Abstract The present study followed a 2x2 factorial design of research. The main objectives of the sludy were f0 examine the dependent variables like job satisfaction, perceived organizational commitment, job stress and HRD climate between shift and non-shift employee's vis-a- vis executives and non-executives. The sample consisted of 360 employees from an integrated steel plant located in the state of Orissa (India) The findings reveal that there is significant interaction effect on total organizational commitment, job integration and challenge, ttust and confidence, role ambiguity and role overload. Non-shitt employees experiencing higher job stress, lowered organizational commitment and also perceiving HRD climate in a less favorable manner compared to the shift empleyees. - Towards Building a Better HRD Climate: Industrial organizations cannot rely only on machines, materials, methods, and money, rather they need effective people to run the business effectively. This is true even in highly automated organizations including virtual organizations. To attract and retain effective people organization needs congenial work environment. The psychological well being, high job satisfaction, better organizational commitment, regulated job stress of the employees and positive quality of work life in an organization ‘could contribute to the development of a better HRD climate or, organizational climate Employees who perceive their superior as adopting consultative or, participative leadership behavior are more committed to their organizations, more salisfied with their jobs, and their performance is high (Yousef, D.A, 2000). Organizational climate or HRD climate Effects Of Shiftwork And Hierarchical Position In The Organization On Psychological Correlates: A Study on an Integrated Steel Plant Biswajeet Pattanayak Indian Institute of Management, Indore is the human environment within which organization's employees do their work. It may refer to the environment within a department, a ‘major company unit such-as a branch, plant or, an entire organization. We cannot see climate or touch it, but itis like the air in a room, it surrounds and affects everything that happens in an organization. In turn climate is affected by everything that occurs in an organization. Itis a system concept. As viewed by Baumagartel (1971), organizational climate is a product of leadership practices, communication practices, and enduring a systematic characteristic of the working relationships among persons and divisions of any particular organization. Like an individual, an organization too has its own unique identity | 7 4 VOLUME 20 + NUMBER 2 - SUMMER 2002Any organization that would like to be dynamic and growth oriented has to pay attention to the development of its human resources, which is one of the important stakeholders of the company. oF “personality’ which according to Insel and Moos (1974) exerts directional influences on behavier. During the last two decades, there have been intensive and diverse efforts to conceptu- alize and measure the organizational climate construct. Schneider and Reichers (1983) are of the view that the climate construct provides a useful alternative to motivational ex- planations of behavior at work. Schneider and Hall (1972) view perceived organi- zational climate as phenom- enon on that represents an interaction between personal and organizational character- istics. The contents of orga- nizational climate have var- ied widely and include almost all the important aspects of organizations such as struc- ture, communication, leader- ship, conflict, reward sys- tems, interpersonal relation- ship, organizational effectiveness, responsibil- ity and so forth. It has been pointed out that the contents of climate constructed by various researchers overlap with many other concepts in organizational behavior (Glick, 1985). Such overlaps seem to have promoted researchers to raise the question how the concept of cl ‘mate is different trom other organizational var ables, especially structure, job satisfaction and organizational culture (Johannesson, 1973; Rousseau, 1988, Schneider, 1975) Johannesson (1971) equated perceived organizational climate with job satisfaction. He mentioned that researchers using perceptual (reasures of organizational climate seemed desired to replicate the satisfaction literature and that such measures were likely to produce litle more than an “alternate form" measurement of job satisfaction. Schneider and Synder (1975) slates that whole climate researchers have been fairly consistent in their descriptive orientations, the concept of job satisfaction have been used both as a micro descriptive as well ‘a8 macto- evaluative concept leading to poor discriminative validity between the two concepts. They further stated that climate fefers to the external things whereas satisfaction refers to the internal state. Therefore, as stated by Chhokar and Sethumadhavan (1992), it may be still possible to conceive climate as a molar and descriptive concept without confounding conceptually or operationally with the concept of job satisfaction. There is significant correlation between job satisfaction and performance and negative correlation between job satisfaction and stress (Hossain, 2000). ‘Some studies have examined the relation- ship between organizational climate and per- formance. For example, Cawsay (1973) found that individuals within an “achievement” climate rale themselves as higher performers than those working in less motivating climates. According to Cawsey, this relationship holds in sales, whereas clerks are rated higher in performance within “power” climate. Kaczka and Kirk (1968) {00 found that performance is affected by orga- rizational climate. In their study, “employee- centered’ climate was allocated with higher per- formance in terms of lower unit cost, higher profits etc. Frederickson (1966) found that “in- ovative” climates yield greater productivity and predictable task performance. Gani and Shah (2001) study implicates that organizational ci mate is dependent upon the position of the ‘employees in the organization, The lower level employees have relatively a negative altitude about the climate in the organization and vice- versa, Any organization that would like to be dynamic and growth oriented has to pay attention to the development of its human resources, which is one of the important stakeholders of the company. The new economic environment in India has ‘compelled organizations especially government ‘owned (Public Sector) steel industries to create ORGANIZATION DEVELOPMENT JOURNAL “a win — win situation for both the organization and its stakeholders to flourish. To do this itis important to study the HRD climate and employee satisfaction of the organizations in Indian contexts, Hypothesis: 1. Shift working executives and supervisors will have higher job stress, low job satisfaction and low commitment, in turn perception of low HRD climate in the organization in comparison to non-shift (General shift) employees. 2, HRD climate will be positively correlated with organizational commitment, job satisfaction and inversely related with job stress Method of Study Design and Sample Two factors namely (a) Nature of work (shiftnon-shift). In Stee! ‘manufacturing unit the process round the clock having three shifts namely A (6 AM to 2 PM), B (2PM to 10PM), C (10PM to GAM) and Non-shift which is known as General shift (9 AM to 5 PM), (b) Hierarchical positions in the organization (executives! supervisors) were taken as independent variables. Executives are performing managerial role whereas supervisors are skilled workers. There were four dependent variables namely job satisfaction, organizational commitment, job stress and HRD climate. The study involved 2x2 factorial design. Total sample of 360 employees of Rourkela Steel Plant (a public sector company) located in the state of Orissa, India was drawn randomly. Half of the respondents (n=180) from shift employees and other half (n=180) from non: shift employees. !alf of the shift employees (n=90) belonged to the category of executives and other half supervisors. Same way from non-shift employees. Tools Used The following tools have been used to measure Job Satisfaction, Organizational Commitment, Job Stress and HRD Climate. a. A Minnesota job satisfaction questionnaire, (Weiss, Dawiss, England and Lofquist, 1967) b. A perceived organizational commitment scale, (Sayeed, 1989). . Ajob stress questionnaire, (Singh and Sinha, 1986) d. A HRD climate questionnaire, (Rao and Abraham, 1991) Procedure The respondents were individually contacted in their natural work setting, The shift employees were contacted only during their A. and B shifts. Each respondent was individually given a set of four questionnaires at a time and filled in questionnaires were collected subsequently Findings of the Study The results of the present study demonstrate significant main effects on total job satisfaction, extrinsic job satisfaction and general satisfaction between executives and supervisors irrespective of their type of duty whether they are shift or non-shift (see Table 1), The higher means of the executive in comparison to the supervisors are consistently found on all the dimensions of job satisfaction. Iis of psychological importance that both the groups do not differ significantly with regard to intrinsic job satisfaction because the dynamics of intrinsic satisfaction related to Herzberg’s, Hygiene Factors in his two-factor theory of job salisfaction. Since, the shift and non-shift group, is either equally satisfied or dissatisfied, it shows that the work environment including physical conditions and hours of work have almost similar type of positive and negative feelings among the employees. Such findings could be explained in terms of the relationship between life satisfaction in general or, qualily VOLUME 20» NUMBI 2» SUMMER 2002of life and quality of work life (De, 1984). He observed that in Indian Organizations the satisfaction derived by employees from life in general is carried over, to some extent, to the work place and vice-versa, This may be the reason as to why executives both in shift and non-shift areas are experiencing grealer job satisfaction compared to the supervisory staff. The findings relating to organizational commitment in the present study yield interesting observations. There have been significant effects with regard to total organizational commitment, job integration and challenge and trust and confidence in organizations (see Table 1). This shows that both nature of duty (shifvnon-shift) as well as Table 1 Showing F-Values of the Variables A B Source (Shift Non-shif) (Executive Supervisor) AXB Variables vi JS 0.08 6.20" 1.03 v2 1S 0.003 1.99 0.42 v3 «ES 0.42 11.69" 0.95 v4 GS 0.004 4.87" 0.40 v5 Oc 0.07 2.61 8.69" V6 JIC 4.96 1,98 13.14" v7 CPSWR 0.15 0.06 0.51 ve TC 0.95 4.82" 7.93" va CGD 0.03 1.15 0,001 V1i0 HRDC 3.87 2.58 1,09 Vit J Stress 0.44 22.34 0.40 V2, RA 0.61 1.83 3.59" V13, RO 0.72 0.34 3.92" via CC 0.26 7.54* 1.85 V15 IRA 1.97 4.34" 0.02 vig RC 1.73 13.79" 1.51 NV ieGCHuis 1.31 2.73 0.99 vie El 6.14 20.22* 9.42 vig JD 1.20 11.09" 4AT v2o LS 0.31 16.41" 2.34 v21 JRCM. 9.90" 0.12 0.20 *P<01 *P<.05 JS Job Satisfaction JSTRESS = Job stress Is Intrinsic satisfaction RA Role Ambiguity ES Extrinsic satisfaction RO Role Overload Gs General satisfaction Se Constraints of Change oc Organizational commitment IRA Inadequacy of Role Authority Jic Job Integration and Challenge Re Role Conflict CPSWR = Company Prestige & Synergistic cc Group Cohesiveness Work Relationship el Experience of Inequity Tc Trust & Confidence JD Job Difficulty. cGD Career Growth & Development us Lack of Leadership Support HRDC = HRD climate JRCM Job requirement and Capability mismatch ORGANIZATION DEVELOPMENT JOURNALhierarchical position and category of employees (Executives Supervisors), do jointly influence the feeling of organizational ‘commitment. With regard to main effects, itis ‘observed that, shift executives do not differ from non-shift executives significantly but non-shift supervisors differ significantly from shift supervisors, Non-shift supervisors have higher job integration and challenge than shift supervisors. But such a phenomenon does not happen with executives, irrespective of nature of duty. Interestingly with regard to trust and confidence as a facet of organizational commitment, shift executives significantly differ from non-shift executives (ie.) shift executives have higher sense of trust and confidence compared to non-shift executives, However, there is no significant difference between the supervisors on this dimension. Both nature of duly and as welll as employee category do not seem to influence company prestige and synergistic work relationship and cognitive growth and development significantly. The inter correlation (see Table 2) between organizational commitment and job satisfaction reveal that they are positively correlated for three groups except for the shift executives (- 0.22). For the non-shift executives the correlation is the highest (0.67). It may be due to the less risky and less uncertain job conditions and psychological as well as Table 2 Showing Inter Correlation for Job Satisfaction, HRD Climate, Job Stress and Orgs JSN 1.00 HRD 0.49, 1.00 JST 0.32 0.35 oc 0.67 -0.04 Non-Shift Supervisors (N=90) JSN 4.00 HRD 0.45 1.00 JST 0.44 0.5 oc 0.04 0.07 (1-Tail,.05) (2-Tail, 05) Critical value Critical value nizational Commitment Dimensions for the Shift Executives (N = 90) 1,00 -0.04 1.00 1.00 -0.06 1.00 be 83a a VOLUME 20 + NUMBER 2 + SUMMER 20026 physical environment in which they operate. For the shift employees the old timings and changing time schedules might be creating some kind of cognitive dissonance and negative attitudinal dispositions towards work and in turn this might be generating less satisfaction and less commitment. About company prestige and synergistic work relationship as well as career growth and development, the study does not find significant difference either between executives and supervisors or, between shift and non-shift employees. This means that work culture in the organization is quite homogenous. and probably uniform policies do operate in the organization for all categories of employees. This indicates a positive dimension of organizational health Further, the findings indicate that out of ten dimensions of job stress, interaction effect has been significant only on two: Role Ambiguity and Role Overload. It reflects that both executives and supervisors in shift and non- shift areas do experience almost similar amount of job stress in numbers of organizational dimensions. However, nature of duty and employee position jointly influences the nature of job stress relating to both Role Ambiguity and Role Overload With regard to main effects on job stress, itis observed that the effects are insignificant between shift, non-shift as well as executives- supervisors on such variables as constraints of change, inadequate role authority, role conflict, lack of group cohesiveness, experience of inequity, job difficulty, lack of leadership support and job requirement and capability mismatch, However, looking at the mean values itis observed that shift executives experience greater stress in relation to only job requirement and capability mismatch and on all other dimensions the non-shift executives as well as supervisors experience greater job stress. This shows that the type of work and an extended regular work hour with uncertain work assignments might be responsible for ‘generating greater stress among the non-shift employees. This may be explained in terms of the cognitive model of stress (Lazarus, 1966) Several Indian researchers have strengthened the empirical base of such a notion (Pestonjee, 1992, Pareek, 1994). As regards the inter-correlation of job stress with that of organizational commitment, for the shift executives and shift supervisors it is low but positive (see Table 2), whereas for the non-shift employees the correlation is werse. It clearly strengthens the consistency of the findings of the present study. Since the non-shift employees experience higher stress than the shift employees do, itis expected that they would have less organizational commitment, and hence an inverse relationship. Concerning HRD climate, the findings of the present study clearly show that there is a significant difference between shift and non-shift employees irrespective of their job category, ‘Again the shift employees both supervisors and executives have a better perception of he HRD climate compared to the non-shift employees (see, Table-1). Such a finding logically follows from the fact that non-shift employees do experience higher job stress as well as less organizational commitment. On the other hand, there is no significant difference between the executives and supervisors concerning HRD climate. The inter co-relations also reveal that {or the shift executives and supervisors and also for the non-shifl employees there exist only inverse relationships between HRD climate perception job stress and organizational commitment. However, the negative co-relations are quite high between job stress and HRD climate perception for all the four sub groups. This lends support to the theoretical framework, which contains that experiencing job stress is phenomenological as well as cognitive in character. It means if employees perceive that the Human Resource Development aspects including the organizational climate as well as ‘organizational health is not up to a desirable ORGANIZATION DEVELOPMENT JOURNALand expected level, job stress will be induced. Several studies lend support to such a finding (Singh, 1989; Mohanty, 1992; Pattanayak, 1992; Mishra & Das 1990; Joiner, 2001). Implications of the Study for Organization Development Professionals The present study intended to suggest several HR inilialives to improve HRD climate in the organization. The findings show that the organizational commitment of shift work employees irrespective of their position in the ‘organization is low because of absence of job integration and challenge. To improve the organizational commitment of the shift ‘employees job analysis should be done and based on the analysis, job enrichment and job enlargement techniques should be applied to make the job more meaningful, Job enrichment. refers to the vertical expansion of jobs. It increases the degree to which the jobholder controls the planning, execution and evaluation of his or her work, An enriched job organizes tasks $0 as to allow the worker to do a complete activity, increases the employee's freedom and independence, increases responsibility and provides feedback, so an individual will be able to assess and correct his /her own performance. Whereas job enlargement refers to horizontal expansion of jobs. This can be executed through increasing the number and variety of tasks that an individual performed resulted in jobs with more diversity. Moreover, in the shift normally the work schedule of the supervisor is very structured and the person is only supposed to do the Unfinished work or to continue the same work left by his predecessor of the last shift. Work schedule basically reflects the specific task assignment to an individual at work. Most of the time it lacks proper integration of the whole assignment, which mostly are carry over from ‘one shift to another and from one individual to another to complete the unfinished tasks. This needs to be bridged through better standard operating practices like documenting and displaying the detailed steps to be followed for each major operation for e.g. display of targets, finished and unfinished tasks at shop-floor, which should be updated in every shift and the ‘machine performance and maintenance status. This will improve the job satisfaction, Table 3 Prescribed HR Solutions for OD Professionals satisfaction. reduce job stress, + Job analysis, job enlargement and job enrichment to make the job more meaningful, which will enhance job satisfaction and organizational commitment, + Design standard operating practices to draw clarity in work functioning for improving job + Competency assessment and mapping to match the job requirement and capability to + Role analysis and role mapping to reduce job stress. + Altitudinal change programs to make the employees open to change in the organization, + Introduce mentor system to improve leadership support. These HR initiatives will build synergistic work culture and improve the HRD climate. 77 VOLUME 20» NUMBER 2 + SUMMER 2002organizational commitment and in turn make the HRD climate better. The employees working in both shift and non-shift are experiencing high job stress because of the factors like inadequate role authority, role ambiguity, role conflict, role overload, lack of group cohesiveness, experience of inequity, job difficulty, job requirement, capability mismatch, lack of leadership support, and constraints of change. The organization under study is the oldest public sector in India with old technology and very conservative hierarchical management practices, which resulted in higher job stress. The concept of role is vital for the integration of the individual with an organization. The organization has its own structure and goals. Similarly the individual has his personality and needs (motivation). All these aspects interact, with each other and to some extent get integrated into a role. Role is a central concept, in work motivation. To overcome the stress, it is important to draw role profile of the individual through role analysis technique (RAT) and based on this profile mapping of his role against the roles of significant others in the organizations (Role Mapping), which will reduce role conflict, role overload, role ambiguity, and lack of group cohesiveness. Role analysis technique involves series of steps, where role incumbents in conjunction with team members, define and delineate role requirements, This will in turn reduce role related job stress, enhance job satisfaction and perception of positive HRD climate. Aitudinal change programs should be conducted wherein the necessily and outcome of change can be clearly stated to make the ‘employees open to change in the organization, Competency assessment of the shift executives, can be done through assessment center and based on the findings the competency mapping should be drawn to identify the skills and abilities required to perform specific assignments. Keeping in view the map, the job assignments can be allocated to avoid the job requirement and capability mismatch Moreover, new skills can be imparted to develop, the competency through training and development initiatives. Largely. this will enhance job satisfaction and also improve the HRD climate in the organization, To ensure leadership support at each level, mentor system can be introduced. In each department, the superiors can be trained and developed as mentors to groom the juniors to function effectively and later to take up higher responsibilities, The HR initiatives discussed above will develop trust and confidence among the employees, reduce job stress, enhance job satisfaction and organizational commitment in building a synergistic work culture, which will better the HRO climate. Conclusion and Scope for Future Research ‘The present study intended to examine the dependent variables like job-satisfaction, perceived organizational commitment, job stress and HRD climate between shift and non- shift employees vis-a-vis executives and supervisors, Looking at the findings of the study, it is evident that largely the objectives have been realized, of course with certain limitations. There have been consistent revelations that, employees irrespective of their nature of work and category of job, experionce job stress. Another consistent finding is that non-shift employees whether they are executives or supervisors, experience greater degree of job stress as well as lowered organizational commitment and perceive the HRD-climate in a less positive way which lends support to the findings of Reddy, Gajendran and Gayatri (2000) which states that public sector organization with democratic climate promotes organizational commitment and Suliman (2000) highlights that organizational commitment enhances job performance. This implies that ORGANIZATION DEVELOPMENT JOURNALbetter the HRO climate, the higher the commitment and higher the performance. These findings suggest that the crux of the issue in industrial organizations does not lie in the hierarchical role positions of employees ie... executive versus supervisors. Rather, it is significantly related to work hours, extended work hours, unassigned role behavior, uncertainty in the work environment, task varieties and ambiguities as well as irregular lime schedules for the employees. Besides these observations, the results of this study also implicate that the intrinsic motivational dimensions along with Herzberg’s motivation and Kanungo’s salient need structure requires special attention for improving organizational health and development. It is imperative from the above, the organization under study requires. the improvement of both work culture and psychological environment for achieving corporate excellence. The study calls for greater emphasis to be laid on applications of HRD interventions and improving organizational synergy. Due to several historical factors the problem of low synergy is prevailing in India than in any other countries of, the world (Singh, 1992). Sufficient attention has not been paid to the problem of improving synergy within organizations in India. If productivity has increased, it is mainly due to technological advancement. Indian industries need to shift from physical technology to information technology, from Capital Centered economy to Human Centered economy, from material growth to sustainable development and from hierarchical to de-centralized organization to improve the synergy. Organizational factors such as size, recruitment based on individual merit, not on ability to work in groups/teams, non-professional management, reward system and general insecurity have contributed to the dynamics of both HRD and organizational synergy. Therefore, itis suggested that to bring about changes in the organizational practices and climate to make it more competitive and productive, action research as an organization development strategy should be adopted in Indian organizations especially, public sector enterprises wherein still there is fixed mind set for their practices continuing since decades. References Baunagartel, H. (1971). The penetration of modern management technology and ‘organizational practices in indian Business Organizations. indian Administrative and ‘Management Review, 3. Cawsey, T. (1973). The Interactions of Motivation and Environment in the Prediction of Performance Potential and Satisfaction in the Life Insurance Industry in Canada, Paper presented at 16th Annual Midwest Academy of Management Meeting, Chicago, iinois, April Chhokar, J.S. and Sethumadhavan, P. (1992) Organizational Climate and _ its Consequences: A Re-examination. CRMS Monograph No.1, Indian Institute of Management, Ahemdabad. De, NR. (1984). Alternative Designs of Human Organizations, New Delhi: Sage Frederickson, N. (1966). Some effects of Organizational Climate on Administrative Performance Research Memorandum, RM- 66-21, Educational Testing Science. Gani, A. and Shah, A.F. (2001). Correlates of ‘organizational climate in Banking industry. Indian Journal of Industrial Relations, 36, 3, 301-322 Glick, W.H, (1985). Conceptualizing and Measuring Organizational and Psychological Climate: Pitfalls in Multilevel Research. Academy of Management Review. 10, 601-616. Hossain, M. M. (2000). Job Satisfaction of Commercial Bank Employees in Bangladesh: A Comparative Study of Private and Public Sectors. Indian Journal of Industrial Retations, 35, 3, 347-357 [7] VOLUME 20» NUMBER 2+ §| Insel, P.M. and Moos, R.H. (1974). Psychological Environments: Expanding the scope of Human Ecology, American Psychologist, Vol.29, 179-188. Johanessan, R.E. (1971). Job Satisfaction and perceptually measured organization climate: Redundancy and confusion, in MW. Frey (ed.) New Developments in Management and Organizations Theory. Proceedings of Eighth Annual Conference Eastern Academy of Management, 27-37. Johanessan, R.E. (1973). Some Problems in the Measurement of Organizational Climate. Organizational Behavior and Human Performance, 10, 118-144, Joiner, TA. (2001). The influence of national culture and organizational culture alignment on job stress and performance: evidence from Greece. Journal of Managerial Psychology, 16, 3, 229-242. Kaczka, F. and Kirk, R. (1968). Manage Climate, Work Groups and Organizational Preference. Administrative Science Quarterly, Vol.12, 252-271, Lazarus, RS. (1966). Psychological Stress and the Coping Process. New York: McGraw Hil Mishra, P.K., Dash, R, and Das, S.K. (1990) Developing of Human Resource Management for Indian Railways. Social Science International, 6,2,35-43 Pareek, U. (1994). Making Organizational Role Effective, New Delhi: Tata McGraw Hill Pattanayak, B. (1992). Role of Life Events, Type-A Behaviour and Mental Health on Psychosomatic Diseases; A study on Public Sector Executives. Management and Labour Studies, 18, 4, 235-241 Pestonjee, D.M. (1992). Stress and Coping: An Indian Experience. New Delhi: Sage Publications. Rao, T.V. and Abraham, E. (1991). HRD Climate in Organizations. Readings in Human Resource Development. Oxford IBH Publishing Co, Lid. New Delhi Reddy, T.C. , Gajendran, M. and Gayathri, S. (2000). Organizational climate and dual commitment in private and public sector enterprises. Indian Journal of Industrial Relations, 36, 1, 53-66. Rousseau, D.M, (1988). The Construction of Climate in Organizational Research. In C.L ‘Cooper and I. Robertson (Eds.) Intemational Review of Industrial and Organizational Psychology, John Wiley & sons Ltd, 139- 198, Sayeed, 0.8. (1989). Perception of Organizational Commitment: Preliminary Findings and Scale Construction. The indian Journal of Social Work, L, 3, 317- 327. Schneider, B. (1975). Organizational Clitnate: An Essay. Personne! Psychology, 28, 447- 479. Schneider, B. and Hall, D.T. (1972). Toward speaking the concept of Work Climate. A study of Roman Catholic Diocesan Priests. Journal of Applied Psychology, 56, 447- 455, Schneider, B. and Reichers, A.E. (1983). On the Eitology of Climates. Personne! Psychology, 36, 2, 19-39. Schneider, B. and Synder, R.A. (1975). Some Relationships between Job Satisfaction and Organizational Climate. Journal of Applied Psychology, 60, 318-328, Singh, P.N. (1992). Developing and Managing Human Resources. Bombay: Suchandra Publications Singh, S. (1989). Job Stress and perceived Organizational —_Characteristies. Management and Labour Studies, 14, 3, 131-143, Singh, S. and Singh, A.K. (1986). Structure of Stress Experiences. Unpublished Manuscript, Department of Human and Social Science. Indian Institute of Technology, Kanpur, India. ORGANIZATION DEVELOPMENT JOURNAL.Suliman, A. and lles, P. (2000). 's continuance commitment beneficial to organizations? Commitment-performance relationship: a new look. Journal of Managerial Psychology, 15, 5, 407-422, Weiss, DJ, Davis, RV., England, G.W. and Lofgnist, L.H. (1967). Manual for the Minnesota Satisfaction Questionnaire Minneapolis: University of Minnesota. Yousef, D.A. (2000). Organizational commitment: a mediator of the relationships of leadership behavior with job satisfaction and performance in a non- western country. Journal of Managerial Psychology. 15, 1, 6-24 [=] VOLUME 20» NUMBER 2 + SUMMER 2002Dr. Biswajeet Pattanayak is a Professor & Area Co-ordinator, Human Resource Management Area at Indian Institute of Management Indore. He is a Ph.D. and D.Litt. (Post Doctorate) in the area of industrial and Organizational Psychology and Fellow of All India Management Association (AIMA), New Delhi, with 14 years of experience both in Industry and Academia, He has authored 14 books and 65 research papers published in referred journals in the area of management and psychology based on his research, consulting and industry experience. Professor Pattanayak hhas done a number of consultancy assignments with various leading organizations including World Bank - Danida CMA HRD Project, Washington (DC). His research interests have focussed on HRD climate, corporate excellence, Quality of work life, Stress, Organizational citizenship behaviour, Learned optimism & Organizational effectiveness. He is the recipient of the Career Award for Young Teachers in Management Education of All India Council of Technical Education (AICTE) in 2000.He is an Affiliate member of American Psychological Association (APA) and member of International Council of Psychologist (ICP), USA. Contact Information: Indian Institute of Management Rajendra Nagar, Indore-452012, India Email: bpattanayak@yahoo.com biswajeet@iimidr.ac.in ORGANIZATION DEVELOPMENT JOURNAL