P2 - Draft 3

[2013]
Stress Management: Its impact on employees in

SBG
Ms. Bushra Mohammed AlHasani 29047

Project done under: Dr. Satya
on employees in SBG |
Acknowledgement
At the very outset I render my sincerest gratitude to our Honourable dean Dr. Maha who
has been always a source of great inspiration for me, specially the sincerity and
dedication that she carries for the noblest cause of Education.
The dissertation presented carrying my name but it would have been a dream far away
without the contribution and involvement of many people who have helped inspired and
made this study a cherished and the most loving memory for my life.
My sincerest gratitude for my advisor Dr Satya without his support and trust it could not
have stood any chance of doing justice with the topic.
I would also like to thank the management of Majan College for extending the internet
facilities and library resources to enable me to gather the information needed to complete
the project.
I would like to extend my gratitude to my friends, colleagues in office and my family for
supporting me in my endeavors
Stress Management: Its impact on employees in SBG Bushra Al

Hasani (29047)
Abstract
Purpose The purpose of this article is to investigate empirically Stress Management and
with special reference to its impact on Saud Bahwan Employees
Design/methodology/approach Open ended sampling designs by means of utilization of
questionnaire and interview and comprehending them to meaningful data with the
utilization of tools like regression, factor analysis and percentage analysis, with the aid of
software SPSS version 9.0 finally utilization of questionnaire.
Findings The results of the study establishes a strong relationship between stress and
work environment with the involvement of various (physical, human, policies and
procedures). Factors that is involved and practiced in an environment. The Result of the
study states that no noticeable stress is registered in the employee of Saud Bahwan Group
(SBG).

Hasani (29047)
Table of Contents
Chapter 1
1. Introduction
1.1.
Rationale
1.2.
Scope of Study
1.3.
Objective of the Study
Chapter 2
2. Literature Review
2.1.
Factor that result in Job Stress
2.2.
The Effects of Stress in a Job
2.3.
Varying Degrees of Stress
2.4.
Job Stress and Personal Life Stress
2.5.
Difference Between Distress and Eustress
2.6.
The Impact of Stress on Performance
2.7.
Relation between Job Stress and Job
Satisfaction
2.8.
Stress and health
2.9.
Stress and safety
2.10. Stress and productivity
2.11. Stress and turnover
2.12. Stress management
2.13. Taming the beast
2.14. Independent variables of the study
2.15. Conceptual framer work of the study
2.16. Research Gap
Chapter 3
3. Methodology
3.1.
Data Collection
3.2.
Sampling method
3.3.
Data Analysis
Chapter 4
4. Inference of the Pilot Study
4.1.
Inter View Inference
4.2.
Validity & Reliability
4.3.
Factor Analysis
4.4.
Percentage Analysis
4.5.
Regression Analysis
Chapter 5
5. Implication
5.1.
Managerial Implication
5.1.1. Implication of Factor Analysis
5.1.2. Implication of Percentage Analysis
5.1.3. Implication of Regression Analysis
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9 - 10
11 - 23
24 - 28
29 - 56
57 - 63
5.2.
Academic Implication
5.3.
Future Research & Limitation
5.4.
Recommendation
5.5.
Conclusion
6. Reference
64
7. Appendix I (Questionnaire)
73
8. Appendix II (Interview Questions)
76
List of Tables
Table
Description
Page
Numbers
I.
Factor Analysis Scores for the Job Satisfaction
32
Factor Analysis Scores for the Job Stress
33
III.
Factor Analysis Scores for the Job Performance
34
IV.
Factor Analysis Scores for the Job Motivation
35
Percentage Analysis Gender Wise
36
Percentage Analysis Age wise (Male)
38
Percentage Analysis Age wise (Female)
40
Percentage Analysis Experience in the organization (Male)
42
Percentage Analysis - Experience in the organization (Female)
43
Percentage Analysis Overall Experience (Male)
45
II.
V.
VI.
VII.
VIII.
IX.
X.

Hasani (29047)
XI.
Percentage Analysis Overall Experience (Female)
46
List of Figures
Figure
Description
Page
Nos
I.
t-Test: Two-Sample Assuming Equal Variances (Genderwise Job Satf_
37
Contentment)
II.
t-Test: Two-Sample Assuming Equal Variances (Genderwise Job
37
Stress_F3
III.
t-Test: Two-Sample Assuming Equal Variances (Agewise Job Satf_
38
Contentment
IV.
t-Test: Two-Sample Assuming Equal Variances (Agewise Job
38
Stress_Ethics
V.
VI.
VII.
t-Test: Two-Sample Assuming Equal Variances (Agewise JM
39
t-Test: Two-Sample Assuming Equal Variances (Agewise Job Satf_F2
40
40
Stress_F1
VIII.

Hasani (29047)
41
6
Ethics_F2
IX.
t-Test: Two-Sample Assuming Equal Variances
41
(AgewiseJMotivation_F3
X.
t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Stress
42
F1
XI.
t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Ethics
42
F3
XII.
t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Satf
44
F2
XIII.
t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job
44
Flexiblity F1
XIV.
t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Stress
44
F2
XV.
t-Test: Two-Sample Assuming Equal Variances (Overall Leadership D
45
M F2
XVI.
XVII.
XVIII.
t-Test: Two-Sample Assuming Equal Variances (Overall Job Motv
47
t-Test: Two-Sample Assuming Equal Variances (Overall Exp_LDMF2
47
t-Test: Two-Sample Assuming Equal Variances (Overall Exp_Job
48
Stress F1
XIX.
Regression JM_JP
49
XX.
Regression JM_JSTR
50
XXI.
Regression JP_JSF1
51
XXII.
Regression JP_JSF2
52
XXIII.
Regression JP_JSTR
53
XXIV.
Regression JSF1_JSTR
55
XXV.
Regression JSF2_JSTR
55

Hasani (29047)
Chapter
1
1. Introduction
With the outburst of Global Economic Recession (2008) there is an alarming increase in
the STRESS factor around the globe as all the organizations downsized every possible
resource in general & employee count in particular aiming at maximum utilization of
efficacies and efficiencies. Resulting in a volatile employee-employer relationship
affecting the performance and commitment.
Globalization has led to rapid increase in Job related stress. As per the Gallup poll
conducted in 2000 by Marlin, a Connecticut based firm, on Attitudes in the American
Workplace VI, it was revealed that as high as 80% of the workers experienced job stress
and they expressed a desire to learn to overcome stress, 42% felt that their co-workers
needed to manage stress and 14% felt that they were urged to strike their co-worker. In a
report published by National Institute for Occupational Safety and Health 75% of
employees believe that higher stress is experienced by workers today than the previous
generation.
As stress related to the job has been on the increase especially in the developing
countries, this has prompted WHO to declare the phenomenon as a World Wide
Epidemic and a modern hazard in a traditional working environment." (WHO, 2007). In a
report in 2007, Grant Thornton International indicated that the increase in stress levels
was the highest at 84 % in Chinese businessmen, 82% in Taiwanese, 79% in Indian and
76% in Russians. These countries are in the process of economic expansion and increase
in their GDPs has led to higher stress index.
Saud Bahwan Group (SBG) is a large family owned Business Group in Oman with over
11,000 employees. SBG plays an important role in Omans development. They have
introduced a number of world class brands and made them into best sellers. Strategic
marketing techniques, catchy promotional campaigns and path breaking customer
Hasani (29047)
services have made them forerunners in the automobile market. The professional work
atmosphere in SBG nurtures innovative thinking and enterprise. The workforce consists
of more than 11,000 professionals from different parts of the world creating a pot pouri of
culture. A great deal of emphasis is placed on employing the local workforce and
contributing to the national cause. The study of Stress in the SBG is the basis of this
research.
1.1. Rationale
The aim of the research is to identify the nature of job stress and its effect on employees
performance in SBG. The study also suggests practical stress management techniques in
the work environment. The research material would provide options to SBG to become
the most employee friendly organization and most sought after employer in the industry.
1.2. Scope of Study
In the course of the study, the research aims to analyze stress related to the job and the
interrelation between job stress and work performance among the employees; this study
is intended to be done in Saud Bahwan Group.
1.3. Objective of the Study
To find out the nature of job stress and its influence on performance.
To examine the causes, types and effects of job stress on the individual, and the
organization.
To suggest practical stress management techniques in the workplace and provide
methods to cope with stressors effectively.
To analyze the issues affecting work performance due to job stress.
To identify common stress indicators and stress related diseases by measuring the
stress levels of the employees at SBG

Hasani (29047)
Chapter
1
Chapter
2
2. Literature Review
The age of stress and anxiety as termed is as condensed as it can be cause Stress has
spared none in any and every walk of life. Although many a researchs are ongoing, yet
the root antecedents are still the core eleven that the researchers are able to profoundly
establish i.e. Work Overload, Role Ambiguity, Role Conflict, Lack of Feedback,
Employee Participation, Keeping up with quick technological change, Responsibility for
people, Career Growth, Recent Episodic events and Organizational Structure and Design.
However it varies from industry to industry due to the nature of work. Needless to say all
is the result of the downsizing which was inevitable for survival.
A new joinee in any organization looks for a rewarding and satisfying tenure when he
takes up the assignment. But work overload and over bearing bosses make the task
difficult and place considerable strain on the employee, which if not properly handled,
can result in negative and dysfunctional behavior at work (Riggio, 2003).
Due to its complexity, there is no single definition for Stress (Khan, Boysiere, 1992). But,
(Selye, 1976), defines Stress as primarily physiological reaction to certain threatening
environmental events. From this definition, it may be inferred that job stress or worker
stress would simply refer to the stress caused by events in the work environment. Another
definition describes (Beehr, Newman, 1978) job stress as a condition arising from the
interaction of people and their jobs and characterized by changes within the people that
force them to deviate from their normal functioning. Stress researchers (Golembiewski,
Munzenrider, stewenson, 1986; Sharanhan, Morimer, 1996), also differentiate negative
stress, which is distress and positive stress, i.e. eustress. The Stress which creates
positive reactions by motivating people and leads to constructive events is called
Eustress. This is the healthy part of the stress. People need some level of stress to survive
and achieve their goals and aspirations in life. (Selye, 1976) views stress as the spice of
life, and the absence of stress, death. On the other hand, negative stress i.e. distress
adversely affects the employee physically and mentally thereby reducing the quality
output of both Managers and workers alike. Stress experience is a personal matter, and
an individuals stress appetite and style of handling stress varies with his personal
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attitude, past experience and the stressor. From a common mans view stress can defined
as feeling tense, anxious, and worried which are actually manifestations of the stressful
experience. Biologically, Stress causes the body to fight or flight the brain equips the
body by pumping adrenaline to cope with the stressful situation it prepares the body to
either fight or break into a run. It is 'any condition that causes an individual to have a
generalized psycho-physiological response which deviates from a state of equilibrium'
(Madeline, 1983).
2.2.
Factors that result in Job Stress
Stress can arise from the environment or work (organizational or situational stress) or
from the characteristics of the workers themselves i.e. dispositional stress (Riggio, 2003).
A) Organizational Stressors - Organizational stress include:
Work-related factors Work overload happens when the task at hand involves
accuracy, speed and concentration while underutilization of knowledge or skills,
boring or monotonous job can also cause stress. (Melamed, et al, 1995). Job or
role ambiguity happens when the job requirements are not defined clearly or
when the employee is not sure about his responsibilities (Beehr, 1985; Jackson,
Schuler, 1985). Role conflict can also cause stress. When a workers role at Office
conflicts with that at home or when he has to play multiple roles concurrently, this
leads to role conflict (Greenhause, Beutell, 1985).
B) Organizational Structural Factors Physical factors such as noise, heat, poor
lighting etc cause stress while rigid staff rules and regulations, non recognition,
lack of freedom, no clarity in career path make up the structural factors
(Ogundele, 2005).
C) Interpersonal Stress Stress caused due to difficulty in creating and maintaining
relationships in the organization with supervisors, peers or subordinates. Work
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politics and power struggles could also lead to stress in the work place. (Ferris, et
al, 1994).
D) Organizational change Changes in the organizational structure such as
mergers, acquisitions, changes in policy may cause stress. Workers prefer a stable
job environment. (Marks, Mirvis, 1998; Judge et al, 1999; Wanberg, Banas,
2000).
E) Dispositional Stressors The stress caused due to the individual characteristics
of the employees is known as dispositional stress. A person with excessive
competitiveness, drive, impatience and urgency is prone to more stress under the
same workload, than a person with a more relaxed outlook on life. (Friedman,
Rosenman, 1974; Rosenman, 1978; Kirmeyer, 1988; Payne et al. 1988).
2.2. The Effects of Stress in a Job

Stress in a job experienced by the employee at work adversely affects his disposition, his
family and also the organization. (Luthans, 1989).
Exposure to long periods of stress leads to various ailments such as backaches,
headaches, gastrointestinal disturbances, anxiety and depression. It may also lead to
behavioural changes such as increased alcohol consumption, nervous disorders, heart
diseases and diabetes which in turn results in absenteeism and reduction in productivity.
(Madeline, 1983).
2.3.
Varying Degrees of Stress
Stress levels vary in different occupations. Persons in field of hospitality, nursing, social
work who require large amounts of patience often tend to burn out i.e. they start to
treat customers / clients as objects and feel emotionally drained. This would in-turn lead
to lower productivity. Therefore it is important to understand the employees stress level
and provide avenues for distressing (Cooper, 2001; Caplan, 1983).
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2.4.
Job Stress and Personal Life Stress
Job Stress could be both positive and negative. Overload role conflict, role ambiguity and
other factors such as monotony, absence of variety etc; are damaging job stressors (e.g.
Beehr, Newman, 1978; House, 1983; Kahn, Quinn, 1970). Positive stress provides the
individual with a challenge, an opportunity to perform / fulfill what he desires whereas
negative stress produces excessive and undesirable constraints and/or demands on the
person (Calpan, 1983; Kanner et.al., 1978). When job related factors influence the
individual to change their psychological or physiological conditions in a manner forcing
the person to perform differently than normal, it leads to Job stress (Beehr, Newman,
1978). Life Stress is related to issues such as sudden cardiac death, complications with
pregnancy and birth, diabetes, tuberculosis etc. (Johnson, Sarason, 1979) resulting in
decreased output in the work place. Other manifestations such as anxiety, depression and
behavioural changes are also evident.
2.5.
Differences between Distress and Eustress

When Stress evokes a positive response in the individual which brings out enhanced
performance, it is called Eustress. Neustress is a neutral reaction where in there is no
effect on the individual, while Distress is clearly the reverse of Eustress. (Pestonjee
D.M., et. Al., 1999).
2.6.
The Impact of Stress on Performance
Though a majority of the research work has been done on the negative impact of stress on
the individual, as seen earlier, all stress is not harmful. A small amount of stress is
required to catalyse and improve ones performance. A lot of study has been done in
support of good stress. (Yereks, Dodson, 1908) were the pioneers to propose the
inverted-U relationship between stress and performance. They concentrated on the
effects of stress on the learning response of rats. Through their experiments, they were
able to demonstrate that a slender curvilinear relationship existed between performance
and the stressor stimulus (Scott, 1966). The task by the rats improved with moderate
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Chapter
2
stress and decreased with higher stressor stimulus (Selye, 1975; McGrath, 1976). Various
other researchers were able to provide data in support of the inverted U relationship.
(Yerkes, Dodson, 1908) showed that an individuals performance increased with stress
reaching an optimum and thereafter decreasing when the stressor increased more than the
optimum. The inverted U relationship was also found applicable in estimating the job
performance in the industry (Srivastava, Bhatt, 1973) also suggest an inverted-U
hypothesis, assuming that external stressors produce a stress response that is similar
physiologically to arousal.
An alternate model, negative linear relationship, was proposed by (Jamal, 1984) which
states that the stress (irrespective of the level) reduces the energy, concentration,
physiological response and performance of the individual. While other psychologists
have suggested a linear positive relationship between stress and performance. Out of all
of the above, the most widely accepted model is the inverted U hypothesis put forth by
(Yerks, Dodson, 1908)
The need to study the impact of Stress on the individual and the organization has gained
importance due to the serious threat to the health of the individual and loss of
performance to the organization. Continuous exposure to stressful situations affects the
individuals professional and personal life. It generates anxiety, hostility and depression,
which reflects on the performance (Mottowidlo, Packard, 1986) in some cases, leading to
mental and physical disabilities. Lowered self esteem, resentment of supervision, not
happy with the job, inability to make decisions, lack of concentration etc are other
fallback of stress which can have direct cost implications on the organization. These
could lead to higher accident rates and loss of production as well (Ganster, Schaubroeck,
1991). Excessive job demands lead to physical and emotional depletion and lead to
burnout due to work related strain. (Etzion, 1988; Leiter, Schaufeli, 1996; Maslach,
Schaufeli, 1993).
Job Dissatisfaction can also arise from the strain of balancing work and family
responsibilities. (Bacharach, Bamberger, Conley, 1991; Bedeian, Burke, Moffett, 1988), it
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could also lead to depression absenteeism (Burden, Googins, 1987; Frone, Rusell,
Cooper, 1992).
2.7.
Relation between Job Stress and Job Satisfaction

The veteran bench markers in the field of research have niched one common
conducive conclusion using there very own way of expression Stress one way or
other is inversely Proportional to job satisfaction. Numerous references state the
same (Fletcher, Payne 1980). But some new era researchers are very eloquent High
stress demoralize the productivity of an employee thereby disorienting and resulting
in Job dissatisfaction (Sheena et al., 2005) studied in UK found that there are some
occupations that are reporting worse than average scores on each of the factors such
as physical health, psychological well-being, and job satisfaction. Management role
of an organization is one of the aspects that affect work-related stress among workers
(Alexandros-Stamatios et. al. 2003). The effort in this study is to analyze and uprrot
the interrelation between the job stress and satisfaction among the university
academic teachers.
2.8.
Stress and health

Stress the culprit to rust the human body. Imagine stress as a vessel full of water
now irrespective of the size the longer one hold the vessel the strenuous and
hazardous is the outcome on oneself. So resting the vessel down at proper intervals is
the key i.e. vacation from stress indulging activity.
There is a mind boggling amount of research on stress and adversities on health.
Linked to different anomalies and diseases Coronary diseases (37%) inflict the most
followed by cardiovascular issues (9%), depression (5%), spine density and
dislocation and or aches (11%). (Miller, Lyle, 2009) However Stress is a contributing
factor that acts like a catalyst but cant be independent sole cause. Dr. Medina above,
extreme stress can literally kill brain cells. Some health experts even suggest that an

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estimated 75% to 90% of visits to primary-care physicians are for stress-related

complaints (Solution for Stress, 2009).
Variety of surveys reveal that a vacation is indispensable to beat stress and
fatigue(New York Times) Two models that are very precise in stress and health are
effort reward model and strain model which shows coronary diseases level chances
upto 70% (American Heart Association Journal of Public health, Hans Bosma, Ph.D,
Richard Peter Ph.D)
2.9.
Stress and safety

Stress offsets once ability to reason and observation. Besides it also rigidity, loss of
team perspective and decreased likelihood to help. So its not the risk of one
individual its a organizational risk (Dr Lyle Miller 2009).
People tend to get more injured when exposed to high stress, involuntary reflexes
slow down and delay is created being sensory and mortar nerve respondence (Dr
Valentina Ivana, 2008). It also leads to rebellious defiant attitude making one regress
psychologically (David, 2009).
People taking a break from stress for a reasonable period are noticed to have 30-40 %
better reasoning and understanding along with rehabilitating there involuntary
reflexes avoiding injuries and accidents (Alina 2009).
2.10.
Stress and productivity
Stress in mild level boosts performance; however the same stress for a long term and
or high amount can damage brain cells. (Stress. Brain rule Dr Medina 2009). The
reason being Cortisol a boon in mild concentration and bane rather havoc when
explodes in mind. Not only it can be hazardous at high levels on a little lower end it
can cloud our ability over complex problem synthesis and body flexibility.

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So to state in simple terms stress is a productive part when its mild and low, but its
totally against the theory of people believing it is a steroid against High level/
prolonged stress condition.
2.11.
Stress and turnover
A lion share of people switch there org not for better opportunities but due to
Stress. (Karen, 2009) reviews 52%. (Gina,2009) reports among a survey of 13000
employees from 946 mid-large scale companies 40% quit due to stress however the
employer denies the same view point.
(Dr. Bruce Wilson) president /CEO
Heart Matters solaces human kind by
techniques of avoiding and beating stress with a remarkable result in Colorado by

declining the figures from 22%to 9% there by aiding a lot of minds and accumulating
a saving of $3.9 Million with respect to employee turnover saved.
2.12.
Stress management
Stress is a part of work but the key is managing it. Although there is abundance of
literature and reviews on stress management yet very few of them are useful enough
to be put to practical usage. Now that its crystal, that stress is due to rigid work
environment, lack of time control, continuous pressure. They key to stress
management is simply reversing the order. (Zimmermar, 2009)
Flexibility, time control and breaks and vacations are the key components to antidote
the venom of stress.
Stress hampers the productivity and creativity while flexibility diminishes the
prevalence of stress, a simple authority to change the way of working like prioritizing
the importance and the manner of handling it, bending time and slotting core hours
can work wonders to beat stress. (John, 1999)
Unplugging oneself is another key component, a simple break can rejuvenate all the
energy and mitigate stress to a great extent as even proved by the a practice at
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PricewaterhouseCoopers where the employees vacations were monitors and on the

scheduled time a popup message that encourages them to take time out for a change
and break from routine. (Karen, 2009)
Another successful practice was by GSK(Glaxo Smith kline) the program was drafted
in the name of Team Resilience which showed remarkable results the figures dropped
from 60 % to 21% for the days lost on job due to stress relating health issues. (Karen,
2009).
2.13.
Taming the beast
Undoubtedly we can state that job stressors are greatest stigma that are poisoning the
positive and productive side of an employees professional and personal life, but what is
the remedy for this ruthless beast. (Gina, 2009)
As they say the best way is always through: it goes the same the longer we run from it the
graver its intensity prevails. But if one analyses what are the ways of dealing it by
confronting it, instead of letting it take over its time to take control and grab the rein back
of ones own life. (Karen, 2009)
Doing so will save a lot of cost that incur viz financial, safety, health not to mention the
drains of innovation and customer services, desire to excel etc.
Research states beating stress is an inexpensive thing if one knows of two things firstly
command on work process and taking continual short breaks which would not certainly
means a vacation, it can be as fringe thing as bending begin-conclude times and setting
mid of the day for core hours, a work day from home in a week.

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2.14.
Independent variables of the study
The correlation between the work and stress arises due to many independent variable
which in turn boosts the stress; both on job and off job. Chronologically these individual
variables pops up one after the other and then permutate rapidly if not dealt in time and
keenly.
The first being, alienated sense as a new employee that combines with role ambiguity
where target expectation is high and work environment is obscurely laid out shoots the
job related stress. Although these are individual in there aspect but the problem with
stressors is that they coordinates and team up very quickly.
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At a later stage the wee hours of work where locus of control is latitudinal, yet the
recognition of work is undermined triggers the stress and again these are independent in
nature and all or any of it can be a carcinogenic stressor. Absence of quality family time,
scare or almost no breaks and vacations hampers the creativity at work and even the
maximum potential that one can deliver.
2.15.
Conceptual framer work of the study
Based on the earlier stated literature review and the mentioned objectives a frame work
has been devised that focuses on behavior pertaining to Stress specifically job oriented
stress. Thus the resulting model with relevance to the prior stated theory accounts for the
toll that affects the job performance due to stress. Stated are two constructs in the
research model that reflects the relation and effect of job related stress and resulting
performance. They can be defined as follows:i.
The deviance from the normal routine of work functioned is a result of

changes within the organizations personnel that forces then to deviate. These
personnel may be the regular people with whom interaction is carried out on a
daily basis as well besides the authorities. This is termed as job stress.
ii.
Under normal circumstances the tasks that are achieved and completed
successfully with the utility of resources and time which are shouldered to an
employee is called Job Performance.
iii.
The inspiration that is done either by kind or cash towards an employee so that
the discrepancies that arise due to performance & workload pressure, role
conflict and ambiguity and all the external interferences are dealt upfront with
zeal and synergy is called Motivation.

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iv.
The contentment or discontentment that an employee has due to the nature of

job, the job role as it is and the strength that one requires to do the specific job
mentally and physically results in what is called as Job Satisfaction/
Dissatisfaction.
The increased diversity in the workplaces across the globe has prompted a number of
studies to look into the various cultural elements and their negating effects on the
perception of stress. (Aldwin, 2008) concluded in a study on Gross National Happiness
initiated by the King of Bhutan Jigme Singye Wangchuck conducted for the Government
of Bhutan, that culture can mould or change the types of stress and the ways to cope, in
the following manner
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Culture influences the types of stressors that are prevalent in the society.
It can influence an individuals appraisal of stress causing factors.
Culture can suggest options, strategies to be employed in stressful situation.
Cultural institutions can provide solutions to members in stressful environment.
Globalization has affected income growth and distribution, economic stability, the
availability of health and other social services. Though Globalization has provided
economies of scale, increased entrepreneurship and employment, the downside is that it
has brought with it high stress levels due to increased competition and it has become all
pervading across geographical boundaries.
2.16 Research Gap
Despite that there has been a very consistent research that is ongoing continually, and of
which most of it is being conducted and carried out in the Asian and European countries.
The importance of learning and recognition of stress is of integral importance in every
work environment. How ever the awareness of stress and its countermeasures are not
considered of grave importance in the Gulf terrain.
There is a constant need of recognition in this region as Stress as an independent factor is
highly undermined and despite the fact that there is a great influence of stress that is
reflected in an organization that results in iterations and unhealthy productivity, very few
measures are taken to rectify the agenda.
Another major gap lies that in all the research that is conducted till 2006 and majority till
date has been carried on with simplex or duplex models where in not more than two
factors are considered making the study very narrow.
Wider range of study that involves multiple factor is involved like the current study needs
to be conducted to analyze the practical implication of stress.
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3. Methodology
The study or description of methods constitutes the Methodology (Creswell, J.1998).
The methodology chosen determines the subject of the study as well as the range of
possible results and conclusions. Often the choice is whether to use a qualitative,
quantitative or even both to obtain data.
Given below is the explanation of the methods used to collect, assimilate data and the
ways to analyze the same along with the problems and their solutions.
3.1. Data Collection
Data Collection can be done from primary sources such as structured questionnaire,
interviews while secondary data can be collected from reports, websites, journal, articles
etc. This information is later used for introduction and literature review.

Hasani (29047)
23
Chapter
3
Since SBG is a large group with multi cultural staff and numerous divisions, collection of
varied data for the study is possible.
Questionnaires of empirical data for statistical analysis will be issued to staff of mid level
professionals. Questionnaires will be prepared to get clarifications on matters like:
Nature of job stress and its effect on performance.
Causes, types and effects of job stress on the individual and the organization.
Issues affecting work performance due to job stress.
Common stress indicators and stress related diseases.
The next step in data collection is conducting personal interviews with selected senior
managers. Interviews are also held with mid level professional workers to get their
feedback. The face to face interview is important as in many of the cases; the employees
English skills are poor making it difficult or even impossible for them to answer a
questionnaire in English or other non-native language.
3.2.
Sampling method
Sampling methods are classified as below:

In the research model, Non- probability sampling will be used i.e. members are selected
from the population in a non-random manner. Judgment sampling technique will be used
under Purposive sampling. The main advantage of this method is that, sampling error can
be calculated. Qualitative and quantitative data will be used in the exploratory research.
Data is gathered through face to face interviews. A sample of 100 workers in the SBG
will be selected. The survey will include 20 managers and 80 mid level professionals.
Hasani (29047)
24
Chapter
3
Unequal sizes have been chosen as meeting a larger number of mid level professionals
would have further lengthened the data gathering process as the team was relying solely
on social connections to recruit mid professional level workers. As the nature of study
was perceived by most workers to be sensitive, networking was the ideal way for
connecting and recruiting top and mid level managers. Other methods will prove to be
more cumbersome and painstaking.
3.3. Data Analysis
The data collected from over 142 respondents will be analyzed using various statistical
methods. Cross-sectional and regression analysis methods will be used to review the data.
Each method will be used to analyze the relationship of different variables.
Firstly, the method of this study, based on the guidelines given by (Hussey, 1997),
involving Cross-sectional types of research methodology is used. They have indicated in
their reports that through this method of study, information on variables in different
context, but at the same time can be obtained.
Secondly, techniques such factor analysis and percentage analysis are used to transform
raw data into a form that would provide information to describe a set of factors in a
situation that will make them easy to comprehend and interpret. This method is called
Descriptive analysis (Sekaran, 2003; Zikmund, 2000). Data are collected based on
demographic variables are processed and reported in percentages. SPSS9.0 was the
software with the aid of which the raw form of date was converted into data analysis
Thirdly, multiple regression analysis is an extension of bivariate regression analysis,
which allows for the simultaneous investigation of the effect of two or more independent

Hasani (29047)
25
Chapter
3
variables on a single interval scale dependent variable (Zikmund, 2000). The dependent
variable for this study is job performance, and job stresses whose types of measurement
are interval and simultaneously investigates the several independent variables single
variable a multiple linear regression is fitted for these variables.
3.4.
Hypothesis of the Study
H1: There is a significant difference between Male and Female employees job
satisfaction and job stress
H2: There is a significant difference in the Male Age wise between employees job
satisfaction with reference to job stress and motivation
H3: There is a significant difference in the Female Age wise between employees job
H4: There is a significant effect in the Experience of male Gender in the organization job
stress
H5: There is a significant effect in the Experience of female gender in the organization job
stress
H6: There is a significant difference in the Overall Experience of Male gender.
Chapter
3
H7: There is a significant difference in the Overall Experience of female gender

H8: There is a strong relationship between Job satisfaction and Job motivation of
employees at SBG
H10: Job performance significantly effects Job satisfaction (F1) at SBG
H11: Job performance significantly effects Job satisfaction (Leadership and Decision
making) at SBG
H12: There is a strong relationship between Job motivation and Job stress of employees at
SBG
Hasani (29047)
26
H13: Job satisfaction (F1) is having an effect on Job stress of SBG employees.
H14: Job satisfaction (F2) is having a strong relationship on Job stress of SBG employees.
Chapter
4
4. Inference of the Pilot study
4.1. Inter View inference:Based on the management level we devised a coherent and cogent interview question that
was asked to the employees of their respective management levels. The responses
Hasani (29047)
27
inferred that there was a high rate of recognition of work stress in the organization and at
each level there were measures taken in timely manner to keep stress at bay to the extent
possible.
Interesting part thought was that each level not only recognized the cause of stress at their
level but they were very much aware of the complete scenario on almost all the levels of
management and the counter measures that are practiced though. It is a significant
reflection that Saud Bahwan Group takes keen interest in recognizing stress as a major
hindrance in work force and it conducts regular sessions to educate its employees about
the cause and effects of stress and the ways with which it can be handles without causing
burn outs.
On the management level it is of prime importance to provide congenial environment to
the employees and the aim is to make SBG a Zero Stress Environment by 2019. The
counter measures taken are very strong that involves a lot of participation and
involvement of the employees from all the walks of management. The policies of Job
Motivation like incentives and appraisals both in cash and kind., clear distinction of job
profile to makes employees blend in their works and get a flexibility at work are noticed
to be in a routine practice.
Chapter
4
4.2. Validity & Reliability

It is empirical to the validity of the study to use interview data accurately for such a
construct validity triangulation of interview and questionnaire are under the supervision
and pre approval of our honorable guide. A summary of questionnaire is concluded and
with the results supports our empirical data and adds to the validity. Validity refers to the
Hasani (29047)
28
problem of whether the data collected is the truth of what is being studied (McNeill,
Chapman, 2005; Yin, 2003a) discusses four different tests to be able to establish the
quality of the empirical data, and this is known as validity. It is when a theory, model,
concept or category describes reality as it appears (Gummesson, 2000) and it refers to the
truth in the case study, if the findings appear to make sense (Miles & Huberman, 1994).
A method that contributes to validity is known as triangulation, in this method various
tools are used to cross check the validity of the data collected (McNeill, Chapman, 2005).
According to (Silverman, 2000; McNeill; Chapman, 2005) when truth is obtained by
merging different perspectives of different findings is Triangulation.
The same inference is done by (Miles, Huberman, 1994) where they state that it is a
technique that supports the analysis or findings and suggests that these measures done
can be acted upon and they dont contradict the findings. (Alam, 2005) also seconds the
same thing stating that Triangulation makes the conclusions and findings to be more e
trust worthy and convincing.
Chapter
4
4.3.
Factor analysis
Unobserved variables of potentially lower numbers are called factors and the
statistical method that is used to describe variability in correlation is called as Factor
analysis. For instance the variation between a few observed variables reflects the
variations in fewer unobserved variables. Now these joint variations in response to
Hasani (29047)
29
the unobserved ones are searched with the aid of factor analysis. The observed ones
are modeled as linear combination of potential factors, plus error terms. Reduction
in the set of variables in a dataset can be done with information obtained from the
analysis of interdependencies between observed variables. The technique is
equivalent to low rank approximation of observed variables of matrix when
computated. Factor Analysis originated in psychometrics and used in a lot of walks
like product management, operational research, applied sciences, social sciences,
behavioral sciences and a lot of other sciences where large chunks and quantities of
data is involved.
Job stress factors have been many and different viewpoints makes these factors
important and unimportant differing from view point to view point. Now a decisive
measure has to be brought in so as to filter out the relevant items for further study.
Hence we categories these points as factors structure to see if the items reflects a
construct validity.
Elimination of irrelevant items based on KMO Statistics:Keyser-Meyer-Olkin (KMO) statistics and Anti- Image Correlation Matrix are the
measures of sampling adequacy. All the items are values against the software SPSS
13.0 software and all the items whose value lies above 0.75 are filtered out.
PCA (Principal Components Analysis) in the final stage, all the filtered items are
subjected to principal component Analysis with Varimax rotation and Kaiser
Normalization.
Chapter
4
4.3.1 Factor analysis results

Table 1.1 (Factor Analysis Scores for the Job Satisfaction)
Factor and Items
Item
Eigen
Loadings
Value
(Variance
Scale
Mean

Hasani (29047)
Variance
30
Factor 1: Contentment
Satisfy Job
Satisfy Manager
internal satisfaction
job of fulfillment
recomend job to friend
supervisor shows recognition
satisfy current status
satisfy present salary
satisfy current status community
Factor 2: leadership and decision

making
Energetic during working time
Work inspires
cared by org
satisfy doing work
Making decision
leadership decision
satisfy/city governance
%)
47.696
0.918
3.646
1.046
11.351
0.894
3.818
0.989
0.673
0.782
0.611
0.616
0.771
0.699
0.72
0.781
0.765
0.832
0.819
0.748
0.775
0.689
0.734
0.476
The supra mentioned analyses inference is:Satisfaction factor amounts to 47.69 % of the total variance, and Leadership and Decision
making with 11.35%7. These factors when subjected to internal consistency value
(Cronbachs Alpha) have individual test. All the values resulting greater than 0.7 show
consistency of the respondents. The resultant is 0.719 for 17 items put together.
There by it proves that the items as factors separately emerged as significant factor
loading and exhibits a good level of construct validity.
The Cronbachs Alpha being 0.719 which is greater than 0.700 reflects a healthy and
positive reliability and has considerable construct validity.

Hasani (29047)
31
Chapter
4
Table 1.2 (Factor Analysis Scores for the Job Stress)

Factor and Items
Item
Eigen Value
Loadings
(Variance
%)
Factor 1: Stress related work
27.693
Corrected mentally exhausted due
0.669
work
work is burden
end day/empty feeling
regular occurrence
Factor 2: Flexibility Environment
related targets specific/understood
job safe frm threat due/chnge room
Supportive& encouraging
work life balance
Work allows chnge to achv. Result
Scale
Mean
Variance
0.774
3.155
1.612
21.088
0.735
3.632
0.933
11.672
-0.633
3.437
1.511
0.872
0.754
0.754
0.771
0.707
0.741
0.561
0.627
Factor 3: Ethical
Opportunity to enhance perf. On
0.762
job
work envrmnt effect health
0.618
Chapter
4
The table 1.2 infers the factor of job Stress 27.6% which is the second highest values of
the variance. Later the flexibility factor surmounts to 21.08 % and finally Ethics as
11.6%.but individually the factors of flexibility is aggregately 0.681 and Ethics is 0.690
which is lesser than 0.700 which is internal consistency value (CronbachsApla) by
individual test. However the conglomeration of all the 11 items of the 3 factors is 0.711
which reflects good construct validity.
Table 1.3 (Factor Analysis Scores for the Job Performance)

Factor and Items
Item
Eigen
Loadings
Value
(Variance
%)
Factor 1: Motivational policies
59.011
Scale
0.921

Hasani (29047)
Mean
3.768
32
Variance
1.067
opportunity to enahceperf. On job

Direct impact on achiving the org
0.714
0.814
objective
Job perf. Is rewarded fin
Job perf. Outcome/goal org.
goodperf. Give formal appreciation
Job perf. & satisfaction inter
0.873
0.786
0.788
0.725
related/dependent
motivation& reward imprv. Prf.
well define work
strng manpower retention policy
evaluation system
0.623
0.774
0.810
0.746
The table 1.3 reveals the inference Motivational Policies to 59.011 of the total variance
and the Internal Consistency value to 0.765 which is greater than the minimum reliability
towards a stronger positive result indicator.
Table 1.4 (Factor Analysis Scores for the Job Motivation)

Factor and Items
Item
Eigen
Factor 1:Job Satisfaction

multi tasking
personal qualification
work utilize full talent
stimulating job exp
finishing job at workplace
interesting job profile
job profile important for other
meaningful job
work allows freedom &
Loadin
Value
gs
(Variance
%)
59.538
Scale
0.911
Mean
Variance
3.173
0.977
0.617
0.858
0.851
0.837
0.692
0.816
0.672
0.860
0.693
independency

Hasani (29047)
33
Chapter
4
The Job Satisfaction factor results as 59.53 of the total variance with the Cronbachs
alpha as 0.763again above the minimum expected high reliability score of 0.7.
Thus overall in considering the individual variance and Cronbachs alpha minimum
expected high reliability there is a positive result even if all the factors are conglomerated
or individually and independently graded.
Chapter
4
4.4. Percentage Analysis Result

Percentage
method
refers
to a specified
kind
which
is
used in making
comparison between two or more series of data. Percentages are based on descriptive
relationship. It compares the relative items. Since the percentage reduces
everything to a common base and thereby allow meaning comparison.
Percentage analysis = No of respondents x 100
Total No of respondents
Table 2.1
H1: There is a significant difference between Male and Female employees job
satisfaction and job stress
Factors
Contentment
leadership and decision
making
Gender wise
Male
Female
74.46
69.83
76.99
75.08

Hasani (29047)
34
Stress related work
62.58
64.15
Flexibility Environment
73.18
71.57
Ethical
70.00
66.17
Motivational policies
75.87
74.30
Job Satisfaction
75.67
73.19
Total Samples
n=95
n=47
Chapter
4
Figure 1 (t-Test: Two-Sample Assuming Equal Variances

(Genderwise _Contentment)
M
F
Observations
95
47
t Stat
1.640003
P(T<=t) two-tail
0.10325
t Critical two-tail
1.977054
Figure2 (t-Test: Two-Sample Assuming Equal Variances

(Genderwise_Ethical)
M
Observations
95
t Stat
1.422452
P(T<=t) two-tail
0.157119
t Critical two-tail
1.977054
F
47
The Percentage analysis results gender wise there is a significant variance in Contentment
Factor and Ethical Factor where in the total number of samples N is 95 for men and 47
for men.
The analysis from the T Test for Job Satisfaction results as the T Sat 1.640 is less than TCritic 1.977 that signifies the hypothesis as rejected as P>0.05

Hasani (29047)
35
In the later part the of the analysis with reference to Ethical the T Sats 1.422 is again less
than T Critical 1.977 that signifies the hypothesis as rejected as P>0.05
Chapter
4
Table 2.2
H2: There is a significant difference in the Male Age wise between employees job
Age wise (Male)
25 to 30 31 to 35 36 to 40
67.01
72.07
72.38
Factors
Contentment
< 25
76.83

making
Stress related work
71.84
70.77
72.67
81.02
83.13
59.29
60.38
60.50
63.21
65.97
85.71
68.92
73.73
72.29
75.87
Ethical
24.57
69.23
73.67
67.14
70.00
72.86
67.54
75.07
78.14
79.81
Job Satisfaction
69.52
70.60
73.63
76.83
80.65
n=7
n=13
n=30
n=14
n=31
Total Samples
> 40
80.29

Hasani (29047)
36
Figure3 (t-Test: Two-Sample Assuming Equal Variances (Agewise _

Contentment)
< 25
> 40
Observations
7
t Stat
-0.55881
P(T<=t) two-tail
0.579749
t Critical two-tail
2.028094
31
Figure4 (t-Test: Two-Sample Assuming Equal Variances (Agewise _Ethical)

< 25
Observations
t Stat
P(T<=t) two-tail
t Critical two-tail
7
-1.26185
0.215118
2.028094
> 40
31
Chapter
4
Figure5 (t-Test: Two-Sample Assuming Equal Variances (Agewise

Motivational Policies)
< 25
> 40
Observations
7
t Stat
-0.99274
P(T<=t) two-tail
0.327462
t Critical two-tail
2.028094
31
In the supra mentioned table the percentage analysis was done age wise for male gender
segregating then in five age groups., however for the comparative analysis is done on
only two age groups :the less than 25 and more than 40.
The analysis for Job Satisfaction results as T Sats as -0.559 is less than T Critical as 2.028
making the hypothesis reject as P>0.05
The analysis for Job Stress results as T Sats as -1.261 is less than T Critical as 2.028
Hasani (29047)
37
The analysis for Motivational Policies results as T Sats as -0.992 as T Critical as 2.028
Chapter
4
Table 2.3
H3: There is a significant difference in the Female Age wise between employees job
Age wise (Female)
25 to 30 31 to 35 36 to 40
64.15
67.68
64.44
Factors
Contentment
< 25
75.24
Leadership and
Decision making
Stress related work
71.02
70.10
74.55
84.57
81.90
51.43
58.00
65.91
75.00
76.11
68.57
68.53
72.36
73.60
76.89
Ethical
61.43
62.00
67.27
60.00
78.89
75.14
67.60
74.18
83.20
80.00
Job Satisfaction
70.48
68.59
75.76
77.78
77.28
n=7
n=15
n=11
n=5
n=9
Total Samples
> 40
80.74

Hasani (29047)
38
Frgure6 (t-Test: Two-Sample Assuming Equal Variances (Agewise

Leadership and decision making)
< 25
> 40
Observations
7
t Stat
-1.92961
P(T<=t) two-tail
0.074173
t Critical two-tail
2.144787
Figure7 (t-Test: Two-Sample Assuming Equal Variances (Agewise _Stress

related work)
< 25
> 40
Observations
7
9
t Stat
-1.82579
P(T<=t) two-tail
0.089283
t Critical two-tail
2.144787
Chapter
4
Figure8 (t-Test: Two-Sample Assuming Equal Variances (Agewise_Ethical)

< 25
Observations
t Stat
P(T<=t) two-tail
t Critical two-tail
> 40
7
-1.25053
0.231603
2.144787
Figure 9 (t-Test: Two-Sample Assuming Equal Variances (Agewise

Motivational Policies)
< 25
> 40
Observations
7
t Stat
-0.88224
P(T<=t) two-tail
0.392545
t Critical two-tail
2.144787
In the supra mentioned table the percentage analysis was done age wise for female gender
segregating then in five age groups., however for the comparative analysis is done on
only two age groups :the less than 25 and more than 40.
Hasani (29047)
39
The analysis of Job Satisfaction results as T Sats as -1.929 is lesser than T Critical as
2.144 making the hypothesis rejected as P>0.05
The analysis of Job Stress results as T Sats as -1.825 is lesser than T Critical as 2.144
making the hypothesis rejected as P>0.05
The analysis of Ethical factor results as T Sats as -1.250 is lesser than T Critical as 2.144
The analysis of Motivational Policies results as T Sats as -0.882 is lesser than T Critical
as 2.144 making the hypothesis rejected as P>0.05.
Chapter
4
Table 2.4
H4: There is a significant effect in the Experience of male Gender in the organization
job stress
Factors
Contentment
Experience in the organization (Male)

1 to 3
3 to 6
6 to 9
>9
77.47
70.71
66.78
79.93

making
Stress related work
76.88
70.13
72.00
85.16
62.05
55.45
64.50
66.77
73.82
72.00
67.60
77.16
Ethical
70.45
31.78
74.00
70.65
76.91
75.82
70.40
78.71
Job Satisfaction
75.86
73.84
69.78
80.65
Total Samples
n=22
n=22
n=20
n=31

Hasani (29047)
40
Figure 10 (t-Test: Two-Sample Assuming Equal Variances (Exp in

Org_Contentment)
3 to 6
6 to 9
Observations
22
t Stat
-1.81218
P(T<=t) two-tail
0.077469
t Critical two-tail
2.021075
20

Org_Ethical)
3 to 6
6 to 9
Observations
22
20
t Stat
-2.29757
P(T<=t) two-tail
0.026896
t Critical two-tail
2.021075
In the supra mentioned table the percentage analysis was done experience wise for male
gender segregating then in five age groups., however for the comparative analysis is
done on only two work experience groups :the 3-6 and 6-9.
The analysis for Job stress results as T Stats -1.812 is lesser than the T critical as 2.021
The analysis for Ethical factor results as T Sats -2.297 is lesser than the T Critical as
2.021 making the hypothesis acceptable as P<0.05
Table 2.5
H5: There is a significant effect in the Experience of female gender in the organization
job stress
Factors
Experience in the organization (Female)

1 to 3
3 to 6
6 to 9
>9

Hasani (29047)
41
Chapter
4
Contentment
70.97
70.91
69.06
66.98

making
Stress related work
68.04
80.52
78.90
58.73
58.44
57.27
31.97
66.98
66.75
75.64
95.38
66.98
Ethical
66.88
65.45
68.46
66.98
67.88
79.09
78.77
66.98
Job Satisfaction
69.86
77.17
75.21
66.98
Total Samples
n=16
n=11
n=11
n=7
Chapter
4

Org_Leadership and decision making)
3 to 6
6 to 9
Observations
11
13
t Stat
0.240239
P(T<=t) two-tail
0.812369
t Critical two-tail
2.073873

Org_Stress related work )
3 to 6
6 to 9
Observations
11
13
t Stat
-1.84724
P(T<=t) two-tail
0.078205
t Critical two-tail
2.073873
Figure 14 (t-Test: Two-Sample Assuming Equal Variances (Exp in Org_

Flexibility Envmnt)
3 to 6
6 to 9
Observations
11
13
Hasani (29047)
42
t Stat
P(T<=t) two-tail
t Critical two-tail
-0.18335
0.856202
2.073873
In the supra mentioned table the percentage analysis was done experience wise for
Female gender segregating then in five age groups., however for the comparative
analysis is done on only two work experience groups :the 3-6 and 6-9.
The analysis for Job Satisfaction results as T Sats as 0.240 is lesser than T Critical 2.073
The analysis for Job Stress results as T Sats as -1.847 is lesser than T Critical 2.073
The analysis for Flexibility Environment results as T Sats as -0.183 is lesser than T Chapter
4
Critical 2.073 making the hypothesis rejected as P>0.05
Table 2.6
H6: There is a significant difference in the Overall Experience of Male gender.
Factors
Contentment
Overall Experience (Male)

1 to 3
3 to 6
6 to 9
>9
73.52
63.89
75.85
75.68

making
Stress related work
70.95
65.71
77.27
80.00
58.75
60.00
60.87
64.62
68.33
68.50
76.52
73.54
Ethical
65.83
71.25
70.87
70.38
70.67
73.00
76.96
77.04
Job Satisfaction
68.89
69.17
77.78
77.31
Total Samples
n=12
n=8
n=23
n=52

Hasani (29047)
43
Figure 15 (t-Test: Two-Sample Assuming Equal Variances (Overall

Leadership D M )
1 to 3
>9
Observations
12
t Stat
-1.90312
P(T<=t) two-tail
0.06167
t Critical two-tail
1.998971
52
Figure 16 (t-Test: Two-Sample Assuming Equal Variances

(Overall_Motvational Policies)
1 to 3
Observations
12
t Stat
-1.72
P(T<=t) two-tail
0.09042
t Critical two-tail
1.998971
52
>9
Chapter
4
Overall Male gender segregating into five age groups., however for the comparative
analysis is done on only two work experience groups :the 1-3 and greater than 9.
The analysis for Job Overall Leadership and D & M results T Stats -1.903 is lesser than T
Critical 1.998 making the hypothesis rejected as P>0.05
The analysis for Overall Motivation Policies results T stats -1.72 is lesser than T Critical
1.998 making the hypothesis rejected as P>0.05
Table 2.7
H7: There is a significant difference in the Overall Experience of female gender
Factors
Contentment
Leadership and
Decision Making
Overall Experience (Female)

1 to 3
3 to 6
6 to 9
>9
76.54
64.44
63.95
72.72
73.02
67.79
69.84
83.17

Hasani (29047)
44
Stress related work
49.44
59.09
60.56
76.39
72.00
65.09
73.78
74.22
Ethical
61.11
64.55
70.00
67.78
Motivational Policies
77.78
62.73
71.56
81.00
Job Satisfaction
73.58
65.45
73.33
77.65
n=9
n=11
n=9
n=18
Total Samples
Chapter
4

Exp_Leadership and decision making)
1 to 3
>9
Observations
9
t Stat
-1.80817
P(T<=t) two-tail
0.082626
t Critical two-tail
2.059539
18

Exp_Stress related work)
1 to 3
>9
Observations
9
t Stat
-3.18838
P(T<=t) two-tail
0.003823
t Critical two-tail
2.059539
18
Overall female gender segregating them into five age groups., however
for the
comparative analysis is done on only two work experience groups :the 1-3 and greater
than 9.
Hasani (29047)
45
The analysis for Job Overall Leadership and D & M resulting in T Stats -1.808 is lesser
than T Critical 2.059 making the hypothesis rejected as P>0.05
The analysis for Job Stress resulting in T Stats -3.188 is lesser than 2.059 making the
hypothesis acceptable.
Chapter
4
4.5.
Regression Analysis results
Another helpful tool in establishing and investigation of the relation ship between the
variables is known analysis of Regression analysis. The effect of one variable on the
other is ascertained by consorting data of underlying variables of interest and uses
regression. When so, quantitative effect of the casual variables upon the variable that
influence is estimated, the investigators assess the statistical significances i.e. the degree
of reliability and confidence that the true relation ship in accordance with the estimated
relationship.
The main objective of this analysis that is widely used in almost all behavioral, social and
physical sciences is to explore the relationship between the dependent variables as well as
one or more than one involvement of independent variable. Straight lines or
generalization to multi dimensions relation can be readily explored by Liner regression.
Figure 19 (Regression Job Motivation [JM]_Job Performance [JP])

H8: There is a strong relationship between Job satisfaction and Job motivation of
employees at SBG
Hasani (29047)
46
Model Summary
Model
R
R Square
Adjusted R
Square
1
.899(a)
.808
.807
a Predictors: (Constant), JM
Std. Error of the

Estimate
3.761
Anovab
Model
Sum of
Square
df
Regression
8388.474
Residual
1994.183
Total
10382.657
a. Predictors: (Constant) JM
b. Dependent variable JP
Mean
Square
1
141
142
8388.474
14.143
Sig
593.112
0.000
Chapter
4
Coefficienta
Model
Un standardized
Coefficients
B
(Constant)
3.609
JM
1.011
a. Dependent variable JP
Std. Error
1.444
0.041
Standardized
Coefficients
Sig
2.499
24.354
0.014
0.000
Beta
0.899
The Multiple regression that was run on JM and JP the resulting that is a significant
relevance. The variables significantly predicted JM and JP, F (1,141) =593.112, P<.005,
R-square =0.807.
The variable added statically significantly to the prediction, P<.05
Job Motivation significantly affects on Job Performance at Saud Bahwan.
The motivational policies that are followed at Saud Bahwan positively affect the
employees
Figure 20 (Regression JM_Job Stress)

H9: Job stress is having an impact on Job motivation of employees at SBG
Model Summary
Hasani (29047)
47
Model
R Square
Adjusted R
Square
1
.769(a)
.591
.582
a Predictors: (Constant), JSTF3, JSTF1, JSTF2
Std. Error of the

Estimate
4.917
JSTF1= Stress related work; JSTF2= Flexibility Environment; JSTF3= Ethical
Anovab
Model
Sum of
Square
df
Mean
Square
Regression
4852.925
3 1617.642
Residual
3360.796
139
24.178
Total
8213.711
142
a. Predictors: (Constant) JSTF3, JSTF1, JSTF2
b. Dependent variable JM
Sig
56.905
0.000
Chapter
4
Coefficienta
Model
Unstandarized
Coefficients
B
Std. Error
(Constant)
12.183
1.876
JSTF1
.12
.118
JSTF2
1.463
.129
JSTF3
-.518
.166
a. Dependent variable JM
Standardized
Coefficients
Sig
Beta
.091
1.088
-.367
6.495
-1.02
11.364
-3.125
.000
.31
.000
.002
The Multiple regressions that was run on Job Motivation and Job Stress the resulting that
is a significant relevance. The variables significantly predicted Job Motivation and Job
Stress, F (3,139) =6.905, P<.005, R-square = 0.591.
All the variables added statically significantly to the prediction, P<.05 except for factor
one
Job Motivation has a significant impact on Job Stress at Saud Bahwan Group.
Factor one that constitutes of end day empty feeling work over burden and exhausted due
to work are the factors that dont comply and contribute to the regression analysis.

Hasani (29047)
48
Figure 21 (Regression Job Performance [JP]_Contentment)

H10: Job performance significantly effects Job satisfaction (Contentment) at SBG
Model
1
R
.596(a)
Model Summary
R Square
Adjusted R
Square
.356
.351
Std. Error of the

Estimate
6.346
a Predictors: (Constant), JP
Chapter
4
Anovab
Model
Sum of
Square
df
Regression
3193.847
1
Residual
5678.918
141
Total
8812.755
142
a. Predictors: (Constant) JP
b. Dependent variable Contentment
Mean
Square
Sig
3133.847
40.276
77.809
0.000
Sig
5.060
8.921
0.000
0.000
Coefficienta
Model
Un standardized
Coefficients
B
Std.
Error
(Constant)
12.254
2.422
JP
.549
.052
a. Dependent variable Contentment
Standardized
Coefficients
Beta
596
The Multiple regression that was run on Job Performance and contentment the resulting
that is a significant relevance. The variables significantly predicted Job Performance and
contentment, F (1,141) =77.809, P<.005, R-square =0.356
Job Motivation significantly affects on Job Satisfaction at Saud Bahwan Group.
Hasani (29047)
49
Figure 22 (Regression Job Performance_Leadership and Decision making)

H11: Job performance significantly effects Job satisfaction (Leadership and Decision
making) at SBG
Model Summary
R Square
Adjusted R
Square
1
.801(a)
.641
.639
a Predictors: (Constant), JP
Model
Std. Error of the

Estimate
4.104
Chapter
4
Anovab
Model
Sum of
Square
df
Mean
Square
Sig
Regression
4248.074
1
4248.074
252.265
Residual
2374.402
141
16.84
Total
6622.477
142
a. Predictors: (Constant) JP
b. Dependent variable Leadership and Decision making
0.000
Coefficienta
Model
Un standardized
Coefficients
Standardized
Coefficients
Std.
Beta
Error
(Constant)
2.804
1.566
JP
.640
0.040
.801
a. Dependent variable Leadership and Decision making
Sig
1.791
15.883
.075
.000
The Multiple regression run on Job Performance and Leadership and Decision making
the resulting that is a significant relevance. The variables significantly predicted Job
Performance and Leadership and Decision making, F (1,141) =252.265, P<.005, Rsquare =0.641.

Hasani (29047)
50
Job Motivation significantly affects on Job Leadership and Decision Making at Saud
Bahwan Group.
Figure 23 (Regression Job Performance [JP]_Job Stress)

H12: There is a strong relationship between Job performance and Job stress of
employees at SBG
Model Summary
Model
R
R Square
Adjusted R
Square
1
.766(a)
.586
.578
Std. Error of the

Estimate
5.558
Chapter
4
Anovab
Model
Sum of
Square
df
Mean
Square
Regression
5089.425
3
2029.008
Residual
4293.232
139
30.887
Total
10382.657
142
F
65.718
Sig
.000
Coefficienta
Model
Un standardized
Coefficients
B
(Constant)
11.404
JSTF1
.086
JSTF2
1.755
JSTF3
-.975
Std.
Error
2.120
.133
.146
.187
Standardized
Coefficients
Sig
Beta
-.058
1.161
-.614
5.379
.646
12.059
-5.200
.000
.519
.000
.000
There is no relevant significance for only factor 1, i.e Stress related work
Hasani (29047)
51
The Multiple regressions run on Job Performance and Job Stress the resulting that is a
significant relevance. The variables significantly predicted Job Performance and Job
Stress, F (3,139) =65.718, P<.005, R-square =0.578
Job Performance significantly affects on Job Stress at Saud Bahwan Group.
Except for stress related work that has no significance in the resultant regression.
Chapter
4
Figure 24 (Regression Contentment_Job Stress)

H13: Job satisfaction (Contentment) is having an effect on Job stress of SBG
employees.
Model
1
R
.654(a)
Model Summary
R Square
Adjusted R
Square
.428
.416
Std. Error of the

Estimate
6.022

Anovab
Model
Sum of
Square
df
Mean
Square
Regression
3772.52
3
1257.417
Residual
5040.513
139
36.253
Total
8812.765
142
F
34.675
Sig
.000
Coefficient a
Hasani (29047)
52
Model
Un standardized
Coefficients
Standardized
Coefficients
Std.
Error
(Constant)
14.934
2.297
JSTF1
-.054
.144
JSTF2
1.098
.158
JSTF3
-.206
.203
Sig
Beta
6.501
-.372
6.965
-1.015
-.039
.789
-.141
.000
.710
.000
.312
The Multiple regression run on Contentment and Job Stress the resulting that is a
significant relevance. The variables significantly predicted Contentment and Job Stress, F
(3,139) =34.675, P<.05, R-square = 0.416.
Contentment significantly affects on Job Stress at Saud Bahwan.
Factors F1 (stress related work) and F3 (Ethical) has no significant resultant of the
regression.
Figure 25 (Regression Leadership and Decision making_Job Stress)
H14: Job satisfaction (Leadership and Decision making) is having a strong relationship
on Job stress of SBG employees.
Model Summary
Model
R
R Square
Adjusted R
Square
1
.845(a)
.714
.708
Std. Error of the

Estimate
3.692
Anovab
Model
Sum of
Square
df
Mean
Square
Sig
Regression
4728.101
3
1576.034 115.642
.000
Residual
1894.375
139
13.629
Total
5622.477
142
a. Dependent variable Leadership and decision making
Hasani (29047)
53
Chapter
4
Coefficienta
Model
Un standardized
Coefficients
Standardized
Coefficients
Std.
Beta
Error
(Constant)
5.019
1.408
JSTF1
.287
.088
.241
JSTF2
1.177
.097
.975
JSTF3
-.478
.124
-.377
a. Dependent variable Leadership and Decision making
Sig
3.564
3.242
12.174
-3.836
.001
.001
.000
.000
Chapter
4
The Multiple regressions run on Leadership and Decision making and Job Stress the
resulting that is a significant relevance. The variables significantly predicted Leadership
and Decision making and Job Stress, F (3,139) =115.642, P<.05, R-square = 0.416
Leadership and Decision making significantly affects on Job Stress at Saud Bahwan.
It is evident that the all the variables added significantly to the predictions that are
mentioned above and the resulting interference is positive. The Factors with stress in the
above overall sample is supposed to have a positive impact in a similar findings that was
performed by (Higgins, 2004).The same notions were raised with the permutation and
combination juxtaposing with the tables above .i.e the regression of the resultant with the
combinations of Job Satisfaction, Job Motivation, Job performance with stress in
different combinations.(Yousef, 2002; Duxbury, 2004; Spector et al, 2005) on different
occasions and surveys that were carried independently at different times.

Hasani (29047)
54
Chapter
5
5. Implications
5.1. Managerial Implication

Rigors survey that is conducted to find the relation between stress and it causes in the
Managerial aspect resulted in quite surprising and annoying factors. The resultant
implementation are varied in there nature as influence by different factors. A lot of
inferences that were noted in the break up and the resultant of the analysis reflect a lot of
improvisation of the structure and the way it can affect the total system if taken note of f
and acted upon in timely manner. The different relations of dependent and independent
variables can guide the management to priorities the factors that conjure up stress and the
way it multiplies when combined with different factors.
Mentioned below are the various factors whose managerial implication is summarized
that yielded from different tools and analysis.
5.1.1. Implication of Factor Analysis

Individual factor Implication: - Job satisfaction where in job satisfaction was subset in
two heads namely satisfaction and Leadership and Decision making. All the relevant
factors as mentioned in table 1.1 of factor analysis were taken into consideration to
Hasani (29047)
55
process the values that counts to make a viable and reality based implication. The
resultant implication was around 60 percent related at Saud Bahwan.
Job Stress which was a conglomeration of the subsets of there factors namely Stress
related work, Flexibility of environment and Ethics All the relevant factors as mentioned
in Table 1.2 of that were taken into consideration to process the values that counts to
make a viable and reliability based implication. The resultant implication was around 60
percent related at Saud Bahwan.
Job Performance which was constant only factor by only one factor i.e. motivational
Policies with all the relevant factors as mentioned in Table 1.3 of the factor analysis
resulted as 59 percent as the implication related to Saud Bahwan.
Job Motivation was influenced by only one factor namely Growth induction and
promotion. With al the relevant factors mentioned in table 1.4 of the factor analysis
resulted as 59.5 percent at the implication related to Saud Bahwan.
5.1.2. Implication of Percentage Analysis

A percentage analysis was carried out using T- test with a variety of permutations and
combinations possible and the results were registered to implicate the stress percentage in
the employees of Saud Bahwan on the factors that were mentioned in the questionnaire.
Individual percentage implication:- Gender Wise percentage analysis was carried out
with the participation of 95 male and 47 Female employees, the factor as reflected in
Table 2.1 reflects a positive result on the basis of P value <0.05. Implication no
substantial or noticeable stress gender wise.
Age Wise Percentage analysis was carried out for both male and female gender on the
basis of segregation of age in five age groups with the factors remaining constant as in
table 2.2 and 2.3. The basis of P values resulted as <0.05 in both the analysis which is
positive and implicates not noticeable stress among the employees of Saud Bahwan.
Hasani (29047)
56
Chapter
5
Experience wise Percentage analysis was carried out for both male and female gender on
the basis of segregation of four experience groups with reference of in house experience
with factors remaining constant as in table 2.4.and 2.5. The basis pf P value resulted as
<0.05 in both the analysis which is positive and implicates no noticeable stress among
employees at Saud Bahwan,
Percentage analysis on the overall experience of the employee including in-house and Chapter
previous experience was carried out for both male and female gender on the basis of
segregation of four experience groups with reference of in house experience with factors
remaining constant as in table 2.4.and 2.5. The basis pf P value resulted as <0.05 in the
analysis for Males which is positive and implicates no noticeable stress among employees
at Saud Bahwan and >0.05 in the analysis of female suggesting noticeable stress among
the female working group at Saud Bahwan.
Overall Implication of Percentage analysis suggests that there is no noticeable stress that
is registered in the employees at Saud Bahwan on the basis of various factors that
accounts for stress.
5.1.3. Implication of regression Analysis

Individual implication of the regression analysis results as:Regression analysis was carried on with the various combination to ascertain the strong
relation between the variables.(i) Job Motivation with Job Performance (ii) Job
Motivation with job Stress (iii) Job Performance with Job Satisfaction (iv) Job
Satisfaction with Job Stress. With different factors involved resulted as a positive
implication on the basis of Significant Statistical value of P<0.05 on the employees of
Saud Bahwan. All the variables analysis is acceptable and they contribute to the validity
of the study.
The analysis helps SBG in a very important way by deciphering the relations and there
affects by ruling out the interdependencies of data and that are dependant variables. It
Hasani (29047)
57
proves very beneficial in pointing out what data is of integral importance that needs to be
prioritized and worked on to curb the stress in its budding stage it self.
Chapter
5
5.2.
Academic Implication
Job related Stress is a major hurdle to success and peace of mind. It creates a challenge
for the employee to balance his work / personal life and simultaneously manage his day
to day activities. The stress related to job is unique to every organization depending on its
specific policies and goals (Beehr, Newaman, 1978). Hence every effort has to be made
by the individual organization to employ various techniques to mitigate the stress and
create a congenial work environment. The same relentless effort is put in by Saud
Bahwan to create a work environment that can be as comfortable as possible along with
maintaining the decorum of the work culture so that Stress can be ruled out and effective
measures can be taken to re-energize the employee work force.
In the beginning of the literature stated above the efforts were input to clearly analyze
stress and the manner in which it erupts under different situation when combines with
varied tasks of the organization and the factors that contribute to stress (Riggo, 2003).
The general models of the factors that induce stress and hamper work force are identified,
strategy was devised to convert this factors in to measurable data. Chapter two enlists the
various effects and varying degrees of stress further more relation between job stress and
life performance was established (Scott, 1966).
In terms of academic implication all the factors resulting in piling of stress with relation
to health and safety, productivity and turnover are explored and the analysis establishes a
strong relation between he hypothesis and the adverse effects of stress in form of data that
Hasani (29047)
58
can be used as information that can be used and the work scenario that is affecting at
Saud Bahwan.
In chapter 2 sub head 2.14 all the existing independent variables were accounted to a
theoretical survey of the indispensable factors and the model thus worked out to define
the reasons and gravity of the situation seemed obvious.
Chapter
5
5.3.
Future Research and Limitations
The study converged a wide area of problem identification into analysis and was
helpful to render a solution base model. The theory is very subtle however in the future a
wider area of the factors involved can be accorded. Despite the best efforts put in there is
there is a scope of collection of data from other avenues. The survey that was carried out
here due to management restriction was only questionnaire based in the future we expect
to get an interview and diodes based data collection for sampling.
In future the data attained can be synthesizes by formulating tools that consider wider
usage of calculus based and linear and non linear regression tools to larger chunk of data
and attain similar and more accurate results besides the usage of the regression and
percentage analysis tools that used in the research stated supra. Determination of
theoretical generalizability of the explanatory model can be used.
Alike every study and proposition this literature is accompanied by its limitations. The
first being that it is a microscopic study of one particular organization, which has its color
of variance to the generic concept.
Secondly the cultural and atmosphere of work is specific and it has its own limitations as
it cant be juxtaposed with the global atmosphere which tends to differ from one to
another organization, city and country.

Hasani (29047)
59
The process limitation that were endeavored is that not every one is willing to participate
due to different reasons. Mainly not every one is available for interview at the same time
despite after having a pre appointed slot, the staffs non cooperation to exchange
information, lack of patience. Sampling by diodes was great limitation as SBG being a
widely distributed and access is restricted.
Chapter
5
5.4.
Recommendation
"The greatest weapon against stress is our ability to choose one thought over another."
(William James)
If Job related stress is handled effectively right from the beginning, it can be used to
extract the best out of every employee. It can be channelized to the benefit of the
organization and to induce growth. As stress is an integral part of our life, we cannot
eliminate it, but we should learn to use it in a gainful manner. New objectives can be
achieved and productivity increased. Since it has become a worldwide phenomenon,
more research and studies need to be conducted to understand the impact on positive
health and well being (Quick, Nelson, & Quick, 1990; Folkman & Moskowitz, 2004;
Somerfield, McCrae, 2000).
Bottom Line, stress cant be eliminated from any work area, where ever there is
implication of mental of mental abilities stress automatically crops up, the focus of the
study is how this stress can be minimized and short lived by various means like:
a) Employee needs attention.
b) Employee Oriented methodology at work.
c) Employee motivation.
Hasani (29047)
60
d) Easing up by means of handing over rights and powers over work in a controlled
and monitored way.
e) Timely breaks and vacations.
f) Conceptual clarity of work eradicating major ambiguity.
g) Health checks
h) Bilateral conversation both downwards and upwards to the management chain.
Chapter
5
5.5.
Conclusion
"Sometimes it's important to work for that pot of gold. But other times it's essential to
take time off and to make sure that your most important decision in the day simply
consists of choosing which color to slide down on the rainbow." (Douglas Pagels)
On account of the supra findings it is very evident that stress is an indispensable part of
work environment and there is no way of completely eliminating stress, however there
are measures that can regulate the level of stress from stimulatory to work environment
rather than over pressurization of employees and resulting in burnouts and adverse
effects. All the stressors work differently on the personnel in different situation. The key
to have a re-energized work force lies in timely indulging in the course to rule out stress
and intervening by means of different tools. The most effective tools that can be relied on
are motivation work profile clarity, flexibility and timely breaks.

Hasani (29047)
61
"Being in control of your life and having realistic expectations about your day-to-day
challenges are the keys to stress management, which is perhaps the most important
ingredient to living a happy, healthy and rewarding life." (Marilu Henner)
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Total words count: 11,708

Table and Figures words count (1,605)
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Appendix I

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Appendix II

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Stress Management: Its impact on employees in

Ms. Bushra Mohammed AlHasani 29047

Stress Management: Its impact on employees in SBG Bushra Al

Stress Management: Its impact on employees in SBG Bushra Al

8. Appendix II (Interview Questions)

Factor Analysis Scores for the Job Satisfaction

Factor Analysis Scores for the Job Stress

Factor Analysis Scores for the Job Performance

Factor Analysis Scores for the Job Motivation

Percentage Analysis Gender Wise

Percentage Analysis Age wise (Male)

Percentage Analysis Age wise (Female)

Percentage Analysis Experience in the organization (Male)

Percentage Analysis - Experience in the organization (Female)

Percentage Analysis Overall Experience (Male)

Stress Management: Its impact on employees in SBG Bushra Al

Percentage Analysis Overall Experience (Female)

t-Test: Two-Sample Assuming Equal Variances (Genderwise Job Satf_

t-Test: Two-Sample Assuming Equal Variances (Genderwise Job

t-Test: Two-Sample Assuming Equal Variances (Agewise Job Satf_

t-Test: Two-Sample Assuming Equal Variances (Agewise Job

t-Test: Two-Sample Assuming Equal Variances (Agewise JM

t-Test: Two-Sample Assuming Equal Variances (Agewise Job Satf_F2

t-Test: Two-Sample Assuming Equal Variances (Agewise Job

t-Test: Two-Sample Assuming Equal Variances (Agewise Job

t-Test: Two-Sample Assuming Equal Variances

t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Stress

t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Ethics

t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Satf

t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job

t-Test: Two-Sample Assuming Equal Variances (Exp in Org_Job Stress

t-Test: Two-Sample Assuming Equal Variances (Overall Leadership D

t-Test: Two-Sample Assuming Equal Variances (Overall Job Motv

t-Test: Two-Sample Assuming Equal Variances (Overall Exp_LDMF2

t-Test: Two-Sample Assuming Equal Variances (Overall Exp_Job

Stress Management: Its impact on employees in SBG Bushra Al

Stress Management: Its impact on employees in SBG Bushra Al

Factors that result in Job Stress

2.2. The Effects of Stress in a Job

Varying Degrees of Stress

Job Stress and Personal Life Stress

Differences between Distress and Eustress

The Impact of Stress on Performance

Relation between Job Stress and Job Satisfaction

Stress and health

Stress Management: Its impact on employees in SBG Bushra Al

estimated 75% to 90% of visits to primary-care physicians are for stress-related

Stress and safety

Stress and productivity

Stress Management: Its impact on employees in SBG Bushra Al

Stress and turnover

Heart Matters solaces human kind by

techniques of avoiding and beating stress with a remarkable result in Colorado by

PricewaterhouseCoopers where the employees vacations were monitors and on the

Taming the beast

Stress Management: Its impact on employees in SBG Bushra Al

Independent variables of the study

Conceptual framer work of the study

The deviance from the normal routine of work functioned is a result of

Stress Management: Its impact on employees in SBG Bushra Al

The contentment or discontentment that an employee has due to the nature of

Stress Management: Its impact on employees in SBG Bushra Al