• LT COL RAJINDER SINGH KOHLI

Stress can be used in different ways and for different purposes. If one says he is under stress, we know what it means, and, in this sense, we have come to view stress as a negative experience. Psychologists also distinguish between stress that is harmful (distress) and stress that is positive (eustress). In research terms stress now embraces biochemical, behavioral, physiological and psychological effects. Organisational stress, according to the World Health Organization, is brought on by bad job design, unsatisfactory management and a missing employee support. The ramifications of job stress can be quite serious. Addressing the causes of organisational stress can reduce absenteeism, boost employee morale and reduce attrition in the workplace. According to a 2000 Gallup Poll published by the American Stress Institute, more than 80 percent of workers experienced stress on the job; more than half of those stated that they needed help in dealing with that stress. Research by the World Health Organization shows that most job stress occurs when an organization values excessive demands and pressures that don't match employees' knowledge and abilities. This lacking job design is often accompanied by little opportunity for the employees to exercise choice or control in their positions. Offering employees more control over decision-making can boost employee morale and production, as well as eliminate job stress. Ignoring poor job design and work system design may result in increased employee absenteeism and illness. Employees can lose focus and become irritable and less committed to their work. Diminishing the hazardous effects of organizational stress involves a high level of communication with employees. There are nine areas that should be analyzed, including individual job content, workload and pace, working hours, employee control in the job process, career development and pay, organizational roles, interpersonal relationships, organizational culture and work-home relationships. A thorough analysis of these areas can help management pinpoint stress-related areas that cause harm to employees and the organization. Eliminating these hazards promotes overall employee health, positive workplace morale and productivity. The paper is aimed at finding impact of Professional Stress on Government executives and Corporate Executives.

(a) Role Overload (b) Role Ambiguity (c) Role Conflict (d) Unreasonable group and political pressures. (e) Responsibility for persons (f) Under participation (g) Powerlessness (h) Poor peer relations (i) Intrinsic Impoverishment (j) Low Status (k) Strenuous working conditions (l) Unprofitability

"IMPACT OF PROFESSIONAL STRESS ON EXECUTIVES: A STUDY OF GOVERNMENT EXECUTIVES AND CORPORATE EXECUTIVES", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.5, Issue 8, page no.691-701, August-2018, Available :http://www.jetir.org/papers/JETIR1808743.pdf

"IMPACT OF PROFESSIONAL STRESS ON EXECUTIVES: A STUDY OF GOVERNMENT EXECUTIVES AND CORPORATE EXECUTIVES", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.5, Issue 8, page no. pp691-701, August-2018, Available at : http://www.jetir.org/papers/JETIR1808743.pdf