Submitted to: Sir Sarmad

Submitted by: Iqra Rafeeq

Assignment 2

QUESTION NO 1:
Research Model
Dependent variable Job satisfaction
Responses are obtained using a 7-point Likert-type scale where 1 = strongly
disagree, 2 = disagree, 3 = slightly disagree, 4 = neither agree nor disagree,
5 = slightly agree, 6 = agree, and 7 = strongly agree.
Items:
1. All in all, I am satisfied with my job
2. In general, I don't like my job (R)
3. In general, I like working here
Items denoted with (R) are reverse scored

Source
Cammann, C, Fichman, M., Jenkins, D., & Klesh, J. (1983). Assessing the attitudes and
perceptions of organizational members. In S. Seashore, E. Lawler, P. Mirvis, & C. Cammann
(Eds.), Assessing organizational change: A guide to methods, measures and practices. New York:
John Wiley. Items were taken from Table 4-2, p. 84. Copyright © 1983. Reprinted by permission
of John Wiley and Sons, Inc.

Dependent Variable: Job stress

Responses are obtained using a 5-point Likert-type scale where 1 = strong
disagreement and 5 = strong agreement with the following statements. Items
denoted with (9) were used in the nine-item version (Jamal & Baba, 1992).
Item:
Time stress items:
1. Working here makes it hard to spend enough time with my family
2. I spend so much time at work, I can't see the forest for the trees
3. Working here leaves little time for other activities
4. I frequently get the feeling I am married to the company
5. I have too much work and too little time to do it in (9)
6. I sometimes dread the telephone ringing at home because the call might be job-related (9)
7. I feel like I never have a day off (9)
8. Too many people at my level in the company get burned out by job demands (9)
Anxiety items:
1. I have felt fidgety or nervous as a result of my job
(9) 2. My job gets to me more than it should (9)
3. There are lots of times when my job drives me right up the wall (9)
4. Sometimes when I think about my job I get a tight feeling in my chest (9)
5. I feel guilty when I take time off from job (9)
Source Parker, D. F., & Decotiis, T. A. (1983). Organizational determinants of job stress.
Organizational Behavior and Human Performance, 32, 160-177. Items were taken from Table 2,
p. 169. Copyright © 1983 by Academic Press. Reproduced with permission.

Independent variable: Social support by organization

Items Responses are obtained on a 5-point Likert-type scale where 4 = very much,
3 = somewhat,! = a little, 1 = not at all, and0 = don't have any such person.
Items:
1. How much does each of these people go out of their way to do
things to make your work life easier for you?
 A. Your immediate supervisor
 B. Other people at work.
 C. Your wife [husband], friends and relatives
2. How easy is it to talk with each of the following people?
 A. Your immediate supervisor
 B. Other people at work
 C. Your wife [husband], friends and relatives
3. How much can each of these people be relied on when things get
tough at work?
 A. Your immediate supervisor (boss)
 B. Other people at work
 C. Your wife [husband], friends and relatives
4. How much is each of the following people willing to listen to your
personal problems?
 A. Your immediate supervisor
 B. Other people at work
  C. Your wife [husband], friends and relatives
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 Michi-
gan, Institute of Social Research. Items were taken from text, pp. 251-252.
Copyright © 1980. Reproduced with permission.

Moderator: Employee’s commitment

Items Response are obtained using a 5-point Likert-type scale where 1 = strongly
agree, 3 = unsure, and 5 = strongly disagree.
Item(s)
1. I like this career too well to give it up
2. If I could go into a different profession which paid the same, I would
probably take it (R)
3. If I could do it all over again, I would not choose to work in this
profession (R)
4. I definitely want a career for myself in this profession
5. If I had all the money I needed without working, I would probably
still continue to work in this profession
6. I am disappointed that I ever entered this profession

Source
Blau, G. (1989). Testing generalizability of a career commitment measure
and its impact on employee turnover. Journal of Vocational Behavior, 35,
88-103. Items were taken from text, p. 92. Copyright © 1989 by Academic
Press. Reproduced with permission.

Social support
Job satisfaction Job Stress
by organization

Employee’s
commitment
Model 2
Independent Variable: Employee’s commitment
Items Response are obtained using a 5-point Likert-type scale where 1 = strongly
agree, 3 = unsure, and 5 = strongly disagree.
Item(s)
1. I like this career too well to give it up
2. If I could go into a different profession which paid the same, I would
probably take it (R)
3. If I could do it all over again, I would not choose to work in this
profession (R)
4. I definitely want a career for myself in this profession
5. If I had all the money I needed without working, I would probably
still continue to work in this profession
7. I am disappointed that I ever entered this profession
Source
Blau, G. (1989). Testing generalizability of a career commitment measure
and its impact on employee turnover. Journal of Vocational Behavior, 35,
88-103. Items were taken from text, p. 92. Copyright © 1989 by Academic
Press. Reproduced with permission.

Independent Variable: Supervisor Support

Items Responses are obtained using a 5-point Likert-type scale where 5 = strongly
disagree, 4 = disagree to some extent, 3 = uncertain, 2 = agree to some
extent, and 1 = strongly agree.
Item(s)
1. My supervisor takes the time to learn about my career goals and
aspirations
2. My supervisor cares about whether or not I achieve my goals
3. My supervisor keeps me informed about different career
opportunities for me in the organization
4. My supervisor makes sure I get the credit when I accomplish
something substantial on the job
5. My supervisor gives me helpful feedback about my performance
6. My supervisor gives me helpful advice about improving my
performance when I need it
7. My supervisor supports my attempts to acquire additional training or
education to further my career
8. My supervisor provides assignments that give me the opportunity to
develop and strengthen new skills
9. My supervisor assigns me special projects that increase my visibility
in the organization
Source:
Greenhaus, J. H., Parasuraman, A., & Wormley, W. M. (1990). Effects of
race on organizational experiences, job performance evaluations, and career
outcomes. Academy of Management Journal, 33(1), 64-86. © 1990 by
Academy of Management. Items were taken from the appendix, pp. 85-86.
Reproduced with permission of Academy of Management in the format text-
book via Copyright Clearance Center.

Dependent Variable: Job stress

Responses are obtained using a 5-point Likert-type scale where 1 = strong
disagreement and 5 = strong agreement with the following statements. Items
denoted with (9) were used in the nine-item version (Jamal & Baba, 1992).
Item:
Time stress items:
1. Working here makes it hard to spend enough time with my family
2. I spend so much time at work, I can't see the forest for the trees
3. Working here leaves little time for other activities
4. I frequently get the feeling I am married to the company
5. I have too much work and too little time to do it in (9)
6. I sometimes dread the telephone ringing at home because the call might be job-related (9)
7. I feel like I never have a day off (9)
8. Too many people at my level in the company get burned out by job demands (9)
Anxiety items:
1. I have felt fidgety or nervous as a result of my job
(9) 2. My job gets to me more than it should (9)
3. There are lots of times when my job drives me right up the wall (9)
4. Sometimes when I think about my job I get a tight feeling in my chest (9)
5. I feel guilty when I take time off from job (9)
Source Parker, D. F., & Decotiis, T. A. (1983). Organizational determinants of job stress.
Organizational Behavior and Human Performance, 32, 160-177. Items were taken from Table 2,
p. 169. Copyright © 1983 by Academic Press. Reproduced with permission.

Moderator: Work related expectancies

Items Responses are obtained on a 5-point Likert-type scale where 1 = definitely
not part of my job and 5 = extremely true of my job.
Item(s)
1. It is more likely that I will be given a pay raise or promotion at
[company name] if I finish a large amount of work
2. It is more likely that I will be given a pay raise or promotion at
[company name] if I do high-quality work
3. Getting work done quickly at [company name] increases my chances
for a pay raise or promotion
4. Getting work done on time is rewarded with high pay at [company
name]
5. Completing my work on time gets me greater approval from my
immediate supervisor at [company name]
6. My immediate supervisor at [company name] gives me more
recognition when I get a lot of work done
7. If I get my job done on time, I have more influence with my
immediate supervisor at [company name]
8. My immediate supervisor at [company name] pays added attention to
the opinions of the best workers
9. When I finish my job on time, my job is more secure at [company
name]
Source
Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organi-
zational support and employee diligence, commitment, and innovation.
Journal of Applied Psychology, 75( 1), 51 -59. Items were taken from Table 2,
p. 56. Copyright © 1990 by the American Psychological Association.
Reprinted with permission.

Employee’s
commitment

Job stress

Supervisor support

Work related
expectancies
Question No 2:
Research based definition problem
The research problem that has been addressed in previous studies is whether or not multiple
stress factors lead to job stress in the banking system. The findings indicate that these factors
have a negative impact on employee efficiency (Alkubasi, 2015). Articles explore how bankers
are under a lot of stress as a result of a number of stressors, and how this has influenced their
overall performance (Shahid, Latif, Sohail, Ashraf, 2011). Various factors were considered,
including a lack of administrative help, excessive job demand, problematic customer relations,
the balance of family and work life, resource inadequacy, long working hours, and work
disputes. However, all of these variables are normal in a banking system, and a good employee
is one who understands how to deal with them. Our research will take different variables such
as work expectancies, employee’s commitment and training to see that how they impact work
stress. We will then state the problem related to work stress that whether it has positive or
negative affect on employee’s performance. Our research will concentrate on the
management's responsibility to provide sufficient training and supervision to its employees to
cope with such challenges.

Question No 3:
Research gap analysis (study previous research papers/future directions/ find missing areas to
be addressed).

Despite the fact that the research articles provided are adequate in terms of sampling and have
cover banks on a local, national, and international level, Dr. Muwafiq, for example, has covered
the banking sector in Qatar, while Dr. Ramzan and Ashfaq Ahmed have covered the banking
sector in Pakistan as a whole. However, there is a discrepancy in the variables used in these
studies. Both of these studies found that work stress has a negative impact on an employee's
performance. Both of them have dealt with various facets of work stress without taking into
account other factors. The business or banking world is constantly evolving, and competition is
fierce. Job stress or work overload is a normal occurrence in this situation. Employees should be
prepared to deal with these difficulties. Not only does a large team of effective employees
improve results, but they can also reduce job stress. Employee’s effectiveness can be increased
by good supervision and by enhancing their commitment to organization. One thing that should
be taken into consideration is what will be the level of work stress when employee are trained
and committed to their work, Not only does a large team of effective employees improve
results, but they can also reduce job stress.