Role of Politics, Ethical Leadership and

Perceived Organizational Support on Job

Stress

Presented By
Group 3
A1 Section

Abhishek Shrivastava 09FN-002

Akash Kartikey 09FN-004
Amit Pathak 09FN-009
Ashanka Chakraborty 09FN-019
Avneet Singh 09FN-022

Under the guidance of our respected Professor

Dr. R.K. Agrawal
 CONTENTS
CHAPTERS Page No.
1. Block Diagram 3
2. Executive Summary 4
3. Introduction: Background of the Study 5
3.1 Objective of the Study 5
3.2 Scope of the Study 6
3.3 Methodology 6
3.4 Existing Systems 7
4. Brief Profile and History of the Industry 8
4.1 Overview 8
4.2 Structure 8
4.3 Opportunities 8
4.4 Future 9
4.5 Organization under Study 9
5. Data Analysis 11
5.1 Overall Regression Result 12
5.2 Overall Correlation Result 13
5.3 Regression Analysis for Male Employees 14
5.4 Correlation Analysis for Male Employees 15
5.5 Regression Analysis for Female Employees 16
5.6 Correlation Analysis for Female Employees 17
5.7 Interpretation 18
6. Recommendations 20
R. Sources and References 21
A. Appendix 22

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1. Block Diagram

Dependent Variable

3
2. Executive Summary
Job stress is a chronic disease caused by conditions in the workplace that negatively affect an
individual’s performance and the overall well being of his body and mind. The project studies
the impact of some of the factors which have an impact on an individual that finally leads to job
stress. The factors that have been taken into consideration are as follows:

 Ethical Leadership

 Role of politics

 Perceived Organizational Support (POS)

While ethical leadership talks about the values and ethics a leader, or rather a manager in the
organizational context exhibits, workplace politics deals with the constant struggle for power or
recognition in an organization. Perceived Organizational Support is the degree to which an
employee believes the organization cares about their well-being.
The project uses a survey questionnaire with questions pertaining to each of the variables i.e.
Perceived Organizational Support, Ethical Leadership, Politics in Organization and Job Stress.
Added to the above factors, the project takes into consideration the age, gender and work-
experience of the employees who have undergone the survey. These questions were designed to
know the level of each of the variables given above on a scale of 1 to 5. The values, hence, were
then used to carry regression analysis.
The project has been conducted in the context of the IT industry in India. The IT sector is one of
the leading sectors that report a high level of job stress among its employees. The project aptly
conducts its survey in this industry which has an employee burnout more than any other industry.
In a nutshell, the project aims to study and quantify the impacts of the above mentioned factors
on individuals that might lead to job stress, a serious concern that affects the productivity of
employees and go on to relate itself with job satisfaction.

4
3. Introduction: Background of the Study
Before starting off with the project let us look at a few terms:
Perceived Organizational Support (POS) is the degree to which employees’ believe that their
organization values their contributions and cares about their well-being.

Ethical leadership is leadership that is involved in leading in a manner that respects the rights and
dignity of others. As leaders are by nature in a position of social power, ethical leadership
focuses on how leaders use their social power in the decisions they make, actions they engage in
and ways they influence others.

Leaders who are ethical demonstrate a level of integrity that is important for stimulating a sense
of leader trustworthiness, which is important for followers to accept the vision of the leader.
These are critical and direct components to leading ethically. The character and integrity of the
leader provide the basis for personal characteristics that direct a leader’s ethical beliefs, values,
and decisions. Individual values and beliefs impact the ethical decisions of leaders. In ethical
leadership, it is important for the leader to consider how his or her decisions impact others.

Politics is a means of recognizing and, ultimately, reconciling competing interests within the
organization. Typically, each individual involved in a political process maintains an agenda that
is different from the group's collective agenda, or from any other individual's personal agenda. In
almost every organization, there is going to be some degree of politics. Organizational decision-
making and problem- solving, while seemingly a rational process is also a political process.
Actors who take part in it seek to satisfy not only organizational interests, but also their own
wants and needs; driven by self-interest.

Job 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.

3.1 Objective of the Study

Basically, changes in dependent variables are said to take place because of independent
variables. Thus, the independent variables we chose were:

 POS or Perceived Organizational Support

 Ethical Leadership
 Politics in organization
Job Stress was the dependent variable and Perceived Organizational Support (POS), Ethical
Leadership and Politics in organization were the independent variables taken.

5
Apart from this some background variables were also included in the study like:

 Age
 Gender
 Total experience
 Level of the employee
The objective of this study has been to find out how the independent and dependent variables are
related i.e. how Perceived Organizational Support, Ethical Leadership and Politics in
organization are related to Job Stress.
We feel such a study would improve the knowledge of the organization by monitoring these
variables thereby improving organizational efficiency.

3.2 Scope of the Study

The scope of this study includes not only to what extent the independent variables Perceived
Organizational Support, Ethical Leadership and Politics in organization affects the dependent
variable viz. Job Stress, but also how strongly each independent variable (Perceived
Organizational Support, Ethical Leadership and Politics in organization) is with the dependent
variable (Job Stress).
In addition, the study would also show if each independent variable (Perceived Organizational
Support, Ethical Leadership and Politics in organization) and background variables (Age,
Gender, and Total experience, level of the employee) are correlated with each other.
Theoretically the correlation should be have a definite pattern and hence we will try to analyze
using the statistical techniques

3.3 Methodology
The data has been collected through the use of a survey questionnaire which had certain choices
linked to numerical values and was sent to the employees via email. The sample was taken from
the IT industry in general and no one company in particular. The sum of each of the numerical
values is done for each question of each independent variable (Perceived Organizational Support,
Ethical Leadership and Politics in organization) and also for each question of the dependent
variable (Job Stress). The questionnaire consisted of five sections each consisting standard set of
tested questions. Please refer the appendix for the questions.
We selected a sample size of around 50 employees so as to make the sample more accurate. The
survey will give us the value on a scale of 1 to 5 of the independent and dependent variables. The
response of each employee yielded a set of independent values and dependent values. We have
also included the background variables such as age, gender, work experience etc. These values
are used to carry out regression analysis. Also the correlation among each of the independent

6
variable (Perceived Organizational Support, Ethical Leadership and Politics in organization) and
the dependent variable (Job Stress) is calculated. To understand the relationship better few of the
employees were randomly picked and interviewed. In the interview we asked about the reason
for various ratings given by them.

3.4Existing System

 Presence of Grievances addressable mechanisms in various organizations.

 Frequent employee surveys to measure the various stress related factors in organizations.
 Some organizations under study like Accenture has already implemented methods like
skip level meetings where employees can skip there team leads and managers and discuss
their issues directly with top management.
 Various leadership trainings are conducted in organizations but they are not so frequent.
 Awards and recognition programs in various organizations are also there to motivate high
performers. 

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4. Brief Profile and History of Industry
4.1Overview
Experts have recognized India as the one of the emerging economic superpowers; and rightly so.
In 2006-2007, India’s GDP grew to 9.4% from of 9% during 2005-2006. In this, Information
Technology (IT) has undoubtedly been one of the primary drivers. The Indian IT recorded
revenues of US$ 39.6 billion in fiscal 2006-2007, registering a 31% growth. Additionally,
according to the findings of NASSCOM’s (The National Association of Software Services
Companies) Strategic Review 2008, software and services exports are expected to cross US$ 40
billion, while the domestic market is expected to touch US$ 23 billion in 2008.

Over the years, while successfully sustaining global competition, the industry within itself has
matured in a big way. As a result, India has emerged as one of the fastest growing IT hubs in the
world; its growth being dominated by IT software and services such as Custom Application
Development and Maintenance (CADM), System Integration, IT Consulting, Application
Management, Infrastructure Management Services, Software testing, service-oriented
architecture and Web services. In the process, it has opened up numerous avenues at different
levels for technical as well as non-technical job aspirants.

4.2Structure
NASSCOM estimates the Indian IT industry to be worth approximately US$ 47.8 billion. The
industry can be broadly divided into two markets:Domestic market - The domestic IT market is
broadly divided into the following four segments: IT Services, Software segment which includes
engineering and Research & Development (R&D) services, IT-enabled Services and Business
Process Outsourcing (ITeS-BPO), and Hardware. While IT Services accounted for 34% of the
total revenue generated by the domestic market in fiscal 2006, the Engineering Services, R&D
and Software Products segments together accounted for 10% of the revenue. The ITeS-BPO
segment, on the other hand, contributed 7%. Hardware is the dominant segment with a share of
about 49%.

4.3Opportunities
There is a tremendous demand for trained personnel in IT sector. According to a NASSCOM
report, National Association of Software and Services Companies, 'Strategic Review 2007’ direct
employment is expected to exceed $1.6 million. Essentially, jobs in the Information Technology
sector lie within one of four main career paths. The broad Computer Science Application group
includes systems analysts, computer programmers, computer scientists, software engineers, and
database/network administrators. The remaining positions fall within either the
Management/Supervisory group (e.g., project or technical managers), in Customer Service and
Support (computer support specialists), or in Sales/Relationship Management (sales engineers)/
While the visible faces of the IT sector are the ‘techies’ or programmers, the sales force also
plays a very important part.

8
The IT industry is currently facing a dearth of talent. Engineers are in high demand in the sector
as most of the jobs require extensive mathematical skills as well as logical and analytical
abilities. However, most technical people lack good soft skills, and verbal and written
communication skills. An aspirant in the industry who has a combination of both these sets of
skills can find himself or herself in an advantageous position even at entry level.

4.4Future
The Indian IT sector is expected to grow in a big way in the near future. Today, it already finds
itself in a position where Indian IT companies have already established their superiority in terms
of cost advantage, availability of skilled manpower and the quality of services across the world.
Moreover, they have been continuously enhancing their global service delivery capabilities
through a combination of organic and inorganic growth initiatives. Global giants such as
Microsoft, SAP, Oracle, and Lenovo have already established their captive centers in India.
These companies recognize the advantage India offers, as compared to other competing countries
such as China or South Korea, and also the fact that it is among the fastest growing IT markets in
the Asia-Pacific region. The number of job opportunities in the sector is only expected to grow
further.

4.5 Organizations under study

4.5.1 Accenture Services Pvt Ltd.
Accenture is a global management consulting, technology services and outsourcing company.
Combining unparalleled experience, comprehensive capabilities across all industries and
business functions, and extensive research on the world's most successful companies, Accenture
collaborates with clients to help them become high-performance businesses and governments.
With more than 186,000 people serving clients in over 120 countries, the company generated net
revenues of US$23.39 billion for the fiscal year ended Aug. 31, 2008. Accenture is registered in
Hamilton, Bermuda. It is said to be the largest consulting firm in the world. Accenture is a
Fortune Global 500 itself. Accenture's clients include 94 of the Fortune Global 100 and more
than two-thirds of the Fortune Global 500.

4.5.2 TATA Consultancy Services

Tata Consultancy Services Limited (TCS) is an Indian software services and consulting
company. It is one of the world's largest providers of information technology and business
process outsourcing services. TCS has over 130,000 employees in 50 countries. The company is
listed on the National Stock Exchange and Bombay Stock Exchange in India. TCS is part of one
of Asia's largest conglomerates, the Tata Group, which has interests in areas such as energy,
telecommunications, financial services, manufacturing, chemicals, engineering and materials.

9
4.5.3 MindTree Ltd.
MindTree Limited is global IT Solutions Company specializing in IT Services, Product
Engineering, Infrastructure Management and Technical Support (IMTS), Independent Testing
and Knowledge Services that was started in 1999 by 10 industry professionals who came from
Cambridge Technology Partners, Lucent Technologies and Wipro. Currently co-headquartered in
Warren, New Jersey and Bangalore, India, it has 3 development centers in India and 15 offices
spread across Asia, Europe and the United States. The founding team was led by Ashok Soota,
who was at that time vice chairman and president of Wipro, one of India's largest software
companies. The company has 7,866 employees. MindTree crossed USD 100 million in revenues
in April 2006[1]; the fastest Indian IT company to achieve the target. MindTree is also the
world's youngest company to be assessed at both CMMi and P-CMM.
4.5.4 Robert Bosch India Limited
Robert Bosch Engineering and Business Solutions Limited (RBEI), is a 100% owned subsidiary
of Robert Bosch GmbH, one of the world’s leading global supplier of technology and services,
offering end to end engineering, IT and Business solutions. With over 5500 associates, it is the
largest software development center of Bosch, outside Germany. In India they have their
operations in Bangalore and Coimbatore.

10
5. Data Analysis
The data has been collected for the various independent and dependent variables already stated
above. Then individual mean score for each of the section is calculated. This yielded the
aggregate level of POS, Ethical Leadership, Role of politics and job stress for an individual. This
data along with some of the background variables like age, gender etc were consolidated and
regression analysis was run. The first section in the questionnaire was about the background
variables. The second section was for POS. It consisted of 8 questions out of which 4 were
reverse rated. The third section was about Ethical leadership which had a set of 22 standard
questions. The fourth section was about Role of Politics which had a set of 15 standard
questions. The final section was about job stress which had three standard questions. For
questions please refer to the appendix. The regression analysis and correlation has been run in
three ways. First on is on an overall basis with full sample. The second one was only for male
employees and the third was for female employees.
The regression and correlation outputs are presented below:
We will use the following symbols for various variables:
J for Job Stress
Pos for Perceived Organization Support
E for Ethical leadership
Pol for Role of Politics
A for Age
T for Total Experience in year

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5.1 Overall Regression Result
                   
SUMMARY SUMMARY  
OUTPUT OUTPUT
   
Regression Regression Statistics  
Statistics
Multiple R Multiple R 0.517351  
066
R Square R Square 0.267652  
126
Adjusted R Adjusted R 0.180467  
Square Square 855
Standard Error Standard Error 1.042775  
91
Observations Observations 48  
   
ANOVA ANOVA  
    df SS MS F Significa  
nce F
Regression Regression 5 16.691083 3.338216 3.06995 0.018873  
95 789 8874 177
Residual Residual 42 45.670027 1.087381  
16 599
Total Total 47 62.361111        
11
   
    Coefficie Standard t Stat P-value Lower Upper Lower Upper
nts Error 95% 95% 95.0% 95.0%
Intercept Intercept - 2.9600481 - 0.77873 - 5.13657 - 5.136576
0.837042 29 0.282780 444 6.810661 6172 6.810661 172
727 107 625 625
POS POS - 0.4516058 - 0.85320 - 0.82729 - 0.827298
0.084078 76 0.186177 2098 0.995456 881 0.995456 81
734 237 278 278
Ethical Ethical - 0.2255049 - 0.18169 - 0.14883 - 0.148834
Leadership Leadership 0.306253 8 1.358078 0062 0.761340 4059 0.761340 059
41 254 879 879
Role of Politics Politics 0.591968 0.2742531 2.158474 0.03665 0.038503 1.14543 0.038503 1.145433
4 79 159 3704 084 3716 084 716
Age (Years) Age (Years) 0.164743 0.1220428 1.349883 0.18428 - 0.41103 - 0.411035
511 083 4194 0.081548 5849 0.081548 849
827 827
Total Total - 0.1315959 - 0.10377 - 0.04673 - 0.046736
experience experience 0.218834 17 1.662931 2244 0.484406 636 0.484406 36
(Years) (Years) 949 145 259 259
Table 5.1: Overall Regression Result

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5.2 Overall Correlation Result

  Job Stress POS Ethical Role of Age (Years) Total

Leadership Politics experience
(Years)
Job Stress 1
POS -0.185017365 1
Ethical -0.181354931 0.317904547 1
Leadership
Role of 0.349193382 -0.155416028 0.211621583 1
Politics
Age (Years) -0.261940793 0.182165273 0.139543136 -0.146379865 1
Total -0.321414788 0.18988388 0.149078147 -0.188343719 0.976771737 1
experience
(Years)
Table 5.2: Overall Correlation Result

Correlation value interpretation

 Value between -0.3 to +0.3 implies no correlation or very weak correlation

 A value between 0.3 to 0.7 and -0.3 to -0.7 implies weak degree of correlation
 A value between 0.7 to 1.0 and -0.7 to-1.0 implies strong correlation
 Negative value indicates negative correlation whereas positive value indicates positive
correlation.

Thus the Stress equation obtained using multivariate regression analysis is given as below:

13
However after separating men and women the regression and correlation results are shown
below:

5.3 Regression Analysis for Male Employees:

SUMMARY
OUTPUT(MALES)

Regression Statistics
Multiple R 0.4877695
6
R Square 0.2379191
43
Adjusted R Square 0.1290504
49
Standard Error 1.0979087
48
Observations 41

ANOVA
df SS MS F Significan
ce F
Regression 5 13.1713069 2.6342613 2.185377 0.0780773
3 86 034 28
Residual 35 42.1891266 1.2054036
8 19
Total 40 55.3604336

Coefficien Standard t Stat P-value Lower Upper Lower Upper

ts Error 95% 95% 95.0% 95.0%
Intercept - 3.42666739 - 0.998861 - 6.951579 - 6.9515790
0.0049255 0.0014374 267 6.9614301 03 6.9614301 3
61 2 52 52
POS - 0.50149120 - 0.564267 - 0.726191 - 0.7261914
0.2918898 4 0.5820437 857 1.3099711 419 1.3099711 19
44 95 07 07
Ethical Leadership - 0.27615738 - 0.371073 - 0.310400 - 0.3104000
0.2502292 1 0.9061110 078 0.8108585 04 0.8108585 4
46 18 32 32
Politics 0.5876300 0.32314153 1.8184913 0.077555 - 1.243642 - 1.2436422
8 9 11 236 0.0683821 276 0.0683821 76
15 15
Age (Years) 0.1418155 0.14705624 0.9643628 0.341480 - 0.440355 - 0.4403556
69 12 29 0.1567244 606 0.1567244 06
68 68
Total experience (Years) - 0.15675102 - 0.222773 - 0.123656 - 0.1236566
0.1945648 2 1.2412352 779 0.5127863 604 0.5127863 04
87 02 77 77

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 Table 5.3: Regression Analysis for Male Employees

5.4 Correlation Analysis for Male Employees:

Job Stress POS Ethical Role of Age (Years) Total

Leadership Politics experience
(Years)
Job Stress 1
POS -0.20894111 1
Ethical -0.115413116 0.314410823 1
Leadership
Role of 0.337022286 -0.109809432 0.242787527 1
Politics
Age (Years) -0.283526199 0.172536045 0.171431626 -0.129362523 1
Total -0.323753248 0.17103455 0.139992405 -0.17235428 0.981452537 1
experience
(Years)
Table 5.4: Mail Regression Result

Thus the Stress equation obtained for males using multivariate regression analysis is given as
below:

15
5.5 Regression Analysis for Female Employees

SUMMARY
OUTPUT(FEMALE)

Regression Statistics
Multiple R 0.9962088
49
R Square 0.9924320
71
Adjusted R Square 0.9545924
27
Standard Error 0.2202971
75
Observations 7

ANOVA
  df SS MS F Significan
ce F
Regression 5 6.36416756 1.2728335 26.22730 0.1471271
7 13 965 35
Residual 1 0.04853084 0.0485308
6 46
Total 6 6.41269841      
3

  Coefficien Standard t Stat P-value Lower Upper Lower Upper

ts Error 95% 95% 95.0% 95.0%
Intercept - 3.23029059 - 0.592388 - 38.63825 - 38.63825
2.4064749 4 0.7449716 146 43.451208 865 43.451208 865
85 72 62 62
POS 1.3675368 0.38392069 3.5620295 0.174238 - 6.245711 - 6.245711
85 7 96 81 3.5106380 863 3.5106380 863
92 92
Ethical Leadership - 0.27270614 - 0.186963 - 2.563332 - 2.563332
0.9017279 5 3.3065918 244 4.3667880 199 4.3667880 199
11 29 2 2
Politics 1.1913751 0.27057954 4.4030495 0.142174 - 4.629414 - 4.629414
1 01 333 2.2466639 147 2.2466639 147
27 27
Age (Years) 0.0656654 0.12924217 0.5080805 0.700730 - 1.707843 - 1.707843
39 7 68 681 1.5765121 005 1.5765121 005
27 27
Total experience (Years) - 0.25522428 - 0.984556 - 3.236739 - 3.236739
0.0061925 9 0.0242630 702 3.2491245 555 3.2491245 555
16 36 87 87
Table 5.5: Regression Analysis for Female Employees

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5.6 Correlation Analysis for Female Employees

  Job Stress POS Ethical Role of Age (Years) Total

Leadership Politics experience
(Years)
Job Stress 1
POS -0.094858155 1
Ethical -0.632003283 0.314466467 1
Leadership
Role of 0.516774588 -0.369447894 0.156347151 1
Politics
Age (Years) 0.026855264 0.420410985 -0.104434963 -0.461255168 1
Total -0.491498406 0.670727034 0.423733764 -0.595766005 0.767302461 1
experience
(Years)
Table 5.6: Female Correlation Result

Thus the Stress equation obtained for males using multivariate regression analysis is given as
below:

17
5.7 Interpretation:
 From the overall regression analysis we infer that the job stress is inversely related to the
POS. Hence with increase in POS the stress level is expected to reduce which is in
accordance with the theory. But the calculated correlation between POS and job stress
comes out to be -0.18 which indicates a very weak correlation. The reason could be that
job stress depends on various other variables which have not been considered in our
study.
 Job stress and ethical leadership are inversely related as per our analysis. Here also the
calculated correlation between job stress and ethical leadership comes out to be -0.18
which indicated very weak correlation. The reason could be that job stress depends on
various other variables which have not been considered in our study.
 Job stress and organizational politics are directly related with each other which clearly
support our theory. The calculated correlation comes out to be +0.35 which indicates a
better correlation compared to the other two variables. This implies that organizational
politics is a more crucial factor for determining the job stress in any organization.
 Job stress is inversely related with age of the employees and the total work experience.
The calculated correlation comes out to be around -0.3 and -0.32 respectively which
implies that job stress reduces with age and total work experience. In our sample we have
3 'XERS' and 1 'BOOMER'. Upon interviewing them we came to the conclusion that
Boomer is satisfied with his organization and also since he has grown in the organization,
he has a sense of achievement in his career hence he has less job stress. Also on
interviewing the XERS we found out that they were associated with the same
organization for a long period of their career and hence have a sense of belonging to their
workplace and are loyal. As they have spent substantial amount of time in the
organization, they have a good understanding of the work culture and hence they know
how to manage the work life balance.
 POS and the ethical leadership in an organization go hand in hand. It is clear that if the
leadership is unethical then the employees will perceive that there is less organizational
support. The leaders or the managers are the interface between the employees and the top
management and hence if they are biased then the employee will form a negative
perception about the entire organization.
5.7.1 Comparison between the job stress of male and females:

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  The correlation between the job stress and ethical leadership for females is much stronger
than for males. This implies that females are more affected by the leadership styles than
males. If the leadership is unethical then the job stress will be more for females. The
reason could be that in India, the workplace is mainly dominated by men and if the
leadership is unethical then female employees may perceive it as a case of gender bias
and hence get stressed. Also as per our analysis we have found that for females generally
the leadership is ethical. The reason could be various norms and policies prevalent in the
organizations for protecting women rights.
 Politics increases stress for both men and women, however for women it is more strongly
affecting the job stress. Theoretically the politics should affect the men and women in the
same fashion but due to less sample size in case of women we might be getting inaccurate
results.
 POS and Total Experience are highly correlated and are positive for women as compare
to men. The reason might be women are more loyal to jobs and the turnaround is
comparatively lesser.
According to Herzberg's two factor theory these factors can be termed as hygiene factors because
they do not lead to the satisfaction but can only control the dissatisfaction level. An employee
won’t show less level of job stress until and unless he/she is satisfied. However, the motivators
need to be present to satisfy an employee and hence reduce his job stress. Some of the motivators
are achievement, recognition etc.

19
6. Recommendations
 Organizations should collect information about the stress levels of employees through
frequent surveys and should proactively try to identify and resolve the reasons for stress.

 For improving the ethical leadership in an organization, proper trainings should be

conducted from time to time. 

 Some of the organizations in our study don’t have proper system in place to identify the
concerns of the employees. For example skip level meetings should be conducted
frequently wherein employees can skip their supervisors and discuss about their issues
directly with the top management.

 To reduce the organizational politics, the teams formed should have diversity so that
there will be no place for factors like regionalism etc.

 High performers should be recognized and awarded fairly in order to increase the
Perceived Organizational Support. 

20
R. Sources and References:
1.      Organizational Behaviour, 13th Edition by Stephens P Robbins
2.      Quantitative Methods for Business, 10th Edition, David Anderson
3.    Journal of Business Ethics 49: 13–26, 2004. © 2004 Kluwer Academic Publishers.
printed in the Netherlands.
4.      POPS – Kacmar & Carlson (1997)
5.     Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived
organizational support. Journal of Applied Psychology, 71, 500-507.
6.      www.en.wikipedia.org
7. www.stress.org

21
A.APPENDIX
A.1 Survey Questionnaire

Survey Questionnaire – OB1

We the students of IMT Ghaziabad are conducting a survey for our project on Organizational Behavior. We would
like you to answers some questions about the general climate of the company and your personal preferences.

Please be as candid as possible. Your responses will remain strictly anonymous. You are not required to reveal your
identity anywhere in this questionnaire.

To ensure the best statistical results, please complete the survey in its entirety. It will take about 10 – 15 minutes.
Do not think too much for each question. Write the first answer that comes to your mind.

Section 1:

Age (Years) ________________________

Gender: Male / Female ________________________

Experience in Present Organization (Years) ________________________

Total experience (Years): ________________________

Managerial/Executive Level (Lower / Middle / Top): ________________________

Section 2 :

Choose one of the five alternatives given against each statement, as applicable to you.

Indicate your response by writing one of the corresponding numbers in the blank space ( ___ ) as:

22
 Strongly Disagree 1

Disagree 2

Neither Disagree nor Disagree 3

Slightly Agree 4

Strongly Agree 5

2.1 The organization values my contribution to its well-being.

2.2 The organization fails to appreciate any extra effort from me.

2.3 The organization would ignore any complaint from me.

2.4 The organization really cares about my well-being.

2.5 Even if I did the best job possible, the organization would fail to notice.

2.6 The organization cares about my general satisfaction at work.

2.7 The organization shows very little concern for me.

2.8 The organization takes pride in my accomplishments at work

Section 3 :

Choose one of the five alternatives given against each statement, as applicable to you.

Indicate your response by writing one of the corresponding numbers in the blank space ( ___ ) as:

Strongly Disagree 1

Disagree 2

Neither Disagree nor Disagree 3

Slightly Agree 4

Strongly Agree 5

Does Your Supervisor

3.1 Protects subordinates from external criticisms.

3.2 Involves subordinates in goal setting and decision making.

3.3 Gladly guides and directs those subordinates who work hard.

3.4 Coaches and counsels the subordinate whenever required.

3.5 Works with subordinates in a satisfactory way.

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 3.6 Appreciates those subordinates who want to perform better.

3.7 Is affectionate to hard working subordinates.

3.8 Encourages subordinates to take greater responsibility.

Identifies the deficiency of each subordinate and provides opportunity to remove the
3.9 deficiency.

3.10 Gives subordinates the opportunity to try out innovative methods.

Communicates and specifies in simple ways what the organization aims to achieve in
3.11 future.

3.12 Suggests new ways of looking at how we do our jobs.

3.13 Goes out of his way to help subordinates.

3.14 Moves ahead with determination amidst difficulties.

3.15 Coordinates the activities of different departments to achieve organizational goals.

3.16 Provides rewards and sanctions for worthwhile contribution of subordinates.

3.17 Goes beyond self interest for the good of the organization.

3.18 Encourages to take risk to achieve goals.

3.19 Does what he/she says.

3.20 Is open to criticisms and disagreements.

3.21 Heightens subordinates desire to succeed.

3.22 Pursues the organizational goals with single-minded devotion.

Section 4:
Choose one of the five alternatives given against each statement, as applicable to you.

Indicate your response by writing one of the corresponding numbers in the blank space ( ___ ) as:

Never 1

Rarely 2

Sometime 3

Often 4

Always 5

Employees are encouraged to speak out frankly even when they are critical of well-established
4.1 ideas.

4.2 I can’t remember when a person received a pay increase or promotion that was inconsistent with
published policies.

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 4.3 People in this organization attempt to build themselves up by tearing others down.

Since I have worked at this organization, I have never seen the pay and promotion policies
4.4 applied politically.

There is no place for “yes-men” around here; good ideas are desired even when it means
4.5 disagreeing with superiors.

4.6 There has always been an influential group in my department that no one ever crosses.

4.7 Agreeing with powerful employees is the best alternative at this organization.

4.8 It is best not to rock the boat at this organization.

4.9 Sometimes it is easier to remain quiet than to fight the system.

4.10 Telling others what they want to hear is sometimes better than telling the truth.

4.11 It is safer to think what you are told than to make up your own mind.

None of the raises I have received have been consistent with the policies on how raises should be
4.12 determined.

The stated pay and promotion policies have nothing to do with how pay raises and promotions
4.13 are determined.

4.14 When it comes to pay raises and promotion decisions, policies are irrelevant.

4.15 Promotions around here are not valued much because how they are determined is so political.

Section 5 :

Choose one of the five alternatives given against each statement, as applicable to you.

Indicate your response by writing one of the corresponding numbers in the blank space ( ___ ) as:

Strongly Disagree 1

Disagree 2

Neither Disagree nor Disagree 3

Slightly Agree 4

Strongly Agree 5

5.1 I often feel stressed at work

5.2 I work under a lot of tension

5.3 I am usually exhausted at the end of the day

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