CORELATIVE STUDY BETWEEN ORGANIZATIONAL CLIMAT, FAMILY SUPPORT AND PHISICAL HEALTH AT THE EMPLOYEE S OF A SOFTWARE PRODUCER COMPANY

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1 ROMANIAN JOURNAL OF EXPERIMENTAL APPLIED PSYCHOLOGY VOL. 4, ISSUE 4 CORELATIVE STUDY BETWEEN ORGANIZATIONAL CLIMAT, FAMILY SUPPORT AND PHISICAL HEALTH AT THE EMPLOYEE S OF A SOFTWARE PRODUCER COMPANY Abstract RUSAN CLAUDIA a, MIHAI ANITEI * b a,b University of Bucharest, Department of Psychology The objective of the research was to identify the level of work stress, organizational climate, family support and physical health in a software production company. To test the research hypotheses three subscales of CAPES questionnaire were used (organizational climate, family environment and physical health) as well as a questionnaire regarding family life and profession balance and stress reducement. Research hypotheses were tested using Person correlation which is part of the SPSS statistical software. 88 people participated in this research. They were selected randomly from company headquarters, they voluntarily completed the pencil and paper questionnaires. The research results show that one of the hypotheses of the study is confirmed, employees who work more hours are in poor health state. The other hypotheses of the research show that there are positive relations between satisfaction and precarious organizational climate, physical health and reduced family support, we can say that is not confirmed, the results are not conclusive. Keywords: organizational climate, family support, physical health, satisfaction at workplace Cuvinte cheie: climat organizational,support familial, sănătate fizică, satisfacţie în muncă 1. INTRODUCTION/THEORETHICAL FRAMEWORK James and McIntyre (1996) define organizational climate as employees' perception about how their job works. These perceptions relate to the organization's policies, practices as well as rewards to employees. Organizational climate can also be defined as a safe work area (Neal & Griffin, 1998). As a 45

2 general definition we can say that organizational climate represents the employees perceptions about how their jobs work. On the whole we can say that no organization is perfect, Hart et. al (1999) as cited in Griffin Hart & Wilson-Evered (2003) shows that there are 10 key criteria for an organizational climate to be healthy for employees: the quality of leadership(supportive leadership), the decision- making processes that are used in workplace (participative decision-making), the clarity of staff roles (role clarity), the way in which staff support one another and work together (professional interaction), the extent to which staff receive appraisal and recognition ( appraisal and recognition), opportunities for professional growth (professional development), the extent to which staff agree with goals and philosophy of the workplace ( goal congruence), the level of work demands (excessive work demands), the overall level of enthusiasm, energy and pride in the workplace (workplace morale) and the overall level of anxiety, distress and frustration in the workplace (workplace distress). Of course, these 10 key criteria can be used in most areas of work as well as IN professional associations. For this, Hart et al. al (1995a, b) Griffin, Hart & Wilson-Evered (2003) and Hart et. al (1996) as cited in Griffin, Hart & Wilson- Evered (2003) shows that these 10 criteria have an important role in determining well-being and counterproductive behaviors such as absenteeism, individual and group performance, service delivery and reputation of a company which relies on customer service. As a result of society socio-economic and technologic development, family was affected, and the relation between work and family is currently extensively studied because it has proven to be an important factor for employee welfare. The impact of stress on the relation between work and family is extensively studied and well known (Brough & O 'Driscol, 2005 as cited in Weinberg, Sutherland & Cooper, 2010). The need to stay overtime or work long hours has a negative effect on family relations, and social relations in general. Long working hours are a key factor in the divorce rate and work-family relation stress. However, it must be recognized that some people take refuge in work because of family problems, see work as a psychological refuge and a way out of the pressures of home and family, or from a poor social and family life (Weinberg, Sutherland & Cooper, 2010). Worrall & Cooper (2001) as cited in Weinberg, Sutherland & Cooper (2010) show that 71% of UK managers think that home is as important as work is, but they continue to spend long hours at work, although they know that this leads to adverse effects on family relations. The basic problem of the family-work relation is negative emotions which generate conflicts in the family, but also taking to work the negative emotions from home which leads to a poor employee performance and counterproductive behaviors such as abuse substances and absenteeism (Frone, 2003 as cited in Weinberg, Sutherland & Cooper, 2010). 46

3 Capotescu shows that Parker & Spring (1999) (Figure 1) pointsout that the paradox of modern organizations is that people have opportunities for personal development, skills development and interaction with other people, but also face various shortcomings such as: workplace safety, labor ambiguity, outside sources, etc.. Kahn şi Byosiere (1992) reduce stressors in two categories: the content of the task, which includes dimensions as simplicity/complexity and monotony/variety and role properties that relate to social aspects of the job and include supervisory relations and role conflict. Le Blanc, de Jonge and Schaufeli (2000) classifies potential stress generation stimuli into four main classes: work content, working conditions, employment conditions and workplace social network. Research has found relations between physical health and jobs characterized by high repetition, sustained monotony and vigilance, shits program. 2. OBJECTIVE AND HYPOTHESES 2.1.OBJECTIVE Highlighting the particularities of the samples work program. Highlighting the health implications for employees. Establishing a program to harmonize and balance work and family. The research is correlational, based on psychological methods of investigation regarding the dimensions: organizational climate, family environment as well as physical and mental health. 2.2.HYPOTHESES There is a statistically significant correlation between work program and employees health in the studied group. There is a strong and statistically significant correlation between organizational climate variables and physical and mental health of employees in the studied group. There is a strong and statistically significant correlation between organizational climate variables (stressors at work) and family relations. 3. METHOD 3.1.PARTICIPANTS The group of 88 participants was selected by non-random convenience, after visiting all offices / departments and the questionnaire was applied on available and willing to contribute to the study employees. We are talking about a software firm in Bucharest. The name of the company will be kept confidential. Employees are aged between 24 and 56 years (M = 35.62, S.D.=4.82), and come from both the rural and urban area. They were motivated by a desire to help and by the curiosity 47

4 regarding research results. Thus, we had a rate of 64.77% male participants and 35.23% female participants. Of the total participants, 11.36% are managers. In terms of population, the percentage is 11.74%. In terms of age, the sample is composed of 72.72% employees aged between 18 and 30 years, 23% of employees are aged between 31 and 40 years and 1.13% employees are over 50 years. The sample does not contain any participant aged between 41 and 50 years. In terms of population, the data are not known. 3.2.INSTRUMENTS The used instruments are two questionnaires: 1) The "Balancing family and professional life and stress reduce" questionnaire used by the Center for Equal Partnership in the project Be Family Friendly - training and consulting program for companies in Bucharest and Ilfov, implemented by EPC - Equality Partnership Center in March February 2011; 2) The "CAPES" professional self-assessment and stress questionnaire (2008). The questionnaire was self-administered on paper, The questionnaire contained 31 items in total, of which 28 closed questions, 2 semi-open questions 1 and open questions. 3.3.PROCEDURE To encourage sincere completion of the questionnaire addressing the three variables involved: climate, family environment and health, the questionnaires were completed anonymously. Sample was non-randomly chosen for convenience or voluntary. There was conducted an instruction and the informed consent certificate was obtained. 3.4.EXPERIMENTAL DESIGN Dependent variables are: variables that measure organizational climate, family environment and physical and mental health. 4. RESULTS For the calculation and analysis, the SPSS software was used. To identify the appropriate test to calculate the degree of correlation between constructs, we checked the normality of the analyzed variables. The tests used were the Kolmogorov-Smirnov and Shapiro-Wilk. If the case of variables research, we can see that the normality test has p-values less than 0.05, which notes that the variables do not have a normal shape from the point of view of the distribution. 48

5 Since the main condition for calculating the Pearson correlation coefficient is that the variables involved are measured on a scale of interval / ratio and distribution does not deviate from the normal curve and a special attention is need for outlier values, which can affect the value of the correlation coefficient. Spearman correlation coefficient calculation was used (for the ordinal data), equivalent to the Pearson correlation test. To test the first operational hypothesis, respectively that the work program affects the health of employees in the studied sample, we correlated specific work program variables with the variables of physical and mental health of employees who responded to the questionnaire. According to the obtained results it can be said that: there is a statistically significant correlation between the variables: number of hours of actual work and mental disorder symptoms (r =-0.21, significant at p =0.04; p <0.05), number of actual hours work and lack of confidence, panic (r =-0.22, significant at p = 0.03; p <0.01), number of actual work hours and overloaded, overwhelmed (r =-0.26, significant at p = 0.01), number of hours of actual work and unexplained tiredness or exhaustion (r =-0.21, significant at p = 0.04; p <0.05); number of actual work hours and muscle tremors (r = significant at p = 0.01), number of actual work hours and tingling (r = p = p <0.05), level of daily task accomplishment and decreased self-confidence (r =-0.28, significant at p <0.01) level of daily task accomplishment and lack of confidence, panic (r =-0.27, significant at p <0.01) daily task accomplishment and overloaded, overwhelmed (r=-0.21, significant at p=0.04) daily task accomplishment and fatigue or exhaustion (r=- 0, 23, significant at p = 0.02); daily task accomplishment and muscle tremor (r=- 0.41, significant at p <0.0005) daily task accomplishment and tingling (r=-0.54, significant at p <0.0005), Results obtained at this point indicate a negative correlation with the combination of the two dimensions and a medium to strong combination effect. From a psychological perspective, this means that, if working hours increase, along with work efficiency (timely completion of tasks) negative symptoms of the health of employees in the sample studied are reduced. This may suggest that working hours may have a beneficial effect on employees if they bring satisfaction. Frequent overtime and over-conscientious person (r=0.30, significant at p <0.005); This result tells us that there is a positive correlation between the level of conscientiousness and the frequency of overtime working hours. This is explained in psychological terms, the fact that a very conscientious, perfectionist, attentive to details person prefers to spend more after hours so as to ensure the quality of his/hers work. Frequency of overtime and unexplained tiredness or exhaustion (r=0.35, significant at p <0005), frequency of overtime and muscle tremor (r=0.31, significant at p <0.005), frequency of overtime and tingling sensations (r=0.27, significant at p = 0.01) satisfaction with work program level and positive belief and self-confidence (r=-0.24, significant at p=0.02) satisfaction level and too much work (r = 0.28, significant at p <0.01). 49

6 Level of work program satisfaction and fatigue or exhaustion (r=0.39, significant at p <0.0005) level of work program satisfaction and muscle tremors (r = 0.28, significant at p <0.01), satisfaction of work program level and tingling (r = 0.45, significant at p < Above variables correlations have a small, positive association. From a psychological perspective, this means that, if you increase the hours spent working overtime and the level of satisfaction with the work program, health quality declines. This within certain limits is normal, if we consider the fact that overtime means health neglect, lack of rest, an unbalanced diet and work-family imbalance. There is also a statistically significant correlation between variables: tasks incentives and energy reserves (r = 0.22, significant at p = 0.38) incentives to work and lack of awakening motivation (r = 0.22, significant at p = 0.03). Level of satisfaction with communication within the company and periods of sadness without cause (r = 0.23, significant at p = 0.29); Level of satisfaction with communication inside the company and overwhelmed sense (r=0.27, significant at p=0.01), level of communication satisfaction within the company and tendency to eat/drink more than usual (r = 0.25, significant at p=0.01), level of satisfaction with communication within the company and tingling (r = 0.27, significant at p <0.01); The correlation is positive with a small association. This suggests that if satisfaction increases, health worsens; the satisfaction level of performed tasks and overloaded, overwhelmed feeling (r 0.24, significant at p=0.23; p <0.05) level of satisfaction with the implementation of changes and overloaded, overwhelmed feeling (r = 0.25, significant at p=0.01; p <0.05) level of satisfaction with the implementation of change and tendency to eat, drink more (r =0.23, significant at p=0.02; p<0.05) satisfaction level regarding opportunities for personal development and unexplained tiredness or exhaustion (r = 0.26, significant at p = 0.01; p <0.05); Satisfaction levels regarding opportunities for personal development and tendency to eat, drink more (r =0.21, significant at p =0.04; p <0.05) satisfaction level regarding opportunities for personal development and lack of motivation to wake up in the morning (r =0.21, significant at p =0.04; p <0.05) level of satisfaction with existing climate and overloaded, overwhelmed feeling (r = 0.22, significant at p = 0.03; p <0.05) level of satisfaction with existing climate and tendency to eat, drink more (r = 0.22, significant at p = 0.03; p <0.05). Level of satisfaction with leadership style of superiors and tendency to drink, eat more than usual (r = 0.27, significant at p <0.01) level of satisfaction with the type of tasks and tendency to eat, drink more (r = 0.22, significant at p = 0.03; p <0.05) level of satisfaction with the organizational structure and tendency to eat, drink more (r = 0.23, significant at p = 0.02; p <0.05) level of satisfaction with conflict resolution and tingling (r = 0.21, p = 0.04 representative). 50

7 Degree of required training and lack of motivation to wake up in the morning (r = 0.22, significant at p=0.03; p <0.05), Degree of required training and overload, overwhelmed feeling (r = 0.24, significant at p = 0.02; p <0.05); Degree of required training and tendency to eat, drink more (r = 0.23, significant at p = 0.03) and level of job involvement and strain, overwhelmed feeling (r = 0.25, significant at p = 0, 01; p <0.05), level of job involvement and tendency to eat, drink more (r = 0.25, significant at p = 0.01; p <0.05). There are statistically significant correlations between organizational climate and family environment: The level of satisfaction with communication within the company and the level of satisfaction with family relations (r = 0.25, significant at p = 0.01; p <0.05) level of satisfaction with performed tasks and the level of satisfaction with family relations (r=0.21, significant at p = 0.04, ; p <0.05) level of satisfaction with conflict resolution and frequency of late home arrivals (r = 0.30, significant at p <0.005). Degree of required training and level of satisfaction regarding family relations (r = 0.21, significant at p = 0.04; p <0.05) level of satisfaction with the existing climate and level of satisfaction with family relations (r =0.21, representative at p = 0.04), level of tasks stimulation and difficulty in making the family accept the work program (r=0.27, significant at p <0.01) satisfaction level with task type and difficulty in making the family accept the work program (r = 0.21, significant at p = 0.04; p <0.05); Satisfaction level with development opportunities and difficulties in making the family accept the work program (r = 0.24, significant at p =.02; p <0.05). The correlations are positive, with low association level. This is psychologically translated by the fact that when the tasks are stimulating, employees have more energy in fulfilling them. Thus, we see that of the three research hypotheses, the first hypothesis is confirmed, working significantly correlates with the health of the employee, there being a negative correlation (When overtime hours increase, health decreases) but with a moderate level of association. However, the other hypothesis cannot be validated because the correlation between organizational climate and family environment or health state have a positive correlation (If organizational climate improves, it improves health and family environment), but the association between variables is low. Because the sample is not representative of the population due to the type of sampling, we omitted the calculation of confidence limits of the correlation coefficient. 5. CONCLUSIONS This paper aims to track the existence or nonexistence of stress at work among the population and how it negatively or positively affect mental health, 51

8 physical health, family climate and employee performance at work, in the case of participants in the questionnaire. The research objectives were to highlight the particularities of working hours and days/hours of professional training in the organization, given our sample. We consider the goal to be reached, because we could capture, through used instrument, the frequency of working overtime, the hours spent at work, motivation of employees regarding overtime hours and the level of satisfaction. The second objective of the research was the highlight the implications of work in the welfare of employees, this also being evidenced by the questionnaire. The correlation between the two variables was analyzed in the research, but the results are inconclusive. As a final objective, the paper aimed to establish a program designed to harmonize and balance work and family. This program will be conducted after making further studies on a representative sample while being supplemented with qualitative research. Following statistical calculations in this paper, the results are still unclear, which suggests the need to resume the study, with the recommendation of making a qualitative research, more pragmatic and useful in this situation. Although the correlations are statistically significant between the three constructs indices (family climate, organizational climate and health), they is a small or medium degree of association. Research hypotheses seem to be infirmed, except the hypothesis that states that there is an influencing relation between working hours and the health of employees in the sample studied. In order to achieve a specific action plan that includes all elements necessary to identify obstacles in achieving work-family balance, further studies are required as well as interpretation of other data provided by the questionnaire areas. We believe that making a qualitative study using focus groups could help us find areas uninvestigated by the questionnaire and it would allow employees freedom of expression. It can be argued that the poor quality of this paper was caused bya lack of time, poor resource management and lack of experience in scientific research of this kind. REFERENCES Capotescu, R. (2007). Aspecte metodologice în investigarea stresului ocupaţional. Tehnici şi metode de diagnoză. În M. Milcu, C. Răulea, R. Sassu (Eds.) Cercetarea psihologică modernă: Direcţii şi Perspective, Sibiu: Psihomedia, James, L.R. and McIntyre, M.D. (1996). Perceptions of organisational climate, in K.Murphy (ed.) Individual Differences and Behavior in Organisations (pp ), San Francisco, CA: Jossey-Bass. 52

9 Neal, A. and Griffin, M.A. (1998). Safety Climate and Safety Related Behavior: An Integrated Model. Paper presented at the 24th International Congress of Applied Psychology, San Francisco, California. Griffin, M.A., Hart, P.M., Wilson-Evered, E., (2003). Using employee opinion surveys to improve organizational health in C.L., Cooper, L., Murphy, (eds.) Healthy and productive work: An international perspective, London: Taylor & Francis. Weinberg, A., Sutherland, V.J., C.L., Cooper (2010). Organizational Stress Management, A stratetegic approach, London: Palgrave McMillan. SUMMARY Obiectivul cercetarii a fost acela de a identifica nivelul stresului de munca, climatul organizational, suportul familial dar si sanatatea fizica intr-o companie de productie de software.pentru a testa ipotezele cercetarii s-au folosit chestionarele CAPES din care au fost selectate trei scale (climat organizational, climat familial si sanatate fizica) si un chestionar pentru echilibru in familie si viata profesionala si reducerea stresului. Ipotezele cercetari au fost testate cu ajutorul corelatiei Person care face parte din programul de statistica SPSS. La aceasta cercetare au participat 88 de persoane selectionate aleatoriu din sediul firmei, acestea completand voluntar chestionare prin metoda creion-hartie. Rezultatele cercetarii arata ca una din ipotezele studiului se confirma, angajatii care lucreaza multe ore au o stare precara de sanatate. Celelalte ipoteze ale cercetarii arata ca existand relatii pozitive intre satisfactie si climat organizational precar, sanatate fizica si support familial redus,ceea ce putem spune ca nu se confirma, rezultatele nefiind concludente. 53