IMIPS

Batch 2024 - 2025

Major Research Project

On

“Impact of Workplace Stress on Employees Well-being”

Submitted in the partial fulfillment for the

Requirements of the degree of MBA
DAVV, Indore

Research Guide Research Scholar

Prof. Sunanda Narang Ayushi Barasker
 IMIPS

Batch 2024 - 2025

Major Research Project

On

“Impact of Workplace Stress on Employees Well-being”

Research Scholar Research Guide

………………….. …………………….

Principal External Examiner

…………………. ……………………..

Date: Date:
 DECLARATION

I hereby declare that the Project Work entitled “Impact of Workplace Stress on

Employees Well-being”, has been carried out by me under the guidance of Prof.

Sunanda Narang, at IMIPS, Indore. The research work is original and has not

violated any of plagiarism norms.

I also declare that this Project has not been submitted to any University/ Institute

for the award of any Degree/Diploma.

Place: Indore Ayushi Barsker

Date: (Research Scholar)

 CERTIFICATE
This is to certify that the Project Work entitled “Impact of Workplace Stress on

Employees Well-being” has been accomplished by Ayushi Barsker under my

guidance and supervision.

This project is being submitted by him/her as the partial fulfillment of

requirements for the award of Master of Business Administration (MBA) from

IMIPS, Indore.

This work has not been submitted by him/her anywhere else for the award of any

degree or diploma. All sources of information and help have been duly mentioned

and acknowledged.

Research Guide

Designation
 ACKNOWLEDGEMENT
The most awaited moment of successful completion of endeavor is always a result
of persons involved explicitly or implicitly there in. It is impossible without the
help and guidance of the people around to carry on this research work. I take the
opportunity to express my sincere gratitude to each and every person who gave me
the guidance and help for preparing the report.

I take this opportunity to thanks Dr. Sanjay Sharma, Principal, Management

Institute and Research Centre, Indore. for providing me an opportunity to work for
this research.

I am also desirous of placing on record profound indebtedness to Prof. Sunanda

Narang and all the members of faculty of IMIPS, Indore, for the valuable advice,
guidance, precious time and support that they offered.

Last but not the least; I would also like to thanks all the respondents for giving me
their precious time and relevant information.

My strength and inspiration are the blessings of my parents and my friends. I owe
all my success and achievements to them.

Ayushi Barsker
(Research Scholar)
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Introduction:-

Workplace stress has become a pervasive issue in modern organizations, significantly affecting employees'
physical, mental, and emotional well-being. It stems from factors like excessive workloads, lack of autonomy,
interpersonal conflicts, and job insecurity. The consequences are far-reaching, impacting individual health,
productivity, and organizational performance. This study examines the causes and effects of workplace stress
and explores strategies to mitigate its impact, ensuring employee well-being and fostering a healthier work
environment .

Workplace stress is a global phenomenon affecting employees across industries and job roles. In today’s
competitive business environment, organizations often prioritize high performance and efficiency, inadvertently
subjecting employees to excessive demands. Stress arises from various sources, including unrealistic deadlines,
lack of managerial support, long working hours, and insufficient work-life balance. The effects of stress extend
beyond individual health, leading to burnout, absenteeism, reduced productivity, and higher employee turnover
rates.

Organizations are increasingly recognizing the importance of addressing workplace stress as part of their
employee well-being initiatives. Research shows that healthier employees contribute to better organizational
performance, improved morale, and lower costs associated with healthcare and recruitment. This study aims to
explore the complex relationship between workplace stress and employee well-being, shedding light on
effective strategies to create a stress-resilient workforce.

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Review of Literature:-

1. Lazarus and Folkman’s Stress and Coping Theory (1984) :-

Lazarus and Folkman proposed the cognitive appraisal model, emphasizing the subjective nature of stress.
According to their theory, stress arises when individuals perceive a discrepancy between environmental
demands and their resources. They further categorized stress into eustress (positive) and distress (negative).
The coping strategies they outlined—problem-focused and emotion-focused—remain central to understanding
how employees manage workplace stress.

2. Karasek’s Job Demand-Control Model (1979) :-

This model argues that job demands and decision-making autonomy significantly affect stress levels. High job
demands combined with low decision latitude result in heightened stress and job dissatisfaction. Karasek’s
theory underscores the importance of empowering employees through greater autonomy and manageable
workloads to mitigate stress and enhance well-being.

3. Siegrist’s Effort-Reward Imbalance Model (1996) :-

Siegrist highlighted how imbalances between the effort employees put into their jobs and the rewards
(monetary, social, or emotional) they receive contribute to stress. The model is particularly relevant in
understanding workplace environments where employees feel undervalued or overburdened, leading to burnout
and adverse health outcomes.

4. Job Demands-Resources Model by Demerouti et al. (2001) :-

The Job Demands-Resources (JD-R) model identifies job demands (e.g., workload, emotional strain) and job
resources (e.g., support, feedback) as key determinants of burnout and engagement. High demands deplete
energy, causing stress, while resources act as buffers, promoting resilience. The JD-R model is widely applied
in designing interventions to reduce stress and enhance employee engagement.

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5. Maslach Burnout Inventory (MBI) Framework (1981) :-
Maslach and Jackson developed the MBI to measure burnout, focusing on emotional exhaustion,
depersonalization, and reduced personal accomplishment. Their framework highlights how chronic workplace
stress can lead to long-term disengagement and poor mental health. This theory informs how organizations can
identify burnout early and implement measures to counteract its effects.

6. Conservation of Resources (COR) Theory by Hobfoll (1989) :-

Hobfoll’s COR theory posits that stress arises when employees perceive a threat to their resources (e.g., time,
energy, social support) or experience actual resource loss. The theory provides insights into how resource
availability and recovery practices, such as breaks and supportive policies, can reduce stress and improve well-
being.

Additional Insights from Recent Studies:

Schaufeli and Bakker (2004): Their research on burnout and work engagement integrates concepts from the
JD- R model, demonstrating how engagement acts as an antidote to stress.

Ganster and Rosen (2013): This review highlights the physiological effects of workplace stress, including
cardiovascular and immune system impacts, emphasizing the need for holistic stress management.

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Rationale of the Study:-

Workplace stress is often viewed as an inevitable aspect of professional life, yet its ramifications are profound.
Stress leads to burnout, absenteeism, and decreased employee morale, ultimately harming organizational
performance. The study is driven by the following motivations:

1. Growing Workplace Stress:

Increased workloads, tight deadlines, and organizational pressures have made workplace stress a common issue
affecting employees globally.

2. Impact on Health:
Workplace stress leads to mental and physical health issues such as anxiety, depression, and burnout, reducing
employee well-being.

3. Productivity Concerns:
Stress negatively impacts productivity, employee engagement, and workplace morale, ultimately affecting
organizational success.

4. Economic Costs:
Stress contributes to absenteeism, turnover, and healthcare expenses, creating significant financial burdens for
organizations.

5. Need for Effective HR Practices:

Many organizations lack structured policies to address workplace stress, making it necessary to explore
actionable solutions.

6. Global Focus on Well-Being:

Organizations worldwide are prioritizing employee well-being, aligning with trends that link happiness to
higher performance.

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Objective of the Study:-

Primary Objectives :-

1. To identify the key factors contributing to workplace stress among employees in various
organizational settings.

2. To evaluate the impact of workplace stress on employees’ physical health, such as the prevalence of
stress- related illnesses.

3. To assess the mental and emotional consequences of workplace stress, including anxiety, depression,
and burnout.

4. To examine the relationship between workplace stress and employee job performance, including
productivity, efficiency, and engagement.

5. To determine the overall effect of workplace stress on organizational outcomes such as

absenteeism, turnover, and employee morale.

Secondary Objectives :-

1. To explore the coping strategies adopted by employees to manage and mitigate workplace stress.

2. To assess the role of leadership and managerial support in reducing stress levels among employees.

3. To investigate the effectiveness of existing organizational stress management programs or policies.

4. To examine the influence of workplace culture and the work environment on employee stress levels.

5. To provide recommendations for HR professionals and organizational leaders to create healthier

work environments that reduce stress and improve employee well-being.

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 Reaserch Methodology:-

1. Research Design:

The study adopts a descriptive and exploratory research design to understand the causes, effects, and solutions
related to workplace stress.

A quantitative approach will be employed using structured questionnaires to gather data, along with qualitative
insights from interviews or focus group discussions for deeper analysis.

2. Sampling Plan :

Target Population: Employees working in mid-sized and large organizations across industries.

Sampling Technique: Stratified random sampling will be used to ensure representation from different
organizational levels (e.g., junior, middle, and senior management).

Sample Size: Approximately 150-200 respondents to ensure statistical reliability and validity. Inclusion

Criteria: Participants must be full-time employees with at least one year of work experience.

Exclusion Criteria: Freelancers, part-time workers, and those on extended leave will not be included.

3. Tools for Data Collection :

Questionnaires: A structured questionnaire with both closed-ended and Likert-scale questions will be used to
collect quantitative data.

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Interviews: Semi-structured interviews with HR professionals and managers to understand organizational
policies and practices.

Observation: Observing workplace dynamics and behaviors to gather contextual insights (if feasible).

4. Tools for Data Analysis :

Descriptive Statistics: Mean, median, and standard deviation will summarize data on stress levels and their
impact.

Inferential Statistics: Regression analysis, ANOVA, and correlation tests will explore relationships between
variables such as stress and productivity.

Qualitative Analysis: Thematic analysis of interview transcripts to identify patterns and insights regarding
stress management practices.

Software: Statistical tools like SPSS or Excel will be used for quantitative analysis, and NVivo for qualitative
data coding and interpretation.

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Expected Contribution of the Study :

Academic Contribution :

1. Enhancing Stress Research:

Adds new insights into the causes and effects of workplace stress.

2. Refining Stress Theories:

Contributes to the development and application of stress theories in organizational settings.

3. Industry-Specific Insights:
Provides data on how workplace stress differs across industries.

4. New Data for Future Studies:

Offers fresh data that can be referenced in subsequent academic research

Practical Contribution :

1. Improved Stress Management Programs:

Provides actionable recommendations for designing effective stress management initiatives.

2. Better Employee Support:

Helps organizations improve support systems for employee well-being.

3. Informed Policy Making:

Guides organizations in developing stress-reducing policies.

4. Enhanced Leadership Practices:

Offers insights for managers to create supportive, stress-reducing work cultures.

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References:-

1. Lazarus, R. S., & Folkman, S. (1984).

Stress, Appraisal, and Coping. Springer Publishing.
This foundational book introduces the cognitive appraisal model, emphasizing the role of perception in how
individuals cope with stress, providing a theoretical framework for the study.

2. Cooper, C. L., & Cartwright, S. (1994).

Healthy Mind; Healthy Organization – A Proactive Approach to Occupational Stress. Human Relations.
This paper explores the relationship between workplace stress and organizational health, offering strategies to
create healthier work environments.

3. Ganster, D. C., & Rosen, C. C. (2013).

Work Stress and Employee Health: A Multidisciplinary Review. Journal of Management, 39(5), 1085–1122.
A comprehensive review of how work-related stress impacts employee health across multiple disciplines,
emphasizing intervention strategies.

4. Karasek, R. A. (1979).
Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign. Administrative Science
Quarterly, 24(2), 285-308.
Introduces the Job Demand-Control model, a cornerstone theory linking job demands, decision-making
autonomy, and employee stress levels.

5. Siegrist, J. (1996).
Adverse Health Effects of High-Effort/Low-Reward Conditions. Journal of Occupational Health Psychology,
1(1), 27-41.
Explores how imbalances between effort and reward in the workplace contribute to stress and associated health
risks.

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6. Schaufeli, W. B., & Bakker, A. B. (2004).
Job Demands, Job Resources, and Their Relationship with Burnout and Engagement: A Multi-Sample Study.
Journal of Organizational Behavior, 25(3), 293-315.
Examines how job demands and resources influence burnout and engagement, providing practical insights into
stress mitigation strategies.

7. Maslach, C., & Leiter, M. P. (2016).

Understanding the Burnout Experience: Recent Research and Its Implications for Psychiatry. World Psychiatry,
15(2), 103–111.
Discusses the psychological aspects of workplace burnout and its effects on employee well-being and
organizational productivity.

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