how the work environment is perceived, that is, whether
a particular condition is appraised as a job stressor or not.
The relationship between measures of emotional quotient, subjective stress, distress,
general health, and morale, quality of working life and management performance of a
group of retail managers was studied by (Mark Slaski, 28 March 2002) . Significant
correlations in the expected direction were found, indicating that managers who scored
higher in emotional quotient suffered less subjective stress, experienced better health and
well-being, and demonstrated better manage performance. (Monica Kunte,
2017)identified role erosion, role overload, role isolation and personal inadequacy
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responsible for occupational role stress in her study of managers working in different
branches of Punjab State Cooperative Bank Ltd. (Extremera, 2004) in their study,
including professionals employed in institutions for people with intellectual disabilities,
revealed a significant relationship between emotional intelligence and burnout syndrome,
and personal accomplishment in particular. (Darolia, 2005) studied the role of emotional
intelligence in coping with stress and emotional control behavior.
1.1.3 HISTORICAL ORIGINS OF STRESS

The term stress was borrowed from the field of physics by one of the fathers of stress
research Hans Selye. In physics, stress describes the force that produces strain on a
physical body (i.e.: bending a piece of metal until it snaps occurs because of the force, or
stress, exerted on it).
Selye pioneered the field of stress research and provided convincing arguments that stress
impacted health. Hans Selye began using the term stress after completing his medical
training at the University of Montreal in the 1920’s. He noticed that no matter what his
hospitalized patients suffered from, they all had one thing in common. They all looked
sick. In his view, they all were under physical stress.
Drawing heavily from the theory of evolution, Walter Cannon and Hans Selye are credited
with establishing stress as legitimate scientific phenomena (Cannon & Cannon, ([1932]
1939).) , (Newton, 1995)
Evolution, according to Darwin, is the on-going physiological adaptation of a species to its
external environment that helps ensure its long-term survival. (C., 1859). On the origin of
species by means of natural selection. London: Murray.) Cannon (W., 1925). Bodily
changes in pain, hunger, fear and rage. (London: D. Appleton and Co.) Coined the term
“fight or flight” to explain the physical reactions of people when they encounter a
potentially threatening event or situation.
Selye (Selye, 1946) extended Cannon’s work by exploring the long-term impact of stress.
He developed a three-stage theory to explain how organisms respond to noxious stimuli. In
Stage 1 (alarm), the body aggressively reacts to the foreign threat. Next, various internal
biological systems actively fight the danger and, if successful, the body gradually returns
to normal functioning in Stage 2 (resistance). If, however, the foreign threat continues
(Stage 3) internal resources are eventually depleted (exhaustion) and negative mental
and/or physical outcomes, including death, occur (Cooper C, 2001).
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1.1.4 EVOLUTION OF WORKPLACE STRESS
Selye pioneered the field of stress research and provided convincing arguments that stress
impacted health. But not all agreed with his physiological view of stress as a non-specific
phenomenon though. What about psychological stress? (i.e.: loss of the beloved,
frustration, tending to an ill child, or work problems)? Could these situations also be
stressful? Many physicians, psychologists, and researchers thought so. (Centre of Studies
for human stress CSHS,)
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A physician named John Mason conducted an experiment in which two groups of
monkeys were deprived of food for a short period of time.
In group 1, monkeys were alone, while in group 2, monkeys watched others receive food.
Even though both groups of monkeys were under the physical stress of hunger, those that
saw others eat had higher stress hormone levels. He therefore showed that psychological
stress was as powerful as physical stress at inducing the body’s stress response.
In Hans Selye’s theory, General Adaptation Syndrome had three stages.
Stage 1: Alarm reaction: This is the immediate reaction to a stressor. In the initial phase of
stress, humans exhibit a “fight or flight” response. This stage takes energy away from other
systems (e.g. immune system) increasing our vulnerability to illness.
Stage 2: Resistance: If alarm reactions continue, the body begins getting used to being
stressed. But this adaptation is not good for your health, since energy is concentrated on
stress reactions.
Stage 3: Exhaustion: This is the final stage after long-term exposure to a stressor. The
body’s resistance to stress is gradually reduced and collapses as the immune system
becomes ineffective. In Selye’s view, patients who experience long-term stress could
succumb to heart attacks or severe infection due to their reduced resistance to illness.
1.1.5 CURRENT PERSPECTIVE OF STRESS – GLOBAL AND

INDIAN
ASIA STRESS STATISTICS
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(Centre of Studies for human stress CSHS,)
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Work-related stress is a growing concern for employees and employers in

the European Union. According to the Fourth European Working Conditions Survey
carried out in 2005, 22% of European workers reported suffering from stress, lower back
ache, muscular pain and fatigue.(Eurofound, Nov, 18 , 2010)
In (Eurofound, Portugal: EWCO comparative analytical report on Work-related

Stress, 22 November, 2012) concludes there is a statistical association between a positive
perception of health and not feeling the need to reduce stress levels.
(EUROFOUND, 2009) By the Chamber of Labour of the province of Upper Austria (AK
OÖ) and the Austrian Institute for Empirical Social Studies (IFES) found that employees
who are stressed at work tend to have more health-related problems (including back pain,
digestive problems and high blood pressure) than colleagues who are not stressed.
In the UK, a TUC publication, Hazards at work: Organizing for safe and healthy
workplaces, noted that prolonged exposure to stress can result in a range of physical
symptoms such as headaches and weight loss or gain, anxiety, depression, hostility and
aggression.
Lack of sleep is often a direct result of work-related stress, and a factor that can lead to
exhaustion. A survey in Luxembourg showed that 6.9% of the sample occasionally or
regularly used sleeping pills to cope with the lack of sleep brought on by high stress
levels.(EUROFOUND, Work-related stress, 2010).
I. UNITED STATES OF AMERICA

Key figures for the United States (2016-2017)
(https://news.gallup.com/poll/224336/eight-americans-afflicted-stress.aspx):
 8 in 10 Americans are afflicted by stress, 79% of Americans feel stress sometimes
or frequently in their daily lives, 17% say they rarely feel stressed and 4% say they
never feel stress, 4 in 10 U.S Adults (41%) say they lack sufficient time to do all
they want, 80% of working people feel stress on the job and half of them need help
in managing stress, 65% of working people said that workplace stress had caused
difficulties and more than 10% described these as having major effects, 10% said
they work in a violent atmosphere due to workplace stress, 42% of working people
5
reported that yelling and verbal abuse is common, 29% had yelled at co-workers
due to workplace stress.
II. UNITED KINGDOM
Key figures for the United Kingdom (2016-2017) (Health and Safety Executive):
 526,000 working people were suffering from a workplace stress, depression or
anxiety, 12,000 people died due to past exposure to chemicals or dust at work, 9
million working days were lost due to workplace musculoskeletal disorders
(MSDs), 5 million working days lost due to work-related stress, depression or
anxiety, £5.3 billion was spent due to workplace injury, £9.7 billion was spent on
new cases of workplace ill health
III. AUSTRALIA
Key figures for Australia (2015-2016) (https:// www.medibank.com.au/livebetter/
health-brief/ health-insights/ was-2017-australias-most-stressful-year/):
 62% people felt that stress not only impacted their sleep but their social relationship
as well, 52% accepted that they became irritable with loved ones and colleagues,
36% felt reluctant to take part in social activities, 18% felt that they were unable to
support family members due to stress, People experiencing stress have a higher
incidence of headaches
IV. CANADA
Key figures for Canada (2015-2016) (https://www.monster.ca/career-
advice/article/stress-major-cause-of-job-dropouts-in-canada):
 46% of working people feel a bit of stress on a day to day basis, 6 in 10 (58%)
working people feel overworked, 1 in 4 working people has left a job due to stress
 Working people are under a lot of pressure on the job, 38% of people whose
earning < $40K have left a job due to stress, 27% of people have also said goodbye
to an employer due to overwhelming job stress
V. GERMANY
Key figures for Germany (2015-2016) (https://www.statista.com/chart/5291/german-
workers-burning-out/):
 1 million working people experienced mental or emotional stress at work, Burnout
costs 9 billion euro’s in lost productivity annually to employers, 8 days of work per
year due to illness
STREES IN INDIA
6
Nearly 9 in 10 Indians suffer from stress. In fact, the recently-released findings of the 2018
Cigna 360 Well-Being Survey - Future Assured, conducted by Cigna TTK Health
Insurance, show that stress levels are higher in Indian compared with other developed and
emerging countries, including the United States, the UK, Germany, France, China, Brazil
and Indonesia. (Business today, July, 10, 2018)
About 89% of the population in India says they are suffering from stress compared to the
global average of 86% (Times, Jul 10, 2018).
Surveys conducted by Optum and 1to1help.net, two of the leading providers of employee
assistance programmes to Indian organizations, have shown a significant increase in the
number of workers who are severely depressed or who are vulnerable to taking their lives
due to rising stress levels.(Times, India Inc looks to deal with rising stress in
employees, Jun 26, 2018)
Nearly half the employees in India suffer from some kind of stress, according to the
findings of the latest survey by Optum, shared exclusively with ET. (Economics times,
article, 26 June, 2018)
According to Money control, 95 per cent of Indian millennials between the age group of
18-34 are stressed compared to the global average of 86 per cent. (Ranny, 16 Nov,2018)
Similarly, Vineet Whig, the chief operations officer of Encyclopedia Britannica in India
committed suicide. A suicide note found in his pocket said that he was under a lot of stress
and was “fed up” with his life.(Ranny, 16 Nov,2018)
A recent survey conducted by Cigna TTK Health Insurance found that about 89% of the
people surveyed say they are suffering from stress compared to the global average of 86%
(Ranny, 16 Nov,2018)
Top 10 Sectors in which the menace of Stress and mental fatigue has intensified in recent
times at top & middle positions comprise Construction, Shipping, Banks, Government
Hospitals, Star Trading Houses, Electronics & Print Media, Courier Companies, SSI,
Retail & Card Franchise Cos. to deliver on deadlines. These places are becoming High
Stress Zones like BPO, call centres and IT & ITEs sectors, according to Associated
Chambers of Commerce and Industry of India (ASSOCHAM).(Dr.S.ASRAFI, 2018)
In an analysis on `Level of Stress in Workplace’ conducted by ASSOCHAM, it has been
revealed that top executives in these sectors brave stress and carry whom its adverse
impact. (Article, Banknetindia 2014)
7
1.2. BACKGROUND OF FINANCIAL SERVICES

1.2.1 MEANING OF FINANCIAL SERVICES
A financial institution is a business whose primary activity is buying, selling or holding
financial assets. Financial institutions provide various types of financial services.
Financial intermediaries are a special group of financial institutions that obtain funds by
issuing claims to market participants and use these funds to purchase financial assets.
(Ratti, 2012).
A financial system or financial sector functions as a mediator and facilitates the flow of
funds from the areas of surplus to the areas of deficit. A Financial System is a composition
of various institutions, markets, regulations and laws, practices, money manager, analysts,
transactions and claims and liabilities. (TKS, October, 2014).
History of the capital market in India dates back to the 18 century when east India co.
Securities was traded in country. Until the end of the 19th century securities trading was
unorganized and the main trading centers were Bombay and Calcutta. Indian capital
markets are one of the oldes (Irshad, June 2015).
1.2.2 TYPES OF FINANCIAL SERVICES
In this study, Researcher has taken following financial services:
A. Banks B. NBFC C. Insurance
D. Stock Market / Equity E. Mutual Fund
A. BANK:
A bank is a financial institution that accepts deposits from the public and creates credit
(www.rbi.org.in. Retrieved 2015-11-29.) Lending activities can be performed either
directly or indirectly through capital markets. Most nations have institutionalized a system
known as fractional reserve banking under which banks hold liquid assets equal to only a
portion of their current liabilities (JSTOR, May 2016)
The concept of banking may have begun in ancient Babylonia and Old sangvi, with
merchants offering loans of grain as collateral within a barter system. Lenders in ancient
Greece and during the Roman Empire added two important innovations: they
accepted deposits and changed money.
8
More modern banking can be traced to medieval and early Renaissance Italy, to the rich
cities in the centre and north like Florence, Lucca, Siena, Venice and Genoa.
(www.rbi.org.in. Retrieved 2015-11-29.)
 ROLES AND RESPONSIBILITY OF SENIOR PERSONNEL IN

BANK
According to the Bureau of Labor Statistics (BLS) and State university, the primary duties
of bank employees are to accept and distribute monies. This may include processing
deposits, cashing checks, taking loan payments or completing withdrawal slips. Bank
employees also exchange currency and issue traveler's checks. Retail bankers act in a
customer service role, advising on and assisting with services such as setting up savings
accounts, authorizing loans and moving money. Typical responsibilities of the job include:
... promoting the bank's services. managing budgets and meeting targets. maintaining
statistical and financial records (RETAIL BANKER: JOB DESCRIPTION)
Figure 1.1 Organization structure of Bank
2
Source: ICICI Bank
 REASONS FOR WORKPLACE STRESS
(Michie, 2002)Intrinsic to job: Poor physical working conditions Work overload Time
pressures Physical danger, etc, Role in organization: Role ambiguity Role conflict
Responsibility for people Conflicts re organizational boundaries (internal and external),
2
ICICI Bank, 2011 Presentation (https://www.slideshare.net/parabprathamesh/icici-final)
9
etc, Career development: Over promotion under promotion Lack of job security
Thwarted ambition etc, Relationship at work: Poor relations with boss, subordinates, or
colleagues Difficulties in delegating responsibility, etc, Organizational structure and
climate: Little or no participation in decision Restrictions on behavior (budgets, etc)
Office politics Lack of effective consultation, etc Financial difficulties, etc. (Stavroula
Leka, 2004)
 Factor Influencing Workplace stress in Banking Sector:
High workloads, excessive working hours, lack of support from the management, lack of
authority, shortage of staff, shortage of resources, aggressive management style,
insufficient motivation , organizational culture and policy are some of the major reasons of
the stress found in the employees in the banking sector.(International journal of research
in humanities and science, july2017)
Role conflict and ambiguity, lack of promotion opportunities and feedback, lack of
participation in decision making, excessive workload, unsatisfactory working conditions
and interpersonal relations. (Ahlam B. El Shikieri, February 2012)
Burn out, job pressure, inadequate working hour, and anxiety were found to be more
influential factors of causing stress (alii, January 2010, )
Over work, work schedule, pace of work, job security, route to and from work, and nature
of customers or clients. Even noise, including people talking and telephone ringing creates
stress.(TASKINA ALI, January 2010)(Kahn, 1970)
B. NBFC 3
A Non Banking Financial Company (NBFC) is a company registered under the Companies
Act, 2013 of India, engaged in the business of loans and advances, acquisition of shares,
stock, bonds, hire-purchase insurance business or chit-fund business, but does not include
any institution whose principal business is that of agriculture, industrial activity, purchase
or sale of any goods (other than securities) or providing any services and
sale/purchase/construction of immovable property.
 HIERARCHY IN NBFC
Figure 1.2 Structures and Hierarchy of NBFC
3
www.rbi.org.in. Retrieved 2015-11-29
10
4
Source: NBFC structure
 FACTOR INFLUENCING WORKPLACE STRESS IN NBFC:
(Materson, 1980), “Causes of stress are many like work load, cuts in staff, change at
work, long work hours, shift work, lack of supervision, inadequate training, inappropriate
working conditions, too heavy responsibilities and poor relations with colleagues.”
(Robbins, 1988) the relationship between job satisfaction and occupational stress is also
moderated by number of factors like relevant placement, clarity of job role, level of
responsibility and designated power.
Figure 1.3 Major causes of Stress
4
NBFC structure
11
C. INSURANCE5
Insurance is a means of protection from financial loss. It is a form of risk management,
primarily used to hedge against the risk of a contingent or uncertain loss. (Amicable
Society). The first life insurance policies were taken out in the early 18th century. The first
company to offer life insurance was the Amicable Society for a Perpetual Assurance
Office, founded in London in 1706 by William Talbot and Sir Thomas Allen (National
Insurance Company. Insurability: Risk which can be insured by private companies
typically shares seven common characteristics: (C. G. , 2003) Definite loss, Accidental
loss, Large loss, Affordable premium, Calculable loss, Limited risk of catastrophically
large losses
Types
(Rivington), General insurance companies can be further divided into these sub categories.
Standard lines, Excess lines, Auto insurance, Gap insurance, Health insurance, Income
protection insurance, Casualty insurance, Life insurance, Burial insurance, Property
Liability, Credit
 HIERARCHY IN INSURANCE
Figure 1.4 Organization structure of Insurance
6
Source: Slideshare.com
Amicable Society, The charters, acts of Parliament, and by-laws of the corporation of the
5
Amicable Society for a perpetual assurance office, Gilbert and Rivington, 1854, p. 4
12
 FACTOR INFLUENCING WORKPLACE STRESS IN

INSURANCE SECTOR:
Lai et al. (2000) found that when gender, education, age and work experience in the
organization and the position are controlled, factors such as work pressures, uncertain job
prospects and professionalism contributed significantly to the overall experience of work
stress, with work demands standing out as the most important source of work stress.
The impact of this competitiveness is felt amongst employees in the insurance industry by
engendering general feelings of distrust, tension, strain in interpersonal relations, jealousy
from colleagues, interpersonal conflicts and coping with sustained pressure to
produce/perform (Lai et al., 2000).
Stress is a cause of dissatisfaction among the employees like role conflicts, work
intensification, relationship with colleagues and unfavorable working conditions are the
major factors of creating stress (Muhammad Ehsan, February 2019)
Stress in the workplace is a result of various parameters that include work pressure,
aspiration for growth, work-life balance, lack of motivation, cut-throat competition in the
market, etc,” says a spokesperson of life insurance company PNB MetLife. (Financial
express)
D. STOCK MARKET / EQUITY
The total market capitalization of equity backed securities worldwide rose from $2.5
trillion in 1980 to $68.65 trillion at the end of 2018 (Bank, December 31, 2019); the
total market capitalization of all stocks worldwide was approximately US $70.75 trillion.
There are 60 stock exchanges in the world. Of these, there are 16 exchanges with a market
capitalization of $1 trillion or more, and they account for 87% of global market
capitalization. Apart from the Australian Securities Exchange, these 16 exchanges are all
in North America, Europe, or Asia. ("All of the World's Stock Exchanges by Size",
February 16, 2016)
By country, the largest stock market was the United States (about 34%), followed
by Japan (about 6%) and the United Kingdom (about 6%) (WFE 2012 Market
Highlights , August 28, 2013)("Global Stock Rally: World Market Cap Reached
Record High In March)
6
Slideshare.com
13
NSE Offers Trading And Investment In The Following Segments: Equity, Derivatives,
Debt, Equity Derivatives, Interest Rate Futures, Debt Market
 HIERARCHY IN STOCK BROCKING AGENCIES

Figure 1.5 Organization structures of Stock broking agencies
7
Source: Slid share
 FACTOR INFLUENCING WORKPLACE STRESS IN STOCK

BROKING AGENCIES
(Aftab Ahmad, 2015)Time pressures; role demands – inter role demand, intra role
demand, person role conflict, role ambiguity; Interpersonal demands – emotional issues
(abrasive personality, offensive coworkers), sexual harassment, poor leadership (lack of
management experience, poor style, unable to deal with all the power), physical demands
(strenuous activity, extreme working conditions, travel, hazardous materials, working in a
tight, loud office). (B., 2011) reported a significant statistical assembly between workplace
factor and negative symptoms of health or disorder of mental situation such as, anxiety,
depression and irritation. Employees usually feel stress at their jobs due to the following
reasons: Work overload, Misuse of power, Inadequate decisions or leader behavior,
Overcrowd, noise. According to Burke (1988), Nilsson & Burke (2000) the factors
7
www.Slideshare.com
14
related to roles in a work environment are namely existence of low level power, role
indefiniteness or role dispute. (Fairbrother, 2003)
E. MUTUAL FUND
A mutual fund is a kind of investment that uses money from investors to invest in stocks,
bonds or other types of investment. A fund manager (or "portfolio manager") decides how
to invest the money, and for this he is paid a fee, which comes from the money in the fund.
 HIERARCHY IN MUTUAL FUND

Figure 1.6 Mutual fund working pattern
8
Source
 FACTOR INFLUENCING WORKPLACE STRESS IN MUTUAL
FUND SERVICES
(Kirkcaldy, 2000) The environmental factors are included of organizational climate as

well as occupational consequences of job contentment, organizational loyalty and
behavioral aspects of employees. (Fairbrother, 2003).
External factors beyond the control of both the employees and the organizations are based
on political factors and economical factors. Economic uncertainties such as redundancy
and downsizings are some of the economic consequences for a firm which affects the
employees. Changes in political situation or economic disability are out of employees’
control therefore the idea of redundancy and downsizing affects employees in some way.
(Bloisi, 2007).
8
https://getmoneyrich.com/organisation-structure-of-mutual-funds-in-india/
15
Technological changes like computerized systems, new softwares can cause stress among
workers. Besides technological changes, Politics is also an external factor of stress. In
cases where there is major change in government policies or mistrust of employees to
government would make the environment more stressful. (Bloisi, 2007).
1.3 POINTS TO PONDER
Based on the literature review, following research questions have been framed:
1. What are the basic mechanisms of financial Services?

2. What factors influence the workplace stress in financial services at higher level
employees?
3. What are the impacts of workplace stress on personal and professional life?
4. What the remedies to reduce workplace stress?
1.4 PROBLEM STATEMENT

This study is to determine factors at workplace stress in financial sector for Manager and
above level of employees in Bank, NBFC, Mutual fund, and Insurance and Stock broking
agency of Ahmedabad district.
1.5 SIGNIFICANCE OF THE STUDY

Azad, Tilottama(2014), conducted a casual research in the banks of Bhopal on various
variables such as long working hours, improper reward system, lack of job autonomy,
organizational culture, role conflict , lack of management support that lead to stress in the
banking sector. He concluded that management should take initiatives and stress
management programmes should be started to minimize stress in the banks. (Dhankar,
June 2015) The author had investigated the occupational stress level among employees of
banking sector. Factors like work overload, ambiguity, pressure, confliction etc. are
responsible for stress. Occupational stress has become leading feature of modern life.
Minimizing occupational stress in the coming time would be part of company policy of the
organizations and be seen as an imperative strategy to target better employee satisfaction.
Sankpal, Negi, Vashishtha (2010) it was found that there was no difference between the
Public and Private Sector bank employees in certain aspects like role expectation conflict,
role isolation, and personal inadequacy and role ambiguity. Kumar, Sundararan and
Mahendran found that there are certain problems faced by women executives for their
16
professional duties like heavy workload, physical strain, the pain of dealing with illiterate
customers, difficulties experienced in getting work done from the male subordinates and
lack of time to attend to the needs of family members, etc. If these problems are overcome
than there is a smooth professional journey of women executives. (Poonam Negi 2013)
The significance differences in the factors causing stress like workload, time pressure,
work culture and threat of unemployment were reported using a comparative study
between HDFC and SBI bank employees. (Bushara Bano and Rajiv Kumar Jha 2012)
The impact of various socio-demographic factors on stress level reveals that educational
qualifications and work experience have a significant impact on employees’ stress levels.
Rajeshwari (1992) concluded that structural rigidity, poor physical working conditions
and extra organizational factors to be potent stressors. Dobbins, G.H. , Cardy, R.L.& Truxillo,
D.M. (1989) found that raters with traditional stereotypes of women evaluate the performance of
female rates less favorably and that these behaviors occurred when the purpose of the appraisal
was administrative, that is, when dealing with pay, promotions, transfers and retrenchments.
Hayers, N. (2000) if leadership is assessed in terms of productivity, then autocratic style is
most efficient but if the role is seen as maintaining good morale and a steady level of work,
democratic style is effective. Absence of leadership style brings about lack of direction
from the leader resulting in low morale and lack of interest in the work. Employees who
fell under pressure reported autocratic supervision on the part of their leaders. Dr.
P.Kannan &Suma.U (2015) in order to manage stress the organization has to encourage
employee development and embark on training interventions for employees. Training
specifically related to policies and policy implementation is a key priority.
17
LITERATURE REVIEW AND RESEARCH GAP CHAPTER-2
CHAPTER – 2
Literature Review and Research Gap
______________________________________________________________
This chapter provides a review of the literature on Working hours, Workload, Role
conflict, Role Ambiguity, Work Environment, Work Culture, Policies, Leadership, Work
life balance, Appraisal and Pay System, Impact of Workplace Stress, Stress Management.
The review of related literature consists of conceptualization of the constructs and theories
that may support relationships between the constructs.
_________________________________________________________________________
2.1 INTRODUCTION
2.1.1 BACKGROUND OF FINANCIAL SERVICES

 Financial Services
Financial services works like a life line for development of economic condition. This
requires for metros, villages and agriculture and other formal & informal sectors for
different sort of credit facilities and investment. (Financial service industry)
(Irshad, Jun 2015) Capital markets were not well organized and developed during the
British rule. But in the present scenario, Researcher found that Capital markets are well
developed after the introduction of SEBI. After independence i.e. 1947 in Indian capital
markets, an element of speculation crept into the market. Increased cost of public issues
and isolated nature of stock exchanges were the other problems which emerged in the post
independence phase.
(Commission, Vol.1 p.132)The regulation and supervision of the financial system in India
is done by several regulatory authorities. The Reserve Bank of India (RBI) regulates and
supervises the major part of the financial system in India.
(S. Ramesh) Financial markets are an important component of the financial system in
India. The participants in the financial markets are the borrowers i.e. issuers of securities,
18
lenders i.e. buyers of securities, and financial intermediaries. Financial markets comprise
two different types of markets.
(S. Ramesh) It is a highly liquid market wherein securities are bought and sold in large
denominations to minimize transaction costs. Call money market, certificates of deposit,
commercial paper, and treasury bills are the major instruments of the money market.
(Subbarao, 5.6.2013 )Capital Market is a market for long-term securities (equity and
debt). The purpose of capital market is to mobilize long-term savings to finance long-term
investments.
(Niti, 2004)The history of capital markets in India dates back to almost 200 years. The
history of the Indian capital markets and the stock market, in particular can be traced back
to 1861 when the American Civil War began. The opening of the Suez Canal during the
1860s led to a tremendous increase in exports to the United Kingdom and United States.
The BSE building, icon of the Indian capital markets, is called P.J. Tower in his memory.
The Jiji bhoy Tower‟ which is popularly indicated as heart of Indian financial market‟ was
formally inaugurated in the year 1899. Afterwards the cities like Ahmadabad, Kolkata, and
Delhi also had stock exchanges.
 Financial Service – Europe, Asian countries, India

(Financial Services Industry in India & Abroad)Europe’s financial services industry
accounts for nearly 6 percent of the continent’s GVA. Out of 28 countries of European
Union 19 share Euro as a common currency. It shows impact of their market on global
financial industry.
(Financial Services Industry in India & Abroad)Many banks offer products much
beyond their traditional portfolios and many financial enterprises offer conventional
banking services.
(Issues and Challenges facing Indian Banking Sector, FEB 28, 2016)The Indian
banking system is expected to be world’s third biggest in the next decade, The Indian
banking system consists of 26 public sector banks, 20 private sector banks, 43 foreign
banks, 56 regional rural banks, 1589 urban cooperative banks and 93550 rural cooperative
banks and in addition to cooperative credit institutions.
(Dr. Amitkumar S. Mehta, Nov, 2014) Financial system plays a momentous role in
access the rate of economic development, which is to improving general standard of living
& higher social welfare in the country.
19
(Ratti, Oct,2012)The post 1991 phase of Indian banking is characterized by the beginning
of ‘sound banking’ in contrast to the social/mass banking’ of the nationalization phase. The
future financial viability of the banking sector depends upon the capital support from the
Government and enhancing the ability of banks to access the capital market to meet their
capital requirements.
(V.A, 2002) The stock exchange surveillance system and their trading control system aim
at imposing margins, operate the circuit breakers, impose limits on brokers in respect of
any script or total for all script and convert trade in any scrip to rolling settlement or for
spot trading and cash delivery etc. would all be based on the analysis of data.
(Vasant, 2005) The Indian capital market has developed to a large extent but is still in a
process of evaluation. These measures include liberalization of stock market operations,
opening up of the stock exchange membership to financial institutions, encouraging banks
and financial institutions to go in for mutual funds.
(University, 2005) projects the positive picture of the capital markets in future. Various
steps taken by SEBI help in placing investors in a better position. Capital markets are
projected to become even more liquid, enabling better price discovery in the days to come.
SEBI has introduced margin trading which can make Indian capital markets a better place
for investors.
(Barua S K, 1994) The concept of stock markets came to India in 1875, when Bombay
Stock Exchange (BSE) was established as The Native Share and Stockbrokers
Association', a voluntary nonprofit making association.
(Ramesh, 1992a) there are 25 stock markets In India. The Bombay Stock Exchange
(BSE), the National Stock Exchange (NSE) and the Calcutta Stock Exchange (CSE) are
the three large stock exchanges. There are many small regional exchanges located in state
capitals and other major cities. Presently Nifty and Sensex are moving around to 5900 and
19600 (July 2013). All activities of Indian stock market are regulated and controlled by
SEBI.
(Bala, 2013) The mutual funds collect funds from public and other investors and
channelize them into corporate investment in the primary and secondary markets. The first
mutual fund to be setup in India was Unit Trust of India in 1964. In 2007-08 resources
mobilized by mutual funds were Rs. 1, 53,802 crores.
20
2.1.2 GLOBAL SCENARIO OF STRESS

(Barbara White, December, 1997)The British Medical Association (BMA) conducted an
extensive survey of over 800 doctors. The BMA concluded that escalating workload,
unnecessary bureaucracy, the culture of complaint, unreasonable patient expectations and a
loss of control over working life were major determinants of stress in doctors.
(Commission A. , 1995) Although research has begun to identify the major stressors for
health professionals, the majority of this research has failed to differentiate between the
stressors of men and women, assuming occupational stress for each is synonymous.
(Hendrix, 1994) studies which have focused specifically on female doctors have revealed
increased stress arising from prejudice, lack of role models and career conflict.
(Patricia Cain Smith, 1969) the understanding of work satisfaction is a positive attitude
from workforce which includes the feelings and behavior towards his/her work through the
assessment of the job as a gesture of appreciation in achieving one of the important work
values.
(Shun-Hsing, 2006) observed that university teachers find themselves in a profession that
is highly stressful. (Jose Miguel Tricas Moreno, 2010) medium level of stress was due to
the fact that quality of the working environment was being consistently improved. They
have observed that personality and temperament both contributed to the burnout and
increasing stress of the employees. (Azman Ismail, 2009) found that physiological stress
has significant correlation with job satisfaction but psychological stress has no correlation
with job stress. He confirmed that occupational stress does predict the level of job
satisfaction.
(Talib, 2009)conducted a research on Malaysian male Navy officers and found that
occupational stress was significantly correlated with overall job satisfaction level of
officers. (K. Chandraiah S.C. Agrawal, 2003) young people faced more stress and less
job satisfaction as compared to senior level employees between the ages of 36 to 55 years.
(Javeed, 2012) due to the factors such as extra workloads, pressure by employers and
supervisors, insufficient communication, no recognition, unjust appraisal system, poor
working conditions and not up to the mark salaries and other rewards.
Stress and burnout are sometimes conceived among the organizational behavior major
concerns of the decade (DuBrin, 1984). Stress as physiological and mental reaction to an
external stressor. However, it is true that not all stress is negative; there is the positive side
of stress (eustress) as well as the negative side of it (distress). Therefore, there is the
21
reasonable degree of stress, which motivates some people to high performance, and there is
the too much stress which causes low performance; the situation of no stress is impossible
(Monica, 1994).
(Warn, 2003)Regarding a specific job context conducted a research on naval officer
trainees. Variables of stress should also be identified to assess the stress levels of
employees.(Anum Khan, 2013) satisfaction was significantly affected by the
organizational climate and occupational stress. Age having no impact on job satisfaction of
employees but regarding gender males were more satisfied than females.
(Eleni Jelastopulu, 2013) He suggested that a conducive working environment needs to be
there for nursing staff so that they can perform their duties without stress. Research study
of Laura McCann, (2009) showed that both community and hospital pharmacists faced
workloads, less human resources and stoppage in working as the most stressful aspects of
the job. (D.V.S, 2012)and they concluded that a significant relationship exists between
these two variables. They included in job stress dimensions job stress causes, job stress
symptoms, job stress strategies and how to manage job stress.
(Rowley, 1996) This happens because the individual is spending significant amounts of
time interacting with others, attending meetings, and trying to work with and motivate
others to meet deadlines and schedules. Responsibility for others can be particularly
stressful for managerial and professional workers such as teachers (Gmelch, 1994)
Researcher has reported that work overload and influenced home-life; poor administration
and resources; administrative responsibilities assumed; and dealing with patients’ pain
were perceived as sources of stress. In the same study, radiologists reported the highest
level of burnout in terms of low personal accomplishment (Graham J, 2000). In addition,
lack of clear direction concerning the organization goals was found to be among the
significant causes of work stress (Elizabeth Kendall, August, 2000). Role ambiguity, role
conflict, and clarity of organizational goals were also found to be of significant
relationship with work-stress (AlFadli, 1999:135). Role ambiguity and role conflict were
also correlated with work-stress among 50 Emergency doctors working in nine hospitals of
the northern areas of Jordan (Nusair, 1997; )The same study stated that the job-nature and
its demands cause stress. Another study conducted in Saudi Arabia showed that the effect
of job demands on primary health care doctors’ social life was a source of stress (Al-
Shammari, 1996; ). A study conducted on 333 doctors in Scotland indicated that higher
clinical workloads were related to higher stress (Deary, 1996; ). Responsibility for others,
and career development were also found to be of significant relationship with work stress
22
among doctors (Nusair and Deibageh, 1997:301). Undesired relationship with work
colleagues was a significant source of stress (Glowinkowski, 1986; ).
Tension is the feeling of being stretched or constrained. Stress and tension are often linked
in the workplace. (Simmons, 1997)study identifies stress and tension as the two most
prevalent indicators that affect job satisfaction. Both Skibba (2002) and Judge,
Boudreau, and Bretz (1994) also link greater tension with lower job satisfaction. Judge et
al. further state that the desire to change one’s job features also creates tension. Michie,
Oughton, and Bennion(2002) support this statement by showing that a person’s lack of
job control will increase tension levels. All of these studies link the creation of stress and
tension with low job control, job satisfaction, and changing conditions in the workplace.
These situations causing stress and tension are consistent with those that will also cause
job discrepancy.
2.2 FACTORS INFLUENCING STRESS IN FINANCIAL SERVICES
(National Institute Of Mental Health And Neuro Sciences, 2015) A systems approach
that identifies and integrates several components along with coordinated implementation
mechanisms is urgently required in all states to deliver mental health care.
(Griffin and Moorhead, 2011) is someone’s adaptive respond towards a stimulus in
which placed an excessive psychological and physical demand on the individual.
(Chan, ‘Work stress among six professional groups: The Singapore experience’,
2000) Stress is a cause of dissatisfaction among the employees like role conflicts, work
intensification, relationship with colleagues and unfavorable working conditions are the
major factors of creating stress. (McCormick, 1997) Stress is however not experienced
uniformly, but varies from one individual to another. This depends among other things, on
the individual characteristics such as social support, coping strategies and individuals with
Type A personality (Herbert, 1997). The latter individuals underestimate the time required
to accomplish tasks and, therefore, experience time pressures. They work quickly and
show impatience and decreased work performance if forced to work slowly (Sadri, 1997).
Type As ignore, suppress or deny physical or psychological symptoms while working
under pres-sure, and report such symptoms only when the work is finished (Daft, 2006). In
addition, they works harder and experience physiological arousal when a task is perceived
as challenging; express hostility and irritation in response to a threat; and need to be in
control of the immediate environment to such an extent that a lack of control may elicit a
23
hostile competitive response (Sadri, 1997). Stress is not value-free, and for some teachers,
coping with occupational stress may be associated with success, and “failing to cope”
associated with failure (McCormick, 1997). McDonald and Korabik found that male
managers reported coping strategies which can be categorized as “avoidance/withdrawal”,
while female managers reported that they were more likely to talk to others and seek social
support than male managers (cited from Lim & Teo, 1996). Role demands can become
stressful for many reasons; for instance when organizational members’ expectations about
a teacher’s behavior are unclear (role ambiguity) (Nwadiani, June 2008). Role ambiguity
refers to the uncertainty, on the part of employees, about key requirements of their jobs,
and about how they are expected to behave in those jobs (Nhundu, 1999; Koustelios et
al., 2004). Role ambiguity can result from deficient information available (Conley, 2000).
The former could lead to lower performance in some jobs, simply because workers do not
know how to direct their efforts most effectively (Conley, 2000)and is associated with job
dissatisfaction (Fairbrother, 2003). Role demands are stressful when meeting one set of
expectations makes it more difficult to meet other expectations (role conflict) (Koustelios,
2004). Role conflict occurs when different groups or persons with whom an individual
must interact (e.g. family, members of that person’s group) hold conflicting expectations
about that individual's behavior (Nwadiani, June 2008). Role conflict can result from
inconsistent information (Conley, 2000). Both role conflict and role ambiguity are
associated with low satisfaction, absenteeism, low involvement, low expectancies and task
characteristics with a low motivating potential and tension, which all affect the
productivity and efficiency at the organization (Conley & Woosley, 2000; Manshor et al.,
2003; Koustelios et al., 2004; Nwadiani, 2006; Chang & Lu, 2007). In another study,
class numbers which had multiplied fivefold in some cases and tenfold or more in others,
had led teachers to be over-stressed (Farrugia, 1996). Some members experienced
“increased content of jobs (often through understaffing), less time for rest breaks,
balancing more simultaneous demands, deadline tightening and the concept Of working
until the job is done” (Noblet, 2003; Johnson et al., 2005; Timms et al., 2007).
Education administrators for instance, hold leadership positions with significant
responsibility (Department of Labour, 2008). Stress of overload is unhealthy for the
individual, heavy employee workloads may be beneficial for the organization (Larson,
2004). Workload, strike and school interruption, delay and irregular payment of salary and
lack of instructional facilities, unmanageable classroom student population, unsteady
school calendar, preparation of examination results, invigilation of examinations, state of
24
lecturers office accommodation and lack of facilities for research (Nwadiani, 2006).
Similar findings were reported in other countries such as China (e.g. Liu & Oppenheim,
2006). Nwadiani, 2006; Timms et al., 2007; Brown & Uehara, 2008) Exhaustion is an
emotional, cognitive and physical experience of being over extended and overwhelmed
and is the basic stress experience for most individuals (Timms et al., 2007). Experience of
extreme exhaustion, individuals will be disengaged. Workers suffering from
disengagement will become negative about their work and the people associated with it
(Timms et al., 2007). Research has shown that organizational change, such as downsizing,
implementation of new equipment or plant and restructuring, can and often does lead to
stress and increases in injury/illness (Rees & Redfern, 2000; Savery & Luks, 2001;
Morris et al., 2006). Similar findings were reported elsewhere e.g. Rees & Redfern
(2000) and Reskin (2008). Increases in class size, static budgets, searching for alternative
sources of finance for funding research, imposed forms of review and accountability, lack
of tenure all contribute to the potential for an increase in conflict and negative stress
outcomes among members of the profession (Gmelch & Burns, 1994; Sotirakou, 2004).
Several studies had revealed that poor social environment and lack of support or help from
co-workers and supervisors are considered job stressors (Dua, 1994; Johnson et al., 2005;
Stress, 2008). Selye (1974) suggested that learning to live with other people is one of the
most stressful aspects of life (cited from Manshor et al., 2003). Conflicting or uncertain
job expectations, too much responsibility (Rees & Redfern, 2000), too many “hats to
wear”, being undervalued and the threat of redundancy are all some of the sources of
occupation stress (Fairbrother & Warn, 2003; Manshor et al., 2003). Job insecurity and
lack of opportunity for growth, advancement, or promotion; rapid changes for which
workers are unprepared are other aspects of occupation stress. Unpleasant or dangerous
physical conditions such as crowding, noise, air pollution, or ergonomic problems (Smith,
2000; Fairbrother & Warn, 2003; Manshor et al., 2003; Reskin, 2008) as well as
unrealistic dead-lines are known to cause occupation stress (Rees & Redfern,2000;
Johnson et al., 2005; LeGrande, 2008). Organizational management have addressed the
significance of organizational culture on stress formation, since sources of stress can
depend on the characteristics of the culture existed in organizations (Chang & Lu, 2007).
Negative culture based on blame for and denial of problems, or mis- guided practical jokes
or initiation ceremonies are shown to be associated with stress resulting from work
relationships (Rees & Redfern, 2000). Teachers who moved into un-familiar cultures,
acculturative stress could cause lowered mental health (e.g., confusion, anxiety,
25
depression) and feelings of alienation; those who feel marginalized can become highly
stressed (Brown & Uehara, 2008). Teachers from very different cultures might neither
understand nor appreciate the cultural differences of the communities in which they are
placed. This could then lead to additional stress, which eventually leads to high attrition
(Brown & Uehara, 2008). Job stress also occurs when conditions on a job inhibit, stifle,
or thwart the attainment of expectations and goals. Savery and Luks (2000), the males in
the sample generally attributed significantly more stress than the females and were more
likely to work excessive hours than women whereas w omen are more focused on intrinsic
rewards and rely less on promotion and salary than men and, therefore, they spend less
time at the office. In another study by Gmelch & Burns (1994) in the United States,
women academics researcher found to experience significantly more stress than their male
counterparts in the areas of task-based and professional identity. (Lim & Teo, 1996).
Both role conflict and role ambiguity are associated with low satisfaction, absenteeism,
low involvement, low expectancies and task characteristics with a low motivating potential
and tension, which all affect the productivity and efficiency at the organization (Conley &
Woosley, 2000; Koustelios et al., 2004; Nwadiani, 2006; Chang and Lu, 2007). Role
ambiguity refers to the uncertainty, on the part of employees, about key requirements of
their jobs, and about how they are expected to behave in those jobs (Nhundu, 1999;
Conley & Woosley, 2000; Koustelios et al., 2004). Role conflict occurs when different
groups or persons with whom an individual must interact hold conflicting expectations
about that individual’s behavior and can result from inconsistent information (Koustelios
et al., 2004; Johnson et al., 2005; Nwadiani, 2006; Chang & Lu, 2007). Unpleasant or
dangerous physical conditions such as crowding, noise, air pollution, or ergonomic
problems (Smith, 2000; Fairbrother & Warn, 2003; Manshor et al., 2003; Reskin,
2008) as well as unrealistic deadlines, low levels of support from supervisors are known to
cause occupation stress (Johnson et al.,2005; Work Safe, 2006). Selye (1974) suggested
that learning to live with other people is one of the most stressful aspects of life (cited
from Manshor et al., 2003).
Office politics can be profoundly stressful for professional and white-collar workers
(Larson, 2004; Chang & Lu, 2007). Stress is associated with reduction in output, product
quality, service or morale (Ben-Bakr et al., 1995; Brown & Ue- hara, 2008), increased
wages/overtime payments, organizational sabotage (Work Safe, 2006), all which add costs
to the organization (Lim & Teo, 1996; Brown & Uehara, 2008). Teachers in particular
26
represent a large proportion of work-related stress claims. These claims cost school
systems billions of dollars in medical costs, substitute teachers, And disability payments
(Brown & Uehara, 2008).
Workload stress can be defined as reluctance to come to work and a feeling of constant
pressure (i.e. . no effort is enough) accompanied by the general physiological,
psychological, and behavioral stress symptoms. A factor analysis done by Tat-wing, Siu
and Paul, (2000) identified six stressors: recognition, perceived organizational practices,
factors intrinsic to teaching, financial inadequacy, home/work interface, and new
challenge. They also found that recognition, perceived organizational practices, and
financial inadequacy were best predictors of job satisfaction, whereas perceived
organizational practices and home/work interface were the best predictors of psychological
distress. According to Kyriacou and Sutcliffe (1979), inadequate salary, low status of the
profession, and excessive paper work are some common sources of distress that affect job
satisfaction. Work environments produce stress and reduce job satisfaction (Della and
Robert, 1983).
(Khurram Zafar Awan)reported the differences level of job stress among the permanent
employees among the private and public sector comparative banks in their using a
comparative analysis study. (Jayanthy P Nair, 2013)
Effect of stress on performance of employees in Commercial bank of Ceylon concluded
that stress is having an impact on bank employee’s performance at the same the influence
of organizational related stress is higher than the job and individual related stress
(Karunanithy and Ponnampalam 2013). (Prasad, Vaidya & Anil Kumar, 2015) A
comparative study of job stress of among Government and Private Employees reported that
the private employees have more job stress than the Government employees (Rajubhai
Rana, 2014).
2.2.1 WORKING HOURS
(Takina Ali & Mohammad Khakeq New Az, Jan 2010) five factors indicate that burn
out, job pressure, inadequate working hours and anxiety were found to be the most
influential factors explaining the stress level of the employees.
(Badran Abdulrahman Al-Omar) Insufficient technical facilities, absence of
appreciation, long working hours, and short breaks were significantly able to explain the
variance in the level of work-stress among hospital staff.
27
(KDV Prasad, November 2016) the job related stress in general and the stress factor job
security in particular effects the employee performance in IT sector.
(B. Kishori and B. Vinothini, May 2006) long time working hours, role of conflict and
political pressure there is high degree of occupational work stress amongst the private and
public sector bank employees.
(Dr. Geoff Carter, A/Prof Brian Delahaye, 2005) over the time of the performance
appraisal interview, the adrenaline levels changed significantly for both the gender group
and the successful/unsuccessful group. Noradrenaline : both unsuccessful males and
unsuccessful females commenced and ended the interview with significantly higher levels
of noradrenaline. Cortisol: females experience significant cortisol activation over the
course of the performance appraisal, indicating that they find it a stressful event.
(Rose,2003) employees have tendency towards highlevel of stress regarding time, working
for longer hours which reduces employees urge for performing better.
2.2.2 WORK LOAD, ROLE CONFLICT, ROLE AMBIGUITY
According to (Ahlam B. El Shikieri, 2012) The job stressors affecting the employees
included role conflict and ambiguity, lack of promotion opportunities and feedback, lack of
participation in decision making, excessive workload, unsatisfactory working conditions
and interpersonal relations.
According to (Lailun Nahar, Afroza Hossain, Abdur Rahman, Arunavo Bairagi, 2013)
Significant job stress was found in case of non-government employees, because, they feel
less job security and high work load.
(Gloria Mark and Daniela Gudith and Ulrich Klocke) When people are constantly
interrupted, they develop a mode of working faster (and writing less) to compensate for the
time they know they will lose by being interrupted. Yet working faster with interruptions
has its cost: people in the interrupted conditions experienced a higher workload, more
stress, higher frustration, more time pressure, and effort. So interrupted work may be done
faster, but at a price.
(Panagiotis Trivellasa - Technological Educational Institute of Chalkis, Panagiotis
Reklitisa, Charalambos Platisb Department of, 2013) found that conflict, heavy
workload and lack of job autonomy are negatively associated with all job satisfaction
dimensions, while shortage in information access and feedback is positively related to
employees’ satisfaction with rewards and job security.
28
(Dr. Manisha, Reena Kumari Singh, Murthal) in the study of Problems Faced by
Working Women in Banking Sector found that The married female staff faced more
problems than unmarried like:- time management, work overload, work schedule control,
work hours etc. It is also observed that there is a cooperative attitude of bosses towards
their female staff that will decrease the mental pressure and depression.
(Sakshi Sharma, 2015) The military is responsible for defending the integrity of the
nation and this necessitates the armed force to be physically, psychologically and
emotionally healthy. (K. S. Sathyanaraynan, Dr. K. Maran, 2011) Major factors
contributing to stress: Workload, Vulnerability, Low Physical Condition second on There
is significant correlation between Workload And Emotional Exhaustion.
(Ms. Lopamudra Pattnaik, Ms. Ashamayee Mishra) Excessive workload and
organizational conflict are the major causes of workplace stress. Lifestyle imbalance is the
common result of stress among both the genders.
(Vinay Kumar, 2016) Increasing demanding schedules and high stress levels are leading
to depression or general anxiety disorders in individual lives and have wide ranging effects
like physical discomfort, psychological stress, increased absenteeism and performance
deterioration. More stress means less productivity because stress affects health badly.
In a survey of female junior doctors
Firth Cozens (1987) found the largest and most frequentstressor was conflict felt between
career and personal life. Women typically maintain major responsibility for home and
family.
Several studies have highlighted the deleterious consequences of high workloads or work
overload. According to Wilkes et al. (1998) work overloads and time constraints were
significant contributors to work stress among community nurses. Workload stress can be
defined as reluctance to come to work and a feeling of constant pressure(i.e. no effort is
enough) accompanied by the general physiological, psychological, and behavioral stress
symptoms (Division of Human Resource, 2000). Al-Aameri AS. (2003) has mentioned
in his studies that one of the six factors of occupational stress is pressure originating from
workload. Alexandros Stamatios G.A. et al. (2003) also argued that “factors intrinsic to
the job” meansexplore workload, variety of tasks and rates of pay.
Role ambiguity is another aspect that affects job stress in the workplace. According to
Beehr et al.(1976), Cordes& Dougherty (1993), Cooper (1991), Dyer &Quine (1998)
and Ursprung (1986) role ambibuity exists when an individual lacks information about
the requirements of his or her role, how those role requirements are to be met, and the
29
evaluative procedures available to ensure that the role is being performed successfully.
Jackson & Schuler (1985) and Muchinsky (1997) studies found role ambiguity to lead to
such negative outcomes as reduces confidence, a sense of hopelessness, anxiety, and
depression.
Most of the literature examining reduced hour (or workload) arrangements, which involve
a reduction in workload or hours with a commensurate pay reduction, focus on employer
interest in retaining human capital, in particular top talent (Jones & Kidman, 2001).Even
if, or when, there is no effect on employees work life balance, flextime are often associated
with improved organizational performance (Beauregard & Hendry, 2009). A study in UK
indicated that the majority of the workers were unhappy with the current culture where
they were required to work extended hours and cope with large workloads while
simultaneously meeting production targets and deadlines (Townley, 2000).
Job commitment is the emotional attachment an individual has to an organization or job.
Lee (2008) explicitly states this emotional commitment is the greatest predictor of turnover
within a company. Hutchinson (1997) finds higher role ambiguity and role conflict lead to
lower job commitment. Since role ambiguity is a major component of job discrepancy,
lower job commitment may be a consequence of job discrepancy.
2.2.3 WORK ENVIRONMENT
(Emin Kahya, 2007) Poor workplace conditions (physical efforts, environmental

conditions, and hazards) result in decreasing employee performance consisted of following
organization rules, quality, cooperating with coworkers to solve task problems,
concentrating the tasks, creativity, and absenteeism.
(Evelyn Kortum, Stavroula Leka, And Tom Cox, 2010) Work-related psychosocial risks
and the emerging priority of work-related stress should urgently be included in the research
and political agendas and action frameworks of developing countries.
(Muhammad Mansoor, Sabtain Fida, Saima Nasir, Zubair Ahmad, Mohammad Ali,
2011) Due to the intense competition in telecom industry, organizations are exerting more
and more pressure on employees in order to compete each other and contradicting
demands, excessive workload and physical working conditions causes job stress that
decreases employee’s job satisfaction.
(Elizabeth George and Zakkariya K.A.) Existence of job stress in organizations can
result in negative effects like reduced efficiency, decreased capacity to perform, a lowered
30
sense of self-esteem, depression, low motivation to work, dampened initiative and reduced
interest in working, increased rigidity of thought, a lack of concern for the organization
and colleagues and a loss of responsibility.
Osipow and Spokane (1987) Role Overload (RO) ―measures the extent to which job
demands exceed resources (personal and workplace) and the extent to which the individual
is able to accomplish workloads (Osipow, 1998). Role overload can result in an employee
―experiencing anger and frustration toward persons believed responsible for the overload
in work (Marini, Todd and Slate, 1995). Cercarelli and Ryan (1996) indicated that,
fatigue involves a diminished capacity for work and possibly decrements in attention,
perceptions, decision making, and skill performance, perhaps must simply put, fatigue may
refer to feeling tired, sleepy, or exhausted (NASA, 1996).
Work plays an important role in the lives of most people. After all, a salaried job pays the
bills and enables us to survive. (Siegrist, 2010). Work stress can eventually cause the
employee to feel excessively tired, exhausted and depressed, as well as to suffer physical
ailments. Performance of an employee at his/her workplace is a point of concern for all the
organizations irrespective of all the factors and conditions. (Qureshi & Ramay, 2006). A
good performance of the employees of an organization leads towards a good organizational
performance thus ultimately making an organization more successful and effective and the
vice versa (Armstrong, 2009). The problems arise for the organizations when they start
perceiving that their organizations are already performing at their level best and with great
efficiency furthermore, there is no need for further improvement in their organizations
(Summers & Hyman, 2005).
2.2.4 WORK CULTURE
The significance differences in the factors causing stress like workload, time pressure,
work culture and threat of unemployment were reported using a comparative study
between HDFC and SBI bank employees (Poonam Negi 2013 the impact of various socio-
demographic factors on stress level reveals that educational qualifications and work
experience have a significant impact on employees’ stress levels (Bushara Bano and
Rajiv Kumar Jha 2012).
Uncertain job security and the fear of layoff is also an important source of psychological
stress for some, especially during times of economic contraction (William, 1995).
31
Intention to turnover is the desire a person has to leave a company. This desire increases
when the emotional commitment level of an employee decreases. Lee (2008) finds intent
to turnover to be the strongest indicator of actual turnover for an organization. Identifying
factors that increase turnover rate is important due to the impact turnover has on entire
organizations. This importance is stressed by Barry et al. (2007) who conclude that high a
turnover rate in any position will negatively affect all jobs of an organization. Bita et al.
(2010) further emphasize this importance by showing increased employee retention will
increase job performance. Bita, Naufal, Cortés, and Johnson (2010) reveal that lower
job satisfaction and changing duties lead to higher turnover rates. Barry, Brannon,
Kemper, Schreiner, and Vasey (2007) support this assertion by finding an association
between work overload and turnover.
2.2.5 POLICIES
(Dr Geeta Nema, Dhanashree Nagar ,Yogita Mandhanya ) to increase the productivity
of employees physical and mental health should be strong with proper administrative
policies can be framed and working environment can be made more flexible but not on the
grounds of output and productivity.
(Sai Mei Ling and Muhammad Awais Bhatti, 2014) Better stress management have high
tendency to solve employees problems in organization, top management should concern
about this issues and take appropriate effort to improve employees’ stress at workplace and
increase the job performance.
(Deepti Pathak, 2015) Employees who perceive that organization considers their goals
and cares about their satisfaction & opinions will face less organizational stress in their
work areas and will be more satisfied with their jobs.
(Borikar & Bhatt, June, 2020) in higher level of stress are different than junior level of
employees, they are on top position and having managerial or decision making task. Due to
this their stress are also different like Autonomy, psychology, role ambiguity, leadership,
work life balance or unwanted decisions.
2.2.6 LEADERSHIP
(A.R. Elangovan & Jia Lin Xie, 2000) in the study of Effects of perceived power of
supervisor on subordinate work attitudes found that That perceived legitimate power and
coercive power of the supervisor were major predictors of subordinate stress, while
32
perceived legitimate power and reward power were important predictors of employee
motivation. (Moritz Römer, Martin C. Euwema, Ellen Giebels, Sonja Rispens) in the
study of Leaders and Subordinates Conflict found that Leaders’ behavior can have an
amplifying effect on the relationship between conflict and individual well-being.
(Priyanka, Radha Krishan Lodhwal) in study of An analytical study of organizational
role stress (ORS) in employees of nationalized banks: a case of Allahabad Bank found that
the researchers that apart from DGM Assistant Managers and Managers are more stressed
than Senior Managers and Chief Managers because they have more work load on them,
with lesser authority to make decisions. (Dr. N.R.V. Prabhu, Jun,2014) Experience' is a
major contributor cause of difference in perception of stress when respondents are
classified under different groups based on personal variables. A certain amount of stress is
a positive and pleasurable thing. (Jacqueline Granleese) in study of Occupational
pressures in banking: gender difference found that Women are still experiencing unfairness
in their daily working lives with some being resigned to inequality, perceiving it as
something they can do little about or fearing being marked as a troublemaker.
Rapidly changing global scene is increasing the pressure of workforce to perform

maximum output and enhance competitiveness. (Cascio, 1995; Quick, 1997). The ultimate
results of this pressure have been found to one of the important factors influencing job
stress in their work (Cahn et al., 2000). A study in UK indicated that the majority of the
workers were unhappy with the current culture where they were required to work extended
hours and cope with large workloads while simultaneously meeting production targets and
deadlines (Townley, 2000). Lisa Michelle Russell (2014) have made an empirical
Investigation to analyze the relationship between stress and burnout in high-risk
occupations and how leadership moderates this relationship and the Results indicate police
stress exacerbates perceived burnout. Dwayne Devonish (2014) examined workplace
bullying as a potential moderator in the relationship between job demands and physical,
mental and behavioral strain and the results revealed that workplace bullying significantly
exacerbated the effects of job demands on physical exhaustion, depression, and uncertified
absenteeism.
Employees want to feel confident about their organization’s future and they want stability
and steady work so they can meet their financial obligations. An employee’s sense of job
security is related to whether or not they trust the leaders in the organization. Human
dignity is directly related to job security as it affected the ability of employees to satisfy
33
the basic physiological and security needs. Psychologists have recognized job insecurity as
an imperative cause of stress which involved anxiety and panic.(Salami et al., 2010).
2.2.7 WORK LIFE BALANCE
(A. Anbazhagan, L. J. Soundar Rajan, A. Ravichandran, May, 2013) Work Stress Of

Hotel Industry. Most of the stress and interpersonal stressors have relation between each
factor. (Shahnaz Aziz and Jamie Cunningham) in study of Workaholism, work stress,
work-life imbalance: exploring gender’s role found that workaholism, work stress, and
work-life imbalance are no longer gender-dependent in that, compared to the past, men and
women are currently equal in these areas.
(Barbara White, Daryl O’Connor, Lisa Garrett) in study of Stress in female doctors
found that GPs, perceived stress and predictors of mental ill health are more likely to result
from ongoing daily pressures such as balancing work and family.
(Shelly Gupta, March 2011) in study of Stress in the Workplace found that The Stress in
the Workplace Survey in aged 18+ who reside in the U.S who are either employed full-
time, part-time, or self-employed.
(W.J. Coetzer and S. Rothmann, 2006) in study of Occupational stress of employees in
an insurance company found that The organization is therefore advised to take note of the
impact of stressors such as job characteristics, workload and work-home balance in order
to protect both the employee and the organization against the negative effects of
occupational stress. (Neeti Singh, Dr. Mini Amit Arravatia, 2017) in study of Effect of
Stress Management Techniques on Efficiency of Real Estate Employees in Rajasthan
found that the real estate employees are facing crucial situations these days as most of the
owners, managers and employees showed anxiety and depression while discussed about
present scenario of real estate industry. (2008-14) – higher in the danger spectrum than
police officers. It is not uncommon for real estate professionals to be threatened, abused,
or in many other ways mistreated by vulnerable, emotional or desperate clients. (Sturges
and Guest, 2004 in the journal of Parkes and Langford, 2008), work balance and the
life of work life balance defined here as the ability of an individual to meet their work,
meet family commitment, as well as work responsibility and other activities (such as social
activities). Family and work are inter-related and interdependent to the extent that
experiences in one area affect the quality of life in the other (Sarantakos, 1996). Home-
34
work interface can be known as the overlap between work and home; the two way
relationship involves the source of stress at work affecting home life and vice versa effects
of seafaring on home life, demands from work at home, no support from home, absent of
stability in home life. (Alexandros- tamatios G.A et al., 2003). For example, it questions
whether the workers have to take work home, or inability to forget about work when the
individual is at home. Home-work interface is important for the workers to reduce the level
of work-related stress. According to Lasky (1995) demands associated with family and
finances can be major source of „extra-organizational‟ stress that can complicate, or even
precipitate, work-place stress. Russo &Vitaliano (1995) argued that the occurrence of
stressors in the workplace either immediately following a period of chronic stress at home,
or in conjunction with other major life stressors, is likely to have marked impact on
outcome.
2.2.8 APPRAISAL AND PAY SYSTEM
In their study of Effects of Job Stress on Employees Job Performance (Ashfaq Ahmed
and Dr. Muhammad Ramzan Jul-Aug 2013) they found that the organization that they
have sustained a very health, cooperative and friendly environment within the team for
better performance. In the study of (Ibtisam Mbarak Awadh & Dr. Anwar Hood
Ahmed, Oct 2015) for Effects of Workplace Stress on Employee Performance in the
County Governments in Kenya, they came with result that Physical Demand of the Job
also affect employees performance to a certain level though not as much as time pressure
however if the physical demand increases higher it will have a direct impact on the Time
Pressure. (Stephen M. Barbouletos) in his study of Discrepancy Between Role
Expectations and Job Descriptions: Higher job discrepancy increases stress and tension for
all employees in the workplace. Tolerance for ambiguity shows plausible evidence it may
moderate tension caused by increased job discrepancy in the workplace. Employees with
higher core self-evaluations reduce tension as job discrepancy increases. (Slamet Riyadi1
Post Graduate Program, Feb 2015) in the study of Effect of Work Motivation, Work
Stress and Job Satisfaction on Teacher Performance at Senior High School (SMA)
Throughout The State Central Tapanuli, Sumatera found that The performance can be
improved when teachers work motivation and job satisfaction improved.
(Muhammad Ali, Nabila Abid MS) in study of Impact of stress antecedents on work
stress and employees performance found that stress antecedents have a positive influence
on work stress, and work stress has a negative impact on employee performance.
35
(SaqibUsman, M. Tahir Akbar, Dr. MuhammedRamzan, Sept-Oct, 2013) Effect of

Salary and Stress on Job Satisfaction of Teachers in District Sialkot, Pakistan and found
that Teachers in private sector colleges quickly move from one college to the other due to
salary and supervision of the management.
(Andi Alianto and Rina Anindita, May, 2018) in study of The Effect of Compensation
and Work Life Balance on Work Satisfaction Mediated By Work Stress found that
Compensation significantly effects work satisfaction in PT.
(Andi Baharuddin Anwar, Haris Maupa, Muhammad Ali, Muhammad Ismail, 2015)
in study of The Effects of Work Stress and Compensation on the Employees’ Performance
through Motivation and Job Satisfaction at the Private Life Insurance Companies in
Jakarta, Indonesia found that The work performance are determined by many factors of the
many factor affected the work performance, this study found that work motivation plays a
very important role and employees’ performance is largely determined by the
compensation received by employees.
(Gbolahan Gbadamosi) in study of Perceived Stress, Performance Appraisal Discomfort
and Core Self-evaluation in a non-Western context (CP) found that it indicative of a strong
link between how a person sees, views and values self as a possible reflection of the state
of the individual’s perceived stress.
(Rizwan Qaiser Danish, Ahmad Usman Shahid, Nauman Aslam, Ameer Ali, 2015) in
study of The Impact of Pay Satisfaction and Job Stress on Job Satisfaction in Pakistani
Firms of Gujranwala District found that pay is very important for job satisfaction while job
stress negatively associated with job satisfaction. No doubt stress has a great negative
effect on job satisfaction but if employees get handsome income or pay, it can reduce the
bad effect of stress.
(Mondy and Noe, 1993: 320) Direct financial compensation is as follows: salary, wage,
bonus and commission; while indirect compensation is also called allowances which
include all the financial rewards which are not included in direct compensation. Non-
financial compensation consists of well received satisfaction from the work itself, such as
responsibility, chance for confession, opportunity for promotion or from psychological
environment and or physical where the individual is, like a fun co-worker, healthy policies,
cafeteria, work sharing, work compacted on week day and availability of spare time.
(Michael and Harold, 1993) divided compensation to three form: material, social, and
activities. The material forms of compensation are not limited to money like salary, bonus,
and commission, but all forms of physical amplifier (physical reinforcer), such as parking
36
facility, phone and a comfortable office space, as well as various forms of allowances, for
example pensions, health insurance.
Alexandros-Stamatios et al. (2003) also argued that “factors intrinsic to the job” means
explore workload, variety of tasks and rates of pay. The combination of high effort and low
reward at work has been found to be a risk factor for cardiovascular health, sickness
absence as well as self-reported symptoms (Tsutsumi & Kawakami, 2004). Rewards are
distributed to employees in three different ways: money that is adequate salary, esteem that
is respect and support and security that is Job security, promotions and status consistency.
Money is an extrinsic reward and it can used to influence employees behaviors (Darmon,
2004). Extrinsic rewards are granted but another individual, and can include salary, fringe
benefits, and so on (Kreitner, 2005). Organizations that reward their members in
accordance with performance typically experience fewer problems than organizations that
do not. (Muczyk, et al., 2004). Bonuses, as extrinsic rewards, can be good tool to motivate
workers for better performance. When management ties their performance in with their
bonuses, they take it as a challenge to generate greater performance for receiving bigger
financial reward. (Laurie, 2007).
2.2.9 IMPACT OF WORKPLACE STRESS
(Colligns Thomas W., 2005) Psychological impact of workplace stress includes

depression, persistent anxiety, pessimism and resentment. The impact of these symptoms
on organization is significant as these symptoms lead to hostility in workplace, low morale,
interpersonal conflict, increased benefit expenses, decreased productivity, and increased
absenteeism.
(Thomason J. A., 1995)The demands on the individuals in the workplace are increasingly
reaching out into the homes and social life of employees. Long uncertain or unsocial hours
working away from homes, taking work home, high levels of responsibility, job insecurity
and job relocation all adversely affect family responsibilities and leisure activities.
(G., 1996) Study describes that approximately 20% of night shift workers have to leave
their position due to psycho physiological dysfunctions such as chronic fatigue, hyper-
tension, heart disease, and gastrointestinal dysfunction.
(Schaufeli W. B., 1998) Results of study says, employees experiencing chronic work
stress have been shown to develop unstable blood pressure, increased cholesterol, muscle
37
tension, diabetes, hypertension, headaches, substance abuse, and clinical depression. It also
reveals that these. (Israel B., 1989)employees lack concentration and their capability
capacity to retain information is reduced. (Williams Stephen, 1998)Study reveals that
women tend to report more stress, less energy, make more use of time management and
seek more use of social support to deal with it. (Schaufeli W. B., ” the burnout
companion to study and research: a critical analysis”, 1998) In order to be effective in
reducing burnout – and thus absence duration- two avenues may be followed. First;
reducing exposure to job demands such as workload, emotional demands and work home
interference, and second; providing job resources, job autonomy, learning opportunities
social support, performance feedback. (J., 2000) Surveys also indicate that employees in
publicly funded institutions experience greater perceived work stress than those in
privately funded organizations. A study on mental health counselors shows that damaging
effects of stress and burnout can be compounded in institutional settings such as state
hospitals.
2.2.10 STRESS MANAGEMENT
(Nikom, 2005) Research indicates that those young men who engage in positive health
promoting behavior, exercise, good nutrition expression of emotion and social
collaboration are less likely to report a high incidence of impact on sources of stress.
(Tucker L, 1986) Study reveals that individuals having better muscular function and
fitness report lower amount of stress in their life. Increased level of physical fitness help to
confront the problems of life and adapt more readily to pressure.
(Gro, 2011) Study explores that individual counseling have clear benefits for employees
psychological well-being. Increase in employee participation and training events reduce
stress of employees.
(Thomason J. A., “Effects on Instruction on Stress Management Skills and Self-
Management Skills among Blue Polar Employees”, in L. R. Murphy, J. L. Hurrel, S.
Sauter and G. Keita (Eds.), “Job Stress Interventions”, 1995)Training on Stress
Management Skills and Self-Management Skills (SMISM) reduce blood pressure,
decrease the level of anxiety.
(Shapiro Shauna L., 1998) Study establishes that meditation based stress reduction
intervention leads to; Reduce self-reported stress and trait anxiety, Reduce reports of
overall psychological distress including depression and Increases overall empathy level.
38
(P., 2015) Research interprets that positive effect of meditation and relaxation exist in
coping with anxiety and stress
(Edwards D., 2002) Research suggest that therapists, like other helping professionals are
at risk for stress related psychological problems although sources of stress are well studied
on mental helping professionals, implementation of stress management for these people are
lacking. Training in self-care may be useful complement to the professional training for
future therapists.
2.3 LITERATURE REVIEW SUMMARY

Table: 2.1 Literature Reviews from the year 2016 to 2020.
Journal / Article
Author Addressed Issues Summary
Publication Title
Existence of job stress in
Emerald organizations can result in
insight: negative effects like reduced
Job related
Journal of efficiency, decreased
stress and to examine
Managemen capacity to perform, a
job whether job
t lowered sense of self-
Elizabeth satisfaction satisfaction and
Developme esteem, depression,
George , :a job-related stress
nt, Vol. 34 low motivation to work,
Zakkariy comparativ differ among
Issue: 3, dampened initiative and
a K.A. - e study employees of
pp.316-329, reduced interest in working,
among different banking
doi: increased
bank sectors
10.1108/JM rigidity of thought, a lack of
employees
D-07-2013- concern for the organization
0097 and colleagues and a loss of
responsibility.
IOSR
Journal Of
Effect of Teachers are the
Humanities SaqibUs Teachers in private sector
Salary and backbone of any
And Social man, M. colleges quickly move from
Stress on country. If
Science Tahir one college to the other due
Job teachers are fully
(IOSR- Akbar, to salary and supervision of
Satisfaction satisfied with their
JHSS) Dr. the management. these
of Teachers jobs they would
Volume 15 Muhamm colleges should pay high
in District sincerely and
, Issue 2 edRamza attention to financial rewards
Sialkot, passionately teach
(Sep. - Oct. n of teachers.
Pakistan their students
2013), PP
68-74
39
British Work Study aims to

Journal of Stress and investigate the Better stress management
Economics, Job relationship role have high tendency to solve
Managemen Performanc conflict, job employees problems in
Sai Mei
t & Trade e in control, social organization, top
Ling and
4(12): Malaysia support and job management should concern
Muhamm
1986-1998, Academic performance about this issues and take
ad Awais
2014 Sector: among appropriate effort to improve
Bhatti
Science Role of administration employees’ stress at
Main Social staff in University workplace and increase the
Internationa Support as Utara Malaysia job performance.
l Moderator (UUM), Kedah
Journal of Work place stress
Managemen management
Major factors contributing to
t Research programs and
stress: WORKLOAD,
and implementation of
VULNERABILITY, LOW
Developme measures to
PHYSICAL CONDITION
nt (JMRD), A study on reduce
K. S. There is significant
ISSN 2248 stress psychological
Sathyana correlation between
– manageme pressure and
raynan, WORKLOAD and
9390(Onlin nt in it individual’s sense
Research EMOTIONAL
e), Volume industry of control are
EXHAUSTION.
1, Number possible ways to
There is no significant
1, January - counteract the
difference in stress variable
April negative effects of
with reference to gender.
(2011), pp. a stressful
21-26 situation.
Stress plays a vital
role in the life of a
human being and
ignoring this
Asia Pacific A.
factor life would
Journal of Anbazha
Work be monotones task interpersonal stressors have
Marketing gan , L.
stress of and uninspiring. relation between each factor.
& J.
hotel An unbearable Age factor will not have
Managemen Soundar
industry load of stress in relation
t Review, Rajan ,
employees the life span of a between the stress factors
ISSN 2319- A.
in human being but only some of the factor
2836 Ravichan
Puducherry becomes has the relation.
Vol.2 (5), dran
extremely
May (2013)
unpleasant. It will
certainly have an
adverse impact on
productivity.
40
Emerald
to examine
Insight, Workaholis
potential workaholism, work stress,
Gender in m, work
differences and work-life imbalance are
Managemen stress,
Shahnaz between male and no longer gender-dependent
t: An work-life
Aziz and female in that, compared to the past,
Internationa imbalance:
Jamie workaholics in men and women are
l Journal, exploring
relation to work currently equal in these
Vol. 23 gender’s
stress and work- areas.
Issue: 8,pp. role
life imbalance;
553-566
An DGM Assistant Managers
Emerald analytical and Managers are more
insight: study of stressed than Senior
The nature of
Journal of organizatio Managers and Chief
banking
Managemen nal role Managers because they have
PRIYAN employee’s job is
t stress more work load on them,
KA, very mind-
Developme (ORS) in with lesser authority to make
Radha numbing as it
nt, Vol. 36 employees decisions. Assistant
Krishan involves
Issue: 5, of Managers and Managers
Lodhwal interaction with
doi: nationalize seek permission from Senior
customers directly
10.1108/JM d banks: a Mangers, Chief Managers
at all levels.
D-09-2015- case of and above to carry out job
0137 Allahabad work.
Bank
The present study
ASIAN examined the
Role of
JOURNAL relationship
perceived
OF between Employees who perceive
organizatio
MANAGE organizational that organization considers
nal support
MENT stress and job their goals and cares about
on stress-
RESEARC Deepti satisfaction level their satisfaction & opinions
satisfaction
H, ISSN Pathak of an individual will face less organizational
relationship
2229 – and whether stress in their work areas and
:
3795, Perceived will be more satisfied with
An
Volume 3 Organizational their jobs.
empirical
Issue 1, Support moderates
study
2012 the relationship
between both.
41
1. Experience' is a major
contributor cause of
Identify and
Occupation difference in perception of
examine the
AMET al stress - a stress when respondents are
variables causing
Internationa study with classified under different
occupational
l Journal of reference groups based on personal
Dr. stress among bank
Managemen to select variables.
N.R.V. employees.
t, ISSN bank 2. negative relationship is
Prabhu Identify the
2231-6779 / employees observed between stress and
significant coping
Jan - June in Chennai job satisfaction which
strategies adopted
2014 region indicates that satisfied
by bank
employees expressed low
employees.
stress compared to the
dissatisfied employees
perceived stress and
Examines drivers
predictors of mental ill
behind career
Emerald health are more likely to
choices of female
Insight, Barbara result from ongoing daily
Doctors and
Women in White , pressures such as balancing
Stress in identifies stressors
Managemen O’Conno work and family. Many
female experienced by
t Review, r, women encountered a stage
doctors women who opt
Vol. 12 Lisa in which they contemplated
for Hospital
Issue: 8,pp. Garrett leaving the rigid structure of
Doctor (HD) and
325-334 hospital medicine for the
General Practice
greater flexibility of general
(GP).
practice.
Internationa
This is important indicator
l Journal of
of upcoming workplace
Computer New interventions
hazard in the banking sector.
Science and become a cause of
The study gave important
technology, stress in customer
Job Stress insights into stress factors
Vol 6, IS S oriented
in IT Age: amongst working women in
u e 1 Sp l - organizations like
Shelly A Study of the banking sector. Thus
1 Ja n -Ma r banking sector and
Gupta Indian though infusion of IT in the
C h 2015 exploration of
Female banking sector is providing
ISSN : sources of role
Bankers excellent customer
0976-8491 stress in IT age
experience but women
(Online) | among female
employee related issues
ISSN : bankers.
needs top priority of the
2229-4333
management.
(Print)
42
Emerald Survey
The Stress in the
insight: Summar
Workplace survey
Survey y for
was conducted
Summary American
online within the
American Psycholo Stress in
United States by
Psychologic gical the
Harris Interactive
al Associati Workplace
on behalf of the
Association on by
American
Harris Harris
Psychological
Interactive Interactiv
Association
March 2011 e
Emerald
insight:
Women in Women report Women are still
Managemen significantly experiencing unfairness in
Occupation
t Review, Jacquelin higher pressures their daily working lives
al pressures
Vol. 19 e stemming from with some being resigned to
in banking:
Issue: 4, Granlees perceived gender inequality, perceiving it as
gender
pp.219-226, e inequities and something they can dolittle
difference
doi: work-life balance about or fearing being
10.1108/09 concerns. marked as a troublemaker.
649420410
541290
Nov-16,
http://www.
careerizma.
com/industr
ies/financial wikipedia
Financial define the term financial services works like
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Jan- 17 - careerizm
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https://en.w a.com
ikipedia.org
/wiki/Finan
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Europe’s financial services
Jan - 17 - wikipedia industry accounts for nearly
https://en.w of 6 percent of the continent’s
current market
ikipedia.org Internatio Financial GVA. Out of 28 countries of
capture by
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Europian financial
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institutions
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43
financial service
industry facilitates
US for investment
Jan - 17 - wikipedia
in stock markets many banks offer products
https://en.w of
and bonds for much beyond their
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individuals, traditional portfolios and
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companies and many financial enterprises
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ncial_institu institutio
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agencies with the
help of banks and
loan firms.
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, Indian
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December,
20162.
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king/financ financial consists of 26 public sector
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44
the workings of
financial system
RESEARC
are vital to pace
H HUB –
and sustainable The Indian financial sector is
Internationa
growth of the diversified and expanding
l
economy. rapidly. It is also multi-
Multidiscipl
Financial system dimensional and its segments
inary
Dr. Indian plays a vary widely in terms of
Research,
Amitkum Financial momentous role in financial depth, access,
RHIMRJ -
ar S. system: At access the rate of efficiency, and stability. It
ISSN:
Mehta a Glance economic comprises commercial
2349-7637
development, banks, credit institutions,
(Online)
which is to insurance companies,
Volume-1,
improving general pension funds and mutual
Issue-4,
standard of living funds.
November
&higher social
2014
welfare in the
country.
Paper describes
the general
overview of
financial system
which includes the
constituents of the
Financial System.
Internationa
It also
l Journal of
describes the
Managemen Indian
concept of bank,
t and Social Financial The post 1991 phase of
Historical
Sciences System & Indian banking is
Background,
Research Dr. Indian characterized by the
Functions and
(IJMSSR) Mamta Banking beginning of ‘sound
types of banks.
ISSN: Ratti Sector: A banking’ in contrast to the
Section B explains
2319-4421 Descriptive social/mass banking’ of the
the phases of
Volume 1, Research nationalization phase.
Indian Financial
No. 1, Study
System & the
October
Present
2012
Organizational
Structure. It also
focuses on the
evolution of
Indian
Commercial
Banking.
45
Capital markets are well

Bonfring developed after the
Internationa introduction of SEBI. After
l Journal of independence i.e. 1947 in
Industrial B.K. An Capital markets Indian capital markets, an
Engineering Muhamm Overview were not well element of speculation crept
and ed Juman of India organized and into the market. Increased
Managemen and M.K. Capital developed during cost of public issues and
t Science, Irshad Markets the British rule isolated nature of stock
Vol. 5, No. exchanges were the other
2, June problems which emerged in
2015 the post –independence
phase.
Factors
Associated
To determine the The job stressors affecting
with
Science factors associated the employees included role
Occupation
Research, with occupational conflict and ambiguity, lack
Ahlam B. al Stress
2012. stress and their of promotion opportunities
El and Their
Vol.3, relationship with and feedback, lack of
Shikieri , Effects on
No.1, 134- organizational participation in decision
Hassan Organizatio
144, performance at making, exces-sive
A. Musa nal
February one of the private workload, unsatisfactory
Performanc
2012 universities in working conditions and
e in a
Sudan. interper-sonal relations.
Sudanese
University
Factors The results of the regression
East West
Contributin the contributing analysis conducted on the
Journal of
Takina g to Job factors of stress five factors indicate that
Business
Ali, Stress of among fu ll time burn out, job pressure,
and social
Mohamm Private entry level inadequate working hours
Studi es,
ad Bank employees of li and anxiety were found to be
Vol. I,
Khakeq Employees sted banks in the most influential factors
January
in bangladesh explaining the stress level of
20I0
Bangladesh the employees.
46
Currently Bankers
are under a great
transaction of
stress and due to
many
IOSR
backgrounds of
Journal of
stress such as The results are significant
Business
Excess, Role with negative correlation
and Effects of
doubt, Role between job stress and job
Managemen Job Stress
conflict, Concern performances and shows that
t (IOSR- Ashfaq on
for people, job stress significantly
JBM) e- Ahmed , Employees
Contribution, reduces the performance of
ISSN: Dr. Job
Lack of feedback, an individual. The results
2278-487X, Muhamm Performanc
possession up with suggest to the organization
p-ISSN: ad e A Study
rapid that they have sustained a
2319-7668. Ramzan on Banking
technologicalchan very health, cooperative and
Volume 11, Sector of
ge. Being in an friendly environment within
Issue 6 (Jul. Pakistan
inventive role, the team for better
- Aug.
Career performance.
2013), PP
development,
61-68
Organizational
structure and
climate, and
recent episodic
events.
Physical Demand of the Job

Effects of
also affect employees
Workplace
performance to a certain
Internationa Stress on
level though not as much as
l Journal of Employee
To establish the time pressure however if the
Scientific Performanc
effects of Job physical demand increases
and Ibtisam e in the
demand of the job, higher it will have a direct
Research Mbarak County
salary, job impact on the Time Pressure.
Publications Awadh & Governmen
security and time Salary has some impact on
, Volume 5, Lucy ts in
pressure on employee’s performance but
Issue 10, Gichinga Kenya: A
employees it is at a manageable level as
October Case Study
performance. much as employees are not
2015 1 of Kilifi
satisfied with their pay but
ISSN 2250- County
they are not thinking of
3153 Governmen
looking for a better paying
t
job.
47
To determine the
sources of work-
stress among the
MOH hospital
staff working in
Riyadh City, The multiple regression
JKAU: Sources of Saudi Arabia, to analysis indicated that
Econ. & BADRA Work- examine the insufficient technical
Adm.,  N Stress relationship facilities, absence of
Vol. 17, ABDUL among between the socio- appreciation, long working
No. 1, pp. RAHMA Hospital- demographic hours, and short breaks were
3-16 (1424 N AL- Staff at the variables and the significantly able to explain
A.H./2003 OMAR Saudi level of work the variance in the level of
A.D.) MOH stress, and to work-stress among hospital
studies the staff.
relationship
between work-
stress and the
anticipated
outcomes.
Job discrepancy in the
Discrepanc To identify the workplace is widespread
y Between difference among both managers and
Role between formal non-managers. Higher job
Expectatio job descriptions discrepancy increases stress
Stephen
ns and Job and true job and tension for all
Washington M.
Description expectations (job employees in the workplace.
education Barboulet
s: The discrepancy), Tolerance for ambiguity
os
Impact on assess its shows plausible evidence it
Stress and frequency, and may moderate tension
Job identify its impact caused by increased job
Satisfaction to the workplace. discrepancy in the
workplace.
The results showed that there
the effects of job were substantial
characteristics relationships between
(physical efforts employee performance both
The effects and job grade), job grade and environmental
Science
of job and working conditions. Poor workplace
Direct -
characterist conditions conditions (physical efforts,
Internationa
ics and (environmental environmental conditions,
l Journal of Emin
working conditions and and hazards) result in
Industrial Kahya
conditions hazards) in decreasing employee
Ergonomics
on job addition to performance consisted of
37 (2007)
performanc experience and following organization rules,
515–523
e education level on quality, cooperating with
task performance coworkers to solve task
and contextual problems, concentrating the
performance. tasks, creativity, and
absenteeism
48
knowledge of
potential health
Internationa Psychosoci
impact of
l Journal of al risks and
psychosocial risks The future research and
Occupation EVELY work-
and preliminary action paradigms in relation
al Medicine N related
priorities for to psychosocial risk
and KORTU stress in
action, and management will need to be
Environmen M, developing
discusses potential broadened to include the
tal Health STAVR countries:
barriers and larger social, political and
2010;23(3): OULA health
solutions to economic contexts in
225 – 238 LEKA, impact,
addressing developing countries beyond
DOI and TOM priorities,
psychosocial risks issues focusing solely on the
10.2478/v1 COX barriers
and work-related working environment.
0001-010- and
stress in
0024-5 solutions
developing
countries.
investigate
Researchgat
whether the
e-
context of
https://www
interruptions
.researchgat When people are constantly
The Cost of makes a
e.net/public interrupted, they develop a
Gloria Interrupted difference. context
ation/22151 mode of working faster (and
Mark , Work: does not make a
8077_The_ writing less) to compensate
Ulrich More difference but
cost_of_inte for the time they know they
Klocke Speed and surprisingly,
rrupted will lose by being
Stress people completed
_work_Mor interrupted.
interrupted tasks
e_
in less time with
speed_and_
no difference in
stress
quality.
Science The
Research - Relationshi There will have a
Psychology p of Job significant
2013. Satisfaction difference
Lailun
Vol.4, , Job between
Nahar, Female employees were less
No.6, 520- Stress, government and
Afroza satisfied than male
525 Mental non-government
Hossain, employees with their lower
Published Health of employees in case
Abdur level jobs having with a
Online June Governmen of various job
Rahman, lower payment and as well
2013 in t and Non- related factors.
Arunavo as due to less social security.
SciRes Governmen These factors
Bairagi
(http://www t affect job
.scirp.org/jo Employees performance of
urnal/psych of employees.
) Bangladesh
49
A
Comparativ
causes of stress
e Analysis:
among the
Causes of
employees and its
Stress
effect on the
AIMA Among
employee the job related stress in
Journal of The
performance at the general and the stress factor
Managemen Employees
KDV workplace in job security in particular
t& And Its
Prasad , Agriculture effects the employee
Research, Effect on
Rajesh Research Sector performance in IT sector.
November The
Vaidya, (ARS) and Health-wise, some
2016, Performanc
V Anil Information employees had developed
Volume 10 e At The
Kumar Technology chronic neck and back pain,
Issue 4/4, Workplace
Sector (ITS), and an effect of long sitting
ISSN 0974 In
determine the hours at work.
– 497 Agricultura
level of
l Research
differences if any,
And
among both the
Informaton
sector employees.
Technolog
y Sectors
The Impact
Muhamm
of Job
ad
Stress on
Journal of Mansoor,
Employee Individuals under excessive
Business Sabtain To examine the
Job stress tend to find their jobs
Studies Fida, impact of job
Satisfaction less satisfying. Some of their
Quarterly Saima stress on
: A Study intrinsic or extrinsic needs
2011, Vol. Nasir, employee job
on may be thwarted or not met
2, No. 3, Zubair satisfaction
Telecomm sufficiently.
pp. 50-56 Ahmad,
unication
Mohamm
Sector of
ad
Pakistan
Internationa
Impact of
l Journal of
Stressors The impact of
Business
(Role Stressors (Role
and
conflict, conflict, Role
Managemen Laiba
Leadership overload,
t Invention Parvaiz,
Support Leadership
ISSN Saba
and Support &
(Online): Batool,
Organizatio Organizational
2319 – Ambar
nal Politics) on Job
8028, ISSN Khalid,
Politics) on Stress and its
www.ijbmi. Yasir
Job Stress subsequent impact
org || Aftab
and its on Turnover
Volume 4 Farooqi
subsequent Intention in
Issue 10 ||
impact on academic sector of
October.
Turnover Pakistan.
2015 || PP-
Intention
52-63
50
Interpersonal
Moritz
conflict in
Römer ,
https://www organizations is
Martin C. Leaders Leaders’ behavior can have
.researchgat well known for its
Euwema and an amplifying effect on the
e.net/public negative
, Ellen Subordinat relationship between conflict
ation/22818 consequences in
Giebels, es Conflict and individual well-being.
2563 terms of
Sonja
employee’ well-
Rispens
being.
Emerald - That perceived legitimate
Effects of
Leadership power and coercive power of
perceived The relationships
& the supervisor were major
A.R. power of between
Organizatio predictors of subordinate
Elangova supervisor perceptions of
n stress, while perceived
n & Jia on supervisor power
Developme legitimate power and reward
Lin Xie subordinate and subordinate
nt Journal power were important
work work attitudes.
21/6 [2000] predictors of employee
attitudes
319±328 motivation.
Effect of
IOSR Work
Journal Of Motivation,
Humanities Work
And Social Stress and
Science Job
Determine the
(IOSR- Satisfaction
influence of the
JHSS) on Teacher The performance can be
variables of work
Volume 20, Slamet Performanc improved when teachers
motivation, job
Issue 2, Riyadi e at Senior work motivation and job
stress and job
Ver. 1 (Feb. High satisfaction improved.
satisfaction on the
2015), PP School
performance
52-57 e- (SMA)
ISSN: Throughout
2279-0837, The State
p-ISSN: Central
2279-0845. Tapanuli,
Sumatera
51
The impact of job

related stress on
Job Satisfaction of
nursing staff
working in conflict, heavy workload and
The effect
Science hospitals. Job lack of job autonomy are
of job
Direct - stress is one of the negatively associated with
related
Procedia - Panagioti most important all job satisfaction
stress on
Social and s workplace health dimensions, while shortage
employees'
Behavioral Trivellas risks for in information access and
satisfaction
Sciences 73 a employees, and feedback is positively related
: A survey
( 2013 ) 718 job satisfaction to employees’ satisfaction
in Health
– 726 has been with rewards and job
Care
considered as a security.
crucial factor in
the provision of
high quality
services
Internationa The married female staff
l Journal of The study is faced more problems than
Emerging purely exploratory unmarried like:- time
Problems
Research in Dr. in nature and management, work overload,
Faced by
Managemen Manisha, seeks to identify work schedule control, work
Working
t Reena the problems hours etc. It is also observed
Women in
&Technolo Kumari faced by women that there is a cooperative
Banking
gy ISSN: Singh in both the Private attitude of bosses towards
Sector
2278-9359 and Public sector their female staff that will
(Volume-5, banks. decrease the mental pressure
Issue-2) and depression.
These factors not only lead
to reduction in the
productivity of the
A Study on Too much
employees but also affect
Pacific the Causes pressure without
Dr Geeta their physical and mental
Business of Work having the chance
Nema , health. To overcome this
Review - A Related to recover out of
Yogita problem, proper
Quarterly Stress the situation
Mandhan administrative policies can
Refereed Among the causes stress and
ya be framed. Similarly,
Journal College it damages our
working environment can be
Teachers health too.
made more flexible but not
on the grounds of output and
productivity
52
The military is responsible

for defending the integrity of
To explore factors
the nation and this
influencing
IIMB necessitates the armed force
occupational
Managemen Occupation to be physically,
stress faced by
t Review al stress in psychologically and
Indian army
Volume 27, the armed emotionally healthy. A
Sakshi soldiers and
Issue forces: An “sick” army can negatively
Sharma evaluate
3, Septembe Indian impact the country in terms
applicability of the
r 2015, army of health care, unhealthy
scale used for
Pages 185- perspective working relationships,
measuring
195 suicides, and killing of
occupational
fellow soldiers, which have
stressors.
been frequently witnessed in
the past decade.
IJIRST – A Study on
Internationa Work
l Journal for Stress It was found from the results
Innovative Among To determine the because of long time
Research in Bank impact of various working hours, role of
B.
Science & Employees constituents of conflict and political
Kishori ,
Technology in State occupational work pressure there is high degree
B.
| Volume 2 | Bank of stress on the of occupational work stress
Vinothini
Issue 12 | India with employees of amongst the private and
May 2016 Reference banking sector public sector bank
ISSN to employees.
(online): Tiruchirapp
2349-6010 alli
Internationa
l Journal of The objective of
Business the study was to
Impact of
and explore the
stress
Managemen influences of stress antecedents have a
Muhamm antecedents
t Invention stress antecedents positive influence on work
ad Ali, on work
ISSN on work stress and stress, and work stress has a
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53
The organisation is therefore

To assess the
advised to take note of the
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South W.J. Occupation impact of stressors such as
consistency and
african Coetzer al stress of job haracteristics, workload
the relationships
journal of and S. employees and work-home balance in
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Managemen Rothman in an order to protect both the
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Adrenaline: over the time
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Dr. Geoff unsuccessful females
2005
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ANZAM
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Manage e appraisal: generally accepted higher levels of
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December,
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Canberra,
Brian and appraisees. for this analysis were non-
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Cortisol: females
experience significant
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they find it a stressful event.
54
Internationa
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Life
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Insurance
Companies
in Jakarta,
Indonesia
55
Perceived
performance appraisal
Stress,
discomfort and performance
Performanc
Little has been appraisal belief; inverse
e Appraisal
done exploring relationship between
Discomfort
Gbolahan perceived stress as performance appraisal
Research and Core
Gbadamo a possible discomfort
Gate Self-
si consequence of and perceived stress; inverse
evaluation
the discomfort relationship between
in a non-
experienced performance appraisal
Western
discomfort and core self-
context
evaluation.
(CP)
Greenhaus,
J. C.
(2003).
The
The Impact The data are analyzed by
relation
Of Work using Statistical Package
between
Razak, Stress Social Science (SPSS)
work-
Mohama Towards computer programmed
family
d Idham Work Life version 20. The data analysis
balance
Md Balance In and interpretation is
and quality
Malaysia arranged according to each
of life.
variable.
Journal of
Vocational
Behavior,
510-31.
more or
workplace stress is
less stress is being
the generally
Ms. experienced by the
Effect Of focused area of
Lopamud individuals at workplace.
Workplace stress. This stress
Internationa ra Excessive workload and
Stress: A increases pressure
l Pattnaik, organizational conflict are
Study In and worsening the
Conference Ms. the major causes of
Indian condition of the
Ashamay workplace stress. Lifestyle
Context individual leading
ee Mishra imbalance is the
to harmful
common result of stress
problems
among both the genders.
56
1. Stress has become an

integral part of the life.
2.Excessive workloads and
targets in the work are two
major causes of stress
3. The report included the
major cities like Delhi-NCR,
INTERNA
Mumbai, Bangalore,
TIONAL
Kolkata, Ahmedabad, Pune,
JOURNAL
Chandigarh etc. A little over
FOR
200 employees were selected
INNOVATI Workplace
from each city on an
VE Stress
Heavy targets average. Delhi ranks 1,
RESEARC among the
and Workloads are afflicted from depression
H IN Vinay Employee
the major causes followed by Bangalore
MULTIDIS Kumar in
of stress among (2nd), Mumbai(3rd),
CIPLINAR Insurance
the employees. Ahmedabad(4th),
Y FIELD sector: A
Chandigarh(5).
ISSN – study
5. Increasing demanding
2455-0620
schedules and high stress
Volume - 2,
levels are leading to
Issue - 10,
depression or general anxiety
Oct - 2016
disorders in individual lives
and have wide ranging
effects like physical
discomfort, psychological
stress,
increased absenteeism and
performance deterioration.
57
the real estate employees

arefacing crucial situations
these days as most of the
owners, managers
andemployees showed
anxiety and depression while
discussed about present
scenarioof real estate
A Study of
industry. real estate as ahigh
Effect of
risk industry, with an
Stress
average annual suicide rate
Manageme
Neeti of 13.4 people per
nt
Shodh Singh, 100,000employees (2008-
Techniques
Ganga, Dr. Mini 14) – higher in the danger
on
2017 Amit spectrum than police
Efficiency
Arravatia officers. It is not
of Real
uncommon for real estate
EstateEmpl
professionals to be
oyees in
threatened, abused, or
Rajasthan
inmany other ways
mistreated by vulnerable,
emotional or desperate
clients. Facinghighly
emotional situations most of
the time in your working life
can be exhaustingand take an
emotional and physical toll.”
to examine the
Rizwan pay is very important for
American impact of pay
Qaiser job satisfaction while job
Journal of The Impact satisfaction and
Danish, stress negatively associated
Economics, of Pay job
Ahmad with job satisfaction. No
Finance and Satisfaction stress over job
Usman doubt stress has a great
Managemen and Job satisfaction among
Shahid, negative effect on job
t Stress on the managers and
Nauman satisfaction but if employees
Vol. 1, No. Job employees
Aslam, get handsome income or pay,
3, 2015, pp. Satisfaction working in
Ameer it can reduce the bad effect
207-210 different industrial
Ali of stress.
sectors
The Effect of long working hours

Institute for Effect of long
Productivit on accident and injuries due
the study of John working hours on
y of to long working hours, night
labour, Pencavel accident and
working work, effect on health and
April 2014 injuries
hours reduce output
58
ILO focuses on
protecting workers
Internatio health and
nal wellbeing through
Internationa Work Due to overwork and lack of
Training improvement in
l labour Stress - A control over task and affect
Centre of working condition
organisation collective on health and behaviour of
the ILO , and working
, April 2016 challenge individuals
Turin, environment for
Italy prevention of
accident and
diseases
BioMed
Long
Research Occupational stress acts a
hours'
Internationa Ya Yuan powerful mediator of the
effect on excessive working
l Volume Hsu, relationship amoung long
work life hours negetively
2019, Chyi working hours, work life
balance affect on health
Article Huey Bai imbalance , job
and
5046934, 8 dissatisfaction in employee
satisfaction
pages
Effect of
Leadership
Style on
Job-
Related workers under autocratic
Tension the effect of leadership style do
andPsychol leadership style on notexperience higher job-
Bangladesh
ogical job-related related tension than workers
e-Journal of
Sense of tensionand under democratic style.
Sociology. Bunmi
Communit psychological Style variation isassociated
Volume 4 Omolayo
y in Work sense of with the degree of
Number 2.
Organizatio community in subordinate’s participation in
July 2007.
ns: A Case work decision making
Study of organizations. process,delegation and
Four consideration for their needs
Organizatio
ns in Lagos
State,
Nigeria
some of the employers have

understand the raised
Breaking Reason for long problem and its direct effect
The J Kodz, B
the long working hours, on productivity, some of the
institute for Kerzley,
working effect on organisation have noticed the
Employmen MT
hours organisation and positive changes and benefit
t studies Strabler
culture how to reduce it by taking some action to
maintain normal working
hours
59
EFFECTS
OF
ORGANIS
ATIONAL
POLICIES
AND effective application of
PRACTIC corporate principles and
ES ON values remains a critical
the influence of
JOB factor as far as job
INGO mission,
SATISFAC satisfaction among INGO
culture, structure
Thesis of AHMED TION employees
and HRM policies
PhD, 2009 IFABUA AMONG is concerned challenges the
and practices on
EMPLOYE thinking that
employee job
ES IN ‘corporatisation’ and
satisfaction
INTERNA ‘professionalization’ have
TIONAL robbed the sector
NONGOV of its values.
ERNMEN
TAL
ORGANIS
ATIONS
(INGOs)
power distance,
individualism, and
masculinity dimensions re
able of predicting job
Internationa The impact investigating the
burnout, and uncertainty
l Acedemic M. of relationship
avoidance dimension doesn’t
institute for Kheirand Organizatio between
have ability of significant
science and ish, A. nal Culture organizational
prediction for job burnout.
technology, Farahani, on culture and job
Organizational culture and
vol 3, no. B. employees burnout of Melli
its elements control
10, 2016, Nikkhoo ’ Job Bank employees
employees’ behavior in
pp 1-15 Burnout of Tehran city.
organization, and promotion
of organizational culture
reduces employees’ job
burnout
the private bank officers had
Internationa RELATIO
to measure level high stress as
l Journal of NSHIP
of stress compared to pubic bank
Business BETWEE
experienced by officers. The correlation
Quantitative N STRESS
officers of between stress mean score
Economics Prof. AND JOB
banking and performance
and Applied Patiraj PERFORM
sector. This study mean score was found to be
Managemen Kumari ANCE: A
mainly focuses on positive and highly
t Research, STUDY
the relationship significant (0.3036, p> 0.01)
Volu 2, OF
between stress and for personal life
Issue - 12, BANKING
job performance. stress; (0.7364, p> 0.01) for
May-2016 SECTOR
work life stress.
60
to examine and
analyze: (1) Effect
of Role Conflict
Role on Employee
(1) the role of conflict are
conflict Performance at the
not able to influence the
and stress Department of
Internationa improvement of employee
effect on Public Works
l Journal of performance at the
the Southeast
Engineering Department of Public Works
Saranani performanc Sulawesi; (2)
and Southeast Sulawesi. (2) that
Fajar e of Effect of Work
Science, the higher the level of Job
employees Stress on
Vol 4, Issue Stress it will degrade the
working in Employee
6, pp-1-10 performance of employees at
public Performance in
the Department of Public
works the Public Works
Works Southeast Sulawesi
department Department of the
Southeast
Sulawesi
Province.
a workload
had a significant positive
effect on the performance of
bank employees. It also has
Siswanto
greater influence
Siswanto,
on employee performance
Achmad
through motivation
Sani to analyze whether
Does a variables. The managerial
Supriyant or not the
workload implication of the current
Managemen o, workload
influence research is that the provision
t Science Ulfatun influences the
the of workload which is in
Letters, Ni’mah, performance
performanc accordance with the
2018 & 19 Nur of
e of bank competence and comfort
Asnawi bank
employees? of employees may improve
and employees.
their performance. In
Ismail
addition, employees who
Suardi
have higher education
Wekke
level are able to adjust more
on the workload because
they have higher-
achievement motivation.
61
Internationa
The Impact the impact of
l Journal of
of Work work stress on
Innovation
Stress on employee
and
Employee productivity. The
Economic there is significant
Muhamm Productivit study sought to
Developme relationship between work
ad Ehsan, y: Based in find out how
nt, Volume stress and
Kishwar the work-related
4 employee’s productivity in
Ali Banking stress could affect
Issue 6 banking sector.
Sector of the productivity of
February,
32 banking staff
2019
Faisalabad, of Faisalabad,
Pages 32-50
Pakistan Pakistan.
The
organizational
and family
Commitment
increase when
we talk regarding
married working
women’s. They
have to work for a
longer day than an
Examining
average workday
the Impact
to meet the
of Role
organizational and
Overload
family
on Job
Monika expectation. It
Stress, Job
Mittal, may lead to Overloaded employees
internation Satisfaction
Sher fatigue, conflicts, shows poor efficiency and
journal of and Job
Singh work stress and poor performance. Certain
Managemen Performanc
BhakarSh dissatisfaction amount of stress is good but
t Studies e-A study
er Singh among married it increase dissatisfaction
among
Bhakar working women’s.
Married
Married working
Working
women either
Women in
voluntarily quit or
Banking
withdraw
Sector
temporarily to
meet the family
requirement and
after that it
become quite
difficult for them
to get an
opportunity to
reenter in job on
similar terms.
62
Occupations that
deal with the
health and safety
of people are
The The results did not show a
always
association significant association
stressful. Job
between between workload and job
Mina stress and work
workload stress in the nurses of Vasei
Journal of Madadza load are factors
and job Hospital, Sabzevar City.
Occupation deh, that affect staff
stress However, the mean work
al Health Hadith such as nurses.
among load was
and Barati, The aim of
nurses in high for most people. This
Epidemeolo Akbar this study was to
Vasei situation can be improved by
gy, 2018 Ahmadi investigate the
hospital, increasing the ability and
Asour association
Sabzevar accountability of nurses
between workload
city, Iran, through training courses on
and job stress in
in 2016 controlling labor pressure.
nurses
of Vasei Hospital,
Sabzevar City,
Iran, in 2016.
RESEARCH GAP
I. In this research, researcher studied 128 literatures contributed by renowned
researcher, this study also focus the literatures with respect to all independent
variables like leadership, perceived culture, role clarity, excessive workload,
policies, formulated by the top management as a independent variables. In this
studies we want to examine the impact of all independent variables on work stress
with respect to financial services in Gujarat.
II. Mediating effect: The number of past renowned contributors derived
significantly direct impact of policies, perceived culture, environment and role
clarity. So far as this study is concern researcher considered
i. Leadership-Culture-Environment: Perceived culture as a mediating
variable of environment and leadership (Dwayne Devonish (2014)
examined workplace bullying by superior as a potential moderator in the
relationship between job demands and physical, mental and behavioral
strain and the results revealed that workplace bullying significantly
exacerbated the effects of job demands on physical exhaustion, depression,
and uncertified absenteeism.)
ii. Leadership-Policies-Culture: Policies as a mediating variable of
leadership and Culture ((William, 1995) Lack of job security and job
63
changes are source of pressures due to fear of skill redundancy and future
job change. Undoubtedly uncertain job security and the fear of layoff is also
an important source of psychological stress for some, especially during
times of economic contraction)
iii. Leadership-Role Ambiguity-Workload: Role Ambiguity as a mediating
variable of workload and leadership ((B. Kishori and B. Vinothini, May
2006) was found because of long time working hours, role of conflict and
political pressure there is high degree of occupational work stress amongst
the private and public sector bank employees.
iv. Policies-Leadership-Culture: Leadership as a mediating variable of
culture and policies ((Siegrist, 2010) When an employee is unable to meet
the demands of work (within the time available), a work pressure problem
arises that can lead to work stress.)
v. Culture-Environment-Workload: Environment as a mediating variable
of culture and workload (Chan, ‘Work stress among six professional
groups: The Singapore experience’, 2000) Stress is a cause of
dissatisfaction among the employees like role conflicts, work
intensification, relationship with colleagues and unfavorable working
conditions are the major factors of creating stress.
vi. Environment-Workload-Role ambiguity: Workload as a mediating
variable of environment and role ambiguity. (Role conflict occurs when
different groups or persons with whom an individual must interact (e.g.
family, members of that person’s group) hold conflicting expectations about
that individual's behavior (Nwadiani, June 2008).
vii. Environment-workload-overall stress: workload as a mediating variable
of environment and overall stress. (According to Ahlam B. El Shikieri,
2012 study identified that employees suffered high levels of job stress due
to role conflict and ambiguity, lack of promotion opportunities and
feedback, lack of participation in decision making, excessive workload,
unsatisfactory working conditions and interpersonal relations.)
III. Moderating effect of categorical variable
i. Education: The aim of the study is to examine the impact of level of
education with respect to workplace stress. This study aims the three
category of education one is the Graduate, post Graduate or Masters and the
64
professionals. The emphasis of the study is whether the higher education

really helps managers to understand, to feel and to manage the workplace
stress then lower education.
ii.Experience: Here, research has studied the impact of work experience with
respect to workplace stress. The study focuses on the three category of
experience, one is less than 7 years, another is 7 to 12 years of experience
and more than 12 years. The emphasis of the study is whether the more
experience really supports the managers to manage the all sort of difficulties
or obstacles in a strategic way with diplomacy, power, knowledge, maturity
and achieve the targets with work life balance situation.
IV. Method: This study contribute, variance based structural equation model. The
majority of the past contributors applied the covariance based methodology. Since
the data collection of the target population is managers and above category. This
studies smart PLS variance based SEM method is the deliberate choice of
researcher (Prof. Hair et..)
V. Designation: the majority of the study focuses on the lower level and middle level
managers and technocrats in industrial sectors. While this studies focus on
managerial and above level target populations. When researcher focus work stress
with respect to higher level category. Therefore, in this researcher considered the
variables like leadership, perceived culture , environment and evaluating the impact
on work stress.
VI. Sector: The number of researcher adds values in the industrial sector and
manufacturing sector’s workplace stress. While this research contributes aim the
services sector and specifically the financial services.
The reasoning of stress could be the unrealistic target , uncertiaininty with respect to
external factors like market changing the higher level position frequently that affected to
culture, policies , environment and the most important clarities in the role. Therefore this
study is conducted in terms of different mediating and moderating effects with
contributions in the services sector with special aim in financial services. Again with the
higher categories is really a unique one.
65
CONCEPTUAL FRAMWORK CHAPTER-3
CHAPTER – 3
CONCEPTUAL FRAMWORK
3.1 FACTOR: WORKING HOURS

3.1.1 Theory: The Modern Organization Sabotages
Productivity:
(Glaveski, December 11, 2018) study found that the average employee checks email 74 times
a day, while people touch their smartphones 2,617 times a day. Employees are in a constant
state of distraction and hyper-responsiveness. (MORGAN, MARCH 2, 2020) as per Jason
Fried, co-founder of Base camp and author of It Doesn’t Have to Be Crazy at Work, Future
Squared, that for creative jobs such as programming and writing, people need time to truly
think about the work that they’re doing. Working hours may not be extended if virtual
meeting than Hour-long meetings reduced, desktop, phone notification than Unplanned
interruptions, video conference than Traveling.
3.1.2 How working hours create Stress

(Denning, May 4, 2018)There are a number of factors that contribute to stress but long
hours is chief among them. People want to put in long hours to signal how valuable they
are.(ILO, September 10, 2015) The purpose of working-time regulations is to guarantee
that workers are protected from extremely long periods of labor and to provide adequate
rest and holiday time as a way to replenish workers’ resources. (Average usual weekly
hours worked—averages 2014, September 10, 2015) The typical average work week
was 49 hours in 2006, 48 in 2007, 47 in 2008 and 2009, 46 in 2010, 45 in 2011 and 2012,
and 44 in 2013. (Tomioka K, 2011 May)Previous studies have reported that long working
hours increase the risk of depression, diabetes mellitus, stroke, and coronary heart disease.
(Artazcoz L, 2007). Gender perspective in the analysis of the relationship between long
workhours, health and health-related behavior. (Artazcoz L, 2007) . Gender perspective in
the analysis of the relationship between long workhours, health and health-related
behavior. . (Denning, Forbes, May 4,2018) The financial cost of unhealthy workplace
66
exposures are rarely taken serio-usly in most organizations. And yet, looking at it from a
purely quantitative point of view, the numbers are not pretty.
3.1.3 How working hours increases workplace stress in financial sector

(Azad, April-June2014), conducted a casual research in the banks of Bhopal in which he
defined various variables such as long working hours, improper reward system, lack of job
autonomy, organizational culture, role conflict , lack of management support that lead to
stress in the banking sector. (Jamshed Khan Khattak, 4 February, 2011 ) the potential
stressors like workload, working hours, technological problem at work, inadequate salary,
time for family and job worries at home were the significant sources of stress in the
banking sector. (Rahman, 2013) Employees wellbeing psychologically and mentally
depress if stress prolong over the period of time. Effective job design, healthy working
environment, remuneration should be offered to employees to motivate in competitive jobs
of commercial bank.
H1: Work culture has positive significant influence to work Environment with
respect to workplace stress.
3.2 FACTOR: WORK LOAD, ROLE CONFLICT, ROLE

AMBIGUITY
3.2.1 Theory: (Wickens, 1984) multiple resource theory (MRT)
Models is illustrated in figure 3.1:
Ref: Wickens’ Multiple Resource Theory (MRT) Model
67
Wickens’ theory allows system designers to predict when: Tasks can be performed
concurrently, Tasks will interfere with each other, Increases in the difficulty of one task
will result in a loss of performance of another task.
3.2.2 How Workload, Role Conflict and role ambiguity create Stress
(Franch and Caplan, 1972, 1974, 1958)Excessive work or work that is outside one's
capability. (Rizzo JR, 1970) Role overload is defined as the situation in which individual
have to meet the high demands of roles, obligations or tasks that need to be fulfilled within
a specific period of time and it is more than what they could perform
(SAMUEL B. BACHARACH, May, 1990)defined role overload as the organizational
demand to complete the quantity of work in the limited time frame and therefore the
employees perception is that whether he or she is able to complete task effectively within a
time frame. (Nugraha et al., 2018) A heavy workload can affect the physical and
psychological condition of the employee. (DA, 1994) Workload and work-related stress
affects individuals’ safety, health, and comfort; and have a direct relationship with
people’s performance. (Malekpour F, 2014) excessive workload has been ranked first
among the reasons for employee burnout, which has been commonly researched in
recent years. Following are the stress creators: Strict and inflexible working schedules,
Long and unsocial hours, Unpredictable working hours, Badly design shift system.
HM1: Workload positively mediating between perceived Work Environment and

Role Ambiguity
3.2.3 How Workload, Role Conflict and role ambiguity increases workplace
(S., (June 2015))The author had investigated the occupational stress level among
employees of banking sector and Factors like work overload, ambiguity, pressure,
confliction etc. are responsible for stress. Minimizing occupational stress in the coming
time would be part of company policy of the organizations and be seen as an imperative
strategy to target better employee satisfaction. (Shukla H., December 2013) The author
has discussed that most of the employees fear with the fact that lack quality in their work
puts stress on them. Employees use YOGA or other ways to relieve those from Stress. In
spite of stress, majority of the employees balance in their social life.
(Wilkes L., 1998) Workload stress can be defined as reluctance to come to work and a
feeling of constant pressure(i.e. no effort is enough) accompanied by the general
68
physiological, psychological, and behavioral stress symptoms (Division of Human

Resource, 2000). (Al-Aameri A.S., 2003) has mentioned in his studies that one of the six
factors of occupational stress is pressure originating from workload. (Alexandros-
Stamatios G. A., 2003) also argued that “factors intrinsic to the job” means explore
workload, variety of tasks and rates of pay.
“Work overload” index, defined as “the inequality between the role demands and the
quantity of time and resources to meet these demands” (Newton and Keenan, 1987).
H2: Workload has positive significant influence to workplace stress with respect to
HM2: Workload positively mediating between perceived Work Environment and

Overall Stress
ROLE CONFLICT:
Theory: Working with groups – especially in a work or committee setting – can

sometimes result in role conflict if an individual feels that his or her roles are in opposition.
These roles may be in conflict for many reasons. Role conflict can pair with role ambiguity
– a situation in which the expectations of a role are ill-defined – to create role stress, which
is detrimental to workplace performance. (Kemery, 1985)
Figure 3.2
1Source
How Role Conflict creates stress:
Frey, L.R., and S. Wolf. "The Symbolic & Interpretive Perspective on Group
1
Dynamics." Small Group Research 35, no. 3 (2004): 277–316.
69
(Caplan, 1975)Supervisors or subordinates place contradictory demands on the individual.

Role conflict occurs when employees experience incompatible work demands. Role
conflict, other stressors include role ambiguity (i.e., the extent to which one’s role
requirements are unclear), mistreatment at work, and unreasonable workload. (Greenhaus,
1985). Role conflict likely leads employees to feel uncertain about their ability to
effectively satisfy their role requirements. Some of the negative health consequences
potentially produced by role conflict include depression, anxiety, burnout, and physical
symptoms. In addition, role conflict is linked with a number of negative job attitudes and
ineffective work behaviors (Kahn R. L., 1992)
Figure 3.3
2
Source
How Role Conflict increases workplace stress in financial sector:
(Sankpal, 2010) organizational role stress, it was found that there was no difference
between the Public and Private Sector bank employees in certain aspects like role
expectation conflict, role isolation, and personal inadequacy and role ambiguity. (Kemery,
1985) It is clear that employees who works stress free environment are more productive
and proves to be valued assets for an organization but when the organizations are not
committed with their employees stress, this results in increased absenteeism, turnover,
work ineffectiveness and usually legal financial damages. (Kashif, 2011) tested
relationship between work stressors like role ambiguity, workload pressure, home-work
interface, performance pressure, relationship with others and role conflicts on one side and
job performance on the other with motivation as mediator and found that role conflict and
The Impact of Job Stress on Job Performance: A Case Study on Academic Staff at Dhofar
2
University by Moaz Nagib Gharib, Syed Ahsan Jamil, Moinuddin Ahmad and Suhail
Ghouse in 2016.
70
role ambiguity have a positive relation with stressors against the common notion while the
relationship is found to be negative between other stressors and job performance.
ROLE AMBIGUITY:
Theory: (Yousef, 2000) mediating role of job stress between role ambiguity and job
satisfaction: role ambiguity affects the job satisfaction. Haris et al., (2000) studied that
role conflict and role ambiguity affects the level of resourcefulness in a negative way.
(Safaria, 2011). (Yousef, 2000) studied that role stressors do not affect the job satisfaction
combine but it can affect the job satisfaction separately. (Lankau, 2006) Role ambiguity
was reduced, the level of job satisfaction and organizational commitment will be increased.
Based on above literature following model is developed for our study in following
Figure 3.4:
3Source
How Role Ambiguity creates stress:
(Yousef D. A., 2002) Employees who experience role ambiguity tend to perform at lower
levels than employees who have a clear understanding of job requirements and what is
expected of them. Experiencing role ambiguity can constrain customer-orientated behavior
and, ultimately, profitability. (Katz, The social psychology of organizations , 1978) Role
insufficient information concerning powers, authority and duties to perform one's role.
(Shakid M.N., 2012) Stress often decrease the bankers’ performance, due to a lack of
administrative support from the manager, work overload and time constrictions, the
3
(Muhammad Arif KHATTAK, International Journal of Academic Research in
Accounting, Finance and Management Sciences Vol. 3, No.3, July 2013, pp. 28–39 ISSN:
2225-8329)
71
increased risk factor of the job, poor relations with the customers as well as co-workers,
and the balance between their work and their family. (S. S. I., 2009)Bank managers often
fail to realize the impact of stress on employee performance which ultimately results in
critical managerial dilemmas particularly since “with excessive pressures, the job demands
cannot be met, relaxation turns to exhaustion and a sense of satisfaction replaces with the
feelings of stress, motivation sheds away and the workers start losing interest in the work
and hence performance chart shows a negative trend.” (Babak M., Shabbir H. & Niaz
M., 2010, 68). (Jackson, 1985) Consequences of Role Ambiguity For example, role
ambiguity is associated with anxiety, burnout, depression, and physical illness.
HM1: Role Ambiguity positively mediating between perceived leadership and

workload
How Role Ambiguity increases workplace stress in financial sector: (Cordes, 1993)
Role ambiguity exists when an individual lacks information about the requirements of his
or her role, how those role requirements are to be met, and the evaluative procedures
available to ensure that the role is being performed successfully. (Chen YM, 2007) Role
ambiguity is the cause of lack of clear definition of expectations of the employees which is
required for the performance of the duties. (Kejriwal, Volume 6, Issue 3) In some
individual role stressors such as inter- role distance, role stagnation, role overload, self role
distance and role ambiguity, there has been found significant differences amongst the bank
officials of public and private sector. (Brief and Aldag, 1976, 1972) There is evidence that
role incumbents with high levels of role ambiguity also respond to their situation with
anxiety, depression, physical symptoms, a sense of futility or lower self esteem, lower
levels of job involvement and organizational commitment.
H3: Role ambiguity has positive significant influence to workload with respect to
workplace stress
3.3 FACTOR: WORK ENVIRONMENT, CULTURE
3.3.1 Theory: Systems management theory

According to this theory, employees are the most important components of a company, and
departments, workgroups and business units are all additional crucial elements for success
and managers should evaluate patterns and events within the organization to determine the
72
best management approach. They need to collaborate and work together on programs to
ensure success. (7 Types of Workplace Management Theories, 2020)
Scientific management theory

Developed by Frederick Taylor, he was one of the first to study work performance
scientifically. He suggested that leaders assign team members to jobs that best match their
abilities, train them thoroughly and supervise them to ensure they are efficient in the role.
While his focus on achieving maximum workplace efficiency by finding the optimal way
to complete a task was useful, it ignored the humanity of the individual. This theory is not
practiced much today in its purest form, but it demonstrated to leaders the importance of
workplace efficiency, the value of making sure team members received ample training and
the need for teamwork and cooperation between supervisors and employees. (7 Types of
Workplace Management Theories, 2020)
3.3.2 How Work environment creates stress:
Good working environment avoid job stress, its helps to better outcomes and increased
productivity. Working environment allows the employees to work freely without problems
that may restrain them from performing up to the level of their full potential. (Lane, 2010)
Work environment: Most of the previous causes of workplace stress are emotional;
however, a subpar work environment can create physical stress as well. Whether this is
related to noise, lack of privacy, poor temperature control, lighting, space or size of
working area, quality of air, layout, physical setting or inadequate facilities, work setting is
critical in lowering workplace stress (Cooper, 1997).
Figure 3.5
73
4
Source
H4: Work Environment has positive significant influence to workload with respect to
workplace stress
3.3.3 How Work Environment increases workplace stress in financial sector:
(IvancevichM.J., 1975) Studied the link between anxiety stress with satisfaction and
performance of employees, that lower anxiety stress improves performance of employee’s
which he studied in different managerial level of an organization. (Beehr A. T, 2000)
Found the relationship between occupational stressors and the performance of employees
of an organization as well as it can affect the employees psychologically.
(M., 1984) Studied an association between job stress and job performance between
managers and blue-collar employees. Stress on job can be stated as the outcome of an
individual due to the working environment from which he feels unsecured.
(Kumar)Found that there are certain problems faced by women executives for their
professional duties like heavy workload, physical strain, the pain of dealing with illiterate
customers, difficulties experienced in getting work done from the male subordinates and
lack of time to attend to the needs of family members, etc.
(Priyanka Das, July, 2015) “A Healthy Employee is a Productive Employee”. they
concluded that the level of stress among the select public sector banks are found to be
limited and if the necessary action taken by the management that will help to relieve the
4
The office environment model (Source: Bluyssen, Aries and van Dommelen adapted from
Jaakola
74
stress of the employees and also help to impact more productive employees that will help
the banks to achieve greater heights. (Borikar & Bhatt, June, 2020) stressed because of
continuous monitoring, not maintaining confidentiality due to close cubical, on same
designation with frequent management restructuring affected on incentives, reward,
policies, systems and unequal authority creating inferiority complex.
HM1: Work Environment positively mediating between perceived work culture and
work load
WORK CULTURE:
Theory: (Schein E. , 1988) Model, culture exists on three levels: Artifacts –

Artifacts are difficult to measure and they deal with organizational attributes that can be
observed, felt and heard as an individual enters a new culture. Values –espoused goals,
ideals, norms, standards, and moral principles and is usually the level that is usually
measured through survey questionnaires. Underlying assumptions – phenomena that
remain unexplained when insiders are asked about the values of the organizational culture.
Figure: 3.6
5
Source
A 2003 Harvard Business School study found that cultural traits such as risk taking,
internal communications, and flexibility are some of the most important drivers of
Schein, E.H. Organizational Culture and Leadership, Jossey-Bass, San Francisco, 1992,
5
Figure 9.
75
performance, and may affect individual performance. Furthermore, innovativeness,

productivity through people, and the other cultural factors (Peters, 1982).
Figure 3.7
How work culture creates stress:
The organizational relationship with employees and employees with organization

determines an organization success. Therefore, growth and lack of growth of
organizational culture can influence on employees job burnout. (Ghasemi, 2001).
(SE., 1981) Job burnout (emotional burnout of work) is continuous reaction to chronic and
interpersonal stressful motives that are described by three dimensions of emotional
burnout, depersonalization, and lack of personal accomplishment (feelings inefficient).
(Narimani and Abbasi, 2009: 79) The elements of this syndrome includes physical
burnout (fatigue and lack of force), exciting burnout (related depression feeling to
insolvency), and attitude burnout or depersonalization. (Freudenberger, 1974)The job
burnout expression that was used for the first time refers to stresses in workplace, work
nature, and also symbols and states of power deterioration, frustration, and isolation in
employees. (Amini et al, 2012) In this condition, people moods are reduced and problems
such as nervousness, irritability, and physical pain such as low back pain, stomachache,
and frequent headaches occur. (C., 1981) Burnout is contagious. It means the afflicted to
burnout will afflict other colleagues very soon.
H1: Work Culture has positive significant influence to Work Environment with
respect to workplace stress
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How Work culture increases workplace stress in financial sector:
(Negi, 2013) the impact of various socio-demographic factors on stress level reveals that
educational qualifications and work experience have a significant impact on employees’
stress levels. (Sarath. P., 2012)Banking sector is one of the major sectors which
influence Indian economy. Among different important variables, organizational
culture and work stress are the most important and researched area in the field of banking
sector. (Shah, 2007)Every organization has its own distinct culture. If an employee fails to
comply with the organizational norms and culture, he would be proving himself to be odd
against all so he would be more prone to have stress at his workplace.
HM1: Work Culture positively mediating between perceived leadership and work
environment
3.4 FACTOR: POLICIES
3.4.1 How Policies increases workplace stress in financial sector:

(S Uma Mageswari, 2014) The author had made attempt to identify the stress factors
(stressors) and to examine the coping strategies among bank employees of different
sectors. Training on coping strategies may be arranged for certain groups of employees
who are older or who have higher qualifications, since they not only differ in the
perception of stressors but also in the coping strategies, by making them recognize the
appropriate coping strategies, stress could be proactively reduced.
(Rajeshwari, Vol. 27, No. 4 (Apr., 1992), pp. 419-429 (11 pages)) Identified the potent
stress situations (stimulus) of bank employees and then classified them into factors relating
to organizational policy, structure, process, physical working conditions, group behavior
and others. It concluded that structural rigidity, poor physical working conditions and extra
organizational factors to be potent stressors.
(al., 2013)the bankers are facing high stress in their job and the reasons for this is stress
include long working hours, improper reward system, lack of job autonomy, organizational
culture, role conflict etc and the main reason is lack of management support to employees.
(J.Poornima, 2012) In their study on “employee stress management in selected private
banks in Salem” The management must take initiatives in helping employees to overcome
77
its disastrous effect. In an age of highly dynamic and competitive world, employees are
exposed to all kinds of stressors that can affect them on all realms of life.
H8: Organisatonal Policies has positive significant influence to Work culture

3.5 FACTOR: APPRAISAL AND PAY SYSTEM
Figure 3.8
6Source
3.5.1 How appraisal system creates stress:
(Pettijohn, 2000)Report that employees and supervisors alike often perceive the
performance appraisal with fear and loathing. Many managers are uncomfortable with the
appraisal process and employees dislike receiving the appraisals. Adding to this pressure is
the belief held by many appraisees that their future may be under threat. This is a
reasonable concern given that one of the roles of performance appraisal is of an
administrative nature where salary increases and/or promotion are decided and so, for the
appraisee in particular, the performance review interaction is often a stressful event.
3.5.2 How appraisal system increases workplace stress in financial sector:
(Dobbins, 1989) Several extensive reviews have supported the notion that males receive
better reviews than females do. Specifically, it was found that raters with traditional
360 degrees performance appraisal, Human Resource Management Practice.com

6
78
stereotypes of women evaluate the performance of female rates less favorably and that
these behaviors occurred when the purpose of the appraisal was administrative, that is,
when dealing with pay, promotions, transfers and retrenchments. Thus it could be argued
that, for females, the performance appraisal is a more stressful event that for males.
(Fibiger, 1984) have found high correlations between stress and cortisol during stressful
events, for example on high stress days at work and during public speaking engagements.
Cortisol is associated with increasing positive mood and affect. However, too little cortisol
is associated with irritation, tenseness and tiredness. Thus, a balance of cortisol is
necessary to ensure health.
HM1: Policies positively mediating between perceived leadership and work culture
3.6 FACTOR: LEADERSHIP
An effective leader is a person who has qualities like: Creates an inspiring vision of the
future, Motivates and inspires people to engage with that vision, Manages delivery of the
vision, Coaches and builds a team, so that it is more effective at achieving the vision.
(www.businessballs.com, May 2, 2019)
3.6.1 Theory
(Van Wormer, Besthorn, & Keefe, 2007) the style of leadership as contingent to the
situation, which is sometimes classified as contingency theory. Three contingency
leadership theories appear more prominently in recent years: Fiedler contingency model,
Vroom-Yetton decision model, and the path-goal theory.
(House, 1971) The path-goal theory of leadership was developed and was based on
the expectancy theory of Victor Vroom: The path-goal model can be classified both as
a contingency theory, as it depends on the circumstances, and as a transactional leadership
theory, as the theory emphasizes the reciprocity behavior between the leader and the
followers. (Transactional and transformational theories) Bernard Bass and colleagues
developed the idea of two different types of leadership, transactional that involves
exchange of labor for rewards and transformational which is based on concern for
employees, intellectual stimulation, and providing a group vision. (Bass, Avolio, &
Atwater, 1996)
79
(Burns, 1978)is given power to perform certain tasks and reward or punish for the team's
performance. It gives the opportunity to the manager to lead the group and the group
agrees to follow his lead to accomplish a predetermined goal in exchange for something
else. Power is given to the leader to evaluate, correct, and train subordinates when
productivity is not up to the desired level, and reward effectiveness when expected
outcome is reached. (Lewin, Lippitt, & White, 1939) Autocratic leaders do not ask or
entertain any suggestions or initiatives from subordinates. The autocratic management has
been successful as it provides strong motivation to the manager.
(Borikar & Bhatt, June, 2020) Autocratic leadership with unclear job role and long
distance with transfers affects on work life balance, need to do retirement planning because
of irregular incentives and unstructured remuneration system and unattractive reward
policy, with similar designation and no creativity on work.
3.6.2 How leadership create Stress
Leadership support (instrumental, emotional) is linked with stress of subordinates. If

employees think that their leaders are supportive their stress level is low commitment and
moral level is high and vice versa (Offermann, 1996) When leaders provide accurate work
environment and provide support to employees they will be able to give good performance,
achieve their goals and face low or no stress. Due to globalization changes occur in
academic employees and dean tries to overcome the effects of stress by providing support
and inspiration to get the objectives. (Safaria T. O., 2011). To keep employees happy on
work place leaders must ensure that the accurate person is hire and they are not
overloaded. Leadership has relationship with stress if leader is stressed; employees are also
stressed (Smith, 1994). Leaders provide opportunities and support to employees to
complete their tasks and evaluate his and employees performance on outcome base. Now
he tries to develop relation with employees instead of only giving him order (Tummers,
2014). (Borikar & Bhatt, June, 2020) Unclear job role, slowness of office equipments,
self travel plan, poor performance of group members, autocratic leadership, extended
working hours not able to give time for new learning or attending special event or manage
work life balance but cannot leave job for personal commitments.
H5: Leadership has positive significant influence to work culture with respect to
workplace stress.
80
Organizational Politics is casual and unsophisticated behavior of group or individuals. It

is not certified by formal expert. Employees try to get things through illegal ways and
avoiding the chain of command to get the support (Mintzberg, 1983). Organizational
politics and organizational justice is the predictor of job stress. It generates negative impact
on organization and performance (Peterson, 1995). Organizational politics is the
antecedents of stress and there is positive significant relation among them. It creates high
level of stress in employees and generates negative outcomes (Rashid, 2013).
Organizational politics is the perception of individual’s to evaluate other’s behavior like
manipulation of business strategies. (Ferris &Kacmar, 1992). It is the combination of
effect, power and interested behavior that dominate actions of individual in organization.
The study suggested that there is positive relation with organizational politics and job
distress, burnout and aggressive behavior (Vigoda, 2002). Organizational politics is
personal agendas of people in an enterprise without evaluating effect of their activities on
organizational objectives (business dictionary).
H6: Leadership has positive significant influence to policies with respect to workplace
stress.
3.6.3 How Leadership increases workplace stress in financial sector:
A study using Regression Analysis of stress to comparative the employees in public and
private sector banks in India reported there were no significant differences between public
and private sector banks with respect level of stress experience due to demand of work and
job. (Vishal Samartha, 2013)
A study on the effect of stress on performance of employees in Commercial bank of
Ceylon concluded that stress is having an impact on bank employee’s performance at the
same the influence of organizational related stress is higher than the job and individual
related stress.(Karunanithi. K. & Ponnampalam, 2013)
(Smith B. , 1998) that democratic leaders take great care to involve all members of the
team in discussion, and can work with a small but highly motivated team. Schwartz
(1987) found a high submissiveness among workers in democratic organizations, but those
in autocratic organizations expressed frustration and anger. (N., 2000) Employees who fell
under pressure reported autocratic supervision on the part of their leaders. The leaders
rarely allowed them to participate in the decision making. It was also reported that workers
who were under stress also reported harsh supervision and control on the part of their
leaders
81
H7: Leadership has positive significant influence to Role ambiguity with respect to
workplace stress.
HM1: Leadership positively mediating between policies and work culture
3.7 FACTOR: WORK LIFE BALANCE
3.7.1 Meaning
Work–life balance is the lack of opposition between work and other life roles. It is the state
of equilibrium in which demands of personal life, professional life, and family life are
equal. Work–life balance consists of, but it is not limited to, flexible work arrangements
that allow employees to carry out other life programs and practices.
3.7.2 Theory
(Clark, June 2000)Border Theory: presented a work/life border theory – a new
dimensional theory about work life balance. Clark opines that each person’s role takes
place within a specific domain of life, and these domains are separated by borders that may
be bodily, temporal, or emotional. The theory addresses the issue of “crossing borders
“between domains of life, especially the domains of home and work. According to this
theory, the flexibility and limit to switch over the boundaries between people’s work and
family lives will affect the level of integration, and determines the ease of transitions
between the two spheres, and the level of conflict between these domains are closely
related. Boundaries that are flexible facilitate integration between work and home domains.
When domains are relatively integrated, mutual transition is easier, but that may lead to
work family conflict. Conversely, when these domains are segmented, transition is more
effortful, but work family conflict is less likely (Gina Bellavia, January 2005).
3.7.3 How work life balance creates stress:

Family and work are inter-related and interdependent to the extent that experiences in one
area affect the quality of life in the other (Sarantakos, 1996). Home-work interface can be
known as the overlap between work and home; the two way relationship involves the
source of stress at work affecting home life and vice versa effects of seafaring on home
life, demands from work at home, no support from home, absent of stability in home life. It
asks about whether home problems are brought to work and work has a negative impact on
homelife (Alexandros-Stamatios G. A., “Occupational Stress, Job satisfaction, and
82
health state in male and female junior hospital doctors in Greece”,, 2003) . For
example, it questions whether the workers have to take work home, or inability to forget
about work when the individual is at home. Home-work interface is important for the
workers to reduce the level of work-related stress. According to (R.G, 1995) demands
associated with family and finances can be major source of „extra-organizational‟ stress
that can complicate, or even precipitate, work-place (Russo J., 1995) argued that the
occurrence of stressors in the workplace either immediately following a period of chronic
stress at home, or in conjunction with other major life stressors, is likely to have a marked
impact on outcome.
3.7.4 How Work Life Balance increases workplace stress in financial sector:
(Kumar)“Problem Faced by Women Executives Working in Public Sector Banks in

Puducherry”, studied the various problems faced by working women in banking sector and
its impact on the balancing between their professional & personal life of married women in
comparison to unmarried women. They further found that their parents have supportive
attitude towards their daughter which gives strength to them in comparison of married
women. Whereas sometimes relatives created the problems, so parents of working women
should communicate other relative and society in order to build the trust regarding the
transparency of this sector. (Dr. P.Kannan, October 2015) Stress in banking sector is
mostly due to excess of work pressure and work life imbalance the organization should
support and encourage taking up roles that help them to balance work and family.
(Rahman, 2013)The commercial bank as one the occupational group functions under of
high stress. The variables such as long working hour, workload, family sympathy,
management pressure, mental depression, and job insecurity perceived stress stressors of
commercial bank. Employees wellbeing psychologically and mentally depress if stress
prolong over the period of time. Effective job design, healthy working environment,
remuneration should be offered to employees to motivate in competitive jobs of
commercial bank.
3.8 WORKPLACE STRESS STRUCTURAL MODEL
(Henseler J. , January 2007)Proposed and described another nonparametric procedure,

which directly compares group specific bootstrap estimates from each bootstrap sample.
The parametric approach was initially applied by (Keil M, 2000) and depicts a modified
version of the two independent samplest-test. As such, this approach requires the data (i.e.,
83
Figure: 3.9 Source – Model created with the support of Smart PLS
the PLS estimations of ascertain path coefficient across all bootstrapping subsamples) to be
normally distributed, which runs contrary to PLS path modeling’s distribution-free
character. Consequently, researchers should run a Kolmogorov–Smirnovtest with Lilliefors
84
correction – or, in the case of small sample sizes below 50, the Shapiro–Wilk test – to
assess whether the data follow a normal distribution (Mooi, 2011). In addition to carrying
out these tests, researchers should also visually inspect the theoretical and empirical
probability distributions by means of q–q plots (Chambers, 1983)
Researcher has derived this stress model with major factor influencing workplace stress i.e.
Leadership, Culture, Policies, Environment, Workload and Role Ambiguity. In this model,
there are factors which are having mediating effect between two factors. Perceived
workload is having the mediating effect between Role ambiguity and Work Environment.
Similarly, Work environment has mediating effect between Workload and work culture.
Work culture has mediating effect between Work environment and Leadership. Leadership
has mediating effect between Work culture and organization policies. Leadership is also
having mediating effect between Role ambiguity and work culture and Role Ambiguity is
having mediating effect between Workload and Leadership.
3.9 PROBLEM DISCUSSION:
Stress is broadly defined as a reaction to too much pressure or too many demands. It can
arise both at home and at work. However, there is no question that stress in the workplace
is a major issue both for individuals and for organizations. Actually, it can lead to both
physical and mental health problems for individuals, and significant losses for
organizations through sickness absence. In this research, researcher has identified different
factors affecting workplace stress like Work Load, Workload / Role conflict / role
ambiguity , Work Environment / work culture , Policies , Appraisal and pay system and
work life balance in senior personnel like Manager and above level of personnel in
financial services like Bank, NBFC, Mutual fund, Stock Broking agency and Insurance.
Where researcher has identified to estimate the level of stress.
85
RESEARCH METHODOLOGY CHAPTER-4
CHAPTER – 4
RESEARCH METHODOLOGY
______________________________________________________________
Last chapter of literature review provided comprehensive information on the subject.
Based on literature review, few specific questions were extracted. To obtain the
appropriate answers to those questions, further enquiry was done by using various
techniques and procedures of research namely objectives, hypothesis, research approach,
research design, sampling design etc..
_________________________________________________________________________
4.1 RESEARCH OBJECTIVES:

4.1.1 Primary Objective
The primary objective of this study is to understand and analyze the factors affecting
workplace stress for senior level of employees namely Manager and above level in
financial sector like Bank, NBFC, Mutual Fund, Insurance and stock broking agencies of
Ahmedabad District . To achieve the primary objective, researcher has framed sub
objectives that are discussed below:
4.1.2 Sub / Secondary Objectives
 To understand and analyzed the basic mechanism of Financial Services

 To evaluate Factors influencing of stress at higher level and to understand its intra-
relationships in financial services
 To measure the impact of stress in personal and professional life of higher level
manager in financial services
 To Explore the remedies to reduce the stress in financial Services
 To estimate stress level of employees of Manager and above in financial services
1) To understand the variations in workplace stress in Manager and above level in

financial services sector with respect to various demographic characteristics.
86
 To study the significant difference of workplace stress in Manager and above

level in financial services sector with respect to Gender
level in financial services sector with respect to Age
level in financial services sector with respect to Qualification
level in financial services sector with respect to Experience in field
level in financial services sector with respect to Current Experience in Area
level in financial services sector with respect to Total experience in years
level in financial services sector with respect to Designation
level in financial services sector with respect to Service in tenure (in years on
above mentioned designation
level in financial services sector with respect to monthly income
level in financial services sector with respect to marital status
level in financial services sector with respect to type of family
level in financial services sector with respect to Number of persons in Family
2) To understand the impact of various factors affecting workplace stress on Manager

and above level of employees of different financial sector
 To study the impact of Working hours on workplace stress on Manager and above
level of employees of different financial sector
 To study the impact of workload on workplace stress on workplace stress on
Manager and above level of employees of different financial sector
87
 To study the impact of role conflict on workplace stress on Manager and above
 To study the impact of role ambiguity on workplace stress on Manager and above
 To study the impact of work environment on workplace stress on Manager and
above level of employees of different financial sector
 To study the impact of work culture on workplace stress on Manager and above
 To study the impact of policies on workplace stress on Manager and above level of
employees of different financial sector
 To study the impact of leadership on workplace stress on Manager and above level
of employees of different financial sector
 To study the impact of work life balance on workplace stress on Manager and
 To study the impact of appraisal and pay system on workplace stress on Manager
and above level of employees of different financial sector
 To study the overall impact on health of individuals of workplace stress on
Manager and above level of employees of different financial sector
 To study the impact of different stress management activities on Manager and
4.2 RESEARCH APPROACH

Qualitative research is a range of kinds of research, the common feature of which is
reliance on unstructured data and on forms of data analysis that are non-numerical. The
data may take the form of field notes written by the researcher in the course of observation
or interviews, audio or video recordings carried out by the researcher in natural settings or
interviews, documents of various kinds (publicly available or personal; paper-based or
electronic; already available or elicited by the researcher) and even material artifacts. The
use of these data is informed by various methodological or philosophical assumptions, as
part of various methods, such as ethnography (of various kinds), discourse analysis (of
various kinds), interpretative phenomenological analysis and
other phenomenological methods. (L. M., 2008)
88
Quantitative methods emphasize objective measurements and the statistical,

mathematical, or numerical analysis of data collected through polls, questionnaires,
and surveys, or by manipulating pre-existing statistical data using computational
techniques. Quantitative research focuses on gathering numerical data and
generalizing it across groups of people or to explain a particular phenomenon
(Muijs) Quantitative research designs divided into: 1) inferential, 2) experimental and 3)
simulation.
The research is about developing model to determine factors at workplace stress in
financial sector with special reference to Ahmedabad District. In order to develop an
efficient model it is required to understand how demographic characteristic of the
employees of Manager and above level affected workplace stress in financial services. It is
important to establish relationship between demographic characteristics and workplace
stress of employees of Manager and above lever because it is highly possible that
employees of higher level have different types of workplace stress. The same it is
important to check what difference does the employees’ qualification level and other
demographic characteristic like gender, age, experience, designation, income, marital
status etc. on workplace stress.
Further, in order to develop the model to determine factors of workplace stress in financial
sector influencing factors need to be identified. The effect of each factor i.e. independent
variable on the workplace stress and i.e. dependent variable is also to be checked and the
relationship between them needs to be established.
4.3 RESEARCH DESIGN
A good research should have a perfect blend of the theory and the practical learning.
Research design is a blue print of any research project. The research design is a detailed
outline to direct the study towards achievement of the research objectives and involves
decisions on research process and data collection methods used (Aaker et al, 2001). It
basically is the conceptual structure of the research within which the entire research work
is to be carried out. Research design shall answer the six Ws and one H (What, Why,
When, Where, Who, Which and How) for the research work.
 What: What is the purpose of the research? What is being studied in this research?
For any research it is important to decide what exactly the research is about.
89
Here, the research about to identify the factors influencing workplace stress in financial
sector and estimate stress level. Research question and the objectives of the study are
discussed in the beginning of this chapter in detail.
 Why: Why is this study required? It is important to understand why this research is
being conducted.
There are many studies has been done in past by different researcher to determine
workplace stress in different financial service but in this study it is precise to determine
workplace stress for Manager and above level of employees of financial services of Bank,
NBFC, Insurance, Mutual fund and stock market.
 When: Whether it is appropriate time to study the subject finalized for the
research?
If the study is too early the outcome will be immature and in case if it is too late then the
results will not be that much useful. Conducting the research at the right time makes it
most beneficial for the parties concerned.
Employees’ suffers from Workplace stress in regular professional life; hence it is not
possible to identify correct timings for studies on these aspects.
 Where: The geographical area to be covered under the research is another
important question.
It not possible to cover entire population under any research the same way it is also not
possible to cover entire geographical area under any research. Hence it becomes important
to decide where the research is to be conducted.
Under the current study Ahmedabad District is selected to carry out the research activity.
Ahmedabad District has been covered by different banks, NBFCs, Mutual funds, Stock
markets and insurance companies. It gives major shares in terms of business for Gujarat
and also for west zone of India.
 Who: After deciding the geographical are the questions comes who will be studied.
Respondents need to be identified very carefully as the correctness and reliability
of the research depends on the quality of the responses received.
Hence in this research senior level of employees i.e. Manager and above level of
employees are selected because many studies have been done on workers and on junior
level of employees even also occupational stress and act is available to protect such level
90
of manpower but for senior employees who are having majorly intellectual work need to
required to quantify their stress have been selected as the target respondents.
Here, the study have covered Financial Services i.e. 1) Banks, 2) NBFCs, 3) Insurance, 4)
Stock Market, 5) Mutual funds.
 Which: In order to collect relevant data appropriate questions are to be asked and
studied. Which questions are to be asked is the next question.
For collection of primary data questionnaire has been very carefully structured after a
thorough review of available literature. Pilot study has been conducted to understand
respondents’ understanding of the questions and the questions have been modified
wherever required. Secondary data is collected from relevant literature i.e. research papers,
articles, reports, web-sites etc. Details of the same are presented in the Chapter – II:
Literature review.
 Where: This question is sub-set of the previous question “Which”. The data
collected needs to be analyzed appropriately in order to get the reliable and genuine
results. The question here arises how to analyze the data.
For our research appropriate statistical tools have been selected. The data will be analyzed
using Frequency distribution and Graphical Analysis; Multivariate Cross tabulation;
Descriptive statistics; Inferential Statistics – T-test, ANOVA, MANOVA; Relationship
Analysis – Pearson’s Coefficients Correlations, Stepwise Regression and Discriminant
Analysis. The same has been explained in details in the later part of this chapter.
Descriptive research design is mainly applied where the researches wants to improve on
existing work. When researcher wants to update results of previous researches basis fresh,
new evidences and with different respondents, new geographic locations, and different
purposes with the current perspective. The research is based on the previous researches in
the area of factors influencing workplace stress in financial services. There have been
several researches conducted in area of workplace stress in financial sector. Many of the
existing literature have been cited in this research. However, the current research is
different and unique from the previous researches as the previous researches have
considered one or other financial services where as in this research all the financial
services have been taken into consideration. Though, a few new factors have also been
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explored this cannot be considered as exploratory research as there is enough research

available on the content in different parts of the world. This research is not even causal
research as there has been focus on the descriptive statistics and experimental statistics in
this research besides establishing the relationships and impact factors.
Figure 4.1 Research Design Matrix as per the objectives of the study
1
Source
4.4 SOURCE OF DATA COLLECTION
To develop the conceptual model higher amount of secondary data was used and to refine
the model and validate it primary data was used.
I. Secondary Data:
The data which was collected and used earlier by some other researcher for similar or
related studies or may be for different kind of studies which is helpful in conducting the
present research is called secondary data. Secondary data is already published data in
different forms like newspapers, research papers, and articles in periodicals, books,
magazines, websites and working paper majorly from IIM-A library. Various online data
sources like EBSCO, JSTOR, HR, Google scholar and Inflibnet were used. Journals
published by Elsvier, Emerald, Springer, Routledge, science direct etc. were also reviewed.
For this research secondary data has been collected from all possible data collection
sources. Several books on Stress, Workplace stress, Financial services, and workplace
stress in financial services were referred. Research articles published in reputed national as
well as international journals are referred for collection of data analysis besides leading
magazines, reports published by various banks and RBI, Bank policies and websites of
1
Malhotra and Dash, 2016
92
banks and media. Careful deliberation has been stressed up on while selecting secondary
data source in order to ensure relevance to the topic and gentility of the data.
II. Primary Data:

Primary data is the data specifically collected by the researcher for the purpose of the
current research. It is original data collected by the researcher himself/herself. Primary data
is always customized as per the need of the current research. Primary data gives more
confidence to researcher as the same is collected by him / her for specific purpose.
However, utmost care is also required for collecting primary data as a little mistake can
make a vast difference in the results and take it far away from the reality. There are a
couple of ways of collecting primarydata 1) Observation method and 2) Questionnaire
method. Both the method has been used for the present research.
 Observation Method: In observation method researcher need to observe various
aspects related to the research and set of observations are analyzed to get the
results.
 Construction of tools Questionnaire Method: In this method researcher prepares
a questionnaire using a set of questions related to the study and required data. The
responses from respondents are then collected for the questionnaire which is
analyzed to get the outcome. Researcher can use either open ended questions or
closed ended questions depending upon requirement of the study. Responses of
closed ended questions can be easily grouped and analyze whereas responses to
open ended questions need to be analyzed subjectively. For the present research
primary data was collected using a structured questionnaire with closed ended
questions. A lot of efforts were made while preparing the questionnaire including
thorough literature review, critical review of other secondary data and inputs from
customers as well as industry experts from academics and banking. Extreme care
was taken while drafting the questions so as the respondents can understand the
same in the manner it was asked. The same was checked through the pilot survey
also and corrections were made where required. Seven points likert scale was used
to record the responses.
 Method of Collection of Primary data through questionnaire: The
questionnaires were personally administered for the purpose of collecting data in
93
order to ensure that respondents understand the question correctly and provide their
opinion only after clarifying the doubts they have, if any.
4.5 SAMPLING DESIGN
Sampling is the statistical process of selecting a subset (called a ‘sample’) of a population

of interest for purposes of making observations and statistical inferences about the same
population in such a way that outcomes of the sample could be applicable to the entire
selected population.
I. Sampling Process
Sampling process include various steps including defining the population, to choose a
sampling frame, selecting a sampling technique and to decide about samples at the end
(Malhotra and Dash, 2016)
II . Sampling Techniques: Probability or Non-probability Sampling
There are major two categories of sampling techniques namely Probability sampling and
Nonprobability sampling. These two categories differentiate themselves on the grounds of
the selection process. Selection of the category depends upon the nature of population i.e.
finite or infinite and types of research.
III. Probability Sampling:
The population for the present study is the Managers and above level in financial sector
with having experience of more than 7 years and on designation as Manager from last 5
years. Hence it is not feasible to decide the exact population. Thus Probability sampling
cannot be applied for this study.
IV. Non probability sampling:
Non probability sampling can be used when the target population is infinite or it is not
possible to define the population properly or target population keeps on changing every
now and then. In such cases researchers need to apply practical parameters as per the
requirement of the research and convenience. In this techniques all members or units of
population does not get equal chance of getting selected as sample. Mainly there are four
popular non random sampling. 1. Convenient sampling, 2 Judgmental sampling, 3 Quota
sampling and 4 Snowball random sampling. Convenient random sampling is used by
novice researchers wherein they can select any member of the population as sample which
comes in their way. This method is not appropriate for exhaustive research except for pilot
94
survey. In judgmental sampling researcher selects the sample with a specific purpose. In
this research there is no such requirement of judgmental sampling. Snowball random
sampling is applied for the research wherein population is small and pre-defined. In the
present research population is neither finite nor small hence this is also not suitable for this
research. In quota sampling the population is divided in different segments according to
various demographic characteristics i.e. geographic location, skill set, age, income,
occupation or any other segments based on the research topic.
IV. Sample Size:
Sample size determination is a very important decision for any kind of research as correct
or rather appropriate sample size will lead to much reliable results which portray the
picture of the present situation of the area under study and in case of inappropriate or lesser
samples the results will not portray the correct picture.
Sample size has been determined by using the standard model for sample size;
Z 2 * (p) * (1-p)
Sample Size =
c2
where, z = z value (1.96) for 95% confidence level

p = percentage of probability of picking up a choice expressed as decimal
c = confidence interval
Level of Significance: Management: Management research is part of social science
discipline and in all type of social sciences research, majority of the researcher take 5% of
confidence level while dealing with the research problems. So researcher applied here: Z
equal to 5% confidence level. Above target population is considered large enough while
applying normal distribution value of Z with 5% level of significance.
As per the model sample size comes to 500 at 95% confidence level where in confidence
interval is 5 considering percentage errors @ 50% (the worst case).
Hence the total sample size has been decided 1000 divided in to 200 employees from
Banks, 200 employees from NBFC, 200 employees from Mutual Funds, 200 employees
from Insurance and 200 employees from Stock Markets.
Figure No. 4.2 Bell shaped curve showing normal distribution
95
2
Source
4.6 MEASUREMENT AND SCALING
One of the important research tools is questionnaire. Decision makers and researchers
across all academic and industry sectors conduct surveys and questionnaires to uncover
answers to specific, significant questions. In fact, questionnaires and surveys can be an
effective tools for data collection required for research and evaluation. In order to develop
a survey/questionnaire, first the researcher should decide how to collect the required data.
In this regard, scaling is the branch of measurement that involves the construction of an
instrument. (Taherdoost, 2019). As articulated by Taherdoost (2017b), scale methods
could be classified as a rating scales and attitude scales. Following Figure: 4.3 show some
of the commonly scaling methods.
Below is the brief description of each scaling techniques: (L. Lyberg)
Trent Psychological Modules

2
96
Attitude Scales; Anyone of the variety of scales that measure an individual’s

predisposition toward any person, object or other phenomenon. These scales differ from
rating scales in that they are generally more complex and multi-item scales.
Likert Scale; Respondent indicates degree of agreement and disagreement with a variety
of statements about some attitude, object, person or event.
LIKERT SCALE
Attitude and rating scales are among the most widely used measuring instruments in like
sociology, psychology, information system, politics, economy and other fields as well.
However research methodology studies have not provided specific suggestion on the
proper selection of rating scale for research studies (Krosnick, 1997). One of the most
fundamental and popular scaling method used in social science research is Likert scale.
Same to other scaling methods, there is debates on the number of pointes on Likert scale as
well. Likert scale has been developed in 1932 as part of doctoral dissertation of Rensis
Likert(Likert, 1932). This scale as a psychometric tool, includes a set of statements of
research study’s hypothesis. Participants in the survey are asked to state their level of
agreement with those given statements from strongly agree to strongly disagree. Although
the original Likert scale included five symmetrical and balanced points, during the years it
has been used with different measurement range in terms of number of response options
from two-points to eleven-points.
4.7 QUESTIONNAIRE DEVELOPMENT

When research is conduncted in social science with quantitative approach, conclusions are
derived based on responses provided by the target respondents through questionnaires . it
is of utmost importance to construct the questionnaire carefully and follow the correct
methodology. Questionnaire designing becomes very crucial for this type of research. In
absence of fitting instrument, the results of the research can be greatly misleading and it
might result into a failure on the part of policy making, academics and knowledge
gain(Acharya, 2010). A questionnaire is defined as a document containing questions and
other items designed to solicit information appropriate to analysis(Bobbie, 1991)
Questionnaire as framed based on literature review and was structured in nature.
97
It was segregated into four sections consisting of “Personal details of the respondents”,
“factor affecting workplace stress in financial sector”, Impact of Workplace stress on
Manager and above level of employees’, “Stress Management”
The questionnaire is divided in five (5) parts. The first part consists of 15 questions
depicting basic information of respondent including demographic characteristics.
The Second part has 35 questions based on different variables which are factor influencing
workplace stress in financial sector.
The Third part has 8 questions for Impact of stress on individuals
The fourth part has 6 questions for different stress management techniques.
In last part 3 open ended questions are in paragraph form which is non mandatory to fill by
respondent.
In all parts respondents have rated their workplace stress in financial services on seven
point likert scale [1 - Strongly disagree (SD), 2 - Disagree (D), 3 - Somewhat Disagree
(SWD) , 4 - Neutral (N), 5 - Somewhat agree (SWA), 6 - Agree (A), 7 - Strongly Agree
(SA)]
4.8 DATA ANALYSIS AND STATISTICAL TOOLS

To analyze the data collected from the respondents various statistical techniques were used
in order to test the various hypotheses and attain the results for the research questions.
Details of all the statistical techniques used in the research are given hereunder:
I. Descriptive Statistics:
The measures used to understand the data in proper and better manner are known as
Descriptive Statistics. Descriptive Statistics can be divided into four parts 1) Measures of
central tendency 2) Measures of dispersion 3) Measures of asymmetry and 4) Measures of
relationships (C. R Kothari).
 Measures of Central Tendency
a.) Mean: Mean is the value derived by dividing the total of the values of the items of the
data set by the number of items in the data set. In normal language it is also known as
“Average”.
b.) Median: To identify the value of Median items in data set needs to arranged in
ascending order. After arranging the items, if total number of items is odd the value of the
98
item in the center is the median and if total number of items is even, the average of the
values of two central items if the median.
c.) Mode: The item or the value of the item which repeated the most is Mode for the data
set.
 Measures of Dispersion:
a.) Range: Range for a data set is the distance between the highest and the lowest values /
items.
b.) Standard Deviation: Standard deviation shows the distance of the item/value from the
mean in a data set. Standard deviation is square root of the squares of deviations of the
item/value from the average.
 Measures of Asymmetry:
a.) Skewness: Skewness shows the shape of the distribution of the data set. If the mean,
median and mode of a dataset is the same then there is no skewness in the data set and the
data is normally distributed. Difference between mean, median and mode of the data set
shows the skewness in the distribution of the data set.
b.) Kurtosis: Kurtosis shows the shape of the peak (flatness or sharpness) of the
distribution curve for a data set.
 Measures of Relationship:
a.) Co-variance: Co-variance is the expected value of the product of the deviations from
the mean of the two items, and estimated by the addition of products of deviations from the
mean for related values of the two items, divided by the number of items. It shows how
much two items vary together.
b.) Correlation: Correlation shows the relationship between two or more variables. In
case of positive correlation changes in the variables are in the same direction and in case of
negative correlation the changes are in opposite direction.
 Inferential Statistics:
Inferential statistics is used to make an estimation about the population basis the results
obtained by measuring samples and to judge the probability whether the changes observed
among variables are reliable or the same have happed by chance.
 T Test:
There are three types of T Tests 1) One sample T Test, 2) Independent sample T Test and
3) Paired sample T Test. In one sample T Test mean of the sample is compared to a known
value when population standard deviation is not known. Independent sample T Test is used
99
to check the changes in the result due to change in one variable. Paired sample T Test is
used to understand whether there is significant difference in the result for different value of
one variable.
 ANOVA (Analysis of Variance):
When it is required to compare more than two means at the same time ANOVA is useful.
To examine the number of factors influencing the dependent variable ANOVA is used.
With the help of ANOVA differences amongst different categories within individual
factors can also be explored. If only one factor is considered for the study it is One Way
ANOVA and in case if two factors are being investigated at the same time it is Two Way
ANOVA.
 MANOVA (Multivariate Analysis of Variance):
To examine the differences amongst the different categories within the individual factors
for more than two factors at the same time MANOVA is used.
Post Hoc tests: Post Hoc tests are conducted to identify the groups of data set where the
differences exist.
 Multiple Regression:
Multiple regressions show the statistical relationship between the dependent variable and
multiple independent variables. It gives a mathematical model to find the value of impact
arises due to change in variables on the value of dependent variable.
 Discriminant Analysis:
To discriminate between two or more mutually exclusive and exhaustive groups of the
population on the basis of the independent variables Discriminant analysis is used. When
there are two groups in the analysis it is Two-group Discriminant analysis and when more
than data set is divided into more than two groups it is multiple Discriminant analysis.
4.9 DATA ANALYSIS TOOLS

To analyze the primary data collected through questionnaire two most commonly used data
analysis tools were used.
1.) SPSS
2.) Smart PLS (Partial Least Square)
3.) Microsoft Excel
100
4.10 LIMITATION OF STUDY
1. The study was carried out in Ahmedabad District of state of Gujarat due to
constraint of time and expenses. It is quite possible that the customers belonging to
other places may have different and or similar perceptions among senior employees
of financial service sector
2. The study has been conducted only for those employees designated Manager and
above in financial services. Employees of different level and designation have
similar or different perception for workplace stress and that researcher have not
been covered under the study.
3. In this study researcher have selected, contacted and collect data from Bank,
NBFC, Mutual fund, Insurance, Stock broking agencies only. Employees of other
institutions or organization may have some different perspectives regarding
workplace stress .
101
DATA ANALYSIS CHAPTER-5
CHAPTER – 5
DATA ANALYSIS
______________________________________________________________
In this chapter, researcher has used SPSS version 20.0 and Smart PLS to perform various
statistical techniques to analysis the data. Data were first coded in excel sheet and exported
to Statistical Software for further analysis. Tools selected for analysis are: Exploratory
factor analysis, Confirmatory factor Analysis, Structured Equation Modeling, Pearson‘s
Correlation, Stepwise Regression, Graphical analysis, Cross Tabulation, Independent
sample T test, ANOVA, MANOVA and Discriminant Analysis.
_________________________________________________________________________
5.1 INTRODUCTION
The primary objective of this study is to find out the determine factors at workplace stress
in financial sector (with special reference to Ahmedabad district).The data analysis has
been done for the research work to achieve this objective on basis of the collected primary
data. The responses of 1057 employees of Bank, NBFC, Mutual fund, stock broking
agencies and insurance have been collected in this research. Most of the response has been
taken in terms of 7 point scaling where =7‘ indicates Strongly Agree on the higher side
where =1‘ indicates strongly disagree on the lower side. Frequencies calculation has been
done by the researcher for all the study variables to understand the characteristics of the
collected data.
5.2 DEMOGRAPHIC CHARACTERISTICS OF THE DATA

Table – 5.1
Frequency Percent
Male 802 75.9

Gender Female 255 24.1
Total 1057 100
<40 407 38.5
41-50 350 33.1
Age
>50 300 28.4
Total 1057 100
102
Graduate 570 53.9

Qualification Post Graduate 487 46.1
Total 1057 100
Bank 304 28.8
Insurance 84 7.9
Stock Market / Equity 314 29.7

Experience (in field)
NBFC 265 25.1
Mutual Fund 90 8.5
Total 1057 100
<7 yrs 312 29.5
7 – 12 yrs 334 31.6
Total Experience (in years)
> 12 yrs 411 38.9
Total 1057 100
Manager 369 34.9
Manager – VP 315 29.8
Designation
VP and above 373 35.3
Total 1057 100
<5 yrs 489 46.3
5-10 yrs 289 27.3
Service in tenure
>10 yrs 279 26.4
Total 1057 100
<50 k 317 30
51k-1 lac 338 32
Income
1 lac-1.50 lac 402 38
Total 1057 100
Married 808 76.4
Marital Status Unmarried 249 23.6
Total 1057 100
Joint 749 70.9
Type of Family Nuclear 308 29.1
Total 1057 100
<=2 46 4.4
3-5 733 69.3
Number of persons in Family
>5 275 26
Total 1057 100
Above Table – 5.1 shows Demographic Characteristics of:

Gender: 802 (75.9%) respondents were male, whereas 255 (24.1%) respondents were
Female.
103
Age : As shown in Table –5.2 out of 1057 respondents 407 respondents (38.5%) were
from age group of “less than 40 years”, 350 (33.1%) respondents were from age
group of 41 to 50 years and 300 (28.4%) respondents belonged to the age group of
more than 50 years.
Qualification: qualification of the respondents. 570 (53.9%) respondents were graduate
and 487 (46.1%) respondents were post graduates.
Experience (in field): experience in field of the respondents. 304 (28.8%) respondents
were from Banks, 84 (7.9%) respondents from Insurance, 314 (29.7%) respondents
were from Stock Market / Equity agents, 265 (25.1) respondents from NBFC and
90(8.5%) respondents were from Mutual funds.
Total Experience ( in years) : total experience in years of the respondents. 312 (29.5%)
respondents had <7 yrs experience, 334 (31.6%) respondents had 7-12 years
experience and 411 (38.9%) respondents had > 12 yrs experience.
Designation: designation of the respondents. 369 (34.9%) respondents were Managers, 315
(29.8%) were Manager to Vice president designation and 373 (35.3%) respondents
were from Vic president and above level of designation.
Service Tenure: : Table – 5.7 displays service tenure of the respondents. 489 (46.3%)
respondents had 5 years of experience , 289 (27.3%) respondents had 5 to 10 years
of experience and 279 (26.4%) respondents were having more than 10 years of
experience.
Income: income group of the respondents. 317 (30%) respondent were having income less
than Rs. 50,000, 338 (32%) respondents were having income between Rs.51000 to
Rs. 1 lac, and 402 (38%) respondents were having income between Rs.1 lac to
Rs.1.50 lac.
Marital Status: : Marital status of the respondents. 808 (76.4%) respondents were married
and 249 (23.6%) respondents were unmarried.
Type of Family: type of family of the respondents. 749 (70.9%) respondents were from
joint family whereas 308 (29.1%) from nuclear family background.
Number of persons in family: number of family members of the respondents. 46 (4.4%)
respondents have 2 or less than 2 members in family, 733 (69.3%) respondents
have 3 to 5 members in family and 275 (26%) respondents were having more than
5 members in family. Figure – 5.1
104
Pie chart of Gender Pie chart of Age
Pie chart of Qualifications Pie chart of Experience in field
Pie chart of Total experience in year’s Pie chart of Designation
Pie chart of Service tenure Pie chart of Income
105
Pie chart of Marital Status Pie chart of Type of Family
Pie chart of number of persons’ in the family

Figure 5.1 Pie Chart of Demographic Characteristics
5.3 CROSS TABULATION AND CHI SQUARE

Cross- tabulation is a two or more dimension table that records the frequencies of
respondent that have specific characteristics described in the cells of the table. It provides
relationship between two or more variables.
5.3.1 Cross tab: Designation*Income*Age

Ho: There is no significant association between Age, Designation and Income of the
respondents
Hb: There is statistical significant association between Age, Designation and
Income of the respondents
Table – 5.2 Designation * Income * Age Cross tabulation
Count
Income
Pearson Chi-
Chi- Squar
Age 1lac – Total Square e
51- 1.50 lac
1.50 Tests - Tests -
1lac – above
lac Value df
Manager 115 47 37 199

<40 yrs Designation Manager – VP 9 39 50 98 94.169b 4
VP - above 19 35 56 110
106
Total 143 121 143 407

Manager 26 26 30 82
41-50 Designation Manager – VP 40 16 84 140

46.991c 4
yrs
VP - above 10 17 101 128
Total 76 59 215 350
Manager 50 30 8 88
Designation Manager – VP 29 41 7 77
>50 yrs 47.686d 4
VP - above 19 87 29 135
Total 98 158 44 300
Manager 191 103 75 369
Total 150.945a 4
VP - above 48 139 186 373
Total 317 338 402 1057
From the above table p= 0.00 <0.05 we reject the null hypothesis. Hence there is significant
relationship between Income, Age and designation of the respondents. The above data shows
Out of total 199 respondents, 115 Manager designated respondents who are less than 40
years of age have income between Rs. 51000 to 1 lacs.
Figure 5.2
107
5.3.2 Cross tab: Designation*Total Experience (in years) * Qualification
Ho: There is no significant association between Designation, Total experience (in

years) and qualification of the respondents
Hb: There is statistical significant association between Designation, Total
experience (in years) and qualification of the respondents
Table – 5.3 Designation * Total Experience (in years) * Qualification Cross
tabulation
Count
Pearson Chi-
Total Experience (in
Chi- Squar
years)
Qualification Total Square e
Tests - Tests -
<7 7-12 > 12 Value df
yrs yrs yrs
Manager 151 44 15 210
Graduate 228.409b 4
VP - above 54 87 99 240
Total 205 214 151 570
Manager 65 27 67 159
Post Designation Manager – VP 7 83 105 195

109.882c 4
Graduate VP - above 35 10 88 133
Total 107 120 260 487
Manager 216 71 82 369
Total 296.325a 4
VP - above 89 97 187 373
Total 312 334 411 1057
relationship between Designation, Total experience (in years) and qualification of the
respondents. The above data shows Table 5.3 shows out of total 240 respondents 151 Manager
designated employees of any of bank, NBFC, insurance, mutual fund or stock market were on
this designation from less than or equal to 7 years of their work tenure.
108
Figure: 5.3
5.3.3 Cross tab: Type of family*Number of persons in family * marital status

Ho: There is no significant association between Type of family, number of persons
in family and marital status of the respondents
Hb: There is statistical significant association between Type of family, number of
persons in family and marital status of the respondents.
Table – 5.4 Type of Family * Number of persons in Family * Marital Status Cross
tabulation
Count
Pearson
Number of persons in Chi-
Chi-
Family Square
Marital Status Total Square
Tests -
Tests –
df
<=2 3-5 >5 Value
Type of Joint 0 287 243 530

Married Family Nuclear 16 256 3 278 195.321b 3
Total 16 543 246 808

Unmarried Family Nuclear 30 0 0 30 249.000c 2
Total 30 190 29 249
Total Family Nuclear 46 256 3 308 235.818a 3
Total 46 733 275 1057
relationship between Type of family, number of persons in family and marital status of the
respondents. The above table 5.3 shows that respondents were married and from joint family
with 3 to 5 family members.
109
5.4 EXPLORATORY FACTOR ANALYSIS

The quantitative data obtained was employed by an Exploratory Factor Analysis to
measure factors influencing contributing to workplace stress in manager and above level of
employees in banking, nbfc, insurance, stock broking agencies and mutual fund. The
research proposes a set of factors which determines the workplace stress in senior level
personnel. Thus the primary aim of the research is to obtain empirical evidences which can
be interpreted to determine whether the hypothesis set for the research can be accepted or
not accepted. The purpose of an exploratory study is to identify variables, discover
relationships among the variables, and lay the groundwork for future research which would
more systematically and rigorously test the hypothesis.(Kerlinger, 1986)
To understand the implication of the variables, the variables were tested through a survey
study which included collecting primary data from employees of bank, nbfc, insurance,
stock broking agencies and mutual fund sector through a structured questionnaire. The
objective was to understand how senior personnel perceive various organizational changes
in association with workplace stress and what are the key factors influencing the employee
readiness for such changes. The emphasis of the early stages of item generation was to
develop a set of items which measures each of the dimensions of employee readiness for
change. The analysis of survey resulted in generation of initial pool of items covering
various aspects of workplace stress. The statements were reviewed to make it
understandable and accurate as required for the research objective.
Employee readiness for change is influenced by a host of factors, but considering all the
factors for the purpose of present study is well beyond the scope and affordability of the
researcher. One of the purposes of the research is to identify the factors influencing
workplace stress in manager and above level of personnel in bank, nbfc, insurance, mutual
fund, stock broking agencies. To derive the factors influencing workplace stress, thirty five
statements derived from the literature review are included in the questionnaire.
5.4.1 Sampling Adequacy:

With an objective to determine the suitability of data for the factor analysis, the
KaiserMeyer-Olkin (KMO) measure of sampling adequacy and the Bartlett‘s Test of
Sphericity are applied. The KMO measure of sampling adequacy is a statistic that indicates
110
the proportion of variance in the variables that might be caused by the reduced factors.
(Kaiser, 1974)recommends that a bare minimum of 0.5 is unacceptable and that values
between 0.5 and 0.7 are adequate to proceeds further with the analysis (Hutcheson, 1999).
The high value of KMO (0.930) indicates that a factor analysis is quite useful for the data
being used in this study. The KMO figures provide strong evidence for sampling adequacy
for these data. Similarly, the significance value for Bartlett‘s test of Sphericity is 0.000
which indicates that there exist significant relationships among variables. The output of
KMO and Bartlett‘s tests supports the view that factor analysis is very much useful for the
present data.
Table: 5.5 KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.93

Approx. Chi-Square 51879.617
Bartlett's Test of
Sphericity df 820
Sig. 0
(Source: Primary data)
Table: 5.6 Anti-image Matrices

S2 S2 S2 S2 S3 S3 S3 S3 S3 S3 S1 S1 S1
6 7 8 9 0 3 4 5 1 2 S1 S2 S3 S4 S5 S6 S7 S8 S9 0 1 2
S .9
2 52
a
6
S .9
2 66
a
7
S .9
2 41
a
8
S .9
2 38
a
9
S .9
3 36
Anti-image Correlation
a
0
S .9
3 45
a
3
S .9
3 58
a
4
S .9
3 44
a
5
S .9
3 58
a
1
S .9
3 38
a
2
.9
S
45
1 a
.9
S
49
2 a
.9
S
61
3 a
S .9
4 44
111
.9
S
57
5 a
.8
S
80
6 a
.8
S
60
7 a
.8
S
61
8 a
.8
S
96
9 a
S .9
1 43
a
0
S .9
1 12
a
1
S .9
1 30
a
2
a. Measures of Sampling Adequacy(MSA) (Source: Primary data)
Table 5.6 represents correlation values of factors of workplace stress in senior personnel.
Diagonal values of the all the factors depict in the second half of the table measure the
sampling adequacy. As all the variables are having partial correlation values higher than
the 0.5 and hence it can be interpreting that all the factors of employee readiness for
change have practical and statistical significance and data is suitable for performing factor
analysis.
Correlation Matrixa
a. Determinant = .001
The determinant of the Correlation Matrix is 0.001 that is higher than the 0.00001 and
hence no multicollinearity is observed in the data.
Table – 5.7 Total Variance Explained
Extraction Sums of Squared Rotation Sums of
Initial Eigenvalues
Loadings Squared Loadings
Component
% of Cumulative % of Cumulati % of
Total Total Total
Variance % Variance ve % Variance
1 13.897 33.894 33.894 13.897 33.894 33.894 7.634 18.618
2 5.634 13.742 47.636 5.634 13.742 47.636 5.346 13.039
3 4.199 10.242 57.878 4.199 10.242 57.878 4.567 11.139
4 3.233 7.884 65.762 3.233 7.884 65.762 4.493 10.959
5 2.71 6.609 72.371 2.71 6.609 72.371 4.405 10.744
6 2.419 5.901 78.272 2.419 5.901 78.272 4.269 10.411
7 1.359 3.314 81.586 1.359 3.314 81.586 2.737 6.675
112
8 0.715 1.745 83.33

9 0.597 1.455 84.785
10 0.586 1.429 86.214
11 0.489 1.192 87.406
12 0.441 1.075 88.481
13 0.359 0.877 89.358
14 0.325 0.792 90.15
15 0.3 0.733 90.882
16 0.265 0.647 91.529
17 0.264 0.643 92.172
18 0.243 0.592 92.764
19 0.229 0.557 93.321
20 0.221 0.538 93.859
21 0.202 0.492 94.352
22 0.191 0.466 94.818
23 0.176 0.428 95.246
24 0.157 0.382 95.628
25 0.152 0.372 96
26 0.148 0.362 96.362
27 0.14 0.342 96.704
28 0.13 0.318 97.022
29 0.122 0.298 97.32
30 0.122 0.297 97.617
31 0.113 0.274 97.892
32 0.11 0.268 98.16
33 0.097 0.237 98.397
34 0.094 0.23 98.627
35 0.093 0.228 98.854
36 0.09 0.22 99.075
37 0.085 0.207 99.282
38 0.083 0.202 99.484
39 0.077 0.189 99.672
40 0.072 0.177 99.849
41 0.062 0.151 100
Extraction Method: Principal Component Analysis. (Source: Primary Data)
All the factors in Table 5.7 accounted for 81.586 percent of the variance. Total variance
explained (81.586 percent) by these components which is higher than 50% as
recommended by (Nunnally JC, 1994) and almost equal to the 60percent threshold
commonly used in social sciences. (J.F. Hair, 2003). The 5factorsolutions were derived
using Principal Component Analysis and Varimaxrotations wherever possible. The
reasoning to include a variable in a factor was based on factor loadings greater than ±0.4
[165]. Ideally the researcher should retain items that load clearly and strongly onto one
113
component/factor (Matsunaga, 2010). Thus, a variable that loads on more than one factor,
should be removed if the cross-loading is greater than .40 (Johanna Schönrock-Adema,
2008)
Table –5. 8 Rotated Component Matrixa
Component
1 2 3 4 5 6 7
S33 0.892
S35 0.887
S34 0.882
S30 0.86
S29 0.841
S31 0.799
S32 0.733
S28 0.719
S27 0.655
S26 0.631
B5 0.94
B3 0.895
B2 0.88
B7 0.878
B1 0.878
B6 0.856
B4 0.743
S20 0.894
S19 0.885
S16 0.875
S18 0.873
S17 0.866
S4 0.89
S5 0.88
S3 0.879
S2 0.877
S1 0.875
S11 0.908
S14 0.902
S13 0.891
S12 0.888
S15 0.881
S8 0.909
S7 0.902
S9 0.899
S6 0.88
S10 0.857
S22 0.743
S21 0.716
S23 0.438 0.695
S24 0.68
114
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.a
a. Rotation converged in 6 iterations.
Rotated component matrix table represent the strength of relationship between the item and
factor and membership of the item under one factor. Here the membership of the item in
factor is determines by identifying the highest loading in one factor. The loading values
ranges between the 0 and 1. Value close to 1 indicated the highest factor loading. Another
important thing is that while determining the factor membership, negative sign of the
factor is being ignored. Generally factor loading higher than 0.5 is acceptable but as per the
(J.F. Hair, 2003), for sample size of 200 factor loading of 0.40 is acceptable. 1057 bank,
nbfc, insurance, stock broking agencies, mutual fund employees were surveyed and hence
0.40 is considered as acceptable factor loading.
Factor Naming: Once the factors extracted than the next step is to interpret and name the
factors. Factor naming is done based on the membership of various items in various factors
as follows:
Factor 1: Working Hours: Extended working hours do not give enough time to
employees for leisure time, family time, new learning or relaxation period.
Factor 2: Workload / Role conflict / role ambiguity: This factor is a creates
psychological stress in employees and leads to extended working hours,
duplication of work, confusion, irritation, break in team work, trust.
Factor 3: Work Environment / work culture: These items directly give negative
impact on comfort zone, employees are not able to complete allotted work
due to unavailability of item, affected on confidential information.
Factor 4: Policy: frequent changes in policies affects on team management,
leadership impact, pay structure, etc.
Factor 5: Appraisal and pay system: These items affects on employee motivation,
incentives, designations, promotion, transfers, increment.
Factor 6: Work life balance: These factors affect to individual to manage their
personal life, emotional balance, motivation etc.
5.5 INDEPENDENT SAMPLE T TEST

Independent two sample test is first steps in the area of the testing of Hypothesis. This test
is applied to check whether there is any significant difference between the two categorical
115
variables for any specific continuous variables. The research has identified gender (male,
female) as categorical variables having two categories. The purpose is to understand if
there is any significant difference between male and female with respect to overall
influence of different factors influencing on workplace stress in financial services. The
researcher wants to understand whether there is a difference between male and female
regarding overall impact of identified factors. To create overall influence, the researcher
has applied summated scales and derived combined positive or negative value of these
factors. To evaluate whether the variance in these two groups is homogeneous or not,
Levene‘s Test to evaluate the similarity of variance between the two groups has been
applied.
Table – 5.9 Group Statistics (t Test)
Std. Error
Gender N Mean Std. Deviation
Mean
Male 802 5.7803 1.43874 0.0508

WL
Female 255 5.1027 1.63917 0.10265
Male 802 5.7514 1.44995 0.0512
RAM
Female 255 6.091 1.14653 0.0718
Male 802 9.4385 2.49492 0.0881
MS
Female 255 8.7216 3.08392 0.19312
Male 802 5.3594 1.49312 0.05272
CUL
Female 255 4.92 1.5612 0.09777
Male 802 5.4087 1.45006 0.0512
WLB
Female 255 5.0961 1.41737 0.08876
Male 802 5.5324 1.39626 0.0493
REW
Female 255 5.1278 1.3248 0.08296
Male 802 4.2714 1.64898 0.05823
OS
Female 255 4.0078 1.9035 0.1192
Male 802 4.1149 0.89889 0.03174
REM
Female 255 3.6863 0.87059 0.05452
(source: Primary data)
Table – 5.10 Independent Samples Test(t Test)
Levene's Test for Equality
t-test for Equality of Means
of Variances
F Sig. t df
Equal variances
30.091 0 6.328 1055
assumed
WL
Equal variances
5.916 386.326
not assumed
Equal variances
RAM 30.19 0 -3.416 1055
assumed
116
Equal variances
-3.851 534.202
not assumed
Equal variances
39.656 0 3.765 1055
assumed
MS
Equal variances
3.377 365.693
not assumed
Equal variances
6.129 0.01 4.048 1055
assumed
CUL
Equal variances
3.955 412.17
not assumed
Equal variances
1.479 0.22 3.015 1055
assumed
WLB
Equal variances
3.051 435.881
not assumed
Equal variances
0.074 0.79 4.08 1055
assumed
REW
Equal variances
4.192 447.403
not assumed
Equal variances
18.861 0 2.139 1055
assumed
OS
Equal variances
1.987 382.766
not assumed
Equal variances
0.000 0.99 6.683 1055
assumed
REM
Equal variances
6.795 439.37
not assumed
Objective: To evaluate important factors influencing workplace stress in manager

and above in financial institutes for change from the demographic perspective
(gender) of employees.
H6: There is significant difference between male and female regarding Workload, role
ambiguity, work life balance, organization structure, Policies (OS), appraisal and
pay system, REM , Leadership.
H0: There is no significant difference between male and female regarding workload
H6a: There is significant difference between male and female regarding workload
Considering the independent sample test table, the value F suggest 46.885which is less
than 0.05, it indicates that there is no similarity in the variance between male and female.
Considering the T value is 4.533, and significant two tailed value is 0.000, which is less
than 0.05, so we reject null Hypothesis.
It indicates that there is significant difference between male and female regarding the
Workload .
2. H0: There is no significant difference between male and female regarding Role
Ambiguity
117
H6b: There is significant difference between male and female regarding Role
Ambiguity
Considering the independent sample test table, the value F suggest 14.508 with significant
value is 0.000, it indicates that Levene‘s Test significant value which is more than 0.05, it
indicates that there is similarity in the variance between male and female. Considering the
T value is -1.906, and significant two tailed value is 0.057, which is less than 0.05, so we
reject null Hypothesis.
It indicates that there is significant difference between male and female regarding Role
Ambiguity
3. H0: There is no significant difference between male and female regarding
Management structure
H6c: There is significant difference between male and female regarding overall
Management structure
value 0.009, it indicates that Levene‘s Test significant value which is more than 0.05, it
T value is -2.350, and significant two tailed value is 0.019, which is less than 0.05, so we
It indicates that there is significant difference between male and female regarding
Management structure.
4. H0: There is no significant difference between male and female regarding work
Life balance
H6d: There is significant difference between male and female regarding work life
balance
T value is 6.109, and significant two tailed value is 0.000, which is more than 0.05, so we
accept null Hypothesis.
It indicates that there is no significant difference between male and female regarding
work life balance

Review(Appraisal and pay system)
118
H6e: There is significant difference between male and female regarding Review
(Appraisal and pay system)
T value is 6.468, and significant two tailed value is 00.000, which is less than 0.05, so we
It indicates that there is significant difference between male and female regarding Review
(Appraisal and pay system)
Organization structure
H6f: There is significant difference between male and female regarding
Organization structure.
value is 0.109, it indicates that Levene‘s Test significant value which is less than or equal
to 0.05, it indicates that there is no similarity in the variance between male and female.
Considering the T value is -2.182, and significant two tailed value is 0.029, which is less
Organization structure
7. H0: There is no significant difference between male and female regarding REM
H6g: There is significant difference between male and female regarding REM
It indicates that there is significant difference between male and female regarding REM
Leadership
H6h: There is significant difference between male and female regarding
Leadership
119
Leadership.
5.5.1 One Way ANOVA Analysis:
Certain demographic factors like age, annual income, designation, designation etc; having
more than two categories have been identified with help of literature review for this study.
Hence, independent two sample tests cannot be utilized. In this scenario one way ANOVA
analysis helps to derive the inferential statistical values among these categories.
The objective was to understand whether the demographic variables such as Gender, age,
qualifications, experience in field, in area, designation, tenure, income, marital status, type
of family and number of persons in family influences on workplace stress in financial
services. Thus the main hypothesis is framed as:
H7: There is significant difference among Gender/ age/ qualifications/ experience in field/
in area/ designation/ tenure/ income/ marital status/ type of family / number of persons in
family influences on workplace stress in financial services.
1) ANOVA:Age * workplace stress
H 0: There is no significant difference among age and workplace stress in senior
personnel of financial services
H7a: There is significant difference among age and workplace stress in senior
Here the researcher wants to find out the significant difference amongst the group related
with workplace stress to age of respondents.
The above table shows the descriptive statistics of workplace stress in senior personnel in
financial services. Mean stands for the average value while standard deviation shows the
fluctuations. The purpose is to check whether there is any significant difference amongst
the various age groups. The researcher has also evaluated whether the variance is
homogeneous or not through the Levene‘s test.
120
Once the researcher has derived statistical inferences amongst the three age groups, now
the researcher wants to understand that which age group is significantly associated with
remaining age groups and which age groups is significantly different than the remaining.
Since the age groups having equal intervals the researcher has applied post hoc Tukey test
to derive the facts.
Table: 5.11 ANOVA: Age * workplace stress Descriptive

Robust Post Hoc
Tests of Test-
Equality Multiple
Std.
Std. of Means Comparis
N Mean Deviatio F
Error - Welch ons
n
Mean
Statistica Differenc
e
<40 407 5.4624 1.61841 0.08022 -.28759*
41-50 350 5.6823 1.45176 0.0776 -0.06771
WL 3.609 11.674
>50 300 5.75 1.43283 0.08272 .28759*
Total 1057 5.6168 1.51674 0.04665
<40 407 5.7415 1.52187 0.07544 -.36781*
41-50 350 5.7034 1.45462 0.07775 -.40590*
RAM 8.448 4.83
>50 300 6.1093 1.04931 0.06058 .36781*
Total 1057 5.8333 1.38996 0.04275
<40 407 9.19 2.64688 0.1312 -0.46999
41-50 350 9.0152 2.81213 0.15031 -.64476*
MS 5.031 3.02
>50 300 9.66 2.47108 0.14267 .64476*
Total 1057 9.2655 2.66519 0.08198
<40 407 4.9552 1.49917 0.07431 -.43234*
41-50 350 5.3671 1.19703 0.06398 .41198*
LEADER 11.682 5.512
>50 300 5.3875 1.41098 0.08146 .43234*
Total 1057 5.2143 1.3941 0.04288
<40 407 4.0258 1.82599 0.09051 -.52849*
41-50 350 4.5543 1.38115 0.07383 .50373*
OS 10.875 60.927
>50 300 4.0506 1.85551 0.10713 -.50373*
Total 1057 4.2078 1.71662 0.0528
<40 407 3.8792 1.01861 0.05049 -.42128*
41-50 350 4.3005 0.77321 0.04133 .42128*
REM 27.764 48.096
>50 300 3.8539 0.82106 0.0474 -.44659*
Total 1057 4.0115 0.91042 0.028
121
Combined impact of all the factors on the age group of less than 40 years significantly
differs from the same on the age groups of 41 to 50 years and more than 50 years. Same
way combined impact of all the factors on age group of 41 to 50 years significantly differs
from the same on the age group of more than 50 years. When we check the combined
impact of all the factors on age group 41 to 50 years, it significantly differs from the same
on the age groups less than 40 years.
2) ANOVA:Total experience * workplace stress

H 0: There is no significant difference among total experience and workplace stress
in senior personnel of financial services
H7a: There is significant difference among total experience and workplace stress in
senior personnel of financial services
with workplace stress to total experience of respondents.
Table: 5.12 ANOVA: Total experience * workplace stress
Descriptive
Robust Tests Post Hoc
of Equality of Test-
Means - Multiple
Std. Std. Welch Comparisons
N Mean F
Deviation Error
Mean
Statistica
Difference
<7 312 5.3013 1.73661 0.09832 -.34057*

7-12 334 5.8808 1.27326 0.06967 .57956*
WL 12.118 11.674
>12 411 5.6418 1.47909 0.07296 .34057*
Total 1057 5.6168 1.51674 0.04665
<7 312 5.9551 1.1473 0.06495 .31800*
7-12 334 5.6371 1.51725 0.08302 -.31800*

RAM 5.04 4.83
>12 411 5.9002 1.43553 0.07081 .26312*
Total 1057 5.8333 1.38996 0.04275
<7 312 9.1774 2.65698 0.15042 0.12845
7-12 334 9.0489 2.78023 0.15213 -0.45961
MS 2.993 3.02
>12 411 9.5085 2.56104 0.12633 0.33117
Total 1057 9.2655 2.66519 0.08198
<7 312 5.0128 1.41017 0.07984 -.34971*
LEADER 5.634 5.512
7-12 334 5.2201 1.36197 0.07452 0.20724
122
>12 411 5.3625 1.39204 0.06866 .34971*

Total 1057 5.2143 1.3941 0.04288
<7 312 4.3291 1.65159 0.0935 -.52373*
7-12 334 4.8528 1.20817 0.06611 .52373*
OS 56.139 60.927
>12 411 3.5916 1.89854 0.09365 -1.26115*
Total 1057 4.2078 1.71662 0.0528

<7 312 3.5951 0.90927 0.05148 -.58505*
7-12 334 4.1801 0.81316 0.04449 .58505*

REM 50.676 48.096
>12 411 4.1906 0.88508 0.04366 .59551*
Total 1057 4.0115 0.91042 0.028
<7 312 4.9671 1.59642 0.09038 -.51521*
7-12 334 5.4918 1.28813 0.07048 .52462*

WLB 14.52 12.727
>12 411 5.4824 1.40464 0.06929 .51521*
Total 1057 5.3333 1.44777 0.04453
<7 312 5.0526 1.5722 0.08901 -.48758*
7-12 334 5.6623 1.16452 0.06372 .60971*

REW 18.023 15.995
>12 411 5.5401 1.35366 0.06677 .48758*
Total 1057 5.4348 1.38957 0.04274
Impact of workplace stress on the total experience of less than 7 years significantly differs
from the same on the experience groups of 7 to 12 years and more than 12 years. Same
way impact of workplace stress on total experience group of 7 to 12 years significantly
differs from the same on the age groups of less than 7 years and more than 12 years. When
we check the impact of workplace stress on total experience group of more than 12 years,
it significantly differ from the same on all the other age groups i.e. less than 7 years and 7
to 12 years.
3) ANOVA: Designation * workplace stress
123
H 0: There is no significant difference among designation and workplace stress in

H7a: There is significant difference among designation and workplace stress in
with workplace stress to designation of respondents
Table: 5.13 ANOVA: Designation * workplace stress
Descriptive
Robust Post Hoc
Tests of Test-
Equality Multiple
Std. of Means Compari
Std.
N Mean Deviatio - Welch sons
Error
n
Mean
F Statistica Differenc
e
Manager 369 5.4515 1.65157 0.08598 -.42358*

Manager – VP 315 5.5048 1.37561 0.07751 -.37031*
WL 8.58 8.706
VP above 373 5.8751 1.45954 0.07557 .37031*
Total 1057 5.6168 1.51674 0.04665
Manager 369 5.8683 1.32554 0.069 .41813*
Manager – VP 315 5.4502 1.67618 0.09444 -.41813*
RAM 20.903 19.181
VP above 373 6.1223 1.07956 0.0559 .25396*
Total 1057 5.8333 1.38996 0.04275
Manager 369 9.2394 2.6467 0.13778 0.43515
MS Manager – VP 315 8.8042 2.87879 0.1622 9.415 9.344 -.87673*

VP above 373 9.681 2.42592 0.12561 0.44158
Total 1057 9.2655 2.66519 0.08198
Manager 369 5.1592 1.49645 0.0779 -0.21277
LEAD Manager – VP 315 5.0921 1.40923 0.0794 -.27992*
3.906 4.29
ER VP above 373 5.372 1.25892 0.06518 .27992*
Total 1057 5.2143 1.3941 0.04288
Manager 369 4.0307 1.84031 0.0958 -.41745*
OS Manager – VP 315 4.1307 1.73173 0.09757 5.994 6.386 -.31748*

VP above 373 4.4482 1.54575 0.08004 .31748*
Total 1057 4.2078 1.71662 0.0528
Manager 369 3.7051 0.85715 0.04462 39.601 -.32669*
Manager – VP 315 4.0317 0.77871 0.04388 .32669*
REM 42.493
VP above 373 4.2976 0.96886 0.05017 .26584*
Total 1057 4.0115 0.91042 0.028
WLB Manager 369 5.1728 1.57094 0.08178 4.981 4.752 -.33327*
124
Manager – VP 315 5.3167 1.32975 0.07492 0.1439

VP above 373 5.506 1.40017 0.0725 .33327*
Total 1057 5.3333 1.44777 0.04453
Manager 369 5.2645 1.52075 0.07917 -.35909*
Manager – VP 315 5.4108 1.24553 0.07018 0.1463
REW 6.324 5.982
VP above 373 5.6236 1.34871 0.06983 .35909*
Total 1057 5.4348 1.38957 0.04274
Impact of workplace stress on the designation of manager significantly differs from the
same on the designation groups of manager to VP and more than VP and above. Same way
impact of workplace stress on designation of manager to VP group significantly differs
from the same on the designation groups of manager and VP. When we check the impact
of workplace stress on designation group of VP and above, it significantly differs from the
same on all the other designation groups i.e. manager and manager to VP. Less than 7
years and 7 to 12 years.
4) ANOVA: Income * workplace stress

H 0: There is no significant difference among income and workplace stress in senior
H7a: There is significant difference among income and workplace stress in senior
with workplace stress to income of respondents
Table: 5.14 ANOVA: Income * workplace stress Descriptive

Robust Post
Tests of Hoc
Equalit Test-
y of Multiple
Std. Means - Compar
Std.
N Mean Deviati Welch isons
Error
on
Mean
Statisti
F Differen
ca
ce
125
<50k 317 5.1804 1.73723 0.09757 -.45861*

1 lac - 1.50 lac 338 5.6391 1.4535 0.07906 .45861*
WL 23.361 21.588
> 2 lac 402 5.9423 1.28349 0.06401 .30324*
Total 1057 5.6168 1.51674 0.04665
<50k 317 5.8536 1.35778 0.07626 0.24298
1 lac - 1.50 lac 338 5.6107 1.5513 0.08438 -0.243
RAM 7.51 7.083
> 2 lac 402 6.0045 1.24138 0.06191 .39383*
Total 1057 5.8333 1.38996 0.04275
<50k 317 8.9443 2.74427 0.15413 -0.3121
1 lac - 1.50 lac 338 9.2564 2.77643 0.15102 0.31214
MS 4.259 4.366
> 2 lac 402 9.5265 2.4785 0.12362 0.27012
Total 1057 9.2655 2.66519 0.08198
<50k 317 4.8297 1.35601 0.07616 -.33011*
LEA 1 lac - 1.50 lac 338 5.1598 1.55237 0.08444 .33011*
26.117 29.836
DER > 2 lac 402 5.5634 1.18412 0.05906 .40367*
Total 1057 5.2143 1.3941 0.04288
<50k 317 4.4027 1.5662 0.08797 0.30905
1 lac - 1.50 lac 338 4.0937 1.81649 0.0988 -0.3091
OS 3.03 3.296
> 2 lac 402 4.1501 1.73485 0.08653 -0.2527
Total 1057 4.2078 1.71662 0.0528
<50k 317 3.776 0.96208 0.05404 0.04328
1 lac - 1.50 lac 338 3.7327 0.73134 0.03978 -0.0433
REM 79.543 83.247
> 2 lac 402 4.4316 0.84711 0.04225 .65557*
Total 1057 4.0115 0.91042 0.028
<50k 317 4.7886 1.55715 0.08746 -.65884*
1 lac - 1.50 lac 338 5.4475 1.34001 0.07289 -0.2192
WLB 36.432 32.73
> 2 lac 402 5.6667 1.32024 0.06585 0.21918
Total 1057 5.3333 1.44777 0.04453
<50k 317 4.8517 1.53156 0.08602 -.71868*
1 lac - 1.50 lac 338 5.5704 1.26099 0.06859 .71868*
REW 45.5 39.457
> 2 lac 402 5.7806 1.2231 0.061 0.21018
Total 1057 5.4348 1.38957 0.04274
Impact of workplace stress on the income of Rs. Less than Rs. 50000 significantly differs
from the same on the income groups of Rs. 1 lac to 50 lac and more than 2 lacs. Same way
126
impact of workplace stress on income Rs. 1 lac to 1.50 lacs group significantly differs from
the same on the income groups of less than 50 k and more than 2 lacs. When we check the
impact of workplace stress on income 2 lacs and above, it significantly differ from the
same on all the other income groups i.e. less than Rs. 50,000 and Rs. 1.50 lacs to 2 lacs.
As with any other statistical method, PLS path modeling applications are usually based on
the assumption that the analyzed data stem from a single population (i.e., a unique global
model represents all the observations well). However, in many real-world applications,
such as in international marketing, this assumption of homogeneity is unrealistic, because
individuals are likely to be heterogeneous in their perceptions and evaluations of latent
constructs (e.g., Jedidi, Jagpal, & DeSarbo, 1997; Sarstedt & Ringle, 2010). This notion
holds specifically for research on international marketing, which often analyzes differences
in parameters in respect of different subpopulations such as countries and cultures (Brettel,
Engelen, Heinemann, & Vadhanasindhu, 2008; Graham, Mintu, & Rodgers, 1994; Grewal,
Chakravarty, Ding, & Liechty, 2008; Rodriguez & Wilson, 2002). Although several
studies explicitly broach the issue of group-specific effects in their research questions,
ignoring population heterogeneity – when performing PLS path modeling on an aggregate
data level – can seriously bias the results and, thereby, yield inaccurate management
conclusions (Sarstedt, Schwaiger, & Ringle, 2009).
Correlation between workplace stress and its components simply measures mutual
relationships without presumption of causation but the result of path coefficient analysis
for workplace stress and its can describe correlations to direct and indirect effects.
Therefore, in this study, researcher has take major factors affecting workplace stress i.e.
Culture, Environment, Leadership, Organization structure, polices, role ambiguity and
workload.
5.6 CONSTRUCT RELIABILITY AND VALIDITY

 Cronbach’s Alpha:
Researcher applies the tools Cronbach’s alpha to evaluate internal consistency of opinion
given by the respondents. The general rule of thumb is that a Cronbach's alpha of 0.70
and above is good, 0.80 and above is better and 0.90 and above is best.
 Rho A:
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The rho_A function calculates the rho_A reliability indices for each construct. For
formative constructs, the index is set to 1.
 Composite Reliability (sometimes called construct reliability) :
Composite Reliability is a measure of internal consistency in scale items, much like
Cronbach's alpha (Netemeyer, 2003). It can be thought of as being equal to the total
amount of true score variance relative to the total scale score variance (Brunner &Süß,
2005). Composite reliability above the 0.70 threshold and an extracted variance above the
0.50 threshold are recommended by Hair et al. (2006). Last component of convergent
validity is Average Variance Extracted (AVE). Average Variance Extracted (AVE) is
higher than 0.5 but we can accept 0.4 because Fornell and Larcker (1981) said that if AVE
is less than 0.5, but composite reliability is higher than 0.70, the convergent validity of the
construct is still adequate.
 Average Variance Extracted (AVE)
Average variance extracted (AVE) is a measure of the amount of variance that is captured
by a construct in relation to the amount of variance due to measurement error. AVE is well
below the conventional threshold of 0.5. Work out the Mean (the simple average of the
numbers) then for each number: subtract the Mean and square the result (the squared
difference).
Table: 5.15 CONSTRUCT RELIABILITY AND VALIDITY
Average
Cronbach's Composite
rho_A Variance
Alpha Reliability
Extracted (AVE)
CULTURE 0.974 0.975 0.974 0.881
ENVIORNMENT 0.948 0.950 0.948 0.786
LEADERSHIP 0.917 0.917 0.917 0.688
OS 0.844 0.897 0.859 0.584
POLICIES 0.951 0.954 0.953 0.743
ROLE-AMIBIGUTY 0.959 0.961 0.958 0.821
WORK-LOAD 0.977 0.977 0.977 0.893
Culture:
Reliability and validity of this study reported according to the Smart-Pls algorithm.
Reliability table indicates the value of Cronbach’s alpha for Culture is 0.974 considered
desirable. It means researcher does not violate the assumption of reliability. Rho A of
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culture is 0.975 which is less than 1. Composite Reliability of culture is 0.974 which is
more than 0.70 and AVE is 0.881 these data shows validity is adequate.
Environment:
Leadership:
OS:
Policies:
Role Ambiguity:
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Work Load:
Figure: 5.4
5.7 DISCRIMINANT VALIDITY

Discriminant validity is demonstrated by evidence that measures of constructs that
theoretically should not be highly related to each other are, in fact, not found to be highly
correlated to each other.
The Discriminant validity assessment has the goal to ensure that a reflective construct has
the strongest relationships with its own indicators (e.g., in comparison with than any other
construct) in the PLS path model (J.F. Hair, 2003)
Discriminant validity tests whether believed unrelated constructs are, in fact, unrelated.
Discriminant validity would ensure that, in the study, the non-overlapping factors do not
overlap. Although there is no standard value for Discriminant validity, a result less than
0.85 suggests that Discriminant validity likely exists between the two scales.
The criterion of Fornell-Larcker (1981) has been commonly used to assess the degree of
shared variance between the latent variables of the model. According to this criterion,
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the convergent validity of the measurement model can be assessed by the Average
Variance Extracted (AVE) and Composite Reliability (CR).
Method: A latent construct should explain better the variance of its own indicator rather
than the variance of other latent constructs. Therefore, the square root of each construct’s
AVE should have a greater value than the correlations with other latent constructs.
Table: 5.16 Fornell-Larcker Criterion

ROLE-
CULT ENVIOR LEADE POLICI WORK-
OS AMIBIG
URE NMENT RSHIP ES LOAD
UTY
CULTURE 0.938
ENVIORNM
0.224 0.887
ENT
LEADERSHI
0.562 0.290 0.829
P
OS 0.327 0.173 0.457 0.696
POLICIES 0.496 0.160 0.651 0.567 0.862
ROLE-
0.331 0.296 0.380 0.167 0.302 0.906
AMIBIGUTY
WORK-
0.425 0.301 0.512 0.795 0.522 0.260 0.945
LOAD
The Discriminant validity was assessed using Fornel and Larcker (1971) by comparing the
square root of each AVE in the diagonal with the correlation coefficients (off-diagonal) for
each construct in the relevant rows and columns.
Here in above table Culture: Square root of culture is 0.938 which has greater value than
the correlations with other latent constructs.
Environment: Square root of environment is 0.887 which has greater value than the
correlations with other latent constructs and Correlation between Environment and
Culture is 0.224.
Leadership: Square root of leadership is 0.829 which has greater value than the
correlations with other latent constructs and Correlation between leadership and Culture
is 0.562 where as correlation between leadership and environment is 0.290.
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OS: Square root of OS is 0.696 which has greater value than the correlations with other
latent constructs and Correlation between OS and Culture is 0.327, OS and environment
0.173 where as correlation between OS and leadership is 0.457.
Policies: Square root of policies is 0.862 which has greater value than the correlations
with other latent constructs and Correlation between policies and Culture is 0.496,
policies and environment 0.160, policies and leadership 0.651 and policies and OS 0.567
Role Ambiguity: Square root of role ambiguity is 0.906 which has greater value than the
correlations with other latent constructs and Correlation between role ambiguity ad
cultures is 0.331, Correlation between role ambiguity and environment 0.296, role
ambiguity an leadership 0.380, role ambiguity and OS 0.167, role ambiguity and policies
0.302.
Workload: Square root of workload is 0.945 which has greater value than the correlations
with other latent constructs and Correlation between workload and culture is 0.425,
Correlation between workload and environment 0.301, workload and leadership 0.512,
workload and OS 0.795, workload and policies 0.522 and workload and role ambiguity is
0.260.
For the productivity-employee construct and the productivity stakeholder construct,

there are little disputes. However, the difference is too small, each with 0.009 and 0.007
respectively, and can be ignored [18]. Overall, Discriminant validity can be accepted for
this measurement model and supports the Discriminant validity between the constructs.
5.8 HETEROTRAIT-MONOTRAIT (HTMT)

The heterotrait-monotrait ratio of correlations (HTMT) is a new method for assessing
Discriminant validity in partial least squares structural equation modeling, which is one of
the key building blocks of model evaluation. If Discriminant validity is not established,
researchers cannot be certain that the results confirming hypothesized structural paths are
real, or whether they are merely the result of statistical discrepancies. The HTMT criterion
clearly outperforms classic approaches to Discriminant validity assessment such as
Fornell-Larcker criterion and (partial) cross-loadings, which are largely unable to detect a
lack of Discriminant validity. (Henseler, 2015).
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In PLS-SEM, another method of ascertaining Discriminant validity is through Heterotrait-

Monotrait ratio of correlations (HTMT). The HTMT method also calculates correlation
between the constructs. Nunnally (1978) and Netemeyer et al. (2003) HTMT establishes
Discriminant validity in two ways. Firstly as a criterion and second, as a statistical test. As
a criterion the values of HTMT is compared with the threshold value which is predefined.
If the value of the HTMT is below the threshold value then Discriminant validity is
established. The threshold value of HTMT is debatable; some authors recommended that
the threshold* value should be equal to or below 0.90 (Gold, Malhotra, & Segars, 2001),
but others propose that the threshold value should be equal to or below 0.80 (Clark, 1995)
(Kline, 2011). However in this research endeavor HTMT. Value of 0.8 is taken as the
threshold value to establish Discriminant validity, and the HTMT considered as a statistical
test
Table –5.17 Heterotrait-Monotrait Ratio (HTMT) and Inner VIF
Values
ROLE-
CULTUR ENVIORN LEADER POLICI WORK-
OS AMIBIG
E MENT SHIP ES LOAD
UTY
HT VI HTM VI HT VI HT V HT V HT VI HT VI
MT F T F MT F MT IF MT IF MT F MT F
CULTURE 1
ENVIORN 0.22 1.0

MENT 4 96
LEADERS 0.56 1.7

0.291 1 1
HIP 2 37
0.33
OS 1
0.174 0.453
1.7 0.56
POLICIES 0.5
37
0.161 0.652
5
ROLE-
0.33 0.17 0.30 1.0
AMIBIGU 2
0.295 0.38
3 2 96
TY
WORK- 0.42 0.52

0.301 0.511 0.8 1 0.26
LOAD 5 4
In above all the value derived from Heterotrait-Monotrait Ratio (HTMT) for culture,
environment, leadership, OS, policies, role ambiguity and workload are less than 0.85 that
shows that researcher has not violated assumption of multicollinearity.
Figure: 5.5
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Variance Inflation Factor (VIF)

Variance inflation factor (VIF) is a measure of the amount of multicollinearity in a set of
multiple regression variables. Mathematically, the VIF for a regression model variable is
equal to the ratio of the overall model variance to the variance of a model that includes
only that single independent variable. This ratio is calculated for each independent
variable. A high VIF indicates that the associated independent variable is highly collinear
with the other variables in the model.
To ensure the model is properly specified and functioning correctly, there are tests that can
be run for multicollinearity. Variance inflation factor is one such measuring tool. Using
variance inflation factors helps to identify the severity of any multicollinearity issues so
that the model can be adjusted. Variance inflation factor measures how much the behavior
(variance) of an independent variable is influenced, or inflated, by its
interaction/correlation with the other independent variables. Variance inflation factors
allow a quick measure of how much a variable is contributing to the standard error in the
regression. When significant multicollinearity issues exist, the variance inflation factor will
be very large for the variables involved. After these variables are identified, several
approaches can be used to eliminate or combine collinear variables, resolving the
multicollinearity issue. (Jim Chappelow, Mar, 2018)
A rule of thumb for interpreting the variance inflation factor: 1 = not correlated. Between
1 and 5 = moderately correlated. Greater than 5 = highly correlated.
The variance inflation factor (VIF) quantifies the extent of correlation between one
predictor and the other predictors in a model. It is used for diagnosing
Collinearity/multicollinearity. Higher values signify that it is difficult to impossible to
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assess accurately the contribution of predictors to a model. Research data mentioned in

above Table merged with HTMT
5.9 SMART PLS – BOOTSTRAPPING - - HYPOTHESIS TESTING

Path Coefficient: A path coefficient indicates the direct effect of a variable assumed to
be a cause on another variable assumed to be an effect. Path coefficients are standardized
because they are estimated from correlations (a path regression coefficient
is Unstandardized). Path coefficients are written with two subscripts. (Kock, 2016)
Confidence Intervals: The purpose of taking a random sample from a lot or population
and computing a statistic, such as the mean from the data, is to approximate the mean of
the population. How well the sample statistic estimates the underlying population value is
always an issue. A confidence interval addresses this issue because it provides a range of
values which is likely to contain the population parameter of interest.
Confidence intervals are constructed at a confidence level, such as 95 %, selected by the

user. It means that if the same population is sampled on numerous occasions and interval
estimates are made on each occasion, the resulting intervals would bracket the true
population parameter in approximately 95 % of the cases. A confidence stated at
a 1−α level can be thought of as the inverse of a significance level, α.
P value test: To conduct a test of the hypothesis that 𝛽> 0, at the 0.05 significance level
(i.e., 1-95%); we calculate the one-tailed P value associated with the path coefficient.
Generally speaking, this quantity could be interpreted as the probability that 𝛽 belongs to a
distribution, with mean of zero and standard deviation of 𝜎. It can be calculated as the area
under the curve shown on the left side of the figure, considering the total area to be 1. If P
≤ 0.05 the hypothesis is accepted, otherwise it is rejected. The T ratio test can be seen as a
variation of this test, where the T ratio (a.k.a. T value, T statistic, and t-statistic), calculated
as 𝛽 𝜎, is used instead of the corresponding P value for comparison against a threshold
such as 1.64 or 1.96.
Confidence interval test: To conduct the same test using a 95% confidence interval, we
calculate the lower and upper limits of the confidence interval. These are given
respectively by 𝛽 − 1.96𝜎 and 𝛽 + 1.96𝜎. If the value 0 (zero) does not fall within this
interval (i.e., 0 ∉ CI) the hypothesis is accepted, otherwise (i.e., 0 ∈ CI) it is rejected.
Looking at the right side of the figure, we see that the value 0 (zero) falls outside the
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theoretical confidence interval, being located to the left of the interval. Thus, in this
theoretical example, the hypothesis that 𝛽> 0 would be accepted.
Table: 5.18 Path Coefficients and Confidence Intervals
T
Original Sample Standard
Statistics
Sample Mean Deviation P Values 2.5% 97.5%
(|O/STDE
(O) (M) (STDEV)
V|)
CULTURE ->
0.224 0.222 0.034 6.533 0.000 0.152 0.287
ENVIORNMENT
ENVIORNMENT ->
0.246 0.248 0.035 7.014 0.000 0.174 0.312
WORK-LOAD
LEADERSHIP ->
0.416 0.414 0.050 8.255 0.000 0.315 0.513
CULTURE
LEADERSHIP ->
0.651 0.651 0.031 20.845 0.000 0.588 0.712
POLICIES
LEADERSHIP -> ROLE-
0.380 0.376 0.036 10.687 0.000 0.304 0.443
AMIBIGUTY
POLICIES -> CULTURE 0.225 0.226 0.046 4.895 0.000 0.132 0.314
ROLE-AMIBIGUTY ->
0.188 0.188 0.034 5.518 0.000 0.123 0.261
WORK-LOAD
WORK-LOAD -> OS 0.795 0.794 0.026 30.686 0.000 0.741 0.840
As we can see the hypothesis testing results were the same for both tests, employing P
values and confidence intervals. With P values, frequently the criterion P < 0.05 is used
instead P ≤ 0.05 for accepting a hypothesis. In practice, using either criterion tends to have
the same effect, since it is rare for a P value to be exactly 0.05. This is the case in our
example; either criterion leads to the same results. (Kock, Hypothesis testing with
confidence intervals and P values in PLS-SEM, 2016).
5.9.1 Specific Indirect Effect
In specific Indirect Effect following all hypotheses are created for (Table – 5.38):
Table –5.19 Specific Indirect Effect with Confidence Interval
Original T Statistics
P Values 2.50% 97.50%
Sample (O) (|O/STDEV|)
LEADERSHIP -> POLICIES

0.147 4.802 0 0.087 0.208
-> CULTURE
LEADERSHIP -> CULTURE
0.093 4.536 0 0.056 0.131
-> ENVIORNMENT
136
POLICIES -> CULTURE ->

0.051 4.444 0 0.028 0.073
ENVIORNMENT
-> CULTURE -> 0.033 4.524 0 0.019 0.047
ENVIORNMENT
-> ENVIORNMENT -> 0.018 3.411 0.001 0.009 0.029
WORK-LOAD -> OS
ENVIORNMENT -> WORK-
0.195 7.029 0 0.14 0.251
LOAD -> OS
CULTURE ->
ENVIORNMENT -> WORK- 0.044 4.201 0 0.024 0.066
LOAD -> OS
LOAD -> OS
-> CULTURE ->
0.006 3.624 0 0.003 0.01
LOAD -> OS
ROLE-AMIBIGUTY ->
0.149 5.418 0 0.097 0.206
WORK-LOAD -> OS
LEADERSHIP -> ROLE-
AMIBIGUTY -> WORK- 0.057 4.224 0 0.033 0.086
LOAD -> OS
-> ENVIORNMENT -> 0.023 3.356 0.001 0.011 0.037
WORK-LOAD
CULTURE ->
LOAD
ENVIORNMENT -> WORK- 0.012 3.496 0.001 0.006 0.02
LOAD
-> CULTURE ->
0.008 3.609 0 0.004 0.013
LOAD
LEADERSHIP -> ROLE-
AMIBIGUTY -> WORK- 0.071 4.254 0 0.041 0.108
LOAD
1. Hypothesis – LEADERSHIP - POLICIES - CULTURE

State the Hypothesis:
H0: There is no significant impact of Leadership on Policies and Culture
H1: There is significant impact of Leadership on Policies and Culture
By using Original Sample, T statistics (O/STDEV) and P value with confidence interval of
2.5% & 97.5%
These hypotheses constitute a two-tailed test. The null hypothesis will be rejected if the
sample mean is too big or if it is too small.
137
Formulate an analysis plan. For this analysis, the significance level is 0.05. The test
method is a one-sample t-test.
Analyze sample data. Using sample data, we compute the standard deviation, T statistics
and P Value.
 Here T statistics value is 4.802 and P value is 0.000 with confidence interval 0.087
and 0.208.
Interpret results. Since the P-value (0.00) is less than the significance level (0.05), we
can reject the null hypothesis.
2. Hypothesis – LEADERSHIP - CULTURE - Environment

H0: There is no significant impact of Leadership on Culture and Environment
H1: There is significant impact of Leadership on Culture and Environment
2.5% & 97.5%
and P Value.
and 0.131.
Interpret results. Since the P-value (0.00) is less than the significance level (0.05), we can
reject the null hypothesis.
3. Hypothesis – POLICIES - CULTURE - ENVIORNMENT
H0: There is no significant impact of Policies on Culture and Environment
H1: There is significant impact of Policies on Culture and Environment
2.5% & 97.5%
138
and P Value.
and 0.073.
4. Hypothesis – LEADERSHIP - POLICIES - CULTURE - ENVIORNMENT
H0: There is no significant impact of leadership on Policies, Culture and
Environment
H1: There is significant impact of leadership on Policies, Culture and
Environment
2.5% & 97.5%
and P Value.
and 0.047.
5. Hypothesis – LEADERSHIP -> CULTURE -> ENVIORNMENT -> WORK-
LOAD -> OS
139
H0: There is no significant impact of Leadership on Culture, Environment,

Workload, and OS
H1: There is significant impact of Leadership on Culture, Environment,
Work-Load, and OS
2.5% & 97.5%
and P Value.
and 0.029.
6. Hypothesis – ENVIORNMENT -> WORK-LOAD -> OS
H0: There is no significant impact of Environment on Work-Load and OS
H1: There is significant impact of Environment on Work-Load and OS
2.5% & 97.5%
and P Value.
and 0.251.
140
7. Hypothesis – CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS
H0: There is no significant impact of Culture on Environment, Work-Load
and OS
H1: There is significant impact of Culture on Environment, Work-Load
and OS
2.5% & 97.5%
and P Value.
and 0.066.
8. Hypothesis –LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT
-> WORK-LOAD -> OS
H0: There is no significant impact of Leadership on Policies, Culture,
Environment and Work-Load, OS
H1: There is significant impact of Leadership on Policies, Culture,
Environment and Work-Load, OS
2.5% & 97.5%
141
and P Value.
and 0.010.
9. Hypothesis –ROLE-AMIBIGUTY -> WORK-LOAD -> OS
H0: There is no significant impact of Role-Ambiguity on Work-Load and OS
H1: There is significant impact of Role-Ambiguity on Work-Load and OS
2.5% & 97.5%
and P Value.
and 0.206.
10. Hypothesis –LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-LOAD -> OS
H0: There is no significant impact of Leadership on Role-Ambiguity,
Work-Load, and OS
H1: There is significant impact of Leadership on Role-Ambiguity, Work-
Load, and OS
142
2.5% & 97.5%
and P Value.
and 0.086.
10. Hypothesis –LEADERSHIP -> CULTURE -> ENVIORNMENT -> WORK-LOAD
H0: There is no significant impact of Leadership on Culture, Environment
and Work-Load
H1: There is significant impact of Leadership on Culture, Environment and
Work-Load
2.5% & 97.5%
and P Value.
and 0.037.
11. Hypothesis – CULTURE -> ENVIORNMENT -> WORK-LOAD
143

H0: There is no significant impact of Culture on Environment and Work-Load
H1: There is significant impact of Culture on Environment and Work-Load
2.5% & 97.5%
and P Value.
and 0.083.
12. Hypothesis – POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD
H0: There is no significant impact of Policies on Culture, Environment and
Work-Load
H1: There is significant impact of Policies on Culture, Environment and
Work-Load
2.5% & 97.5%
and P Value.
and 0.020.
144
13. Hypothesis –LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD
H0: There is no significant impact of Leadership on Policies, Culture,
Environment and Work-Load
H1: There is significant impact of Leadership on Policies, Culture, Environment
and Work-Load
2.5% & 97.5%
and P Value.
and 0.013.
13. Hypothesis –LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-LOAD
H0: There is no significant impact of Leadership on Role-Ambiguity and Work-Load
H1: There is significant impact of Leadership on Role-Ambiguity and Work-Load
2.5% & 97.5%
and P Value.
145
and 0.108.
5.9.2 Boot Strapping – Total effect:
Method: Using sample data, conduct a one-sample t-test. This involves finding the
standard error, degrees of freedom, test statistic, and the P-value associated with the test
statistic.
 Standard error. Compute the standard error (SE) of the sampling distribution.
SE = s * sqrt{ ( 1/n ) * [ ( N - n ) / ( N - 1 ) ] }
Where s is the standard deviation of the sample, N is the population size, and n is the
sample size. When the population size is much larger (at least 20 times larger) than the
sample size, the standard error can be approximated by:
SE = s / sqrt( n )
 Degrees of freedom. The degree of freedom (DF) is equal to the sample size (n)
minus one. Thus, DF = n - 1.
 Test statistic. The test statistic is a t statistic (t) defined by the following equation.
t = (x - μ) / SE
 Where x is the sample mean, μ is the hypothesized populations mean in the null
hypothesis, and SE is the standard error.
 P-value. The P-value is the probability of observing a sample statistic as extreme as

the test statistic. Since the test statistic is a t statistic, use the t Distribution
Calculator to assess the probability associated with the t statistic, given the degrees
of freedom computed above. (See sample problems at the end of this lesson for
examples of how this is done.)
Interpret Results
146
If the sample findings are unlikely, given the null hypothesis, the researcher rejects the null
hypothesis. Typically, this involves comparing the P-value to the significance level, and
rejecting the null hypothesis when the P-value is less than the significance level.
Table – 5.20 Total Effects

Original Standard
Sample T Statistics
Sample Deviation P Values
Mean (M) (|O/STDEV|)
(O) (STDEV)
CULTURE -> ENVIORNMENT 0.224 0.222 0.034 6.533 0.000

CULTURE -> OS 0.044 0.044 0.010 4.201 0.000
CULTURE -> WORK-LOAD 0.055 0.056 0.013 4.125 0.000
ENVIORNMENT -> OS 0.195 0.197 0.028 7.029 0.000
0.246 0.248 0.035 7.014 0.000
LOAD
LEADERSHIP -> CULTURE 0.562 0.561 0.032 17.379 0.000
LEADERSHIP ->
0.126 0.125 0.022 5.768 0.000
ENVIORNMENT
LEADERSHIP -> OS 0.081 0.081 0.015 5.472 0.000
LEADERSHIP -> POLICIES 0.651 0.651 0.031 20.845 0.000
LEADERSHIP -> ROLE-
0.380 0.376 0.036 10.687 0.000
AMIBIGUTY
LEADERSHIP -> WORK-LOAD 0.102 0.102 0.019 5.457 0.000
POLICIES -> CULTURE 0.225 0.226 0.046 4.895 0.000
POLICIES -> ENVIORNMENT 0.051 0.050 0.011 4.444 0.000
POLICIES -> OS 0.010 0.010 0.003 3.523 0.000
POLICIES -> WORK-LOAD 0.012 0.012 0.004 3.496 0.001
ROLE-AMIBIGUTY -> OS 0.149 0.149 0.028 5.418 0.000
ROLE-AMIBIGUTY -> WORK-
0.188 0.188 0.034 5.518 0.000
LOAD
WORK-LOAD -> OS 0.795 0.794 0.026 30.686 0.000
With the above method following all hypothesis are created for (Table – 5.20 ) :
1. Hypothesis – Culture and Environment
H0: There is no significant impact of culture on environment
H1: There is significant impact of culture on environment
By using Sample Mean (M), Standard Deviation (STDEV), T statistics (O/STDEV) and P
value
147
sample mean is too big or if it is too small. Here, Sample mean (M) is 0.222
and P Value.
 Here Standard Deviation between Culture and Environment 0.034, T statistics

value is 6.533 and P value is 0.000
2. Hypothesis – Culture and OS

H0: There is no significant impact of culture on OS
H1: There is significant impact of culture on OS
value
and P Value.
 Here Standard Deviation between Culture and OS 0.010, T statistics value is 4.201
and P value is 0.000
3. Hypothesis – Culture and Workload

H0: There is no significant impact of culture on Workload
148
H1: There is significant impact of culture on Workload

value
and P Value.
 Here Standard Deviation between Culture and Workload 0.013, T statistics value is
4.125 and P value is 0.000
4. Hypothesis – Environment and OS

H0: There is no significant impact of Environment on OS
H1: There is significant impact of Environment on OS
value
and P Value.
 Here Standard Deviation between Environment and OS0.028, T statistics value is

149
5. Hypothesis – Environment and Workload

H0: There is no significant impact of Environment on Workload
H1: There is significant impact of Environment on Workload
value
and P Value.
 Here Standard Deviation between Environment andWorkload0.035, T statistics

6. Hypothesis – Leadership and Culture

H0: There is no significant impact of Leadership on Culture
H1: There is significant impact of Leadership on Culture
value
and P Value.
 Here Standard Deviation between Leadership and Culture0.032, T statistics value is

150
7. Hypothesis – Leadership and Environment

H0: There is no significant impact of Leadership on Environment
H1: There is significant impact of Leadership on Environment
value
and P Value.
 Here Standard Deviation between Leadership and Environment0.022, T statistics

8. Hypothesis – Leadership and OS

H0: There is no significant impact of Leadership on OS
H1: There is significant impact of Leadership on OS
value
and P Value.
151
 Here Standard Deviation between Leadership and OS 0.015, T statistics value is

9. Hypothesis – Leadership and Policies

H0: There is no significant impact of Leadership on Policies
H1: There is significant impact of Leadership on Policies
value
and P Value.
 Here Standard Deviation between Leadership and Policies 0.031, T statistics value
is 20.845 and P value is 0.000
10. Hypothesis – Leadership and Role Ambiguity

H0: There is no significant impact of Leadership on Role Ambiguity
H1: There is significant impact of Leadership on Role Ambiguity
value
152
and P Value.
 Here Standard Deviation between Leadership and Role Ambiguity 0.036 , T

statistics value is 10.687 and P value is 0.000
11. Hypothesis – Leadership and Workload

H0: There is no significant impact of Leadership on Workload
H1: There is significant impact of Leadership on Workload
value
and P Value.
 Here Standard Deviation between Leadership and Workload 0.019 , T statistics

12. Hypothesis – Policy and Culture

H0: There is no significant impact of Policy and Culture
H1: There is significant impact of Policy and Culture
value
153
and P Value.
 Here Standard Deviation between Policy and Culture0.046 , T statistics value is

13. Hypothesis – Policy and Environment

H0: There is no significant impact of Policy and Environment
H1: There is significant impact of Policy and Environment
value
and P Value.
 Here Standard Deviation between Policy and Environment 0.011 , T statistics value
is 4.444 and P value is 0.000
14. Hypothesis – Policy and OS

H0: There is no significant impact of Policy and OS
154
H1: There is significant impact of Policy and OS

value
and P Value.
 Here Standard Deviation between Policy and OS 0.003, T statistics value is 3.523
and P value is 0.000
15. Hypothesis – Policy and Workload

H0: There is no significant impact of Policy and Workload
H1: There is significant impact of Policy and Workload
value
and P Value.
 Here Standard Deviation between Policy and Workload 0.004, T statistics value is
3.496 andP value is 0.001
155
16. Hypothesis – Role Ambiguity and OS

H0: There is no significant impact of Role Ambiguity and OS
H1: There is significant impact of Role Ambiguity and OS
value
and P Value.
 Here Standard Deviation between Role Ambiguity and OS 0.028, T statistics value
is 5.418 andP value is 0.000
17. Hypothesis – Role Ambiguity and Workload

H0: There is no significant impact of Role Ambiguity and Workload
H1: There is significant impact of Role Ambiguity and Workload
value
and P Value.
 Here Standard Deviation between Role Ambiguity and Workload 0.034, T statistics
value is 5.518 andP value is 0.000
156
18. Hypothesis – Workload and OS

H0: There is no significant impact of Workload and OS
H1: There is significant impact of Workload and OS
value
and P Value.
 Here Standard Deviation between Workload and OS 0.026, T statistics value is

30.686 andP value is 0.000
5.9.3 R Square
R-squared (R2) is a statistical measure that represents the proportion of the variance for a
dependent variable that's explained by an independent variable or variables in
a regression model. (Brian Beers & Peter Westfall, Feb, 2020)
Whereas correlation explains the strength of the relationship between an independent and
dependent variable, R-squared explains to what extent the variance of one variable
explains the variance of the second variable. So, if the R2 of a model is 0.50, then
approximately half of the observed variation can be explained by the model's inputs.
The Formula for R-Squared is:
R2=Unexplained Variation
157
Total Variation
R-squared values range from 0 to 1 and are commonly stated as percentages from 0% to
100%. An R-squared of 100% means that all movements dependent variable are
completely explained by movements in the independent variable(s).
R Values are: Less than 0.20 – Low value, from 0.20 to 0.50 – Medium Value and greater
than 0.50 has strong value.
Figure: 5.6
Adjusted R Square
R-Squared only works as intended in a simple linear regression model with one
explanatory variable. With a multiple regression made up of several independent variables,
the R-Squared must be adjusted. The adjusted R-squared compares the descriptive power
of regression models that include diverse numbers of predictors. Every predictor added to a
model increases R-squared and never decreases it. Thus, a model with more terms may
seem to have a better fit just for the fact that it has more terms, while the adjusted R-
squared compensates for the addition of variables and only increases if the new term
enhances the model above what would be obtained by probability and decreases when a
predictor enhances the model less than what is predicted by chance. In an over
fitting condition, an incorrectly high value of R-squared is obtained, even when the model
actually has a decreased ability to predict.
Every time you add an independent variable to a model, the R-squared increases, even if
the independent variable is insignificant. It never declines. Whereas Adjusted R-
squared increases only when independent variable is significant and affects dependent
variable.
158
Adjusted R-squared value can be calculated based on value of r-squared, number of

independent variables (predictors), total sample size.
Table: 5.21 R Square

R Square R Square Adjusted
CULTURE 0.346 0.344
ENVIORNMENT 0.050 0.049
OS 0.631 0.631
POLICIES 0.424 0.424
ROLE-AMIBIGUTY 0.144 0.143
WORK-LOAD 0.123 0.121
In above table: Culture – 34.6 % changes in overall stress value because of perceived
culture while 65.4% the contribution in overall workplace stress in senior personnel in
financial services because of all other remaining factors.
Environment: 5 % changes in overall stress value because of perceived environment
while 95% the contribution in overall workplace stress in senior personnel in financial
services because of all other remaining factors.
OS: 63.1 % changes in overall stress value because of perceived OS while 36.9% the
contribution in overall workplace stress in senior personnel in financial services because of
all other remaining factors.
Policies: 42.4 % changes in overall stress value because of perceived policies while 57.6%
the contribution in overall workplace stress in senior personnel in financial services
because of all other remaining factors.
Role Ambiguity: 14.4 % changes in overall stress value because of perceived Role
ambiguity while 85.6% the contribution in overall workplace stress in senior personnel in
financial services because of all other remaining factors.
Workload: 12.3 % changes in overall stress value because of perceived workload while
87.7% the contribution in overall workplace stress in senior personnel in financial services
because of all other remaining factors.
159
Figure: 5.7
Assessing F Square Value

f2 size effect is the measure to evaluate the change in R2 value when a specified exogenous
variable is omitted from the model. The size effect is calculated as:
Formula :
Where R2 included and R2 excluded are the R2 values of endogenous latent variables when
a selected exogenous variable is included or excluded from the model (Hair Jr et al., 2013).
f2 size effect shows the impact of a specific predictor latent variable on an specific
endogenous variable as shown in table . In this study, f2 size effect varies from small to
large for all the exogenous variables.
Table –5.22 Result of f2 Value
ROLE-
CULTUR ENVIORNM LEADERS POLICIE WORK
OS AMIBIGUT
E ENT HIP S -LOAD
Y
CULTURE 0.053
ENVIORNME
0.063
NT
LEADERSHIP 0.152 0.737 0.168
OS
POLICIES 0.045
ROLE- 0.037
160
AMIBIGUTY
WORK-LOAD 1.713
Low – < 0.02, Medium – 0.02 – 0.15 and High Predictability - > 0.15
Fit Summary
Saturated Estimated
Model Model
SRMR 0.080 0.060
d_ULS 18.000 15.280
d_G 1.930 1.790
Chi-Square 9543.662 8151.000
NFI 813.000 0.871
5.9.4 Boot strap – Path Coefficient

Table: 5.23 Boot strap – Path Coefficient
Standar
Origin Sampl d
T Statistics P
al e Deviatio
(|O/STDE Value
Sample Mean n
V|) s
(O) (M) (STDE
V)
CULTURE -> ENVIORNMENT 0.224 0.222 0.034 6.533 0.000
0.246 0.248 0.035 7.014 0.000
LOAD
LEADERSHIP -> POLICIES 0.651 0.651 0.031 20.845 0.000
LEADERSHIP -> ROLE-
0.380 0.376 0.036 10.687 0.000
AMIBIGUTY
POLICIES -> CULTURE 0.225 0.226 0.046 4.895 0.000
ROLE-AMIBIGUTY -> WORK-
0.188 0.188 0.034 5.518 0.000
LOAD
WORK-LOAD -> OS 0.795 0.794 0.026 30.686 0.000
Hypothesis:
161
1. Culture – Environment:
H0: There is no significant impact of culture on environment related to workplace stress
H1: There is a significant impact of culture on environment related to workplace stress
Tc = 6.533 which is higher than threshold value. 1.96 (at 5% level of significance) and P
value is 0.000 which is less than significant value 0.05.
Here, we reject null hypothesis and there is a significant impact of culture on environment
related to workplace stress. When culture changes 1 unit, environment changes 0.224 units
i.e. 22.4%
2. Environment – Workload:
H0: There is no significant impact of environment on workload related to workplace stress
H1: There is significant impact of environment on workload related to workplace stress
Here, we reject null hypothesis and there is a significant impact of environment on
workload related to workplace stress. When environment changes 1 unit, workload
changes 0.246 units i.e. 24.6%
3. Leadership – Culture
H0: There is no significant impact of leadership on culture related to workplace stress
H1: There is significant impact of leadership on culture related to workplace stress
Here, we reject null hypothesis and there is a significant impact of leadership on culture
related to workplace stress. When leadership changes 1 unit, culture changes 0.416 units
i.e. 41.6 %
4. Leadership – Policy
H0: There is no significant impact of leadership on policy related to workplace stress
H1: There is significant impact of leadership on policy related to workplace stress
162
Here, we reject null hypothesis and there is a significant impact of leadership on policy
related to workplace stress. When leadership changes 1 unit, policy changes 0.651 units i.e.
65.1 %
5. Leadership – Role Ambiguity
H0: There is no significant impact of leadership on role ambiguity related to workplace
stress
H1: There is significant impact of leadership on role ambiguity related to workplace stress
Here, we reject null hypothesis and there is a significant impact of leadership on role
ambiguity related to workplace stress. When leadership changes 1 unit, role ambiguity
changes 0.38 units i.e. 35 %
6. Policy – Culture
H0: There is no significant impact of Policy on culture related to workplace stress
H1: There is significant impact of Policy on culture related to workplace stress
Here, we reject null hypothesis and there is a significant impact of policy on culture related
to workplace stress. When policy changes 1 unit, culture changes 0.225 units i.e. 22.5 %
7. Role ambiguity – workload
H0: There is no significant impact of role ambiguity on workload related to workplace
stress
H1: There is significant impact of role ambiguity on workload related to workplace stress
Here, we reject null hypothesis and there is a significant impact of role ambiguity on
workload related to workplace stress. When role ambiguity changes 1 unit, workload
changes 0.188 units i.e. 18.8 %
8. Workload – OS
H0: There is no significant impact of workload on os related to workplace stress
H1: There is significant impact of workload on os related to workplace stress
163
Here, we reject null hypothesis and there is a significant impact of workload on os related
to workplace stress. When workload changes 1 unit, os changes 0.795 units i.e. 79.5 %
5.9.5 Boot Strapping – Total Indirect effect:

1. Culture – OS:
H0: Perceived work culture does not lead to perceived os (indirectly)
H1: Perceived work culture significantly leads to perceived os (indirectly)
Here researcher wants to understand and derive the total indirect effect with the
perspective of impact of to direct relationship of the coefficient. Usually indirect effect is
calculated with simple multiplications of direct effect of coefficient. Here, indirect effect
of culture to os is 0.044 if we consider the T statistics the value of T statistics is 4.201
which is higher than the threshold value of 1.96 and the significance value is 0.000 which
indicate that the relationship between perceived work culture to overall stress is
significantly contributed indirectly also with mediating effects.
Now, if we expand our data for larger population the value of this indirect effect may lies
between 0.024 to 0.066.
Table: 5.24 Boot Strapping – Total Indirect effect
Confidence
Total Indirect effect Intervals
T Statistics P
Original Sample (O) 2.5% 97.5%
(|O/STDEV|) Values
CULTURE -> OS 0.044 4.201 0.000 0.024 0.066
CULTURE -> WORK-LOAD 0.055 4.125 0.000 0.030 0.083
ENVIORNMENT -> OS 0.195 7.029 0.000 0.140 0.251
ENVIORNMENT -> WORK-LOAD

LEADERSHIP -> ENVIORNMENT 0.126 5.768 0.000 0.082 0.165
LEADERSHIP -> OS 0.081 5.472 0.000 0.057 0.114
LEADERSHIP -> ROLE-AMIBIGUTY
LEADERSHIP -> WORK-LOAD 0.102 5.457 0.000 0.070 0.141
164
POLICIES -> CULTURE
POLICIES -> ENVIORNMENT 0.051 4.444 0.000 0.028 0.073

POLICIES -> OS 0.010 3.523 0.000 0.005 0.016
POLICIES -> WORK-LOAD 0.012 3.496 0.001 0.006 0.020
ROLE-AMIBIGUTY -> OS 0.149 5.418 0.000 0.097 0.206
ROLE-AMIBIGUTY -> WORK-LOAD
WORK-LOAD -> OS
2. Culture – Workload:
H0: Perceived work culture does not lead to perceived workload (indirectly)
H1: Perceived work culture significantly leads to perceived workload (indirectly)
of culture to workload is 0.055 if we consider the T statistics the value of T statistics is
4.125 which is higher than the threshold value of 1.96 and the significance value is 0.000
which indicate that the relationship between perceived work culture to overall stress is
between 0.030 to 0.083.
3. Environment - OS:
H0: Perceived work Environment does not leads to perceived OS (indirectly)
H1: Perceived work Environment significantly leads to perceived OS (indirectly)
of Environment to OS is 0.195 if we consider the T statistics the value of T statistics is
between 0.14 to 0.251.
4. Environment - OS:
H0: Perceived work Environment does not leads to perceived OS (indirectly)
165
H1: Perceived work Environment significantly leads to perceived OS (indirectly)

of Environment to OS is 0.195 if we consider the T statistics the value of T statistics is
5. Leadership - Culture:
H0: Perceived leadership does not lead to perceived culture (indirectly)
H1: Perceived work leadership significantly leads to perceived culture (indirectly)
of leadership to culture is 0.147 if we consider the T statistics the value of T statistics is
between 0.087 to 0.208.
6. Leadership - Environment:
H0: Perceived leadership does not lead to perceived environment (indirectly)
H1: Perceived work leadership significantly leads to perceived environment
(indirectly)
of leadership to environment is 0.126 if we consider the T statistics the value of T statistics
is 5.768 which is higher than the threshold value of 1.96 and the significance value is 0.000
166
between 0.082 to 0.165.
7. Leadership - OS:
H0: Perceived leadership does not lead to perceived OS (indirectly)
H1: Perceived work leadership significantly leads to perceived OS (indirectly)
of leadership to OS is 0.081 if we consider the T statistics the value of T statistics is 5.472
between 0.057 to 0.144.
8. Leadership - workload:
H0: Perceived leadership does not lead to perceived workload (indirectly)
H1: Perceived work leadership significantly leads to perceived workload (indirectly)
of leadership to workload is 0.102 if we consider the T statistics the value of T statistics is
9. Policies - Environment:
H0: Perceived policies does not lead to perceived environment (indirectly)
H1: Perceived policies significantly leads to perceived environment (indirectly)
of policies to environment is 0.051 if we consider the T statistics the value of T statistics is
167
between 0.028 to 0.073.
10. Policies - OS:
H0: Perceived policies does not lead to perceived OS (indirectly)
H1: Perceived policies significantly leads to perceived OS (indirectly)
of policies to os is 0.01 if we consider the T statistics the value of T statistics is 3.523
between 0.005 to 0.016.
11. Policies – workload :
H0: Perceived policies does not lead to perceived workload (indirectly)
H1: Perceived policies significantly leads to perceived workload (indirectly)
of policies to workload is 0.012 if we consider the T statistics the value of T statistics is
12. Role ambiguity to OS :
H0: Perceived role ambiguity does not lead to perceived OS (indirectly)
H1: Perceived role ambiguity significantly leads to perceived OS (indirectly)
168
of role ambiguity to OS is 0.149 if we consider the T statistics the value of T statistics is

between 0.097 to 0.206.
5.9.6 Boot Strapping – Specific Indirect effect:

1. Specific Indirect effect between Leadership – Policies – Culture:
H0: Policies does not mediating significantly with respect to leadership and work
culture
H1: Policies is mediating significantly with respect to leadership and work culture
Here researcher wants to understand and derive the specific indirect effect with the
of leadership – policies and culture are 0.147 if we consider the T statistics the value of T
statistics is 4.802 which is higher than the threshold value of 1.96 and the significance
value is 0.000 which indicate that the relationship between perceived work culture to
overall stress is significantly contributed indirectly also with mediating effects.
between 0.087 to 0.208.
Table: 5.25 Boot Strapping – Specific Indirect effect
Confidence
Specific Indirect effect Intervals
T
Original
Statistics P
Sample 2.5% 97.5%
(|O/STDE Values
(O)
V|)
LEADERSHIP -> POLICIES -> CULTURE 0.147 4.802 0.000 0.087 0.208
LEADERSHIP -> CULTURE -> ENVIORNMENT 0.093 4.536 0.000 0.056 0.131
POLICIES -> CULTURE -> ENVIORNMENT 0.051 4.444 0.000 0.028 0.073
LEADERSHIP -> POLICIES -> CULTURE ->
0.033 4.524 0.000 0.019 0.047
ENVIORNMENT
LEADERSHIP -> CULTURE -> ENVIORNMENT - 0.018 3.411 0.001 0.009 0.029
169
> WORK-LOAD -> OS

ENVIORNMENT -> WORK-LOAD -> OS 0.195 7.029 0.000 0.140 0.251
CULTURE -> ENVIORNMENT -> WORK-LOAD -
0.044 4.201 0.000 0.024 0.066
> OS
POLICIES -> CULTURE -> ENVIORNMENT ->
0.010 3.523 0.000 0.005 0.016
WORK-LOAD -> OS
0.006 3.624 0.000 0.003 0.010
ENVIORNMENT -> WORK-LOAD -> OS
ROLE-AMIBIGUTY -> WORK-LOAD -> OS 0.149 5.418 0.000 0.097 0.206
LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-
0.057 4.224 0.000 0.033 0.086
LOAD -> OS
LEADERSHIP -> CULTURE -> ENVIORNMENT -
0.023 3.356 0.001 0.011 0.037
> WORK-LOAD
CULTURE -> ENVIORNMENT -> WORK-LOAD 0.055 4.125 0.000 0.030 0.083
POLICIES -> CULTURE -> ENVIORNMENT ->
0.012 3.496 0.001 0.006 0.020
WORK-LOAD
0.008 3.609 0.000 0.004 0.013
LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-
0.071 4.254 0.000 0.041 0.108
LOAD
2. Specific Indirect effect between Leadership – Culture - Environment:

H0: Culture does not mediating significantly with respect to leadership and work
environment
H1: Culture is mediating significantly with respect to leadership and work
environment
of leadership – culture and environment are 0.093 if we consider the T statistics the value
of T statistics is 4.536 which is higher than the threshold value of 1.96 and the significance
between 0.056 to 0.131.
3. Specific Indirect effect between Policies – Culture - Environment:
170
H0: Culture does not mediating significantly with respect to Policies and work
environment
H1: Culture is mediating significantly with respect to Policies and work
environment
of Policies – Culture - Environment are 0.051 if we consider the T statistics the value of
T statistics is 4.444 which is higher than the threshold value of 1.96 and the significance
between 0.028 to 0.073.
4. Specific Indirect effect between Leadership – policies – culture - environment
H0: Culture and policies does not mediating significantly with respect to
leadership and work environment
H1: Culture and policies are mediating significantly with respect to leadership and
work environment
of Leadership – policies – culture - environment are 0.033 if we consider the T statistics
the value of T statistics is 4.524 which is higher than the threshold value of 1.96 and the
significance value is 0.000 which indicate that the relationship between perceived work
culture to overall stress is significantly contributed indirectly also with mediating effects.
between 0.019 to 0.047.
5. Specific Indirect effect between Leadership – Culture – Environment - Work-Load -
Os
H0: Culture – Environment - Work-Load does not mediating significantly with respect
to leadership and OS
171
H1: Culture – Environment - Work-Load are mediating significantly with respect to

leadership and OS
of Leadership – Culture – Environment - Work-Load - OS are 0.018 if we consider the T
statistics the value of T statistics is 3.411 which is higher than the threshold value of 1.96
and the significance value is 0.000 which indicate that the relationship between perceived
work culture to overall stress is significantly contributed indirectly also with mediating
effects.
between 0.009 to 0.029.
6. Specific Indirect effect between ENVIORNMENT - WORK-LOAD - OS
H0: Workload does not mediating significantly with respect to Environment and
OS
H1: Workload are mediating significantly with respect to Environment and OS
of ENVIORNMENT - WORK-LOAD - OSare 0.195 if we consider the T statistics the value of
T statistics is 7.029 which is higher than the threshold value of 1.96 and the significance
7. Specific Indirect effect between CULTURE - ENVIORNMENT - WORK-LOAD - OS
H0: Environment and Workload does not mediating significantly with respect to
Culture and OS
H1: Environment and Workload are mediating significantly with respect to
Culture and OS
172
of CULTURE - ENVIORNMENT - WORK-LOAD - OS are 0.044 if we consider the T statistics
between 0.024 to 0.066.
8. Specific Indirect effect between POLICIES - CULTURE - ENVIORNMENT - WORK-
LOAD - OS
H0: Culture, Environment and workload does not mediating significantly with
respect to Policies and OS
H1: Culture, Environment and workload are mediating significantly with respect
to Policies and OS
of POLICIES - CULTURE - ENVIORNMENT - WORK-LOAD - OS are 0.01 if we consider the T
effects.
between 0.005 to 0.016.
9. Specific Indirect effect between LEADERSHIP - POLICIES - CULTURE -
ENVIORNMENT - WORK-LOAD - OS
H0: Policies, Culture, Environment and workload does not mediating significantly
with respect to Leadership and OS
H1: Policies, Culture, Environment and workload are mediating significantly with
respect to Leadership and OS
173
of LEADERSHIP - POLICIES - CULTURE - ENVIORNMENT - WORK-LOAD - OSare 0.006 if
we consider the T statistics the value of T statistics is 3.624 which is higher than the
threshold value of 1.96 and the significance value is 0.000 which indicate that the
relationship between perceived work culture to overall stress is significantly contributed
indirectly also with mediating effects.
10. Specific Indirect effect between ROLE AMIBIGUTY - WORK-LOAD - OS
H0: workload does not mediating significantly with respect to Role ambiguity and
OS
H1: workload are mediating significantly with respect to Role ambiguity and OS
of ROLE AMIBIGUTY - WORK-LOAD - OSare 0.149 if we consider the T statistics the value
between 0.097 to 0.206.
11. Specific Indirect effect between LEADERSHIP - ROLE AMIBIGUTY - WORK-LOAD -
OS
H0: Role ambiguity and workload does not mediating significantly with respect to
Leadership and OS
H1: Role ambiguity and workload are mediating significantly with respect to
Leadership and OS
174
of LEADERSHIP - ROLE AMIBIGUTY - WORK-LOAD - OSare 0.057 if we consider the T
effects.
between 0.033 to 0.086.
12. Specific Indirect effect between LEADERSHIP - CULTURE - ENVIORNMENT -
WORK-LOAD
H0: Culture and Environment does not mediating significantly with respect to
Leadership and Work load
H1: Culture and Environment are mediating significantly with respect to

Leadership and Work load
of LEADERSHIP -> CULTURE -> ENVIORNMENT -> WORK-LOAD are 0.023 if we consider
the T statistics the value of T statistics is 3.356 which is higher than the threshold value of
1.96 and the significance value is 0.000 which indicate that the relationship between
perceived work culture to overall stress is significantly contributed indirectly also with
mediating effects.
between 0.011 to 0.037.
13. Specific Indirect effect between CULTURE - ENVIORNMENT - WORK-LOAD
H0: Environment does not mediating significantly with respect to culture and
Work load
H1: Environment is mediating significantly with respect to culture and Work load
of culture - environment - work-load are 0.055 if we consider the T statistics the value
175
14. Specific Indirect effect between POLICIES - CULTURE - ENVIORNMENT - WORK-
LOAD
H0: culture and Environment does not mediating significantly with respect to
policies and Work load
H1: culture and Environment are mediating significantly with respect to policies
and Work load
of policies - culture - environment - work-load are 0.012 if we consider the T statistics
15. Specific Indirect effect between LEADERSHIP - POLICIES - CULTURE -
ENVIORNMENT - WORK-LOAD
H0: Policies, culture, environment does not mediating significantly with respect to
leadership and Work load
H1: Policies, culture, environment is mediating significantly with respect to

leadership and Work load
of leadership - policies - culture - environment - work-load is 0.008 if we consider the T
176
effects.
between 0.004 to 0.013
16. Specific Indirect effect between LEADERSHIP - ROLE-AMIBIGUTY - WORK-LOAD
H0: Role ambiguity does not mediating significantly with respect to leadership and
Work load
H1: Role ambiguity is mediating significantly with respect to leadership and Work
load
of leadership - role-ambiguity - work-load is 0.071 if we consider the T statistics the value
between 0.041 to 0.108.
5.10 SMARTPLS – MULTIGROUP – OUTER LOADING
Smart PLS Multi group Analysis

Multi-group invariance (MGI) testing is a technique to determine whether parameters of
measurement model and/or the structural model are equivalent (i.e. invariant) across two or
more groups (Byrne, 2010). Forthe measurement model, invariance testing indicates
whether the items used mean the same thing to respondents from different groups or
populations(G. W. Cheung, 2002). If invariance cannot be established, it would be
difficult to determine if the differences observed are due to true differences or to different
psychometric responses to the items. For the structural model, MGI testing indicates
whether the structural paths are equivalent across groups. MGI testing also provides a
particularly strong test of the validity of the measurement model and replicability of the
structural model across settings.
177
Covariance-based SEM (CBSEM) using chi-squared difference testing is the most

common approach to examine model invariance. However there is also the distribution free
multi-group permutation procedure used in conjunction with partial least squares (PLS)
(Chin)(M. Vilares, 2003)(W. W. Chin)(V. Esposito Vinzi, 2010)While some studies
using PLS-based approaches have samples that are suited to covariance-based invariance
testing, in many other situations the sample size may be too small or the data distribution
may violate the assumptions of CBSEM.
Establishing the equivalence of measures is critical for research across many disciplines
including psychology, marketing, and information systems (R. P. Bagozzi, 1995)(M. K.
Malhotra, 2008)that rely on latent constructs and comparison analyses. For example,
without measurement equivalence, conclusions based on measurement scales, such as the
meaning and interpretation of the latent constructs or determining differences or
equivalences across populations, at best may be ambiguous, or worse, invalid(J. E. M.
Steenkamp, 1998)
Multi-group invariance testing is therefore important for many reasons. It is most often
used to establish the reliability of measurement scales across groups such as the Kirton
Adaption-Innovation inventory (KAI) in psychology and end-user computing satisfaction
in information systems(R. P. Bagozzi, “Construct Validity and Generalizability of the
Kirton Adaption-Innovation Inventory,”, 1995)(W. J. Doll, 2004)and for cross-
validation to demonstrate measurement equivalence across samples within a
population(W. J. Kettinger, 1997) It is also used for making comparisons within a study,
whether this is to assess theoretical differences between subgroups of the same
population(K. A. Saeed, 2008), across populations in the case of multicultural research (T.
Teo, 2009), or to determine if samples taken from different sources can be combined into a
single dataset (S. E. Fawcett, 2011).
Despite its importance for validating models across groups and theory testing, MGI testing
is relatively uncommon. This may be due to several reasons such as the relative
unfamiliarity of researchers with different techniques for MGI testing, the methodological
complexities involved in MGI testing, and the relatively large sample sizes needed for
CBSEM MGI testing (J. E. M. Steenkamp, “Assessing Measurement Invariance in
Cross-national Consumer Research,”, 1998) (M. K. Malhotra, “Measurement
Equivalence using Generalizability Theory: An Examination of Manufacturing
178
Flexibility Dimensions,” , 2008) For studies whose datasets violate the parametric
assumptions of CBSEM, many researchers now rely on distribution free techniques such as
Partial Least Squares (PLS). However, the options for MGI testing in conjunction with
techniques such Partial Least Squares (PLS) have been limited to date with many relying
on relatively naïve approaches for making group comparisons. (W. W. Chin, An
Introduction to a Permutation Based Procedure for Multi-Group PLS Analysis:
Results of Tests of Differences on Simulated Data and a Cross Cultural Analysis of
the Sourcing of Information System Services between Germany and the USA) To
address this gap this paper covers a distribution-free permutation procedure that can be
used with Partial Least Squares for multi-group analysis and contrasts it to CBSEM MGI
testing. (V. Esposito Vinzi W. C., 2010)
For studies that do conform to the parametric assumptions of CBSEM, there are well-
established techniques such as multi-group confirmatory factor analysis for conducting
MGI testing(Byrne, Structural Equation Modeling with AMOS: Basic Concepts,
Applications, and Programming, 2010). Many follow traditional procedures that begin
with a global test of invariance in which sets of parameters (e.g. all factor loadings, factor
covariance, and/or structural paths) are constrained to be equal across the groups. This is
followed by a logically ordered series of increasingly restrictive models as each test
provides evidence of invariance. However a major limitation is that this approach may
yield conflicting results where equivalences across groups are demonstrated at one level
but rejected at another level of analysis. For example, it is possible for invariance to be
suggested at the factor unit level when all loadings are constrained to be equal for that
factor, yet individual factor loadings can be found to be no invariant. One reason is that
within a set of items, a group of invariant items may compensate or mask the no invariance
of a single item. In addition to the issue of sets of parameters masking the assessment of a
single parameter, questions arise as to which set(s) of parameters (e.g. factor loadings,
factor covariance’s, means, structural paths, error variances/covariance’s, residual terms)
should be tested, how they should be combined, and what is an appropriate order for
conducting the tests. While these decisions may be determined in part by the model and
hypotheses being tested, different combinations and test sequences coupled with the
practice of testing increasingly restrictive models can also lead to different conclusions
regarding equivalences across groups.(Byrne, Structural Equation Modeling with
AMOS: Basic Concepts, Applications, and Programming,, 2010)
179
To address these limitations and reduce the complexity involved in MGI testing, this study
proposes a simplified procedure for identifying the constrained model and sequencing
CBSEM tests of multi-group invariance. Instead of combining one or more sets of
parameters in a single test round, individual parameters (e.g. single factor loading,
covariance, or structural path) within the set of interest are constrained one at a time. We
refer to this approach to MGI testing as single parameter invariance testing (SPIT). Since
this procedure does not evaluate increasingly restrictive models, it addresses the
inconsistencies that can arise when non-equivalences are masked by group effects or the
sequencing of t**he model tests. This approach may also yield a more exacting test of
invariance due to its ability to more consistently identify instances of no invariance at the
level of the individual parameter. Using a theoretical model with three predictors (i.e.,
routinization, infusion, and faithfulness of appropriation) linked to the post-adoption use of
Information Systems (IS), this paper illustrates how multi-group invariance testing can be
implemented using the two procedures above - a distribution-free permutation procedure
for PLS analysis and single parameter invariance testing for use with CBSEM analysis.
The results of both procedures in terms of the measurement and structural paths are
compared, and the pros and cons of each procedure discussed.
5.10.1 SmartPLS – Multigroup – Outer Loading – Parametric Test

Here in t Value, if it is < 1.96 then there is no difference between High qualifications
and low qualification and the value of p is significant. That indicate the both group of
respondents are having similar thought of Workplace stress in respective statement.
Whereas, t Value, is > 1.96 then there is difference between High qualifications and
low qualification and the value of p is Insignificant. That indicate the both group of
respondents are having different thought of Workplace stress in respective
statement.
Table: 5.26 Smart PLS – Multigroup – Outer Loading
Confidence Intervals (Bias
Parametric Test
Corrected)
180
Outer t-
p-Value 2.5% 97.5%
Loadings-diff Value(|HIG
(HIGH vs (GROUP (GROU 2.5% 97.5%
(HIGH - H vs
GROUP_ _Qualific P_Quali (HIGH (HIG
GROUP_Qu GROUP_Q
Qualificati ation(2.0) fication( ) H)
alification(2. ualification(
on(2.0)) ) 2.0))
0)) 2.0)|)
B1 <- OS 0.095 1.526 0.127 0.492 0.667 0.580 0.755
B2 <- OS 0.014 0.289 0.772 0.553 0.699 0.578 0.707
B3 <- OS -0.014 0.465 0.642 0.837 0.922 0.815 0.905
B4 <- OS -0.025 0.697 0.486 0.775 0.872 0.756 0.854
B5 <- OS -0.042 1.405 0.160 0.854 0.932 0.813 0.902
B6 <- OS 0.014 0.211 0.833 0.395 0.570 0.415 0.587
B7 <- OS -0.012 0.175 0.861 0.281 0.449 0.249 0.445
S1 <- WORK-LOAD 0.047 2.822 0.005 0.891 0.943 0.944 0.982
S10 <- ENVIORNMENT -0.149 1.675 0.094 0.844 1.055 0.650 0.923
S11 <- ROLE-AMIBIGUTY -0.111 1.665 0.096 0.864 1.115 0.807 0.908
S12 <- ROLE-AMIBIGUTY -0.101 1.669 0.096 0.921 1.152 0.861 0.956
S13 <- ROLE-AMIBIGUTY 0.028 0.322 0.748 0.747 1.064 0.885 0.990
S14 <- ROLE-AMIBIGUTY 0.389 2.812 0.005 0.094 0.685 0.832 0.944
S15 <- ROLE-AMIBIGUTY -0.191 2.923 0.004 0.925 1.188 0.794 0.896
S16 <- CULTURE 0.048 1.523 0.128 0.842 0.944 0.907 0.984
S17 <- CULTURE 0.012 0.416 0.678 0.941 1.019 0.947 1.033
S18 <- CULTURE -0.087 3.410 0.001 0.986 1.055 0.896 0.968
S19 <- CULTURE -0.054 1.878 0.061 0.901 0.971 0.829 0.919
S2 <- WORK-LOAD 0.049 2.859 0.004 0.875 0.930 0.931 0.971
S20 <- CULTURE 0.029 1.157 0.248 0.831 0.915 0.878 0.939
S21 <- LEADERSHIP -0.024 0.737 0.461 0.801 0.869 0.765 0.864
S22 <- LEADERSHIP 0.135 2.736 0.006 0.636 0.797 0.794 0.901
S23 <- LEADERSHIP -0.190 5.627 0.000 0.945 1.026 0.744 0.842
S24 <- LEADERSHIP -0.040 1.053 0.293 0.810 0.916 0.777 0.873
S25 <- LEADERSHIP 0.085 2.191 0.029 0.715 0.831 0.810 0.908
S29 <- POLICIES 0.093 3.005 0.003 0.772 0.866 0.879 0.957
S3 <- WORK-LOAD -0.014 0.957 0.339 0.935 0.976 0.922 0.963
S30 <- POLICIES 0.050 1.610 0.108 0.775 0.884 0.846 0.917
S31 <- POLICIES -0.006 0.125 0.901 0.797 0.934 0.800 0.930
S32 <- POLICIES 0.115 1.791 0.074 0.586 0.800 0.743 0.880
S33 <- POLICIES -0.025 0.872 0.383 0.871 0.954 0.839 0.919
S34 <- POLICIES 0.073 2.646 0.008 0.816 0.898 0.899 0.971
S35 <- POLICIES 0.018 0.584 0.559 0.793 0.897 0.835 0.901
S4 <- WORK-LOAD -0.033 2.050 0.041 0.933 0.986 0.903 0.945
S5 <- WORK-LOAD -0.039 2.215 0.027 0.957 1.001 0.918 0.966
S6 <- ENVIORNMENT -0.184 2.082 0.038 0.812 0.979 0.548 0.838
S7 <- ENVIORNMENT -0.265 3.278 0.001 0.966 1.115 0.615 0.873
181
S8 <- ENVIORNMENT 0.055 0.725 0.469 0.745 0.973 0.832 1.029

S9 <- ENVIORNMENT 0.120 1.808 0.071 0.762 0.958 0.914 1.078
1. B1 – OS
Statement B1: I feel pain in one or more part of my body (like-headache / back pain /
chest pain)
The difference between High Qualification and low qualification is 0.095.
Here, t value of difference between two qualifications is 1.526, which is less than 1.96 and
p value is 0.127.
The value of Difference between High qualifications and low qualification and the value of
p is Insignificant.
If the data of difference between two qualifications extended to 97.5% (0.088) or reduce to
2.5% ( 0.089) the value is still insignificant.
Result: This indicate that both respondent group of High qualification and low
qualifications are facing similar kind of overall workplace in this statement B1.
2. B2 – OS
Statement B2: I am suffering from Life style Disease
p value is 0.772.
p is Insignificant.
2.5% ( 0.025) the value is still insignificant.
3. B3 – OS
Statement B3: I feel psychological issues (like-Anxiety/ depression/ sleep issues
/short-term memory loss /misfiring…)
The difference between High Qualification and low qualification is -0.014 (-0.014 indicate
that respondent group of low qualification is having more workplace stress compared to
respondent group of High qualification particularly for this statement).
182
p value is 0.642.
p is Insignificant.
If the data of difference between two qualifications extended to 97.5% (-0.018) or reduce
to 2.5% (-0.022) the value is still insignificant.
4. B4 – OS
Statement B4: Any of these habits help me to distress (like- Tea/ Coffee/ smoking/
Alcohol/Tobacco/ Pan/ Gambling/ frequent eating…)
.
p value is 0.486.
p is Insignificant.
5. B5 – OS
Statement B5: Thinking about office task during Driving/ feel sleepy /absent mind
during driving.
The difference between High Qualification and low qualification value is -0.042 (-0.042
indicate that respondent group of low qualification is having more workplace stress
compared to respondent group of High qualification particularly for this statement).
p value is 0.160.
p is Insignificant.
183
6. B6 – OS
Statement B6: I demonstrate – Anger/ Tantrum/ Emotional outburst/ Irritation/
Violent/Crying/Suicidal thought/tiredness/guilt feeling/shouting
The difference between High Qualification and low qualification value is 0.014.
p value is 0.833.
p is Insignificant.
2.5% (0.020) the value is still insignificant.
7. B7 – OS
Statement B7: I feel, I am taking more sick leaves compared to past years
p value is 0.861.
p is Insignificant.
8. S1 - WORK-LOAD
Statement S1: Working hours are normally stretched / extended regularly
The difference between High Qualification and low qualification value is 0.047
p value is 0.005.
184
p is significant.
2.5% (0.053) the value is still significant.
qualifications are not facing similar kind of workplace for workload in this statement
S1.
9. S10 - ENVIORNMENT
Statement S10: Close cubical sitting arrangement adversely affect on confidential
discussion
p value is 0.094.
p is Insignificant.
qualifications are facing similar kind of workplace for Environment in this statement
S10.
10. S11 - ROLE-AMIBIGUTY
Statement S11: I have to stay with same job due to personal commitments
p value is 0.096.
p is Insignificant.
185
qualifications are facing similar kind of workplace for Role Ambiguity in this
statement S11.
Statement S12: Office equipment without operating condition result into slowness in
work process
p value is 0.096.
p is Insignificant.
statement S11.
Statement S13: Repetitive Business related travel/trips adversely impact on my health
and personal life
p value is 0.748.
p is Insignificant.
to 2.5% (0.137) the value is still insignificant.
statement S13.
186
Statement S14: Self travel arrangement related work diverts my concentration from
important tasks
p value is 0.005.
p is significant.
qualifications are not facing similar kind of workplace for Role Ambiguity in this
statement S14.
Statement S15: Same designation for long duration creates career frustration
p value is 0.004.
p is significant.
to 2.5% (-0.131) the value is still significant.
qualifications are not facing similar kind of workplace for Role Ambiguity in this
statement S15.
15. S16 - Culture
Statement S16: Some benefits are withdrawn without any prior intimation
p value is 0.128.
p is Insignificant.
187
qualifications are facing similar kind of workplace for Culture in this statement S16.
16. S17 - Culture
Statement S17: Restructuring of Management leads to changes in
policies/reward/incentive systems/transfers
p value is 0.678.
p is Insignificant.
17. S18 - Culture
Statement S18: Life disturbed due to transfers
p value is 0.001.
p is significant.
18. S19 - Culture
Statement S19: Change in roles and responsibility affect on work efficiency
188
p value is 0.061.
p is Insignificant.
19. S2 - Workload
Statement S2: It is difficult to complete the work in regular office time
p value is 0.004.
p is significant.
qualifications are facing similar kind of workplace for Workload in this statement S2.
20. S20 - Culture
Statement S20: Our Organization Reward policy is not attractive compared to other
companies
p value is 0.248.
p is Insignificant.
21. S21 - Leadership
189
Statement S21: Unequal authority at same grade creating inferiority complex

p value is 0.461.
p is Insignificant.
qualifications are facing similar kind of workplace for Leadership in this statement
S21.
Statement S22: Goals are unclear within team
p value is 0.006.
p is significant.
qualifications are not facing similar kind of workplace for Leadership in this
statement S22.
Statement S23: Poor performance of any group member make delay in achievement of
task on time
p value is 0.000.
190
p is significant.
S23.
Statement S24: Autocratic leadership reduces group members’ commitment/cooperative
spirit
p value is 0.293.
p is Insignificant.
S24.
25. S25 – Leadership
Statement S25: Gender discrimination in allocation of task
p value is 0.029.
p is significant.
191
qualifications are not facing similar kind of workplace for Leadership in this
statement S25.
26. S29 - Policies
Statement S29: I rarely participate in leisure activities due overload
p value is 0.003.
p is significant.
qualifications are not facing similar kind of workplace for Policies in this statement
S29.
27. S3 - Workload
Statement S3: Unrealistic targets force me to remain mentally involved after working
hours
p value is 0.339.
p is Insignificant.
qualifications are facing similar kind of workplace for Workload in this statement S3.
28. S30 - Policies
Statement S30: Difficult to justify personal /family work because of excessive work load
p value is 0.108.
192
p is Insignificant.
qualifications are facing similar kind of workplace for Policies in this statement S30.
29. S31 - Policies
Statement S31: Long distance between home and office effects on productivity and
wastage of time
p value is 0.901.
p is Insignificant.
30. S32 - Policies
Statement S32: Non availability of pension system forces me to plan for retirement
financial planning
p value is 0.074.
p is Insignificant.
31. S33 - Policies
Statement S33: Gap in company goals creates mis-communication among employees
The difference between High Qualification and low qualification value is -0.025
193
p value is 0.383.
p is Insignificant.
32. S34 - Policies
Statement S34: Excessive targets reduces my incentives
p value is 0.008.
p is significant.
qualifications are not facing similar kind of workplace for Policies in this statement
S34.
33. S35 - Policies
Statement S35: Unstructured remuneration system creates dissatisfaction within
organization
p value is 0.559.
p is Insignificant.
34. S4 – Workload
Statement S4: I hardly to get time to learn new things due to long working hours
194
p value is 0.041.
p is significant.
qualifications are not facing similar kind of workplace for Workload in this statement
S4.
35. S5 – Workload
Statement S5: Work allocation are unequally shared creates frustration
p value is 0.027.
p is significant.
qualifications are not facing similar kind of workplace for workload in this statement
S5.
36. S6 – Environment
Statement S6: Continuously similar kind of job affects on work creativity
p value is 0.038.
195
p is significant.
qualifications are not facing similar kind of workplace for Environment in this
statement S6.
Statement S7: My potential and ability should be use for important task
p value is 0.001.
p is significant.
qualifications are not facing similar kind of workplace for Environment in this
statement S7.
38. S8 - Environment
Statement S8: Unclear Job role leads to less productivity
The difference between High Qualification and low qualification value is 0.055 (0.055
p value is 0.469.
p is insignificant.
196
S8.
Statement S9: Continuous monitoring spoils creativity related to execution of task
p value is 0.071.
p is insignificant.
S9.
If the data of difference between two qualifications extended to 97.5% or reduce to
2.5% the value is still significant.
5.10.2 SmartPLS – Multigroup – Outer Loading – Boot Strapping
In Smart PLS, Multigroup analysis, Bootstrapping of Outer loading shows difference

between coefficient of two groups of High qualification and low qualifications.
Where, p value is required to be significant i.e. 0.0000 and t values also to be
significant if it is greater than 1.96.
Table: 5.27 Multigroup – Outer Loading - Bootstrapping Results
p-Value
Outer Loadings Outer t-Value p-
t-Value (GROUP
Mean Loadings (GROUP Value
(HIGH _Qualific
(GROUP_Qual Mean _Qualific (HIGH
) ation(2.0)
ification(2.0)) (HIGH) ation(2.0) )
)
B1 <- OS 0.580 0.677 13.314 15.415 0.000 0.000

B2 <- OS 0.628 0.642 16.777 19.290 0.000 0.000
B3 <- OS 0.884 0.871 40.360 40.754 0.000 0.000
B4 <- OS 0.830 0.804 31.537 34.022 0.000 0.000
197
B5 <- OS 0.896 0.852 46.348 38.845 0.000 0.000

B6 <- OS 0.487 0.498 10.572 11.299 0.000 0.000
B7 <- OS 0.362 0.348 8.128 6.978 0.000 0.000
S1 <- WORK-LOAD 0.920 0.965 66.387 100.190 0.000 0.000
S10 <- ENVIORNMENT 0.948 0.790 18.199 11.490 0.000 0.000
S11 <- ROLE-AMIBIGUTY 0.977 0.867 14.839 34.658 0.000 0.000
S12 <- ROLE-AMIBIGUTY 0.999 0.912 17.088 38.725 0.000 0.000
S13 <- ROLE-AMIBIGUTY 0.905 0.942 10.174 35.766 0.000 0.000
S14 <- ROLE-AMIBIGUTY 0.493 0.895 3.466 32.128 0.001 0.000
S15 <- ROLE-AMIBIGUTY 1.023 0.841 16.295 31.641 0.000 0.000
S16 <- CULTURE 0.899 0.948 35.515 48.648 0.000 0.000
S17 <- CULTURE 0.979 0.991 50.915 44.370 0.000 0.000
S18 <- CULTURE 1.020 0.933 58.946 50.401 0.000 0.000
S19 <- CULTURE 0.937 0.883 53.775 39.846 0.000 0.000
S2 <- WORK-LOAD 0.905 0.954 64.543 92.609 0.000 0.000
S20 <- CULTURE 0.883 0.909 43.551 58.285 0.000 0.000
S21 <- LEADERSHIP 0.837 0.811 47.794 30.649 0.000 0.000
S22 <- LEADERSHIP 0.713 0.847 16.949 30.267 0.000 0.000
S23 <- LEADERSHIP 0.982 0.792 47.261 30.828 0.000 0.000
S24 <- LEADERSHIP 0.865 0.826 30.436 33.091 0.000 0.000
S25 <- LEADERSHIP 0.772 0.857 25.302 34.929 0.000 0.000
S29 <- POLICIES 0.826 0.919 34.735 45.939 0.000 0.000
S3 <- WORK-LOAD 0.957 0.943 88.997 90.664 0.000 0.000
S30 <- POLICIES 0.834 0.884 31.340 50.951 0.000 0.000
S31 <- POLICIES 0.866 0.861 24.405 24.929 0.000 0.000
S32 <- POLICIES 0.699 0.817 12.865 22.041 0.000 0.000
S33 <- POLICIES 0.906 0.881 44.573 43.313 0.000 0.000
S34 <- POLICIES 0.860 0.934 40.538 51.817 0.000 0.000
S35 <- POLICIES 0.851 0.867 32.175 47.950 0.000 0.000
S4 <- WORK-LOAD 0.959 0.927 76.762 87.530 0.000 0.000
S5 <- WORK-LOAD 0.980 0.941 83.996 74.185 0.000 0.000
S6 <- ENVIORNMENT 0.906 0.718 20.843 9.908 0.000 0.000
S7 <- ENVIORNMENT 1.030 0.761 26.483 11.440 0.000 0.000
S8 <- ENVIORNMENT 0.863 0.921 15.439 18.081 0.000 0.000
S9 <- ENVIORNMENT 0.861 0.985 16.451 23.736 0.000 0.000
1. B1 – OS
Statement B1: I feel pain in one or more part of my body (like-headache / back pain /
chest pain)
Bootstrapping of Outer loading difference between coefficient of two groups of High
qualification (0.677) and low qualifications (0.58).
198
Where, p value is 0.0000 which is significant and t value for High qualification (15.415)
and low qualifications (13.314) are greater than 1.96 which are significant values.
Result: This result shows that both respondent group of High qualification and low
qualifications are facing similar kind of workplace stress for this statement B1.
2. B2 – OS
Statement B2: I am suffering from Life style Disease
Where, p value is 0.0000 which is significant and t value for High qualification (19.29) and
low qualifications (16.777) are greater than 1.96 which are significant values.
3. B3 – OS
Statement B3: I feel psychological issues (like-Anxiety/ depression/ sleep issues
/short-term memory loss /misfiring…)
4. B4 – OS
Statement B4: Any of these habits help me to distress (like- Tea/ Coffee/ smoking/
Alcohol/Tobacco/ Pan/ Gambling/ frequent eating…)
5. B5 – OS
Statement B5: Thinking about office task during Driving/ feel sleepy /absent mind
during driving.
199

6. B6 – OS
Statement B6: I demonstrate – Anger/ Tantrum/ Emotional outburst/ Irritation/
Violent/Crying/Suicidal thought/tiredness/guilt feeling/shouting
7. B7 – OS
Statement B7: I feel, I am taking more sick leaves compared to past years
8. S1 - WORK-LOAD
Statement S1: Working hours are normally stretched / extended regularly
qualifications are facing similar kind of workplace stress for this statement S1.
9. S10 - ENVIORNMENT
Statement S10: Close cubical sitting arrangement adversely affect on confidential
discussion
200

Statement S11: I have to stay with same job due to personal commitments
11. S12 <- ROLE-AMIBIGUTY
Statement S12: Office equipment without operating condition result into slowness in
work process

Statement S13: Repetitive Business related travel/trips adversely impact on my health
and personal life
201

Statement S14: Self travel arrangement related work diverts my concentration from
important tasks
Statement S15: Same designation for long duration creates career frustration
15. S16 - Culture

Statement S16: Some benefits are withdrawn without any prior intimation
16. S17 - Culture
Statement S17: Restructuring of Management leads to changes in
policies/reward/incentive systems/transfers
202
17. S18 - Culture
Statement S18: Life disturbed due to transfers
18. S19 - Culture
Statement S19: Change in roles and responsibility affect on work efficiency
19. S2 - Workload
Statement S2: It is difficult to complete the work in regular office time
20. S20 - Culture
Statement S20: Our Organization Reward policy is not attractive compared to other
companies
203
Statement S21: Unequal authority at same grade creating inferiority complex
Statement S22: Goals are unclear within team
Statement S23: Poor performance of any group member make delay in achievement of
task on time
Statement S24: Autocratic leadership reduces group members’ commitment/cooperative
spirit
204
25. S25 – Leadership

Statement S25: Gender discrimination in allocation of task
26. S29 - Policies
Statement S29: I rarely participate in leisure activities due overload

27. S3 - Workload
Statement S3: Unrealistic targets force me to remain mentally involved after working
hours

205
28. S30 - Policies

Statement S30: Difficult to justify personal /family work because of excessive work load
29. S31 - Policies
Statement S31: Long distance between home and office effects on productivity and
wastage of time
bootstrapping of Outer loading difference between coefficient of two groups of High
30. S32 - Policies
Statement S32: Non availability of pension system forces me to plan for retirement
financial planning
31. S33 - Policies
206
Statement S33: Gap in company goals creates mis-communication among employees

32. S34 - Policies

Statement S34: Excessive targets reduces my incentives

33. S35 - Policies

Statement S35: Unstructured remuneration system creates dissatisfaction within
organization
34. S4 – Workload
Statement S4: I hardly to get time to learn new things due to long working hours
207
35. S5 – Workload
Statement S5: Work allocation are unequally shared creates frustration
Statement S6: Continuously similar kind of job affects on work creativity

Statement S7: My potential and ability should be use for important task
Statement S8: Unclear Job role leads to less productivity
208
Statement S9: Continuous monitoring spoils creativity related to execution of task
5.10.3 SmartPLS – Multigroup – Path Coefficient:

statement.
Table: 5.28 Smart PLS – Multigroup – Path Coefficient
Parametric Test
Corrected)
Path
t-
Coefficients 2.5%
Value(|HIGH p-Value 97.5%
-diff (HIGH (GROU 2.5% 97.5%
vs (HIGH vs (GROUP_
- P_Quali (HIG (HIG
GROUP_Qu GROUP_Qual Qualificati
GROUP_Q fication( H) H)
alification(2. ification(2.0)) on(2.0))
ualification( 2.0))
0)|)
2.0))
CULTURE ->
-0.038 0.558 0.577 0.132 0.339 0.122 0.288
ENVIORNMENT
ENVIORNMENT ->
-0.075 1.005 0.315 0.175 0.388 0.097 0.298
WORK-LOAD
209
LEADERSHIP ->
0.047 0.467 0.641 0.199 0.518 0.304 0.546
CULTURE
LEADERSHIP ->
-0.057 0.949 0.343 0.597 0.761 0.537 0.701
POLICIES
LEADERSHIP -> ROLE-
0.291 4.627 0.000 0.129 0.329 0.452 0.599
AMIBIGUTY
POLICIES -> CULTURE -0.089 0.972 0.331 0.139 0.434 0.089 0.309
ROLE-AMIBIGUTY ->
0.341 5.074 0.000 -0.064 0.093 0.260 0.465
WORK-LOAD
WORK-LOAD -> OS 0.034 0.707 0.480 0.709 0.855 0.759 0.876
1. CULTURE - ENVIORNMENT
The Path coefficient of difference between respondent group of High Qualification and
low qualification is -0.038.
p value is 0.577.
p is Insignificant.
qualifications are facing similar kind of workplace stress due to work culture and
Work environment.
2. ENVIORNMENT - WORK-LOAD
p value is 0.315.
p is Insignificant.
qualifications are facing similar kind of workplace stress due to Work environment
and work load.
210
3. LEADERSHIP - CULTURE
low qualification is 0.047.
p value is 0.641.
p is Insignificant.
qualifications are facing similar kind of workplace stress due to Work culture and
Leadership.
4. LEADERSHIP - POLICIES
p value is 0.343.
p is Insignificant.
qualifications are facing similar kind of workplace stress due to Organization policies
and Leadership.
5. LEADERSHIP –Role Ambiguity
p value is 0.000.
p is significant.
211
qualifications are not facing similar kind of workplace stress due to Role Ambiguity
and Leadership.
6. POLICIES - CULTURE
p value is 0.331.
p is Insignificant.
qualifications are facing similar kind of workplace stress due to Organization policies
and Work culture.
7. ROLE-AMIBIGUTY - WORK-LOAD
p value is 0.000.
p is significant.
qualifications are not facing similar kind of workplace stress due to Role ambiguity
and workload.
8. WORK-LOAD - OS
p value is 0.480.
p is Insignificant.
212
qualifications are facing similar kind of workplace stress due to workload and OS.
5.10.4 SmartPLS – Multigroup – Path Coefficient – Boot Strapping
In Smart PLS, Multigroup analysis, Bootstrapping of Path Coefficient shows

difference between coefficient of two groups of High qualification and low
qualifications.
Table: 5.29 Smart PLS – Multigroup – Path Coefficient - Bootstrapping Results
Path
Coefficient Path t-Value p-Value
s Mean Coefficient (GROUP_Q t-Value (GROUP_ p-Value
(GROUP_ s Mean ualification( (HIGH) Qualificatio (HIGH)
Qualificati (HIGH) 2.0)) n(2.0))
on(2.0))
CULTURE ->
0.245 0.206 4.559 4.725 0.000 0.000
ENVIORNMENT
ENVIORNMENT ->
0.287 0.214 5.363 3.999 0.000 0.000
WORK-LOAD
LEADERSHIP ->
0.380 0.427 4.726 6.849 0.000 0.000
CULTURE
LEADERSHIP ->
0.684 0.629 16.128 15.043 0.000 0.000
POLICIES
LEADERSHIP ->
0.241 0.529 4.554 14.162 0.000 0.000
ROLE-AMIBIGUTY
POLICIES ->
0.286 0.196 3.895 3.420 0.000 0.001
CULTURE
ROLE-AMIBIGUTY
0.019 0.356 0.392 6.931 0.695 0.000
-> WORK-LOAD
WORK-LOAD -> OS 0.786 0.818 20.356 27.129 0.000 0.000
213
1. CULTURE -> ENVIORNMENT

Bootstrapping of Path coefficient of difference between coefficient of two groups of High
qualifications are facing similar kind of workplace stress due to Work Culture and
Work Environment.
2. ENVIORNMENT -> WORK-LOAD
qualifications are facing similar kind of workplace stress due to Work load and Work
Environment.
qualifications are facing similar kind of workplace stress due to Leadership and
Work Culture.
qualifications are facing similar kind of workplace stress due to Leadership and
Organization policies.
5. LEADERSHIP - ROLE-AMIBIGUTY
214

qualifications are facing similar kind of workplace stress due to Leadership and Role
Ambiguity.
qualifications are facing similar kind of workplace stress due to Organization Policies
and Work Culture .
qualifications are facing similar kind of workplace stress due to Role Ambiguity and
Workload.
8. WORK-LOAD - OS
qualifications are facing similar kind of workplace stress due to Workload and
overall stress.
215
5.10.5 SmartPLS – Multigroup – Total Indirect effect – Parametric

Test
statement.
Table: 5.30 Smart PLS – Multigroup – Total Effect
Parametric Test Confidence Intervals (Bias Corrected)
Total
Indirect
Effects- t- 97.5%
diff Value(|H p-Value (GRO
(HIGH - IGH vs (HIGH vs 2.5% UP_Q
GROUP_ GROUP_ GROUP_Q (GROUP_Q ualific 2.5% 97.5%
Qualificat Qualifica ualification( ualification( ation( (HIG (HIG
ion(2.0)) tion(2.0)|) 2.0)) 2.0)) 2.0)) H) H)
CULTURE -> OS -0.019 0.881 0.379 0.022 0.097 0.015 0.061
CULTURE ->
WORK-LOAD -0.026 0.937 0.349 0.027 0.125 0.018 0.075
ENVIORNMENT ->
OS -0.052 0.881 0.379 0.146 0.302 0.083 0.247
LEADERSHIP ->
CULTURE -0.072 1.132 0.258 0.106 0.312 0.053 0.198
LEADERSHIP ->
ENVIORNMENT -0.027 0.606 0.545 0.072 0.212 0.061 0.164
LEADERSHIP ->
OS 0.14 4.23 0 0.009 0.064 0.124 0.236
LEADERSHIP ->
WORK-LOAD 0.169 4.306 0 0.011 0.085 0.147 0.276
POLICIES ->
ENVIORNMENT -0.029 1.229 0.219 0.034 0.115 0.018 0.069
POLICIES -> OS -0.009 1.384 0.167 0.006 0.03 0.002 0.014
POLICIES ->
WORK-LOAD -0.011 1.43 0.153 0.009 0.038 0.003 0.017
ROLE-
AMIBIGUTY -> OS 0.28 4.914 0 -0.052 0.074 0.208 0.391
1. CULTURE - OS
The difference between High Qualification and low qualification is -0.019.
p value is 0.379.
216
p is Insignificant.
to 2.5% ( -0.007) the value is still insignificant.
qualifications are facing similar kind of workplace stress for work culture and overall
stress.
2. CULTURE - WORK-LOAD
p value is 0.349.
p is Insignificant.
qualifications are facing similar kind of workplace stress for work culture and
workload.
3. ENVIORNMENT – OS
p value is 0.379.
p is Insignificant.
qualifications are facing similar kind of workplace stress for work environment and
overall stress.
p value is 0.258.
217
p is Insignificant.
leadership.
5. LEADERSHIP - ENVIORNMENT
p value is 0.545.
p is Insignificant.
leadership.
6. LEADERSHIP - OS
p value is 0.000.
p is significant.
qualifications are not facing similar kind of workplace stress for overall stress and
leadership.
7. LEADERSHIP - WORK-LOAD
The difference between High Qualification and low qualification is 0.169
p value is 0.000.
218
p is Insignificant.
qualifications are facing similar kind of workplace stress for workload and
leadership.
8. POLICIES - ENVIORNMENT
The difference between High Qualification and low qualification is -0.029
p value is 0.219.
p is Insignificant.
policies.
9. POLICIES - OS
p value is 0.167.
p is Insignificant.
qualifications are facing similar kind of workplace stress for Policies and overall
stress.
10. POLICIES - WORK-LOAD
p value is 0.153.
219
p is Insignificant.
qualifications are facing similar kind of workplace stress for Policies and workload.
11. ROLE-AMIBIGUTY - OS
p value is 0.000.
p is significant.
qualifications are not facing similar kind of workplace stress for role ambiguity and
overall stress.
5.10.6 SmartPLS – Multigroup – Total Indirect Effect – Boot

Strapping
In Smart PLS, Multigroup analysis, Bootstrapping of Total Indirect effect shows
difference between coefficient of two groups of High qualification and low
qualifications.

Table: 5.31 Smart PLS – Multigroup – Total Indirect Effect - Bootstrapping Results
Total
Indirect Total t-Value p-Value
t-
Effects Indirect (GROUP (GROU p-
Value
Mean Effects _Qualific P_Quali Value
(HIGH
(GROUP_Qu Mean ation(2.0 fication (HIGH)
)
alification(2. (HIGH) )) (2.0))
0))
220
CULTURE -> OS 0.056 0.036 2.869 2.950 0.004 0.003

CULTURE -> WORK-LOAD 0.072 0.044 2.786 2.889 0.006 0.004
ENVIORNMENT -> OS 0.225 0.175 5.475 4.092 0.000 0.000
LEADERSHIP -> CULTURE 0.195 0.123 3.676 3.272 0.000 0.001
LEADERSHIP -> ENVIORNMENT 0.142 0.114 3.754 4.313 0.000 0.000
LEADERSHIP -> OS 0.037 0.175 2.289 6.269 0.023 0.000
LEADERSHIP -> WORK-LOAD 0.047 0.213 2.224 6.606 0.027 0.000
POLICIES -> ENVIORNMENT 0.069 0.040 3.411 3.010 0.001 0.003
POLICIES -> OS 0.016 0.007 2.712 2.276 0.007 0.023
POLICIES -> WORK-LOAD 0.020 0.009 2.673 2.268 0.008 0.024
ROLE-AMIBIGUTY -> OS 0.015 0.292 0.392 6.490 0.695 0.000
1. CULTURE -> OS
Bootstrapping of Total Indirect Effect of difference between coefficient of two groups of

High qualification (0.036) and low qualifications (0.056).
Where, p value is 0.004 (High Qualifications) and 0.003 (Low Qualifications) which is
significant and t value for High qualification (2.950) and low qualifications (2.869) are
greater than 1.96 which are significant values.
Overall stress.
2. CULTURE -> WORK-LOAD

Where, p value is 0.004 (High Qualifications) and 0.006 (Low Qualifications) which is
significant and t value for High qualification (2.889) and low qualifications (2.786) are
greater than 1.96 which are significant values.
workload.
3. ENVIORNMENT -> OS

221
overall stress.
4. LEADERSHIP -> CULTURE

leadership.
5. LEADERSHIP -> ENVIORNMENT

leadership.
6. LEADERSHIP -> OS

Where, p value is 0.023 for low qualifications and for High 0.0000 which is significant and
t value for High qualification (6.269) and low qualifications (2.289) are greater than 1.96
which are significant values.
qualifications are facing similar kind of workplace stress for overall stress and
leadership.
7. LEADERSHIP -> WORK-LOAD

222
Where, p value is 0.027 for low qualifications and for High 0.0000 which is significant and
t value for High qualification (6.606) and low qualifications (2.224) are greater than 1.96
qualifications are facing similar kind of workplace stress for leadership and
workload.
8. POLICIES -> ENVIORNMENT

Where, p value is 0.001 for low qualifications and for High 0.003 which is significant and t
value for High qualification (3.010) and low qualifications (3.411) are greater than 1.96
qualifications are facing similar kind of workplace stress for policies and work
environment.
9. POLICIES -> OS
qualifications are facing similar kind of workplace stress for policies and overall
stress.
10. POLICIES -> WORK-LOAD

223
qualifications are facing similar kind of workplace stress for policies and workload.
11. ROLE-AMIBIGUTY -> OS

qualifications are facing similar kind of workplace stress for Role ambiguity and
overall stress.
5.10.7 SmartPLS – Multigroup – Specific Indirect Effect –
Parametric Test
statement.
Table: 5.32 SmartPLS – Multigroup – Specific Indirect Effect
Parametric Test
Corrected)
Specific t-
p-Value
Indirect Value(| 2.5% 97.5%
(HIGH
Effects- HIGH (GRO (GRO 2.5 97.5
vs
diff vs UP_Q UP_Q % %
GROUP
(HIGH - GROUP ualific ualific (HI (HIG
_Qualifi
GROUP_ _Qualifi ation( ation( GH) H)
cation(2
Qualifica cation(2 2.0)) 2.0))
.0))
tion(2.0)) .0)|)
LEADERSHIP -> POLICIES ->
-0.072 1.132 0.258 0.106 0.312 0.05 0.19
CULTURE
224
3 8
LEADERSHIP -> CULTURE -> 0.04 0.14
-0.005 0.117 0.907 0.035 0.169
ENVIORNMENT 5 1
POLICIES -> CULTURE -> 0.01 0.06
-0.029 1.229 0.219 0.034 0.115
ENVIORNMENT 8 9
LEADERSHIP -> POLICIES -> 0.01 0.04
-0.022 1.414 0.158 0.026 0.082
CULTURE -> ENVIORNMENT 1 4
LEADERSHIP -> CULTURE ->
0.00 0.03
ENVIORNMENT -> WORK-LOAD -0.006 0.492 0.623 0.006 0.045
6 0
-> OS
ENVIORNMENT -> WORK-LOAD 0.08 0.24
-0.052 0.881 0.379 0.146 0.302
-> OS 3 7
CULTURE -> ENVIORNMENT -> 0.01 0.06
-0.019 0.881 0.379 0.022 0.097
WORK-LOAD -> OS 5 1
0.00 0.01
ENVIORNMENT -> WORK-LOAD -0.009 1.384 0.167 0.006 0.030
2 4
-> OS
0.00 0.00
CULTURE -> ENVIORNMENT -> -0.006 1.536 0.125 0.005 0.020
2 9
WORK-LOAD -> OS
ROLE-AMIBIGUTY -> WORK- 0.20 0.39
0.280 4.914 0.000 -0.052 0.074
LOAD -> OS 8 1
LEADERSHIP -> ROLE-
0.10 0.21
AMIBIGUTY -> WORK-LOAD -> 0.152 4.820 0.000 -0.011 0.022
2 6
OS
LEADERSHIP -> CULTURE -> 0.00 0.03
-0.008 0.541 0.589 0.008 0.059
ENVIORNMENT -> WORK-LOAD 8 7
CULTURE -> ENVIORNMENT -> 0.01 0.07
-0.026 0.937 0.349 0.027 0.125
WORK-LOAD 8 5
POLICIES -> CULTURE -> 0.00 0.01
-0.011 1.430 0.153 0.009 0.038
ENVIORNMENT -> WORK-LOAD 3 7
0.00 0.01
CULTURE -> ENVIORNMENT -> -0.008 1.581 0.114 0.007 0.026
2 1
WORK-LOAD
LEADERSHIP -> ROLE- 0.12 0.25
0.185 5.034 0.000 -0.014 0.029
AMIBIGUTY -> WORK-LOAD 5 4
1. LEADERSHIP -> POLICIES -> CULTURE
225
p value is 0.258.
p is Insignificant.
qualifications are facing similar kind of workplace stress for Leadership , policies and
culture.
2. LEADERSHIP -> CULTURE -> ENVIORNMENT
p value is 0.907.
p is Insignificant.
culture.
3. POLICIES -> CULTURE -> ENVIORNMENT
p value is 0.219.
p is Insignificant.
226
culture.
4. LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT
p value is 0.158.
p is Insignificant.
culture.
5. LEADERSHIP -> CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS
p value is 0.623.
p is Insignificant.
culture.
6. ENVIORNMENT -> WORK-LOAD -> OS
227
p value is 0.379.
p is Insignificant.
culture.
7. CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS
p value is 0.379.
p is Insignificant.
culture.
8. POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS
p value is 0.167.
228
p is Insignificant.
culture.
9. LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS
p value is 0.125.
p is Insignificant.
culture.
10. ROLE-AMIBIGUTY -> WORK-LOAD -> OS
p value is 0.000.
p is significant.
2.5% (0.260) the value is significant.
qualifications are not facing similar kind of workplace stress for Leadership , policies
and culture.
11. LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-LOAD -> OS
229
p value is 0.000.
p is significant.
and culture.
12. LEADERSHIP -> CULTURE -> ENVIORNMENT -> WORK-LOAD
p value is 0.589.
p is significant.
to 2.5% (0.000) the value is significant.
culture.
13. CULTURE -> ENVIORNMENT -> WORK-LOAD
p value is 0.349.
p is significant.
230
to 2.5% (-0.009) the value is significant.
culture.
14. POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD
The difference between High Qualification and low qualification is -0.0011 (-0.011
p value is 0.153.
p is significant.
culture.
15. LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD
p value is 0.114.
p is significant.
culture.
16. LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-LOAD
231
p value is 0.000.
p is significant.
and culture.
5.10.8 SmartPLS – Multigroup – Specific Indirect Effect – Boot
Strapping
In Smart PLS, Multigroup analysis, Bootstrapping of Specific Indirect Effect shows

mediating effect on workplace stress with respect to the core variable

Table: 5.33 SmartPLS – Multigroup – Specific Indirect Effect – Boot Strapping Result
Specific p-
Indirect Specific t-Value Value
t- p-
Effects Indirect (GROU (GRO
Value Value
Mean Effects P_Quali UP_Q
(HIGH (HIGH
(GROUP_ Mean fication ualific
) )
Qualificat (HIGH) (2.0)) ation(
ion(2.0)) 2.0))
LEADERSHIP -> POLICIES -> CULTURE 0.195 0.123 3.676 3.272 0.000 0.001
0.095 0.089 2.681 3.562 0.008 0.000
ENVIORNMENT
POLICIES -> CULTURE -> ENVIORNMENT 0.069 0.040 3.411 3.010 0.001 0.003
0.047 0.025 3.421 3.004 0.001 0.003
ENVIORNMENT
0.022 0.016 2.015 2.522 0.044 0.012
ENVIORNMENT -> WORK-LOAD -> OS 0.225 0.175 5.475 4.092 0.000 0.000
232
CULTURE -> ENVIORNMENT -> WORK-

0.056 0.036 2.869 2.950 0.004 0.003
LOAD -> OS
POLICIES -> CULTURE -> ENVIORNMENT
0.016 0.007 2.712 2.276 0.007 0.023
-> WORK-LOAD -> OS
0.011 0.004 2.765 2.301 0.006 0.022
ROLE-AMIBIGUTY -> WORK-LOAD -> OS 0.015 0.292 0.392 6.490 0.695 0.000
LEADERSHIP -> ROLE-AMIBIGUTY ->
0.004 0.155 0.358 5.480 0.721 0.000
WORK-LOAD -> OS
0.028 0.019 1.968 2.469 0.050 0.014
CULTURE -> ENVIORNMENT -> WORK-
0.072 0.044 2.786 2.889 0.006 0.004
LOAD
POLICIES -> CULTURE -> ENVIORNMENT
0.020 0.009 2.673 2.268 0.008 0.024
-> WORK-LOAD
0.013 0.005 2.732 2.298 0.007 0.022
LEADERSHIP -> ROLE-AMIBIGUTY ->
0.006 0.189 0.355 5.765 0.723 0.000
WORK-LOAD
1. LEADERSHIP -> POLICIES -> CULTURE
Bootstrapping of Specific Indirect effect of difference between coefficient of two groups of

qualifications have mediating effect of policies and culture on workplace stress with
respect to the core variable leadership.
2. LEADERSHIP -> CULTURE -> ENVIORNMENT

This result shows that both respondent group of High qualification and low
qualifications have mediating effect of environment and culture on workplace stress
with respect to the core variable leadership.
3. POLICIES -> CULTURE -> ENVIORNMENT
233

qualifications have mediating effect of Environment and culture on workplace stress
with respect to the core variable Policies.
4. LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT

qualifications have mediating effect of policies, culture and environment on
workplace stress with respect to the core variable leadership.
5. LEADERSHIP -> CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS

qualifications have mediating effect of culture, Environment, workload and overall
stress on workplace stress with respect to the core variable leadership.
6. ENVIORNMENT -> WORK-LOAD -> OS

qualifications have mediating effect of Workload and overall stress on workplace
stress with respect to the core variable environment.
7. CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS
234

qualifications have mediating effect of Environment, workload and overall stress on
workplace stress with respect to the core variable Culture.
8. POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS

qualifications have mediating effect of culture, environment, workload and overall
stress on workplace stress with respect to the core variable policies.
9. LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD -> OS

qualifications have mediating effect of policies, culture, environment, workload and
overall stress on workplace stress with respect to the core variable leadership.
10. ROLE-AMIBIGUTY -> WORK-LOAD -> OS

Where, p value is 0.695 which is insignificant and t value for High qualification (6.490)
235
qualifications have mediating effect of workload and overall stress on workplace
stress with respect to the core variable role ambiguity.
11. LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-LOAD -> OS

low qualifications (0.358) are greater than 1.96 which are insignificant values.
qualifications have mediating effect of role ambiguity, workload and overall stress on
12. LEADERSHIP -> CULTURE -> ENVIORNMENT -> WORK-LOAD

qualifications have mediating effect of culture, environment and workload on
13. CULTURE -> ENVIORNMENT -> WORK-LOAD

qualifications have mediating effect of environment and workload on workplace
stress with respect to the core variable culture.
14. POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD

236
qualifications have mediating effect of culture, environment and workload on
workplace stress with respect to the core variable policies.
15. LEADERSHIP -> POLICIES -> CULTURE -> ENVIORNMENT -> WORK-LOAD

qualifications have mediating effect of policies, culture, environment and workload
on workplace stress with respect to the core variable leadership.
16. LEADERSHIP -> ROLE-AMIBIGUTY -> WORK-LOAD

low qualifications (0.355) are greater than 1.96 which are insignificant values.
qualifications have mediating effect of role ambiguity and workload on workplace
stress with respect to the core variable leadership.
5.10.9 SmartPLS – Multigroup – Total Effect – Parametric Test
237

statement.
Table: 5.34 SmartPLS – Multigroup – Total Effect – Parametric Test
Parametric Test
Corrected)
Total
Effects- t- 2.5%
p-Value 97.5%
diff Value(|HI (GRO
(HIGH vs (GROU 2.5% 97.5%
(HIGH - GH vs UP_Q
GROUP_ P_Qual (HIGH (HIGH
GROUP GROUP_ ualific
Qualifica ificatio ) )
_Qualifi Qualificat ation(2
tion(2.0)) n(2.0))
cation(2 ion(2.0)|) .0))
.0))
CULTURE ->
-0.038 0.558 0.577 0.132 0.339 0.122 0.288
ENVIORNMENT
CULTURE -> OS -0.019 0.881 0.379 0.022 0.097 0.015 0.061
CULTURE -> WORK-LOAD -0.026 0.937 0.349 0.027 0.125 0.018 0.075
ENVIORNMENT -> OS -0.052 0.881 0.379 0.146 0.302 0.083 0.247
-0.075 1.005 0.315 0.175 0.388 0.097 0.298
LOAD
LEADERSHIP -> CULTURE -0.025 0.389 0.697 0.463 0.652 0.449 0.619
LEADERSHIP ->
-0.027 0.606 0.545 0.072 0.212 0.061 0.164
ENVIORNMENT
LEADERSHIP -> OS 0.140 4.230 0.000 0.009 0.064 0.124 0.236
LEADERSHIP -> POLICIES -0.057 0.949 0.343 0.597 0.761 0.537 0.701
LEADERSHIP -> ROLE-
0.291 4.627 0.000 0.129 0.329 0.452 0.599
AMIBIGUTY
LEADERSHIP -> WORK-
0.169 4.306 0.000 0.011 0.085 0.147 0.276
LOAD
POLICIES -> CULTURE -0.089 0.972 0.331 0.139 0.434 0.089 0.309
POLICIES ->
-0.029 1.229 0.219 0.034 0.115 0.018 0.069
ENVIORNMENT
POLICIES -> OS -0.009 1.384 0.167 0.006 0.030 0.002 0.014
POLICIES -> WORK-LOAD -0.011 1.430 0.153 0.009 0.038 0.003 0.017
ROLE-AMIBIGUTY -> OS 0.280 4.914 0.000 -0.052 0.074 0.208 0.391
ROLE-AMIBIGUTY ->
0.341 5.074 0.000 -0.064 0.093 0.260 0.465
WORK-LOAD
WORK-LOAD -> OS 0.034 0.707 0.480 0.709 0.855 0.759 0.876
238
1. CULTURE -> ENVIORNMENT
p value is 0.577.
p is Insignificant.
qualifications are facing similar kind of workplace stress on culture and environment.
2 . CULTURE -> OS
p value is 0.379.
p is Insignificant.
qualifications are facing similar kind of workplace stress on culture and OS.
3 . CULTURE -> WORK-LOAD
p value is 0.349.
239
p is Insignificant.
qualifications are facing similar kind of workplace stress on culture and workload.
4 . ENVIORNMENT -> OS
p value is 0.379.
p is Insignificant.
qualifications are facing similar kind of workplace stress on environment and overall
stress.
5 . ENVIORNMENT -> WORK-LOAD
p value is 0.315.
p is Insignificant.
240
qualifications are facing similar kind of workplace stress on environment and
workload.
6 . LEADERSHIP -> CULTURE
p value is 0.697.
p is Insignificant.
qualifications are facing similar kind of workplace stress on Leadership and culture.
7 . LEADERSHIP -> ENVIORNMENT
p value is 0.545.
p is Insignificant.
qualifications are facing similar kind of workplace stress on Leadership and
environment.
8 . LEADERSHIP -> OS
241
p value is 0.000.
p is significant.
qualifications are facing similar kind of workplace stress on Leadership and overall
stress.
9 . LEADERSHIP -> POLICIES
p value is 0.343.
p is Insignificant.
to 2.5% (-0.060) the value is insignificant.
qualifications are facing similar kind of workplace stress on Leadership and policies.
10 . LEADERSHIP -> ROLE-AMIBIGUTY
p value is 0.000.
p is significant.
qualifications are not facing similar kind of workplace stress on Leadership and role
ambiguity.
242
11 . LEADERSHIP -> WORK-LOAD
p value is 0.000.
p is significant.
qualifications are not facing similar kind of workplace stress on Leadership and
workload.
12 . POLICIES -> CULTURE
p value is 0.331.
p is insignificant.
qualifications are not facing similar kind of workplace stress on Leadership and
workload.
13 . POLICIES -> ENVIORNMENT
p value is 0.219.
243
p is insignificant.
qualifications are facing similar kind of workplace stress on Policies and
environment.
14 . POLICIES -> OS
p value is 0.167.
p is insignificant.
qualifications are facing similar kind of workplace stress on Policies and overall
stress.
15 . POLICIES -> WORK-LOAD
p value is 0.153.
p is insignificant.
qualifications are facing similar kind of workplace stress on Policies and workload.
244
16 . ROLE-AMIBIGUTY -> OS
The difference between High Qualification and low qualification is -0.280
p value is 0.000.
p is significant.
qualifications are not facing similar kind of workplace stress on role ambiguity and
overall stress.
17 . ROLE-AMIBIGUTY -> WORK-LOAD
p value is 0.000.
p is significant.
qualifications are not facing similar kind of workplace stress on role ambiguity and
workload.
18 . WORK-LOAD -> OS
p value is 0.480.
p is insignificant.
2.5% (0.050) the value is insignificant.
245
qualifications are facing similar kind of workplace stress on overall stress and
workload.
5.10.10 SmartPLS – Multigroup – Total Effect – Boot Strapping
In Smart PLS, Multigroup analysis, Bootstrapping of Total effect shows difference

between coefficient of two groups of High qualification and low qualifications.
Table: 5.35 SmartPLS – Multigroup – Total Effect – Boot Strapping
Total
t-Value p-Value
Effects Total p-
(GROUP (GROU
Mean Effects t-Value Value
_Qualific P_Quali
(GROUP_ Mean (HIGH) (HIGH
ation(2.0 fication
Qualificat (HIGH) )
)) (2.0))
ion(2.0))
CULTURE -> ENVIORNMENT 0.245 0.206 4.559 4.725 0.000 0.000
CULTURE -> OS 0.056 0.036 2.869 2.950 0.004 0.003
CULTURE -> WORK-LOAD 0.072 0.044 2.786 2.889 0.006 0.004
ENVIORNMENT -> OS 0.225 0.175 5.475 4.092 0.000 0.000
ENVIORNMENT -> WORK-LOAD 0.287 0.214 5.363 3.999 0.000 0.000
LEADERSHIP -> CULTURE 0.575 0.550 12.336 12.431 0.000 0.000
LEADERSHIP -> ENVIORNMENT 0.142 0.114 3.754 4.313 0.000 0.000
LEADERSHIP -> OS 0.037 0.175 2.289 6.269 0.023 0.000
LEADERSHIP -> POLICIES 0.684 0.629 16.128 15.043 0.000 0.000
LEADERSHIP -> ROLE-
0.241 0.529 4.554 14.162 0.000 0.000
AMIBIGUTY
LEADERSHIP -> WORK-LOAD 0.047 0.213 2.224 6.606 0.027 0.000
POLICIES -> CULTURE 0.286 0.196 3.895 3.420 0.000 0.001
POLICIES -> ENVIORNMENT 0.069 0.040 3.411 3.010 0.001 0.003
POLICIES -> OS 0.016 0.007 2.712 2.276 0.007 0.023
POLICIES -> WORK-LOAD 0.020 0.009 2.673 2.268 0.008 0.024
ROLE-AMIBIGUTY -> OS 0.015 0.292 0.392 6.490 0.695 0.000
ROLE-AMIBIGUTY -> WORK-LOAD 0.019 0.356 0.392 6.931 0.695 0.000
WORK-LOAD -> OS 0.786 0.818 20.356 27.129 0.000 0.000
1. CULTURE - ENVIORNMENT
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Bootstrapping of Total effect of difference between coefficient of two groups of High

qualifications are facing similar kind of workplace stress for work Culture and
environment.
2. CULTURE - OS

Where, p value is high qualifications (0.003) low qualifications (0.004) which is significant
and t value for High qualification (2.950) and low qualifications (2.869) are greater than
1.96 which are significant values.
overall stress.
3. CULTURE - WORK-LOAD

workload.
4. ENVIORNMENT - OS

247
overall stress.
5. ENVIORNMENT - WORK-LOAD

workload.

qualifications are facing similar kind of workplace stress for leadership and work
culture.
7. LEADERSHIP - ENVIORNMENT

qualifications are facing similar kind of workplace stress for leadership and work
environment.
8. LEADERSHIP - OS

248
qualifications are facing similar kind of workplace stress for leadership and overall
stress.

qualifications are facing similar kind of workplace stress for leadership and policies.
10. LEADERSHIP - ROLE-AMIBIGUTY

qualifications are facing similar kind of workplace stress for leadership and Role
ambiguity.
11. LEADERSHIP - WORK-LOAD

qualifications are facing similar kind of workplace stress for leadership and
workload.
249

qualifications are facing similar kind of workplace stress for Policies and work
culture.
13. POLICIES - ENVIORNMENT

qualifications are facing similar kind of workplace stress for Policies and work
environment.
14. POLICIES - OS

qualifications are facing similar kind of workplace stress for Policies and overall
stress.
15. POLICIES - WORK-LOAD

250
qualifications are facing similar kind of workplace stress for Policies and workload.
16. ROLE-AMIBIGUTY - OS

Where, p value is low qualifications (0.695) which is significant and t value for High
qualification (6.490) and low qualifications (0.392) are greater than 1.96 which are
significant values.
qualifications are facing similar kind of workplace stress for Role Ambiguity and
overall stress.

Where, p value is low qualifications (0.695) which is significant and t value for High
qualification (6.931) and low qualifications (0.392) are greater than 1.96 which are
significant values.
qualifications are facing similar kind of workplace stress for Role Ambiguity and
workload.
18. WORK-LOAD - OS

qualifications are facing similar kind of workplace stress for workload and overall
stress.
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FINDINGS, CONCLUSION, RECOMMENDATION CHAPTER-6
CHAPTER – 6
FINDINGS, CONCLUSION,
RECOMMENDATION
_________________________________________________________________________
The purpose of this chapter is to report and present the findings of the study. The findings
discussed in this chapter are in the context of the research objectives established for the
study. The findings are drawn based on the statistical analysis performed in the previous
chapter of data analysis for all the eight banks taken for the study. After the careful
statistical analysis of the opinions received from the 1057employees of Bank, NBFC,
Mutual fund, Insurance and Stock broking agencies from Ahmedabad district, the research
has received some interesting facts and highlights.
_________________________________________________________________________
The primary objective of this study is to understand and analyze the factors affecting
workplace stress for senior level of employees namely Manager and above level in
financial sector like Bank, NBFC, Mutual Fund, Insurance and stock broking agencies of
Ahmedabad District .
To achieve this primary objective other secondary objectives have been defined to achieve
this primary objective which includes understanding and studying workplace stress in
senior personnel of different financial services. Study variables were identifies by literature
study and the impact of such variables on employee change readiness was measured
statistically.
6.1 FINDING FOR CROSS-TABULATION ANALYSIS

In the research study of determining factors determining workplace stress in senior
personnel of different financial services in Ahmedabad district, the researcher have
considered to study various demographic factors as individual factors which influence the
workplace stress in different financial services of Ahmedabad District. The researcher has
considered the demographic factors like age, gender, education, designation, annual
income etc. To understand the association between the demographic factors, we have done
252
independent sample t test, cross tabulations and chi-square analysis, and other related
analysis in Smart PLS and the findings are as under:
 Designation*Income*Age:
The researcher has analyzed the cross tabulation of Designation, Monthly income
and Age. Out of total respondents, Out of total 199 respondents, 115 Manager
designated respondents who are less than 40 years of age have income between Rs.
51000 to 1 lacs.
 Designation*Total Experience (in years) * Qualification
Out of total 240 respondents 151 Manager designated employees of any of bank,
NBFC, insurance, mutual fund or stock market were on this designation from less
than or equal to 7 years of their work tenure.
 Type of family*Number of persons in family * marital status
Majority of respondents were married and from joint family with 3 to 5 family
members.
6.2 FINDINGS FOR EXPLORATORY FACTOR ANALYSIS AND

CONFIRMATORY FACTOR ANALYSIS
Based on the Literature Review, variables were identified to establish the questionnaire for
workplace stress in senior personnel in financial sector in Ahmedabad District. The scale
was purified through pilot analysis and then after exploratory factor analysis was
performed to extract the factors and developed the factor structure. Factor structure was
confirmed through the confirmatory factor analysis. Total six factors were extracted.
Factor 1: First factor influencing workplace stress in financial sector is Working

Hours: Extended working hours do not give enough time to employees for
leisure time, family time, new learning or relaxation period.
Factor 2: Second factor influencing workplace stress in financial sector is Workload /
Role conflict / role ambiguity: This factor is a creates psychological stress
in employees and leads to extended working hours, duplication of work,
confusion, irritation, break in team work, trust.
Factor 3: Third factor influencing workplace stress in financial sector is Work
Environment / work culture: These items directly give negative impact on
comfort zone, employees are not able to complete allotted work due to
unavailability of item, affected on confidential information.
253
Factor 4: Fourth factor influencing workplace stress in financial sector is Policy:

frequent changes in policies affects on team management, leadership
impact, pay structure, etc.
Factor 5: Fifth factor influencing workplace stress in financial sector is Appraisal
and pay system: These items affects on employee motivation, incentives,
designations, promotion, transfers, increment.
Factor 6: Sixth factor influencing workplace stress in financial sector is Work life
balance: These factors affect to individual to manage their personal life,
emotional balance, motivation etc.
6.3 FINDINGS FOR INDEPENDENT SAMPLE T TEST
Independent two sample test is first steps in the area of the testing of Hypothesis. This test
is applied to check whether there is any significant difference between the two categorical
variables for any specific continuous variables. The research has identified gender (male,
female) as categorical variables having two categories. The purpose is to understand if
there is any significant difference between male and female with respect to overall
influence of different factors influencing on workplace stress in financial services. The
researcher wants to understand whether there is a difference between male and female
regarding overall impact of identified factors. To create overall influence, the researcher
has applied summated scales and derived combined positive or negative value of these
factors.
Male and female have different beliefs with reference to overall workplace stress. There
can be multiple factors behind this difference of both the genders. Both the genders are
motivated with different things, have different aspirations, have differences in thought
process and even there are differences found in upbringing of both the genders in the
society today. Hence the mindset might also differ for both males and females towards
workplace stress in financial sector.
In financial sector employees’ either male of female have stress at job or workplaces due to
workload, role ambiguity, Management structure, work life balance, appraisal and pay
system, organization structure, leadership has a different and independent view. To seat
after working hours and work life balance for female is difficult because of other
household responsibility but for male it can be manageable up to certain period of time. In
254
the same way role ambiguity, appraisal and pay system is affected to both male and
female. Whereas management structure organization structure and leadership has effect
and creating stress on both genders.
6.4 FINDINGS FOR ONE WAY ANOVA ANALYSIS:
The objective was to understand whether the demographic variables such as Gender, age,
qualifications, experience in field, in area, designation, tenure, income, marital status, type
of family and number of persons in family influences on workplace stress in financial
services.
Age * workplace stress
Impact of workload is more affected on the age group of less than 40 years compare to age
group of 41 to 50 and above. These age groups of employees are on senior level but they
are loaded by the top management for execution of work. Simultaneously, at this age group
of employees have more responsibility at home and in society which make them loaded
psychologically even after working hours.
Impact of Management Structure is more affected to 41-50 yrs of age group. Majority if
this age group of employees are on top position and the changes in Management structure
creating effect on their tuning and comfortability with management and affected to their
role in the organization.
Impact of leadership is more affected to less than 40 years of age group because they are
on senior level and leaders of their respective role but in hierarchy they are team of top
management. That’s why the effect of any leadership whether it is Autocratic or
Democratic it affects directly on this age group of employees.
Impact of overall stress less than 40 years of age group. Because these age groups of
employees are leaders to achieve the targets of organization given by top management and
they are loaded with jobs and responsible for work of their team members too.
Impact of work environment has more effect on less than 40 yrs of age group of
employees. Management and organization structure, leadership style is directly affected to
job role and finally affected to achieve targets. These parameters make this age group of
employees more stress to get the work done from their team members by motivating,
255
resolving their queries, with inequality of pay system among team members, and other
factors.
Finding from Total experience * workplace stress

Employees with 7 to 12 yrs of experience of financial sector having workplace stress due
to Workload, role ambiguity and management structure. These levels of employees are on
senior position but under the supervision of top management. These levels of employees
have responsibility of team management and targets due to this they have heavy load of
work. Sometimes due to management changes or structural changes their roles and profiles
have ambiguity. Which is creating big tension for management of team, handling of
manpower, heavy target and related incentive scheme etc.
Employees with more than 12 yrs of experience of financial sector having workplace stress
due to Leadership and work environment. Employees with more than 12 years of
experience are on top position and on leading role where they need to management entire
group of teams. Their role will be very important for organization because under their
leadership, performance of team member will be defined. The primary qualities of this
level of employees are responsibility of planning; organizing execution, support,
motivation query resolution etc. that’s why their role will be very crucial and it may create
tension or stress. Sometimes they feel more stress ful because of work environment. It
organization have not provided separate sitting arrangement then they may face problem of
confidentiality.
Employees with less than 7 yrs of experience of financial sector having workplace stress
due to Role ambiguity and work life balance. Employees at this level they are on that stage
where their official work load increased, target increased, team management started to
understand management and its system etc increases tension and due to this they are giving
enough and valuable time to family and finally, they get pressure from family too. Finally
this level of employees’ felt stress on the both the side.
1) Findings for Designation * workplace stress

Employees with Manager Designation are just promoted or recruited at this level. Due to
seniority and job profile their work load is increases, responsibilities are increases with
different culture. Their working style at middle level was different than to current level.
Loads of job creates disturbances in family, less time to leisure activities, less time
256
allotment to family finally it creates disturbances in work life balance and finally they feel
overall stress
Role ambiguity refers to the uncertainty, on the part of employees, about key requirements
of their jobs, and about how they are expected to behave in those jobs manager to VP
2) Findings for Income * workplace stress

Respondent employees from financial services with less than Rs. 50,000 monthly income
They are team members of top management and they have responsibility to achieve targets
and complete the goals, unsuitable or disturbed work environment creates low satisfaction,
absenteeism, low involvement, low expectancies and task characteristics with a low
motivating potential and tension, which all affect the productivity and efficiency at the
organization and all these affects on their family life too.
6.5 FINDINGS FROM CONSTRUCT RELIABILITY AND

VALIDITY
 Culture:
Reliability table indicates the value of Cronbach’s alpha for Culture is 0.974
considered desirable. It means researcher does not violate the assumption of
reliability. Rho A of culture is 0.975 which is less than 1. Composite Reliability of
culture is 0.974 which is more than 0.70 and AVE is 0.881 these data shows
validity is adequate.
 Environment:
 Leadership:
257

 OS:
 Policies:
 Role Ambiguity:
 Work Load:
258
6.6 FINDINGS FROM DISCRIMINANT VALIDITY
The researcher was successful to categorize the respondents into two groups with higher
and lower level of workplace stress.
 There is significant difference between the means for employees having lower level
of workplace stress and employees having higher level of workplace stress proving
significant variation regarding Discriminant score with regard to Work
Environment of financial services sector.
significant variation regarding Discriminant score with regard to Leadership of
financial services sector.
significant variation regarding Discriminant score with regard to Overall stress of
significant variation regarding Discriminant score with regard to Role ambiguity of
significant variation regarding Discriminant score with regard to workload of
6.7 FINDINGS FROM HETEROTRAIT-MONOTRAIT (HTMT)

In above all the value derived from Heterotrait-Monotrait Ratio (HTMT) for culture,
environment, leadership, OS, policies, role ambiguity and workload are less than 0.85 that
shows that researcher has not violated assumption of multicollinearity.
 Variance Inflation Factor (VIF)
To ensure the model is properly specified and functioning correctly, there are tests that can
be run for multicollinearity. Variance inflation factor measures how much the behavior
259
(variance) of an independent variable is influenced, or inflated, by its

interaction/correlation with the other independent variables.
6.8 CONCLUSIONS AND RECOMMENDATIONS

The results so derived from the study indicates that various independent variable like
workload, work culture, environment, leadership, working hours, appraisal and pay system
, policies, role ambiguity have significant impact on the workplace stress in financial
sector. The results so derived in the study have helped the researchers to understand the
real impact of individual factors on the dependent variable. The Role of Workload is been
the initiator of the new dimension to the field, which has shown considerable increase in
the workplace stress but on the other hand the role ambiguity, is also being increased. The
Increase in workplace stress due to work environment has created positive impact on
increase in work culture, which has significantly contributed to the increase of workplace
stress in financial services. Policies and leadership are seen in increase of workplace stress
in financial sector.
As our economy is dominated by the financial service sectors has been one of the leading
contributing industry and hence workplace stress is akey instrument for the banking
players and other NBFC, insurance , mutual fund and stock broking agencies to design
change management strategies.This indicates the importance of the workplace stress as an
importantconstruct for these services. So this study has the following implication for
banks:
 It is very much essential for the service providers in the financial institutions to
understand the factors influencing of workplace stress. This thesis reveals the fact
that, workload, role ambiguity, work environment, work culture, policies, and
leadership are the key contributor in boosting workplace stress.So it is
recommended to the financial institute to design comprehensive communication
and training program for employees in dealing with the stress. Also management
needs to be supportive in term of resources and infrastructure required to deal with
changes taking place in their organization. With the use of empirical model of
workplace Stress developed in the thesis, financial service sector will be able to
identify which factors of workplace stress best suitable to them.
 Role ambiguity has also emerged as other important factors in influencing
Workplace stress. So, it is strongly recommended to the financial institutes to pay
260
more attention in clearly defining roles of their employees. They need to define
their authorities and responsibilities clearly. Thus focusing on these factors, bank
will be able to create its unique position in the mind of their employees.
 Studying the factors of workplace stress will help the senior personnel to better
understand how employees have perceived about the planned changes within their
organization and how work culture, work environment policies and leadership will
impact employees’ stress level. Thus such institutes can formulate the strategy
accordingly and make necessary changes in the respective areas for their
employees. This factor structure of workplace stress is valid for the public &
private sector banks of India.
 Demographics analysis has presented comprehensive picture of the employee
profile and its impact on factors influencing workplace stress. This will help the
bank, NBFC, insurance, mutual fund and stock broking agencies to focus more on
certain segment of the employees and design their performance appraisal, retention
and other policies accordingly.
6.9 LIMITATION OF THE STUDY
Even though the research work has made several contributions to the body of knowledge
from the perceptive of theoretical framework and practitioners, there are certain key
limitations which need to be addressed. The following discussion intends to highlight the
limitations along with suggested strategies to overcome the same:
 The first limitation relates to the dimensions contained within the hypothesized
model. Even though the proposed model and the constructs include the dimensions
that are the centered to the purpose of the study, there are number of other
possibilities of dimensions that can influence workplace stress. Also the focus of
the study was to understand the influencers that affect the workplace stress, thus the
other aspects of workplace stress are not studied here.
 Financial sector was chosen for the purpose of the study in Ahmedabad District.
The study has focused on the employees of senior level i.e. Manager and above
designation of Ahmedabad District and they were from Banks, NBFC, Insurance,
Mutual fund and Stock broking agencies and this restricts the generalization of the
findings of study beyond the boundaries of Ahmedabad District and other
categories of financial institutions of India.
261
 An empirical model of the workplace stress developed in the thesis contains the
factors pertaining to the financial sector taken for the purpose of the study. There
may be several other factors of workplace stress that may have impact on
employees of senior level i.e. Manager and above designation and hence this lead
to another limitation of the study.
 Respondents‘ error may subsist in the study (Malhotra & Das, 2005). Respondents‘
may not be able to fill out the entire questionnaire due to certain reasons and biased
in certain cases.
 The respondents‘ perceptions may differ from time to time, thus the dynamics of
employee‘s perception and beliefs cannot be captured through a cross sectional
study. Though the research includes extensive literature work and clearly defined
hypothesized relationships, to justify the shortfall, a longitudinal study would be
desirable. Even though, this was not possible due to cost and time reasons for this
research work.
6.10 SCOPE FOR FURTHER WORK
Considering the limitations and with the objective of outlining an extensionof research
directions, the research work highlights certain future research:
 Ahmedabad District was taken for the study. The Workplace stress model build
with the factors in the thesis can be used to study workplace stress in the other
financial institutions of Gujarat or any part of India.
 As generalization was one of the limitations of the study, therefore the similar
study can be imitated in other geographic area of the country at a larger scale. The
future studies could replicate the proposed model and conduct further research to
study the construct in a wider geographical location or with different contexts
 The study has focused on the workplace stress in Banks, NBFCs, Insurance, mutual
fund and stock broking agencies. Future research may be conducted in the different
types of the changes within same financial service sectors and with different topics.
Only Banks, NBFCs, Insurance companies, Mutual funds, stock broking agencies were
taken for the purpose of study. The workplace stress model can also be examined in other
sectors of financial institutes or examine only on one institute.
262
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AN EMPIRICAL STUDY TO DETERMINE FACTORS

AT WORKPLACE STRESS IN FINANCIAL SECTOR

A Thesis submitted to Gujarat Technological University

GUJARAT TECHNOLOGICAL UNIVERSITY

Stress has nowadays become a worldwide crisis, which is affecting the

Pressure at the workplace is unavoidable due to the demands of the

Major causes of workplace stress includes job content (monotony, under-

The major factor affecting workplace stress includes career development,

A Confirmatory factor analysis helps to validity assessment of various

I am thankful to all faculty members of SAL Institute of Management and

My whole hearted and deepest thanks go to my Husband Mr. Ajay Dhal,

5.9 SMART PLS – BOOTSTRAPPING - - HYPOTHESIS 135

Chapter 1: The first chapter provides insights of the research topic,

Chapter 3: The third chapter provides insights of the various research

1 BIRD’S EYE VIEW

1.1.1 MEANING OF STRESS:

1.1.2. MEANING OF WORKPLACE STRESS:

1.1.3 HISTORICAL ORIGINS OF STRESS

1.1.4 EVOLUTION OF WORKPLACE STRESS

In Hans Selye’s theory, General Adaptation Syndrome had three stages.

1.1.5 CURRENT PERSPECTIVE OF STRESS – GLOBAL AND

Work-related stress is a growing concern for employees and employers in

In (Eurofound, Portugal: EWCO comparative analytical report on Work-related

I. UNITED STATES OF AMERICA

1.2. BACKGROUND OF FINANCIAL SERVICES

 ROLES AND RESPONSIBILITY OF SENIOR PERSONNEL IN

 Factor Influencing Workplace stress in Banking Sector:

 FACTOR INFLUENCING WORKPLACE STRESS IN

 HIERARCHY IN STOCK BROCKING AGENCIES

 FACTOR INFLUENCING WORKPLACE STRESS IN STOCK

 HIERARCHY IN MUTUAL FUND

(Kirkcaldy, 2000) The environmental factors are included of organizational climate as

1. What are the basic mechanisms of financial Services?

1.4 PROBLEM STATEMENT

1.5 SIGNIFICANCE OF THE STUDY

2.1.1 BACKGROUND OF FINANCIAL SERVICES

 Financial Service – Europe, Asian countries, India

2.1.2 GLOBAL SCENARIO OF STRESS

2.2 FACTORS INFLUENCING STRESS IN FINANCIAL SERVICES

2.2.1 WORKING HOURS

2.2.2 WORK LOAD, ROLE CONFLICT, ROLE AMBIGUITY

2.2.3 WORK ENVIRONMENT

(Emin Kahya, 2007) Poor workplace conditions (physical efforts, environmental

2.2.4 WORK CULTURE

Rapidly changing global scene is increasing the pressure of workforce to perform

2.2.7 WORK LIFE BALANCE

(A. Anbazhagan, L. J. Soundar Rajan, A. Ravichandran, May, 2013) Work Stress Of

2.2.8 APPRAISAL AND PAY SYSTEM

(SaqibUsman, M. Tahir Akbar, Dr. MuhammedRamzan, Sept-Oct, 2013) Effect of

2.2.9 IMPACT OF WORKPLACE STRESS

(Colligns Thomas W., 2005) Psychological impact of workplace stress includes

2.2.10 STRESS MANAGEMENT

2.3 LITERATURE REVIEW SUMMARY

British Work Study aims to

Capital markets are well

Physical Demand of the Job

The impact of job

The military is responsible

The organisation is therefore

National Due to the

1. Stress has become an

the real estate employees

The Effect of long working hours

some of the employers have