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II.
LITERATURE REVIEW
III.
RESEARCH METHODOLOGY
36
Table 1: Factors To Measure Software Engineers Stress Adapted From [11], [37]
Category
Stress Factors
Interactions
Details
Workload (WLD)
Role ambiguity (RAB)
ITI
FOB
ITI
.544**
CIT
-.058
.019
CIT
WFI
ROV
WLC
WFI
-.033
.019
.087
.657**
.661**
-.041
.031
WLC
**
**
-.017
.016
.369**
.165
FSC
WLD
TRP
TCN
.121
.029
-.004
.016
.035
.254**
FSC
.085
.026
-.049
.065
.053
.062
.185**
WLD
-.034
-.121
.046
.010
-.176**
-.084
.023
.102
**
.002
-.009
TRP
-.089
-.037
.683
**
*
RAB
.047
.039
-.128
CCN
.020
.124*
.051
CRE
KNS
-.213
**
-.201
**
.241
**
.261
**
RAB
CCN
CRE
KNS
ROV
.229
TCN
.369
**
.394
**
.108
.000
.036
.131
.134
.002
-.019
.053
.206
**
.320
**
-.270
**
-.226
**
.488
-.303
**
-.202
**
.131
.026
-.032
-.003
-.054
.174**
.257**
.051
.095
-.017
-.294
**
.314
**
.107
-.233
**
.279
**
.128
.476
**
.472
**
.265
**
.308**
.225
**
.252**
1
.698**
N= 260, **significant at p < 0.01 level; * significant at the p < 0.05 level
(Constant)
FOB
ITI
CIT
WFI
ROV
WLC
TCN
FSC
WLD
TRP
RAB
CCN
1.444
-.285
.043
.063
-.157
-.133
-.029
.079
.079
.040
.157
.089
.084
Std.
Error
.226
.051
.032
.034
.019
.051
.026
.022
.015
.016
.033
.013
.021
Beta
-.265
.079
.130
-.128
-.179
-.074
.162
.223
.106
.396
.284
.174
6.390
-4.017
1.367
1.841
-3.053
-2.618
-2.419
3.664
5.078
2.490
4.737
6.705
3.935
.000
-.000
.173
.067
-.003
-.009
-.004
.000
.000
.013
.000
.000
.000
Results show that among twelve stress factors four stress factors
FOB (H1), WFI (H4), ROV (H5) and WLC (H6) were
statistically significant and have a negative contribution towards
knowledge sharing. The factors ITI (H2), TCN (H7), FSC (H8),
WLD (H9), TRP (H10), RAB (H11) and CCN (H12) were
statistically significant and have positive contribution towards
creativity, while CIT (H3) factor was insignificant and has no
contributed towards creativity.
Due to employee
turnover work load is
double on employees
to complete the
project.
(ROV)
(Constant)
FOB
ITI
CIT
WFI
ROV
WLC
TCN
FSC
WLD
TRP
RAB
CCN
1.661
-.084
.081
.028
-.098
-.084
-.077
.060
.067
.044
.191
.077
.053
Std.
Error
.215
.049
.030
.032
.018
.048
.024
.021
.015
.015
.032
.013
.020
Beta
-.099
.157
.062
-.235
-.120
-.210
.128
.202
.124
.509
.259
.116
7.734
-1.716
2.693
.870
-5.562
-1.741
-3.158
2.891
4.590
2.891
6.047
6.078
2.602
.000
-.002
.008
.385
-.000
-.003
-.002
.004
.000
.004
.000
.000
.010
Mitigation Technique
The organization
offers training and
arranges meetings
with the employee to
discuss their needs and
new emerging
technology.
An organization
implements a proper
reward system to
motivate the
employees.
Drawl of clear career
development chart [40,
41].
Organizations should
be in line with workers
capabilities and
resources.
The organization
mentions clearly the
roles and
responsibilities of each
job [40, 41].
The organization
should have a
contingency plan if
employee resigns
during the projects
[40, 41].
The organization
provides better
working condition.
Organization arranges
recreation trips and
family get to gather.
Organization offer
medical facility for the
employees [40, 41].
IV.
Outcome
Enhance Employee
performance and
organization used
emerging technology
for development.
Good working
condition increase
performance of
employees and good
condition help creative
ideas.
CONCLUSION
A. Mitigation strategies
After going thorough analysis of results, it is concluded that
the 4 factors are more dominant towards creativity and
knowledge sharing these are: Fear of obsolescence (FOB),
Work-family interface (WFI), Role overload (ROV) and Work
culture (WLC). If we control these factors, than we can reduce
the impact of stress on software engineers knowledge sharing
and creativity. For this purpose, we have proposed some
mitigation strategies to overcome the stress of these factors.
38
[18]
[19]
[20]
[21]
[22]
[23]
[24]
[25]
[26]
REFERENCES
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
[9]
[10]
[11]
[12]
[13]
[14]
[15]
[16]
[27]
[28]
[29]
[30]
[31]
[32]
[33]
[34]
[35]
[36]
[37]
[38]
[39]
[40]
[41]
39