Influential factors to job stress of employees in refrigeration electrical engineering corporation (REE)

RESEARCH PROJECT BMBR5103 INFLUENTIAL FACTORS TO JOB STRESS OF EMPLOYEES IN REFRIGERATION ELECTRICAL ENGINEERING CORPORATION REE STUDENT’S FULL NAME : HO QUANG MINH STUDENT ID : CGS00

RESEARCH PROJECT

(BMBR5103)

INFLUENTIAL FACTORS TO JOB STRESS OF EMPLOYEES IN REFRIGERATION ELECTRICAL

ENGINEERING CORPORATION (REE)

STUDENT’S FULL NAME : HO QUANG MINH

STUDENT ID : CGS00018253

ADVISOR’S NAME & TITLE : DR NGUYEN THE KHAI (DBA)

August, 2015

ADVISOR’S ASSESSMENT

Advisor’s signature

Nguyen The Khai, DBA

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TABLE OF CONTENTS

ABSTRACT 5

CHAPTER I: INTRODUCTION 6

I INTRODUCTION OF REE CORPORATION 6

Overview of the company 6

I.1 Products and brand name 7

I.2 Organization Structure 8

I.3 Business Objectives 9

I.4 REE Corporation commitments to employees and human resource manager 9

II RESEARCH INTRODUCTION 11

II.1 Problem statement 11

II.2 Main construct 11

II.3 Research objective 11

II.3.1 Research questions 12

CHARPTER II: LITERATURE REVIEW 13

I STRESS IN THE WORKPLACE 13

II DEFINING JOB STRESS 13

III CAUSES OF JOB STRESS 14

IV. SOURCES OF JOB STRESS 15

CHARPTER III: RESEARCH MODEL AND HYPOTHESES 18

I RESEARCH MODEL 18

I.1 Dependent Variables: 18

I.2 Independent Variables: 19

II CONSTRUCTS 19

III RESEARCH HYPOTHESES 19

III.1 Job Overload: 19

Hypothesis 2: Job overload is positively related with job stress 20

III.2 Role Overload: 20

Hypothesis 2: Role overload is positively related with job stress 21

III.3 Perceived Injustice: 21

The Elements of Fairness 21

Hypothesis 3: Perceived Injustice is positively related with job stress 22

III.4 Work-Family conflict: 22

Hypothesis 4: Work-Family Conflict is positively related with job stress 22

CHARPTER IV: RESEARCH METHODS AND DATA ANALYSIS 23

I RESEARCH DESIGN 23

II RESEARCH METHODS 23

II.1 Data collection method 23

II.2 Measures 23

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II.2.1 Job Overload: 23

II.2.2 Role Overload 25

II.2.3 Perceived Injustice 26

II.2.4 Work-Family Conflict 27

II.2.5 Job Stress Scale: 29

III DATA ANALYSIS AND REPORT 30

III.1 Reliability Analysis 32

III.2 Descriptive Analysis 33

III.3 Correlation among available 33

III.4 Hypothesis Testing 34

CHARPTER V: DISCUSSION AND CONCLUSIONS 36

I SUMARY OF RESULT: 36

II. DISCUSSION AND RECOMMENTDATION 36

III. LIMITATION OF THE STUDY 38

IV. CONCLUSIONS 38

REFERENCES 40

APPENDIX 46

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LIST OF TABLE

Table 1: Reliability Statistic of Cronbach’s Alpha 32

Table 2: Descriptive Statistics 33

Table 3: The Pearson’s Correlation 33

Table 4: Model Summary 35

Table 5: Coefficientsa 35

to help employees manage and cope with job stress The research is focused on analyzing the relationship between job overload and job stress; role overload and job stress; perceived injustice and job stress; work-family conflict and job stress The theoretical framework of this study by collecting data were tested from 300 employees of REE Corporation and to assess the factors affecting the Job stress in the organization

Key words: job stress, job overload, role overload, perceived injustice, work-family conflict

I INTRODUCTION OF REE CORPORATION

Overview of the company

Established since 1977, REE (Refrigeration Electrical Engineering Corporation) today is a diversified business group operating in the fields of mechanical and electrical engineering services (M&E); manufacturing, assembling and sales of air-conditioner systems; real estate development and management; and strategic investment in the utilities infrastructure sectors

As one of the first companies to list its shares on the Ho Chi Minh City Stock Exchange, REE is among the 30 largest companies in term of market capitalization (as of 31/12/2014, REE's market capitalization is US$ 354 million) REE is among the most actively traded shares with an average daily volume of 1,297,774 shares in

2014

History

1977-1999: Building foundation and embracing change

 In 1977, the Company was established on the basis of a state entity which later changed its name into Refrigeration Electrical Engineering Company

 In 1993, REE was one of the first companies to be equitized, paving the way

to enhance the Company’s competitiveness

 In 1996, the Company introduced its first Reetech products

 In 1997, REE was the first company to issue convertible bonds to foreign investors

2000-2010: Going public and becoming a diversified business group

 In 2000, REE became the first company to be listed on Vietnam’s stock market

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 In 2002-2003, the Company structured the manufacturing and mechanical and electrical engineering activities into REE M&E and REE Electric Appliances to grow the businesses stronger

 In 2008, REE’s E.Town campus came into full operation with a total leasable area of 80,000m2, marking the Company’s entry into real estate development

 In 2010, REE expanded investments into infrastructure sectors of electricity and water, looking to meet such basic social needs

2011-2015: Progressing toward sustainable growth

 In 2011, REE continued to expand the office lease space portfolio and increase investment ownership in infrastructure sectors

 In 2012, the Company issued a convertible bond of 557 billion dong to Platinum Victory Pte Ltd., a 100% owned subsidiary of Jardine Cycle

& Carriage Limited – a leading Singapore-listed company and a member of the Jardine Matheson group, raising capital for investments in infrastructure sectors and forging a partnership between REE and Jardines to carry out the Company’s business strategy

 In 2012-2015, REE is focused on achieving a return on equity (ROE) of at least 15% per annum for this period

I.1 Products and brand name

The Group businesses include:

 REE M&E, a leading mechanical and electrical engineering contractor in

Vietnam;

 REE Electrical Appliances which manufactures, assembles, and markets air

conditioners under the Reetech brand;

 REE Real Estate, a management services company for lease office

properties of REE;

 REE Land, a real estate developer; and

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 Power and Water Utility Infrastructures with ownership stakes in power

utilities and clean water treatment plants

I.2 Organization Structure

Mission:

For our Shareholders and Investors: Create the highest values for our shareholders, commit to transparency in the appropriate disclosures of the Company’s operations to our shareholders and investors and actively engage in promoting dialogues with our investors

For our Customers: Provide our customers with products of high quality, reliability, and durability; listen and strengthen our technical expertise to serve our customers’ demands in the best way possible

For our Business Partners: Maintain and develop long-lasting relationships with our business partners on the basis of mutual benefits and the creation of quality products for our society

For our Community and Society: REE considers as its corporate social responsibility to have compassion and provide financial supports to our community and society, particularly in the education, well-being and development of our children

For our Employees: Recognize the contribution of our employees and create a friendly working environment, encourage and respect independent and creative ideas contributed by our employees for the development of the Company

I.4 REE Corporation commitments to employees and human resource manager

REE is focused on developing and retaining people across all the businesses they operate in

Developing People

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REE recognizes people as the greatest asset of any business and provides our people with training and development programs for further growth of their capability and contribution to the Group Regular development workshops were conducted for mid-level managers in various areas such as finance, operation and marketing to introduce a complete knowledge base for a thorough understanding of different aspects of each Group business The Group also has a program to identify and develop talents through the rotation of their assignments with various corporate functions and to build up their potential for

leadership roles across Group businesses

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II RESEARCH INTRODUCTION

II.1 Problem statement

REE are always interested and well implemented on Human resource strategy, the managers of REE Corporation always want their employees are in good condition to ensure the highest performance, they think the environment good working, good treatment from the company, a stable income, the staff are always comfortable and contribute their best to the company

Reality does not happen like that, people are always under pressure from other factors such as family, peers relationships, the role of the present work, fairness in work, the pressure more from work, etc Their staff led to the situation that Job stress, which negatively affects the work efficiency of the individual happens stress and affect the stages involved in the process To ensure that the proper implementing incentive measures aimed at improving employee job performance, REE Corporation have a better understanding of factors affecting the Job Stress and how to reduce these effects

Concerning this issue, the study was conducted to examine the factors that affect the employee's Job stress

II.2 Main construct

According to the HR department and production, in recent times many of REE Corporation personnel were reduced job performance and unusually large impact on the manufacturing process and the related processes, reduces efficiency overall performance of the company

II.3 Research objective

This study mainly seeks to achieve the following objectives:

1 To find out the factors that may impacts on Job stress

2 To identify the factors that may impact on Job Stress

3 To suggest some solutions based on research findings to reduce the Job Stress

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II.3.1 Research questions

Based on the discussion above, and to accomplish the objective of this study, these research questions have been formulated:

1 How is the impact Job Overload on Job Stress?

2 How is the impact Role overload on Job Stress?

3 How is the impact Perceived injustice on Job Stress?

4 How is the impact Work-Family conflict on Job Stress?

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CHARPTER II: LITERATURE REVIEW

I STRESS IN THE WORKPLACE

Over the past decade many parts of society have been in economic upheaval Layoffs, sizing, and bankruptcies have cost millions of people their jobs Millions more live in constant fear of the same fate Many people have accepted pay cuts, and one employee may be assigned the tasks formerly performed by two or three People are working longer and harder just to maintain their economic status

down-The result of all these changes? Many research studies have now confirmed that workplace stress is, and it has been escalating during the last several decades (Wolever, RQ, Bobinet,

KG J Occup Health Psychol 2012, The American Institute of Stress)

In a 2007, nationwide poll by the American Psychological Association, more than half of those surveyed indicated that their work productivity suffered due to stress; almost half stated that they did not use their allotted vacation time and even considered looking for a new job because of stress

Job stress is a concern for employers, costing increase through absenteeism, diminished productivity, employee turnover, medical, legal, and insurance fees Health care expenditures are nearly 50 percent greater for workers who report high levels of stress, according to the Journal of Occupational and Environmental Medicine More than half of respondents said that job demands interfered with family and home (Wolever, RQ, Bobinet, KG J Occup Health Psychol 2012)

II DEFINING JOB STRESS

The NIOSH defines job stress as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker It can lead to illness and injury (American Psychology Association)

The concept of job stress is often confused with challenge, but the concepts are not the same Challenge is energizing, physically and psychologically It motivates people to learn new skills and master their jobs When the challenge is met, there is a feeling of satisfaction that is

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important to healthy and productive work Often people are referring to challenge when they say, “a little bit of stress is good for you.” (The American Institute of Stress)

III CAUSES OF JOB STRESS

There is general agreement that job stress results from the interaction of the worker and the conditions of work There are differing opinions about the importance of worker characteristics versus working conditions as the primary cause of job stress The distinction is important because they will respond to different methods to lessen and prevent stress at work Some believe that differences in individuals, such as personality and coping skills, are most important in predicting whether certain job conditions will result in stress What is stressful for one person may not be bothersome to someone else This belief suggests that prevention methods should focus on workers and ways to help them cope with demanding job conditions (Wolever, RQ, Bobinet, KG J Occup Health Psychol, 2012)

Individual differences are important, but scientific evidence also suggests that certain working conditions are stressful to most people The most stressful work conditions are those in which workers have a sense of powerlessness, in a situation of extreme demands (Gadinger, MC, Schilling, O, Litaker, D, Fisher, JE, 2012)

Based on experience and research, NIOSH’s view is that exposure to stressful working conditions (job stressors) have a direct influence on worker safety and health, but individual and other situational factors can intervene to strengthen or weaken this influence Some individual and situational factors that can reduce the effects of stressful working conditions include: balance between work and family or personal life, a support network of friends and coworkers, and a relaxed and positive outlook (The National Institute for Occupational Safety and Health)

Job conditions that may lead to stress include:

 Design of tasks – Heavy workload, infrequent breaks, long work hours and

shiftwork, hectic and routine tasks with little inherent meaning, lack of skills needed, and little sense of control

 Management style – Lack of participation by workers in decision-making, poor

communication in the organization, lack of family-friendly policies

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 Interpersonal relationships – Poor social environment and lack of support or help

from coworkers and supervisors

 Work roles – Conflicting or uncertain job expectations, too much responsibility, too

many “hats to wear”

 Career concerns – Job insecurity and lack of opportunity for growth, advancement,

or promotion; rapid changes for which workers are unprepared

 Environmental concerns – Unpleasant or dangerous physical conditions such as

crowding, noise, air pollution, or ergonomic conditions

IV SOURCES OF JOB STRESS

Rollinson (2005: 270) defines workplace stress as the conditions arising from the interaction

of people and their jobs, which are characterized by changes within people that force them to deviate from their normal functioning Stressors in the workplace are those conditions that have the potential to result in a person’s experiencing a situation as stressful The degree of stress experienced and the ways in which a person reacts to it can be influenced by a number

of other factors such as personal characteristics, lifestyle, social support, appraisal of the stressor(s), life events and socio-demographic and occupational variables (Rollinson 2005) Research has indicated the following as the most common sources of job stress that could be expected to have a measure of impact on organizational activity and employees’ sense of wellbeing and engagement in the workplace (Cartwright & Cooper 2002; Coetzer & Rothmann 2007; De Bruin & Taylor 2006; Labuschagne et al 2005; Martin 2005; Rollinson 2005):

 Role ambiguity: This aspect relates to the amount of stress experienced by an

individual due to vague specifications or constant change regarding the performance expectations, duties, responsibility and constraints that define the individual’s job

 Work relationships: Poor or unsupportive relationships with colleagues and/or line

managers, isolation (a perceived lack of adequate relationships) and unfair treatment can all be a potential source of stress

 Tools and equipment: To perform their job effectively, individuals need to feel they

have the appropriate training, resources and equipment

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 Career advancement: This aspect refers to the stress experienced by individuals as a

result of a perceived lack of opportunity to further their career prospects within the organization for which they work

 Job security: Job insecurity is an overall concern of losing one’s job or the

discontinuation of one’s job Job insecurity also implies uncertainty about the future

 Lack of job autonomy: The experience of stress is strongly linked to perceptions of

decision-making authority and control This may be due to either job constraints or workplace constraints When there is great interdependence between the person’s tasks and the tasks of others, the person is likely to experience stress

 Work–home interface: The demands of work have the potential to spill over and

interfere with individuals’ personal and home lives This can put a strain on relationships outside work and impact upon the level of stress, especially when the individual experiences a perceived lack of social support at home or from friends

 Workload: This aspect refers to the amount of stress experienced by individuals due to

the perception that they are unable to cope or be productive with the amount of work allocated to them When people are expected to do more than the time and resources

available permit them to do, they are likely to experience strain

 Compensation and benefits: The financial rewards that work brings are obviously

important because they determine the type of lifestyle that an individual can lead In addition, they often influence individuals’ feelings of self-worth and perceptions of

their value to the organization

 Lack of leader/manager support: A supportive work setting is necessary to alleviate

the effects of stress in the workplace Employees need both tangible and emotional support, including trust and confidence, guidance, recognition, feedback and active

interest from the immediate manager

 Aspects of the job: The fundamental nature of the job could cause stress This includes

factors such as physical working conditions, lack of challenging and meaningful

assignments, type of tasks, and amount of satisfaction derived from the job itself

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Nelson (2003) reports a survey which indicates that 41% of people cite workload issues as the biggest source of stress, with another 31% reporting people or relationship issues and 28% juggling work and personal life Research has also indicated that experiencing high levels of stress may lead to feelings of anger, anxiety, depression, nervousness, irritability, tension, hypersensitivity to criticism and mental blocks (Cartwright & Cooper 2002; Martin 2005) This may lead to lower job performance, resentment of supervision, boredom, low self-esteem, inability to concentrate and make decisions, apathy, short attention span, burnout and job dissatisfaction Research has also indicated a relationship between stress and absenteeism and between stress and labor turnover (Coetzer & Rothmann 2007; Mostert, Rothmann, Mostert & Nell 2008)

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CHARPTER III: RESEARCH MODEL AND HYPOTHESES

The primary goal of this study is to investigate the effects of job overload, role overload, perceived injustice, and work-family conflict to employee job stress in REE Corporation The methodology specifically described the research model, the research instrument, the research hypothesis, data collection process, and the procedure for the data analysis

I RESEARCH MODEL

From theories and previous research results, we propose Hypothesized Research Model as below:

Figure 1: Proposed Research Model of Employee Job Stress in REE Corporation

I.1 Dependent Variables:

 Job Overload (JO)

 Role Overload (RO)

 Perceived Injustice (PI)

 Work-Family Conflict (WFC)

III RESEARCH HYPOTHESES

III.1 Job Overload:

Job overload has been researched and found in relation with work-family conflict (Bolino & Turnley, 2005; Coverman, 1989; Razak, Yunus, & Nasurdin, 2011) Similarly, job overload also results in role conflit (Coverman, 1989; Home, 1998) Most of the research on JO has been conducted by psychologists and social scientests has linked JO with job stress According to published studies JO increases level of stress in an employee and results in turnover (Bakker, Demerouti,

& Verbeke, 2004; Coverman, 1989; Madu, Okoro, & Onuibe, 2014; Maslach, 2003) Furthermore, some studies also associated JO with justice (Andrews, Wilmington, & Kacmar, 2014; Lambert, Hogan, & Griffin, 2007) Moreover, it has also been negatively associated with employees’ performance and ultimately with organization performance (Choi, Cheong, & Feinberg, 2012; Jamal, 2011; Karatepe., 2013)

Job overload has been positively related with working hours, absenteeism and competitiveness, size of the firm, turnover etc and has been negatively associated

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with satisfaction and commitment (Dwyer & Ganster, 1991) It has negative effect

on employees attitude and satisfaction (Sargent & Terry, 1998)

Hypothesis 2: Job overload is positively related with job stress

III.2 Role Overload:

Welbourne, Johnson, and Erez (1998) proposed that individuals in organizations enact two key work roles: the job-holder role and the organizational-member role The job-holder role is representative of the formally prescribed (or in-role) duties and responsibilities that employees must fulfill; in contrast, the organizational member role encompasses employee expectations to be good organizational citizens Welbourne et al demonstrated the empirical distinctiveness of these two work roles, and recent research has suggested that employees often feel pressure to engage in both types of roles (Perlow, 1998) Moreover, individuals who successfully fulfill both their job-holder and organizational-member roles are likely

to be given higher performance appraisal ratings and be considered more promotable than are employees who either choose not to or fail to do so (Allen & Rush, 1998; Werner, 1994)

Role overload describes situations in which employees feel that there are too many responsibilities or activities expected of them in light of the time available, their abilities, and other constraints (Rizzo, House, & Lirtzman, 1970) Logically, then, fulfilling the organizational member role (while also filling the job-holder role) is likely to require additional resources on the part of employees, particularly in terms

of their time and energy Employees may thus find it rather overwhelming to fulfill their organizational-member role by demonstrating individual initiative—bringing things home to work on, staying at work after normal business hours, working on their days off, attending work-related functions on their personal time, and so forth—when they already struggle to find the time and resources needed to satisfactorily complete their in-role responsibilities

A great deal of research has sought to better understand the nature of job stress (Ganster and Schaubroeck, 1991) Although there has been some debate as to the

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specific definition of stress, most researchers generally agree that it is “an unpleasant emotional experience associated with elements of fear, dread, anxiety, irritation, annoyance, anger, sadness, grief, and depression” (Motowidlo, Packard,

& Manning, 1986, p 618) A key element of role theory is the idea that fulfilling multiple roles is likely to be associated with higher levels of stress and strain

Hypothesis 2: Role overload is positively related with job stress

III.3 Perceived Injustice:

People have an inherent need for fairness In the workplace, perceived injustice has been directly linked to burnout and job dissatisfaction (Ybema, J.F, 2008) The challenge for HR arises from the fact that one employee’s fairness often becomes another employee’s perceived injustice For example, policies designed to address the cumulative effects of systemic injustice over many years may be seen as

“special treatment,” triggering feelings of unfairness in other employees today Various forms of accommodation, whether required by law or preferred by management, can sow the seeds of discontent and create rifts between groups of employees—all in the name of fairness Everything from work scheduling to bonuses or office space allocation can be seen as unfair by employees when mismanaged

The Elements of Fairness

When it comes to treating employees fairly, three main concepts of fairness come into play ( Perista, H and Quintal, E, 2010):

- Procedural fairness: including procedures used in salary increases, disciplinary systems, performance evaluation, recruitment and selection The most significant contributors to high perceived procedural fairness are transparency (everyone knows the rules/system), and consistent application (everyone is subject to the same rules/system)

- Distributive fairness: fair distribution of compensation, rewards and consequences such as wages, evaluations, disciplinary processes, profit-sharing,

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promotions and the acceptance or rejection of candidates To achieve a high level of distributive fairness, a balance must be achieved among four competing principles: need, generosity, equality and equity:

 Need - those who need more of a benefit should get more than those who need it less

 Generosity - one person’s outcome should not exceed the outcomes achieved by others

 Equality - everyone in a group should share its benefits equally

 Equity - the distribution of benefits is tied to people’s relative contribution (i.e those who have contributed more should receive more than those who have contributed less.) (Welsh, N.A)

- Interactional fairness: this third concept of fairness, which is most often integrated within the two described above, refers to the way managers and other decision makers interact with employees If reasonable and logical explanations are provided for decisions, and everyone involved is treated with respect and dignity, a high degree of interactional fairness can be achieved (Pollack, P Fairness)

Hypothesis 3: Perceived Injustice is positively related with job stress

III.4 Work-Family conflict:

Although the job-holder and organizational-member roles are two important roles, researchers also recognize that non-work roles (e.g., spouse, family, leisure) are an integral part of employees’ lives too (e.g., Allen, 2000; Kabanoff, 1980) Work–family conflict is a specific type of role conflict in which work-role demands interfere with family-role demands (Greenhaus & Beutell, 1985) Again, role theory suggests that as employees do more and more for their companies, they are likely to have less time and energy to devote to their spousal and family responsibilities (Hochschild, 1997)

Hypothesis 4: Work-Family Conflict is positively related with job stress

 Type of design: questionnaire

 Unit of analysis: individual (an employee)

II RESEARCH METHODS

II.1 Data collection method

In this study, data was collected using a structured questionnaire which consisted of

39 items The permission from head of department was set before distributing the questionnaires Questionnaires were be translated into Vietnamese to achieve the accurate information Data was be collected by questionnaires survey with non- managerial employees and managerial employees in all over 5 member companies

of REE Corporation Questionnaires were sent personally to 450 employees in the Head Office and in the manufacturing, there are 279 questionnaires were returned

II.2 Measures

To ensure the research is conducted effectively, the detail of the procedures of obtaining information is needed in conducting the study in order to solve the problem The sampling survey method was primarily used to obtain the information need for the purpose of the study The questionnaire was divided to study the characteristics of the important variables in identifying the relationship between job overload, role overload, perceived injustice, work-family conflict and job stress

II.2.1 Job Overload:

Description

This measure, developed by Caplan, Cobb, French, Van Harrison, and Pinneau (1980), uses 11 items to describe an employee’s job overload This! focuses on the

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employee’s perceptions of quantitative job overload (rather! than mental strain or psychological pressure) It asks for description of the perceived pace and amount of work

Reliability

Coefficient alpha values ranged from 72 to 81 (Dwyer & Ganster, 1991; Phelan,

Bromet, Schwartz, Dew, & Curtis? 1993; Sargent & Terry, 1998; Wallace, 1997)

Validity

Job overload correlated positively with hours worked, competitiveness, firm size, and absenteeism and correlated negatively with work satisfaction, job satisfaction, and professional commitment (Dwyer & Ganster, 1991; Phelan j et al., 1993; Sargent & Terry, 1998; Wallace, 1997)

Source

Caplan, R D., Cobb, S., French, J R P., Van Harrison, R., & Pinneau, S R

(1980) Job demands and worker health Ann Arbor: University of Michigan,

Institute for Social Research Items were taken from Appendix E, pp 238-239 Copyright © 1980 Reproduced with permission

Items

Responses for items 1 to 4 are obtained on a 5-point Likert-type scale where 1 =

rarely, 2 = occasionally, 3 = sometimes, 4 - fairly often, and 5 = very often

1 How often does your job require you to work very fast?

2 How often does your job require you to work very hard?

3 How often does your job leave you with little time to get things done?

4 How often is there a great deal to be done?

Responses for items 5 to 11 are obtained on a 5-point Likert-type scale where 1 =

hardly any, 2 = a little, 3 = some, 4 -a lot, and 5 = a great deal

5 How much slowdown in the workload do you experience?

6 How much time do you have to think and contemplate?

7 How much workload do you have?

8 What quantity of work do others expect you to do?

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9 How much time do you have to do all your work?

10 How many projects, assignments, or tasks do you have?

11 How many lulls between heavy workload periods do you have?

II.2.2 Role Overload

Description

This measure, developed by Bacharach, Bamberger, and Conley (1990), assesses an employee’s role overload Role overload has been conceptualized as the inconsistency between activities or tasks demanded of an employee and the time or other resources available for completing these tasks Time-focused incompatibilities, such as when an employee feels that he or she has too much to do

in the time allocated, may be the primary source of perceived role overload The sheer quantity of work events requiring attention can also generate perceived overload Role overload can be measured separately from and seems to be a construct distinct from role conflict (Bacharach et al., 1990)

Source

Bacharach, S B.t Bamberger, P R., & Conley, S C (1990) Work processes, role conflict, and role overload: The case of nurses and engineers in the public sector

Work and Occupations, 77(2), 199-229 Copyright © 1990 by Sage Publications,

Inc Items were taken from the appendix, p 223 Reprinted by permission of Sage Publications, Inc

1 I don’t have time to finish my job

2 I’m rushed in doing my job

3 I have a lot of free time on my hands (R)

Items denoted with (R) are reverse scored

II.2.3 Perceived Injustice

Description

This measure, developed by Hodson, Creighton, Jamison, Rieble, and Welsh (1994), describes the extent to which employees perceive their employer treats them unfairly The measure asks employees to describe the extent of injustice using four specific questions rather than generalized evaluations of injustice at their workplaces The measure was originally developed to investigate the impact of modem forms of incorporating workers in the labor process on employee solidarity and resistance

Reliability

Coefficient alpha was 70 The items were factor analyzed with four other items measuring workplace solidarity of employees The four items assessing perceived injustice loaded on a single factor with no significant cross loadings (Hodson et al.t1994)

Validity

In multivariate regression, perceived injustice was related positively to workplace participation, working in a physically demanding job, and working in a larger organization Perceived injustice was negatively related with being married, being

in a higher socioeconomic status, having more bureaucratic procedures, and having more solidarity