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Chapter One

1.1 Introduction:

Employees are the back bone and valuable assets for any organization. Organization will focus

on the performance of the employees and the factors which will directly and indirectly affect the

performance of the employees. An important factor which affects the performance of an

employee at work is perception of organizational politics. Politics is a common phenomenon of

almost every organization (Vigoda and Cohen, 2002a). It is unlikely to have a politics free

organization because organizations are social entities where employees make efforts individually

and in groups for valued resources, struggle for power, involve in conflicts and execute different

influential tactics to get the benefits and serve their self interests (Molm, 1997). Therefore,

organizational politics is the severe problem which is being faced by the human resource

management now a day in both public and private sectors. Perception of organizational politics

directly affects the study of employees and causes a high level of job stress.

Stress is something ordinary, unavoidable fact in anyone life, caused by many factors either at

work, or with the family at home, or at the external environment (Jarinto, 2011). According to

Wilton (2011) it affects both the human resources and the management at the same time. Job

stress is a new old concept, introduced first by Selye at the beginning of the twenty century and

recently became one of the most important contemporary issues in applied research, the factors

that lead to stress, its' consequences and the necessary strategies to deal with distress outcomes.

It is existed in the life of every individual, within the family relations, at work and in any career,

in any organization, all over the world (Akif Lutfi, AL-Balqa, 2013). There is considerable

evidence that most managers and employees report feeling work related stress (Cavanaugh,

Wendy, Boswell, Mark, Roehling, Boudreau, 2000) and resent environment is making things

worse. Stress is still one of the most important and serious problems facing the field of

organizational behavior. Employees are always under competitive pressure. Due to increasing

workload, job insecurity, deadline, long working hour and pressure from management,

employees of Bangladesh perceived high job stress. As a result, there is much concern that stress

level are on the rise, which leads to negative organizational outcomes. Employees become

distress mentally and physiologically due to high work related stress.

This study is focused on investigating the perception of organizational politics and job stress

which is under-explored especially in the context of Bangladesh. Nevertheless, this study will be

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an important contribution to literature. The knowledge gained from this research would help

managers to know, anticipate and deal with employees who are stressed encountered in

organizations, in a better way.

Employee drowned in organizational stressed have been linked to a variety of negative outcomes

in organizations including low levels of OCB, task performance, organizational commitment and

job satisfaction (Cropanzano et al., 1997). Yet, researchers‟ knowledge of antecedents and

outcomes remains incomplete (Kacmar et al., 1999). Researchers in behavioral psychology have

shown that stress can be good or be a threat depending on the level of stress perceived by the

individual. Previous studies suggest that organizational politics may function as a potential work

stressor for employees that may lead to job stress. Workplace politics is not a passing event but a

continuous activity that encompasses and operates in the organizational sphere, therefore, its

impact on employees accumulates over time. Gilmore et al. (1996) proposed organizational

politics as one source of stress at the workplace with the potential for dysfunctional outcomes at

both the individual and the organizational level.

1.2 Objectives of This Study:

1. To finding the employees organizational behavior: Involved in politics or drowned in

stress.

2. To know the recent employees situation of corporate level in contrast Bangladesh.

3. To investigate perceive difference of stress stressors in Bangladesh.

4. To identify the most important factors that lead to stress for employees in Bangladesh.

5. To create a win-win situation in the corporate world.

1.3 Methodology:

Since it is a causal study, therefore, only primary have been used. Primary data is collected

through structured self administered questionnaires (Appendix-A). Questionnaires were

circulated among 38 employees of different ranks belonging to different organizations

Bangladesh. Data has been collected in a period of a half month. The statistical program Origin

lab has been used for the data analyses and presentation.

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Figure 1.1: Flow Chart of Finding the Employees Behavior towards Politics or Stresses.

For Politics: Each statement one need check "mostly agree" is worth one (1) point toward political orientation

score.

If score 16 or over, it suggests that have a strong inclination toward playing politics. A high

score of this nature would also suggest that have strong need for power.

Scores of 5 or less would suggest that are not inclined toward political maneuvering and that are

not strong power driven.

For Stress Management: It is recognized that working conditions affect worker well-being. Ones responses to the

questions below will help us determine our working conditions now, and enable us to monitor

future improvements. In order for us to compare the current situation with past or future

situations.

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1.4 Activity Schedule:

Activities Time Line

7st August

To

11thAugust

12h August

To

13th August

14st August

To

15th August

15st August

To

16th August

17thAugust

To

20thAugust

20thAugust

Preliminary Phase

Review of Literature,

Conduct Pilot Survey,

Construct Research Question,

Identify Variables,

Analysis Phase

Collection Of Questions, Pre-

test of questionnaire,

Collection of Data, Analysis

of data, Interpretation of

Findings

Paper Preparation Phase

Prepare Draft Paper, Review

Paper

Paper Submission Phase

Prepare Final Paper, Submit

Paper, Confront Defense

Table 1.2: Gantt Chart of Research Work.

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Chapter Two

Theoretical Background

Organizational behavior is the study of actions that affect performance in the workplace. The

goal of OB is to explain and predict actions and how they will affect performance. An important

part of OB is creating a win-win situation. A win-win situation occurs when the organization and

the employees get what they want. The politics is implemented on employees to pick the highest

outcomes from them. That also brings the stress on the employees for that the organizations also

considers the stress and try to manage it.

2.1 Organizational Politics

There is not an organization on earth (or space for that matter) that does not have to deal with

politics. The degree of organizational politics varies from one organization to another, but the

reality is, all organizations have some sort of an internal political struggle that can rip it apart.

Dealing with this struggle takes a keen awareness of the landscape, players and rules in which

the political game is played. Don‟t dilute yourself in thinking that the organization has no

politics. The reality of any organization with more than one person is that politics is the lubricant

that oils the organizations internal gears. Apply the proper lubrication and things will work fine.

Forget to lubricate it and the organization will grind to a halt.

2.1.1 The Political Landscape

The organization‟s political landscape starts from the top. Whomever leads the organization will

not only form the landscape, but also influence the rules (more on that later). The political

landscape is the formal hierarchy, informal hierarchy and alternative hierarchies that link the

political players together.

Formal Hierarchy

In most organizations, this is the organizational chart that defines the reporting structure and who

works for whom. It‟s the first indication of how the organization is set up politically and can

reveal a lot about how the landscape is initially formed. Consider some of these ideas when

looking at the organizations reporting structure.

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Flat Reporting: Flat reporting structures come about because the people at the top want

visibility into every aspect of the organization. Flat works when you are small but as an

organization grows, flat starts to strain and produces other hierarchies.

Lots of Executives: An organization with lots of executives usually means that there is a

lot of politics because executives want more influence and they now have to fight among

other executives for a smaller number of resources.

Functional: A functional hierarchy groups like resources (legal, HR, etc.) under one boss.

These resources are then farmed out to various groups or divisions (if they exist) to get

tasks done. In general, functional groups don‟t really have a revenue stream so they are

constantly validating their existence and this creates a natural political atmosphere.

Divisional: Most companies use the divisional approach since it allows for more accurate

reporting of performance and allows people to focus on specific products and markets. The

politics of a divisional hierarchy tend to center around budgets and interactions with the

functional groups. Even a divisional hierarchy needs some functional groups for support.

Matrix: A matrix takes the functional approach and the divisional approach and crosses

them. Resources are common and assigned to projects that divisions wants done. This

structure is ripe with political struggle because there are various reporting structures,

resources don‟t work on one thing and politicking is driven by the constant fight between

matrix mangers and divisional managers.

As you can see, there are several different organizational hierarchies and each has it‟s own

unique political challenges. Most organizations tend to be a hybrid and that adds an even more

interesting dynamic to the political landscape.

Informal Hierarchy

All organizations have an informal hierarchy that runs parallel to the formal one. This informal

hierarchy is built at all levels and comes about by people working together. By working together,

people within the organization know the go to people for critical items. These people can are the

organizational gatekeepers that yield some political power by the nature of their position or

reputation. It‟s pretty clear who these people are because they may control an executive

schedule, are critical to a legacy system or know all the office gossip.

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Alternative Hierarchy

This is akin to the informal hierarchy but more formal in the sense that it‟s usually associated

with the matrix type organizations where there is a lot “dotted line” reporting. Dotted line

reporting is when you have more than one boss. The dotted line implies you are responsible for

some aspects of someone else‟s project but they don‟t write the review. This alternative

hierarchy can be a powerful political lever. It usually taps into a different part of the organization

and the dotted line boss can sometimes be a valuable ally when the interests are aligned.

Information Links the Landscape

Within this political landscape, the main linkage between everything is the access to and the flow

of information. Information is a precious commodity. The worth of this commodity naturally

rises and falls as the political landscape shifts up and down all of these hierarchies. Realize that

you are a player in this landscape. Where you fit in and what power or influence the position and

linkages have will be just as important as the ability to use that influence.

2.1.2 The Political Players

Each player in the organization has a role in the politics that grease the wheels of getting things

done. No one can escape politics and that‟s why it‟s vital to determine who the players are and

what power they wield. Any organization, whether it‟s all volunteer or a corporation, will have

several of the following political players:

The boss: is the person that‟s in charge of the organization. Usually, they make the

ultimate decision and are who people are trying to gain favor with.

2nd in command: is being groomed for the bosses job and has a tremendous amount of

political clout with the boss.

The yes man: pretty much always agrees with the boss, even if it‟s the wrong thing to do.

Yes men get to their position by catering to what every boss deep down wants — to always

be right.

The curmudgeon: is always looking at the downside of everything. Nothing is ever good

enough or “like we used to do it.” The curmudgeon has political power but it‟s usually

narrowly focused.

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The vortex: always creates drama and wants to suck everyone to their side, even if it‟s

down the path to disaster. Their typical MO is to say they just want to be helpful and make

sure every option is explored but what they really want to do is slow things way down and

push their own agenda.

The empire builder: loves the political power of having lots of people. They use this

power to grab even more power and will not stop until they are the boss.

The peacemaker: wants everyone to get along and work together in harmony. Usually,

they have a ton of political power because they are perceived as having the best interest of

the company in mind.

The brain: knows everything and is purely data driven. Politicians usually avoid the brain

because the entire company knows how smart they are.

The rubber chicken: is hard to pin down and always has a “what if”. They are rubber

chickens because they squeak a lot but don‟t really say much.

The parrot: will steal someone else‟s idea as their own. They also tend to have no real

opinion other than the “right” opinion of the day and will parrot that all around the

company.

One thing to remember is that people can and do change their roll, depending on the situation.

It‟s not uncommon for a yes man to be the boss in certain circumstances or even the curmudgeon

being the brain or even a peacemaker. The dynamics of the situation should always dictate a

reexamination of the players and how they fit into the landscape.

The essential item to remember is that people will fall into several different modes, depending on

their attitudes and political prowess

2.1.3 The Rules

Organizational politics does have rules and the sooner you figure them out, the better. These

rules are what the players have agreed to as the framework of how the organization will deal

with political conflict. Now, rules can also change and are sometimes situational when it comes

to what hierarchy you are dealing with. There are really no true set of general rules but the list

below gives some of the basic ones that most organizations will adhere too. Obviously, the

organization will differ but once you understand some of the basic rules, then it should be pretty

easy to figure out the rest.

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Strict chain of command: chain of command rules mean that any issues or decision must

follow the proper channels. There is no going over a mangers head to talk directly to his

boss. This rule is generally in organizations with a lot of hierarchy. Lots of hierarchy

breeds paranoia in that if someone is out of the loop, they are probably irrelevant.

Shoots the messenger: if the bearer of bad news is frowned upon or looked upon

negatively, then you clearly don‟t want to give bad news. Even if it‟s the truth, you really

need to learn how to tell the whole truth in a positive way and not get shot in the process.

Favoritism trumps performance: this rule is usually in place when there is an

organization with a lot of yes men that the boss likes. In this situation, the most favorite

people will have a ton of influence and any political maneuvering has to go through them.

Paranoid android: In some political realms, there is a paranoia baked into the

environment. Everyone feels this sense that “people are out to get you.” When this type of

environment is in play, the rules dictate that you cover theself from attacks by hyper

communicating what‟s going on.

Kingpins: An environment with kingpins says that every decision has to go through a

specific set of people. Kingpins usually control groups or divisions and their influence is

far reaching. In some cases, the other rules don‟t apply to kingpins and that means you

need to craft the positions directly to them.

Data driven: When an environment is data driven, the political posturing is somewhat

reduced. Politics never really go away but it‟s more controlled when the environment trusts

the data over favoritism.

Decision by committee: When the rules of the game include committees, it takes longer to

get stuff done. Committees have their place and when decisions or directions are made

strictly by committee, you need to be vigilant in making sure every committee member

understands the issues and has all the data.

Straight from the gut: If you political environment relies on quick decisions and gut

reactions, then you will need to be prepared for a rapid change in direction at a moments

notice. Influencing the gut reaction environment requires having a solid grasp of the facts

and the ability to think quickly.

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Analysis paralysis: Some organizations deliberately ask for so much analysis that they

never make a decision. This rule can frustrate a person of action. To combat this, you need

to do the analysis up front and have a really compelling story or you will be asked to do

even more analysis.

Some of the items above are not really rules, but rather behaviors. These behaviors are important

to watch out for because they do frame how the political game is played and will guide you in

the political strategies.

2.1.4 Methods to Deal with Organizational Politics

Organizational politics is a full contact sport. It must be played with diligence and a full

understanding of the landscape, players and rules. Like any good sports team, preparation before

the game makes the game much easier to play and gives you a better chance of winning. Below

are a few essential skills that will help you play the game better:

Be data driven: Usually, data trumps any sort of political agenda. When you are data

driven, you rely on the facts and that is the best method to diffuse any sort of political

positioning.

Foster alliances: You need to build up alliances well in advance of any political conflict.

Alliances are a great way to help each other ensure that nothing gets past the collective

political radar.

Admit when you are wrong: The power of admitting when you are wrong is seldom

understood. When used correctly, it diffuses a politically charged situation within an

instant. The trick is to use it sparingly since if you are wrong too often, people will start to

question the competence.

Understand the question behind the question: In a politically charged environment, the

line of questioning will always lead to some sort of political peak. Knowing where the

questions are leading will allow you to anticipate this and adjust accordingly.

Tell the truth: This may seem obvious, but most people will skirt the truth because it may

make them look bad. Don‟t worry so much about looking bad that, but rather, make sure

you have the facts straight and that you are striving to seek the truth about the situation.

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Use email sparingly: Email can be a curse in a political environment since it‟s a record of

half-baked ideas and half-truths. Use email sparingly and only when you have the facts

straight.

Always look out for the best interest of the company: This is probably the single best

thing you can do when in a politically charged company. No one can debate you motivation

when it‟s in the best interest of the company.

Foster relationships: Personal insights into the coworkers can help you navigate the

political landscape by giving your content into their personality. This is useful when the

arguments get heated.

Stand up for the self: When you right, let everyone know it. Don‟t cower when someone

attacks you. Rather, state the facts and be proud of how you handled the situation.

Help others: By helping others, you earn their trust and respect. You also earn their

gratitude that will come in handy when you need help.

Try and find common ground: Common ground is where everyone in the situation can

agree. In almost every situation, there is some common point where all parties will agree.

Finding that will allow you to accomplish a critical political move — having the parties

actually agree on something.

Agree to disagree: Sometimes a situation will descend into such chaos that the only

solution is to agree to disagree. This should be the last alternative, but it‟s a powerful tool

when you are deadlocked.

Be the peacemaker: It‟s best that you get the reputation of someone who finds solutions to

tricky problems. Being the peacemaker is one way to achieve that. Peacemakers are looked

at favorably because they transcend the politics and focus on making progress.

Know When to Say “I don’t know”: It‟s much better to say I don‟t know than to try and

make up an answer on the fly. Saying I don‟t know takes courage, but when used correctly,

those three simple words can diffuse a volatile situation for another day. Just be careful not

to use it too much.

Constantly adjust the approach: As the saying goes, one size does not fit all. You need to

read the situation you are in and select the best approach to achieve the objectives. Doing

this will allow you to be much more successful than if you just do the same thing over and

over again.

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One thing that stands out from the list above is the amount of effort it takes to interact in a

politically charged organization. Don‟t fret if you feel overwhelmed. Most people do get

overwhelmed when they first jump into a political environment. The thing to remember is to ease

into it, if possible and really understand the landscape before you start playing the game.

2.1.5 One Final Thought

The most important thing about organizational politics is to be prepared. Don‟t wing it or assume

that you have alliances when you spent no time beforehand doing research or building them. The

worst things you can do is come into a political situation and not have all the facts, know the

landscape, understand the players and the rules. That‟s a sure way to lose the game before you

even started to play it.

2.2 Stress:

Stress may be defined as "a state of psychological and / or physiological imbalance resulting

from the disparity between situational demand and the individual's ability and / or motivation to

meet those demands."

Stress is the body's reaction to a change that requires a physical, mental or emotional adjustment

or response. It can be caused by both good and bad experiences. When people feel stressed by

something going on around them, their bodies react by releasing chemicals into the blood. These

chemicals give people more energy and strength, which can be a good thing if their stress is

caused by physical danger. But this can also be a bad thing, if their stress is in response to

something emotional and there is no outlet for this extra energy and strength.

Stress can be positive or negative. Stress can be positive when the situation offers an opportunity

for a person to gain something. It acts as a motivator for peak performance. Stress can be

negative when a person faces social, physical, organizational and emotional problems. Stress can

cause headaches, eating disorder, allergies, insomnia, backaches, frequent cold and fatigue to

diseases such as hypertension, asthma, diabetes, heart ailments and even cancer.

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2.2.1 What stress is not?

The word stress has been used so loosely, and so many confusing definitions of it have been

formulated, it is useful to state what does not constitute stress. Each of the following does not

amount to stress:

Stress is not nervous tension:

People exhibiting these behaviors may not under stress.

Stress is not the nonspecific result of damage on:

Normal and even pleasant activities can produce considerable stress without causing

conspicuous damage.

Stress is not that which causes an alarm reaction:

The stressor does that, not stress itself.

Stress itself is not a nonspecific reaction:

The pattern of the stress reaction is very specific. It affects certain organs in a highly

selective manner.

Stress is not a reaction to a specific thing:

The stress response can be produced by virtually any agent

Stress is not necessarily undesirable:

It all depends on how you take it. The stress of failure, humiliation, is detrimental; but that

of exhilarating, creative, successful work is beneficial. The stress reaction, like energy

consumption, may have good or bad effects.

Stress cannot and should not be avoided:

Everybody is always under some degree of stress. The statement "He is under stress" is just

as meaningless as "He is running a temperature.” What we actually refer to by means of such

phrases is an excess of stress or of body temperature.

If we consider these points, we may easily be led to conclude that stress cannot be defined, and

that perhaps the concept itself is just not sufficiently clear to serve as the object of scientific

study. Nevertheless, stress has a very clear, tangible form. Countless people have actually

suffered or benefited from it. Stress is very real and concrete indeed, and is manifested in

precisely measurable changes within the body.

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2.2.2. Hans Selye's Model of Stress

Stressors like heat, pain, toxins, viruses, cause the body to respond with a fight-or-flight

response.

Stress consists of physiological reactions that occur in three stages:

Alarm Phase Upon encountering a stressor, the body reacts with “fight-or-flight” response

and sympathetic nervous system is activated.

Hormones such as cortisol and adrenaline released into the bloodstream to

meet the threat or danger.

The body‟s resources now mobilized.

Resistance

Phase

The Parasympathetic nervous system returns many physiological functions to

normal levels while body focuses resources against the stressor.

Blood glucose levels remain high, cortisol and adrenaline continue to

circulate at elevated levels, but outward appearance of organism seems

normal.

Increase HR, BP, breathing

The Body remains on red alert.

Exhaustion

Phase

If stressor continues beyond body‟s capacity, organism exhausts resources

and becomes susceptible to disease and death.

2.2.3 Levels of Stress

Stress can be both positive and negative. It is our response to stress—how we manage stress—

that makes a difference in terms of how it affects us.

Eustress

Stress resulting from pleasant events or conditions is called eustress. Eustress can be defined as

a pleasant or curative stress. We can't always avoid stress, in fact, sometimes we don't want to.

Often, it is controlled stress that gives us our competitive edge in performance related activities

like athletics, giving a speech, or acting.

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Distress

Stress resulting from unpleasant events or conditions is called distress.

Bad stress

If a stimulus we react to is negative, we are actually feeling “distress” though we label it

as stress. e. g. Death of a close friend.

Acute stress

Acute stress is usually for a short time and may be due to work pressure, meeting

deadlines pressure or minor accident, over exertion, increased physical activity, searching

something but you misplaced it, or similar things.

Chronic stress

Chronic stress is a prolonged stress that exists for weeks, months, or even years. This

stress is due to poverty, broken or stressed families and marriages, chronic illness and successive

failures in life. People suffering from this type of stress get used to it and may even not realize

that they are under chronic stress. It is very harmful to their health.

Both distress and eustress elicit the same physiological responses in the body. While stress may

not always be negative, our responses to it can be problematic or unhealthy. Both positive and

negative stressful situations place extra demands on the body—your body reacts to an

unexpected change or a highly emotional experience, regardless of whether this change is good

or bad. If the duration of stress is relatively short, the overall effect is minimal and your body

will rest, renew itself, and return to normal.

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Figure 2.1: Performance With Stress Level

2.2.4. Work Stress Model

Figure 2.2: A Typical Model Of Occupational Stress.

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2.2.5 Potential Stressors

Factors that cause stress are called "Stressors." The following are the sources or causes of an

organisational and non-organisational stress.

INDIVIDUAL LEVEL STRESSORS:

1) Career Changes: When a person suddenly switches over a new job, he is under stress to

shoulder new responsibilities properly. Under promotion, over promotion, demotion and

transfers can also cause stress.

2) Career Concern: If an employee feels that he is very much behind in corporate ladder, then

he may experience stress and if he feels that there are no opportunities for self-growth he

may experience stress. Hence unfulfilled career expectations are a major source of stress.

3) Role Ambiguity: It occurs when the person does not known what he is supposed to do on the

job. His tasks and responsibilities are not clear. The employee is not sure what he is expected

to do. This creates confusion in the minds of the worker and results in stress.

4) Role Conflict: It takes place when different people have different expectations from a person

performing a particular role. It can also occur if the job is not as per the expectation or when

a job demands a certain type of behaviour that is against the person's moral values.

5) Role Overload: Stress may occur to those individuals who work in different shifts.

Employees may be expected to work in day shift for some days and then in the night shift.

This may create problems in adjusting to the shift timings, and it can affect not only personal

life but also family life of the employee.

6) Frustration: Frustration is another cause of stress. Frustration arises when goal directed

behaviour is blocked. Management should attempt to remove barriers and help the employees

to reach their goals.

7) Life Changes: Life changes can bring stress to a person. Life changes can be slow or sudden.

Slow life changes include getting older and sudden life changes include death or accident of

a loved one. Sudden life changes are highly stressful and very difficult to cope.

8) Personality: People are broadly classified as 'Type A' and 'Type B'.

Feels guilty while relaxing.

Gets irritated by minor mistakes of self and others.

Feels impatient and dislikes waiting.

Does several things at one time.

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While the 'Type B' people are exactly opposite and hence are less affected by stress due to above

mentioned factors.

GROUP LEVEL STRESSORS:

1) Managerial Behaviour : Some managers creates stress for employees by

Exhibiting inconsistent behaviour

Failing to provide necessary support

Providing inadequate direction

Showing lack of concern and

Creating high productivity environment.

2) Lack of Group Cohesiveness: Every group is characterised by its cohesiveness although

they differ widely in degree of cohesiveness. Individuals experience stress when there is no

unity among the members of work group. There is mistrust, jealously, frequent quarrels, etc.,

in groups and this lead to stress to employees.

3) Lack of Participation in Decision Making: Many experienced employees feel that

management should consult them on matters affecting their jobs. In reality, the superiors

hardly consult the concerned employees before taking a decision. This develops a feeling of

being neglected, which may lead to stress.

4) Interpersonal and Intergroup Conflict : Interpersonal and intergroup conflict takes place

due to differences in perceptions, attitudes, values and beliefs between two or more

individuals and groups. Such conflicts can be a source of stress to group members.

5) Lack of Social Support: When individuals believe that they have the friendship and support

of others at work, their ability to cope with the effects of stress increases. If this kind of

social support is not available then an employee experiences more stress.

6) Workplace violence: Workplace violence is a very serious interpersonal stressor.

Individuals who experience violence have symptoms of severe distress after the violent

event. Workplace violence is also stressor for those who observe the violence.

7) Sexual Harassment: This refers to un-welcome conduct of a sexual nature that affects the

job related performance of an employee adversely.

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ORGANISATIONAL LEVEL STRESSORS:

1) Organisational Climate: A high pressure environment that places chronic work demands

on employees fuels the stress response.

2) Organisational Structure: It defines the level of differentiation, the degree of rules and

regulations and where decisions are made. Excessive rules and lack of participation in

decisions that affect an employee are examples of structural variables that might be potential

stressors.

3) Organisational Leadership: Represents the managerial style of the organisation‟s senior

executives. Some chief executive officers create a culture characterised by tension, fear and

anxiety.

4) Organisational Changes: When changes occur, people have to adapt to those changes and

this may cause stress. Stress is higher when changes are major or unusual like transfer or

adaption of new technology.

5) Occupational Demands: Some jobs are more stressful than others. Jobs that involve risk and

danger are more stressful. Research findings indicate that jobs that are more stressful usually

requires constant monitoring of equipments and devices, unpleasant physical conditions,

making decisions, etc.

6) Work Overload: Excessive work load leads to stress as it puts a person under tremendous

pressure. Work overload may take two different forms :-

Qualitative work overload implies performing a job that is complicated or beyond the

employee's capacity.

Quantitative work overload arises when number of activities to be performed in the

prescribed time is many.

7) Work Under load: In this case, very little work or too simple work is expected on the part of

the employee. Doing less work or jobs of routine and simple nature would lead to monotony

and boredom, which can lead to stress.

8) Working Conditions: Employees may be subject to poor working conditions. It would

include poor lighting and ventilations, unhygienic sanitation facilities, excessive noise and

dust, presence of toxic gases and fumes, inadequate safety measures, etc. All these

unpleasant conditions create physiological and psychological imbalance in humans thereby

causing stress.

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EXTRA- ORGANISATIONAL STRESSORS:

1) Technological Changes: When there are any changes in technological field, employees

are under the constant stress of fear of losing jobs, or need to adjust to new technologies.

This can be a source of stress.

2) Civic Amenities: Poor civic amenities in the area in which one lives can be a cause of

stress. Inadequate or lack of civic facilities like improper water supply, excessive noise or

air pollution, lack of proper transport facility can be quite stressful.

3) Caste and Religion Conflicts: Employees living in areas which are subject to caste and

religious conflicts do suffer from stress. In case of religion, the minorities and lower-

caste people (seen especially in India) are subject to more stress.

4) Economic Factors: Changes in business cycle create economic uncertainties. When the

economy contracts, people get worried about their own security. Minor stress also cause

stress in work force.

2.2.6 Moderators

Variables that cause the relationships between stressors, perceived stress and outcomes to be

weaker for some and stronger for others. An awareness of moderators helps managers identify

those who are more likely to experience stress and negative outcomes.

Cognitive Appraisal of Stressors

Cognitive appraisal of stressors reflects an individual‟s overall perception or evaluation

of a stressor.

Primary Appraisal determining whether a stressor is irrelevant, positive, or stressful.

Secondary Appraisal assessing what might and can be done to reduce stress.

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2.2.7 OUTCOMES

• Physiological consequences

o 50%-75% of all illnesses

o Lower for women

o cardiovascular diseases

o ulcers, sexual dysfunction, headaches

o Burnout

• Behavioral consequences

o work performance, accidents, decisions

o absenteeism -- due to sickness and flight

o workplace aggression

• Cognitive Consequences

o Poor concentration

o inability to make sound decisions or any decisions at all

o mental blocks

• Psychological Consequences

o Anxiety

o Frustration

o Apathy

o Lowered self-esteem

o Aggression

o Depression

o Moodiness

o emotional fatigue

Burnout

A psychological process resulting from work stress that results in:

o Emotional exhaustion

o Depersonalization

o Feelings of decreased accomplishment

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INDICATORS OF BURNOUT:

Emotional Exhaustion Depersonalization Low Personal Accomplishment

Feel drained by work Have become calloused by job Cannot deal with problems effectively

Feel fatigued in the

morning

Treat others like objects Do not have a positive influence on

others

Frustrated Do not care what happens to

other people

Cannot understand others‟ problems or

identify with them

Do not want to work with

other people

Feel other people blame you No longer feel exhilarated by your job

2.2.8 Stress Management

Strategies may be categorised as:

INDIVIDUAL STRATERGIES:

1) Biofeedback: Biofeedback is the process of gaining greater awareness of many

physiological functions primarily using instruments that provide information on the

activity of those same systems, with a goal of being able to manipulate them at will.

Some of the processes that can be controlled include brainwaves, muscle tone, skin

conductance, heart rate and pain perception. Biofeedback may be used to improve health,

performance, and the physiological changes which often occur in conjunction with

changes to thoughts, emotions, and behaviour. Eventually, these changes may be

maintained without the use of extra equipment, even though no equipment is necessarily

required to practice biofeedback actually. Biofeedback has been found to be effective for

the treatment of headaches and migraines.

2) Time management: Time management is the act or process of planning and exercising

conscious control over the amount of time spent on specific activities, especially to

increase effectiveness, efficiency or productivity. Time management may be aided by a

range of skills, tools, and techniques used to manage time when accomplishing specific

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tasks, projects and goals complying with a due date. This set encompasses a wide scope

of activities, and these include planning, allocating, setting goals, delegation, analysis of

time spent, monitoring, organizing, scheduling, and prioritizing. Initially, time

management referred to just business or work activities, but eventually the term

broadened to include personal activities as well. A time management system is a designed

combination of processes, tools, techniques, and methods. Usually time management is a

necessity in any project development as it determines the project completion time and

scope.

3) Meditation: Meditation is a practice in which an individual trains the mind and/or

induces a mode of consciousness to realize some benefit, although it can be argued

meditation is a goal in and of itself. The term meditation refers to a broad variety of

practices (much like the term sports), which range from techniques designed to promote

relaxation, contacting spiritual guides, building internal energy, receiving psychic

visions, getting closer to a god, seeing past lives, taking astral journeys, and so forth, to

more technical exercises targeted at developing compassion, love, patience, generosity,

forgiveness and more far-reaching goals such as effortless sustained single-pointed

concentration, single-pointed analysis, and an indestructible sense of well-being while

engaging in any and all of life's activities. Thus, it is essential to be specific about the

type of meditation practice under investigation.

4) Cognitive therapy: Based on the theory that depression is due to distortions in the

patient's perspectives, such as all-or-none thinking, over-generalization, and selective

perception. The therapist initially tries to highlight these distortions, and then encourages

the patient to change his or her attitudes.

5) Relaxation technique: A relaxation technique (also known as relaxation training) is

any method, process, procedure, or activity that helps a person to relax; to attain a state of

increased calmness; or otherwise reduce levels of anxiety, stress or anger. Relaxation

techniques are often employed as one element of a wider stress management program and

can decrease muscle tension, lower the blood pressure and slow heart and breathe rates,

among other health benefits.

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ORGANISATIONAL STRATEGIES:

Stress is a factor that everybody has to contend with on a daily basis both in the work and non-

work spheres of life. Since the body has only a limited capacity to respond to stress, it is

important for individuals to optimally manage their stress level to operate as fully functioning

human beings.

There are several ways in which stress can be handled so that the dysfunctional consequences

of stress can be reduced. Some of them are:

1) Role Analysis Technique (RAT): The Role Analysis Technique helps both the manager

and the employee to analyze the requirements and expectations from the job. Breaking-

down the job into various components clarifies the role of the job for the entire system.

This also helps to eliminate reduction of work and thus lowering down the stress level.

2) Employee Assistance Program: Another widely used strategy is the employee

assistance Programs, which offer a variety of assistance to employees. These include

counselling employees who seek assistance on how to deal with alcohol and drug abuse,

handling conflicts at the work place, dealing with marital and other family problems. It

includes:

• Diagnosis. An employee with a problem asks for help; EAP staff attempts to

diagnose the problem

• Treatment. Counseling or support therapy is provided either by internal staff or

outside referral

• Screening. Periodic examination of employees in highly stressful jobs for early

detection of problems

• Prevention. Education and persuasion used to convince high risk employees to seek

help to change

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3) Organizational Stress Management Program Targets:

It includes:

• Training programs for managing and coping with stress

• Redesigning work to minimize stressors

• Changes in management style to one of more support and coaching to help workers

achieve their goals

• Creating more flexible work hours

• Paying more attention to work/life balance with regard to child and elder care

• Better communication and team-building practices

• Better feedback on worker performance and management expectation.

4) Career Counselling: Career Counselling helps the employee to obtain professional

advice regarding career that would help the individual to achieve personal goals. It also

makes the employees aware of what additional educational qualifications or specialized

technical training, if any, (hat they should acquire. By becoming knowledgeable about

the possible avenues for advancement, the employees who consider their careers to be

important can reduce their stress levels by becoming more realistic about their options

and can start preparing themselves for it.

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5) Delegation: Another way of coping with job stress is to delegate some responsibilities to

others. Delegation can directly decrease workload upon the manager and helps to reduce

the stress.

6) More Information and Help: Some new employees have to spend more time on a job

than necessary because they are not sure what they are doing. So it is necessary that some

help should be provided before doing the work that would lead to much efficient,

effective work. It would also reduce anxiety and stress among the employees.

7) Job Relocation: Job relocation assistance is offered to employees who are transferred, by

finding alternative employment for the spouses of the transferred employees and getting

admissions in schools for their children in the new place. These arrangements help to

reduce the anxiety and stress for the moving family.

8) Supervisor Training: Another type of stress management Program that organizations

are experimenting with is supervisor training. The emphasis on supervisory training

Program is how to prevent job stress. Managers are trained to give better performance

appraisals, to listen to employees‟ problems more effectively, and to communicate job

assignments and instructions more clearly.

9) Individual Stress Reduction Workshops: Some organizations have also sponsored

individual stress reduction workshops for their employees. These programs include

biofeedback, meditation to career counselling, time management and interpersonal skills

workshops. In lectures and seminars, participants are given a basic understanding of the

causes of stress and its consequences. Then, participants are given materials to help them

identify the major sources of stress in their own lives, and some strategies for dealing

with that stress more effectively.

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Chapter Three

Results and Discussion

Among the 38 employees, 32 employees are stressed and 6 employees are politically involved.

From the following Pie chart the scenario will be clearer.

84.21%

15.79%

Politically Involved

Stressed

Politically Involved Employees: 06

Stressed Employees : 32

Total Employees : 38

Figure 3.1: Employees involvement in politics and drown in stress.

Figure 3.1 despites that in respect of Bangladesh a large portion, 84.21% of employees are totally

stressed and a small portion 15.79% politically involved. Stress can be caused by a variety of

factors, such as high pressure situations, obstacles to completing a task, and lack of recognition

from managers.

It is analyzed from the questionnaire filled by the employees that the employees who have scored

more than 5 marks in the burnout test are mostly disagreeing. Thus it is proved that the

employees who are desired to give better performance than their original performance are found

more stressful than the others. While at the same time the employee that have scored less than 16

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marks in the burnout test are mostly agree. From the sample of 18 company‟s employees who

have been surveyed, one is found to be a heart patient. This can be because of high level of

stress.

Very rare of the employee are to be found suffering from depression. It is proved from the survey

that the employees who have scored more than 16 marks in the burnout test are concern about

the opinion of their colleagues. And the employees who got less than 5 marks do not mind about

their colleague‟s opinion. Thus it is proved that the colleague‟s opinion also plays a lead role in

the increase and decrease of the stress level. Those who mind about their colleague‟s opinion are

found to be more stressful.

The employees who have scored 16-17 marks in the burnout test don‟t believe in sharing their

problems with their spouse or friend or any closed one. Thus we can say that sharing your

problems with your spouse or close friends is a better idea to reduce stress.

In the second questionnaire one of the question was “You have an important function at your

home and your boss asks to give a 4 hour over time what will be your response „Yes or No‟?” the

employees have given their opinion as per their mood.

While considering the point of view of entertainment it depends upon the mood of the

employees. The entertainment is considered one of the most ultimate solutions to reduce stress.

Most of the employees do not spend regular time in entertainment. This may be because they

may not be getting time for entertainment or they may not be interested in the same.

One of the questions was asked that were their social life balanced? It is observed that the

employees who have scored above 20 marks in the burnout test did not have their social life

balanced. Thus we can conclude that the employees who are above 20 don‟t have their social life

balanced. Thus it is proved that stress may affect our social life also.

The employees were asked whether they plan their work or not, moderate answers were given.

The employees scoring more than 25 marks were not found their work planned. Thus the

employees who plan their work have scored below 25 marks in the burnout test except some

cases as there are always some drawbacks in making plan. Failure of a plan may also lead a

person to stress. Thus we can conclude that planning of the work may help to reduce stress level.

Most of the employees who have scored more than 20 marks fear about their quality of work

they give. This aspect is not dependent of the burnout level. This aspect depends upon the

dedication of work. So it is meaningless to compare this question with the burnout test.

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A question was asked that weather you get stressed at the non-achievement of their target? All

the employees have responded positively. But this is not concern with the burnout score. From

this we can conclude that all the employees are given achievable target and naturally by the non-

achievement of the target all the employees may get stressed. One of the other possibilities is that

the employees have responded positively to show themselves to be good.

The employees having more than 10 marks in the burnout test says that they are under stress. Out

of 39 employees of the sample 18 of the employees accepted that the reason for their stress is

workload. 10 employees are not stressed because of the workload but because of their family

problem. 5 of the employees are not suffering from stress. 14 employees out of 30 employees

who are stressed feel stressful when their boss scolds them while 4 employees refused that they

are not stressed because their boss scolds them. All the 18 employees have accepted that they try

to find the solution of their stress. 10 employees out of 18 employees practice yoga to reduce

their stress and the other 7 employees don‟t practice yoga. The burnout scores of the employees

who practice yoga are either more than 14 or less than 18. Thus we can conclude that the

employees have reduced their stress by yoga therapy and other employees have just started the

yoga because of high level of burnout

The above analysis is done by the data received from the questionnaire. So the accuracy of data

depends upon the response of the employees.

Research enlisted the key findings for an entire impression of the study.

Research concluded there is no relationship between general political behavior and the

job satisfaction in the employees of health sector.

Research also determined that there is a relationship between the go along to get ahead

and the job satisfaction in the employees of health sector.

Research also examined that there is a relationship between the pay and promotion

policies and the job satisfaction in the employees of health sector.

Research concluded that there is a relationship between the perception of organizational

politics and the job satisfaction in the employees of health sector.

Research indicated that there is an impact of gender and the job satisfaction.

Research examined that there is no impact of age on job satisfaction.

Research examined that there is no impact of income on job satisfaction.

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Chapter 4

Conclusion and Future Avenues

People are the core base of any organization, so, caring and concerning about their individual

issues is a pillar for success, and that is what stress management fulfils, where it is a declaration

that an individual‟s health is the overall health of the organization. This is also an indication that

separation among employees‟ different life aspects is no longer an option, hence organizations

are becoming responsible and involved in these other life aspects, all in an attempt to reduce

levels of stress as possible, which means improving work productivity as much as possible.

Astute and strong management is necessary if organizational politics is to be stifled, in

the interest of maximizing productivity. Insecure and weak managers will succumb to the

political persuasions of the more powerful employees. Therefore it is necessary that

leadership of the organization is proficient in establishing and implementing a system of

management that is transparent and based on performance based criteria. It is equally

important that managers who choose performance and outcome based management over

politics are supported from their supervisors.

Although the current study on organizational behavior examined perception of politics in relation

to stress, other variables such as job satisfaction, workplace deviant behaviors, job commitment,

job performance and role of mediators can also be considered in future research in order to

extend the current study in a wider work environment.