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Impact of Stress on Employees Performances: A

Case Study on Pubali Bank Limited

Abdul K. Nazmul, Farheen Hassan and Md. M. Hossain

AIUB Journal of Business and Economics

Volume: 16 Issue Number: 1 ISSN (Online): 2706-7076

December 2019

Citation
Nazmul, A.K., Hassan, F., and Hossain, M.M. (2019). Impact of Stress on Employees
Performances: A Case Study on Pubali Bank Limited. AIUB Journal of Business and Economics, 16
(1), 163-181.

Copyright © 2019
American International University-Bangladesh
 AIUB Journal of Business and Economics

Volume 16, Issue 1

ISSN (PRINT) 1683-8742

ISSN (ONLINE) 2706-7076

December 2019 pp. 163-181

Impact of Stress on Employees Performances: A Case

Study on Pubali Bank Limited

Abdul K. Nazmul

Faculty of Business Administration

American International University-Bangladesh

Farheen Hassan

Faculty of Business Administration

American International University-Bangladesh

Md. M. Hossain*

BAC International Study Centre

*Corresponding author: Md. Minhaj Hossain

Email: minhaz085@gmail.com

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 AIUB Journal of Business and Economics, Volume 16, Number 1, December 2019

Impact of Stress on Employees Performances: A Case

Study on Pubali Bank Limited

Abstract
This paper explores the factors responsible for stressful work environment
in Pubali bank, Bangladesh as a case study and suggests measures to
overcome the negative impacts of stress for employees in the organization.
This study uses a multilinear regression analysis based on questionnaire
surveys among 40 randomly selected employees of Pubali bank. Data was
collected from the employees working in the corporate branch and head
office located in Motijheel, Dhaka. The findings suggest ineffective
management system affects increased absenteeism, increased employee
turnover, reduced productivity, and reduction in organizational overall
efficiency. Lack of health and safety arrangements elucidate employees to
become physically and mentally imbalanced. Lack of health and safety
arrangements also elucidates organizational overall efficiency to be reduced.
In addition, dissatisfying reward system introduces increased employee
complaints and job insecurity, bringing increased organizational conflicts.

Keywords: Stress Management, Human Resource, Bank, Employee

Performance, Performance Management.

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 Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

1. Introduction
1.1. Background

Pubali bank was initially emerged in the banking scenario of the then East
Pakistan as Eastern Mercantile Bank Limited at the initiative of some
Bengali entrepreneurs in the year 1959 under Bank Companies Act 1913 for
providing credit to the Bengali entrepreneurs who had limited access to the
credit in those days from other financial institutions (PBL, 2018). After
independence of Bangladesh in 1972 this Bank was nationalized as per
policy of the Government and renamed as Pubali Bank. Subsequently due to
changed circumstances this Bank was denationalized in the year 1983 as a
private bank and renamed as Pubali Bank Limited. Since inception this
Bank has been playing a vital role in socio-economic, industrial and
agricultural development as well as in the overall economic development of
the country through savings mobilization and investment of funds. At
Present, Pubali Bank is the largest private commercial bank having 455
branches and 7325 employees working right now. It has the largest real time
centralized online banking network. Pubali Bank's response to corporate
social responsibility is embodied by the concept of responsible banking,
which is imbibed in the way they do business and drive the objectives of the
Bank to be the best financial institution in Bangladesh (PBL, 2018). They
recognize their obligations to the society, so they are committed to always
making informed, reasonable and ethical decision in the manner they carry
out their business, how they treat their employees, and how they relate to
their customers. Their CSR initiatives over the years have focused on health
care, sports, education and youth development, the arts, philanthropy and
charitable activities.

1.2. Rationale of the Study

Though stress is sometimes used as a positive emotion which can work as a

stimulator to make things done more quickly and effectively, most of the
times it can cause a negative impact on the human mind and body.
Employees work hard in their respective organizations to earn their
livelihood and also to progress through their career path (Vijayan, 2017).
Employers put stress on the employees so that they complete their respective
project on time and the overall organizational productivity increases.
Sometimes this stress has some positive outcome. But unfortunately, most
of the times employees become so much stressed out that they can’t cope

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with the organizational rules and regulations (Ajayi, 2018). They find it
difficult to ensure their work life balance. Eventually they exhibit some
deviant workplace behavior and few employees look for switching their jobs
to other organizations. This study tried to figure out the impact of stress on
the employees’ performance and how the employees react to the stressful
situations and eventually what kind of impact stress has on the organization.
Students are going to be future leaders and they need to understand this
aspect clearly as they are the ones who will undergo stress in their
workplace sooner or later. It is very important for all concerned to know the
limit of stress which can bring about a positive outcome and also the
negativity that spreads through the organization when stress exceeds the
limit (Amoako et. al., 2017). This study is expected to be helpful for the
business organizations to understand the perception of the employees
towards stress and also to find different ways to minimize the stress they put
on the employees resulting in better workplace productivity and behavior. It
is hoped that this will have a very good effect on the business organizations
in the future to reduce their absenteeism rate, employee turnover rate and
some other concerning factors.

1.3. Problem Statements

We were looking to meet few queries in terms of employees’ stress level,

the reasons why employees feel stressed out, the impact of stress on their
performance and also some of the initiatives were discovered which can
reduce stress and contribute to a better workplace environment and
organizational productivity.
• How to figure out whether an employee is stressed out or not?
• What initiatives are taken when an employee is exposed to stress?
• What are the factors which create stressful work environment?
• What are the positive impacts of stress?
• What are the negative impacts of stress?

1.4. Objectives of the Study

The broad objective of the study is to assess the impact of stress on

employee performance of Pubali Bank Limited. Specifically, this study aims
to:

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 Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

• To identify the ways to figure out whether an employee is stressed out

or not.
• To identify the initiatives taken when an employee is exposed to stress.
• To identify the factors which create stressful work environment.
• To identify the negative impacts of stress.
• To identify the ways to minimize the negative effects of stress.

2. Literature Review

According to Kotteeswari and Sharief (2014), “Job stress is negatively

related to performance. In other words, higher the stress, lower the
performance. Workplace stress derives from many sources. It can be a
demanding boss, annoying co-workers, rebellious students, angry customers,
hazardous conditions, long commutes and a never-ending workload.” Job
stress leads to poor performance because when the employees are stressed
out, it becomes very difficult for them to give their full commitment and
effort at work. As a result, their performance declines. There are different
sources and reasons behind job stress. People or the surrounding
environment of particular employee within the organization can cause
stressful work environment (Altangerel et. al., 2015). Besides, some external
agents like customers or suppliers can also be the causes of stress for that
particular employee.
According to Dar et. al. (2011), association of demographic variables in any
stress analysis include multiple factors such as age, gender, qualification,
designation and salary. The difference between the stress scores of male and
female faculty members it is observed that male possesses more stress
bearing capacity than females. The burden of stress is also varied on the
nature and position of the job, as the result showed that stress is also
increases with the designation.
Stress was found to be a key challenge facing employees in the workplace
and was also found to take different forms which negatively affected
employees’ productivity and that of the organization as a whole (Awadh et.
al., 2015). Stressed employees are less likely to achieve personal and
corporate goals. It was revealed that stress led to inefficiency and reduced
commitment levels in achieving organizational goals. All employees,
whether at higher management levels, middle or lower levels, experience

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 AIUB Journal of Business and Economics, Volume 16, Number 1, December 2019

stress and what varied was what stressed each of the categories of
employees. A positive correlation was found to exist between organizational
stress and work performance with consequences and causes of leading to
organizational stress having the greatest influence on work performance.
Sikuku et. al. (2017) showed that the employers use the opportunity to work
together with the employees and develop ways of managing stress.
Ehsan and Ali (2019) found that the misfit between the employees and their
working environment, and a significant number the employees are not happy
with their working environment. Most of the employees do not to participate
in decision making and that could be one of the factors leading to stress.
Moreover, they have seldom or not control over their job. When employees
feel they did not have control over their jobs they may be stressed. As most
of the employees have a tertiary qualification and are highly competitive, it
can be concluded that their specialized knowledge is stifled by the lack of
control over their jobs and the frustration they endure may lead to distress.
Employees who were young and highly competitive were in danger of
burning out because of the work-related frustrations they experienced.
Goswami (2015) stated that “Workplace stress has been shown to have a
detrimental effect on the health and wellbeing of employees, as well as a
negative impact on workplace productivity and profits. Some of the reasons
of occupational stress could be the inability to meet out the demands of the
job, mismatch with job profile, job insecurity, relationship with colleagues
and other organizational structural factors.” Job stress doesn’t only affect the
employees’ mentality but also it has a very negative impact on the
employees’ overall wellbeing. When an organization’s environment
becomes stressful, it ultimately affects the productivity and profit of that
particular organization. It is very important to identify the diversified
reasons of job stress (Hafeez, 2018). Sometimes due to the inability of
meeting the demands of the job, sometimes lack of job security and
sometimes few other organizational factors can lead to this stress.
According to Dar et. al. (2013), “Currently Bankers are under a great
transaction of stress and due to many backgrounds of stress such as role
doubt, role conflict, concern for people, contribution, lack of feedback,
possession up with rapid technological change.” Bankers have to do various
types of jobs including internal and external roles. If they don’t know their
roles properly or there is a certain amount of role ambiguity among them, it
can lead to stress. They need proper feedback of their activities so that they
can fulfil the customers’ demands effectively. Lack of feedback can put

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 Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

them in confusion about whether their performance level is up to the mark

or not. That sometimes results in stress.
Ratnawat and Jha (2014) stated that “Impact of occupational stress on
employee performance has been recognized as an important area of concern
for organizations. Negative stress affects the physical and mental health of
the employees that in turn affects their performance on job.” Occupational
stress on employees should be considered as a concerning factor for the
organizations because it affects the employees’ both mental and physical
health. When an employee isn’t both mentally and physically fit to work, it
can’t be expected that his performance on the job will be effective enough to
lead towards organizational success. According to Wani (2013), “Work
stress has emerged as one of the important and focal areas for research in
present day organizations. It is considered as an important phenomenon
affecting the organizational health and health of its members. It affects the
behavior of employees of employees worship in the organizations. It has far
reaching impact on motivation and satisfaction of employees. The
productivity of employees and overall productivity of organization is
affected by levels of stress and motivation.” Work stress is considered to be
as one of the critical factors which impact the overall organizational
performance and productivity. When many employees are exposed to
stressful work environment, the overall organizational health becomes
questionable. The behavior of the employees’ changes and so does their
attitude towards the organization which sometimes leads to deviant
workplace behavior. When the employees are not motivated at all, it’s quite
obvious that their performance and productivity will reduce to a huge extent.
This is a clear indication that the employees are stressed out within the
organization.
Lopes and Kachalia (2016) stated that “Bankers are under a great deal of
stress and due to many antecedents of stress such as Overload, Role
ambiguity, Role conflict, Responsibility for people, lack of support from the
organization, work overload and time pressures, Lack of motivation and
creativity.” Bankers have to deal with both internal and external
stakeholders. So, their span of responsibility is quite wide. For that their
roles have to be well clarified to avoid any type of role conflict or
ambiguity. For that they need proper support from the organization’s
structure and regulations. Inefficiently set objectives can lead to excessive
workloads and sometimes time constraints. These might lead to stress
resulting in a lack of motivation and creativity.

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According to Ekienabor (2016), “Stress is a universal element and persons

from nearly every occupation have to face stress. Employers today are
critically analyzing the stress management issues that contribute to lower
job performance of employee originating from dissatisfaction and high
turnover ultimately affecting organizational goals and objectives.” No
matter how structured an organization’s system is, there will always be
stress. It’s inevitable. The main problem is stress can’t be suppressed totally.
But stress can be managed using some techniques. These stress management
techniques should be used globally to reduce the negative impact of stress. If
this happens, employee dissatisfaction resulting from stress that leads to
high employee turnover rate can be minimized to a huge extent. That will
ultimately be a huge success factor for reaching the organizational goals and
objectives. We were looking to meet few queries in terms of employees’
stress level, the reasons why employees feel stressed out, the impact of
stress on their performance.

3. Methodology

3.1. Data Collection and Sources of Data

We have conducted the primary observation in the Pubali bank corporate

branch and head office situated in Motijheel, Dhaka. From there we got our
desired number of respondents and desired cooperation. The information
used in this study was based on both the primary data and secondary study
of the related literature from different articles and websites. The sample size
was 40 and the random sampling method was used for conducting the
survey. The target population of this research work was the employees
working in Pubali bank and we have also interviewed few of the top
managers of the bank.

3.2. Data Analysis

The conceptual framework for the statistical analysis is illustrated in Figure

1 and Table 1.

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 Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

Causes of Stress Effects of Stress

UBT, PPR, JIN, STRESS IAR, ETO, EMP,
LWA, DRS, ICG, PEM, IEC, PMU,
FPA, LHS, MRL, WLB, ORC, OOE,
BLC, LIS, IMS NWC

Figure 1: Cases and effects of stress

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Table 1: Co-relation of cause and stress

Causes of Stress Effects of Stress

 UBT – Unrealistic business  IAR – Increased absenteeism
targets  ETO - Increased employee
 PPR – Personal problems turnover
 JIN – Job insecurity  EMP – Reduced employee
 LWA – Lack of workplace productivity
adaptability  PEM – Poor employee
 DRS – Dissatisfying reward motivation
system  IEC – Increased employee
 ICG – Insufficient career complaint
growth opportunities  PMU – Employees become
 FPA – Faulty performance physically and mentally unstable
appraisal
 LHS – Lack of health and  WLB – Work-life balance
safety arrangements affected adversely
 MRL – Multiple reporting lines  ORC – Increased organizational
conflict
 BLC – Blame culture  OOE – Organizational overall
 LIS – Lack of interpersonal efficiency reduced
support  NWC – Negative workplace
 IMS – Ineffective management culture developed
system

The statistical process involved in the study is multiple regressions using all
the twelve causes of stress, as considered in the study, as the predictor
variables and each of the ten effects of stress as response variables
individually. Thus, ten regression equations have been attempted to be
constructed as under:
Individual effect of stress = f(UBT, PPR, JIN, LWA, DRS, ICG, FPA, LHS,
MRL, BLC, LIS, IMS)
i.e. Individual effect of stress = α + β1*UBT + β2*PPR + β3*JIN +
β4*LWA + β5*DRS + β6*ICG + β7*FPA + β8*LHS + β9*MRL +
β10*BLC + β11*LIS + β12*IMS
The values of the predictor and respondent variables were on ordinal scale.
As such two routes for constructing the regression equation have been used
in this study. Firstly, the regressions have been carried out on the ordinal

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 Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

data only. Secondly, all the data have been standardized by using the
formula xstandardized = (x – / σ and regressions have been done using the
standardized data.
The efficiency of the regression equations has been tested on the basis of the
following parameters:
a. Adjusted 𝑅 2
b. Statistical significance of the F-statistic of ANOVA tested at 5% Level
of Significance
c. Statistical significance of the t-statistic of the regression coefficients of
each of the predictor variables tested at 5% Level of Significance
d. Durbin-Watson statistic for checking the problem of autocorrelation, if
any
e. Variance Inflation factor (VIF) of each of the predictor variables to test
any probable problem of multicollinearity
Each of the ten dependent variables i.e. IAR, ETO, EMP, PEM, IEC, PMU,
WLB, ORC, OOE and NWC, has been regressed using all the 12 predictor
variables i.e. UBT, PPR, JIN, LWA, DRS, ICG, FPA, LHS, MRL, BLC,
LIS and IMS simultaneously.
While constructing the regression equation, the coefficients of the predictor
variables have been tested for their statistical significance by framing the
following hypotheses:
H0: The coefficient of the predictor variable is not statistically significant
H1: The coefficient of the predictor variable is not statistically significant
The predictor variables having statistically insignificant coefficients i.e. the
absolute value of t-statistic for which is less than 2 and the p-value is less
than or equal to 0.05, have been rejected and the regression equation has
again been constructed with the statistically significant predictor variables
only.
The robustness of the final regression equation thus formed for all the ten
dependent variables, have been tested by framing the following hypotheses:
H0: The regression equation is not statistically robust
H1: The regression equation is statistically robust

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The null hypothesis is rejected at al p-values of less than 0.05. The

regression equations have considered to be free from the problem of
autocorrelation if the Durbin-Watson statistics have been found to lie
between 1.6 to 2.40. The regression equations have been considered to be
free from the effects of multicollinearity if the values of the VIF (Variance
Inflation Factor) statistic of the predictor variables in the final regression
equation have been found to be below 2.50.

Ultimately, the distributions of the residuals of the regression equations have

been tested whether they follow a normal distribution. The greater degree of
conformity of the distribution of residuals bear to a normal distribution, the
more robust the regression equation is deemed to be.

4. Findings and Discussion

Synopsis of the regression equations is provided in Table 2.

Table 2: Results of regression analysis

Non-Standardized Data Standardized Data

Dependent Variable: IAR
Adj R2 0.389 0.389
DW Stat 1.752 1.752
p-val for F- 0.000 0.000
Test
(ANOVA)
Predictors Coeff t-stat p-val VIF Coeff t-stat p-val VIF
MRL 0.378 3.018 0.005 1.000 0.341 3.018 0.005 1.000
IMS 0.533 4.254 0.000 1.000 0.514 4.254 0.000 1.000

Dependent Variable: ETO

Adj R2 0.136 0.136
DW Stat 2.444 2.444
p-val for F- 0.011 0.011
Test
(ANOVA)
Predictors Coeff t-stat p-val VIF Coeff t-stat p-val VIF
IMS 0.397 2.670 0.011 1.000 0.373 2.670 0.011 1.000

Dependent Variable: EMP

Adj R2 0.186 0.186
DW Stat 0.962 0.962
p-val for F- 0.003 0.003
Test

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 Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

(ANOVA)
Predictors Coeff t-stat p-val VIF Coeff t-stat p-val VIF
MRL 0.455 3.148 0.003 1.000 0.359 3.148 0.003 1.000

Dependent Variable: IEC

Adj R2 0.371 0.371
DW Stat 1.618 1.518
p-val for F- 0.000 0.000
Test
(ANOVA)
Predictors Coeff t-stat p-val VIF Coeff t-stat p-val VIF
DRS 0.622 4.898 0.000 1.000 0.583 4.898 0.000 1.000

Dependent Variable: PMU

Adj R2 0.115 0.115
DW Stat 1.979 1.979
p-val for F- 0.018 0.018
Test
(ANOVA)
Predictors Coeff t-stat p-val VIF Coeff t-stat p-val VIF
LHS 0.371 2.463 0.018 1.000 0.418 2.463 0.018 1.000

Dependent Variable: ORC

Adj R2 0.211 0.211
DW Stat 2.112 2.112
p-val for F- 0.002 0.002
Test
(ANOVA)
Predictors Coeff t-stat p-val VIF Coeff t-stat p-val VIF
JIN 0.481 3.385 0.002 1.000 0.534 3.385 0.002 1.000

Dependent Variable: OOE

Adj R2 0.284 0.284
DW Stat 1.783 1.783
p-val for F- 0.001 0.001
Test
(ANOVA)
Predictors Coeff t-stat p-val VIF Coeff t-stat p-val VIF
LHS 0.432 3.168 0.003 1.014 0.564 3.168 0.003 1.014
IMS 0.421 3.084 0.004 1.014 0.558 3.084 0.004 1.014

It was found that no regression equation could be formed for regressing

PEM, WLB and NWC on the predictor variables. All the regression
coefficients were found to be statistically insignificant.

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The adjusted R2 values were maximum at 0.389 for IAR and the minimum
at 0.115 for PMU. This indicated that 38.90% of the variations in IAR could
be explained by the predictor variables of MRL and IMS whereas only
11.50% of the variations in PMU could be explained by the predictor
variable of LHS.

All the equations were found to be robust with rejection of the null
hypotheses. None of the equations were found to suffer from problems of
autocorrelation and multicollinearity as has been evident from the Durbin-
Watson statistic lying between 1.60 and 2.40 and the VIF for the predictor
variables were around 1.

Synopsis of regression equations shows that the results do not vary much
irrespective of whether the data is standardized or non-standardized. A
synopsis of the dependent variables and the concerned statistically
significant predictor variables is given Table 3.

Table 3: Statistical significance

Dep Predictor Variables
Var UBT PPR JIN LWA DRS ICG FPA LHS MRL BLC LIS IMS
IAR  
ETO 
EMP 
IEC 
PMU 
ORC 
OOE  

It has been observed that IMS influences IAR, ETO and OOE. MRL
influences IAR and EMP. LHS influences PMU and OOE. DRS influences
IEC and JIN influence ORC.

The distributions of the residuals of the regression equations are given

below (Figure 2) which represents that though the adjusted R2 are low, still
the regression equations are more or less robust.

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 Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

IAR

ETO

EMP

IEC

Figure 2: Distributions of the residuals of the regression equations

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5. Conclusions
It can be observed from the this study that IMS influences IAR, ETO and
OOE. MRL influences IAR and EMP. LHS influences PMU and OOE. DRS
influences IEC and JIN influence ORC. Hence, we can conclude the
ineffective management system affects increased absenteeism, increased
employee turnover and organizational overall efficiency is reduced. In
addition, multiple reporting lines explain increased absenteeism and reduced
employee productivity. However, lack of health and safety arrangements
elucidates employees to become physically and mentally unstable. Lack of
health and safety arrangements also elucidates organizational overall
efficiency to be reduced. Finally, dissatisfying reward system introduces
increased employee complaints and job insecurity brings increased
organizational conflicts. As the adjusted R2 value in this study is too low
(38.9%), which indicates that the other factors should not be considered as
factors of stress.

5.1. Recommendations
Stress is inevitable for any employee and it can’t be eradicated. But stress
can be minimized and the negative effects of stress can be controlled. Based
on our analysis using different statistical tools and the findings we have
come up with some recommendations for managing stress and reducing the
negative effects of stress. These are given below:
 Business targets should be ‘SMART’ which stands for specific,
measurable, achievable, realistic and timely. If that happens,
employees won’t feel any negative stress while performing and the
targets will be met on time without any difficulty.
 Employees should be given stress management training so that they
can manage stress and balance their professional and personal
factors effectively.
 The employers should promote job security through their behavior
and attitude towards the employees so that they (the employees)
don’t have to worry about their career progress and future income
source.
 Proper orientation program should be introduced so that the
employees don’t face any trouble to adapt themselves to the
organizational environment.
 The reward and compensation package should be well designed so
that the employees feel motivated at work and give their full effort

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Impact of Stress on Employees Performances: A Case Study on Pubali Bank Limited

without any hesitation. There should be ample opportunities for

performance-based rewards.
 Performance appraisal system should be well articulated, and the
results should be well communicated and utilized.
 Blame culture should be eliminated so that everyone remains
responsible for his own action.
 Employee complaints should be carefully taken care of and steps
should be taken to discover the underlying causes and keep the
situation under control.
 Organizational conflicts should be dealt with efficiency and a
peaceful and friendly work environment should be established and
maintained.
 Employers should ensure the employees’ career development by
arranging formal training and development programs, substantial
informal learning opportunities and facilitating transfer of training.
 Health and safety arrangements should be available within the
working premises so that employees remain stress free in terms of
organizational health hazards.
 Organizational reporting lines should be straight forward and simple
to understand.
 There should be ample interpersonal support within the
organization. Proper counseling from the management and the
senior employees help regarding this to a huge extent.
 Total work culture should be stress free so that the employees can
perform their activities within a healthy and peaceful work
environment.
 The employers should be aware of the employees’ and the total
organization’s stress level. Timely and frequent feedback
opportunities can help in this regard. If that happens, they will be
able to take necessary steps to control the situation before things get
too worse to handle.
 Finally, there should be some amount of positive stress otherwise
the employees may show reluctance to meet their targets on time.
But the level of that stress has to be well within the control of the
authority and they have to make sure that it doesn’t lead to the
employees’ physical and mental instability.

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 AIUB Journal of Business and Economics, Volume 16, Number 1, December 2019

5.2. Scope of Further Studies

We went to two branches of Pubali Bank within Dhaka to collect the
required primary data and the respondents were the employees who were
able to give a clear indication of the stress related issues within the
organization. We also interviewed few top-level managers from that
particular branch to justify and enrich the statements of the employees. Our
whole research was based on both primary and secondary observation.

5.3. Limitations of the Study

As we had to visit an organization to collect information and the whole
study was focused on a big name in the banking sector of Bangladesh, based
on both these two aspects few imitations were identified while conducting
this study. Such as:
 There was a lack of cooperation among the employees and the
management of Pubali Bank that we faced while collecting data. But
we tried our best to convince them and fulfill our objectives of
collecting sufficient amount of data.
 Sample size: To represent such a huge employee base from around
455 branches, this amount of respondents is not enough.
 Since Pubali Bank is a huge organization, this number of
respondents might not be enough to reflect the scenario of the whole
industry. So there is still some scope for further research in this
regard.

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