Air Traffic Controllers (ATCs)
Air Traffic Control is basically a ground-based system dedicated to
the safe, orderly traffic control and expeditious flow of air traffic.
The Air Traffic Controllers (ATCs) who man the system are well trained
professionals. They work under extremely demanding conditions for the
safety of more than one aircraft at any given time. Safety is maintained
through a system of airways and separation standards and the air traffic
controllers provide continuous instructions to the pilot through the
medium of Voice Radio Telephony (VRT) from the moment of start off to
the final taxiing of the plane into the parking slot.
The Air Traffic Control System in India is divided into five units,
namely, (a) Surface Movement Control (b) Control Tower (c) Approach
Tower (d) Area Control Center (e) Flight Information Center. These units
function in coordination with each other in order to ensure the
objectives of safety and expeditiousness. The Air Traffic Controller
(ATC) is a trained professional, a quick thinking man who does not have
the privilege to stall. His job calls for a great deal of control and
quick decision-making. All his instruction to the pilot are recorded
continuously on tape and any instructional delays are traceable to
replay. Hence, the ATCs are under continuous scrutiny and function to
standards of pinpoint accuracy with a traffic load over which they have
no control. An incorrect decision on his part can mean a loss of human
lives and millions of rupees as he, at any point of time, is responsible
for more than one aircraft. Adding to the pressure is the almost
intolerable requirement that the ATCs must retain an outward calm
revealing no feelings of pressure or anxiety to the pilots.
Simultaneously, they have to maintain an optimum tension level to ensure
mental alertness. These two requirements--contradictory in terms of
human nature--are exhausting mentally and in the long run takes a toll
on the ATCs' mental and physical health (Crump 1979). Perhaps, due
to these reasons such professions which require higher levels of mental
alertness, continuous monitoring at the personal level and extremely
higher levels of risk (likely human and financial losses) involved in
making decisions are generally termed as high reliability professions.
Since ATCs jobs involved all the three criteria mentioned above, it is
but right to characterize their occupational domain of work as a high
reliability profession.
In 1993, the Government of India announced the 'Open Sky
Policy' in civil aviation. As a result of this liberalization
policy there has been an advent of private airline companies. This has
resulted in increased number of flights and consequently increased air
traffic. Such a situation directly translates into higher amount of work
pressure and workload for the ATCs. Mumbai (previously known as Bombay)
India's commercial capital has a Flight Information Region (FIR)
stretching to 1.2 lakhs square kilometers, making it the biggest FIR in
South Asia, yet it operates with a single runway. Technically, Mumbai
has two runways, but they cannot be used simultaneously because they
intersect each other in the middle. Being the busiest Airport in the
country Mumbai handles more than 320 flight movements per day (i.e., 24
hours) in addition to 100 flights, which over fly. Besides regular
flights, the ATCs at Mumbai also have to handle helicopter movement from
Juhu and the Oil Rigs at Mumbai High and also the Naval helicopters.
This adds tremendously to their workload, as managing helicopter
movement is very time consuming job.
Review of Literature
Given the highly demanding conditions under which the ATCs work and
the absolute nature of the decisions they must take, most studies in the
West on this group have focused on the stressors associated with their
jobs (Grandjean 1968, Grandjean & Wotzka 1971, Krol 1971, Repetti
1993). The primary short term but uncontrollable stressors for ATCs is
their burgeoning workload. It is easy to observe that there is a direct
predictable relationship between the workload of a pilot and ATCs'
i.e., as the workload of pilots increases the work of ATCs also
increases. ATCs who perceived workload to be high reported more health
complaints. Their moods turned increasingly negative and less positive
(Repetti 1993). Alexander (1980) reported that ATCs who suffered from
burnout rapidly retired from work for medical reasons and is also
accompanied by loss of initiative to enter into active work later.
Grandjean and Wotzka's (1971) study indicated that ATCs felt
nervous, tense, irritated in difficult situations, were anxious,
trembling has increased perspiration, pulse rate and heart ache and
suffered from sleeplessness and chronic fatigue. Urine samples of ATCs
also indicated increase in Catecholamine after work as compared with
subjects who performed normal office work. Dell'Erba, Pancheri and
Intreccialagli (1988) found that stress among ATCs increased after night
shift. Average cortisol, prolactin, testosterone and
thyrotropin-stimulating hormone values increased after night shift.
Anxiety scores also increased after the night, but they were not
correlated either with work load or hormone values. Folkard and Condon
(1987) documented ATCs' night shift paralysis, which was largely
caused by 4 factors that appear to influence the night workers'
deprivation of sleep or sleepiness: these were the time of night, the
number of consecutive night shifts, the requirement to work both morning
and night shift starting on the same day and individual differences in
the flexibility of sleeping habits.
A stress related study conducted by Repetti (1993) demonstrated
that increases in job stressors are associated with same day
deterioration in physical and psychological well-being. There is also
evidence of direct spillover on parent-child interaction. ATCs tended to
be more behaviourally and emotionally withdrawn during their interaction
with their children at home. There was also evidence of direct spill
over of negative feelings associated with distressing social experiences
at work to expression of anger and greater use of discipline during
interactions with a child later in a day. In line with the above
findings Repetti (1994) also noted that negative social climate at work
was associated with a father's tendency to describe his interaction
with a child as having a less positive and a more negative emotional
tone.
Singer and Rutensranz (1971) reported that high dissatisfaction
among ATCs is due to office administration, pay and working conditions.
Bowers (1983) studied the reasons why 11,500 unionized ATCs walked off
their jobs in August, 1981. He found that ATCs managers held and acted
on the classic theory of X values and beliefs which created a sizeable
generation gap between the manager's attitudes and those of their
counter-authoritarian subordinates, thereby paving the way for the
strike. ATCs individually believed that an organizational climate that
they perceived as uncaring, unconcerned for its people, uncommunicative
and unreceptive is all responsible for negative consequences at the
workplace. Shouksmith and Burrough (1988) reported that both Canadian
and NewZealand ATCs perceived problems of supervision, physical job
conditions, work organization and variability in task load as major
occupational stresses.
In comparison with the Western authors' attempt to investigate
the characteristics of high reliability organizations such as ATCs work
environment, nuclear energy generation plants etc., virtually very
little work is done on ATCs in India. Kumar, Kulkarni and Sayeed (1998)
provided some exploratory data on the experiences of stressors, strains
and the coping strategies used by ATCs in their work environment. The
study revealed that the salient stressors generally experienced by ATCs
were lack of housing and welfare facilities, low monetary incentive,
maintenance problems of equipment, transfers, shift duties and owning
responsibility for traveling people. Disturbance in Circadian rhythm,
sleep disturbance, tensions were the major strains experienced. The
coping strategies followed by ATCs included (1) analyzing the situation
logically, (2) developing a positive attitude and (3) applying coping
strategies such as relaxation techniques.
In view of the above, the present study is undertaken to understand
the intrinsic quality of role perceptions (viz. perceived role efficacy)
of ATCs and the level of role related stresses experienced by them. In
addition, their attitude towards their demanding professional work in a
high reliability context, wherein work related dimensions such as
attitude toward work, working conditions, coworkers, supervisors and
management all have critical influences to play in his working life.
Hence, more specifically, the objectives of the present study are:
* To investigate the multivariate relationship between role
stresses and the work attitude facets.
* To study the multivariate relationship between role efficacy
dimensions and work attitude facets.
Sample
The sample of study consisted of 52 (or 34%) of 150 ATCs working in
the Mumbai Airport. The respondents' ages ranged from 25 to 55
years with a mean of 34.7 years. They had experience from 1 to 30 years
with mean years of experience being 10.7. The 42 (or 81%) of respondents
had Bachelor of Engineering degrees whereas 10 respondents (or 19%) had
Master of Science degrees to their credit.
Organizational Role Stress (ORS) Scale
The ORS scale (Pareek 1983) was used to measure organizational role
stress which consisted of 50 items and specifically defined 10
dimensions of role stresses likely to arise in a work context, namely,
inter-role distance, role stagnation, role expectation conflict, role
erosion, role overload, role isolation, personal inadequacy, self-role
distance, role ambiguity and resource inadequacy. The items are rated on
a 5-point semantic anchors ranging from 0 to 4. Since the items are
tested in a variety of work environments (Pareek 1997) they were found
to be appropriate in ATCs work environment as well.
Role Efficacy Scale
The Role Efficacy Scale (Pareek 1993) consisting of 20 triad items
measuring individual's potential effectiveness in his immediate
role was used. Combining two items together 20 triad items allowed to
score role efficacy for 10 dimensions, namely, Role centrality,
integration, proactivity, creativity, helping relations, inter-role
linkages, super-ordination, influence, growth and confrontation. These
dimensions are further combined to obtain three major dimensions of role
efficacy, namely, Role Centering, Role Making, Role Linking. The
corrected item-total correlations and Alpha reliabilities were found to
be satisfactory (Sen 1982, Sayeed 1985).
Employee Work Perception Measure
Hafeez and Subbaraya's (1988) Work Perception Questionnaire
was used, which consists of 15 triad items specifically dealing with
employees' attitude towards work, working conditions, management,
co-workers, and total organization. The minimum and maximum obtainable
scores for the scale is 15 and 45. Higher scores indicated positive
attitude towards each of the above dimensions.
Results
Table 1 reports descriptive statistics of work attitude, role
stress and role efficacy dimensions. It can be seen that higher scores
were obtained with respect to attitude towards supervisors followed by
attitude towards management and work. Attitude towards working
conditions and co-workers were relatively poor. Amongst role stress
factors, ATCs experienced highest role stress with regard to Inter-role
distance, role isolation, resource inadequacy role erosion and role
stagnation. On the other hand ATCs experienced lowest role stress on
personal inadequacy, role ambiguity and role expectation conflict. With
regard to one's potential effectiveness in ATC's role it was
noted that they seem to have high role confrontation (problem solving)
skill followed by helping relationship, perceived integration with the
job they are doing and perceived inter-role linkages. There were several
inadequate aspects of the role perceived by ATCs that yielded lower
scores on role pro-activity, role influence and role centrality.
Table 2 reports canonical correlation between work attitude
measures and role stress dimensions. The reported statistics included
canonical correlations, Wilks' Lambda and F ratio testing
significance of the canonical correlation. In addition, correlation with
work attitude measures and role stress dimensions with their respective
canonical variables have also been reported to highlight the degree of
contribution of both the measures to canonical function.
It can be observed that amongst work attitude measures, attitude
towards management, supervisors and co-workers contributed maximum. As
expected all the role stress dimensions have shown correlations with the
respective canonical variable of which role overload, role isolation,
role stagnation and inter-role distance showed very high canonical
loadings (correlation with the canonical variable), whereas personal
inadequacy showed zero relationship. The redundancy statistics showed
16.55 and 29.55 per cent of variance with regard to work attitude
measures and role stress dimensions respectively.
Table 3 presents regression results using work attitude dimensions
as dependent variables and role stress dimensions as independent
variables. This table being an extension of canonical correlations
provides details about specific contribution of role stress variables to
work attitude dimensions in the form of Beta weight and goodness of fit
statistics (R-square in percentage form).
As observed in the canonical correlation results, the sign of all
the regression coefficients were negative indicating similar trend of
relationship between role stress variables and work attitude measures.
Out of 5 R-squares obtained 2 were found to be statistically significant
explaining 35.66 Percent and 32.82 percent of variance in attitude
towards supervisors and management respectively. Amongst significant
regression results, role overload tended to relate negatively with
attitude towards management. In addition, personal adequacy as one of
the role stress variable showed positive relationship with attitude
towards coworkers.
Table 4 depicts canonical correlation findings using work attitude
dimensions as dependent variable (First Set) and Role efficacy
dimensions such as role making, role centering, and role linking as
independent variables (Second Set). Canonical correlations with
significance statistics, correlations with canonical variable and
redundancy percentage (variance explained) for each set of the variables
are presented in the table
It can be observed that the canonical correlation indicative of
goodness of fit between the sets of variable was as high as .64,
significant well beyond the .01 level of confidence. As against the
findings of role stress variables indicating negative relationships, all
the three role efficacy dimensions and work attitude measures positively
contributed to respective canonical functions. The correlations for work
attitude were found to be ranging from .55 to .66 and for role efficacy
dimensions it was from .54 to .78. The redundancy percentages for
respective sets of variables were 14.3 and 49.91.
Table 5 reports multiple regression analysis (as an extension of
Table 4) between work attitude measures and role efficacy dimensions
referred to above. These findings supplemented the findings of canonical
correlation in that against each dependent variable, namely, work
attitude dimensions, role efficacy dimensions as independent variables
are regressed which yielded specific contribution made by the role
efficacy dimensions.
It is interesting to note that all the R-squares were found to be
significant, explaining percentages of variance that ranged from 15.29
for attitude towards coworker to 20.69 for attitude towards management.
In addition, Role Centering and Role Making Behaviours taken together
received the highest number of positive and significant regression
coefficients compared with Role Linking Behaviour, which was not at all
significant. It could also be noted that both the role efficacy factors
taken together contributed to four work attitude dimensions selectively
and the exception was attitude towards coworker, which was not at all
contributed by any of the role efficacy factors.
Discussion
Air Traffic Controllers are one of the professional groups of high
reliability organization which have to be taken seriously due to two
reasons, namely, (1) as a professional group which experience job
stresses in a natural stressful work environment, (2) as a group whose
jobs place extreme demand on individuals to be extremely efficient in
their performance. Zeier (1994) argues that this professional group if
not taken seriously by management and policy makers of aviation industry
the consequences can be serious both in terms of human lives and
compensation to passengers along with damage to the aircrafts and
national property.
Work attitude plays a very important role in a work environment
exacting higher standard of performance. It is expected that in such an
environment individuals bring out their best through positive attitudes
towards work and various aspects of the organization provided that
organization equally cares for them. The findings obtained showed that
ATCs seem to maintain poor attitudes towards working conditions and
co-workers besides showing their stress level as high. In a similar line
of research, Kumar, Kulkarni and Sayeed (1998) documented that salient
stressors experienced by ATCs in India are lack of housing and welfare
facilities, low monetary incentive, maintenance problems of equipment
etc. Modern navigational aids and sophisticated computers and other
facilities which are easily available in Western countries are either
not available or they are not in good working conditions in the Indian
Airports. Lack of welfare and recreational facilities also add to poor
work attitude. These findings are fully supported in the present study
when we have noted that one of the stress causing factors sharply
perceived by the ATCs is the resource inadequacy compared with personal
inadequacy least recognized as a stress inducing factor.
In India ATCs come under civil aviation and in the last few years
they have been agitating for poor facilities, working conditions and low
wages. The wage agreement between government and ATCs taking very long
time to settle also showed unconcerned and unsympathetic attitude of
management. It is possible that due to lack of ATCs cooperation, team
spirit and trust caused by above conditions, management could have
developed negative attitude towards them resulting in myriad
work-related problems in the work environment. Bowers (1983) has shown
that managers who acted on the Theory X values and beliefs contributed
more to striking at the workplace than those managers who acted on the
theory Y values and beliefs. If organizational climate is perceived as
uncaring, unconcerned for people, uncommunicative and unreceptive it is
more likely to lead to greater stress among ATCs. The role efficacy of
ATCs, evaluating the perceptions of their roles across 10 dimensions
showed greater influence in predicting or enhancing work attitude. In
this connection, Role Making and Role Centering (global dimensions) as
compared with Role Linking were found to be strongly influencing
positive work attitude of ATCs. It is interesting to note that when role
occupants go beyond what is expected from the role and perform jobs with
self-induced role behaviour, it is more likely to increase positive work
attitude as individuals will have better focus on problem solving
behaviour of their own, colleagues, superiors and subordinates.
Further, the results revealed that the highest role stress
experienced by ATCs were inter-role distance, role isolation, resource
inadequacy, role erosion and role stagnation. The reason for these
stresses could be due to the fact that their role in aviation industry
is not considered as important as that of other roles. As a professional
group they always remained in the background, whereas pilots and other
professional groups within the aviation industry enjoyed greater
importance. Feeling of isolation, perception of inadequate resources at
their disposal and continued erosion of their roles are caused by lower
salary and perks as compared to aircraft engineers and pilots whose jobs
require social interaction with colleagues, seniors and management as
well. For the ATCs fewer promotional opportunities, poor
infra-structural facilities and also lack of coordination between
various agencies at the airport seemingly contributed to discontentment
and poor sense of well being at the work place. In addition, it is also
observed that role stress played an important role in work attitude. As
role stress increases both attitude towards supervisors and management
become unfavorable. Role overload was found to be negatively related to
attitude towards management. With the increased workload without
corresponding increase in value addition in ATCs' job profile,
their perceptions towards management have shown negative overtones. It
is obvious that there is increased stress created by both the work
elements and organizational settings. Mohler (1983) documented that
ATC's heavy traffic volume increases their physiological and
psychological stress, which has an adverse impact on both physical and
mental health of ATCs. Another stressor, which was positively related
with attitude towards coworkers, was personal inadequacy. As personal
inadequacy increases attitude towards coworkers become less amicable,
perhaps indicating a phenomenon that people with lesser self-esteem are
more likely to be insecure and therefore they tend to relate with their
coworkers less effectively. In all probability, this gives rise to a
sense of indifference and lower degree of involvement in organization
where they perform under stressful condition.
It was also shown that role efficacy enhances work attitude in some
respects. ATCs had high confrontation skills, followed by helping
relationship, integration with the job and perceived inter-role
linkages. In comparison with positive aspects mentioned above, the poor
aspect of their role was pro-activity, which indicated that they were
performing more of the reactive functions of their roles and fulfilling
other's expectations rather than performing proactive functions in
their roles. They cannot initiate any action on their own because of the
nature of work which demanded that everything has to be performed in a
structured way and as per certain prescribed norms. They also felt that
they have least influence and hold less central role compared with
pilots and other functionaries.
Implications
As the ATC's role is very important demanding high performance
reliability, they have to be potentially effective in their roles, which
can reduce their role stress and enhances their work attitude
simultaneously. Some of the practical implications drawn from the
present study include conducting counseling programmes for ATCs, which
could be both personal and work related counseling. Provision of
relaxation training, being a part of stress management training
programme such as yoga can also play a very important role.
More specifically a significant aspect of stress that needs to be
asserted as a likely suggestion for improvement is that the optimal
level experiences of any type of stressors tend to facilitate the
functioning of the individual and beyond certain limit, which may be
different for different people, stressors tend to deteriorate
performance level directly. However, with the repetitive experiences of
stressors performance levels of the individuals undergo a significant
and positive change giving him more latitude for enhancing the
adaptation level. It is therefore, worth exploring whether with the
improved role efficacy or managing role more professionally the stress
level could be managed? As suggested by our study, management may like
to look at the stressful work environment and help ATCs to manage their
roles by inculcating some of the suggested qualities of role efficacy so
that their roles benefit from managing their role through the role
efficacy paradigm. But what is really required is the change of mindset
at the level of management to consider the occupation activities of the
ATCs as a high reliability profession compared with other types of
professional categories, wherein mental alertness is undoubtedly
required, but not necessarily the premium placed by the ATCs on the type
of risks inherently involved in their job profiles. On a larger scale
enhancing role efficacy of various professional groups of aviation
industry as part of an OD intervention programme could also be taken up
as suggested for various professional groups of Indian Railways
(Pestonjee and Pandey, 1996).
References
Alexander, R.J. (1980), "Burning out versus Punching
Out", Journal of Human Stress, 69 (1):37-41
Bowers, D.G. (1983), "What Would Make 11,500 People Quit Their
Jobs?", Organizational Dynamics, 11 (3): 5-19
Crump, J.H (1979), "Review of Stress in Air Traffic Control:
Its Measurement and Effects", Aviation Space and environmental
Medicine, 50, 243-48
Dell'Erba, G., Pancheri, P & Intreccialagli, B. (1988),
"Hormonal Assessment and Workload Correlates in Traffic Controllers
at the End of Night Shift: The Stress Perspective", New Trends in
Experimental and Clinical Psychiatry, 4 (4):197-212
Folkard, S., & Condon, R (1987), "Night Shift Paralysis in
Air Traffic Control Officers", Ergonomics, 30(9):1353-63.
Grandjean, E (1968), "Fatigue: Its Physiological and
Psychological significance", Ergonomics, 11: 427-36.
Grandjean, E & Wotzka, G (1971), "Fatigue and Stress in
Air Traffic Controllers", Ergonomics, 14: 159-65.
Hafeez, A & Subbaraya, S.V.(1994), "Workers' Attitude
Questionnaire", in U.Pareek & T.V. Rao, Handbook of
Psychological and Social Instruments, Baroda, Samasthi Publications
Krol, V. (1971), "Variations in ATCs' Workload as a
Function of Variation in Cockpit Workload", Ergonomics, 14 (5):
585-90.
Kumar, S, Kulkarni, R & Sayeed, O.B. (1998), "Stress,
Strain and Coping Styles among Air Traffic Controllers",
Productivity, 39 (1): 113-18
Mohler, S.R (1983), "The Human Element in Air Traffic Control:
Aeromedical Aspects, Problems and Prescriptions", Aviation, Space
and Environmental Medicine, 54 (6): 511-16
Pareek, U (1983), "Organizational Role Stress", in
Goodstein, B.L and Pfeiffer, J.W. (Eds), The 12th Annual for HRD
facilitators
Pareek, U. (1993), Making organizational Roles Effective, New
Delhi: Tata McGraw-hill Book Company
Pareek, U. (1997), Handbook of Instruments for HRD and Training,
New Delhi, Tata-Mcgraw-hill.
Pestonjee, D.M & Pandey, A (1996), "Enhancing Role
Efficacy: An OD Intervention", Vikalpa, 21 (2): 43-52.
Repetti, R.L. (1993), "Short Term Effect of Occupational
Stressors on Daily Mood and Health Complaints", Health Psychology,
12 (2): 125-31.
Repetti, R.L. (1994), "Short Term and Long Term Processes
Linking Job Stressors to Father-Child Interaction", Social
Development, 3 (1): 1-15.
Sayeed, O.B. (1985), "Job Stress and Role Making
Behaviour", Managerial Psychology, 6 (182):35-57.
Sen, P.C. (1982), A Study of Personal and Organizational Correlates
of Role Stress and Coping Strategies in Some Public Sector Banks",
Unpublished Doctoral Dissertation in Management, Gujarat University.
Shouksmith, G & Burrough, S. (1988), "Job Stress Factors
for New Zealand and Canadian Air Traffic Controllers", Applied
Psychology--An International Review, 37 (3): 263-70
Singer, R. & Rutensranz, J (1971), "Attitude of ATCs'
at Frankfurt Airport towards Work and the Working Environment",
Ergonomics, 14 (5): 633-39.
Zeier, H (1994), "Workload and Psycho-physiological Stress
Reactions in Air Traffic Controllers", Ergonomics, 37 (3): 525-39.
Omer Bin Sayeed is Professor of Organizational Behaviour/ HRM in
National Institute of Industrial Engineering, Mumbai 400087 Email:
omersayeed@gmail.com. S. Kumar is Reader in the Department of Applied
Psychology, Mumbai University, Mumbai- 400 098.
Table 1: Descriptive Statistics of Personal Correlates,
Employee Attitude towards Work, Role Stress & Role Efficacy
among AIR Traffic Controllers.
Variable Mean SD
Attitude 6.94 1.33
towards
work
Attitude 3.80 0.76
towards
working
Condition
Attitude 4.73 1.10
towards
Coworkers
Attitude 8.35 2.23
towards
Supervisors
Attitude 6.96 1.76
towards
Management
Total work 30.75 4.68
Attitude
Inter 9.15 5.17
Role
Distance
Role 8.25 4.76
Stagnation
Role 6.51 4.65
Expectation
Conflict
Role 8.53 4.43
Erosion
Role 7.21 5.13
Overload
Role 9.09 4.62
Isolation
Personal 3.84 3.70
Inadequacy
Self Role 6.29 4.18
distance
Role 4.78 4.47
Ambiguity
Resource 9.11 4.32
Inadequacy
Total Role 72.61 31.97
Stress
Centrality 2.05 1.09
Integration 2.75 1.03
Proactivity 1.71 1.01
Creativity 2.15 1.07
Interrole 2.73 1.27
Linkage
Helping 3.02 1.04
Relationship
Super 2.25 1.15
ordination
Influence 1.59 1.29
Growth 2.17 1.02
Confron- 3.48 1.04
tation
Role 10.09 2.54
Making Total
Role 5.83 2.32
Centering
Total
Role 8.00 2.37
Linking Total
Role 23.92 5.38
Efficacy Total
Table: 2 Canonical Correlations between Work Attitude &
Role Stress
Root# Canonical Wilks F P
R Lambda
1 0.66 0.27 1.33 NS
Dependent Correla- Independent Variable Correlation with
Variable tion with Canonical Variables
Canonical
Variables
Attitude 0.39 Inter-role -0.58
towards work distance
Working 0.25 Role Stagnation -0.76
Conditions
Coworkers 0.66 Role Expectation -0.50
Conflict
Supervisors 0.73 Role Erosion -0.48
Management 0.84 Role Overload -0.78
Role Isolation -0.77
Personal Inadequacy -0.00
Self Role distance -0.31
Role Ambiguity -0.36
Resource Inadequacy -0.37
Redundancy 16.55 Redundancy (%) 29.55
(%)
Table: 3 Regression Analysis between Role Stress and Work Attitude
Dependent Variable Independent Variable
IRD RS REC RE RO RI
Attitude 0.15 0.14 .05 .01 .17 0.37
towards work
Attitude .18 0.31 .14 0.16 0.22 .25
towardsworking
conditions
Attitude 0.09 0.18 0.12 0.27 0.26 .19
towards
Coworkers
Attitude .13 0.39 0.19 0.04 0.13 0.27
towards
Supervisors
Attitude 0.12 .07 .00 0.2 .53 ** 0.23
towards
Management
Dependent Variable
PI SRD RA RI [R.sup.2] (%)
Attitude .00 0.1 .21 .01 16.01
towards work
Attitude .06 0.19 0.11 .24 11.69
towardsworking
conditions
Attitude .38 * .04 .00 0.03 30.18
towards
Coworkers
Attitude 0.09 .24 .09 .15 32.82*
towards
Supervisors
Attitude 0.03 .14 0.04 .32 35.66*
towards
Management
*** p<.001; ** p<.01; * p<.05
n = 52
IRD --Interrole distance RS
--Role Stagnation REC
--Role Expectation Conflict RE
--Role Erosion RI
--Role Overload PI
--Role Isolation SRD
--Personal Inadequacy RA
--Self Role distance RI
--Role Ambiguity
--Resource Inadequacy
Table 4: Canonical Correlations between Work Attitude and Role Efficacy
Root# Canonical Wilks F
R Lambda
0.64 0.44 2.74
Dependent Variable Correlation with Independent Variable
Canonical Variables
Attitude towards work 0.66 Role Making
Working Conditions 0.55
Coworkers 0.55 Role Centering
Supervisors 0.55
Management 0.62 Role Linkage
Redundancy (%) 14.30 Redundancy (%)
Root# P
0.001
Dependent Variable Correlation with
Canonical Variables
Attitude towards work 0.78
Working Conditions
Coworkers 0.77
Supervisors
Management 0.54
Redundancy (%) 49.91
Table 5 : Regression Analysis between Role Efficacy and
Work Attitude dimensions
Dependent Variable Independent Variable
RM RC RL [R.sup.2] (%)
Attitude towards work 0.22 0.29 * 0.06 18.43 *
Working Conditions 0.34 * 0.30 * -0.27 19.08 **
Coworkers 0.15 0.16 0.21 15.29 *
Supervisors 0.02 0.30 * 0.20 17.80 *
Management 0.33 * 0.05 0.18 20.69 **