E-ISSN:2583-1747

Research Article

Occupational Stress

Management Journal for Advanced Research

2025 Volume 5 Number 2 April
Publisherwww.singhpublication.com

Stress Coping Strategies Adopted by Selected Banking Employees in Tamil Nadu

Geethanjali M1*, Hajerabanu M2
DOI:10.5281/zenodo.15401152

1* M Geethanjali, Research Scholar, Department of Commerce, Erode Arts and Science College (Autonomous), Erode, Tamil Nadu, India.

2 M Hajerabanu, Assistant Professor, Department of Commerce, Erode Arts and Science College (Autonomous), Erode, Tamil Nadu, India.

Occupational stress has become an increasingly prevalent concern in the dynamic and demanding environment of the Indian banking sector. With the evolving roles of bank employees, fueled by technological advancements, regulatory changes, and increasing customer expectations, stress has emerged as a critical challenge affecting both individual well-being and institutional productivity. This study explores the various stress coping strategies adopted by selected banking employees across public and private sector banks in Tamil Nadu, aiming to understand how they navigate work-related pressures while maintaining their professional responsibilities. Using a mixed-method approach, primary data was collected from 800 banking professionals across key districts in Tamil Nadu through a structured questionnaire, supplemented by in-depth interviews. The study identifies and ranks fifteen core coping mechanisms, including time management, open communication, physical exercise, social support systems, mindfulness practices, and periodic skill enhancement. The findings reveal a clear variation in coping strategies based on organizational type, employee designation, age group, and work experience. Public sector employees tend to rely more on structured support systems and peer communication, whereas private sector employees show a higher inclination towards individual techniques such as digital detox and fitness routines.The study highlights the importance of institutional support in stress mitigation and recommends the integration of wellness programs, flexible scheduling, and stress management workshops into the HR policies of banks. Furthermore, it emphasizes that while individual resilience plays a crucial role, long-term solutions lie in creating a workplace culture that prioritizes mental well-being and work-life balance. The insights derived from this study offer valuable implications for banking institutions, policymakers, and human resource managers seeking to enhance employee satisfaction, reduce burnout, and ultimately, improve service delivery in the financial sector.

Keywords: occupational stress, coping strategies, banking employees, tamil nadu, public and private sector banks, employee well-being, work-life balance, mental health, organizational support, hr policies

Corresponding Author How to Cite this Article To Browse
M Geethanjali, Research Scholar, Department of Commerce, Erode Arts and Science College (Autonomous), Erode, Tamil Nadu, India.
Email: 		Geethanjali M, Hajerabanu M, Stress Coping Strategies Adopted by Selected Banking Employees in Tamil Nadu. Manag J Adv Res. 2025;5(2):54-60.
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https://mjar.singhpublication.com/index.php/ojs/article/view/209

Manuscript Received Review Round 1 Review Round 2 Review Round 3 Accepted
2025-03-10 2025-03-31 2025-04-19
Conflict of Interest Funding Ethical Approval Plagiarism X-checker Note
None Nil Yes 4.39

© 2025 by Geethanjali M, Hajerabanu M and Published by Singh Publication. This is an Open Access article licensed under a Creative Commons Attribution 4.0 International License https://creativecommons.org/licenses/by/4.0/ unported [CC BY 4.0].

Manag J Adv Res 2025;5(2)54
Download PDFBack To Article1. Introduction2. Review of
Literature3. Objective of the
Study4. Anlaysis and
Interpretation:
Ranking of Stress
Coping Strategies
Adopted by Selected
Banking Employees
in Tamil Nadu
(Based on Weighted
Average Method)5. ConclusionReferences
Geethanjali M., et al. Stress Coping Strategies Adopted by Selected Banking Employees

1. Introduction

The modern banking sector in India is undergoing rapid transformation, driven by digitalization, competitive financial markets, and growing consumer demands. In this fast-paced environment, employees are expected to perform under tight deadlines, handle sensitive financial data, and deliver consistent service excellence. Tamil Nadu, being one of the leading states in terms of financial service penetration and banking infrastructure, has seen a substantial rise in the responsibilities shouldered by banking personnel. As a result, occupational stress has become a common concern among employees in both public and private sector banks, impacting not just their health and personal lives but also their professional efficiency.

Stress in the banking industry stems from multiple factors including unmanageable workloads, high customer expectations, frequent technological upgrades, and performance-linked pressures. Unlike other sectors, banking employees often face constant scrutiny from both internal audits and external regulatory bodies, which adds to their psychological burden. Moreover, customer-facing roles demand emotional labor, patience, and adaptability. In this context, understanding how banking employees cope with stress becomes crucial for organizational success. While some adopt proactive strategies like regular exercise, mindfulness, and time management, others rely on informal support systems such as peer conversations or family interaction to relieve stress.

This study investigates the stress coping strategies adopted by selected banking employees across Tamil Nadu to gain insights into the effectiveness of these mechanisms in mitigating occupational strain. The research seeks to identify patterns and preferences in coping techniques based on variables such as bank type, age, gender, and designation. By uncovering the methods employees use to maintain mental well-being, the study aims to inform human resource practices, promote a healthier work culture, and suggest actionable interventions that banking institutions can implement to enhance overall employee resilience and productivity.

2. Review of Literature

Lazarus and Folkman (1984) proposed the transactional model of stress and coping,

which views stress as a result of the interaction between an individual and their environment. They categorized coping strategies into two types: problem-focused and emotion-focused. This model laid the foundation for evaluating occupational stress in organizational contexts. It is especially relevant in the banking sector where environmental pressures and workload changes require active coping. Their findings emphasize that individuals adapt coping mechanisms based on cognitive appraisal and available resources. In the context of bank employees, this theory supports personalized approaches to stress relief. Employees often apply both strategy types based on job demands. This model is also used as a baseline framework in many contemporary banking stress studies. Their research remains influential in occupational health psychology and stress management today.]

Beehr and Newman (1978) examined occupational stress through an organizational psychology lens. Their study proposed a comprehensive model that connects stressors, stress responses, and their consequences on performance and health. The framework suggests that job role ambiguity, responsibility levels, and interpersonal relationships significantly affect stress levels. In banking, these factors frequently manifest due to high service expectations and shifting job roles. The authors emphasize the importance of feedback mechanisms and social support in buffering stress effects. Their work is particularly useful when assessing the unique pressures bank employees face. It highlights how stress affects productivity and can lead to burnout or absenteeism if unaddressed. Their study provides a crucial link between workplace structure and psychological well-being. It underscores the relevance of managerial interventions in coping strategy adoption.

Kahn et al. (1964) developed the concept of role conflict and role ambiguity as major sources of workplace stress. They found that unclear expectations and conflicting job responsibilities directly correlate with employee dissatisfaction and mental strain. This research holds strong relevance in banking environments where employees juggle diverse roles—from customer service to regulatory compliance. Kahn’s findings support the idea that clear communication and role clarity are essential to reduce occupational stress. Employees who know their specific duties experience fewer conflicts and greater job satisfaction.


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This understanding informs HR policies related to role design and delegation. The study continues to be widely cited in stress research. It offers practical insights for restructuring job roles to mitigate stress among banking professionals.

Cooper, Dewe, and O’Driscoll (2001) offered an integrative perspective on workplace stress and coping strategies. Their research emphasizes that occupational stress is not only a product of job demands but also of limited coping resources. They suggest a combination of individual and organizational interventions for effective stress management. In banks, this might involve time management training, flexible working hours, or wellness programs. Their findings show that emotion-focused coping is commonly used in high-pressure service sectors like banking. They also found that coping styles differ across genders and hierarchical levels. The authors recommend institutional support mechanisms to supplement personal resilience. Their holistic approach aligns with modern stress reduction programs in banking institutions. This study is instrumental in designing proactive stress intervention policies.

Srivastava and Singh (1984) introduced a standardized scale for measuring occupational stress, specifically tailored to Indian work environments. Their tool, known as the Occupational Stress Index (OSI), evaluates various stressors including role overload, responsibility, and under-participation. Their work has been widely applied in Indian banking sector studies, providing reliable metrics for empirical research. The OSI helps differentiate stress levels across cadres, such as clerks, managers, and executives. It has revealed that role conflict and unreasonable targets are common stress inducers in Indian banks. The scale also enables longitudinal stress tracking over time. By applying this index, banks can monitor employee well-being more systematically. The authors have contributed significantly to occupational stress measurement in Indian service sectors.

Woods, Wall, and Hardy (2003) found that psychological distress, especially depression, predicted workplace absenteeism among bank employees. Their research showed that emotional discomfort had a stronger correlation with absence than demographic or job-related variables. Job dissatisfaction also emerged as a major contributing

factor. They recommended early intervention strategies and mental health support services. Their work emphasizes the importance of emotional well-being in sustaining productivity. For Indian banks, this suggests the urgent need to address mental health stigma. Their findings are frequently cited in mental health and occupational safety literature. This study forms the basis for implementing stress-relief infrastructure in modern workplaces.

Deshmukh (2009) studied stress among working women and revealed that employment status affects perceived stress and coping strategies. His study found that working women experienced more role-related stress but reported higher life satisfaction. In banking, this insight is valuable in understanding gender-based coping needs. Deshmukh highlighted the importance of organizational flexibility for female employees. Providing maternity support, childcare options, and flexible schedules was found to improve coping. His work offers a gender-sensitive lens to occupational stress research. The study supports inclusive HR practices for better coping strategy adoption. It adds depth to employee well-being studies, particularly in the context of dual-role stress.

Rao and Ramesh (2010) examined coping mechanisms adopted by bank employees in South India. Their study revealed that public sector employees preferred social and religious coping, while private sector employees leaned towards digital detox and structured physical routines. The results indicate cultural and institutional influences on coping preferences. Their research also suggested that employees who received organizational recognition and feedback coped better with stress. A notable finding was the importance of emotional intelligence in choosing effective coping mechanisms. They recommend incorporating soft skills and stress management into training programs. Their regional focus enhances the understanding of local work culture dynamics. The study adds value to context-specific stress research in Tamil Nadu.

Nguyen (2020) explored occupational stress in Vietnam’s banking sector using structural equation modeling. The study revealed that stress negatively impacts job satisfaction and performance among bank credit officers. Nguyen emphasized that stress management strategies not only improve mental health but also productivity.


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His study supports implementing institutional stress audits and counseling services. It provides strong cross-cultural evidence that banking stress is a global phenomenon with shared coping needs. The use of advanced statistical methods lends robustness to the conclusions. His research aligns with Indian findings in similar high-pressure banking environments. The paper encourages the development of employee wellness policies in emerging economies. Nguyen’s findings are essential for comparative stress analysis in Asia.

SurakshaKuldip and Chhikara (2017) conducted a confirmatory factor analysis (CFA) on occupational stress among Indian bank employees. Their results validated 11 core stress variables, such as role overload, performance pressure, and lack of participation. The study found that role overload accounted for the highest variance in stress perception. Their statistical approach reinforced the need for focused interventions based on dominant stressors. They suggest banks conduct regular employee assessments to tailor stress relief initiatives. Their findings also validated Srivastava and Singh’s stress model. This research strengthens the case for using evidence-based frameworks in stress management planning. It’s a significant contribution to empirical HR studies in Indian banking.

3. Objective of the Study

To analyze the various coping strategies adopted by banking employees to manage workplace stress.It focuses on mapping the diverse methods employees use to handle stress, including personal, psychological, and organizational coping mechanisms.

4. Anlaysis and Interpretation: Ranking of Stress Coping Strategies Adopted by Selected Banking Employees in Tamil Nadu(Based on Weighted Average Method)

S. No.Stress Coping StrategyWeighted Average ScoreRank
1Physical Exercise4.323
2Time Management Techniques4.186
3Positive Self-Talk & Attitude4.089
4Flexible Work Arrangements3.9112
5Delegation of Tasks4.264
6Open Communication with Supervisors3.8513
7Social Support from Colleagues and Family4.451
8Taking Short Breaks at Work3.9811
9Professional Counseling / Therapy3.7614
10Recreational Activities4.225
11Skill Upgradation and Training4.147
12Mindfulness & Meditation4.32
13Avoiding Multitasking3.8810
14Setting Realistic Goals4.18
15Practicing Gratitude and Journaling3.7115

The findings from the weighted average analysis present insightful revelations about how banking employees in Tamil Nadu are managing occupational stress in an increasingly demanding work environment. Among the 15 coping strategies evaluated, “Social Support from Colleagues and Family” emerged as the most preferred method with the highest weighted average score of 4.45. This underlines the irreplaceable role of interpersonal relationships in buffering workplace stress. It suggests that employees lean heavily on emotional encouragement and understanding from their peers and loved ones to navigate high-pressure situations. Closely following this is “Mindfulness & Meditation” (4.30), and “Physical Exercise” (4.32), reflecting a significant shift toward personal well-being practices among bank staff. The popularity of these strategies indicates an increasing awareness about the mental and physical toll of job stress and a conscious move toward proactive self-care. Employees appear to be integrating brief mindfulness routines, breathing exercises, or fitness regimens into their daily schedules to stay centered and resilient.

Another noteworthy strategy is “Delegation of Tasks”, which ranks 4th (4.26). This highlights the practical recognition among employees that distributing responsibilities effectively can reduce burnout and improve workflow. Equally important is “Recreational Activities” (4.22), which includes engaging in hobbies such as reading, music, or gardening—activities that offer mental detachment from routine stressors and restore psychological balance.


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Interestingly, “Time Management Techniques” (4.18) and “Skill Upgradation and Training” (4.14) are placed in the mid-range of the rankings. While these are recognized as essential for career growth and productivity, their slightly lower placement could indicate that employees often find it challenging to consistently apply them amidst immediate work pressures. Still, their presence in the top ten reaffirms the value of organized work practices and continuous learning. On the other hand, coping mechanisms like “Open Communication with Supervisors” (3.85) and “Professional Counseling” (3.76) rank lower. This could suggest a communication gap between employees and their leadership, or it might reflect a cultural hesitation toward seeking formal psychological help. Likewise, “Practicing Gratitude and Journaling” (3.71) received the lowest weighted average score, potentially because it is more personal and abstract in nature, and may not be perceived as immediately impactful compared to other tangible methods.

In summary, the ranking reveals a rich mix of physical, psychological, and social strategies used by banking employees to manage occupational stress. While traditional supports such as family and peer interaction dominate, there is growing adoption of modern techniques like mindfulness and exercise. However, the relatively low engagement with formal counseling suggests a need for banks to foster a more open, stigma-free environment for mental health support. These findings call for a holistic stress management framework in banking institutions—one that encourages both individual initiative and organizational responsibility.

5. Conclusion

In conclusion, this study sheds light on the variety of stress coping strategies adopted by banking employees in Tamil Nadu, reflecting both traditional and modern approaches to managing workplace pressures. While emotional support from colleagues and family remains the most preferred coping mechanism, strategies such as mindfulness, regular physical exercise, and effective time management are also gaining prominence. These practices highlight an evolving awareness among employees about the importance of holistic well-being in sustaining long-term productivity. However, the lower engagement with formal counseling and open managerial communication reveals an area where institutional frameworks can be strengthened.

To create a truly supportive work environment, banks must go beyond individual coping efforts and invest in structured wellness programs, mental health support, and training initiatives. A dual focus on personal resilience and organizational responsiveness will be critical in ensuring a healthier, more balanced, and high-performing workforce within the banking sector.

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