A Study on Organizational Climate and Work Place Stress among the

Employees of IT & IT’es Industry in Coimbatore, Tamil Nadu

I. Personal Data

1. Nature of Industry you are working : IT IT’es

2. Name of the Organization :

3. Department :

4. Designation :

5. Gender : Male / Female

6. Age :

7. Educational Qualification : High school Higher Secondary school

Diploma under Graduate Post Graduate

8. Monthly Income :

9. Family type : Joint Nuclear

10. Marital Status : Married Unmarried

(a). If married education of spouse :
(b). Occupation of spouse :

11. Total family member dependent on you :

12. Total family income :

13. Area of residence : Urban Semi-urban Rural

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14. Distance between your residence and company :

15. Whether the company vehicle is provided : Yes / No

(a). If No mode of transportation to reach :

16. Length of service in this organization :

17. Number of people whom you have overall

Responsibility in the work place :

18. Number of people reporting directly to you :

19. Are you comfortable with your present work timings : Yes / No

20. Does your work demand to stay in the concern

beyond your working hours : Yes / No

21. Does your concern offer you flexi time arrangements : Yes / No

22. Is there is any impact of economic crises on your job : Yes / No

23. Do you have an idea of switching to : Other field Yes / No

Other profession Yes / No

Please read the following statement and give your opinion which you deem fit. And indicate with
tick ( √ ) mark.
Select only one opinion for each statement.

SA – Strongly Agree A –Agree NAD- Neither Agree or Disagree D – Disagree SD – Strongly

Disagree

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 II. Measurement of Organizational Climate

A. Orientation

S.N Factors SA A NAD D SD

o
1 People here are mainly concerned with following established
rules and procedure
2 The main concern of people here is to help one another
develop greater skills and thereby advance in the organisation
3 Achieving or surpassing goals seems to be the main concern
of people here.
4 Consolidating one’s own personal position and influence
seems to be the main concern here
5 The dominant concern here is to maintain friendly relations
with others.
6 The main concern here is to develop people’s competence
and expertise
A. Interpersonal Relationship
1 In this organization most informal groups are formed around
experts.
2 The atmosphere here is very friendly and people spend enough
time in informal and social relations.
3 In this organisation strong cliques protect their own interest
4 Business like relationships prevail here; people are warm, but
get together primarily to ensure excellence in performance
5 People have strong associations mostly with their supervisors
and look to them for suggestions and guidance.
6 People here have a high concern for one another and tend to
help one another spontaneously when such help is needed
B. Supervision
1 The purpose of supervision here is usually to check for
mistakes and to catch the person making the mistakes
2 Supervision here strongly prefer their subordinates to ask them
for instructions and suggestions
3 Supervisors here take pains to see that their subordinates
improve personal skills and chances of advancements
4 Supervisors here reward outstanding achievement
5 In influencing their subordinates, supervisors here try to use

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 their expertise and competence rather than their formal
authority
6 Supervisors here are more concerned with maintaining good
relations with their subordinates than with emphasizing duties
and performance
C. Problem Management
S.N Factors SA A NAD D SD
o
1 People here take problems as challenges and try to find better
solutions than anyone else.
2 When problems are faced here, experts are consulted and they
lay an important role in solving these problems
3 In dealing with problems, people here mostly consult their
friends
4 When working on solutions to problems, people here keep in
mind the needs of organizational members as well as society
at large.
5 People here usually refer problems to their superiors and look
to them for solutions
6 Problems here are usually solved by supervisors; subordinates
are not involved
D. Management of Mistakes
1 When people here make mistakes, they are not rejected.
Instead, their friends show them much understanding and
warmth
2 Here the philosophy is that the supervisor can make no
mistakes and the subordinate dare not make one.
3 Usually people here are able to acknowledge and analylse
their mistakes because they can expect to receive help and
support from others.
4 When the subordinate makes a mistake here, the supervisor
treats it as a learning experience that can prevent failure and
improve performance in the future
5 Subordinates here expect guidance from their supervisors in
correcting or preventing mistakes
6 Here, people seek the help of experts to analyse and prevent
mistakes
E. Conflict Management
1 Most interpersonal and interdepartmental conflicts here arise
as a result of striving for higher performance

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 2 Here, conflicts are usually avoided or smoothed over to
maintain a friendly atmosphere
3 Arbitration or third-party intervention (usually performed by
experienced or senior people) is sought and used here
4 In a conflict situation here, those who are stronger force their
points of view
5 In resolving conflicts here, appeal is made to principles,
organizational ideals, and the larger goals of the organisatons.
6 Expert are consulted and their advice used in resolving
conflicts here.
F. Communications

S.N Factors SA A NAD D SD

o
1 After due considerations, those in authority here issue
instructions and expect them to be carried out.
2 Most communication here is informally and friendly. It both
arises form and contributes to warm relations
3 People here ask for information from those who are experts
on the subjects.
4 Relevant information is made available to all who need it and
can use it for the purpose of achieving high performance here.
5 People here communicate information, suggestion and even
criticism to others out of concern for them.
6 Communication is often selective here, people usually give or
hold back crucial information as a form of control.
G. Decision Making
1 While making decisions, people here make special attempts
to maintain cordial relations with all concerned.
2 Decisions are made at the top and communicated down-ward,
and people here generally prefer this.
3 People who have demonstrated high achievement have a big
say in the decisions made here.
4 Decisions here generally are made without involving
subordinates
5 Decisions here are made and influenced by specialists and
other knowledgeable people
6 Decisions are made here by keeping in mind the good of the
employees and society.
H. Trust
1 Only a few people here are trusted by management, and they
are quite influential.

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2 Trusting and friendly relations are highly valued here.
3 Here, high value is placed on trust between supervisor and
subordinate.
4 Specialists and experts are highly trusted here.

5 A general attitude of helping generates mutual trust here.

6 Those who can achieve results are highly trusted here.

I. Management of Rewards

S.N Factors SA A NAD D SD

o
1 Here, the main thing that is rewarded is excellence in
performance and the accomplishment of tasks.
2 Knowledge and expertise are recognized and rewarded here.
3 Loyalty is rewarded more than anything else here.
4 The people who are rewarded here are those who help their
juniors colleagues to achieve and develop
5 The ability to control subordinates and maintain discipline is
afforded the greatest importance in rewarding supervisors
here.
6 The ability to get along well with others is highly rated and
rewarded
J. Risk Taking

1 When confronted by risk situations, supervisors here seek the

guidance and support of friends.
2 In risky situations, supervisors here strongly emphasize
discipline and obedience to orders.
3 In risky situations, supervisors here have a strong tendency to
rely on expert specialists for their advice.
4 Supervisors here generally go to their supervisors for
instructions in risk situations
5 In responding to risky situations, supervisors here show great
concern for their people working in the organizations.
6 In responding to risky situations, supervisors here take
calculated risks and strive above all to be more efficient or
productive
l. Innovation and Change

1 Innovation and change are initiated and implemented here

primarily experts and specialists.
2 Here, innovation or change is primarily ordered by top
management.
3 Before initiating innovation or change, supervisors here
generally go to the supervisors for sanction and guidance
4 Those who initiate innovation or change here demonstrate a

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 great concern for any possible adverse effects on others and
try to minimize these effects.
5 Innovation or change here is mainly initiated and
implemented through high result-oriented individuals.
6 Supervisors here seldom undertake innovation that disturb
their existing friendship in the organizational or earn the
enmity of organizational members.

III. Occupational Stress Factors

S.no Factors SA A NAD D SD

1 My role tends to interface with my family life.
2 I am afraid I am not enough in my present role for taking up
higher responsibility.
3 I am not able to satisfy the conflicting demands of various
people above me.
4 My role has recently been reduced in importance.
5 My work load is too heavy.
6 Other role occupants (superiors, peers and subordinates) do
not give enough attention and time to my role.
7 I do not have adequate knowledge to handle responsibilities
in my role.
8 I have to do things, in my role, that are against my better
judgments.
9 I am not clear on the scope and responsibility of my role
(job).
10 I do not get the information needed to carry out
responsibilities assigned to me
11 I have various other interests (social, religious, etc.,), which
remain neglected because I do not get time to attend to these.
12 I am too preoccupied with my present role responsibilities to
be able to prepare for taking up higher responsibilities.
13 I am not able to satisfy the conflicting demands of my peers
and juniors.
14 Many functions that should be a part of my role have been
assigned to some other role.
15 The amount of work I have to do interfere with the quality I
want to maintain.
16 There is not enough interaction between my role and other
roles (superiors, co-workers, subordinates).

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17 I wish I had more skills to handle the responsibilities of my
role.
18 I am not able to use my training and expertise in my role.
19 I do not know what the people I work with expect me.
20 I do not get enough resource to be effective in my role.
21 My role does not allow me enough time to take care of my
family.
22 I do not have time and opportunities to prepare myself for the
future challenges (acquiring new skills) of my role.
23 I am not able to satisfy the demands of clients and others,
since these are conflicting with one another.

S.no Factors SA A NAD D SD

24 I would like to take on more responsibility than I am handling
at present.
25 I have been given too much responsibility.
26 I wish there was more consultation between my role and
others role.
27 I have not had the right training for my role.
28 The work I do in the organization is not related to my
interest.
29 Several aspects of my role are vague and unclear.
30 I do not have enough people to work with me in my role.
31 My organizational responsibilities interface with my extra
organizational goals.
32 There is very little scope for personal growth in my role.
33 The expectations of my seniors conflict with those of my
juniors.
34 I can do much more than what I have been assigned.
35 There is a need to reduce some parts of my role.
36 There is no evidence of several roles (including mine) being
involved in joint problem solving or collaboration for
planning action.
37 I wish I had prepared myself well for my role.
38 If I had full freedom to define my role, I would be doing
something differently from the way I do them now.
39 My role has not been defined clearly and in detail.
40 I am rather worried that I lack the necessary facilities needed
in my role.
41 My family and friends complain that I do not spend time with
them due to the heavy demands of my work roles.
42 I feel stagnant in my role
43 I am bothered with the contradictory expectations different

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 people have form my role.
44 I wish I had been given more challenging task to do.
45 I feel overburdened in my role.
46 Even when I take the initiative for discussion or help, there is
no much response from my superior’s, co-workers,
subordinates.
47 I need more training and preparation to be effective in my
work role.
48 I experience a conflict between my values and what I have to
do in my role.
49 I am not clear what the priorities are in my role.
50 I wish I had more financial resources for the work assigned to
me.
Thank you for your kind response !!!!