Stress and Job Satisfaction
Transcript of Stress and Job Satisfaction
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1. INTRODUCTION
1.1 Organizational Role Stress
Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has
gone through drastic changes over the last century and it is still changing at whirlwind speed.
They have touched almost all professions, starting from an artist to a surgeon, or a
commercial pilot to a sales executive. With change comes stress, inevitably. Professional
stress or job (role) stress poses a threat to physical health. Work related stress in the life of
organized workers, consequently, affects the health of organizations.
Workplace stress is the harmful physical and emotional response that occurs when there is a
poor match between job demands and the capabilities, resources, or needs of the worker. The
stress may have to do with the responsibilities associated with the work itself, or be caused by
conditions that are based in the corporate culture or personality conflicts.
Beehr and Newman (1978) had defined stress as a situation which will force a person to
deviate from normal functioning due to the change (i.e. disrupt or enhance) in his/her
psychological and/or physiological condition, such that the person is forced to deviate from
normal functioning.
Han Salye, probably the leading authority on the concept of stress, described stress as, the
role of all wear and tear caused by life. Stress is associated with constraints and demands.Constraints prevent the person from doing things what he or she desires. Demand refers to the
loss of something desired. Stress is highest for the individuals who perceive they are
uncertain as to whether they will win or lose and lowest for those who think that winning or
losing is a certainty.
In 1936 an endocrinologist, Hans Sdye, discovered stress. Stress is present in everybody. It
occurs daily in people's lives. Stress is a body condition that occurs in response to actual or
anticipated difficulties in life (Rice, 1987). Stress can also be defined as the sum of physical
and mental responses our bodies experience in relationship to any change. There are many
causes of stress and many different ways to handle stress. Stress can also be harmful to one's
health, both physically and mentally. There are two main types of stress, which are distress
and eustress. "Unfortunately, stress and distress are used all too often as though they are
interchangeable terms. Perhaps this is because the commonsense view of stress is weighted to
the negative side. In fact, Selye introduced the terms distress and eustress in order to avoid
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this dilemma (Rice, 1987). Distress is the bad stress. It is much the same as a state of anxiety,
fear, worry, or agitation. Distress is a negative, painful experience and is something to avoid.
On the other hand, there is a good stress, eustress. Eustress is pleasurable and satisfying
experiences that people encounter. "Participation in a wedding ceremony, anticipation of
competes.
Stress is an inherent factor in any type of vocation or career. At its best, the presence of stress
can also be a motivator that urges the individual to strive for excellence. However, excess
amounts of stress can lead to a lack of productivity, a loss of confidence, and the inability to
perform routine tasks. As a result, quality employees lose their enthusiasm for their work and
eventually withdraw from the company.
Stress-related disorders encompass a broad array of conditions, including psychological
disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of
emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g.,
aggression, substance abuse), and cognitive impairment (e.g., concentration and memory
problems). In turn, these conditions may lead to poor work performance or even injury. Job
stress is also associated with various biological reactions that may lead ultimately to
compromised health, such as cardiovascular disease, or in extreme cases, death.
When left unchecked, stress can lead to emotional and physical disorders that began to
impact personal as well as professional lives. The individual may develop a level of tensionthat interferes with sleep, making relaxing outside the workplace impossible. Over time, the
stress can trigger emotional disorders such as anxiety, depression and in some cases various
phobias that further inhibit the ability to enjoy any aspect of living. Andy Ellis, Ruskin
College, Oxford, UK, has shown how stress can adversely affect an employee`s performance.
In the early stages job stress can `rev up` the body and enhance performance in the
workplace, thus the term `I perform better under pressure`. However, if this condition is
allowed to go unchecked and the body is revved up further, the performance ultimately
declines and the person`s health degenerates.
A fundamental premise of occupational stress models is that elements of the objective work
environment are evaluated by employees through an appraisal process, which then results in a
physiological, psychological, or behavioral response (Jex 1998). As Cox (1978) asserts, job
strain does not necessarily result from the source of the pressure but rather from the
employees perception of the pressure. Thus, it is generally recognized that there is a
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significant variance in the degree to which salespeople perceive job conditions as stressful
(Boles, Johnston, and Hair 1997; Srivastava and Sager 1999). This suggests that the same
event (e.g., amount of work) may be perceived as highly stressful by some and not stressful
by others. Researchers have long argued that stress does not result from the source of the
pressure but mostly from the individuals perception of the pressure (Cox 1978). As Payne
notes, It is well known that even people in the same jobs, working in the same physical
environment, do not see their environment as having the same level of stress
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1.2 Causes of Workplace Stress
Job (role) stress may be caused by a complex set of reasons. There are many physical sources
of stress such as work overload, irregular work hours, loss of sleep , noise, improper lighting.Psychological sources of stress may be due to a particular situation such as boring job,
inability to socialize, and lack of autonomy, responsibility of results, without sufficient
authority, unrealistic objectives, role ambiguity, role conflict and dual career marriages. Since
people differ widely in age, economic position and level of maturity people react differently
to situations. What might be more stressful to one person may be less to another person.
Some of the most visible causes of workplace stress are
Job Insecurity
Organized workplaces are going through metamorphic changes under intense economic
transformations and consequent pressures. Reorganizations, takeovers, mergers, downsizing
and other changes have become major stressors for employees, as companies try to live up to
the competition to survive. These reformations have put demand on everyone, from a CEO to
a mere executive.
Work Overload
Employees report that they are often stressed when they have too little or too much to do.
Managers need to divide responsibilities and help employees prioritize work that must be
done. Make sure you understand the impact before shifting responsibilities. Take into account
the cost of stress before you increase anyone's workload or hire more people.
High Demand for Performance
Unrealistic expectations, especially in the time of corporate reorganizations, which,
sometimes, puts unhealthy and unreasonable pressures on the employee, can be a tremendous
source of stress and suffering. Increased workload, extremely long work hours and intense
pressure to perform at peak levels all the time for the same pay, can actually leave an
employees physically and emotionally drained. Excessive travel and too much time away
from family also contribute to an employee`s stressors.
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Career and Role ambiguity
If people are uncertain about their jobs and careers, there is a feeling of helplessness and of
being out of control. In addition to the trusted job descriptions and annual personnel reviews,
people need to understand a broad range of issues that affect the company. Role ambiguity is
created when role expectations are not clearly understood.
Technology
The expansion of technologycomputers, pagers, cell phones, fax machines and the Internet
has resulted in heightened expectations for productivity, speed and efficiency, increasing
pressure on the individual worker to constantly operate at peak performance levels. Workers
working with heavy machinery are under constant stress to remain alert. In this case both the
worker and their family members live under constant mental stress. There is also the constant
pressure to keep up with technological breakthroughs and improvisations, forcing employees
to learn new software all the times.
Workplace Culture
Adjusting to the workplace culture, whether in a new company or not, can be intensely
stressful. Making a person adapt to the various aspects of workplace culture such as
communication patterns, hierarchy, dress code if any, workspace and most importantly
working and behavioral patterns of the boss as well as the co-workers, can be a lesson of life.
Maladjustment to workplace cultures may lead to subtle conflicts with colleagues or even
with superiors. In many cases office politics or gossips can be major stress inducers.
Personal or Family Problems
Employees going through personal or family problems tend to carry their worries and
anxieties to the workplace. When one is in a depressed mood, his unfocused attention or lack
of motivation affects his ability to carry out job responsibilities.
Job (role) Stress and Gender
Women may suffer from mental and physical harassment at workplaces, apart from the
common job stress. Sexual harassment in workplace has been a major source of worry for
women, since long. Women may suffer from tremendous stress such as `hostile work
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environment harassment`, which is defined in legal terms as `offensive or intimidating
behavior in the workplace`. This can consist of unwelcome verbal or physical conduct. These
can be a constant source of tension for women in job sectors. Also, subtle discriminations at
workplaces, family pressure and societal demands add to these stress factors.
1.3 Stress Related Hazards
Job Content
Monotonous, under-stimulating, mea n Lack of variety Unpleasant tasks
Workload and Work pace
Having too much or too little to do Working under time pressures
Working Hours
Strict and inflexible working schedulesLong and unsocial hoursUnpredictable working hoursBadly designed shift systems
Participation and Control
Lack of participation in decision making
Lack of control (for example, over work methods, work pace, working hours and thework environment)
Home-Work Interface
Conflicting demands of work and home Lack of support for domestic problems at work
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Lack of support for work problems at homeInterpersonal Relationships
Inadequate, inconsiderate or unsupportive supervision Poor relationships with co-workers Bullying, harassment and violence Isolated or solitary work No agreed procedures for dealing with problems or complaints
Organizational Culture
Poor communication Poor leadership Lack of clarity about organizational objectives and structure
[Source: Protecting Workers' Health Series No 3 WHO Publications]
1.4 Burnout
When under severe stress, an individual fails to take clear-cut decisions, reevaluate and
reassess the priorities and lifestyles, and ultimately, tend to fall into unproductive
distractions. This can be described as a classic case of `burnout`. The `burnouts` often engage
in reckless or risk-taking behaviors. Chronic Responsibility Syndrome is a kind of burnout
where people get mentally and physically exhausted from their workload. The symptom is
often described as "there`s simply too much work to do, and no one else can do it but me".
Typically it will occur in hard working, hard driven people, who become emotionally,
psychologically or physically exhausted. Often burnout will manifest itself in a reduction in
motivation, volume and quality of performance, or in dissatisfaction with or departure from
the activity altogether.
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1.5 Dimensions
In the extensive research study done by Udai Pareek, who is considered to be the Father of
Human Resource Development, he has found ten dimensions of Organizational Role stress.
This includes Inter role distance, role stagnation, role expectation conflict, role erosion, role
overload, role isolation, personal inadequacy, self role distance, role ambiguity, resource
inadequacy. These dimensions and the questionnaire on these dimensions developed by Udai
Pareek has been widely used by many researchers on Organizational Role Stress
Professor Udai Pareek, the distinguished and immensely productive Indian social
psychologist, has designed two interesting psychological tests in the important and timely
area of role stress analysis. The first of these, the Role Pics test, is designed to measure
individuals' strategies for coping with various kinds of role stress. The test itself is, with
proper credits, modeled on Rosenzweig's Picture Frustration test. Twenty-four pictures
illustrate 8 different role stress situations such as role overload, role conflict and role
ambiguity in both work and family settings. The test-takers projective responses are coded in
terms of internality-externality and mode of coping, e.g., intropunitive, impunitive, etc., in
such a manner that the individual receives a score on each of the 24 situations as well as over-
all "profile" on coping strategy.
The second test and its manual deal with a questionnaire measure designed to assess the kinds
and degree of role stress experienced by the respondent. The ORS (Organizational Role
Stress) Scale contains 5 items for each of 10 different types of role stress situation, e.g., role
overload, self-role distance, resource inadequacy. The test can be used to provide scores for
the individual or organization on the ten types of role stress situations.
The manual for the test (i) discusses the concept of role, (ii) contains an excellent review of
the published literature on stress generally and role stress/conflict in particular, and (iii)
reports the author's and colleagues' research on the instrument.
As with the Role Pics test, no real evidence of validity is presented. Strangely, an item
analysis and a factor analysis are cited as evidence of validity demonstrating some confusion
concerning the concept of validity in the assessment of psychological measures. Some
evidence of construct validity may be inferred from research reported on the associations
between scores on this role stress scale and other social psychological measures; however,
neither the magnitudes of these relations nor the nature of the potential theoretical links are
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spelled out.It is apparent that this test's primary usefulness, like that of the Role Pics test, will
lie
1.6 Stress dimensions taken for the study
Based on the observations at Caplon Pvt. Ltd. the dimensions shown below are considered to
be appropriate and taken up for this correlation study between Role stress and Job
Satisfaction among the various levels of employees in Caplon Pvt. Ltd, Surat.
Role ambiguity: Business Definition
It refers to the lack of clarity on the part of an employee about the expectations regarding the
role which may arise out of lack of information or understanding. Role ambiguity may occur
in newly created posts or in positions that are undergoing change. It may exist in relation to
activities, responsibilities, personal styles and norms and may operate at three stages:
a. When the role sender holds his/her expectations about the role,
b. When he/she sends it, and
c. When the occupants receives those expectations.
Role Ambiguity
Inter-Role
Distance
Role Overload
Role Stagnation
Role Expectation
conflict
Organizational
Role Stress (ORS)
Job satisfaction
Impact on
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Role ambiguity denotes uncertainty about the expectations, behaviors, and consequences
associated with a particular role. Specifically, a person has a need to know others'
expectations of the rights, duties, and responsibilities of the role, the behaviors that will lead
to fulfillment of these expectations, and the likely consequences of these role behaviors. Role
ambiguity results when these three types of information are nonexistent or inadequately
communicated. Organizational factors (e.g., rapidly changing organizational structures, job
feedback systems) and individual factors (e.g., information processing biases) may cause role
ambiguity. Consequences of role ambiguity may include tension, job dissatisfaction, and
turnover. It is useful to distinguish objective role ambiguity from the subjective role
ambiguity experienced by the person in the role. A job description is an example of a formal
organizational mechanism that may alleviate role ambiguity. Kahn et al. (1964) were the first
to extensively develop these elements of role ambiguity within an organizational context.
Inter-role distance
Inter-role distance is a type of work-family conflict in which the role demands stemming
from one domain (work or family) are incompatible with role demands stemming from
another domain (family or work) (Greenhaus & Beutell, 1985; Kahn, Wolfe, Quinn, Snoek,
& Rosenthal, 1964). It is experienced when there is a conflict between organizational and
non-organizational roles. For example: the role of an individual as an executive vs. as a friend
or wife or husband.According to Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964), roles
are the result of expectations of others about appropriate behavior in a particular position.
Role conflict is described as the psychological tension that is aroused by conflicting role
pressures. Role theory suggests that conflict occurs when individuals engage in multiple roles
that are incompatible (Katz & Kahn, 1978).
Role overload
When the role occupant feels that there are too many expectations from the significant roles
in his/her role set, he/she experiences role overload. There are two aspects of this stress:
quantitative and qualitative. The former refers to having too much to do, while the latter
refers to things being too difficult and the accountability in the role.Work overload is rapidlybecoming a serious issue in the United States. The Family and Work Institute found that over
half of the employees in the United States reported feeling overwhelmed by the amount of
work that was expected of them (Web Site 25-Year Trend Data Facts 2008). Robinson and
Griffithss (2005) study also found that work overload is the most frequently cited source of
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job stress. Organizational restructuring, reorganizing, and an increasing emphasis on
productivity improvements have resulted in employees being saddled with increased
responsibilities. In addition, managements focus on profit maximization via cost-cutting
often results in employee layoffs, which lead to overwork for those who remain in the
organization. Finally, advances in communication technology have resulted in information
overload, forcing employees to process more information at an ever-increasing rate. Role
overload is experienced when the employee is expected to do more than the time permits.
Role expectation conflicts
This type of stress is generated by different expectations by different significant persons, i.e.
superiors, subordinates and peers, about the same roles and the role occupants ambivalence
as to whom to please. Role conflict creates expectation that may hard to satisfy
Role stagnation
It is the feeling of being stick in the same role. Such a type of stress results in perception that
there is no opportunity for the furthering or progress of ones career.
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1.7 Effects of Role Stress
Stress affects different people in different ways. The experience of role stress can cause
unusual and dysfunctional behavior at work and contribute to poor physical and mental
health. In extreme cases, long-term stress or traumatic events at work may lead to
psychological problems and be conductive to psychiatric disorders resulting in absence from
work and preventing the worker from being able to work again. When under stress, people
find it difficult to maintain a healthy balance between work and non-work life. At the same
time, they may engage in unhealthy
When affected by work stress people may:
become increasingly distressed and irritable have difficulty thinking logically and making decisions feel tired, depresses and anxious become unable to relax or concentrate have difficulty sleeping experience serious physical problems such as heart disease, disorders of the digestive
system, increases blood pressure, headaches, musculoskeletal disorders (such as low back
pain and upper limb disorders)
Work stress is thought to affect organizations by:
increasing absenteeism decreasing commitment to work
increasing staff turn-over
impairing performance and productivity increasing unsafe working practices and accident rates increasing complaints from clients and customers
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1.8 Job Satisfaction
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal
of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss
(2002) has argued that job satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and
behaviors. This definition suggests that we form attitudes towards our jobs by taking into
account our feelings, our beliefs, and our behaviors.
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School,
sought to find the effects of various conditions (most notably illumination) on workers
productivity. These studies ultimately showed that novel changes in work conditions
temporarily increase productivity (called the Hawthorne Effect).
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation
for job satisfaction theory. This theory explains that people seek to satisfy five specific needs
in life physiological needs, safety needs, social needs, self-esteem needs, and self-
actualization.
1.9 Models of job satisfaction
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesnt value that facet.
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Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of ones job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins have similar
levels of job satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts
to explain satisfaction and motivation in the workplace. This theory states that satisfaction
and dissatisfaction are driven by different factors motivation and hygiene factors,
respectively. An employees motivation to work is continually related to job satisfaction of a
subordinate. Motivation can be seen as an inner force that drives individuals to attain
personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors
are those aspects of the job that make people want to perform, and provide people with
satisfaction, for example achievement in work, recognition, promotion opportunities. These
motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene
factors include aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for outcomes,
and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,absenteeism, work motivation, etc.). The five core job characteristics can be combined to
form a motivating potential score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee's attitudes and behaviors
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1.10 Aspects related to Job Satisfaction
Communication Overload and Communication Under load
One of the most important aspects of an individuals work in a modern organization concerns
the management of communication demands that he or she encounters on the job (Krayer, K.
J., & Westbrook, L.). Demands can be characterized as a communication load, which refers
to the rate and complexity of communication inputs an individual must process in a
particular time frame (Faraca, Monge, & Russel, 1977). Individuals in an organization can
experience communication over-load and communication under- load which can affect their
level of job satisfaction. Communication overload can occur when an individual receives too
many messages in a short period of time which can result in unprocessed information or
when an individual faces more complex messages that are more difficult to process (Farace,
Monge, & Russel, 1997). Due to this process, given an individuals style of work and
motivation to complete a task, when more inputs exist than outputs, the individual perceives a
condition of overload (Krayer, K. J., & Westbrook, L.) This can be positively or negatively
related to job satisfaction. In comparison, communication under load can occur when
messages or inputs are sent below the individuals ability to process them (Farace, Monge, &
Russel, 1997). According to the ideas of communication over-load and under-load, if an
individual does not receive enough input on the job or is unsuccessful in processing these
inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with
their work which leads to a low level of job satisfaction.
Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinates perceive a supervisors behavior can positively
or negatively influence job satisfaction. The manner in which supervisors communicate their
subordinates may be more important than the verbal content. Individuals who dislike and
think negatively about their supervisor are less willing to communicate or have motivation to
work where as individuals who like and think positively of their supervisor are more likely to
communicate and are satisfied with their job and work environment. The relationship of a
subordinate with their supervisor is a very important aspect in the workplace.
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1.11Dimensions of Job SatisfactionThere is some doubt whether job satisfaction consists of a single dimension or a number of
separate ones. Some workers may be satisfied with some aspects of their work and
dissatisfied with others. There does, however, appear to be a positive correlation between
satisfaction levels in different areas of work. This suggests a single overall factor of job
satisfaction. However, it seems there is no one, general, comprehensive theory which
explains job satisfaction.
Today is still considered by a number of critics to be, a complex concept and difficult to
measure objectively. A wide range of variables relating to individual, social, cultural
organizational and environmental factors affect the level of job satisfaction. Specifically:
- Individual Factors include personality, education, intelligence and abilities, age, maritalstatus. Orientation to work.
- Social Factors include relationships with co-workers, group working and norms,
opportunities for interaction, informal organization.
- Cultural Factors include underlying attitudes, beliefs and values.
- Organizational Factors include nature and size, formal structure, personnel policies and
procedures, employee relations, nature of the work, technology and work organization,
supervision and styles of leadership, management systems, and working conditions.
- Environmental Factors include economic, social, technical and governmental influences.
3 Pillars of Job Satisfaction (Alan Skorkin on August 19, 2009)
There are many factors involved when determining job satisfaction, some have more effect,
and some less (most will have a marginal effect). But there are three factors that stand out
above all others. You have all three you are ecstatic, you have none youre miserable. I
call them the three pillars of job satisfaction and they are:
money how much you earn people who you work with type of work the type of work youre doing, i.e. whether or not it is interesting to
you
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Money
This includes how much an employee earn and all the perks and bonuses. This is mostly
determined by how much he or she worth rather than industry averages or some other kind of
metric. If an employee is earning more than he thinks then he will be satisfied and happy and
vice versa. The level of satisfaction with this pillar can alter drastically almost overnight.
People
This is all about the kinds of people you work with. Are you friends with everyone at work,
do you like spending time with your work mates socially as well as professionally? If you do
then youll be satisfied with this one. You dont have to be friends with everyone at your
company, but you do have to like everyone that you closely work with. When you only
marginally like the people you work with (i.e. you dont mind them but wouldnt hang out
with them), this pillar will hover on the verge of satisfaction.Disliking even one of the
people you work with closely, can significantly decrease your level of satisfaction here .
The upside with this one is, the more people you really like, the more resilient you are to not
getting along with someone (i.e. if youre good mates with everyone, you dont really mind
one idiot). As a consequence this pillar is not as susceptible to sudden major shifts like the
Money one is.
Type of Work
This is all about the kind of work you do. It will differ from industry to industry, but in
software development it is all about the kind of technologies youre using, what kind of stuff
youre learning while doing your work and the kind of impact your work has on the rest of
the world. If you work with outdated technology on irrelevant projects and learn nothing new
while doing it you will not be happy when it comes to this pillar. If however you get to learn
a lot from your work and you think that what youre doing is significant in some way (i.e.
there is some bragging power in the work youre doing, like working for a project with name
recognition or working for a good cause) youll be happy. This pillar is usually more proneto slow degradation rather than big shifts. The work you do will usually not change
significantly in a short period of time, so if youre happy to start with youll usually be happy
for a while. However, as you learn all you can from the work that you do (i.e. get across the
entire tech) you level of satisfaction may decrease. It will also decrease slowly as the novelty
of the work wears off and it becomes routine. Note that if you do consulting work you may
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go from wildly happy to wildly unhappy about this one almost overnight by switching
projects/clients.
The dimensions of Job Satisfaction that has been taken for the study are
1. Type of workThis is about the kind of work the employees are doing. The technologies and
learning aspects associated with the work are also considered in type of work. Proper
training facilities must be provided for employees to enhance the understanding of
work type.
2. Co-workersThe kind of people the employee work with also influences the level of job
satisfaction. Relationship with the co-workers can sometimes be the reason of an
employees stress level which will affect the level of job satisfaction.
3. PayPay is the monetary compensation that employees get in return for their service to the
organization. Employees have to be paid fairly to increase the job satisfaction.
Equalization in pay also influences the level of job satisfaction.
4. SupervisorThe leadership style of the supervisor can also affect the stress level of employees at
workplace. The effectiveness of information passed from higher level to the lower
level depends on the skills and ability of the supervisor.
5. PromotionThis is the other aspects that motivate the employees to stay satisfactorily in the
organization. Fairness and equality should be maintained in deciding the promotions.Unfair promotion can increase the stress level of an employee.
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1.12 Role Stress and Job Satisfaction
Role stress has been of central importance to the field of organizational sciences. The belief
that stresses experienced by individuals can affect important organizational outcomes
(Satisfaction and Performance) is shared by numerous researchers. Ivancevich and Matteson
(1980) provided estimates of stress-related costs to the U.S. economy that if reported in
present day dollars would be much over 10% of the GNP. Although most of such costs are
due to the health-related injuries and mental stresses encountered in organizational contexts,
there is considerable loss due to effects of stress on important organizationally valued
outcomes, such as job satisfaction and job performance.
Relationship between Organizational Role Stress and Job Satisfaction
Most of the research on organizational stress has focused on its relationship with jobsatisfaction. Much of this research has been co relational studies that have used role
ambiguity and role conflict to operationalize stress. These studies generally indicate that
job stress and satisfaction are inversely related. In addition to these co relational studies,
more sophisticated techniques, such as Lisrel and path analysis, have been used to examine
the stress-satisfaction relationship. For instance, Kemery, Mossholder, and Bedeian (1987)
employed Lisrel to test three models, (e.g., Beehr & Newman, 1978; Locke, 1976; Schuler,
1982) that postulate causal relationships among role ambiguity, role conflict, and
organizationally valued outcomes such as job satisfaction, physical symptoms, and turnover
intentions. Similar findings of the indirect effect of stress on turnover intentions through job
satisfaction have been reported by Hendtix, Ovalle, and Troxier (1985) and Kemery, Bedian,
Mossholder, and Touliatos (1985). Hendrix and associates used a stress assessment package
developed by them to measure organizational stress, job satisfaction and turnover intentions
of employees working for the Department of Defense (n=341) and a civilian hospital (n=29).
They did not find a direct, significant relationship between organizational stress and turnover
intentions. However, results of a path analysis indicated that job satisfaction was affected by
factors such as involvement in decision making, skill variety, and whether work was subject
to the whims of supervisors. In turn, job satisfaction was strongly linked to the intention to
quit. Kemery and associate (1985) used three samples of accountants, (public n=275,
government n=254, industrial n=459), and a sample of hospital employees (n=66) derived
from Jackson's 1983 study, to replicate the Bedeian and Armenakis (1981) model of the
relationship between role ambiguity and conflict, as well as job tension, satisfaction, and
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intention to leave. Using Lisrel, they found that data from these three samples of accountants
supported the Bedeian and Armenakis model (1). Stress exerted an indirect influence on
turnover intentions through job satisfaction. However, unlike the results of Kemery et al.
(1987) and Hendrix et al. (1985), stress also exerted a direct influence not only on job-related
tension and job satisfaction, but on the propensity to leave the organization. The diversity of
job types, (e.g., university, defense department, hospital employees), as well as the
differences in experienced stress levels and in the measures employed could explain these
conflicting findings.
Link between Job Stress and Job Satisfaction
Several studies have tried to determine the link between stress and job satisfaction. Job
satisfaction and job stress are the two hot focuses in human resource management researches.
According to Stamps & Piedmonte (1986) job satisfaction has been found significant
relationship with job stress. One study of general practitioners in England identified four job
stressors that were predictive of job dissatisfaction (Cooper, et al., 1989). In other study,
Vinokur-Kaplan (1991) stated that organization factors such as workload and working
condition were negatively related with job satisfaction. Fletcher & Payne (1980) identified that
a lack of satisfaction can be a source of stress, while high satisfaction can alleviate the effects
of stress. This study reveals that, both of job stress and job satisfaction were found to be
inter-related. The study of Landsbergis (1988) and Terry et al. (1993) showed that high levels
of work stress are associated with low levels of job satisfaction. Moreover, Cummins (1990)
have emphasized that job stressors are predictive of job dissatisfaction and greater propensity
to leave the organization. Sheena et al. (2005) studied in UK found that there are some
occupations that are reporting worse than average scores on each of the factors such as
physical health, psychological well-being, and job satisfaction. The relationship between
variables can be very important to academician. If a definite link exists between two
variables, it could be possible for a academician to provide intervention in order to increase
the level of one of the variables in hope that the intervention will also improve the othervariable as well (Koslowsky, et al., 1995).
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1.13 Theoretical framework of the Study
Dimensions Organizational
Role Stress
ORS
Role Ambiguity
Inter Role Distance
Role Overload
Role Expectation
Conflict
Role Stagnation
Job
Satisfaction
[Age, Gender, Experience,
Marital Status, Educational
Qualification, Grade]
Impact on
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2.1 Literature Review
1. Title: The Nature of Managerial Work in the Public SectorAuthors: Alan W. Lau, Ar thur R. Newman, Laurie A. Broedl ing
Year of Publishing: 1980
Link/Source:
http:/ / www.jstor.org/ stable/ 3110205 Public Administration Revi ew, Vol.
40, No. 5 (Sep. - Oct., 1980), pp. 513-520
Abstract:
Under the reform Act, the compensation of the executives in Public sector will be
based on the individual and organizational performance and not on the length of
service. Pay for the top level executives will be set at one of six levels, with the
possibility of lump sum bonuses being awarded to some of the executives. The reform
Act abolishes the previous government wide executive performance appraisal system
and charters individual agencies to develop appraisal system that specify performance
requirements and link personal actions more closely to individual performances.
Performance standards are to be based on objective, job-related criteria and systematic
identification of managerial competencies associated with carrying out the tasks and
functions of executive positions. Other provisions of the reform act charge the Office
of Personal Management (OPM), the agency which replaces the Civil Service
commission, with the responsibility of ensuring that federal agencies establish
programs for the training and development of current and prospective Senior
Executive Services candidates. Although there is a large body of literature on what
constitutes management and how to select and develop effective managers and
executives, little can be applied to the current problem. First, much of the
management literature has developed with the private sector manager in mind.
Executive activity has received considerably less systematic attention in the public
sector. Second, much of what has been written on management Fayol first introduced
the notion of POSDCORB (Planning, Organizing, and Staffing etc.) consists of
speculation regarding what managers and their subordinates say they do, could do, or
should do. Relatively little of this information is empirically based on studies of
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managerial job activities. Third, little of the literature pertains specifically to top
executives; either it pertains to middle level or first level supervisors, or it treats
management as function that is the same across all hierarchical levels or functional
areas. Fourth, much of the research has dealt with only one aspect of management,
namely, leadership. There are numerous aspects to management (e,g., decision
making, resource allocation, negotiation) which have received relatively less
attention. Finally, management and leadership theories have traditionally been short-
range and atomistic, focusing on leader group.
2. Title: Reducing Occupational Stress: An Introductory Guide for Managers,Supervisors and Union Members
Authors: Janet Cahill, Ph.D., Department of Psychology, Rowan College of New
Jersey,
Paul A. Landsbergis, Ed.D., M.P.H., Hypertension Center, Cornell University
Medical College
Peter L. Schnall, M.D., M.P.H., Center for Social Epidemiology
Year of Publishing: 1995
Link/Source: Presented at the Work Stress and Health '95 Conference.
September 1995, Washington D.C.
Abstract:
This paper focuses on how role stress can be reduced at workplace through various
measures. It is majorly oriented towards two major goals viz., identifying the major
features of healthy organizational change and developing organizational and
individual change strategies. The examples have also been cited to show how
organizational changes can reduces role stress. Making a real commitment to stress
reduction has been marked as one of the important steps in organizational change that
will help in reducing the stress. In non-unionized workplaces, this commitment should
be made by top management. In unionized workplaces, both top management and
union representatives need to be involved. A healthy organizational change can
include Changes that will increase employees' autonomy or control, Changes that will
increase the skill levels of level of employees, increasing employees sense of control
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and participation in the employees, Changes that will improve physical working
conditions, Changes that provide a reasonable level of job demands. Other than
organizational change, management can offer an occupational stress workshop that
will educate the employees in communicating the stress related issues. This kind of
training can be comfortably done in either a half or full day session. An occupational
stress committee can also be formed to formulate a strategy for improving the work
environment in the organization. Group membership of the committee should include
both labor and management. Some of the other steps that an organization can adopt
for could be increasing the skill workplace etc.
Important Notes:
1. It is assumed that organizational cost can be identified due to high stress levels at
workplace and among employees. And there is always an opportunity to improve the
quality of work in the organization.
2. Increasing Employees' Sense of Control and Participation in the Workplace
3. Increasing the Skill Levels of Employees
4. Increasing Levels of Social Support
5. Changes that Improve Physical Working Conditions
6. Healthy Use of Technology
7. Maintaining Job Demands at Healthy Levels
8. Changes that Provide for Job Security and Career Development
9. Changes that Provide Healthy Work Schedules
10. Strategies to Improve Personal Coping Mechanisms
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3. Title : Personal PsychologyAuthor: Howard J. Baumgartel, JR.
Year of Publishing: 1976
Link/Source:
Copyright of Personnel Psychology is the property of Blackwell Publishing Limited
Abstract:
This article analyses the two different tests developed by Udai Pareek. One is role
pics test and the other is manual test which is done through tested questionnaire.
Important Notes:
1. Professor Udai Pareek has designed two interesting psychological tests in theimportant and timely area of role stress analysis. The first of these, the Role Pics
test, is designed to measure individuals' strategies for coping with various kinds of
role stress.
2. The second test and its manual deal with a questionnaire measure designed toassess the kinds and degree of role stress experienced by the respondent. The ORS
(Organizational Role Stress) Scale contains 5 items for each of 10 different types
of role stress situation, e.g., role overload, self-role distance, resource inadequacy.
The test can be used to provide scores for the individual or organization on the ten
types of role stress situations.
4. Title:A Comparative study of organizational role stress amongst managers ofgovernment, public and private sectors
Authors: Mohan V, Chauhan D. Punjab University, Chandigarh
Year of Publishing: 1999
Link/Source: Journal of the Indian Academy of Applied Psychology. 1999 Jan-Jul;
25(1-2): 45-50
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Abstract:
Optimum stress is essential for performing well in one's job. It acts as a drive and can
be called Eustress. But once stress exceeds a certain limit it can cause burnout and
detrimentally affect work performance. The present study was conducted on 174
middle level managers from Government (50), Public (76) and Private (48) sectors.
There were 137 males and 37 females. Overall, the latter were very less in number.
These managers were administered Organizational Role Stress (ORS) Scale by Udai
Pareek. A t-test was done to find sex differences, if any, on the 10 subscales of ORS
and the total score. None of the t-ratios were significant, as such the data was pooled.
Simple ANOVA were done for all the 10 subscales and total ORS scores to test the
differences amongst the three sectors. The results showed that there were only two
significant F-ratios-for Role Erosion and Self-Role Conflict. The managers of Public
Sector experienced the maximum Role Erosion and Self Role Conflict, followed by
Government and the private sector. The private sector seems to have a better work
climate which is giving enough forward orientation in one's job role and also less
amount of intra-personal conflictual situations. This can have implications for
improvement of work climate in Government and Public Sector.
Important Notes:
1.
Both role conflict and ambiguity have been linked to negative outcomes inoccupational settings, such as increases in perceived job tension, higher job
dissatisfaction, greater propensity to leave the firm, and lower performance
(Fisher and Gitelson 1983; Jackson and Schuler 1985; Van Sell et al. 1981).
2. A study by Rebele and Michaels (1990) confirmed that both role conflict andambiguity were negatively related to job satisfaction. Like Senatra (1980), the
researchers also found role conflict: to be positively associated with job-related
tension. Rebele and Michaels (1990) were the first researchers to also consider the
consequences of role stress on auditor performance. While they found that role
ambiguity adversely affected job performance, no association was found between
role conflict and self-rated job performance.
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5. Title: Role Stress, the Type A Behavior Pattern, and External Auditor JobSatisfaction and Performance.
Authors:Fisher, Richard T.
Year of Publishing: 2001
Link/Source: Behavioral Research in Accounting; 2001, Vol. 13
Abstract:
This study examines the relationship between elements of role stress and two
important external auditor job outcome variables: jobsatisfaction and performance.
The study extends prior research by examining the moderating influence of the Type
A behavior pattern on these relationships. The need to re-examine the linkages
between the elements of role stress and both job satisfaction and job performance
using theoretically based moderators, such as the Type A behavior pattern, has been
highlighted in the role-stress literature. Analysis of survey data confirmed that both
role conflict and role ambiguity are significantly negatively associated with auditor
job performance and jobsatisfaction. However, the expected moderating role of the
Type A behavior pattern on the relationships between the components ofrolestress
and job satisfaction and auditor job performance was not found. Interestingly,
however, a direct positive relationship between the Type A behavior pattern and both
job outcome variables was apparent. The latter result suggests that, among audit
professionals, Type A individuals tend to outperform and be more satisfied with their
employment than Type Bs.
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6. Title: Interrelationships of Role Conflict, Role Ambiguity and Work-Familyconflict with different facets of Job Satisfaction and the moderating effects of
Gender
Authors: Boles, James S. Wood, John Andy Johnson, Julie
Year of Publishing: 2003
Link/Source:Journal of Personal Selling & Sales Management; Spring2003, Vol. 23
Issue 2
Abstract:
The effects of role conflict, role ambiguity, and work-family conflict on overall
salesperson job satisfaction have been examined in previous studies across work
settings. Less attention has been given to the interrelationships between role conflict,
role ambiguity, and work-family conflict with various facets ofjobsatisfaction. The
moderating role of gender has also received relatively little attention in the sales force
management literature than it may warrant. In a study of 129 business-to-business
salespeople, it was found that the relationships of work-related rolestress and work-
family conflict were different for the various facets ofjobsatisfaction. Further, there
were significant differences among these relationships between male and female
salespeople. Sales management implications of these findings are presented and topics
for future research are identified.
Important Notes:
1. Role stress, as originally theorized by Katz and Kahn (1966), results from anemployee's role conflict and role ambiguity.
2. There is evidence that stress arising from trying to simultaneously resolve theconflicts between the duties of all of these roles can affect an employee's job
satisfaction (e.g., Higgins and Duxbury 1992; Kossek and Ozeki 1998). Further,
the ambiguity that arises from being uncertain as to how much latitude in behavior
a salesperson has in resolving these conflicts can also reduce job satisfaction
(Behrman and Perreault 1984; Fisher and Gitelson 1983).
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3. The various facets of Job Satisfaction are type of work, co-workers, pay,promotion, policy, customers.
7. Title:Occupational Stress and Job Satisfaction Among ManagersAuthors: K. Chandraiah, S.C. Agarwal, P. Marimuthu, N. Manoharan
Year of Publishing: 2003
Link/Source: Indian Journal of Occupational and Environmental Medicine VOL. 7,
NO. 2, May-August 2003
Abstract:
Age can be explained in the terms, that the individuals matured personality
disposition related to the attainment of developmental tasks specific to each
developmental tasks specific to each developmental phase and its influence on
individuals perception of the situations as stressful or otherwise. The present study
was planned to investigate the effect of Age on Occupational stress and job
satisfaction among managers of different age groups. A sample of 105 industrial
managers working in different large-scale organizations was selected randomly for the
present study. The Occupational Stress Index (OSI) developed by Srivastava and
Singh (1983) and Job Descriptive Index (JDI) by Smith Kendal (1963) were used to
assess the level of job stress and job satisfaction of the sample. The findings of the
study reveals higher levels of job stress and less job satisfaction among managers of
25-35 years age than their counterparts in the middle age (36-45 years) and the old
age groups(46-55years). The study also found that the age found to be negatively
correlated with occupational stress and positively with job satisfaction
Important Notes:
1. Extreme stress is so aversive to employees that they will try to avoid it bywithdrawing either psychologically (through disinterest or lack of involvement in
the job etc.) Physically (frequent late coming, absenteeism, lethargy etc.) or by
leaving the job entirely (Beehr and Newman, 1978).
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2. It is reported by many researchers that the low job satisfaction was associated withhigh stress (Hollingworth et al., Abdul Halim, 1981; Keller et al., 1975; Leigh et
al, 1988).
3. Young adults experience of high stress might have resulted in their significantlylow job satisfaction of similarly low occupational stress experienced by late
middle aged might be related to their relatively higher job satisfaction scores than
the younger group.
8. Authors: Stavroula Leka BA Msc Phd, Prof. Amanda GriffithsYear of Publishing: 2004
Link/Source: Protecting Workers' Health Series No 3 WHO Publications
Abstract:
Work stress is thought to affect individuals psychological and physical health, as
well as organizations effectiveness, in an adverse manner. This booklet provides
practical advice on how to deal with work stress. It is intended that employers,
managers and trade union representatives use this booklet as part of an initiative to
educate on the management of work stress. Discussed are the nature of stress at work,
the causes and effects of stress, as well as prevention strategies and risk assessment
and management methods. Also discussed are the role of the organizational culture in
this process and the resources to be drawn upon for managing work stress. The advice
should be interpreted in the light of the particular problems faced by different groups
of workers and what is reasonably practicable by way of solutions for each individual
employer. Lists of common causes and effects of stress are included for illustrative
purposes. References and suggestions for further reading are listed in Chapter
12.WHO offers special acknowledgement to the authors of the document and to the
reviewers who provided assistance in finalizing the brochure.
Important Notes:
1. Workers who are stressed are also more likely to be unhealthy, poorly motivated,less productive and less safe at work. Their organizations are less likely to be
successful in a competitive market.
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2. Causes of Work Stress:Job Content
Monotonous, under-stimulating, mea n
Lack of variety
Unpleasant tasks
Workload and Work pace
Having too much or too little to do
Working under time pressures
Working Hours
Strict and inflexible working schedules
Long and unsocial hours
Unpredictable working hours
Badly designed shift systems
3. Effects of Work Stress: become increasingly distressed and irritable, becomeunable to relax or concentrate, have difficulty thinking logically and making
decisions, feel tired, depressed, anxious.
9. Title: A Study of Job Stress on Job Satisfaction among University Staff inMalaysia: Empirical Study
Authors:Nilufar Ahsan, Zaini Abdullah, David Yong Gun Fie, Syed Shah Alam
Year of Publishing: 2009
Link/Source:European Journal of Social Sciences Volume 8, Number 1 (2009)
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Abstract:
This article investigates the relationship between job stress and job satisfaction. The
determinants of job stress that have been examined under this study include,
management role, relationship with others, workload pressure, homework interface,
role ambiguity, and performance pressure. The sample consists of a public university
academician from Klang Valley area in Malaysia. The results show there is a
significant relationship between four of the constructs tested. The results also show
that there is significant negative relationship between job stress and job satisfaction.
10.Title: The effect of Self-efficacy on Sales Person Work Over Load and PaySatisfaction
Authors: Jay Prakash Mulki, Felicia G. Lassk, and Fernando Jaramillo
Year of Publishing: 2008
Link/Source:Journal of Personal Selling & Sales Management, vol. XXVIII, no. 3
(summer 2008)
Abstract:
As the lines blur between when work ends and home life begins, employees, working
longer hours and multitasking, increasingly report feeling overwhelmed by their work.
This research note investigates the effect of work overload and self-efficacy on
important job outcomescapability rewards and pay satisfaction. Utilizing social
cognitive theory, the job demands control model, and the psychological contract
notion, this paper provides evidence that role stress and work overload mediate the
effect of self-efficacy on capability rewards and pay satisfaction. An empirical study
is presented that includes 138 responses from boat and marine products salespeople.
Study results and future research are discussed.
Important Notes:
1. A fundamental premise of occupational stress models is that elements of theobjective work environment are evaluated by employees through an appraisal
process, which then results in a physiological, psychological, or behavioral
response (Jex 1998). As Cox (1978) asserts, job strain does not necessarily result
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from the source of the pressure but rather from the employees perception of the
pressure. Thus, it is generally recognized that there is a significant variance in the
degree to which salespeople perceive job conditions as stressful (Boles, Johnston,
and Hair 1997; Srivastava and Sager 1999). This suggests that the same event
(e.g., amount of work) may be perceived as highly stressful by some and not
stressful by others.
2. There are individual factors that may explain the way salespeople perceive andrespond to their job roles and workloads. This research note suggests that one such
factor is self-efficacy. For instance, two salespeople might receive an identical
request from management.
3. Sales research views self-efficacy as a critical variable that can influencesalespeoples perceptions and responses to challenges and negative situations in
the job (Dixon and Schertzer 2005).
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2.2 Research Methodology
2.2.1 Hypothesis
Statement 1: There is a negative correlation between Organizational Role Stress and Job
Satisfaction
2.2.2 Statement of the Problem
Due to the competitive nature of the job environment most of the people are spending their
time for job related work purposes resulting ignore the stressor those are influencing their
work and life. Usually people are more worry about their outcome of their work that can even
affect the way they treat other people and how they communicate with their peers.
The study focuses on analyzing the various Stress dimensions and its impact on Job
Satisfaction among the employees of Caplon Pvt. Ltd.
2.2.3 Scope of the Study
The present study is undertaken to analyze the various dimensions of Organizational Role
Stress (ORS) like role stagnation, role overload, inter role distance, role ambiguity and role
expectation conflict and its correlation with that of the job satisfaction among the employees
of Caplon Pvt. Ltd. Organization in turn can use the study to evaluate and design its HR
functions to control the stress level of employees and there by attain high level of job
satisfaction. This will enhance the organizational capability to maintain satisfied employees
and provide strategy to improve the satisfaction level of existing employees.
2.2.4 Type of Research
Descriptive Research
Descriptive research or statistical research provides data about the population or
universe being studied. Descriptive studies are well structured, tend to be rigid in its
approach which cannot be changed every now & then. Therefore researcher should give
sufficient thought to framing of research questions and deciding the type of data to be
collected and the procedure to be used for this purpose. Therefore, descriptive research is
used when the objective is to provide a systematic description that is as factual and as
accurate as possible.
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2.2.5 Sampling
Sample Size:
Sample size taken for the study is 244. It includes technical and non-technical employees.
Total there are more than 280 employees in company but due to the busy schedule of
employees some of the questionnaires were not been filled and we were able to collect 244
questionnaire.
Sampling Method:
Simple Random Sampling has been adopted
To represent the population, samples have been taken from Various departments of company.
2.2.6 Sources of Data:
The data collected for this study comprises of primary and secondary data.
Primary data has been collected by distributing the structured questionnaire on five
dimensions of Organizational Role stress and Job Satisfaction to the sampling units.
Secondary data has been collected through various journals, articles and books on
Organizational Role Stress and its Dimensions. Companys website has been used to study
about the company and to get other information.
2.2.7 Objectives of the study
Stress is one of the most important factors that influence the efficiency of individualand
satisfaction in modern day occupationalsettings. The objective of the study is
To find out the different factors (Stressors) which leads to role stress among thevarious level of employees in Caplon Pvt Ltd., Surat.
To identify the correlation between each identified factors of Role Stress with respectto Job Satisfaction.
To study the impact of different demographic factors of employees and their impacton Stress and job satisfaction.
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2.2.8 Techniques and tools used for interpretation
The tools that have been adopted and used for the study are ORS Scale Dimensions. Based on
the observation made at Caplon Pvt. Ltd., questionnaire was prepared on the following five
dimensions like Role stagnation (RS), Role Expectation Conflict (REC), Role Overload
(RO), Role Ambiguity (RA), Inter Role Distance (IRD) and been distributed to the samples.
Other than ORS dimensions, questionnaire on the dimensions of Job Satisfaction (JS) like
type of work, co-workers, pay, supervisor and promotion were also distributed.
The techniques used for analysis and interpretation of the collected data are:
1. ANOVA2. Correlation
2.2.9 Limitations of the study
Due to hesitation of the respondent to reveal the information, data may not representtrue representation of the population.
Due to the busy schedule of the respondent it was not possible to get true picture ofthe respondents behavior.
The response of employee may be biased as they may get affected by response givenby their colleague.
The research was conducted within a limited duration.
4. ANALYSIS
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1. I am afraid I am not learning enough in my present role for taking up higher responsibility.
Interpretation:
From the above table we can see that the 4 employees are strongly agree, 4 are somewhat
agree, 14 are moderately agree, 68 are somewhat disagree and 154 are strongly disagree. On thebasis of this we can say that most of the employees are learning enough in their role for taking up
higher responsibil ity.
2. I am not able to satisfy the conflicting demands of various people above me.
Interpretation:
From the above table we can see that no employees strongly agree, 4 employees are
somewhat agree, 18 employees are moderately agree, 68 are somewhat disagree and 154 are
strongly disagree. On the basis of this we can say that most of the employees satisfy the conflicting
demands of various people above them.
3. My role tends to interfere with my family life.
4 414
68
154
0
20
40
60
80
100
120
140
160
180
Strongly Agree Somewhat Agree Moderately Agree SomewhatDisagree
Strongly Disagree
0 418
68
154
0
20
40
60
80
100
120
140
160
180
Strongly Agree Somewhat Agree Moderately Agree SomewhatDisagree
Strongly Disagree
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Interpretation:
From the above table we can see that the no employees are strongly agree, no employeesare somewhat agree, 14 are moderately agree, 64 are somewhat disagree and 166 are strongly
disagree. On the basis of this we can say that most of the employees have no role interference with
their life.
4. My workload is too heavy.
Interpretation:
From the above table we can see that the 4 employees are strongly agree, 2 are somewhat
agree, 26 are moderately agree, 68 are somewhat disagree and 144 are strongly disagree. On the
basis of this we can say that most of the employees have feeling of no workload.
0 014
64
166
0
20
40
60
80
100
120
140
160
180
Strongly Agree Somewhat Agree Moderately Agree SomewhatDisagree
Strongly Disagree
4 2
26
68
144
0
20
40
60
80
100
120
140
160
Strongly Agree Somewhat Agree Moderately Agree SomewhatDisagree
Strongly Disagree
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5. I am not clear on the scope and responsibilities of my role (job).
Interpretation:
From the above table we can see that the no employees are strongly agree, 4 are somewhat
agree, 18 are moderately agree, 82 are somewhat disagree and 140 are strongly disagree. On the
basis of this we can say that most of the employees are clear on the scope and responsibilities of
their role (job).
6. I am not quite interested in the work I am doing.
0 418
82
140
0
20
40
60
80
100
120
140
160
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
06 6
82
150
0
2040
60
80
100
120
140
160
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
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Interpretation:
From the above table we can see that the no employees are strongly agree, 6 are somewhat
agree, 6 are moderately agree, 82 are somewhat disagree and 150 are strongly disagree. On the
basis of this we can say that most of the employees are interested in the work they are doing.
7. I am not able to perform in my present responsibility to be able to prepare myself fortaking up higher responsibilities.
Interpretation:
From the above table we can see that the 2 employees are strongly agree, 6 are somewhat
agree, 74 are moderately agree, 84 are somewhat disagree and 78 are strongly disagree. On the
basis of this we can say that most of the employees able to perform in their present responsibility to
be prepare themselves for taking up higher responsibilities.
8. I am not able to satisfy the conflicting demands of my peers and juniors.
26
74
8478
0
10
20
30
4050
60
70
80
90
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
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Interpretation:
From the above table we can see that the no employees are strongly agree, 6 are somewhatagree, 42 are moderately agree, 84 are somewhat disagree and 112 are strongly disagree. On the
basis of this we can say that most of the employees able to satisfy the conflicting demands of their
peers and juniors.
9. I have various other interests (social, religious) which remain neglected because I do notget time to attend these.
Interpretation:
From the above table we can see that the 4 employees are strongly agree, 6 are somewhat
agree, 16 are moderately agree, 90 are somewhat disagree and 128 are strongly disagree. On the
basis of this we can say that most of the employees have various other interests (social, religious)
which do not neglected because they get time to attend those.
06
42
84
112
0
20
40
60
80
100
120
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
4 616
90
128
0
20
40
60
80
100
120
140
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
42/77
10.The amount of work I have to do interfere with the quality I want to maintain.
Interpretation:
From the above table we can see that the 40 employees are strongly agree, 38 are
somewhat agree, 86 are moderately agree, 30 are somewhat disagree and 50 are strongly disagree.
On the basis of this we can say that most of the employees have the amount of work they have to do
quietly interfere with the quality they want to maintain.
11.I do not know what people with whom I work, expect of me.
40 38
86
30
50
0
10
20
30
40
50
6070
8090
100
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
8 414
66
152
0
20
40
60
80
100
120
140
160
Strongly Agree Somewhat Agree Moderately
Agree
Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
43/77
Interpretation:
From the above table we can see that the 8 employees are strongly agree, 4 are somewhat
agree, 14 are moderately agree, 66 are somewhat disagree and 152 are strongly disagree. On the
basis of this we can say that most of the employees know what people with whom they work, expectfrom them.
12.My co-workers do not share and exchange information and ideas freely.
Interpretation:
From the above table we can see that the 6 employees are strongly agree, 2 are somewhat
agree, 10 are moderately agree, 78 are somewhat disagree and 148 are strongly disagree. On the
basis of this we can say that most of the employees feel that their co-workers share and exchange
information and ideas freely.
13.I do not have time and opportunities to prepare myself for the future challenges of myrole.
6 210
78
148
0
20
40
60
80
100
120
140
160
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
44/77
Interpretation:
From the above table we can see that the no employees are strongly agree, 2 are somewhat
agree, 34 are moderately agree, 118 are somewhat disagree and 90 are strongly disagree. On the
basis of this we can say that most of the employees have time and opportunities to prepare
themselves for the future challenges of their role.
14.I am not able to satisfy the demands of clients and others, since these are conflicting withone another.
Interpretation:
From the above table we can see that the no employees are strongly agree, 6 are somewhat
agree, 40 are moderately agree, 110 are somewhat disagree and 88 are strongly disagree. On the
basis of this we can say that most of the employees able to satisfy the demands of clients and
others, since those are conflicting with one another.
0 2
34
118
90
0
20
40
60
80
100
120
140
Strongly Agree Somewhat Agree Moderately Agree SomewhatDisagree
Strongly Disagree
06
40
110
88
0
20
40
60
80
100
120
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
45/77
15.My role does not allow me to have enough time for my family.
Interpretation:
From the above table we can see that the no employees are strongly agree, 8 are somewhat
agree, 10 are moderately agree, 70 are somewhat disagree and 156 are strongly disagree. On the
basis of this we can say that most of the employees feel that their role allow them to have enough
time for their family.
16.I have been given too much responsibility.
Interpretation:
08 10
70
156
0
20
40
60
80
100
120
140
160
180
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
2 2
24
60
156
020
40
60
80
100
120
140
160
180
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
46/77
From the above table we can see that the 2 employees are strongly agree, 2 are somewhat
agree, 24 are moderately agree, 60 are somewhat disagree and 156 are strongly disagree. On the
basis of this we can say that most of the employees feel that they have been given sufficient
responsibilities as per their role.
17.Several aspects of my role are vague and unclear.
Interpretation:
From the above table we can see that the no employees are strongly agree, no employees
are somewhat agree, 34 are moderately agree, 88 are somewhat disagree and 122 are strongly
disagree. On the basis of this we can say that most of the employees feel that all the aspects of their
role are not vague and clear.
18.I do not receive appropriate Praise and Recognition for my contributions in thisorganization.
0 0
34
88
122
0
20
40
60
80
100
120
140
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
47/77
Interpretation:
From the above table we can see that the 8 employees are strongly agree, 14 are somewhatagree, 18 are moderately agree, 114 are somewhat disagree and 90 are strongly disagree. On the
basis of this we can say that most of the employees receive appropriate Praise and Recognition for
their contributions in the organization.
19.There is very little scope for personal growth in my role.
Interpretation:
From the above table we can see that the no employees are strongly agree, 18 are
somewhat agree, 36 are moderately agree, 92 are somewhat disagree and 98 are strongly disagree.
814 18
114
90
0
20
40
60
80
100
120
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
0
18
36
9298
0
20
40
60
80
100
120
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
48/77
On the basis of this we can say that most of the employees feel that there is a wide scope for
personal growth in their role.
20.The expectations of my seniors conflict with those of my juniors.
Interpretation:
From the above table we can see that the no employees are strongly agree, 2 are somewhat
agree, 26 are moderately agree, 130 are somewhat disagree and 106 are strongly disagree. On the
basis of this we can say that most of the employees feel that the expectations of their seniors do not
conflict with those of their juniors.
21.My organizational responsibilities interfere with my extra organizational roles.
0 2
26
130
106
0
20
40
60
80
100
120
140
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
49/77
Interpretation:
From the above table we can see that the no employees are strongly agree, 6 are somewhat
agree, 22 are moderately agree, 98 are somewhat disagree and 118 are strongly disagree. On the
basis of this we can say that most of the employees feel that their organizational responsibilit ies do
not interfere with their extra organizational roles.
22.There is a need to reduce some parts of my role.
Interpretation:
From the above table we can see that the 2 employees are strongly agree, 6 are somewhat
agree, 40 are moderately agree, 84 are somewhat disagree and 112 are strongly disagree. On the
06
22
98
118
0
20
4060
80
100
120
140
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
2 6
40
84
112
0
20
40
60
80
100
120
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
50/77
basis of this we can say that most of the employees feel that there is no need to reduce some parts
of their role.
23.My role has not been defined clearly and in detail.
Interpretation:
From the above table we can see that the no employees are strongly agree, no employees
are somewhat agree, 24 are moderately agree, 76 are somewhat disagree and 144 are strongly
disagree. On the basis of this we can say that most of the employees feel that their role has been
defined clearly and in detail.
24.I cannot speak freely to my Supervisor/ Team Leader on work related and non-workrelated topics.
0 0
24
76
144
0
20
40
60
80
100
120
140
160
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
6 4
20
76
138
0
20
40
60
80
100
120
140
160
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
51/77
Interpretation:
From the above table we can see that the 6 employees are strongly agree, 4 are somewhat
agree, 20 are moderately agree, 76 are somewhat disagree and 138 are strongly disagree. On the
basis of this we can say that most of the employees feel that they can speak freely to theirSupervisor/ Team Leader on work related and non-work related topics.
25.I feel stagnant in my role.
Interpretation:
From the above table we can see that the 4 employees are strongly agree, 22 are somewhat
agree, 78 are moderately agree, 70 are somewhat disagree and 70 are strongly disagree. On the
basis of this we can say that most of the employees feel that they quietly stick on their role.
26.I am bothered with the contradictory expectations different people have from my role.
4
22
7870 70
0
10
20
30
40
50
60
70
80
90
Strongly Agree Somewhat Agree Moderately Agree SomewhatDisagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
52/77
Interpretation:
From the above table we can see that the no employees are strongly agree, 4 are somewhatagree, 38 are moderately agree, 72 are somewhat disagree and 130 are strongly disagree. On the
basis of this we can say that most of the employees are not bothered with the contradictory
expectations different people have from their role.
27.My family and friends complain that I do not spend time with them due to the heavydemands of my work role.
Interpretation:
From the above table we can see that the 2 employees are strongly agree, 4 are somewhat
agree, 12 are moderately agree, 72 are somewhat disagree and 154 are strongly disagree. On the
basis of this we can say that most of the employees feel that their family and friends do not
complain that they do not spend time with them due to the heavy demands of their work role.
0 4
38
72
130
0
20
40
60
80
100
120
140
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
2 412
72
154
0
20
40
60
80
100
120
140160
180
Strongly Agree Somewhat Agree Moderately Agree Somewhat
Disagree
Strongly Disagree
-
7/31/2019 Stress and Job Satisfaction
53/77
28.I feel overburdened in my role.
Interpretation:
From the above table we can see that the 2 employees are strongly agree, no employees are
somewhat agree, 18 are moderately agree, 52 are somewhat disagree and 172 are strongly disagree.
On the basis of this