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The effect of organizational structure and Berrien, 1940; Ferree & Rand, 1940; Ford,
its environment on the behaviour of its 1929; Leithead & Lind, 1964; McCormic &
members has been an important issue of Sanders, 1982; Moreland & Barnes, 1970;
discussion and analysis since long back. In Morgan, 1916; Peterson & Gross, 1978;
industrial context, the problem of increasing Sleight & Tiffin, 1948; Vickroy, Shaw, & Fisher,
production and making the work environment 1982). However, no consistent relationship
more pleasant have been approached through could be noted between these components
the introduction of durable changes in working of physical work environment and
environment. The environment in work performance. After Hawthorne studies
organizations comprises several components industrial psychologists started shifting their
of two major categories, namely, physical and attention to the study of social and
psycho-social. During early days of psychological environment and its effects on
development of industrial psychology only employees’ job behaviour. The recognition of
physical environment in work place was given the significant role of psycho-social
importance and was considered as a environment led to the emergence of
predominant determinant of employees’ organizational psychology, and further the
productivity. Numerous earlier studies concept of ‘quality of work life’. The
examined the effect of illumination, importance of physical work environment has
temperature, noise, and atmospheric now been again realized. The modern
conditions on productivity of the workers organizations are making all possible efforts
(Bennett, Chitlangia, & Pangnekar, 1977; to make work environment more comfortable,
48 Job Behaviour and Organizational Effectiveness
safe and healthy, which resulted in emergence Randall, 1975; Lenuart, 1978; Mehta, 1977;
of a new branch of industrial/organizational Mishra, 1986; Muchinsky, 1977; Schneider &
psychology, namely ‘occupational health Syder, 1975; Tetric & Larocoo, 1987; Tumuly,
psychology’. It is psychological method of Jernigan & Kohut, 1994).
looking holistically at the work environment Most of the above mentioned studies
and the health of the workers. Occupational examined the molecular effect of different
health psychology looks at the health of the components of two constituents of work
workers as well as the health of organization environment on employees’ job behaviour.
in a synergistic relationship, and tries to But, in fact, the various components of work
understand the dynamic interaction between environment influence workers’ job behaviour
the two. as a whole made out of dynamic interactions
Numerous studies have been done to among them. Taking this fact into
examine the effect of physical work consideration, the present study aimed at
environment and organizational climate on examining independent as well as
workers’ job satisfaction, performance, and interactional effect of perceived physical and
health. The earlier studies in this regard psycho-social work environment on job
examined the effect of objective magnitudes satisfaction, job performance, and perceived
of illumination, noise, temperature and organizational effectiveness in a sample of
atmospheric conditions on workers’ industrial personnel.
productivity (Barnaby, 1980; Fine & Kabrick, Method
1978; Finkleman & Glass, 1970; Leithead &
Lind, 1964; McCormic & Sanders, 1982). Participants:
Scott, Jusanne and Steven (2000) reported The sample for the present study
that working conditions associates with comprised 360 technical supervisors and
employees’ job involvement and job operating core personnel randomly selected
satisfaction. Strong, Jeannerert, Blackley and from 4 industrial organizations. The
McPhail (1999) in a study observed that social, participants, all males, were in the age range
organizational and physical context serve as of 28 to 50 years, having work experience from
the impetus for tasks and activities, and 8 to 24 years.
considerably influence workers’ performance Measures:
and work output. Researches on quality of
work life have also established the importance Physico-Legal Work Environment
of safe and healthy working conditions in Questionnaire (Mohapatra & Srivastava,
determining employees’ job behaviour 2003) was administered to assess the extent
(Ahmad & Mehta, 1999; Patnayak, 1997). of perceived adequacy and favourability of the
various components of physical work
The influence of organizational climate, environment. The questionnaire consisting of
which is mostly composed of several 27 items, to be rated on 5-point scale, includes
organizational, social and psychological the items relating to working conditions, safety
factors, has been extensively examined in and security, legally prescribed provisions of
past two decades. In a number of studies employees’ welfare, external atmospheric
employees’ motivation, job satisfaction, job condition and employees’ awareness about
involvement, job performance, and health these prescribed provisions. Validity of the tool
have been found to be markedly influenced was established by computing correlation
by psycho-social environment of work between the score on this questionnaire and
organization (Anantharaman & Subha, 1980; on the measures of job involvement (r=.221,
Benjamin, 1975; Dugdill, 2000; Jean &
A.K. Srivastava 49
N=350) and job satisfaction (r=.272, N=350). score on the scale significantly correlated with
Retest reliability of the tool was found to be job performance (r=.201, N=300) and
0.91 (N=88). High score on the measure occupational stress (r = - .42, N=300). Split-
indicates the adequacy of the work Half of the scale was found to be .72.
environment.
Organizational Effectiveness Scale
Motivational Aspect of Organization (Srivastava & Banerjee, 1997). A short version
(Climate) (Pareek, 1975) was employed to of the scale of the original scale was
assess the extent of motivational orientation employed. The 11 items, to be rated by the
in various dimensions of psycho-social climate respondent on 5-point scale, assess the
of the organizations. The five dimensions efficacy and effectiveness of the organization.
taken up for the present investigation were Homogeneity index of the items ranged from
orientation of the organization, interpersonal 0.4 to 0.67. Retest reliability of the test was
relationships, modes of managing conflicts, found to be 0.95.
reward system and trust and support. The
Results
items in the questionnaire were to be rated
on 4-point scale to indicate the extent of The obtained data were analyzed in terms
adequacy and congeniality of the psycho- of t-ratio, F-ratio (ANOVA), and F-ratio (Step-
social climate in the organization. Wise Multiple Regression) in order to examine
the effect of perceived work-environment on
Validity of measure was established by
employees’ job satisfaction and performance,
running factor analysis. Test-retest reliability
and organizational effectiveness. The
of the tool have been psychometrically
obtained results are recorded in the following
established, and has been widely used by the
tables (1 to 5).
researchers in the area of organizational
behaviour and management. The results (Table 1) showing the
comparisons of high and low scorers on the
Performance Appraisal Scale
measures of perceived work environment
(Srivastava, 1997) The measure consists of
(physico-legal, psycho-social) with regard to
20 items to be rated on 5-point scale by the
their job behaviour make it apparent that the
subject himself about the extent of objective
participants who reported to perceive their
and psychological characteristics of efficient
physical and psycho-social work environment
performance of their own. The validity of the
as more (Mdn+) adequate, favourable,
scale was established by examining its
healthy, and congenial scored markedly
correlation with the measures of job
higher on the measures of job satisfaction and
involvement (r=0.78), job satisfaction
job performance in comparison to those who
(r=0.602), and organizational effectiveness (r
rated the two dimensions of their work
= 0.43).
environment as to be less adequate and
Job Attitude Scale (Srivastava, 1997). favourable. The results also indicate that the
The scale comprising 15 items, to be rated employees who scored higher (positive) on
by the respondent on 4-points, assess the the measure of two dimensions of work
extent of employees’ positive attitudes and environment, scored higher also on the
liking for various aspects of their job, such as measure of organizational effectiveness in
job activities, working conditions, comparison to those who scored lower
interpersonal relations, job security, (negative) on the measures of work
compensation system, etc. Homogeneity environment.
index of the items ranged from .38 to .58. the
50 Job Behaviour and Organizational Effectiveness
+
Adequate/Favourable (Mdn+); -Inadequate/unfavoruable (Mdn-)
**
p < 0.01, *p < 0.05
Table 2. Results of 2´2 ANOVA in Job Satisfaction, Job Performance and
Perceived Organizational Effectiveness Caused from Physical and Psycho-
Social Work Environment
Work-Environment Job Satisfaction Job Performance Org. Effectiveness
df F F F
Physico-Legal 1 1.54* 3.68** 2.91**
Psycho-Social 1 2.28** 3.08** 7.62**
Physical ´ Psycho-Social 357 1.58* 2.27** 3.27**
Error 25.004 30.525 12.949
** *
p < 0.01, p < 0.05
In order to further confirm the effect of environment independently as well as jointly
perceived work environment on employees’ caused noticeable variance in participants’
job behaviour and organizational perception of organizational effectiveness.
effectiveness analysis of variance was done. The results further confirm the significant
The obtained results are depicted in Table2. effect of perceived work environment on
The analyses revealed that the extent of employees’ job behaviour and appraisal of
perceived adequacy and congeniality of organizational effectiveness.
physical and psycho-social work environment Finally, to analyze the independent and
independently and as well as in interaction combined contributions of various
with each other caused significant variance components of the two major constituents of
in the levels of job satisfaction and job work environment to employees’ job
performance of the participants of the study. satisfaction, job performance and
The results also indicate that physical and organizational effectiveness multiple
psycho-social constituents of work regression analyses was run (Table 3 to 5).
A.K. Srivastava 51
- job involvement relationship. Indian Schneider, B., & Syder, R. (1975). Some
Psychological Review, 3, 4-9. relationship between job satisfaction and
Mohapatra, B. K. , & Srivastava, A. K. (2003). A organizational climate. Journal of Applied
study of the relationship of perceived work Psychology, 60.
environment with job attitude, performance Scott, K. D., Jusanne, M., & Steven, M. E. (2000).
and health. Unpublished PhD. Dissertation, Factors influencing employee benefits beliefs
Department of Psychology, Banaras Hindu that, pay is tied to performance. Journal of
University. Business and Psychology, 14, 553-562.
Morgan, J. J. B. (1916). The overcoming of Sleight, R. B., & Tiffin, J. (1948). Industrial noise
distraction and other resistances. Archives of and hearing. Journal of Applied Psychology,
Psychology, 35. 32, 476-489.
Mroeland, S., & Barnes, J. A. (1970). Exploratory Srivastava, A. K. (1997a). Job Attitude Scale
study of pilot performance during high ambient (unpublished), Department of Psychology,
temperature humidity. USA HEL Technical Banaras Hindu University.
Memorandom No.. 6-70. Aberdem Proving Srivastava, A. K. (1997b). Performance Appraisal
Ground. Scale (unpublished), Department of
Muchinsky, P. M. (1977). Organizational Psychology, Banaras Hindu University.
communication: Relationship to organizational Srivastava, A. K., & Banerjee, R. (1997).
climate and job satisfaction. Academy of Organizational Effectiveness Scale. In D. M.
Management, 20. Pestonjee (Ed.) Third handbook of
Padaki, R. (1983a). Organizational climate in psychological and social instruments. New
nationalized textile mills. Management Digest, Delhi: Concept Publishing House..
1, 11-16. Strong, M. H., Jeannerert, P. R., McPhail, S. M., &
Pareek, U. (1975). Motivational Climate Blackley, B. R. (1999). Work context, taxonomy
Questionnaire, Monographed Report Indian and measurement of the work environment.
Institute of Management, Ahmedabad. American Psychological Association (Houston
Patnayak, B. (1997). Stress and quality of work TX), 86 : 12767.
life. In : D. M. Pestonjee and U. Pareek (Eds.). Tetrick, L., & Larocoo, J. M. (1987). Understanding
Organizational role stress and coping. New prediction and control as moderators of the
Delhi, Rawat Publications. relationship between perceived stress,
Peterson, A. P., & Gross, F. E. (1978). Handbook satisfaction and psychological well-being.
of noise measurement. New Concord, Mass: Journal of Applied Psychology, 72, 538-543.
Genrad. Tumulty, G., Jernigan, I. E., & Kohut, G. F. (1994).
Pratap, S., & Srivastava, S. K. (1983). Relationship The impact of perceived work environment on
between the organizational climate and job job satisfaction of hospital staff nurses, College
satisfaction – A study of sugar industries. of Nursing, University of North Carolina,
Indian Journal of Labour Economics, 25, 73- Medline, 7, 84-90.
77. Vickroy, S. C., Shaw, J. B., & Fisher, C. D. (1982).
Sayeed, O. B., & Mehta, P. (1981). Managerial Effects of temperature, clothing and task
values orientation, leadership style and complexity on task performance and
organizational health: A work group analysis. satisfaction. Journal of Applied Psychology,
Indian Journal of Industrial Relations, 16, 531- Feb. 97-102.
544.
Received: February 22, 2006
Accepted: October 26, 2007
A.K. Srivastava, PhD, Professor, Department of Psychology, Banaras Hindu
University, Varanasi – 221 005
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