EXPLORING THE INFLUENCE OF STRESS AND WORK ENVIRONMENT ON JOB SATISFACTION: A COMPARATIVE STUDY OF PUBLIC AND PRIVATE BANK MANAGERS IN JAIPUR

Abstract

The modern banking sector places substantial demands on managers, who are responsible for meeting organizational targets, managing staff, and ensuring compliance with regulatory frameworks. Employee well-being and job satisfaction have become critical determinants of organizational performance, particularly in high-pressure environments such as banks. Differences between public and private sector banks in terms of work culture, pay structure, job security, and managerial autonomy may influence managerial satisfaction. This study focuses on comparing job satisfaction among managers of State Bank of India (SBI) and Axis Bank in Jaipur, with specific attention to the roles of stress levels, work environment, and perceived organizational performance. The primary objectives of the study were to examine the impact of stress and work environment on job satisfaction and to evaluate the relationship between job satisfaction and organizational performance among managers. A quantitative research design was adopted, with a sample of 100 managers (50 from SBI and 50 from Axis Bank). Data were collected using structured questionnaires assessing stress, work environment, job satisfaction, and performance perceptions. Statistical analyses, including frequency distributions, descriptive statistics, correlation analysis, and regression modeling, were employed to test two hypotheses: (H1) stress negatively affects job satisfaction, and (H2) a positive work environment enhances job satisfaction. The findings revealed that Axis Bank managers reported higher stress levels, while public sector managers at SBI experienced lower stress but comparatively moderate satisfaction. Regression analysis indicated that stress had a significant negative effect on job satisfaction (β = –0.40, p < 0.001), whereas work environment exhibited a significant positive effect (β = 0.50, p < 0.001), confirming both hypotheses. Correlation analysis further showed that job satisfaction strongly correlated with perceived organizational performance (r = 0.75, p < 0.01), highlighting that satisfied managers are more likely to perceive and contribute to better performance outcomes. Frequency and category analyses underscored the distribution of stress, satisfaction, and work environment perceptions across managerial cadres in both banks. In conclusion, the study emphasizes that both stress management and improvement of the work environment are vital for enhancing job satisfaction and organizational performance. Public and private banks have distinct strengths and challenges: private banks offer growth opportunities but higher stress, whereas public banks provide stability but may lag in engagement. Recommendations include stress reduction programs, leadership training, supportive HR policies, and infrastructure improvements to create a conducive environment for managerial efficiency and well-being. These findings provide actionable insights for banking leadership and human resource management, particularly in tailoring interventions to sector-specific needs.