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


23/77

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


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.


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


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.


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


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


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


Link/Source:European Journal of Social Sciences Volume 8, Number 1 (2009)


32/77

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


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


33/77

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 Disagree


38/77

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:


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 Disagree

4 2

26

68

144

0

20

40

60

80

100

120

140

160


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


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


Disagree

Strongly Disagree


40/77

Interpretation:



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:



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


Disagree

Strongly Disagree


41/77

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:



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


Disagree

Strongly Disagree

4 616

90

128

0

20

40

60

80

100

120

140


Disagree

Strongly Disagree


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


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


43/77

Interpretation:



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:



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


Disagree

Strongly Disagree


44/77

Interpretation:



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:



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 Disagree

06

40

110

88

0

20

40

60

80

100

120


Disagree

Strongly Disagree


45/77

15.My role does not allow me to have enough time for my family.

Interpretation:



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


Disagree

Strongly Disagree

2 2

24

60

156

020

40

60

80

100

120

140

160

180


Disagree

Strongly Disagree


46/77



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


Disagree

Strongly Disagree


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


814 18

114

90

0

20

40

60

80

100

120


Disagree

Strongly Disagree

0

18

36

9298

0

20

40

60

80

100

120


Disagree

Strongly Disagree


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:



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


Disagree

Strongly Disagree


49/77

Interpretation:



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:



06

22

98

118

0

20

4060

80

100

120

140


Disagree

Strongly Disagree

2 6

40

84

112

0

20

40

60

80

100

120


Disagree

Strongly Disagree


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


Disagree

Strongly Disagree

6 4

20

76

138

0

20

40

60

80

100

120

140

160


Disagree

Strongly Disagree


51/77

Interpretation:



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:



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 Disagree


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:



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


Disagree

Strongly Disagree

2 412

72

154

0

20

40

60

80

100

120

140160

180


Disagree

Strongly Disagree


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


On the basis of this

Stress and Job Satisfaction

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