Stress has been defined in different ways over the years. Originally, it was conceived of as pressure from the environment, then as strain within the person. The generally accepted definition today is one of interaction between the situation and the individual. It is the psychological and physical state that results when the resources of the individual are not sufficient to cope with the demands and pressures of the situation Ebie, J. E. (1983). Thus, stress is more likely in some situations than others and in some individuals than others. Stress can undermine the achievement of goals, both for individuals and for organisations. 

Reliable scientific research efforts on stress and other related issues started to emerge around the middle of the 20th century as well as the earliest scientists to conduct extensive research into the physiological, Luthan, 1989. The general adaptation syndrome (GAS) model development by Hans Selye many years ago is still very relevant to present day research efforts on stress.

Stress can also be defined as the brain's response to any demand, Luthan, 1989. Many things can trigger this response, including change. Changes can be positive or negative, as well as real or perceived. They may be recurring, short-term, or long-term and may include things like travelling for a yearly vacation, or moving to another home. Changes can be mild and relatively harmless, such as winning a race, watching a scary movie, or riding a roller-coaster. Some changes are major, such as marriage or divorce, serious illness, or a car accident. Other changes are extreme, such as exposure to violence, and can lead to traumatic stress reactions.

It is widely accepted that the development of stress reaction or symptoms is a function of factors operating in the internal environment. The nature of the interaction between these variables will determine the prevalence, cause and consequences of stress relation (Akinnusi, 1995).

There is stress associated with individual, group, organization and extra-organisational actors. On the individual factors, stress can be associated with personal characteristics and life career stages. On the group factors, these include lack of group cohesiveness, lack of social support, inter-personal and inter-group conflict. Thus the effectiveness of employees in any service industry is influenced by the nature of relations among groups. The organizational factor related to conflicting policies, ill-defined responsibilities and authorities, poor physical working condition. While the extra-organisational factors are associated with societal and technological changes, family situations, poor residential conditions etc. The organism in individuals grows in adaptive capacity through its encounter with stress and faced with blend safe environment. Thus, we can see in every phase of the development of life, from infancy through adolescence, from the struggle to learn to work to earn one’s living, we can attest to the fact that stress is involved in the development of all personal growth. Therefore, since stress has so much on the past of human life, we need to be able to adapt to it if we are to continue to function.

However, despite the draw back of stress, it is not altogether bad for individual employees or their overall organizational performance. In fact, it is generally recognized that at least low level of stress can enhance job performance. This low level of stress required is referred to as “eu-stress” (a Greek word meaning good) Akinnusi (1995). There is therefore the need to understand the term “stress” through the knowledge of the subjects and the practical application of appropriate strategies as to how to either cope without manage stress. This forms the basis for this current study, as it will give the research the opportunity of sampling opinion of different personalities working with Zenith bank.

TABLE OF CONTENT

Title Page

Declaration

Certification

Approval Page

Dedication

Acknowledgement

Abstract

Table Of Contents

Chapter One 

Chapter Two

2.5.2 Organizational Stresses - - - - - - 26

2.5.3 Group stresses - - - - - - - 28

2.5.4 Individual stresses - - - - - - - 29

Chapter Three

Chapter Four

Chapter Five

Summary, Conclusion and Recommendations 

Bibliography

Appendix