The main purpose of this chapter is to provide research framework structure, hypothesis, and the methodology that is going to be use on this study. In here is described in detail the sample selection and the instrument for the data collection.
Research Framework
The research framework of this research was created based on the main purpose of the study that is, examining the relationship among work stress, organizational commitment and personality (See Figure 3.1). According to the research purposes and hypothesis, this study explores the relationship between work stress (X) and organizational commitment (Y).
Moreover, it analyzes the moderator effect that the employee personality (M) has on the relationship between work stress and organizational commitment.
The work stress variable is composed by three factors: role conflict, role ambiguity and role overload. On the other hand, organizational commitment also is conform by three elements:
affective commitment, continuance commitment and normative commitment. Finally, the personality is base on the five factor model which includes these main dimensions:
conscientiousness, agreeableness, neuroticism, extraversion and openness.
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Figure 3.1.Research framework
Research Hypotheses
As it was mentioned before on the literature review there are different studies that have analyzed the relationship of work stress and the three dimensions of organizational commitment (Bersamin, 2006; Khatibi, Asadi & Hamidi, 2009; Michael, Court & Petal, 2009; Schmidt, 2007;
Vakola & Nikolaou, 2005; Ziauddin, Khan, Jam & Hijazi, 2010).
On the other hand there are also previous background on the study of work stress and personality (Bowling & Eschleman, 2010; Srivastava, 2009; Scott, 2008). Moreover, there is also literature review on the relationship between organizational commitment and personality (Chang
& Lee, 2006; Naquin & Holton, 2002). However, there was not found literature review background on the moderating effect of personality on the relationship between work stress and
Work Stress
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organizational commitment. In addition, there is only limited literature review on the work stress using as a sample the employees of the production department of the Maquila Industry in Honduras.
Hence, based on the diverse literature review and the study main purpose; the following hypotheses were formulated:
H1: Work stress is significantly related to organizational commitment.
H1-1: Role conflict is negatively related to organizational commitment.
H1-2: Role ambiguity is negatively related to organizational commitment.
H1-3: Role overload is negatively related to organizational commitment.
H1-4: Work stress is negatively related to affective commitment.
H1-5: Work stress is negatively related to continuance commitment.
H1-6: Work stress is not related to normative commitment.
H2: Personality moderates the relationship between work stress and organizational commitment.
H2-1: Conscientiousness moderates the relationship between work stress and organizational commitment.
H2-2: Agreeableness moderates the relationship between work stress and organizational commitment.
H2-3: Neuroticism moderates the relationship between work stress and organizational commitment.
H2-4: Extraversion moderates the relationship between work stress and organizational commitment.
H2-5: Openness moderates the relationship between work stress and organizational commitment.
Data Collection
This study used a quantitative research method in order to obtain the necessary data and analyze the relationship among the three main variables and their components.
The data was gathered through questionnaires that were applied to the employees that work on the production department at the Maquila Industry. It has to be mentioned that in order to obtain a better foundation at the moment of collecting the data, it has been used as a base
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questionnaire of previous studies. Firstly, work stress items were selected from two previous studies conducted by Zhao and Rashid (2010) and Kerr, McHugh and McCrory (2009).
Secondly, for organizational commitment it will be used as base the items of the study conducted by Zain and Gill (1999). Finally, to analyze the personality it has been used as a base the questionnaire the Big Five Inventory (BFI-44) of the study conducted by John, Donahue and Kentle (1991).
Research Procedure
The procedure to conduct this research has been divided in different steps (See Figure 3.2).
The diverse steps are described in detail below:
1. Identifying the need of more research on the Maquila Industry.
2. Gathering different literature review on the topic.
3. Defining the main objective and purpose of the study.
4. Creating the research framework.
5. Selecting previous instruments (questionnaires).
6. Revising and validation of the instruments used on previous studies.
7. Conducting pilot study of the final questionnaire.
8. Revising and finalizing the reliability of the final questionnaire.
9. Administrating the questionnaires for data collection.
10. Testing the hypotheses.
11. Reporting results and providing suggestions.
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Figure 3. 2.Research procedure Identifing the need of the
study
Literature review
Setting the main objective and purpose of the study
Research framework
Instrument selection
Revising and validation of the instrument
Pilot study
Reliability analysis
Data collection
Data analysis
Findings, conclusions and recomendations
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Research Sample
The Maquila Industry has become an important aspect that has a positive effect on the Honduran economy is really important, due to the fact that provides 106,695 jobs (Central Bank of Honduras, 2009). Therefore, based on the literature review that proofs the importance of this sector for Honduras, it has been decided to conduct this study using as a sample employees that work in the Maquila Industry. On the other hand, this industry is form by different sectors, these are: textiles, computers, car harness-electronics, labels and dyes. As it was mentioned before the Maquila Industry has different sectors, but this study is center on the two sectors that generates the highest number of jobs. First, there is the textile, clothing and leather goods sector which has a participation of the 78.5%, giving 83,712 jobs; which makes them the sector that generates the biggest number of job sources. On the other hand, the second sector is the car parts (harness) and electronic components with a participation of the 8.8%, generating 9,403 jobs (Central Bank of Honduras, 2009).
Moreover, the study used as a sample the employees that work on the production department of the textile and car parts (harness)-electronic components based on the fact that there is little research background on the study of the work stress on the production department of this industry (Ledesma, Pulido & Villegas, 2009; Martinez & Chang, 2011) . In addition, to add more support to these criteria, there is previous background which demonstrates that the production department in that industry is a key element on these organizations due to the fact that is where the final product is created and also is where the production goals are reached.
Therefore, based on the literature review mentioned above the sample selected were the employees that work on the production department of the Maquila Industry in the sectors of: a) textile, clothing and leather goods and b) the car parts (harness) and electronic components.
Moreover, for this study the total sample is composed by 116 participants from these sectors of the Maquila Industry in Honduras.
Research Instrument
The research instrument for this study will be composed by three main parts. The first part is center on the work stress variable and is form by its three factors: role conflict, role ambiguity and role overload (See Table 3.1). The role conflict and role overload items were
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selected from a research conducted by Zhao and Rashid (2010) who adopted the role conflict scale from Glazer and Beehr (2005) and the role overload scale they adopted from Peterson et al.'s (1995). According to the reliability study conducted by Zhao and Rashid (2010) the scale for role conflict has 0.88 Cronbach alpha and the role overload scale has 0.92 for reliability, both scales have more than 0.70 which is the conventional criterion. In addition, the role ambiguity items were select from the study conducted by Kerr, McHugh and McCrory (2009). They used the Health and Safety Executive Management Standards Indicator Tool to measure role in order to see if the employees understand their role in the organization and to see if the person does not have conflicting roles. This indicator tool has showed acceptable level of reliability. Edwards, Webster, Laar and Easton (2008) run the reliability test and the role scale presented a 0.83 Cronbach alpha. Also, Cousins et al. (2004) provide the reliability analysis of the indicator tool which on the role scale showed 0.83 Cronbach alpha as well.
Table 3. 1
RC2 I work under incompatible polices and guidelines.
RC3 I receive an assignment without the resources to complete it.
RC4 I have to buck (bend) a rule or policy in order to carry out an assignment.
RC5 I receive incompatible requests from two or more people.
RC6 I have to work under vague directives or orders.
Role Ambiguity
RA1 I am knowledgeable of what is expected of me at work.
0.83 Kerr,McHugh &
McCrory (2009)/HSE Management Standard RA2 I know how to go about getting my job done.
RA3 I know what my duties and responsibilities are.
RA4 I am knowledgeable of the goals and objectives of my Department.
RA5 I understand how my work fits into the overall aims of the organization.
(continued)
Element Code Questionnaire component Cronbach
alpha Author
32 Table 3.1 (continued)
Element Code Questionnaire Component Cronbach
alpha Author
RO2 I feel overburdened in my role.
RO3 I have been given too much responsibility.
RO4 RO5
My workload is too heavy.
The amount of work I have to do interfere with the quality I want to maintain.
Note. Adapted from “The mediating role of work-leisure conflict on job stress and retention of it professionals” by Zhao, L. & Rashid, H. 2010, Academy of Information and Management Sciences Journal, 13(2),25-40 and “HSE Management Standards and stress-related work outcomes” by Kerr,R.,McHugh,M.& McCrory,M. 2009, Occupational Medicine, 59,574–579.
On the other hand, the second part focused on the organizational commitment which was composed by three elements: affective, continuance and normative commitment (See Table 3.2).
The 23 items were used on the study conducted by Zain and Gill (1999). They stated that their questionnaire was developed using items from Allen and Meyer (1990). On their reliability analysis the full scale (23 items) has a 0.88 Cronbach alpha.
Table 3. 2
Organizational Commitment Measurement
Element Code Questionnaire Component Cronbach
alpha Author AC2 I enjoy discussing my organization with people
outside it.
AC3 AC4
I feel as if organization’s problems are my own.
I do not think I could become as attached to another organization as I am to this one.
AC5 I feel like “part of the family” at my organization.
AC6 I feel emotionally attached to this organization.
AC7 This organization has personal meaning to me.
AC8 I feel strong sense of belonging to my organization.
(continued)
33 Table 3.2 (continued)
Element Code Questionnaire Component Cronbach
alpha Author Continuance
Commitment
CC1 It would be hard for me to leave my job at this organization right now; even if I wanted to.
0.88 Zain & Gill (1999) CC2 My life would be disrupted if I decided I wanted
to leave my job at the organization now.
CC3 I am afraid of what might happen if I quit my job without having another one lined up.
CC4 It would be costly for me to leave my organization right now.
CC5 CC6
Right now, staying with my organization is a matter of necessity as much as desire.
I think I have few options to consider leaving this organization.
CC7 One of the serious consequences of leaving this organization would be scarcity of available alternatives.
CC8 One of the major reasons I continue to work for this organization is that leaving would require personal sacrifice- another organization might not match the overall benefits I have here.
Normative Commitment
NC1 I think people these days move from organization to organization too often.
NC2 I believe that a person must always be loyal to his/her organization.
NC3 Jumping from organization to organization seems unethical to me.
NC4 I believe that loyalty is important and therefore I feel a strong sense of moral obligation to remain.
NC5 If I got another offer for a better job elsewhere I would not feel it was right to leave my
organization.
NC6 I was taught to believe in the value of remaining loyal to one organization.
NC7 Things were better in the days when people stayed with one organization for most of their careers.
NC8 I think that wanting to be a “company man” or
“company woman” is sensible.
Note. Adapted from “A psychometric assessment of the Malay version of Mayer and Allen’s organizational commitment measure,” by Zain,A.Y. & Gill,R.1999, Malaysian Management Review.
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Finally, the third part of the questionnaire is for the personality variable which is composed by the following five dimensions: conscientiousness, agreeableness, neuroticism, extraversion and openness to new experience. This part of the questionnaire will be based on the instrument the Big Five Inventory (BFI-44) labored by John, Donahue, and Kentle (1991) (Cited in John & Srivastava, 1999). These five dimensions of personality are analyzed by John and Srivastava (1999) (See Table 3.3).
John and Srivastava (1999) on their analysis of this scale they stated that the alpha reliabilities of the BFI scales typically range from 0.75 to 0.90 and average above 0.80; three-month test-retest reliabilities range from 0.80 to 0.90, with a mean of 0.85.
Moreover, another study conducted by Raquel (2011) used this instrument in order to determine the type of personality of the individuals. This author conducted a reliability test on this
instrument having as a result a combined Cronbach alpha of 0.741.
Table 3. 3
The Big Five Inventory (BFI)
Element Code Questionnaire Component Cronbach
alpha Author
Conscientiousness C1 Does a thorough job 0.85 John &
Srivastava
C6 Perseveres until the task is finished.
C7 Does things efficiently
C8 Makes plans and follows through with them C9 Is easily distracted
Agreeableness A1 Tends to find fault with others A2 Is helpful and unselfish with others A3 Starts quarrels with others
A4 Has a forgiving nature A5 Is generally trusting A6 Can be cold and aloof
A7 Is considerate and kind to almost everyone A8 Is sometimes rude to others
A9 Likes to cooperate with others
(continued)
35 Table 3.3 (continued)
Element Code Questionnaire Component Cronbach
alpha Author
Neuroticism N1 Is depressed, blue 0.85 John &
Srivastava (1999) N2 Is relaxed, handles stress well
N3 Can be tense N4 Worries a lot
N5 Is emotionally stable, not easily upset.
N6 Can be moody
N7 Remains calm in tense situations N8 Gets nervous easily
Extraversion E1 Is talkative E2 Is reserved E3 Is full of energy
E4 Generates a lot of enthusiasm E5 Tends to be quiet O2 Is curious about many different things
O3 Is ingenious, a deep thinker O4 Has an active imagination O5 Is inventive
O6 Values artistic, aesthetic experiences O7 Prefers work that is routine
O8 Likes to reflect, play with ideas O9 Has few artistic interests O10 Is sophisticated in art, music, or
literature
Note. Adapted from “The Big-Five Trait Taxonomy: History, Measurement, and Theoretical Perspectives,” by John,O.P. & Srivastava,S. 1999, in L. Pervin and O.P. John (Eds.), Handbook of personality: Theory and research (2nd Ed.).(p.p.2-71). New York: Guilford Press.
Copyright 1991 by Oliver P. John.
Control Variables
There are different studies that have made reference to the fact that different variables like gender, education, age and working experience have an influence on the employees’ work stress, organizational commitment and personality. Below are discussed in detail the different literature review regarding the effect of these control variables on the individuals behaving.
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Gender
The study of Michael, Court and Petal (2009) conducted an analysis on the differences in the averages of the three stress types and the overall stress variables regarding to gender and their results showed significant differences between males and females in the degree of stress but they also analyzed the employee’s commitment with gender and their results indicated that there were no significant differences on the employee’s commitment according to the gender.
On the other hand, on Vakola and Nikolaou (2005) the males scored higher than the females in terms of occupational stress. Moreover, the study of Ziauddin, Riaz and Ahmed (2010) showed that the female participants were more committed that the male participants.
Education
According to the study of Khatibi, Asadi and Hamidi (2009) when they compared the job stress in the employees with different educational levels suggested that the job stress increased when the educational levels promoted. On the other hand, this study also, indicated that the mean of organizational commitment of the post graduate degree was significantly higher than the one’s with post graduate degree. In addition, the results of Vakola and Nikolaou (2005) indicate that educational level was negatively related to one of the organizational commitment.
Age
The study results of Siu, Cooper, Spector and Donald (2001) showed that there were significant relations of age with sources of stress. In addition, the study of Ziauddin, Riaz and Ahmed (2010) suggested that the participants with 25 years have relatively low organizational commitment but on the other side, the participants with 35-46 years old showed a relatively higher commitment. Moreover, the findings of Meyer, Stanley, Herscovitch, and Topolnytsky (2002) showed a positive correlation between the employees’ age and the three types of organizational commitment
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Work Experience
Michael, Court and Petal (2009) showed that the workload was significant higher on employees during their first year working than the one perceived by the more senior employees.
Hence, they made reference to the fact that being newer in the organization causes a higher level of stress.
On the other hand Meyer, Stanley, Herscovitch, and Topolnytsky (2002) findings gave a positive correlation between the three organizational commitment components and the tenure on the organization.
Type of Industry
The entire Maquila Industry is form by different sectors. These sectors are: textiles, computers, car harness-electronics, labels and dyes. However, this study is center on the two sectors that generates the highest number of jobs. The first one is the textile, clothing and leather goods sector which has a participation of the 78.5%, giving 83,712 jobs; which makes them the sector that generates the biggest number of job sources. On the other hand, the second sector is the car parts (harness) and electronic components with a participation of the 8.8%, generating 9,403 jobs (Central Bank of Honduras, 2009).
Instrument Validity
The three selected instruments for this study have been adopted from other studies where they have presented good results on their reliability. However, for the current research the questionnaires had to be applied in Spanish. Therefore, in order to be sure that the data collection results will be consistent a review process and a pilot study were conducted. This process was done for the work stress and organizational commitment scales. The personality scale was not included because the original Spanish version of the instrument was available to use it on this study. The following process was done before starting the pilot test:
Review and Revision
The researchers analyzed the content of both questionnaires in order to be sure that the questions on it were related to the sample of the study. After this analysis it was decided to omit the items AC5 and AC6 because at the moment of translate them into Spanish they had the same
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meaning as other questions on their respective scale. Moreover, for the items RC4, AC2, NC7 and NC8 were founded hard to connect to the sample of the study.
Translation
Then it was proceed to translate the work stress and organizational commitment scale to Spanish.
Peer review
Once, the two questionnaire were translated it was proceed to do two peer review. The persons in charge of this review have knowledge on the human resource field. Moreover, they are Spanish native speakers and also, they have a high English level. This was done in order to obtain some feedback regarding the content of the instrument and the translation to Spanish. As a result these experts gave some suggestions about the translation. Hence, it was proceed to analyze them and make the necessary changes.
Expert review
After, an expert review was done. For this, two professionals that work on the Maquila Industry were contacted. Both of them have high level education and more than five years of
After, an expert review was done. For this, two professionals that work on the Maquila Industry were contacted. Both of them have high level education and more than five years of