CHAPTER VI. INDIVIDUAL AND ORGANIZATIONAL STRESS MANAGEMENT AND COPING MECHANISM IN MNCs AN ANALYSIS

Transcription

1 CHAPTER VI INDIVIDUAL AND ORGANIZATIONAL STRESS MANAGEMENT AND COPING MECHANISM IN MNCs AN ANALYSIS This chapter highlights the stress management techniques of the organization by using frequency distribution analysis. To suggest the implementation of coping mechanism among the executives of sample multinational companies, the parametric relationship is estimated through Karl Pearson s co-efficiency of correlation. INDIVIDUAL COPING STRATEGIES High level stress affects the individual directly and through them, their families and organizations are also affected. Therefore, efforts should be made to overcome the negative consequences of high stress. Stress management is required when an individual is unable to cope with the demanding environment. This inability generates anxiety and produces defensive behavior and stress symptoms. Therefore, certain actions are required for developing adaptive behavior so as to overcome the consequences of stress. Such actions may be taken at individual level as well as at organizational level. Stress may cause within organizational context and outside. Therefore, coping strategies may be adopted by individuals without reference to the organization. Individual coping strategies tend to be more reactive in nature. That is, they tend to have ways of coping with stress that has already occurred. Some individual strategies, such as physical exercise, can be both reactive and proactive, but most are geared towards helping the person who is already suffering from stress. Following are the major individual coping strategies:

2 Physical exercise Physical exercise is a good strategy to get body fit and to overcome stress. Physical exercises of different types such as, walking, jogging, swimming; playing, etc. are good methods of overcoming stress. The role of Yoga, a scientific technique of physical exercise to keep body fit and to overcome stress. Relaxation Impact of stress can be overcome by relaxation. The relaxation can be simple one or some specific techniques of relaxation such as biofeedback and meditation. Work-home transition Work-home transition is also like a relaxation technique. For instance, during the last5 hour of work, the person can review the day s activities; list the priorities of the activities that need to be attended to the next day. Thus, he can finish his day s work and come back in relaxed manner. Cognitive therapy Because of increasing stress, special cognitive therapy techniques have been developed by psychologists. In these techniques, lectures and interactive discussion sessions are arranged to help participants. Networking Networking is the formation of close associations with trusted, empathetic coworkers and colleagues who are good listeners and confident builders. Such persons provide mental support to get the person through stressful situation.

3 The following analysis reveals several inferences drawn from the opinions of executives to relieve themselves from of stress in the sample organizations Table 6.1 Coping mechanism for individuals Individual Yes % No % Total % 1 I listen to music I attend club or social activities I relax myself during the day I do exercise I meditate The above frequency distribution table explains the stress management techniques 75.9% of executives listen to music, the most common strategy, to overcome stress. That is why now-a-days one can hear soft music in almost every organization so that the executives enjoy their work and feel energetic. 52.2% of executives attend club or social activities to overcome stress. Physical exercise is a good strategy to get body fit and to overcome stress. 49.2% of executives relax during the day to overcome stress. The best strategy to reduce stress is to relax. Just minutes of relaxation will make the executives to feel better the rest of the day. Exercise is another good stress buster. 48% of executives do exercise to better cope with stress. Physical exercises of different types such as walking, jogging, swimming, playing, etc. are good methods of overcoming stress. 52.9% of executives meditate, which is one of the most effective techniques in reducing and avoiding stress. Meditation enables one to control the thought process and

4 to take effective decisions. Regular practice of meditation helps our body to respond to stress better. Table 6.2 Coping mechanism for individuals Yes % No % Total % 1 I try to laugh a lot during the day I go for a walk I take anti anxiety drugs I keep a time planner I try to prioritize my work This table explains the practices such as laughing, walking, taking anti depression drugs, prioritize work, time planner to overcome stress. Laugh more or crack jokes in order to reduce stress. 53.7% of executives try to laugh a lot to reduce stress. Laughter is a good de-stressor. A sense of humor allows an individual to perceive and appreciate the imbalances of life and provides moments of delight. It is a great stress buster. 45.3% of executives take a walk when they feel anxious about something. 60.8% of executives are taking anti depression drugs for stress reduction. 76.9% of executives follow time discipline. They create time for other things in life. Effective time management ensures commitment to the schedule planner, to maintain boundary between home and office and sticking to schedule. 86.9% of executives try to prioritize work. Multi tasking is the buzz word these days. An individual requires special skills to perform multi task simultaneously. One

5 way to minimize stress while multi-tasking is to plan, prioritize and perform. Planning involves preparing a list of activities that need to be performed. Table 6.3 Coping mechanism for individuals Yes % No % Total % 1 I take planned breaks from work I delegate responsibility I spend some time with my pet I eat a balanced diet I try to sleep 7-8 hours a day at least 3-4 days a week 6 I have the habit of writing stress diary 7 I listen to views of others and provide effective feedback This table indicates the practices such as planned breaks from work, delegation, spend time with pet, balanced diet, sound sleep, writing stress diary listening to views of others to reduce stress. 86.5% of executives take planned breaks from work to overcome stress. It emphasizes that due to work pressure in the competitive world, executives spare time for leisure purpose with which they can overcome their stress problem. 84.9% of executives delegate responsibilities to overcome stress. Some individuals prefer doing all the work themselves. This adds to their stress. They should learn to delegate routine work to others. 78.8% of executives spend some time with pet to reduce stress.

6 73.3% of executives eat a balanced diet. Just as a balanced diet is necessary for the physical well being of an individual, a balanced life is necessary for the mental / emotional and psychological well being of executives. A good balanced diet plays a vital role in reducing stress. 79% of executives try to sleep 7-8 hours at least 3-4 days a week. A stressed person may feel sleepy throughout the day and awake during nights. On an average everyone needs at least 7-8 hours of sleep per day. After a good nights sleep, a person feels fresh. technique. 82.4% of executives have the habit of writing stress dairy as a stress reduction 85.1% of executives listen to views of others to provide effective and timely feedback. Executives make a conscious effort to remain open to other ideas. ORGANIZATIONAL COPING STRATEGIES Organizational coping strategies are more of proactive nature, that is, they attempt at removing existing or potential stressors and prevent the onset of stress of individual job holders. There are many organizational stressors. Therefore, the organizational coping strategies revolve round these factors which produce or help producing stresses. Following are organizational coping techniques and efforts. Supportive organizational climate Many of the organizational stressors emerge because of faulty organizational processes and practices. To a very great extent, these can be controlled by creating supportive organizational climate.

7 Job enrichment A major source of stress is the monotonous and disinteresting jobs being performed by executives in the organization. Jobs can be enriched through more rational designing of jobs. Organizational role clarity People experience stress when they are not clear about what they are expected to do in the organization. This may happen because either there is ambiguity in the role or there is role conflict. Role analysis technique helps both managers and executives to analyse what the job entails and what the expectations are. Breaking down the job to its various components clarifies the role of the job incumbent for the entire system. This helps to eliminate imposing unrealistic expectations on the individual. Role ambiguity, role conflict, and role overload can be minimized, consequently leading to reduced stress. Career planning and counseling Career planning and counseling helps the executives to obtain professional advice regarding career paths that would help them to achieve personal goals. A variety of career counseling programmes can be adopted: (i) devices designed to aid the individuals in self-assessment and increased self-understanding; (ii) devices designed to communicate opportunities available to individuals; (iii) career counseling through interview by managers, counseling professionals and personnel and educational specialists; (iv) workshops and educational activities designed to assist the individuals in goal setting and establishing action plan for change; (v) educational and experimental programmes to prepare individuals with skills and knowledge for new activities and new careers; (vi) programmes for enhancing the individuals opportunities to make job and career changes. Various career planning and counseling programmes for individuals go a long way in providing them satisfaction and reducing the stress.

8 Stress control workshops Organizations can organize periodical workshops for control and reduction of stress. Such workshops may help individuals to learn the dynamics of stress and methods of overcoming its ill effects. Employee assistance programme Employee Assistance Programme (EAP) is a specifically, designed programme to solve the personal problems of executives. These problems may be due to job stress or of other types like legal, marital, financial or health-related. Since these problems ultimately affect employee performance, to help executives deal with these personal problems, more and more organizations are implementing employee assistance programmes. Table 6.4 Stress Management Techniques - Organizational coping strategies Yes % No % Total % 1 Facilities like rest room, etc Regular breaks at short intervals Cafeteria facility Regular health checkup Transport facilities This table highlights the organization techniques of stress management. 78.2% of executives need facilities like rest room for relaxation. 76.3% of executives relax by taking regular breaks at short intervals. Take a conscious break, stop working and relax for three to five minutes.

9 78.6% of executives prefer cafeteria facility to relax, where executives feel free to talk openly about their problems and get rid of stress. 86.9% of executives prefer regular health checkup. A personal health promotion programme can be conducted which helps to describe the pursuant of one s physical and mental potential and reduce the health stress. 87.5% of executives prefer transport facility. Office transportation helps the executives to avoid driving their own vehicle among the hectic traffic, which makes them stressed out even before they could start the work. Table 6.5 Organizational Coping Strategies Yes % No % Total % 1 Off-site picnics / family trips Recreational facilities Programmes on balances dieting yoga, mediations etc. 4 Programmes on time management techniques 5 Personality and career development programmes This table explains the various mechanisms adopted to manage stress. 87.5% of executives would like to go off-site picnics / family trips. 94.7% of executives make arrangements of some recreational activities, trips and tours, a source of enjoyment that shall reduce the level of stress among the executives. 94.7% of executives are interested in recreational facilities. Recreation facilities like setting up a small gym, swimming pool, and badminton court, etc. at work place normally helps the executives not only to stay fit but also to get rid of stress.

10 85.9% of executives are interested in programmes on balanced dieting, yoga, meditation, etc. A good balanced diet plays a vital role in reducing stress. Yoga is another important stress reliever. Yoga simply focuses on gentle postures that improve orientation of blood to vital parts of the body. Meditation is one of the most effective techniques in reducing and avoiding stress. Regular practice of meditation helps our body to respond to stress better. 60.2% of executives indicated their interest on programmes on time management techniques. Such techniques focus an executives to follow time discipline by ensuring 100% commitment, when at work, thereby creating time for other things in life. Effective time management programmes presupposes a commitment to the schedule planned, maintaining a boundary between home and office and sticking to schedule. 52.7% of executives showed their interest on personality and career development programmes. The organization can hold such career development programme to overcome stress. Table 6.6 Organizational coping strategies 1 Executives assistance programme (EAP) Yes % No % Total % Counseling Incentives Job rotation

11 From Table 6.6 it is observed the various coping up mechanism for stress. 45.9% of executives shown their interest on Executives Assistance Programme. EAP is a specifically designed programme to solve the personal problems of executives. These problems may be due to job stress. Another type like legal, marital financial or health related problems ultimately affect employee performance. To help executives deal with these personal problems more and more organizations are implementing executives assistance programme. 66.3% of executives are interested in counseling, so the organization can hold counseling programmes regarding health problem family problem and job problem. Counseling helps the executives to obtain professional advice regarding career path that would help them to achieve personal goals. 67.6% executives agree getting incentive, appreciation and rewards for achievement which will reduce stress. 59.4% of executives have agreed for job rotation which helps in reducing stress. Job rotation, an approach to management development where an individual is moved through schedule of assignment designed to give him / her best exposure to the entire operation. Where an individual is moved through schedule of assignment designed to give him / her best exposure to the entire organization

12 CORRELATION The parametric relationship is estimated through Karl Pearson s coefficiency of correlation. Table 6.7 PR ER MP Pearson Correlation.167(**).031 Sig. (2-tailed) N EP Pearson Correlation.251(**).025 Sig. (2-tailed) N OD Pearson Correlation.182(**).085 Sig. (2-tailed) N PA Pearson Correlation.099(*).030 Sig. (2-tailed) N ED Pearson Correlation.253(**).041 Sig. (2-tailed) N RL Pearson Correlation (**) Sig. (2-tailed) N GS Pearson Correlation (**) Sig. (2-tailed) N CD Pearson Correlation.091(*).123(**) Sig. (2-tailed) N

13 TR Pearson Correlation Sig. (2-tailed) N IR Pearson Correlation.190(**).136(**) Sig. (2-tailed) N From Table 6.7 it is found that management potential causes stress among the executives in multinational companies and creates more physical responses that can be identified among the employee (r =0.167). This shows that management potential causes stress which has come out in the form of physiological changes that affects the fundamental commitment of executives. Physical response and the emotional response are united. It can be seen that employee potential creates stress and its respective outcome, in the form of physiological change among the executives (r = 0.251). Stress due to employee potential affects the executives physiological factors. It is inferred from the above table that the organizational development causes stress among the executives in multinational companies and creates more physical response, that can be seen among the executives (r=0.182). This shows that organizational development causes stress which has resulted in the form of physiological changes that affects involvement of executives. Again it is noted from the table that the performance appraisal methods adopted by the company, creates stress among the executives which results in physiological changes among the executives (r=0.99). Stress caused due to performance appraisal affects the performance of executives. Further, it is observed from the table that the need for executive development produces stress among the executives which in turn affects the physiological impact of the executives (r=0.253). Stress released out of executive development interrupts the commitment of executives. It is understood from the table that an analysis of the

14 executives roles in the organization causes stress and creates more emotional response that can be identified among the executives (r=0.229). This reveals that the executives role causes stress which has come out in the form of emotional changes that affects commitment of executives. The variable goal setting produces stress among the executives which can be identified through the emotional response of stress (r=0.159). This shows that the goal setting creates stress which is reflected through the emotional response that affects the performance of executives. That the career development produce stress among the executives of multinational companies and creates more physical and emotional response of stress among the executives Physical response (r=0.091) and Emotional response (r=0.123). This indicates that the career development cause stress and its respective outcome, in the form of physiological and psychological (emotional) change which affect, the fundamental commitment of executives. It is inferred from the above table that the interpersonal relationship cause stress among the executives of multinational companies and creates physical response and emotional response of stress that can be identified among the executives Physical Response=(r=0.190) Emotional Response=(r=0.136). This shows that the interpersonal relationship causes stress which has come out in the form of physiological changes and emotional changes that effect the commitment of the executives. Table 6.8 Organizational effectiveness OE PR Pearson Correlation -.121(**) Sig. (2-tailed).006 N 510 ER Pearson Correlation -.422(**) Sig. (2-tailed).000 N 510

15 The sequential relationship between physical response to stress and emotional response to stress are also identified through the Karl Pearson co-efficient of correlation. It is found that both physical response and emotional response are negatively correlated to the organizational effectiveness (r= ) and (r = ). This shows that the causes of stress in the form of physical and emotional responses create more negative response towards organizational effectiveness. It is found that stress among the executives leads to poor organizational effectiveness and productivity. This empirical relationship leads to diagrammatic model of cause and effect of stress impact among the executives of multinational companies. An empirical model on causes and effect stress impact among the executive of multinational companies. The present study meticulously deals with perception of executives of multinational companies. The present research work segmented the causes of stress, outcome of stress, stress management techniques of coping strategies to create influence over organizational effectiveness. It is ascertained in the gaps in the literature that Management potential, Employee Potential, organizational development, Vigerous training, Goal setting, Interpersonal relationship cause stress among the executives of multinational in Chennai city. The sequential analysis clearly unraveled the physical and emotional outputs of stress among the executives. These outcomes may or may not present among the executives and create pessimistic impact on the executives if their physical or emotional outcomes are negative. The literature also identified that the stress management among multinational companies and advanced coping mechanism among the executives curtailed the transformation of stress causes into physical and emotional responses. If the optimistic stress management techniques and coping mechanism are found among the executives then organizational effectiveness is conducive and productive among the executives. This sequential phenomenon empirically tested parametrically using Karl Pearson s co-efficient of correlation and analysis of variance. In this model the organizational effectiveness is considered as ultimate dependent variable that measures causes and impact of stress. Their relationships between organizational effectiveness and management potential, employee potential, emotional response are

16 presented in the model below. Besides these effects, the influence of gender, marital status, number of family members, also influence the cause of stress and organizational effectiveness. This diagram clearly explains the diagrammatic representation of parametric relationship between the causes of stress and its physical and its emotional outcomes. The subsequent effects of these outcomes are organizational effectiveness. It also empirically uses Karl Pearson Co-efficient of correlation. Besides these variables, the demographic variables and their impact on organizational effectiveness are also diagrammatically shown in the model.

17 After the overall statistical analysis of cause and effect of stress among the executives of multinational companies, the next chapter deals with the findings, suggestions and conclusion. Conclusion: The purpose of this chapter was to examine in what ways and to what degree, if any, executives of MNCs perceive stress and what, if any, coping mechanisms were they engaged in. This chapter focused on qualities of coping mechanisms and their effectiveness. Underscored throughout the study is the need for effective stress management skills, professional development geared towards developing a stress model, and creating a positive school culture. Moreover, the researcher sought to identify any significant differences between the frequency of stressors by gender and coping mechanisms utilized by female and male executives. Coping strategies were examined to determine effectiveness and included gender difference. The data revealed gender difference in the coping mechanism utilized and effectiveness of the coping strategy. Most of the executives identified exercise and getting away as one of the most frequently utilized strategies; exercise was most effective for both genders. The most ineffective strategy was identified as artificial means, while executives reported mentoring or communication with fellow employees helpful in managing occupational stress. The findings raise concern that many of the executives are entering the field without the proper preparation for understanding the implications of stress. Effective stress management programs should be in place to assist executive leaders as they begin to create and sustain learning communities. There is need for improvement in supporting executives with occupational stressors. The findings of this study are summarized here under:.

18 75.9% of executives listen to music, the most common strategy to overcome stress. 52.2% of executives attend club or social activities to get rid of stress. 49.2% of executives relax during the day to eliminate stress. Just minutes of relaxation will make the executives feel better, the rest of the day. 48% of executives do exercise to cope with stress. 52.9% of executives meditate, which is one of the most effective technique in reducing stress. 53.7% Laugh more or crack jokes in order to reduce stress. 45.3% of executives take a walk when they are anxious about something. 60.8% of executives are taking anti depression drug for stress reduction. 76.9% of executives follow time discipline by ensuring commitment when at work, thereby creating time for other things in life. 86.9% of executives try to prioritize work. One way to minimize stress while multi-tasking is to plan, prioritize and perform. 86.5% of executives take planned breaks from work to overcome stress. Executives spare time for leisure purpose with which they can overcome their stress problem. 84.9% of executives delegate responsibilities to overcome stress. 78.8% of executives spend some time with pets to reduce stress. 73.3% of executives eat a balanced diet. Just as a balanced diet is necessary for the physical well being of an individual, mental / emotional balance of life is necessary for the psychological well being of executives. 79% of executives try to sleep 7-8 hours at least 3-4 days a week. After a goodnight sleep, a person feels fresh. 82.4% of executives have the habit of writing stress diary as stress reduction technique.

19 85.1% of executives listen to views of others to provide effective and timely feedback. Organizational coping strategies: 78.2% of executives need facilities like rest room. 76.3% of executives relax by taking breaks at short intervals. 78.6% of executives prefer cafeteria facility to relax, where executives feel free to talk openly about their problems and can avoid stress. 86.9% of executives prefer regular health checkup. 87.5% of executives prefer transport facility. 87.5% of executives would like to go off-site picnics or family trips. 94.7% of executives are interested in recreational facilities. 85.9% of executives are interested in programmes on balanced diet which plays a vital role in reducing stress. Yoga and meditation are important stress relievers. Meditation is one of the most effective techniques in reducing and avoiding stress. 60.2% of executives indicated their interest on programmes on time management techniques. 52.7% of executives showed them interest on personality and career development programme. 45.9% of executives have shown their interest on Executive Assistance Programme. 66.3% of executives are interested in counseling. 67.6% of executives have agreed in getting incentive, appreciation and rewards for achievement which will reduce stress. 59.4% of executives agree for job rotation, which helps in reducing stress.

20 Karl Pearson Co-efficient of Correlation reveals that the management potential causes stress among the executives in multinational companies and creates more physiological changes that affect the fundamental commitment of executives. Executive potential and organizational development cause stress and creates more physical response that affects the involvement of executives. The need for executive development produces stress which in turn affects the physiological impact of the executives that interrupts the commitment of executives. The executive role and goal setting in the organization create more emotional response of stress. The career development produces more physical and emotional response of stress among the executives which in turn affects the commitment of workers. The interpersonal relationship causes stress which has come out in the form of physiological and emotional changes that affects the commitment of the executives. It is found that both physical and emotional responses are negatively correlated to the organizational effectiveness which in turn leads to poor organizational effectiveness and productivity.