Stress Management

Stress Management in Insurance Sector
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Introduction To Stress:
Stress is a complex phenomenon. It has been defined in many ways, but

simply put; it is the wear and tear of everyday life.
In everyday’s life people are subjected to a wide range of pressures. Similarly

there are also a wide range of resources and strategies for coping with
pressure. Sometimes people cope well and will not feel that the pressure is
having any adverse effect upon them. At other times they will have difficulty in
dealing with the situation and that is when we may use the term "stress".
In reality, any situation that puts pressure is technically "stressful".

Stress is not necessarily unpleasant or harmful. When people are able to cope
satisfactorily with the stress and find it to be positive in its effect, they tend to
use other words - such as "stimulation" or "challenge".
In this regard a simple but accurate definition of stress is:
"Stress occurs when the pressures upon us exceed our resources to

cope with those pressures."
It follows, therefore, that we can attempt to tackle stress either by reducing the
pressures or by increasing our coping resources - or, indeed, a combination of
both strategies.
The problem is that different people find quite different situations and
circumstances to be stressful. At the extremes, a situation which one person
experiences as positive and stimulating will cause another person acute
distress.
“The Changing Times model” is one of the few to recognize this fact. It
is also one of the few, and widely known and successfully implemented
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programs, which has been specifically designed to avoid both psychological

jargon and an unhelpful emphasis on medical models of stress.
Some people who suffer from mental disorders may be more

susceptible to stress. Equally, prolonged or acute exposure to excessive
stress can lead to illnesses. For the great majority of people, however,
stress is a perfectly normal and natural state that may be unpleasant or
disabling but which can be reduced without recourse to medicines or
therapy. All people need to do is develop a better understanding of the
causes and effects of our stress. The Changing Times model is designed to
help people do just that.
With that understanding everybody will be much better equipped to

reduce the pressures which cause stress and/or increase our resources for
coping with those pressures.
(helpguide.org)
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Categories of Stress :
Stress can be broadly classified in the following categories:
 Acute stress is what most people identify as stress. It makes itself felt
through tension headaches, emotional upsets, gastrointestinal
disturbances, feelings of agitation and pressure. It's easily treatable and
can be brought under control in six to eight weeks.
 Episodic acute stress is more serious and can lead to migraines,

hypertension, stroke, heart attack, anxiety, depression, serious
gastrointestinal distress. It's quite treatable, but it takes general life style
readjustments, four to six months, and often requires professional help.
 Chronic stress is the most serious of all. It's the stress that never ends.
It grinds us down until our resistance is gone. Serious systemic illness
such as diabetes, decreased immunocompetence, perhaps cancer is its
hallmark. It can be treated, even reversed, but it takes time - sometimes
two to three years-and often requires professional help.
 Traumatic stress is the result of massive acute stress, the effects of

which can reverberate through our systems for years. Post traumatic
stress disorder is treatable and reversible and usually requires
professional aid.
There are many different definitions but stress can be broadly defined as an
individual’s perceived inability to cope with the demands placed on them.
The common expression for stress is ‘tension’ One is said to be tense, when
there is some anxiety, some fear of whether the desirable things may happen,
whether something may go wrong, etc. It is a state of discomfort felt in the
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mind and experienced by the body. When there is tension, the body may
become weak.
In management literature, ‘Stress’ is defined as a response of the human body

to a felt need. When one is hungry and there is an urge to eat food, the body is
in a state of stress, which disappears when the need is fulfilled. This definition
suggests that stress is a desirable condition, making one move towards
fulfillment of needs. This is partly true. Stress occurs also when the need
arises out of fear and the urge is to run and escape. This may sometimes, be
not possible. In that case, there is no movement, the need remains unfulfilled
and the stress condition does not disappear.
Stress is identified as of two kinds. One is called EuStress, which is the

condition in which there is drive and effort to fulfill the needs. Motivation is
high. Achievement is seen as possible. The situation is challenging. Stress
disappears when the need is fulfilled. There is success. The other is DiStress,
which is the condition when there is a sense of helplessness in being able to
achieve. The feeling is of frustration. There is no success. May be, there is no
attempt even, because success is seen as impossible. The stress condition
remains.
If one were to chart the level of stress and the level of effort put in to work, it
would be an inverted parabola. EuStress would be in the ascending left side of
the parabola. The challenge would be maximum at the hump. The latter half on
the right side represents Distress. The problems of stress are caused by
Distress, not by EuStress.
EuStress is necessary for the person to be fully alert, for all his faculties to
come into play to face the situation. For example, a goalkeeper in football or
hockey will be totally relaxed when the ball is at the other end of the ground,
but becomes extremely alert as the ball moved towards him. His body stiffens,
the eyes begin to bulge, focusing on the ball and the movement of the players,
picking up the slightest of movements and every nerve and muscle ready to
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respond to those movements. That is EuStress, without which the goalkeeper

cannot be at his best. So also, the batsman in cricket experiences EuStress
when the bowler is on the run, and by the tennis player when the ball is about
to be served at the other end.
Certain Statistics that support common belief about stress:
Statistics from a recent global stress research study show that increased
stress is felt worldwide, and stress affects women differently than men:
A recent Roper Starch Worldwide survey of 30,000 people between the ages
of 13 and 65 in 30 countries showed:
 Women who work full-time and have children under the age of 13 report
the greatest stress worldwide
 Nearly one in four mothers who work full-time and have children under
13 feel stress almost every day
 Globally, 23% of women executives and professionals, and 19% of their

male peers, say they feel "super-stressed"
(stressfocus.com)
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Stress & its Characteristics:
Stress is physical :
When the goalkeeper or the batsman or the tennis player experiences

Eustress, there are changes in the physical system. The muscles become
tense. The eyes become sharper. When one is under severe distress, as in the
case of Arjuna in Kurukshetra, the person sweats, the body becomes weak
and loses strength.
Study of stress shows that the response is the same whether it is Eustress
or Distress, except that the degree varies. The response is called the Fight or
Flight response. When one senses danger, one is tempted to either stand or
fight to ward off the danger or run away – Flight. The body conditions itself for
either event, automatically, causing changes in the normal secretions of
hormones and other chemicals, withdrawing from activities that are less
important and diverting to activities that should have higher priority in that
situation.. Food is less important. The muscles need more energy and
therefore the blood carries substances to the muscles, diverting them from the
stomach. More oxygen than normal is required. Therefore, the breathing
becomes faster, the heartbeat rate increases, and the blood vessels dilate to
carry more oxygen. The liver releases more stored energy. The eyes and ears
become more acutely sensitive to the sensations from outside.
The body is programmed to reverse these changes, and revert to normal,

when the threat disappears. If however, one remains in a continuous state of
stress, without becoming normal, the changed conditions tend to remain
permanent, like a rubber band loses its elasticity when held extended for a
long time. These abnormal conditions manifest as diseases and one suffers
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from high blood pressure, cardiac disorders, peptic ulcers, insomnia,

constipation, fatigue, colitis, kidney problems, etc. Behaviorally, they lead to
absenteeism, alcoholism, use of drugs, marital disharmony and so on, which
are both organizationally and socially, undesirable.
Numerous common health problems are linked to stress:
 The leading six causes of death in worldwide: heart disease, cancer,

lung ailments, accidents, cirrhosis of the liver, and suicide originate from
stress.
 Immune response and deficiency
 Memory loss
 Obesity
(imt.net)
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Stress is psychological :
Stress is experienced when one perceives a threat and the fight or flight
response is called for. This perception is an interpretation that one makes
within oneself, of the external factors. When one sees a dog on the street
baring its teeth, one may either get frightened or remain calm. Both fright and
calmness are psychological reactions. The choice is one’s own and is not
dictated by the dog. This choice is made, largely unconsciously, on the basis of
one’s beliefs about dogs in general, what one has heard about rabies being
caused by dog bites, what one sees about the characteristics of the dog in
question at that time, one’s predilections towards animals, and so on.
When one becomes anxious in a situation, the situation does not create any
anxiety. What one thinks about the situation creates the anxiety. If one is
confident of tackling the situation, there is no anxiety. Therefore, the level of
stress is caused by one’s own perception of one’s capability to cope with the
situation. Thus, stress is a psychological response, depending upon one’s level
of fear, confidence, anxiety, anger, hurt, etc. The physical response is an
automatic sequel to one’s psychological condition. The physical changes
depend on the extent of fear or confidence etc. Therefore, the management of
stress essentially is in the control one has on one’s emotions.
(csbsju.edu)
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Stressors :
Stress is not caused by any external factor. Oneself creates it, by the way one
thinks about the external factors. Yet there are situations, in which most people
tend to get stressed. These are called stressors. In personal life, death of a
close relative is a stressor. An important test in life, like a final examination; a
transfer of residence; separation due to marriage, divorce or change of job;
difficult financial demands; serious illness; likelihood of unpleasant secrets
becoming revealed; are common stressors. Having to welcome and entertain
important visitors or having to deliver a speech for the first time, also cause
considerable stress. At work, the following may be stressors.
 Needs not met. These could be needs for power, for fulfillment, for use
of knowledge
 Not being included by others as part of a group you want to belong to
 Not being recognized or valued for one’s competence
 Feeling that one is not adequate for the task, particularly when
compared to some one else
 Being denied what is due (rewards, work)
 Monotony or boredom
 Not having enough freedom at work, being closely supervised
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 Inequity in rewards, assignments
 Very little opportunity for growth
 Too much of work, overload
 Too little work, boredom
 Inadequate resources to do the assigned work, creating possibilities of

failures.
 Conflict in values at work, being required to do what one does not like to
do.
 Too many and conflicting demands at work from the role set.
 Responsibilities not clear, ambiguity on what is expected.
 Understanding, unpredictable, temperamental boss.
 New unfamiliar work.
 Being blamed.
On close analysis, it will be found that all of the above situations are, in some
way or other, causing perceptions of possible failure at work or non-recognition
and consequent loss of self-esteem.
(lifepositive.com)
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The Following are two types of stress patterns that exist in daily life:
Figure 1 - The Stress Patterns

The Healthy Pattern recognizes that we can help our bodies to cope with the
stress adjustment process by applying a positive strategy, such as leisure,
relaxation, a vacation/trip, exercise and others. This restores a healthy stress
level.
The Crisis Pattern develops when we fail to recognize the signals that the body
sends and therefore we continue to stress ourselves until eventually we drop
and enter a deep negative state (crisis) and then physical and/or psychological
breakdown.
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(mentalhelp.net)
Levels of Stress :
There are four basic levels of stress symptoms. The first is the normal initial
response and is characterized by increased heart beat rates, increased blood
pressure, dilation of pupils, sweat in palms and reduced activity in the
stomach.
At the second level, there is more irritability, stuttering and stammering,

difficulty in concentrating, restlessness, lack of appetite and tendency to
increased smoking or drinking for those so habituated.
At the third level, there would be more headaches, stomach aches, diarrhoea,
sweating, insomnia, depression etc. The fourth level would be characterised by
ulcers, stroke, alcoholism, drug addiction, psychosis etc.
Organization stress is a state or condition indicated by the degree of

discrepancy between organizational demands and organizational capacity"
(Haas & Drabek 1973). A disaster can act as a catalyst for organization stress,
and subsequent worker stress. The book written by the above-mentioned
people reviews the literature relating to the sociological concept of organization
stress, outlining the nature of the condition and its theoretical causes within the
disaster setting. Following a discussion of the concept of organization stress
the book discusses organizational perception of stress, organization coping
mechanisms for disaster impact, and organizational adaptation to disaster-
induced stress.
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Personal Stress :
Causes of personal stress:
 Growing psychological demands productivity demands increase and

work longer hours.
 The need to gather and apply growing amounts of information.
 Job insecurity.
 Demographic changes such as aging workers, female participation in

the workforce, and the integration of a growing population of ethnic and
racial minorities into the workplace.
 The need for both men and women to balance obligations between work
and family as women enter the workforce worldwide.
Stress be eliminated from an individual’s life :

As it is seen, positive stress adds anticipation and excitement to life, and
everybody thrive’s under a certain amount of stress. Deadlines, competitions,
confrontations, and even frustrations and sorrows add depth and enrichment to
people’s lives. One’s goal should not be to eliminate stress but to learn how to
manage it and how to use it to help us. Insufficient stress acts as a depressant
and may leave a person feeling bored or dejected; on the other hand,
excessive stress may leave us feeling "tied up in knots." What needs to be
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done is to find the optimal level of stress which will individually motivate but not
overwhelm everyone.
The optimal level of stress be identified by an individual :

There is no single level of stress that is optimal for all people. Every individual
has unique requirements. As such, what is distressing to one may be a joy to
another. And even when it is agreed that a particular event is distressing,
different individuals are likely to differ in their physiological and psychological
responses to it.
The person who loves to arbitrate disputes and moves from job site to job site
would be stressed in a job, which was stable and routine, whereas the person
who thrives under stable conditions would very likely be stressed on a job
where duties were highly varied. (Valerie J. Sutherland & Cary L. Cooper
2000) Also, personal stress requirements and the amount which a person can
tolerate before he/she becomes distressed changes with his/her ages.
It has been found that most illness is related to unrelieved stress. If somebody
is experiencing stress symptoms, that person has gone beyond the optimal
stress level; that person needs to reduce the stress in his/her life and/or
improve his/her ability to manage it.
An individual manages Stress Better :

Identifying unrelieved stress and being aware of its effect on our lives is not
sufficient for reducing its harmful effects. Just as there are many sources of
stress, there are many possibilities for its management. However, all require
work toward change: changing the source of stress and/or changing our
reaction to it. How does one proceed?
1. Become aware of your stressors and your emotional and physical

reactions.
Notice your distress. Don't ignore it. Don't gloss over the problems.
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Determine what events distress you. What are you telling yourself about
meaning of these events?
Determine how your body responds to the stress. Do you become

nervous or physically upset? If so, in what specific ways?
2. Recognize what you can change.
Can you change your stressors by avoiding or eliminating them

completely?
Can you reduce their intensity (manage them over a period of time
instead of on a daily or weekly basis)?
Can you shorten your exposure to stress

Can you devote the time and energy necessary to making a change
(goal setting, time management techniques, and delayed gratification
strategies may be helpful here)?
3. Reduce the intensity of your emotional reactions to stress.
The stress reaction is triggered by your perception of danger...physical

danger and/or emotional danger. Are you viewing your stressors in
exaggerated terms and/or taking a difficult situation and making it a
disaster?
Are you expecting to please everyone?
Are you overreacting and viewing things as absolutely critical and

urgent? Do you feel you must always prevail in every situation?
Work at adopting more moderate views; try to see the stress as

something you can cope with rather than something that overpowers
you. Try to temper your excess emotions. Put the situation in
perspective. Do not labor on the negative aspects and the "what if's."
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4. Learn to moderate your physical reactions to stress.
Slow, deep breathing will bring your heart rate and respiration back to
normal.
Relaxation techniques can reduce muscle tension. Electronic

biofeedback can help you gain voluntary control over such things as
muscle tension, heart rate, and blood pressure.
Medications, when prescribed by a physician, can help in the short term
in moderating your physical reactions. However, they alone are not the
answer. Learning to moderate these reactions on your own is a
preferable long-term solution.
5. Build your physical reserves.
Eat well-balanced, nutritious meals.
Maintain your ideal weight.
Avoid nicotine, excessive caffeine, and other stimulants.
Mix leisure with work. Take breaks and get away when you can. Get
enough sleep. Be as consistent with your sleep schedule as possible.
6. Maintain your emotional reserves.
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Develop some mutually supportive friendships/relationships.
Pursue realistic goals which are meaningful to you, rather than goals
others have for you that you do not share.
Expect some frustrations, failures, and sorrows.
Always be kind and gentle with yourself -- be a friend to yourself.
(articlesbase.com)
To manage the stress in your life, experts offer several strategies:
 Four types of regular exercise are recommended.
 Meditation, imagery or breathing exercises allow an individual to relax

mentally and physically.
 Various massage techniques can promote relaxation, improve

circulation and relieve tension. Massages benefit both emotional and
physical health.
 Commit to making physical exercise a part of your daily routine, find a

noncompetitive partner, have fun and change your routine to keep it
interesting.
 Practicing healthy eating habits can reduce stress. Plan meals based on
Bharti AXA Life Insurance Company Ltd.
 Maintain balance: find time for work and play.
Stress is a fact of life. The best way to confront this fact is through
management.
(etd.tamu.edu)
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ORGANISATIONAL STRESS :
There is a considerable cost to people, in both human and financial terms, in

working in an unhealthy stressful environment. It is therefore in the interest of
all leaders and managers to create healthy workplaces.
What is commonly referred to as 'organizational stress' may be said to be

caused by a dysfunctional culture. Where members of an organization share a
negative view of that organization, they are not likely to be motivated to
perform well. On the contrary, they may feel that work is not worthwhile and
that there is little point in pursuing personal or organizational objectives or
desires. The result may be a serious loss of self-esteem and when this
condition prevails this will be experienced as stress.
Some of the consequences of stress have been identified as:
Reduced productivity
 Lack of creativity
 Job dissatisfaction
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 Increased sick leave
 Premature retirement
 Absenteeism
 Accidents
 Organizational breakdown
There are many ways in which organizational culture will manifest itself in a
dysfunctional way. For example, the unhelpful and dysfunctional division
between 'us' and ‘them’, which may be perpetuated, by both senior managers
and those at other levels of an organization in a collusive manner. A division,
which results in a lack of proper communication and a sort of 'blaming' culture.
Addressing these matters is difficult work, work that cannot be adequately

dealt with by managers or internal consultants because they are part of the
culture; part of the hierarchy, and subject to the authority structure of the
organization.
However, this is not the total extent of the needs regarding organizational
stress. There is also a need for a Stress Management Strategy that through
various approaches will, in its entirety, provide for the needs of the
organization.
(survey-software-solutions.com)
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The Stress responsibility Table :
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Such a strategy would address the following sort of issues:
The first four actions are as essential as the last. Internal staff that has the
knowledge, skills can develop all these and ability to ensure that what is
Level Aims Responsibility
1 Treat casualties Occupational Health Professionals
2 Detect other cases Managers/Occupational Health Professionals
3 Increase awareness Managers, Training, Occupational Health
4 Teach Skills Training, Occupational Health
5 Improve Culture Senior Management Team
provided is as good as anywhere else. There may be benefit from employing

outside assistance to consult to the process but basically the experts in the
field are in the organization.
The real point is that this sort of strategy should be seen as a total package.
Without addressing the issue of culture the organization will not achieve the
desired effective activities in the areas identified at 1 - 4 above. Equally, it
could be ensured that the organization had a wonderful culture but without the
other activities there would be no service available to members of the
organization.
(mindtools.com)
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Short Term Stress :

The diagram below shows the relationship between stress and the quality of
performance when one is in situations that impose short term stress:
Where stress is low, one may find that his/her performance is low because of
boredom, lack concentration and motivation. Where stress is too high, the
performance can suffer from all the symptoms of excessive short-term stress.
In the middle, at a moderate level of stress, there is a zone of best
performance. If one can keep oneself within this zone, then that person will be
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sufficiently aroused to perform well while not being over-stressed and

unhappy.
This graph, and this zone of optimum performance, is different shapes for
different people. Some people may operate most effectively at a level of stress
that would leave other people either bored or in pieces. It is possible that
someone who functions superbly at a low level might experience difficulties at
a high level. Alternatively someone who performs only moderately at low level
might perform exceptionally under extreme pressure.
The best way of finding your optimum level of stress is to keep a stress diary
for a number of weeks.
(helpguide.org)
Long term stress :

The problems of long term, sustained stress are more associated with fatigue,
morale and health than with short term adrenaline management.
The graph below shows the way in which performance can suffer when
someone is under excessive long-term stress:
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The graph shows stages that a person may go through in response to

sustained levels of excessive stress:
 During the first phase a person will face challenges with plenty of
energy. One’s response will probably be positive and effective.
 After a period of time one may begin to feel seriously tired. The person
may start to feel anxious, frustrated and upset. The quality of one’s work
may begin to suffer.
 As high stress continues one may begin to feel a sense of failure and
may be ill more frequently. A person may also begin to feel exploited by
his/her organization. At this stage the person may start to distance
himself/herself from the employer, perhaps starting to look for a new
job.
 If high levels of stress continue without relief one may ultimately

experience depression, burnout, nervous breakdown, or some other
form of serious stress related illness.
Different people may move between these stages with different speeds under
different stress conditions.
At a simple level it may appear that a measure of 'toughness' is how well a

person keeps on going under extreme stress. This is simplistic. It is certainly
possible to be self-indulgent and use stress as an excuse for not pushing
yourself hard enough. It is, however, also far too easy to let yourself be pushed
to a level where your work, and physical and mental health start to suffer. The
strongest and most flexible position is to actively manage your levels of stress
and fatigue so that you are able to produce high quality work over a long
period, reliably.
High performance in your job may require continued hard work in the face of
high levels of sustained stress. If this is the case, it is essential that you learn
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to pay attention to your feelings. This ensures that you know when to relax,
slacken off for a short period, get more sleep, or implement stress
management strategies. If you do not take feelings of tiredness, upset or
discontent seriously, then you may face failure, burnout or breakdown.
There are good strategies for avoiding or surviving these that are beyond the
scope of certain books.
(stressfocus.com)
Managing Stress :
Stress cannot be avoided. It should not be avoided. Without stress, there will
be no attempt to try the difficult. One will give up much too easily. One will not
succeed in doing even what one is easily capable of, because even the normal
faculties will not come into play - like the goalkeeper, if he remained relaxed
even at the last minute.
There are two aspects to take care of in managing stress. One is that one
should not develop stress to the point that one becomes non-functional like
Arjuna laying down his arms. The second is to try to get back to normal as
quickly as one can and not continue to be in a state of stress for too long.
The results are not in your hands. The results, called failures or successes are
in the future. One does not have control on the future. One can acquire some
control on the present and that is what one does. Also the success or failure
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does not depend only on what one does. Many other factors impinge. Only
thoughts about the possible desirability of the fruits cause anxieties.
A situation that causes stress is a problem situation. (Richard Carlson1995)

The solution needs generating managerial options. People lose tempers and
abuse officials as a result of stress. None of these solve the problems that may
exist. Problem-solving needs calm, clear, analytical thinking. Clarity of thought
and analysis improves with EuStress and deteriorates with DiStress.
Managerial alternatives and options will be seen when one ‘is concerned’ with
the matter, not when one is ‘anxious’ (helpguide.org)
High stress levels in insurance sector :

The 2006 survey reveals that there are consistently high levels of stress in the
insurance sector, as almost 30% of the respondents reported being stressed in
2001 and 2006. On closer examination, it appears that slightly more
respondents in 2006 (2.9%) than in 2001 (1.7%) reported experiencing a very
high level of stress. However, the proportion of respondents experiencing
some stress declined from 20.5% in 2001 to 17.8% in 2006. In addition, more
people replied that they were not at all stressed, increasing from 31% to
33.7%. Overall, however, the prevalence of stress is stable, as the variance
from 2001 to 2006 may be random.
Figure 1: Experience of stress
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Notes: The respondents were asked: ‘By stress we understand a situation

where you feel tense, restless, nervous or anxious, or cannot sleep at night
because you think of problems all the time. Do you currently experience this
kind of stress?’ By this measure, those responding ‘very much’, ‘much’ and
‘some’ are considered to be stressed.
Improved psychosocial environment :
This persistence of stress is somewhat surprising, as the 2006 survey shows

that the psychosocial work environment has improved in relation to the
following aspects:
 Management – which has become more appreciative and available with

regard to help and support;
 Working time flexibility – more employees can influence the

arrangement of working hours and breaks;
 Objectives, values and everyday practice – more employees believe

that the work objectives, values and everyday practice are consistent;
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 Job security – fewer respondents report feelings of job insecurity.
The most commonly applied theory in investigations of occupational stress is

the job demand–control–support model (JDCS), which assumes that job
demands should match levels of control or autonomy as well as support from
colleagues. This model anticipates a decrease in the prevalence of stress in
cases of an improved psychosocial environment. However, the survey findings
reveal that, despite the progress identified, stress levels have remained
constant.
Conflicting factors in work environment :
This prevalence of stress may be partly due to the fact that the improvements
achieved are being counterbalanced by various other factors, such as the
following:
 More employees have to make complicated decisions as work tasks

have become more complex;
 More employees have to make quick decisions in their work;
 More employees work longer than the standard full-time working week
(37 hours) – 19% of workers did so in 1993, but this had increased to
48% in 2001 and again to 57% in 2006.
In addition, two distinct developments can be identified with regard to jobs in

the insurance sector. The first trend is that more employees are reporting that
they more often than in the past have to repeat the same operations at regular
intervals of a few minutes as part of their job: this proportion has increased
from 16% of workers in 2001 to 23% in 2006. Furthermore, fewer employees
report that they can decide how to perform their work: this proportion has
decreased from 75% of workers in 2001 to 71% in 2006. Together, these two
conditions indicate the increasing tendency towards a standardization of work
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procedures by means of information and communication technologies (ICT),

similar to the situation identified in the call centre industry The second
development has moved in the opposite direction of the restricted practices
found in the first scenario, as certain jobs have become highly flexible – to the
extent that the conditions of work are practically without limits or boundaries.
Boundless work :
‘Limitless’ work is a concept introduced by researchers in order to describe

jobs that are characterized as not being fixed to a certain location, not having
to be performed within a certain timeframe and being less permanent in terms
of employment relationships and tasks to be undertaken, often organized
around project-based work. The limitless job is typically characterized by high
job demands, long hours, high job control and greater stress.
Figure 2 shows stress levels for employees divided into four categories in
accordance with the degree of ‘limitlessness’ of their jobs (on a 0–3 scale). The
more limitless the job, the more stressed the employees are.
Figure 2: Degree of limitless work and prevalence of stress
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Notes: Respondents are divided according to how many out of three criteria
they meet, from 0 to 3. The criteria are: 1) undertake work while travelling or
commuting; 2) undertake work, read emails, etc outside office hours; 3) long
working week (45 working hours).
An indicator of limitless work is the number of hours put into work. In all, 13%
of the survey population worked more than 45 hours a week, and these
respondents are more likely than other employees to report the following:
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 constant work pressure;
 no compensation for overtime work;
 having difficulties relaxing outside of work;
 working outside of office hours and at weekends;
 emotional exhaustion;
 suffering from insomnia to some degree.
It therefore seems that stress is intrinsic to limitless work, and that the trends
indicate that such highly flexible work is becoming increasingly common in
today’s labor market.
(eurofound.europa.eu)
32
Changing profile of insurance sector field workers :
External fieldwork in the insurance sector is characterized by long working

hours, increasing performance-based demands and time pressure, as well as
a high degree of autonomy over work. Consequently, field agents have mixed
feelings about the occupation. These are among the findings of a 2005 survey,
which examined the working conditions of insurance sector workers.
Working hours :
The results regarding length of working time show that fieldworkers work very
long hours. Only 19% of the respondents work a 40-hour week. Nearly half
(49%) of those surveyed work between 40 and 50 hours, and another 32%
work more than 50 hours per week. This means that over 80% of the
fieldworkers work more than 40 hours a week.
Distribution of working hours among fieldworkers (%)
33
Weekend work is common for fieldworkers in the insurance sector: in the 12

weeks before the survey, the respondents had worked on average four
weekends, while 22% of those surveyed had worked more than half of the
weekends during this period.
Income level :
Median gross income per month, which was reported by 51% of the
respondents, is Rs. 5,040. However, a clear polarization emerges in this
respect: one fifth of the respondents are in the lowest income category per
month (under Rs. 10,000), while another fifth are in the highest income
category (more than Rs. 15,000). Furthermore, 67% of the salary is based on
commission and is, therefore, variable and performance related. Only a small
proportion of the salary, 16%, is fixed. In addition, fieldwork expenditure is not
fully compensated by the employer: on average, only half of travel expenses
are compensated and 12% of workers have to pay the costs in full themselves.
Some 89% of fieldworkers have to pay their own expenses for ICT (laptop,
mobile phone, etc), which amounts on average to a cost of Rs. 950 per month.
Pressure of work :
According to the respondents, fieldworkers are faced with a range of work

pressures. Some 60% of the workers feel a heavy burden due to ‘pressure to
succeed and performance-based management’; 94% slightly feel this
pressure. At the same time, just over half (55%) of the workers feel great
‘stress/time pressure’; 96% feel slightly affected in this regard. Other relevant
work pressures that have a slight impact on workers are travel (87%), working
with a computer screen (84%), business competition from freelance brokers
(80%), direct marketing activities and the behavior of supervisors (75% each).
34
Ambivalent attitude to the job :
Survey results reveal that fieldworkers have mixed feelings about their
occupation. On the one hand, they enjoy the high degree of autonomy involved
(stated by 98% of respondents) and, in general, 80% would pursue the same
career again. On the other hand, 90% of those surveyed criticize the widening
gap between increasing work demands and income levels. Another negative
factor is that the work detracts from quality of life, which was stated by 47% of
the fieldworkers.
Commentary :
The survey clearly underlines how, in the long run, increasing business targets
and related time pressures undermine the positive aspects of working away
from the company premises. This is relevant for all forms of mobile work.
Among the most positive aspects is the high degree of autonomy in the work.
(eurofound.europa.eu/)
35
Time Management :
Inadequacy of resource is a common stressor. One needs resources to do a

job and if the resource is not available, there could be stress. One important
resource is Time. Many people find that they do not have enough time to do a
job. Deadlines seem to be difficult to meet. This is true of individuals as well as
of collectives. We read of committees asking for extension of time to do their
jobs; of projects not being completed on time. Unfortunately, time is such a
resource that nobody can give more or take away. Everybody has a definite
amount of time available. Studies show that people are poor planners in terms
of usage of time as a resource. Time is wasted in a number of ways.
Therefore, if one learns ways to manage one’s time better, there could be a
better control on stress.
Time is wasted because of
 Non-productive work like searching for files, papers and references.
 Available information being inadequate or incomplete
 Meetings and lengthy reports
 Indecisiveness, unable to make up one’s mind
 Correcting errors in instructions, assignments
 Clarifying goals and roles
 Too much routine, paperwork
 Lack of prioritization
36
Once the cause is known, the remedy should be obvious. The best way to
know the cause is to keep a detailed log of how one is using his time over a
period of a week or so. Some of the remedies will be in the nature of
readjustments of personal habits, like planning on priorities, avoiding drift in
meetings, not insisting on perfectionism etc. Some remedies will be in the
nature of reorganizing work systems in the office so that search and
corrections are made minimal. Some will be in the nature of training others for
better work practices, so that supervision can be less.
Indecisiveness has been mentioned as a time waster. This may happen

because of lack of clarity on objectives or because of fatigue and the mind not
being able to concentrate. Both are avoidable. Indecisiveness can also happen
because of lack of knowledge on the subject. The time one takes to study a
matter depends on one’s skill. Experienced people run through a 100 page file,
without reading every page, but picking up the important and relevant matter,
while another may have to spend double the time reading every paper to
determine its relevance. Thus, one way to manage time better is to improve
one’s skills at work
Stress is the "wear and tear" our bodies experience as we adjust to our
continually changing environment; it has physical and emotional effects on us
and can create positive or negative feelings.
As a positive influence, stress can help compel us to action; it can result in a

new awareness and an exciting new perspective. As a negative influence, it
can result in feelings of distrust, rejection, anger and depression, which in turn
can lead to health problems such as headaches, upset stomach, rashes,
insomnia, ulcers, high blood pressure, heart disease, and stroke. With the
death of a loved one, the birth of a child, a job promotion, or a new
relationship, we experience stress as we readjust our lives. In so adjusting to
different circumstances, stress will help or hinder us depending on how we
react to it.
37
(managementhelp.org)
The Stress Audit for the Insurance Companies:
We provide the information and materials to enable you to carry out a Stress
Audit for your organization. The findings of the audit can be addressed in the
Stress Management Training sessions. Master copies of all Stress Audit forms
and questionnaires are provided in order for you to carry out regular audits if
you so wish. However, Stress Management Training will be of value whether or
not you undertake an Audit.
(clarionltd.com)
Organizational Stress Management :
Organizational Stress Management aims at preventing and reducing stress for

both the individual employee and the organization or company. The Training
Package offers you eight detailed sessions for stress management training
groups in your workplace. These include eight relaxation exercises on audio
cassette tapes, together with training in relaxation, breathing and cognitive-
behavioral techniques. We also provide practical training in the management of
many workplace stressors. The Stress Management sessions provide
employees with the opportunity to tackle major stressors using techniques from
Problem Solving Therapy. We also provide research notes with each session
giving you in-depth background information on the problems of work-pace
stress, together with step-by-step presentations of related therapies of
particular value in the treatment of stress at work.
38
(worklifebalance.com)
Case studies :
1) Link between work pressures and psychological

disorders :
Solution : Workers who suffer from work-related injuries are entitled to

compensation. The term ‘work-related injury’, in this case, refers to physical
and psychological injuries and disorders caused by a poor work environment.
On the one hand, physical injuries can relatively easily be related to work
accidents, just as physical disorders can be medically related to repetitive
tasks or heavy lifting at work. On the other hand, it is more difficult to prove the
relationship between psychological disorders and the work environment or
work-related accidents. For instance:
 psychological disorders occur among the general public, without any

connection with working conditions;
 disorders are difficult to define with scientific objectivity since doctors

commonly make a diagnosis on the basis of their patient’s own
explanations of personal experiences;
 the causal background of psychological disorders is only partly identified

and what is known is multi-faceted, including for example references to
work relations, family relations, social ambient environment and the
individual’s mental state.
Due to these problems, receiving compensation for psychological work-related

injuries can be difficult. Against this background, the recent study on ‘Mental
disorders caused by strains at work’ aims to investigate the scientific
39
foundation for an accurate appliance of the Work Injury Insurance Act in

relation to psychological disorders.
About the study :
The study is based on a review of research articles on causal links between a

work-related psychological load and clinically significant depression diagnosed
through established psychiatric methods. The methodology in question refers
to the International Statistical Classification of Diseases and Related Health
Problems (ICD) and the Diagnostic and Statistical Manual of Mental Disorders
(DSM).
In selecting which research material to include in the study, the authors

followed a thorough methodological framework. The screening for suitable
material was limited to articles in scientific journals with a peer-review system.
From a systematic search in two major literature databases – the Medical
Literature Analysis and Retrieval System Online (MEDLINE) and PsycINFO –
about 100 references were selected due to their abstracts’ relevance regarding
poor psychological health caused by work-related conditions.
The selected articles were then analyzed by the authors and judged according
to relevance. In total, 28 articles were selected for inclusion in the study and
were evaluated on the basis of their respective scientific quality. A number of
criteria were used in this second screening process and the articles were
graded on a scale of 1 to 3, where 3 was the highest score. For example,
articles in which the outcome was a psychiatric diagnosis arrived at by
interviewing the patient corresponded to 3 points, while grading of poor health
by the patients themselves rendered 0 points. Furthermore, studies that
included other employees’ views on working conditions, those that controlled
for earlier psychological disorders and studies of significant size were awarded
high scores.
40
Study findings :
The articles were ranked according to scientific rate of evidence, thus

determining how strong the scientific support of the outcome of the study was
rendered. None of the selected articles reached the first rate of evidence
(strong scientific support). However, according to the study’s conclusions,
moderate scientific support (evidence rate 2) exists that:
 High psychological requirements at work can cause depression and

states of anxiety;
 A lack of social support at work can cause depression and states of

anxiety;
 Job strain – such as the combination of a lack of possibilities for

decision making and high psychological requirements – can cause
depression and states of anxiety.
Limited scientific support (evidence rate 3) exists that:
 A lack of possibilities for decision making at work can cause depression

and states of anxiety;
 A lack of stimulation at work can cause depression and states of

anxiety;
 A low level of control at work – such as the combination of a lack of

possibilities for decision-making and lack of stimulation – can cause
depression and states of anxiety;
 Negative, life-affecting incidents at work can cause (primary)

depression.
41
Although the results of the study reveal a link between poor psychological
health and certain working conditions, the causal chains are not particularly
strong. Moreover, the authors conclude that it is continuously difficult to judge
whether a state of depression, for instance, is caused by poor working
conditions. Problems arise in every single case because of individual variation
in, for instance, genetically or socially acquired powers of resistance to deal
with strains or stressful situations in life.
Commentary :
More research on the subject has thus yet to be carried out. However, it is
important to remember that perfectly controlled and randomized studies are
unlikely to be conducted in this area even in the future, due to serious
difficulties regarding practical and ethical matters.
(accessmylibrary.com)
42
Results of the “Employee Stress Survey” :
According to the employee survey conducted by this research, 34% of all

employees in workplaces with 10 or more employees were union members
(trade union membership is higher in the public than the private sector (62%
and 22%, respectively). Three quarters of workplaces with union members
recognized one or more unions for the purposes of negotiating the pay and
conditions of at least some their employees. The most commonly cited areas
on which trade unions spend their time were pay, hours of work, holiday and
pension entitlements, mentioned by 76% of representatives.
Joint consultative committees (consisting of representatives of management

and workers and which meet to discuss a issues of mutual interest that are
related to the workplace) were present in 14% of workplaces with 10 or more
employees. A further 25% of workplaces did not have a workplace-level
committee, but did have a consultative forum that operated at a higher level in
the organization.The latter two topics were found to be more likely to have
been discussed if trade union representative sat on the committee.
Stand-alone non-union representatives were present in 5% of workplaces and

were only rarely found where unions had their own on-site representatives.
In order to determine the extent of the quality of the social dialogue at the
workplace, the survey asked managers and employee representatives to rate
each other on three dimensions of trust: whether the other party could be relied
on to live up to the commitments they had made; whether the other party was
sincere in their attempts to understand each other’s point of view; and whether
the other party could be trusted to act with honesty and integrity. Responses
were given on a five-point scale from ‘strongly agree’ to 'strongly disagree’.
The survey found that the proportion of workplaces in which both parties
agreed that they could trust the other across each of the three dimensions was
much higher in the case of management/non-union relationships (64%) than
management/union relations (31%).
43
Other Observations :
A healthy lifestyle is an essential companion to any stress-reduction program.

General health and stress resistance can be enhanced by a regular exercise,
and by avoiding excessive alcohol, caffeine, and tobacco. Exercise in
combination with stress management techniques is extremely important.
Stress itself poses significantly less danger to overall health in the physically
active individual. The heart and circulation are able to work harder for longer
stretches of time, and the muscles, ligaments, bones, and joints become
stronger and more flexible.
Cognitive-behavioral methods are the most effective ways to reduce stress.
They include identifying sources of stress, restructuring priorities, changing
one's response to stress, and finding methods for managing and reducing
stress. This approach may be particularly helpful when the source of stress is
Chronic pain or other chronic diseases.
44
Suggestions to employees :
 Establish or reinforce a network of friends at work and at home.

 Restructure priorities and eliminate unnecessary tasks.
 Learn to focus on positive outcomes.
 If the job is unendurable, plan and execute a career change. Send out
resumes or work on transfers within the company.
Modern Organizational Stress management
Techniques :
The organization has now found out what was missing in employee welfare.
Now stress surveys are being conducted every month to see what kind of
stress does a lower level employee undergo?
Other than the normal measures the organization conducts yoga sessions
twice a week for its employees for relaxation purposes.
Measures taken to improve the situation :
A stress management company was hired to look into the matter and suggest
and implement the best remedial measures possible, in conjunction with the
company’s Human Resources Department.
The stress management company thought it was best to conduct a course and
the following are some of its fine points:
 Participants meet weekly for eight 90-minute classes.
45
 The company's human resources department and the availability of the

PPSM staff will determine course schedule.
 Preliminary meetings with the company's human resource department,
managers and employees to provide information to tailor the program to
best meet the corporate needs.
 Up to four 60-minute introductory lectures, or as requested, to describe
the program to potential participants are conducted.
 All class materials are provided including two textbooks, additional
reading materials, customized study manuals, and tailored audio
cassettes developed to meet the company's identified needs.
 The objective outcomes of significance to employee satisfaction and
performance are measured by developing pre & post training
assessments in partnership with the company’s Human Resources
Department.
Benefits:
 Happier and healthier staff means better performance and increased

efficiency and productivity.
 Drastically reduced stress-related staff problems
 Better communication with customers, co-workers, managers, family
members and friends
 Decreased staff absenteeism and sickness
 Higher morale amongst staff
 Unique and excellent team building environment
 Reduce stress caused by repetitive tasks and shift work
 Reduced staff turnover and improved motivation
 Increased job satisfaction, creativity and capacity.
46
QUESTIONNAIRE :
Name of the Insurance Co. :

Name of the Person :
Department :
Designation :
Email Id :
No. of years of service with the Insurance Co. :
IN ORDER FOR YOUR COUNSELOR TO BETTER SERVE YOUR NEEDS,

PLEASE TAKE A MOMENT TO ANSWER THE FOLLOWING QUESTIONS AS
ACCURATELY AS POSSIBLE. YOUR RESPONSES WILL BE CONFIDENTIAL,
AND WILL ONLY BE DISCUSSED BETWEEN YOU AND YOUR COUNSELOR.
Circle any words or phrases that describe how you have been feeling or acting:
Difficulty Concentrating Overwhelmed

Sad and/or Crying Alone
Overeating or Not Eating Isolated
Increased Amounts of Sleep Feeling like No One Understands You
Decreased Amounts of Sleep Loss of Appetite
Irritable Indecisive
Worried Lazy
Anxious No Energy/Lethargic
Angry No Motivation
Racing Thoughts (Your mind going a mile a Physical Aches or Pains
minute) Feeling as Though You Don’t Care About
Argumentative/Fighting Anything
Communication Issues w/Family, Friends or Misusing Alcohol, Tobacco or Other
Partners Drugs
Guilty Thoughts of Death, Suicide or Harming
Hopeless Someone
Worthless Compulsive Thoughts and/or Actions
Pessimistic/Negative Outlook
If none of the above words describe how you are feeling, please provide us
with some that do:
47
1) What stressors or events have you experienced in your life that may have
affected you?
Answer :
2) Take a moment to reflect upon how you are feeling right now. On a scale of
1 to 10, what number do you identify with? (see scale below) Number:
Answer :
3) Think about how you have been feeling over the past two weeks? On the
scale of 1 to 10, is there a number that applies to you? Number:
Answer :
Scale Explanation:
1= sad, tired, anxious, depressed, withdrawn, irritable, tense, angry
10=happy, rested, relaxed, energized, involved with life/academics
Please remember to complete the other side of the questionnaire.
4) What is the primary reason for your visit? Are there specific things that you
are looking for help with?
Answer :
5) Is there anything that you currently do, or have done in the past, to help you
manage stress? If so, what?
Answer :
6) What kinds of activities and past times do you enjoy?
48
Answer :
7) What are your greatest skills or strengths?

Answer :
8) Have you ever been treated for any of the following? (Please Circle All That
Apply)
Depression Anxiety (Generalized, Social, Other) Bipolar Disorder
Panic Disorder Alcohol and/or Other Drug Concerns Other _____________
9) Do you take any medications? If yes, please provide us with their name(s)
and purpose.
Answer :
10) Please list any questions that you would like your counsellor to address
during your time together.
Answer :
Thank you for taking the time to complete this questionnaire.
49
CONCLUSION :
The Future of “Stress Management in Insurance Sector” is very bright. More

and more companies today are opting for stress management to optimize
employee performance.
Companies today have realized that keeping their employees happy and free
of stress motivates the employee to give more than a 100% to the
organization. All major insurance companies in the country as well as abroad
are implementing stress management measures to get the best out of their
employees and the organization.
As awareness among different insurance companies for managing stress has

increased considerably, so have different stress management techniques.
While some companies prefer to implement the traditional stress management
techniques, some others have opted for the modern techniques to suit their
needs.
Thus, it can be safely stated that “Stress Management in Insurance Sector ”

has become one of the most critical factors in an organization’s working today
and it will gain more important as the market becomes more and more
competitive.
50
BIBLIOGRAPHY :
SOURCES :
Articles:
1. How to cope with fear & stress.-Reader’s Digest, May ’03

2. Stress Busters.- Midday, June 18 ‘03
3. Why Women are more stressed than Men. - Midday, August 11 ‘03
4. Goofy now.- Health & Nutrition, September 9 ‘03
5. Managing Stress.- Times of India (Education Times) September 15 ‘03
Books:
1. Don’t sweat the small stuff -Richard Carlson.

2. Managing Stress - Donald H. Weiss.
3. Strategic Stress Management.-Valerie J. Sutherland & Cary L. Cooper.
51
References
1. http://www.articlesbase.com/insurance-articles/norwich-union-advises-
employers-on-stress-management-798720.html
2. http://www.accessmylibrary.com/article-1G1-16747007/managing-job-
stress-employee.html
3. http://www.eurofound.europa.eu/ewco/2006/07/DK0607019I.html
4. http://www.eurofound.europa.eu/ewco/2006/04/AT0604019I.html
5. http://etd.tamu.edu/bitstream/handle/1969.1/5958/BRENNAN-
DISSERTATION.pdf?sequence=1
6. http://helpguide.org/mental/stress_management_relief_coping.htm
7. http://helpguide.org/mental/stress_signs.htm
8. http://www.imt.net/~randolfi/StressMgtEval.html
9. http://www.lifepositive.com/Mind/psychology/stress/psychological-stress.asp
10. http://managementhelp.org/prsn_prd/basics.htm
11. http://www.mentalhelp.net/poc/view_doc.php?type=doc&id=15644
12. http://www.mindtools.com/pages/main/newMN_TCS.htm
13. http://www.oneclickhr.com/hrguide/article.asp?article=122&section=6
14. http://www.psywww.com/mtsite/smsymstr.html
15. http://stress.about.com/od/understandingstress/a/type_a_person.htm
16. http://www.stressfocus.com/stress_focus_article/stress-effects-on-body.htm
17. http://www.stressfocus.com/stress_focus_article/types-of-stress.htm
18. http://www.survey-software-solutions.com/walonick/organizational-stress.html
52

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Stress Management in Insurance Sector

Stress is a complex phenomenon. It has been defined in many ways, but

In everyday’s life people are subjected to a wide range of pressures. Similarly

In reality, any situation that puts pressure is technically "stressful".

In this regard a simple but accurate definition of stress is:

"Stress occurs when the pressures upon us exceed our resources to

programs, which has been specifically designed to avoid both psychological

Some people who suffer from mental disorders may be more

With that understanding everybody will be much better equipped to

Stress can be broadly classified in the following categories:

 Episodic acute stress is more serious and can lead to migraines,

 Traumatic stress is the result of massive acute stress, the effects of

In management literature, ‘Stress’ is defined as a response of the human body

Stress is identified as of two kinds. One is called EuStress, which is the

respond to those movements. That is EuStress, without which the goalkeeper

Certain Statistics that support common belief about stress:

 Globally, 23% of women executives and professionals, and 19% of their

Stress & its Characteristics:

When the goalkeeper or the batsman or the tennis player experiences

The body is programmed to reverse these changes, and revert to normal,

from high blood pressure, cardiac disorders, peptic ulcers, insomnia,

Numerous common health problems are linked to stress:

 The leading six causes of death in worldwide: heart disease, cancer,

 Immune response and deficiency

 Not being included by others as part of a group you want to belong to

 Not being recognized or valued for one’s competence

 Being denied what is due (rewards, work)

 Not having enough freedom at work, being closely supervised

 Inequity in rewards, assignments

 Very little opportunity for growth

 Too much of work, overload

 Too little work, boredom

 Inadequate resources to do the assigned work, creating possibilities of

 Responsibilities not clear, ambiguity on what is expected.

 Understanding, unpredictable, temperamental boss.

 New unfamiliar work.

Figure 1 - The Stress Patterns

At the second level, there is more irritability, stuttering and stammering,

Organization stress is a state or condition indicated by the degree of

Causes of personal stress:

 Growing psychological demands productivity demands increase and

 The need to gather and apply growing amounts of information.

 Demographic changes such as aging workers, female participation in

Stress be eliminated from an individual’s life :

The optimal level of stress be identified by an individual :

An individual manages Stress Better :

1. Become aware of your stressors and your emotional and physical

Determine how your body responds to the stress. Do you become

2. Recognize what you can change.

Can you change your stressors by avoiding or eliminating them

Can you shorten your exposure to stress

3. Reduce the intensity of your emotional reactions to stress.

The stress reaction is triggered by your perception of danger...physical

Are you overreacting and viewing things as absolutely critical and

Work at adopting more moderate views; try to see the stress as

4. Learn to moderate your physical reactions to stress.

Relaxation techniques can reduce muscle tension. Electronic

5. Build your physical reserves.

Eat well-balanced, nutritious meals.

Maintain your ideal weight.

Avoid nicotine, excessive caffeine, and other stimulants.

6. Maintain your emotional reserves.