ReseaRch pRoject on

A STUDY OF wOrk-related depression, anxiety and irritation in relation to

intention to quit in insurance sector in and around chandigarh

In partial fulfillment of the requirements for the degree of MASTERS OF BUSINESS ADMINISTRATION

At University Business School

Panjab University 2011

UNDER THE GUIDANCE OF:

DR. LUXMI

SUBMITTED By: NIDHI BHARTI

MBA-HR-4TH SEM

2

Certificate

This is to certify that Miss. Nidhi Bharti, a student of Masters of Business Administration

(Human Resource) IV semester at University Business School, Panjab University,

Chandigarh, has undertaken a project on “A STUDY OF WORK-RELATED DEPRESSION,

ANXIETY AND IRRITATION IN RELATION TO INTENTION TO QUIT IN

INSURANCE SECTOR IN AND AROUND CHANDIGARH” in partial fulfillment of the

requirement of Master of Business Administration (2009-2011).

The project has been successfully completed under my supervision and guidance. This

research project is the original work of the student.

Dr. Luxmi University Business School, Panjab University, Chandigarh.

Date

3

ACKNOWLEDGEMENT

First of all I am indebted to the almighty GOD, Whose blessings have always created

ways for us.

But, as no study is complete wither the able guidance of a mentor. A formal statement

of acknowledgement will hardly meet the ends of justice in the matter of expression of

my sense of gratitude and obligation to Dr Luxmi, under whose guidance I have been

able to complete the project.

I also thank all the respondents for their inputs and kind support who spared their

valuable time to fill in the questionnaires, all my friends for their help in

understanding and using SPSS software. I also would like to thank all others who

have at any point of time helped me in the completion of the project.

Every effort has been made to avoid errors and omissions in this report.

In spite of this, some errors might have crept in, I feel very sorry for the discrepancy

(if any).

Nidhi Bharti

4

Executive Summary

This research is aimed at studying the work-related depression, anxiety and irritation in

insurance sector in relation to intention to quit the job by employees. The study of work stress

enhances the understanding of several aspects of symptoms, causes and effects of work stress

in organizations and how it affects the turnover intentions of the employees.

In the present study, the focus is upon the understanding the level of stress in employees

under three variables known as depression, anxiety and irritation and to find out whether

stress has relation with turnover intentions or not. Work stress is the harmful physical and

emotional response that occurs when there is a poor match between job demands and the

capabilities, resources, or needs of the worker. Stress is a prevalent and costly problem in

today's workplace. About one-third of workers report high levels of stress. One-quarter of

employees view their jobs as the number one stressor in their lives. Three-quarters of

employees believe the worker has more on-the-job stress than a generation ago. Most of the

studies also suggest that stress is the major cause of turnover in organizations.

Problems caused by stress have become a major concern to both employers and employees

these days. Symptoms of stress are manifested both physiologically and psychologically.

Employers have started giving attention to various aspects of stress in the employees by

starting various flexible work options so that stress can be prevented in the organization.

Persistent stress can result in significant level of depression, anxiety and irritation among

employees who flee from work which affects their performance levels and ultimately results

in dissatisfaction from their jobs. Consequently this dissatisfaction may become the major

reason for intention to quit the job.

The data has been collected from 120 employees working at managerial and clerical levels in

5 different organizations in the insurance sector. Two standards questionnaires have been

used to assess the work related stress and turnover intentions of the respondents.

5

The result in order of scores of work related stress are:

Bajaj Allianz Life Insurance

ICICI Prudential Life Insurance

ICICI Lombard General Insurance

Birla Sunlife Insurance

Bharti AXA General Insurance

The study concluded that there is a significant difference in the level of work depression,

anxiety and irritation among different organizations. Results shows that turnover intentions

have been found strong in the organizations where work stress is more.

Work stress was found to have a very strong correlation with turnover intentions which

shows that employees who are stressed out are dissatisfied from their jobs and thus more

likely to quit.

The research contributes to the field of HR by offering support for the effects that the work

stress has on turnover intentions. An understanding of work stress is a step in the direction of

change which constitutes a challenge for companies to reduce turnover rate by providing

more flexible work options and employees would prefer to stick with the organizations thus

gearing up the overall growth rate.

6

TABLE OF CONTENTS

LIST OF TABLES ................................................................................................................................................ 7

CHAPTER 1- INTRODUCTION ............................................................................................................................ 8

1.1 INTRODUCTION ...................................................................................................................................... 9

1.2 INTRODUCTION TO INSURANCE SECTOR ............................................................................................... 12

CHAPTER 2- REVIEW OF LITERATURE ............................................................................................................. 22

2.1 REVIEW OF LITERATURE ........................................................................................................................ 23

CHAPTER 3 – RESEARCH METHODOLOGY....................................................................................................... 37

3.1 RESEARCH OBJECTIVES ......................................................................................................................... 38

3.2 HYPOTHESIS ......................................................................................................................................... 38

3.3 RESEARCH DESIGN .................................................................................................................................... 39

3.4 SAMPLING ............................................................................................................................................... 39

3.5 DATA COLLECTION .................................................................................................................................... 39

CHAPTER 4 – DATA ANALYSIS & INTERPRETATION......................................................................................... 41

4.1 COMPOSITION OF THE SAMPLE ............................................................................................................. 42

4.2 RESULTS OF DESCRIPTIVE STATISTICS .................................................................................................... 43

4.3 CORRELATION OF DEPRESSION, ANXIETY & IRRITATION WITH INTENTION TO QUIT ................................ 45

4.4 CORRELATION BETWEEN STRESS & INTENTION TO QUIT ........................................................................ 47

4.5 RESULTS OF ANOVA (AGE-WISE COMPARISON) ............................................................................................ 48

4.6 RESULTS OF INDEPENDENT T- TEST (GENDER-WISE COMPARISON) ................................................................ 50

4.7 RESULTS OF INDEPENDENT T- TEST (MARITAL STATUS-COMPARISON) ............................................................ 52

4.8 RESULTS OFANOVA (TOTAL WORK EXPERIENCE-WISE) ................................................................................... 54

4.9 RESULTS OF ANOVA (PRESENT WORK EXPERIENCE-WISE COMPARISON) .............................................................. 56

4.10 RESULTS OF ANOVA (ORGANIZATION-WISE COMPARISON) ............................................................................ 58

CHAPTER 5- CONCLUSION & RECOMMENDATIONS ....................................................................................... 60

5.1 FINDINGS OF THE STUDY (CONCLUSION ................................................................................................ 61

5.2 RECOMMENDATIONS ........................................................................................................................... 62

5.3 LIMITATIONS OF THE STUDY ................................................................................................................. 63

5.4 FUTURE SCOPE ..................................................................................................................................... 63

BIBLIOGRAPHY ............................................................................................................................................... 64

ANNEXURE ..................................................................................................................................................... 68

7

LIST OF TABLES

Table 1 Organization wise respondents

Table 2 Descriptive Statistics

Table 3 Karl Pearson’s Correlation

Table 4 Karl Pearson’s Correlation

Table 5 One way Anova (Age wise)

Table 6 Independent T-Test (Gender wise)

Table 7 Independent T-Test (Marital status wise)

Table 8 One way Anova (Total work exp. wise)

Table 9 One way Anova (Present work exp. wise)

Table 10 One way Anova (Organization wise)

8

CHAPTER 1- INTRODUCTION

9

1.1 INTRODUCTION

Work-Stress Work-related stress is the harmful physical and emotional response that occurs when there

is a poor match between job demands and the capabilities, resources, or needs of the worker.

Stress-related disorders encompass a broad array of conditions, including psychological

disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of

emotional strain (e.g. dissatisfaction, fatigue, tension, etc) maladaptive behaviors

(e.g., aggression, substance abuse) and cognitive impairment (e.g. concentration and memory

problems). In turn, these conditions may lead to poor work performance. Job stress is also

associated with various biological reactions that may lead ultimately to compromised health.

The association of stress with physical and psychological disorders has aroused much

controversy over the years, but the particular subject of 'burnout' has received com paratively

little attention in Britain. In the USA, on the other hand, job stress and the burnout stress

syndrome (BOSS) have stirred up great interest, as demonstrated by the writings of Jones'

and Cherniss.2 They suggest that a high level of occupational stress leads to physical and

emotional exhaustion, with consequent loss of efficiency. The condition is thought to affect

particularly those in the helping professions and in responsible administrative positions.

Critics of the concept suggest that burnout is merely a trendy name for boredom or an

alternative label for the midlife crisis. But the present writer believes that few will read a

description of the syndrome without recognizing in them selves or in their colleagues at least

some of the signs and symptom. Employees switch organizations for several reasons that

managers and researchers are trying to find out. Managers would readily agree that retaining

the top performers results in higher customer satisfaction, quality improvement, effective

succession planning and a considerable increase in organizational knowledge and learning.

The question is – if managers know these facts so well, why do they fail to retain their best

employees? Nowadays, business has been a serious competition and more varieties and

complexity in business activities. However, executives will operate them to success for

survival and growth. Increasing workload, such as condition of work, work environment, and

a high expectation from executive's requirement as a high quality and performance are the

serious factors that influence individual stress and anxiety. When employees feel stress and

anxiety, they suffer that it causes of physical danger or even organization loss because they

are the causes of burnout, absence, and intention to leave or even turnover. Stress is the

psychological and physical state that results when the resources of the individual are not

10

sufficient to cope with the demands and pressure of the situation. Level of job satisfaction

and stress can affect both individuals and organization. At the individual level, low level of

job satisfaction and high level of job stress are threat to mental and physical health, quality of

life, goal achievement and personal development. Whereas, for the workplace these

conditions lead to increased absenteeism, conflict and turnover, and reduced quality and

quantity of work. Thus identification of factors responsible for stress and its management at

its primary level has long term benefits both for employee and employer.

Depression

Stress, like depression, is a universal experience. Both are generally self-limiting and may

even prove to be beneficial in terms of personal growth. In some circumstances, however,

stress and depression may become excessive or morbid, and lead to considerable disability.

Work related depression is a disorder which is often overlooked in the workplace. The main

causes of work related depression stem from, a long work schedule, a feeling of job

insecurity, an overload of work meticulous daily tasks, a change in administration, unrealistic

deadlines, office gossip, especially about you, dead end job; no room for a promotion, the

feeling of having your job performance placed under a microscope, harassment, conflict with

co-workers and/ or supervisors. The pitfalls of work related depression include, constant

blunders on the job, the slow decay of co-worker and supervisor relationships, the sense of a

hostile environment, and the possibility of job termination.

Anxiety

There is a paucity of data pertaining to the incidence and prevalence of anxiety disorders in

the workplace. It seems likely that both work-related organizational and such individual risk

factors interact, and that this interaction determines the onset, progression and course of

anxiety disorders. The term job-related anxiety implies that there are work conditions, tasks

and demands, and/or related occupational stressors that are associated with the onset of acute

and/or chronic states of anxiety or manifestations of anxiety. These factors may include an

overwhelming workload, the pace of work, deadlines and a perceived lack of personal

control. The demand-control model predicts that workers in occupations which offer little

personal control and expose employees to high levels of psychological demand would be at

risk of adverse health outcomes, including anxiety disorders.

Irritation

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The term work irritation is used to describe the frustration due to incapability of

accomplishing tasks and duties at work. In work situations, performance irritation is linked to

very intense stress felt about adequately or successfully working at a job. It is most common

in fields where high pressure exists and where outcome of work has a significant effect on

one’s own job or on the people with whom one works. This can have several causes. It can

result from high expectations by employers, or from personal incapability and insecurities

that come from negative self-critique. Previous failures at work can also create performance

irritation in employees.

INTENTION TO QUIT Turnover intention has been a critical issue for management for many years and it is a major

problem for organizations till now. Therefore, in past few years much attention has been

given towards employee’s turnover behavior and the major causes that lead towards the

turnover intention of employees. Stress is naturally present in the organizations and it is

produced due to different workplace stressors. These environmental stressors in the work

environment influence the job satisfaction of employees which in turn leads to the intention

to leave the job. It has been found that stress has both positive and negative aspects which

may lead to either achievement or towards harmful effects. Stress and work exhaustion play

an important role in increasing turnover of employees because stress and emotional

regulation both influence turnover intention and stress is also an emotion that decreases job

satisfaction and increases turnover.

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1.2 INTRODUCTION TO INSURANCE SECTOR

Indian Insurance Market

Insurance has a long history in India. Life Insurance in its current form was introduced in

1818 when Oriental Life Insurance Company began its operations in India. General Insurance

was however a comparatively late entrant in 1850 when Triton Insurance company set up its

base in Kolkata. History of Insurance in India can be broadly bifurcated into three eras: a) Pre

Nationalisation b) Nationalisation and c) Post Nationalisation. Life Insurance was the first to

be nationalized in 1956. Life Insurance Corporation of India was formed by consolidating the

operations of various insurance companies. General Insurance followed suit and was

nationalized in 1973. General Insurance Corporation of India was set up as the controlling

body with New India, United India, National and Oriental as its subsidiaries. The process of

opening up the insurance sector was initiated against the background of Economic Reform

process which commenced from 1991. For this purpose Malhotra Committee was formed

during this year who submitted their report in 1994 and Insurance Regulatory Development

Act (IRDA) was passed in 1999. Resultantly Indian Insurance was opened for private

companies and Private Insurance Company effectively started operations from 2001.

Insurance Market- Present:

The insurance sector was opened up for private participation four years ago. For years now,

the private players are active in the liberalized environment. The insurance market have

witnessed dynamic changes which includes presence of a fairly large number of insurers both

life and non-life segment. Most of the private insurance companies have formed joint venture

partnering well recognized foreign players across the globe.

There are now 29 insurance companies operating in the Indian market – 14 private life

insurers, nine private non-life insurers and six public sector companies. With many more

joint ventures in the offing, the insurance industry in India today stands at a crossroads as

competition intensifies and companies prepare survival strategies in a detariffed scenario.

There is pressure from both within the country and outside on the Government to increase the

foreign direct investment (FDI) limit from the current 26% to 49%, which would help JV

partners to bring in funds for expansion.

13

There are opportunities in the pensions sector where regulations are being framed. Less than

10 % of Indians above the age of 60 receive pensions. The IRDA has issued the first licence

for a standalone health company in the country as many more players wait to enter. The

health insurance sector has tremendous growth potential, and as it matures and new players

enter, product innovation and enhancement will increase. The deepening of the health

database over time will also allow players to develop and price products for larger segments

of society.

COMPANIES COVERED UNDER STUDY

1. BAJAJ ALLIANZ LIFE INSURANCE

Bajaj Allianz General Insurance Company Limited is a joint venture between Bajaj Auto

Limited and Allianze of AG Company.

Bajaj Allianz General Insurance came into existence on 2nd May 2001, when it got

certification of Registration from the Insurance and Regulatory Development Authority.

Bajaj Auto has a share of 74%, whereas Allianz has the remaining 26%. In the very first

year, the company made a strong position for itself in the industry and was reckoned

amongst the top private insurers. The premium income of the company as on 31st March

2006 was Rs. 1285 crores, whereas the profit after tax made was Rs. 52 crores.

Bajaj Allianz has a Pan India network covering over 100 towns from Jammu to

Thiruvananthapuram and aims to spread its operations in many other cities. The vision of

the organization is to be the first choice for customers, and provide job satisfaction to the

employees and create shareholder value. The organization strives to excel in its products

and services, providing total customer satisfaction.

Bajaj Allianz serves customers in all areas of General and Health Insurance as well as

Risk Management. It has in-depth knowledge of the local market and extensive

distribution network with expertise, stability and experience. It has a capital base of Rs.

147 crores, and is allowed to serve both the General and Health insurance.

It has achieved iAAA rating, by ICRA Limited and has the highest claims- paying ability

14

and a stable position in the market. In a 2006 survey, Business World has rated it among

the Most Respected Companies, putting it at No.2 position in Insurance sector.

The Company provides the following products under general insurance:

Travel Insurance

Asset Insurance

Health Insurance

Corporate Insurance

2. ICICI PRUDENTIAL LIFE INSURANCE

IICICI Prudential is a joint venture between ICICI bank and Prudential plc, both having

strong operations in their respective countries. ICICI bank is one of the leading banks in

India providing quality financial services and Prudential is an international financial

service provider headquartered at United Kingdom. ICICI and Prudential have respective

shares of 74% and 26%. The Company started operating in December 2000. Currently,

total capital with the company is Rs. 18.15 billion.

ICICI Prudential was the first insurance company in India to receive a National Insurer

Financial Strength rating of AAA (Ind.) from Fitch ratings. It has been given the honour of

being among the Most Trusted Brands in the industry by Economic.

Times for 3 consecutive years. It has a network of 450 branches, over 1,50,000 insurance

advisors and 18 bancassurance partners. As the organization grows and develops, it keeps

introducing new range of products and services and enhancing the quality of plans and

solutions given to the customers. The distribution network is one of the best, and is

spreading across the length and breadth of the country. As on December 31, 2006, it had

made imprints in over 360 cities and towns in India. It has over 1,75,000 advisors across

the country, serving clients with full commitment. It has tied up with ICICI Bank, Bank of

India, Federal Bank, Lord Krishna Bank, some co-operative banks, NGOs, MFIs and

corporates for making inroads into the rural areas.

15

Products

Insurance Solutions for Individuals: ICICI Prudential Life Insurance offers several

novel, customer-centric products for customers at every stage of life. The products and

services offered by the organization are in various fields, such as:

Savings & Wealth Creation Solutions

Premier Life Gold

LifeLink Super

Invest Shield Life New

Cash Plus

Cash Bak

Life Time Super & Life Time Plus

Save 'n' Protect.

Retirement Solutions

Life Link Super Pension

Forever Life

Immediate Annuity

Life Time Super

Child Plans

Education insurance - Smart Kid

Protection Solutions

Life Guard

Home Assure

Group Insurance Solutions

16

ICICI Prudential also offers Group Insurance Solutions for companies seeking to enhance

benefits to their employees.

Group Immediate Annuities

Group Term Plan

Group Superannuation Plan

Group Gratuity Plan

3. ICICI LOMBARD GENERAL INSURANCE

ICICI Lombard General Insurance Company Limited is a joint venture between ICICI

Bank Limited and Fairfax Financial Holdings Limited. ICICI bank is India's second

largest bank; Fairfax is Canada-based, engaged in general insurance, reinsurance,

insurance claims management and investment management. ICICI Lombard General

Insurance Company commenced its operations in general insurance business in August

2001.

ICICI Lombard is India's number one private insurance company; it is also the first

general insurance company to be given certification of ISO 9001:2000. The company

provides simple and fast documentation, fast claims settlement, online policy issuance,

and comprehensive product line. It has also been given iAAA rating by ICRA for having

highest claims paying ability.

I In the very first year of operations, it was able to reach financial breakeven and achieve

underwriting breakeven in the second year. Security is provided through encryption and it

is the first company to provide digitally signed documents. It has been honored as the most

Customer Responsive Company by the Economic Times. Times of India has designated it

as the Best Housing Insurance in the Smart Living Awards by 360 degrees. It has also

been awarded Gold Shield for "Excellence in Financial Reporting". It is among the top

three companies to be awarded the "General Insurance Company of the Year" at the 10th

Asia Insurance Industry Awards.

17

Products

Business Solutions

Industrial All Risk

Fire and Special Perils

Electronic Equipment Insurance

Fidelity Insurance

Consequential Loss (Fire) Insurance

Tea Corp Insurance

Burglary Insurance

Machinery

Personal Solutions

Group Personal Accidents

Health

Health Insurance

Project Solutions

Contractors' All Risk

Contractors' Plant & Machinery

Erection All Risk

Performance Guarantee

Liability Solutions

Director's & Officers Liability

Product Liability

Workmen's Compensation

Event Insurance

18

Product Liability

Travel Insurance

Senior Citizen Overseas Travel

Individual Overseas Travel

Corporate Overseas Travel

Domestic Travel

4. BIRLA SUNLIFE INSURANCE COMPANY

Birla Sun Life Insurance Company Limited (BSLI) is a joint venture between Aditya Birla

Group and Sun Life Financial Inc. BSLI started functioning in March 2001 after getting the

certificate of registration from IRDA.

Birla Sun Life Insurance Company Limited introduced unit Linked Life Insurance Solutions

in India. Within a short span of time it was able to establish itself as a leading player in the

Private Life Insurance Industry. It has been innovative and come up with customer-centric

products to provide safety and services. The company has web-enabled IT systems for

better customer services and a strong distribution channel which is easily approachable. The

company shows corporate governance and a high degree of business practices.

It has professional knowledge and global expertise of Aditya Birla Group. Birla Sunlife

Insurance has been providing first class financial solutions to its customers and has been

amongst the top three private sector life insurance companies.

Its mission is to be amongst the top players in the eyes of customers and the first choice of

insurance and retirement solutions to individuals and groups. These innovative solutions are

linked with global and technical expertise and are deployed by a multi channel distribution

network and enhanced technology.

The company aims at keeping all people associated with it - customers, clients, stakeholders

19

and employees- happy and fully satisfied. It wants to provide value added products and

services to the customers, job satisfaction to employees and highest returns to the

shareholders.

Qualities like integrity, commitment, passion, and speed are the core values of the company.

The products offered by the company are:

Individual Life

Protection

Premium Back Term Plan

Birla Sun Life Term Plan

Saving

Simply Life

Flexi Save Plus

Supreme Life

Life Companion

Flexi Cash Flow

Prime Life

Flexi Save Plus

Children

Children's Dream Plan

Retirement

Flexi Secure Life Retirement Plan II

Riders

Critical Illness Plus Rider

Term Rider

20

Waiver of Premium

Critical Illness Rider

Critical Illness - Woman Rider

Accidental Death and Dismemberment Rider

5. BHARTI AXA GENERAL INSURANCE

Bharti AXA General Insurance is a joint venture between Bharti, one of India’s leading

business groups with interests in Telecom, Agri Business and Retail; and AXA, world

leader in Financial Protection and Wealth Management. Bharti Group holds 74% of equity

and AXA holds 26% of the equity.

With a vision to become the leader and preferred company for financial protection in India,

Bharti AXA General Insurance offers its customers - individuals and businesses- a wide

range of products and services that meet their insurance needs. The values upon which its

business practices are based are availability, attentiveness and reliability. The company

leverages the Bharti Group’s large customer pool, and has developed a strong multi-channel

distribution network in both urban and rural markets.

The company was incorporated on 13th July 2007. Headquartered in Bangalore, the

company currently has 40 branches across India.

The Management team at Bharti AXA General Insurance consists of experienced leaders

who are passionate about their company’s vision and goals and are committed to the

development of Bharti AXA General Insurance as the preferred company for Financial

Protection in India.

Bharti AXA presents an array of protective plans to suit your personal and business

requirements. These embody our commitment to our system of values.

a) Reliable – prompt settlements, customer service and professionalism.

b) Attentive – to customer needs as they change with time, and actively

listening to our customers.

c) Available – easy customer access to money and to our company, and plans

that have built-in flexibility and convenience.

21

Quality Policy - To provide fast, fair and friendly service to customers & partners

To achieve a leadership position in India through a multi-distribution, multi-product

platform

To adapt AXA's best practice blueprints as a sound platform for profitable

growth

To leverage Bharti's local knowledge, infrastructure and customer base

To deliver high levels of shareholder return

To build long term value with our business partners by enhancing the proposition to their

customers

To be the employer of choice to attract and retain the best talent in India

Strong distribution network & customer base of Bharti - provides access to customer base

of more than 60 million

AXA's current Asia product range which is a strong match to products sold to the masses

Global scale of AXA providing cost effective and speedy re-use of systems, products and

business capability

22

CHAPTER 2- REVIEW OF LITERATURE

23

2.1 REVIEW OF LITERATURE

(Rauh & Seccia, 2006)

This study shows Learning By Doing Model (LBD) which captures several major themes

from the anxiety’s theoretical and empirical psychology literature. For example, in this model

it has been shown that anxiety can serve a motivating function: Increases in anxiety can

motivate the agent to increase effort, thereby improving expected performance. This effect

has been studied in two periods of job, first, when the agent is uncertain about his skill level,

and anxiety is defined as the agent’s subjective evaluation, and second, where anxiety is

valued in terms of expected utility. So, the study considers a two-period model where anxiety

is conceptualized as a psychological state depending on the first-period outcome and the

unresolved uncertainty corresponding to the second period.

(Kline & Sussman, 2000)

This study addresses various prejudices and misconceptions regarding the causes and cures of

workplace depression and analyzes the major issues managers should consider when dealing

with depressed employees. The purpose of the study is to help managers deal with the

conflicting demands created by the depressed employee. Basically, four major issues

affecting organizational and managerial responses to employee depression are highlighted.

First, depression is defined and its prevalence is highlighted in the workforce. Second, direct,

indirect, and noneconomic costs of employee depression are summarized. Third, latest

clinical data concerning the treat-ment of depression is summarized. Finally, controversial

effects of managed care on the diagnosis and treatment of depression are discussed.

(Doby & Caplan, 1995)

This study is based on effect on threat of employee’s reputation with supervisor due to job

stressors which ultimately creates anxiety symptoms at work. It is assumed in the study that

such threats generate emotional distress because the undermining of reputation can lead to

loss of important resources that supervisors control. In this study the author has focused on

threatened rather than already-experienced loss of reputation. Threat is defined as the

perception of possible negative future outcomes. Consequently, the study examined state

anxiety as the most appropriate indicator of distress from such threat because anxiety is

characterized as a response to possible future events. In contrast, depression has been

characterized as a response to the perception that a negative event or outcome is a certainty.

24

So the study concluded that the high-threat stressors were the most likely to generate home-

experienced anxiety, and work-experienced anxiety served as a key mediator.

(Rabi S. Bhagat, 1983)

Investigating the effects of stressful life events on managerial role behavior, the study found

that life stability (as measured by a low life stress score) significantly correlated with

managerial success and the degree of experienced task challenge in a sample of Exxon-

affiliate managers. The higher the life stability experienced by these managers, the higher the

score on assessment batteries for forecasting job success as measured by Ex-xon's early

identification of management program. In an attempt to understand the role of personality as

a moderator of illness-provoking effects of stress, it was found that certain desirable internal

cognitive characteristics (such as an attitude of vigorousness toward one's environment and a

stronger commitment to self) differentiated the high personal life stress/low illness executives

from high personal life stress/high illness executives. This research is important as it will help

to understand the joint effects of stresses from the domain of work and non-work on

individual performance effectiveness and work adjustment processes within organizations.

(David E. Bowen, 1982)

This paper to analyzed the situa-tion of employees who intend to quit but do not. That these

employees "exist" is certainly one ex-planation for intention to quit-quit correlations falling

far short of 1. It has been studied here that can intention to quit be a useful variable in

explaining job behaviors other than quitting. Based on a "yes" answer, this paper has

explored the consequences of intention to quit by considering: (1) why an employee who

intends to quit does not; (2) the manner in which intention to quit can produce absenteeism

and being fired as unintended consequences, and (3) how the job performance of employees

intending to quit may be affected by their absenteeism and may affect their being fired. So, it

explores that an examination of possible correlations between quitting and other job

behaviors might suggest additional consequences of intention to quit, even though they may

be "unintended." Furthermore, the strength of these relationships will be moderated by the

individual employee's situation, ability, and so on.

(Kemery et al. 1987)

The current research was aimed to explore linkages between role stressors, job attitudes, and

more behaviourally-oriented stress consequences. Specifically, it examined three

hypothesized models of work-related stress, focusing on the relationships among role conflict

25

and role ambiguity (stressors), job satisfaction (attitude), physical symptomatology

(physiology-based indicator of stress), and turnover intentions (behavioural intentions). As

per the study, it is specified that role stress may result from several facets: a personal facet

(personal characteristics); an environmental facet (aspects of an individual's environment);

and a process facet (person x environment interaction) and the stress consequences may be

observed in three response domains: physiological, emotional, and behavioural. The

frequency with which a jobholder encounters role stressors is suggested to be negatively

related to both physical symptomatology and job satisfaction. Also, role stressor frequency is

predicted to be positively correlated with turnover intentions.

(Mayes & Ganster, 1988)

This research suggests a model of coping behaviour that includes both turnover (withdrawal)

and political action (aggression) as outcomes of job stress. The purpose of the present study is

to test hypotheses derived from the theoretical framework proposed and to extend prior

turnover and politics research into the arena of job stress by considering both kinds of

behaviour as coping responses to strains arising from stressors experienced at work. Turnover

behaviour was the ultimate organizationally relevant outcome of coping behaviours. Job

satisfaction and commitment were significantly related to intentions to leave. One concern of

this article is with the attitudinal component of commitment to the organization including

attitudes arising from behaviours. Commitment attitudes have implications for the political

activity of an individual. So, in addition, an alternate model treating politics as the outcome of

commitment-strain interactions is tested.

(Ellen F. Jackofsky,1984)

The major purpose of this study has been to present a process model of turnover that

emphasizes the potential involvement of job performance in that process. To accomplish this,

several predictions were made concerning the relationship of performance to various forms of

turnover and their precursors. Additionally, it was found that job performance and job

attitudes interact in the prediction of turnover. The basic model includes three primary partial

determinants of voluntary turn-over: (1) desirability of movement, (2) ease of move-ment,

and (3) intentions to quit. It is felt that the current effort may serve as an important step in the

development of a more complete understanding of the turnover process and is relevant in

both a theoretical and applied sense.

26

(Stephan A. Stumph, 1981)

The purposes of the present research were: (1) to analyze the relation-ships among

absenteeism, performance, and voluntary and involuntary turnover in conjunction with

several personal characteristics and (2) to in-vestigate changes in the relationships among

these variables for two groups each in a different time period. This study shows an

understanding of the relation-ships among these variables is necessary in order to design

more effective personnel policies and practices. Also, it depicted that if improving attendance

or performance were at the expense of increased voluntary turnover, then the costs of in-

creased turnover would have to be considered in evaluating the changed personnel practices.

Alternatively, if the level of attendance affected the performance-withdrawal relationship,

then such contingencies should be incorporated into future research and practice.

(Thomas W. Dougherty 1985)

This study includes an exploratory examination of changes in satisfaction, commitment, and

intentions to resign across two points in time, for a group of stayers and a group of leavers. It

was expected that for those who ultimately leave, both satisfaction and commitment decline

across time before resignation, and that intention to resign increases. This study gives the

clear understanding of the nature of the linkages among commitment, satisfaction, and

intention to resign also has clear practical value for managers. The study stated job

satisfaction as a more distant determinant of intentions and turnover, however, suggests that

dissatisfaction leads directly to intentions to resign. It is valuable for managers to know if

satisfaction has this more direct, immediate link to intentions to resign. This is especially true

since job satisfaction is a widely understood variable which is frequently measured in regular

company surveys, in addition to more focused research studies.

(Hom & Kinicki, 2001)

This study generalized a leading portrayal of how job dissatisfaction progresses into turnover.

It gives demonstration of how and where interrole conflict intervenes in the dissatisfaction-to-

quit causal sequence enriches turnover and interrole conflict perspectives. The study

integrated job avoidance and inter-role conflict into an intermediate linkage frame-work and

finding shows that job avoidance partly mediates the path from dissatisfaction to quitting

disputes conventional outlooks that job avoidance interrupts this progression. Rather, job

avoidance rep-resents an early phase of organizational withdrawal rather than a substitute for

exit, as traditionally presumed. Job avoidance facilitates rather than dissipates the exit-

27

inducing effects of poor attitudes. Organizations should thus regard excessive absences or

tardiness as signs of impending resignation.

(Hansez et al. 2005)

Given this finding, it is of interest to investigate the real reasons for the intention of

retirement. A survey has already been carried out to find out why teachers leave their jobs.

The results why older teachers resign are personal factors (desire to rest or spend more time

with their families), devaluation of the job and a lack of recognition. So accounting for

working conditions only does not seem to be sufficient to the extent that they do not directly

affect the intention to quit and they do not constitute riggers for leaving. Working conditions

are often presented as a solution but they do not seem to be the whole answer to the problem.

These results, although interesting, are specific to the population of teachers. Our

considerations must, therefore, be extended to all the possible causes of retirement for all

occupational categories.

(Parker & Decotis, 1983)

This article examines relationships between hypothesized stressors and experienced job

stress. It was set out to identify the nature of the relationships between several potential

stressors, selected on the basis of a review of the stress literature and a knowledge of the

target population, and the first-level outcome, job stress. The study is also intended to

examine more closely the dimensionality of job stress, to determine the extent to which the

dimensions are differentially affected by different stressors. A number of the potential

stressors were found to be associated with one or both of the dimensions of job stress,

indicating some commonality of the determinants, but with differences in the patterns of

determination. The results also indicate that some of the stressors are related to one form of

job stress, but not both. A number, such as the belief that upper level management is out of

touch with day-to-day managerial problems, opinions about the quality of company training

programs, and beliefs about whether rewards are based on merit, apparently affect both

dimensions of stress.

(Ito et al. 2001)

The authors examined psychiatric nurses’ intention to leave their job in relation to their

perceived risk of assault, their job satisfaction, and their supervisory support. Several factors

related to nurses’ intention to leave their job were examined; One of them was nurses’

28

perception of the risk of assault by patients. Job satisfaction was also examined, as its strong

relationship with retention is often discussed in the literature. A negative relationship has

been reported between supervisory support and turnover in non-psychiatric settings.

Supervisory support was included in the study to see whether the negative relationship is also

true in psychiatric settings. Research questions examined what proportion of nurses in

psychiatric hospitals intend to leave their job, are their intentions related to their perceptions

of other job opportunities and to the number of times they have previously changed jobs, how

does the perceived risk of assault on the job influence nurses’ intention to leave, could job

satisfaction and supervisory support enhance retention etc. 44.3 percent reported that they

intended to leave their job, 4.6 percent felt that it would be easy to find another job, whereas

57.2 percent felt that it would be difficult.

(Wefald et al. 2008)

The current research hypothesized a model of turnover assuming indirect effects of workload

and perceived organizational support on stress and a partially mediated effect of engagement

on reducing turnover intentions. When evaluated in a hierarchical regression analysis, both

perceived organizational support and engagement added incrementally to the prediction of

reduced turnover intentions. The study highlighted the importance of individuals and teams

committing to the vision, goals, and values of the organization in increasing morale,

satisfaction, and productivity, and reducing turnover. The result of the current study

highlights the importance of positive organizational perceptions as providing potential

implications for reducing attitudes and perceptions in reducing. Further, the study revealed

that organizations that focus on methods to cognitively enliven their employees by providing

tasks that offer a proper challenge-skill balance, or energetic resources may indeed reduce

intentions to turnover, as well as increasing commitment. Additionally, the research

highlights the importance of reducing unnecessary organizational stressors in the workplace.

Policies developed and supported by the organization as effective and safe ways to reduce the

stress related to extraneous variables counterproductive to organizational effectiveness may

provide a relatively inexpensive method to avoid the significant cause related to active

employee disengagement, withdrawal, and turnover.

(Williams et al. 2001)

This study proposed and tested a model relating job stress to four intentions to withdraw from

practice mediated by job satisfaction and perceptions of physical and mental health. Findings,

in large part, support the conceptual model and the theories of Lazarus et al. (1984) and

29

Ivancevich et al . (1980). The cognitive processing of stressful stimuli results in perception of

stress and these perceptions of stress influence several types of withdraw intentions. This

influence seems to come from three different paths. First, higher perceived stress is

associated with lower satisfaction levels that are related to greater intentions to quit, decrease

work hours, change specialty, or leave direct patient care. Second, physicians experiencing

burnout, anxiety, and depression seem to deal with these problems by leaving patient care in

some way, rather than quitting their jobs, decreasing work hours, or changing specialty. Third

higher levels of perceived stress result in poorer perceptions of physical health, which links

with greater intentions to change specialty. The implications of these findings suggest that

both satisfaction and stress must and can be managed. Satisfaction, of course, is the more

visible, and thus, the more likely to be managed. However, the real challenge is in the

management of stress. The effect of stress is subtle and pernicious. It can affect physical and

mental health and job satisfaction. These variables, in turn, affects withdraw intentions as

well as a host of other variables.

(Janssen et al. 1999)

In this study of nurses employed at a general hospital, it was investigated whether intrinsic

work motivation is primarily determined by work content variables, whether burnout is

primarily determined by both workload and social support, and whether turnover intention is

primarily determined by conditions of employment. Intrinsic work motivation proved to be

primarily determined by elements of the job that make the work challenging and worthwhile,

such as skill variety, autonomy, social contacts and opportunities to learn. Emotional

exhaustion was primarily predicted by a lack of social support from colleagues, and by the

demanding aspects of work, like working under time pressure and strenuous work (i.e. work

overload). Turnover intentions were clearly and mainly determined by the unmet career

expectations, such as a higher salary and more responsibility, and to a lesser extent by quality

of job content. The results suggest that if management wants to improve intrinsic work

motivation among nurses, attention must be focused on the work content. Job characteristics

theory can provide clues to improve job observation.

(Breukelen et al. 2004)

In this study turnover intentions proved to be by far the best predictor of turnover, whereby

the effects of both the 'basic' predictors from the Theory of Planned Behavior and the external

variables were accounted for. Thus external predictors included in this study failed to explain

30

any additional variance in actual turnover. Apparently the attitude toward leaving, together

with the subjective norm about leaving and the perceived control over finding an alternative,

is not a full replacement of the influence of the attitude toward the objects' 'work' and

'organization' and the employees' tenure. This result supports, first of all, the ideas of Eagly

and Chaiken (1993), who stress the role of attitudes toward objects as indicators of

behavioural intentions and behaviour toward those objects. Moreover, this result supports the

significance of the departure points of traditional turnover research, which includes job

satisfaction, organizational commitment, and tenure among the predictors of turnover and

turnover intentions. In this study organizational commitment did not make a unique

contribution to the explanation of intentions. On further consideration, it appeared that at TI

this was due to the presence of job satisfaction in the regression equation. The effect of job

satisfaction, i.e., the attitude toward work, was not mediated completely by the basic

predictors from the TPB, even when job satisfaction was measured half a year before these

basic predictors and intentions. Thus this study points up the importance of job satisfaction or

dissatisfaction as an important contributing 'push factor' in the development of plans to leave

an organization.

(Mitchell et al. 1999)

This study sought conceptual refinement of the unfolding model of voluntary turnover. Study

examined how the unfolding model contributes to turnover theory, what do scholars gain in

understanding from it, and how useful is it to managers. Five criteria for judging a theory are

widely accepted. First, a good theory's statements can be judged for internal consistency and

parsimony. Second, the theory must be falsifiable. Third, scholarly understanding should be

enhanced. That is, the theory must help make sense of observations of the empirical world.

Fourth, the theory should help in the control and management of behavior. Finally, the theory

should help investigators predict when and where the theorized behaviors or phenomena will

occur. The empirical tests of the unfolding model inform judgments about how and why

people leave. Among accountants and nurses, for instance, more people reported leaving

because of a shocking event than because of lower levels of satisfaction. Jobs,

telecommuting, or job sharing. Theoretically, the unfolding model suggests multiple and

independent ways in which a researcher can assess which path a person takes and when that

path will be initiated and completed.

(Jackson & Maslach, 1982)

31

This paper begins by briefly reviewing research on the type of job stress experienced by

workers in the helping professions. This study of police families was undertaken to examine

the relationship of experienced job burnout to the quality of family life. Police officers

responsed to the Maslach Burnout Inventory, which measures feelings of emotional

exhaustion, depersonalization, and personal accomplishment. Both officers and their wives

described the quality of their family life and indicated their methods for coping with the

stresses resulting from police work. Police officers' burnout scores were related to both their

intention to change jobs or occupations and to quality of family life as reported by both the

husband and wife. In addition to the symptoms experienced by the officer himself, the family

suffers. Women married to emotionally burn out officers were less satisfied with their

husbands' jobs, as were the officers themselves. These couples -also report having fewer

friends, perhaps because the husband copes with his stress by withdrawing from social

contact. Couples also report having fewer friends when the officer depersonalizes his 'clients'.

Besides being less involved with friends, the depersonalizing officer is less involved with his

own family and tends to spend his off-hours away from home.

(Melin et al. 1999)

In this study, the general pattern of subjective and physiological measures indicates a more

favourable stress profile among assembly workers in the flexible form of work. organization

compared to that of the workers at the assembly line. As expected, both female and male

workers in the flexible organization reported significantly more variation, independence and

abilities to learn new skills at work. Workers in both forms of work organization showed a

significant increase in urinary epinephrine and norepinephrine during work compared to the

work-free day at home. Males had significantly higher epinephrine and systolic blood

pressure levels than females. Successive self-reports of tiredness increased significantly more

at the assembly line compared to the flexible work organization. In keeping with this, systolic

blood pressure, heart rate and epinephrine increased significantly during the work shift at the

assembly line but not during work in the flexible organization. Catecholamine levels revealed

that the subjects were able to unwind more rapidly after work in the flexible organization.

This pattern was particularly pronounced for the female workers. The various stress

indicators support the notion that the flexible work organization induces less stress than the

assembly line and that the female workers were able to benefit most from this new form of

work organization.

32

(Rabi S Bhagat, 1983)

This paper presents a new conceptual model and a series of research propositions that uinder

cover and integrate the etiological significance of stressful life events. In one's personal life

with stresses originating from one's organizational life. The conceptual model developed in

the present paper is designed with the aim of systematically investigating the effects of

"stressful life events" surrounding social readjustment processes on individual performance

effectiveness and work adjustment processes within organizational settings. Especially, it is

suggested that future theoretical developments concerning the determinants of individual

behavior attempt to look beyond the immediate boundaries of the organization, and that

attempts be directed toward an understanding of the role of coping and adaptation processes

as well as other moderator variables specified in the model as intervening influences on the

life strain-job involvement relationships. And, finally, intervention strategies and techniques

for improving life at work should consider the development of research-based personal and

organizational mechanisms for assisting the "stress stress-ed" employees to cope with and

adapt to the consequences of stressful life events.

(Ivancevich & Donnelly, 1975)

The present paper presents data about the relationships between organizational structure and

these three variables in the sales segment of marketing departments in three organizations.

The sales groups were selected because of the lack of empirical research dealing with

problems related to structure in the marketing literature and because of the increased general

interest in studying organizational factors in marketing units. The findings indicate that

salesmen in flat organizations (1) perceive more satisfaction with respect to self-actualization,

and autonomy, (2) perceive lower amounts of anxiety-stress, and (3) perform more efficiently

than salesmen in medium and tall organizations. This validates causal predictions about the

variables investigated. Thus, it would be erroneous to conclude that the flatter organization is

unequivocally superior to the tall and medium organizations for trade salesmen. Nevertheless,

these results seem to suggest that there are some distinct differences in the way salesmen in

the flat organization perceive and respond to their jobs when compared to salesmen in tall

and medium organizations.

(Cote & Morgan, 2002)

The goal of the present study was to enhance our understanding of how emotion regulation is

associated with job satisfaction and intentions to quit. Emotion regulation, job satisfaction,

and intentions to quit were measured at two time points, and variables that could produce

33

spurious associations were controlled for to rule out alternative interpretations of the findings.

The results shed light on (a) the direction of effects between emotion regulation, job

satisfaction, and intentions to quit and (b) the mechanisms that possibly underlie these

effects. Longitudinal analyses revealed that emotion regulation influences both job

satisfaction and intentions to quit, but no support was obtained for the reverse. The

amplification of pleasant emotions increased job satisfaction. The effect of the amplification

of pleasant emotions on intentions to quit was in the expected direction but it was not

significant. Even so, there was evidence of a path from the amplification of pleasant emotions

to intentions to quit through job satisfaction. The suppression of unpleasant emotions

decreased job satisfaction, which in turn increased intentions to quit. These find-ings increase

our confidence that emotion regulation causes changes in work experiences and pose

challenges to the possibility that job satisfaction and intentions to quit change the frequency

of workers' emotion regulation.

( Xie & Johns, 1995)

This study examined relationships among job scope, perceived fit between job demands and

ability, and stress. The present study was designed to probe the general process of stress. It

attempted to explore the stress potential of differences in job scope, a variable that applies to

all jobs. The sample used in this study was relatively heterogeneous in terms of job scope,

allowing for the observation of a curvilinear relationship between scope and stress. Second,

the present study probed the issue of acute and chronic job stress. We used the variable

anxiety to measure a short-term state of stress and exhaustion to measure long-term chronic

stress. The results indicate a slight negative relationship between job scope and anxiety and a

U-shaped curvilinear relationship between job scope and exhaustion. It seems that complex

jobs are not harmful in the short term, but their negative effects might appear gradually in the

long term.

(Jeffrey R. Edwards, 1992)

This article has presented a cybernetic theory of stress, coping, and well-being in

organizations. This theory integrates and extends existing OS theories, particularly those that

propose feedback mechanisms, by resolving their inconsistencies and building on their

34

strengths, primarily through the comprehensive application of principles from cybernetic

theory. The proposed theory is accompanied by a set of propositions that emphasize its core

mechanisms, particularly the operation of cybernetic processes, and by an overview of

methodological issues involved in examining these processes. Hence, the present theory

provides a unifying framework for the study of stress, coping, and well-being in

organizations and establishes a basis for its empirical investigation. It is hoped that this will

begin to rectify the current lack of correspondence between theoretical and empirical OS

research, thereby contributing to the accumulation of knowledge in this important area of

investigation. The present theory also highlights the general applicability of cyber-netics, or

control theory, to the study of behavior in organizations. This unifying framework provides a

mechanism for integrating traditionally separate areas of investigation, such as stress,

motivation, absenteeism, self-leadership, performance appraisal, and goal setting, thereby

facilitating the accumulation of knowledge at a more general level in the field of

organizational behavior.

(Eran Vigoda, 2002)

The findings of this study suggest that a revised measure of job distress (built upon both

distress and burnout) plays an important mediating role, interfacing the relationship between

organizational politics and aggressive behavior by employees. However, the power of the

indirect/mediating relationships is still lower than the power of the similar direct

relationships. One implication of these findings is that employees who work in political

environments develop an emotional alienation from work as a result of inequity and unfair

organizational climate. Such a psychological state may lead employees to suffer high levels

of stress, strain, tension, and job burnout, which may eventually translate into harmful

behaviors. One such behavioral reaction is aggression toward others (co-workers, clients,

supervisors). As demonstrated in this study, aggression can take the form of verbal assault or,

at its most dangerous, a physical attack and pure violence. Thus, in a subsequent analysis I

tried to examine these constructs of aggressive behavior separately, as dependent variables.

This examination yielded quite similar results to those presented up till now. The implication

of these results is that our revised measure of job distress retains its mediating role in both

cases and that organizational politics may lead to verbal aggression and to a lesser extent also

to physical aggression at work, via job distress and burnout.

(Parasuraman & Alutto, 1981)

35

This paper identifies seven sources of stress in the work environment and examines the

relationship of con-textual, task, and role-related variables to such stressors. Both the type

and magnitude of the stressors were found to differ significantly among the five subsystems

and three job levels of the firm under study. The task dimensions of complexity,

routinization, interdependence, and closeness of supervision demonstrated weak. The

relationships of the contextual and role-related variables-subsystem, shift, and job level-with

task variables are illustrated by the analysis of covariance results. The significant effects

found for subsystem and job level on several task characteristics suggest the presence of both

horizontal and vertical differences in task design. The contextual and role-related variables of

subsystem and job level, respectively, were found to be significantly and independently

related to the reported magnitude of five of the seven stressors. This indicates that both

horizontal and vertical differentiation constitute important organizational referents for

individuals' perceptions of their work situation and are meaningful sources of variation in the

prominence of different stressors.

(Briner & Reynolds, 1999)

In this study, how the models of organizational stress posit that a number of undesirable

employee states and behaviors, such as lower levels of well-being and performance, and

higher levels of absence and turnover are caused by organizational stress is studied. It is often

suggested that organizational level interventions which aim to reduce stress, such as job

redesign, will therefore reduce or eliminate these states and behaviors. This suggestion is,

however, based on two unsupportable assertions. The first is that these states and behaviors

are caused by organizational stress. While there is some limited evidence for the role of

stress, the quality of this evidence is severely compromised by numerous methodological and

conceptual problems. The second assertion is that organizational level interventions aimed at

changing some of these states and behaviors will actually have an effect, and that these

effects will be uniformly positive. However, the available evidence suggests that these

interventions often have little or no effect and where they do have effects, these may be both

positive and negative, and the implications of this analysis for future work on organizational

level stress interventions are discussed.

(Barsky et al. 2004)

This study gives the understanding of the role of negative affectivity (NA) in relations

between job stressors and resultant strains as a major source of research interest in the

organizational literature for almost two decades. In this study, author proposes a contingency

36

approach, whereby the role of NA depends on the nature of the strain construct under

investigation. Specifically, the study predicted that perceived job stressors would fully

mediate the relationship between NA and turnover intentions, while job stressors would only

partially mediate the relationship between NA and job and life satisfaction, and job stressors

would be unrelated to depression once NA was taken into account. The relative fit of these

four models is tested utilizing data from two divergent samples (sales representatives and

managers) employing both self- and informant reports of strain measures where feasible.

Hypotheses regarding the specified nature of the NA -4 stressor -- strain relationship

generally were supported and replicated across samples. In addition, an alternate model

specifying that NA moderates the relationship between stressors and strains was not

supported for any strain variable.

37

CHAPTER 3 – RESEARCH METHODOLOGY

38

3.1 RESEARCH OBJECTIVES

1) To study the level of depression, anxiety and irritation of employees in insurance

sector

2) To study the correlation between stress variables (depression, anxiety and irritation)

and intention to quit.

3) To compare psycho demographic factors (age, gender, marital status) with depression,

anxiety, irritation, stress and intention to quit in the employees of insurance sector.

4) To compare these levels across the organizations.

3.2 HYPOTHESIS

H1 – Work depression has correlation with intention to quit

H2 - Work anxiety has correlation with intention to quit

H3 - Work related irritation has correlation with intention to quit

H4 - Work stress has correlation with Psycho-demographic factors.

H4.a – Depression has correlation with Psycho-demographic factors.

H4.b – Anxiety has correlation with Psycho-demographic factors.

H4.c – Irritation has correlation with Psycho-demographic factors.

H5 - Intention to quit has correlation with Psycho-demographic factors.

39

3.3 Research Design

This study is based on exploratory research to provide a significant insight into the

relation between the stress variables and intention to quit. It would help in deriving

definitive conclusions about the impact of both the variables on each other.

3.4 Sampling Research Area The study is conducted in and around CHANDIGARH.

Research Unit The study covers INSURANCE SECTOR covering top 5 insurance companies in

Chandigarh.

No. of Respondents 30 respondents from each company are selected which constitute 150 respondents in total.

Sampling Technique The sampling technique that is used to choose the respondents is RANDOM SAMPLING

TECHNIQUE.

3.5 Data Collection

1. Data Collection Tools a) Work related Depression, Anxiety and Irritation (Developed by Caplan, Cobb,

French, Van Harrison and Pinneau 1980)

b) Intention To Quit (Developed by Sulakshana Dwivedi 2008)

40

2. Data Collection Procedure This study is conducted using a primary data. Primary data are those which are

collected fresh and that happens to be original in nature. Method employed to collect

data is through questionnaire. To achieve the above mentioned research objectives,

two different questionnaires are designed related with objectives. One would be

measuring the specified stress variables and another would be measuring intention to

quit of the respondents.

3. Data Analysis Data analysis is done with the help of statistical tools which are:

Descriptive statistics

Correlation

Independent T-Test

ANOVA.

Variables Corresponding Questions

Depression 1, 2, 3, 4, 5, 6

Anxiety 7, 8, 9, 10

Irritation 11, 12, 13

Turnover Intentions 14, 15, 16, 17, 18, 19

41

CHAPTER 4 – DATA ANALYSIS &

INTERPRETATION

42

4.1 COMPOSITION OF THE SAMPLE

120 respondents were received with the completely filled questionnaires. The questionnaire consists of 2 parts. One related to the work stress and second part related to the turnover intentions. The data variability can be shown as follows.

TABLE 1 : Organization Wise Respondents

Frequency Percent Valid Percent

Cumulative Percent

Valid Bharti AXA Life Insurance 25 20.8 20.8 20.8

Bajaj Allianz Life Insurance 25 20.8 20.8 41.7

ICICI Prudential Life Insurance 25 20.8 20.8 62.5

Birla Sunlife Insurance 25 20.8 20.8 83.3

ICICI Lombard General Insurance 20 16.7 16.7 100.0

Total 120 100.0 100.0

20.80%

20.80%

20.80%

20.80%

16.70%

Organization

Bharti AXA Life Insurance

Bajaj Allianz Life Insurance

ICICI Prudential Life Insurance

Birla Sunlife Insurance

ICICI Lombard General Insurance

43

RESULTS OF DESCRIPTIVE STATISTICS

TABLE 2 : Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

depression 120 1.33 3.00 2.2458 .38224

anxiety 120 1.00 3.75 2.1146 .51744

irritation 120 1.00 3.67 1.8472 .60018

STRESS 120 1.22 3.06 2.0692 .37918

Valid N (listwise) 120

44

Descriptive statistics shown in the Table 1 has been used to show the level of Depression,

Anxiety, Irritation and Stress. The scale used in the questionnaire was the 4-point Likert

scale. Where 2 was the neutral value with value below 2 i.e.1 being low and all values above

2 (i.e.3 & 4) being high.

Depression has been found high in the sample as the mean has a high value of 2.2458. This

shows that the Depression amongst the employees who were selected for the study is high.

Anxiety has also been found high in the sample as the mean has a high value of 2.1146.

Again, this shows that the Anxiety amongst the employees who were selected for the study is

also high.

Results of descriptive shows that Irritation has the mean value of 1.8472, thus, Irritation

amongst the employees who were selected for the study is also low.

Stress has been found to be rather satisfactory as its value is approximately near the neutral

value (mean = 2.0695). The range of the stress has been found to be rather wide ranging from

1 to 4.

45

4.3 CORRELATION OF DEPRESSION, ANXIETY & IRRITATION WITH INTENTION TO QUIT

TABLE 3 : Correlations

depression anxiety irritation

TURNOVERI

NTENTION

depression Pearson Correlation 1 .548** .503** .456**

Sig. (2-tailed) .000 .000 .000

N 120 120 120 120

anxiety Pearson Correlation .548** 1 .545** .371**

Sig. (2-tailed) .000 .000 .000

N 120 120 120 120

irritation Pearson Correlation .503** .545** 1 .317**

Sig. (2-tailed) .000 .000 .000

N 120 120 120 120

TURNOVERINTENT

ION

Pearson Correlation .456** .371** .317** 1

Sig. (2-tailed) .000 .000 .000

N 120 120 120 120

**. Correlation is significant at the 0.01 level (2-tailed).

46

The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation

between Intention to quit and Depression of employees (r=.456, p= .000). Therefore the null

hypothesis H1, that work depression has correlation with Intention to quit, is not rejected or

may be accepted.

The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation

between Intention to quit and Anxiety of employees (r= .296, p= .001). Therefore the null

hypothesis H2, that work anxiety has correlation with Intention to quit, is not rejected or may

be accepted.

The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation

between Intention to quit and irritation (r= .317, p= .000). Therefore the null hypothesis H3,

that irritation has correlation with Intention to quit, is not rejected or may be accepted.

47

4.4 CORRELATION BETWEEN STRESS & INTENTION TO QUIT

The results of Karl Pearson’s Correlation Suggested that there is a very significant correlation

between Stress and Intention to quit (r= .370, p= .000). Therefore it can be concluded that

Stress and Intention to Quit are significantly related and therefore employees who are

stressed out are more likely to quit their jobs or we can say that one of the reason to quit the

job can be a significant level of workplace stress in the employees.

TABLE : 4 Correlations

STRESS

TURNOVERINT

ENTION

STRESS Pearson Correlation 1 .370**

Sig. (2-tailed) .000

N 120 120

TURNOVERINTENTION Pearson Correlation .370** 1

Sig. (2-tailed) .000

N 120 120

**. Correlation is significant at the 0.01 level (2-tailed).

48

4.5 RESULTS OF ANOVA (Age-wise comparison)

TABLE 5 : ANOVA

Sum of

Squares df Mean Square F Sig.

Depression Between Groups .711 3 .237 1.648 .182

Within Groups 16.676 116 .144

Total 17.387 119

Anxiety Between Groups 1.478 3 .493 1.882 .137

Within Groups 30.384 116 .262

Total 31.862 119

Irritation Between Groups 1.532 3 .511 1.434 .237

Within Groups 41.333 116 .356

Total 42.866 119

TURNOVERINTENT

ION

Between Groups 8.911 3 2.970 3.832 .012

Within Groups 89.907 116 .775

Total 98.819 119

STRESS Between Groups .906 3 .302 2.162 .096

Within Groups 16.204 116 .140

Total 17.110 119

49

The results of ANOVA suggested that there is no difference in the level of depression,

among Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05

(p equals to .182). Therefore 1st sub hypothesis of 4th null hypothesis (H4.a), that there is a

significant difference in the level of depression, among different age levels, is rejected or may

not be accepted.

The results of ANOVA suggested that there is no difference in the level of anxiety, among

Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05 (p

equals to .137). Therefore 2nd sub hypothesis of 4th null hypothesis (H4.b), that there is a

significant difference in the level of anxiety, among different age levels, is rejected or may

not be accepted.

The results of ANOVA suggested that there is no difference in the level of irritation, among

Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05 (p

equals to .237). Therefore 3rd sub hypothesis of 4th null hypothesis (H4.c), that there is a

significant difference in the level of irritation, among different age levels, is rejected or may

not be accepted.

The results of ANOVA suggested that there is no difference in the level of Stress, among

Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value more than .05 (p

equals to .096). Therefore 4th null hypothesis (H4), that there is a significant difference in the

level of Stress, among different age levels, is rejected or may not be accepted.

The results of ANOVA suggested that there is a significant difference between Intention to

quit, among Age levels (Below 18, 18-25, 25-30, 30-35, above 35), getting p- value less than

.05 (p equals to .012). Therefore 5th null hypothesis (H5), that there is a significant difference

between Intention to quit, among different age levels, is not rejected or may be accepted.

50

4.6 RESULTS OF INDEPENDENT T- TEST (Gender-wise comparison)

TABLE 6: Independent Samples Test Levene's Test for

Equality of

Variances t-test for Equality of Means

F Sig. T Df

Sig. (2-

tailed)

Mean

Differenc

e

Std. Error

Differenc

e

95% Confidence

Interval of the

Difference

Lower Upper

depression Equal variances

assumed .619 .433 .458 118 .648 .03843 .08384 -.12759 .20446

Equal variances not

assumed

.493 47.407 .624 .03843 .07799 -.11844 .19530

Anxiety Equal variances

assumed .754 .387 -.910 118 .365 -.10305 .11320 -.32721 .12112

Equal variances not

assumed

-.880 40.303 .384 -.10305 .11715 -.33975 .13366

Irritation Equal variances

assumed 3.866 .052 -2.661 118 .009 -.34050 .12798 -.59393 -.08707

Equal variances not

assumed

-3.148 56.971 .003 -.34050 .10817 -.55711 -.12390

STRESS Equal variances

assumed .288 .592 -1.641 118 .104 -.13504 .08231 -.29803 .02796

Equal variances not

assumed

-1.762 47.324 .085 -.13504 .07665 -.28921 .01913

TURNOVER

INTENTION

Equal variances

assumed 2.913 .090 -2.652 118 .009 -.51533 .19435 -.90019 -.13047

Equal variances not

assumed

-3.075 54.662 .003 -.51533 .16757 -.85120 -.17947

51

The results of Independent T-Test suggested that there is no difference in the level of

depression due to gender difference, getting p- value more than .05 (p equals .648).

Therefore 1st sub hypothesis of 4th null hypothesis (H4.a), that there is a significant difference

in the level of depression for the employees due to gender difference, is rejected or may not

be accepted.

The results of Independent T-Test suggested that there is no difference in the level of anxiety

due to gender difference, getting p- value more than .05 (p equals .365). Therefore 2nd sub

hypothesis of 4th null hypothesis (H4.b), that there is a significant difference in the level of

anxiety for the employees due to gender difference, is rejected or may not be accepted.

The results of Independent T-Test suggested there is a significant difference in the level of

Irritation due to gender difference being p-value less than .05, i.e, .009. Therefore 3rd sub

hypothesis of 4th null hypothesis (H4.c), that there is a significant difference in the level of

irritation for the employees due to gender difference, is not rejected or may be accepted.

The results of Independent T-Test suggested that there is no difference in the level of Stress

due to gender difference, getting p- value more than .05 (p equals .104). Therefore 4th null

hypothesis (H4), that there is a significant difference in the level of Stress for the employees

due to gender difference, is rejected or may not be accepted.

The results of Independent T-Test suggested there is a significant difference in Intention to

quit due to gender difference being p-value less than .05, i.e, .009. Therefore 5th null

hypothesis (H5), that there is a significant difference in Intention to quit due to gender

difference, is not rejected or may be accepted.

52

4.7 RESULTS OF INDEPENDENT T- TEST (Marital Status-comparison)

TABLE 7 : Independent Samples Test Levene's Test for

Equality of

Variances t-test for Equality of Means

F Sig. t df

Sig. (2-

tailed)

Mean

Differenc

e

Std.

Error

Differen

ce

95% Confidence

Interval of the

Difference

Lower Upper

depression Equal variances

assumed 2.140 .146 2.174 118 .032 .15364 .07067 .01370 .29359

Equal variances not

assumed

2.269 108.302 .025 .15364 .06770 .01945 .28784

anxiety Equal variances

assumed 3.159 .078 1.451 118 .150 .14028 .09671 -.05123 .33178

Equal variances not

assumed

1.371 78.751 .174 .14028 .10234 -.06344 .34399

irritation Equal variances

assumed 3.281 .073 3.144 118 .002 .34175 .10870 .12649 .55702

Equal variances not

assumed

2.963 78.055 .004 .34175 .11533 .11215 .57136

STRESS Equal variances

assumed 6.484 .012 3.081 118 .003 .21189 .06878 .07568 .34810

Equal variances not

assumed

2.888 76.610 .005 .21189 .07337 .06578 .35800

TURNOVER

INTENTION

Equal variances

assumed .072 .789 2.488 118 .014 .41676 .16748 .08510 .74842

Equal variances not

assumed

2.512 98.455 .014 .41676 .16593 .08750 .74603

53

The results of Independent T-Test suggested that there is a significant difference in the level

of depression due to difference in marital status, getting p- value less than .05 (p equals

.032). Therefore 1st sub hypothesis of 4th null hypothesis (H4.a), that there is a significant

difference in the level of depression in the employees due to difference in marital status, is

not rejected or may be accepted.

The results of Independent T-Test suggested that there is no difference in the level of anxiety

due to difference in marital status being p-value more than .05, i.e, .150. Therefore 2nd

hypothesis of 4th null hypothesis (H4.b), that there is a significant difference in the level of

irritation in the employees due to difference in marital status, is rejected or may not be

accepted.

The results of Independent T-Test suggested that there is a significant difference in the level

of irritation due to difference in marital status, getting p- value less than .05 (p equals .002).

Therefore 3rd sub hypothesis of 4th null hypothesis (H4.c), that there is a significant

difference in the level of irritation in the employees due to difference in marital status, is not

rejected or may be accepted.

The results of Independent T-Test suggested that there is a significant difference in the level

of Stress due to difference in marital status, getting p- value less than .05 (p equals .003).

Therefore 4th null hypothesis (H4), that there is a significant difference in the level of stress

in the employees due to difference in marital status, is not rejected or may be accepted.

The results of Independent T-Test suggested that there is a significant difference in Intention

to quit due to difference in marital status, getting p- value less than .05 (p equals .014).

Therefore 5th null hypothesis (H5), that there is a significant difference in the level of

intention to quit due to difference in marital status, is not rejected or may be accepted.

54

4.8 RESULTS OFANOVA (Total work experience-wise)

TABLE 8 : ANOVA

Sum of Squares df Mean Square F Sig.

Depression Between Groups .402 3 .134 .914 .436

Within Groups 16.985 116 .146

Total 17.387 119

Anxiety Between Groups 3.475 3 1.158 4.733 .004

Within Groups 28.387 116 .245

Total 31.862 119

Irritation Between Groups 5.614 3 1.871 5.828 .001

Within Groups 37.251 116 .321

Total 42.866 119

STRESS Between Groups 2.315 3 .772 6.050 .001

Within Groups 14.795 116 .128

Total 17.110 119

TURNOVERINTENTION Between Groups 10.137 3 3.379 4.420 .006

Within Groups 88.681 116 .764

Total 98.819 119

55

The results of ANOVA suggested that there is no significant difference in the level of

depression in the employees among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs,

above 5 yrs), getting p- value more than .05 (p equals to .436). Therefore, 1st hypothesis of

4th null hypothesis (H4.a), that there is a significant difference in the level of depression in

the employees among different total experience levels, is rejected or may not be accepted.

The results of ANOVA suggested that there is a significant difference in the level of anxiety

among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value

less than .05 (p equals to .004). Therefore 2nd sub hypothesis of 4th null hypothesis (H4.b),

that there is a significant difference in the level of anxiety in the employees among different

total experience levels, is not rejected or may be accepted.

The results of ANOVA suggested that there is a significant difference in the level of

irritation among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs),

getting p- value less than .05 (p equals to .001). Therefore 3rd sub hypothesis of 4th null

hypothesis (H4.c), that there is a significant difference in the level of irritation in the

employees among different total experience levels, is not rejected or may be accepted.

The results of ANOVA suggested that there is a significant difference in the level of Stress

among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value

less than .05 (p equals to .001). Therefore 4th null hypothesis (H4), that there is a significant

difference in the level of stress in the employees among different total experience levels, is

not rejected or may be accepted.

The results of ANOVA suggested that there is a significant difference in the level of

Intention to quit among different total experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5

yrs), getting p- value less than .05 (p equals to .006). Therefore 5th null hypothesis (H5), that

there is a significant difference in the level of anxiety in the employees among different total

experience levels, is not rejected or may be accepted.

56

4.9 RESULTS OF ANOVA (Present work experience-wise comparison)

The results of ANOVA suggested that there is no difference in the level of depression among

different present experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value

TABLE 9 : ANOVA

Sum of Squares df Mean Square F Sig.

Depression Between Groups .777 3 .259 1.809 .149

Within Groups 16.610 116 .143

Total 17.387 119

Anxiety Between Groups 1.304 3 .435 1.650 .182

Within Groups 30.558 116 .263

Total 31.862 119

Irritation Between Groups 5.638 3 1.879 5.856 .001

Within Groups 37.228 116 .321

Total 42.866 119

STRESS Between Groups 1.689 3 .563 4.235 .007

Within Groups 15.421 116 .133

Total 17.110 119

TURNOVERINTENTION Between Groups 4.895 3 1.632 2.015 .116

Within Groups 93.924 116 .810

Total 98.819 119

57

more than .05 (p equals to .149). Therefore 1st sub hypothesis of 4th null hypothesis (H4.a),

that there is a significant difference in the level of depression in the employees among

different present experience levels, is rejected or may not be accepted.

The results of ANOVA suggested that there is no difference in the level of anxiety among

different present experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p- value

more than .05 (p equals to .182). Therefore 2nd sub hypothesis of 4th null hypothesis (H4.b),

that there is a significant difference in the level of anxiety in the employees among different

present experience levels, is rejected or may not be accepted.

The results of ANOVA suggested that there is a significant difference in the level of

Irritation among different present experience levels, being p-value less than .05, i.e, .001.

Therefore, 3rd hypothesis of 4th null hypothesis (H4.c), that there is a significant difference in

the level of irritation in the employees among different present experience levels, is not

rejected or may be accepted.

The results of ANOVA suggested that there is a significant difference in the level of Stress

among different present experience levels, being p-value less than .05, i.e, .007. Therefore, 4th

null hypothesis (H4), that there is a significant difference in the level of stress in the

employees among different present experience levels, is not rejected or may be accepted.

The results of ANOVA suggested that there is no difference in the level of Intention to quit

among different present experience levels (0-1 yr, 1-3 yrs, 3-5 yrs, above 5 yrs), getting p-

value more than .05 (p equals to .116). Therefore 5th null hypothesis (H5), that there is a

significant difference in the level of Intention to quit among different present experience

levels, is rejected or may not be accepted.

58

4.10 RESULTS OF ANOVA (Organization-wise comparison)

TABLE 10 : ANOVA

Sum of Squares df Mean Square F Sig.

Depression Between Groups 1.362 4 .341 2.444 .050

Within Groups 16.024 115 .139

Total 17.387 119

Anxiety Between Groups 3.668 4 .917 3.740 .007

Within Groups 28.194 115 .245

Total 31.862 119

Irritation Between Groups 6.058 4 1.514 4.732 .001

Within Groups 36.808 115 .320

Total 42.866 119

STRESS Between Groups 1.952 4 .488 3.702 .007

Within Groups 15.158 115 .132

Total 17.110 119

TURNOVERINTENTION Between Groups 13.073 4 3.268 4.383 .002

Within Groups 85.746 115 .746

Total 98.819 119

59

The results of ANOVA suggested that there is a significant difference in the level of

depression on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance,

ICICI Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General

Insurance), getting p- value equal to .05. Therefore, a significant difference in the level of

depression among organization levels fulfils the objective of comparison among

organizations.

The results of ANOVA suggested that there is a significant difference in the level of anxiety

on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance, ICICI

Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General Insurance),

getting p- value .007. Therefore, a significant difference in the level of anxiety among

organization levels fulfils the objective of comparison among organizations.

The results of ANOVA suggested that there is a significant difference in the level of

irritation on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance,

ICICI Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General

Insurance), getting p- value .001. Therefore, a significant difference in the level of irritation

among organization levels fulfils the objective of comparison among organizations.

The results of ANOVA suggested that there is a significant difference in the level of Stress

on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life Insurance, ICICI

Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard General Insurance),

getting p- value .007. Therefore, a significant difference in the level of stress among

organization levels fulfils the objective of comparison among organizations.

The results of ANOVA suggested that there is a significant difference in the level of

Intention to quit on organization level (Bharti AXA Life Insurance, Bajaj Allianz Life

Insurance, ICICI Prudential Life Insurance, Birla Sunlife Insurance and ICICI Lombard

General Insurance), getting p- value equal to .002. Therefore, a significant difference in the

level of intention to quit among organization levels fulfils the objective of comparison among

organizations.

60

CHAPTER 5- CONCLUSION & RECOMMENDATIONS

61

5.1 FINDINGS OF THE STUDY (CONCLUSION) Majority of the employees have been seen to be largely affected by stress resulting in their

strong intention to quit their jobs. This is attributed to the fact that most of the employees are

not capable to cope up with increasing workplace pressure in their job due to which they feel

depressed, anxious, irritated, nervous and annoyed. This study measured whether various

factors of stress are significantly correlated with the intention of the employees to quit their

jobs or not and the results showed that all the three variables of stress (depression, anxiety &

irritation) are strongly related with the turnover intentions of the employees.

One way Anova was applied to study the effects of various demographic variables over the

stress and turnover intentions of the employees. Study shows that there is no significant

relationship of Age and level of stress in the employees but a significant relationship do

exists between Age and Turnover intentions if the employees, which shows that employees

who are elder in age are more likely to quit their jobs.

Similarly, stress was found to have a significant relationship with total work experience of

the employees. Also, intention to quit was found to have a significant relationship between

total work experiences of the employees. We can say that as period of the job goes on

increasing, work pressure increases and employees tend to attain a level of stress and thus

more likely to quit their jobs.

Similarly, Stress and turnover intentions were also found to have a significant relationship

with present work experience of the employees.

Independent T-Test was applied to study the effects of gender and marital status over the

stress and turnover intentions of the employees. The results shows that gender has no

significant relationship with stress and turnover intentions and similarly marital status also

does not affect turnover intentions of the employees. But Stress levels are seen to be affected

by the difference in marital status.

Also, stress level and turnover intentions vary from organization to organization. Thus, these

levels are also dependent in what type of organization the employees are working and which

sort of work culture they are enjoying.

62

5.2 RECOMMENDATIONS There should be full management support in the treatment of employees with equal fairness,

equal delegation and decentralization of work, cooperation of management with employees,

and setting up of reasonable performance targets should be there in the organizations instead

of setting highly unrealistic targets which impose work pressure and stress on employees

when not achieved. This will lead to job satisfaction in terms of all aspects, i.e, intrinsic

satisfaction, extrinsic satisfaction, recognition and authority which will prevent stress and

turnover intention in the organization.

Thus the management should focus on making an employee feel greatly valued and set

standards of fairness and cooperation with equal distribution of work, that makes employees

satisfied with their job, prevention from stress and turnover intentions, contributing to their

personal development as well as organizational development. Attention should be paid

formulating policies for helping employees to cope up with work pressure in the organization.

Corporate strategies to tackle with work pressure so as to prevent stress and turnover

intentions include -

Workplace flexibility like Flexitime and Flexiplace, where employees are permitted

to choose their own working hours and working place, within certain limitations

Compressed work week

Job sharing

Employee involvement

Employee recognition through awards and challenging assignments

Employee participation in decision making

63

5.3 LIMITATIONS OF THE STUDY

Some respondents were quite unwilling to complete the questionnaire because of lack

of time on their on their part.

This research was limited only to lower level employees working in insurance

companies. Employees of the top level were not included in the research.

Because of lack of time or other reasons, many respondents have a tendency to mark

the answers randomly.

5.4 FUTURE SCOPE

Research can be done in the insurance sector by including employees at all levels.

Research can be more elaborated by applying regression analysis on the data result in

order to show more clear picture of the findings.

The study can be studied across other sectors as well, like, IT sector, Banking sector,

Retail sector etc.

The level of stress and turnover intentions can be measured on more no. of factors.

64

BIBLIOGRAPHY

65

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68

ANNEXURE

69

1. QUESTIONAIRRE ON WORK RELATED DEPRESSION,

ANXIETY & IRRITATION

Dear Sir / Madam,

I am Nidhi Bharti, a 2nd year student of MBA specializing in HR from University Business

School, Panjab University-Chandigarh.

As a part of our curriculum we are expected to submit a research based project and here I am

undertaking a survey with respect to the same.

I request you to kindly fill this questionnaire if you are an employee in Insurance Company. I

assure you that all data collected will be kept strictly confidential and will be used for

academic purposes only.

Thank you for taking out time to fill this questionnaire. Your cooperation is appreciated.

Regards, Nidhi Bharti MBA-HR (09-11) University Business School

70

Name: _________ (optional) Age: Below 18 18-25 25-30 30-35 above 35 Gender: M F Marital Status: Single Married Contact No. Experience: Total years of work-ex: 0-1 1-3 3-5 above 5 No. of years in present company: 0-1 1-3 3-5 above 5 Below mentioned are some statements, which describe the possible feelings, and intentions

you may have about your organization. Please indicate your response by putting a tick mark

in the corresponding appropriate box against each statement, where number denotes :

1 = Never or a little of time

2 = Some of the time

3 = A good part of the time

4 = Most of the time

1 2 3 4

1 I feel sad

2 I feel unhappy

3 I feel good

4 I feel depressed

5 I feel blue

6 I feel cheerful

7 I feel nervous

8 I feel jittery

9 I feel calm

10 I feel fidgety

11 I get angry

12 I get aggravated

13 I get irritated or annoyed

71

2. QUESTIONAIRRE ON TURNOVER INTENTION

Below mentioned are some statements, which describe the possible feelings, and intentions

you may have about your organization. Please indicate your response by putting a tick mark

in the corresponding appropriate box against each statement, where number denotes :

1 = Strongly Disagree

2 = Disagree

3 = Moderately Agree

4 = Agree

5 = Strongly Agree

1 2 3 4 5

14 You frequently scan newspapers for job

opportunities

15 Your current job is not addressing your

important personal needs.

16 Very often are opportunities to achieve your

most important goals at work jeopardized?

17 Very frequently you day dream about a different

job that will suit your personal needs?

18 There is a strong possibility that you will leave

your job, if u get another suitable offer

19 Very often you think about starting your own

business