Int. j. econ. manag. soc. sci., Vol(4), No (3), March, 2015. pp.

310-316

TI Journals

International Journal of Economy, Management and Social Sciences

www.tijournals.com

ISSN:
2306-7276

Copyright 2015. All rights reserved for TI Journals.

Studying the Relationship between Dimensions of Organizational

Climate and Job Stress among Employees of Telecommunication
Company in Iran
Massoud Pourkiani
Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.

Shabnam Vaziri*
Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.

Leila Asgharpour
Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.

Sayede Shokufe Hosseini

Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.
*Corresponding author: f_shab2007@yahoo.com

Keywords

Abstract

Organizational climate
Job stress
Organizational climate components
Stress factors

In the present study researchers have sought to identify the impact of organizational climate on job stress
among managers and employees in Telecommunication Company of Iran. The present study is an applied
research and the method of data collection is descriptive-correlation method. The research statistical
population is Telecommunication Company and includes 850 people. To evaluate variables and to collect
data organizational climate questionnaires of "Hapin & Craft" was used with 8 subscales (morale, intimacy,
harassment, interest, thoughtfulness, influence, emphasizing the production and distanceing) and Job Stress
Questionnaire of "Keryako and Sutcliffe". In this study, Cronbach's alpha was used to determine the research
validity which is equal to 0.793 indicating the high validity of the questionnaire. Inferential statistical tests
including Spearman correlation test was used to test the research hypotheses. The results of the first
hypothesis test suggests that there is a significant relationship between the components of the group morale,
harassment, intimacy, interest in work, distancing, emphasis on production and there is no significant
relationship between influence and dynamics and thoughtfulness. Also, there is a significant relationship
between the stress factors: task demands, role demands, physical demands and the internal demands with job
stress, so the second hypothesis was confirmed.

1.

Introduction

Some organizations are dynamic and they have work environment, others are more moderate, some are completely comfortable and some are
quite hard and cold. In the open and favorable climate, employees have job satisfaction and they have enough motivation to overcome their
problems. They have required driving force for organizing affairs and keeping the organizations' movement. In addition, employees are proud to
work with their organization. Employees work well together and they do the whole organization affairs [4].
Organizational climate is related to determining the measurable characteristics of the work environment that has been understood directly or
indirectly by people work in this environment and affects their motivation and behavior. It is also act as an effective and influential resource for
shaping behavior [9].
Organizational climate can be seen as a result of manager leadership. Manager has great skill in motivating employees and to meet the
psychological needs of employees such as need for achievement, power, and so on. Favorable organizational climate causes efficiency and
effectiveness of employees and ultimately increase efficiency and effectiveness of the organization. But poor organizational climate causes
occupational stress and increasing organizational pressures on employees, will reduce the performance of employees. Stress will affect
organization directly. The reduction is manifested as poor quality of work and productivity loss among workers and because of anger and
incompatibility, is manifested as making false decision or having wrong business relations with others among managers [10].
In the present study researchers have sought to identify the impact of organizational climate on job stress among managers and employees in
Telecommunication Company of Iran.

2.

Research literature

2.1 Job stress

2.1.1 Organizational stress
Organizational stresses are some factors in the workplace that can cause stress. Four sets of organizational stress include:
1- Task demands
They are causes of stress in jobs. One of the most important occupational demands is safety r that can cause stress. The person who has a fairly
sure job is probably not worry about losing it. On the other hand, if job security is compromised, stress can be greatly increased. For example,
the stress normally increases through the organization and by reducing the number of employees or integrating the organizations.
One of the other stress caused by task demands, is too much work. Extra work is when the assigned work to one is too much for him. Extra
work, may be quantitative (the person has a lot of tasks to do or he has very little time to perform these tasks) or may be qualitative (the person
may feel that he does not have the ability to do the job).

311

Studying the Relationship between Dimensions of Organizational Climate and Job Stress among Employees of Telecommunication Company in Iran
International Journal of Economy, Management and Social Sciences Vol(4), No (3), March, 2015.

2- Physical demands
It depends on the location of the job. Temperature is an important factor. For example, working outdoors when the temperature is extremely
high, may lead to stress. This is true for the office that is cold or has unsuitable temperature.
3- Role demands
Role demands could also cause stress. Stress may result from:
A) Role ambiguity (lack of clear expectations of people)
B) Role conflict (inconsistency between two or more roles).
Role ambiguity refers to the person confusion in playing his role. When a person does not have sufficient information regarding his role, he
encounters role ambiguity [1].
Role conflict for a person occurs when at work he encounters uncertain and conflicting expectations about how to behave. In other words, the
role conflicts arise from inconsistent and inappropriate expectations of the person by others (the role transmitters) [3].
4- Communicate with others demands
The last set of stress factors are formed by three demands of Communicate with others that in an organizational environment can be opposed to
the person.
A) Group pressure
Group pressures include pressure to restrict the production, pressure to do group norms and so on, it is possible those with a lower or higher level
of production may return to the target level under group pressure.
B) Leadership style
Leadership style could also cause stress. Suppose a person is in need of his leader's social support, if the leader is somewhat rude and not show
much respect and caring about him, he will probably feel stress. It is also possible that a person who has a headstrong boss, who doesnt consult
with his subordinates, strongly feels that he tends to participate in decision making in all aspects of management, in this case the person is likely
to suffer from stress.
C) Personality
Personality and behavior may cause stress. Conflicts arise when two or more people have to work together despite their differences, [2].
Generally when people don't achieve something they expect, they feel they have failed. For example, when people cannot get their desired job
or cannot obtain rewards they wish to, they feel frustration [7].
2.2 The consequences of stress
Work pressure, conflicts and frustrations are the main causes of physical and emotional exhaustion and premature aging is one of its
consequences. Effects of stress at work are very expensive and they are indicated as a decrease in productivity and efficiency and the lack of job
satisfaction. Stress may lead to the absence of work, making mistakes, and increasing treatment costs.
Even a minor stress making illness, can have important effects on the organization, the negative effects of a manager or employee who gets
nervous headaches are appeared in form of reducing performance, cost of treatment, and negative psychological effects on employees and
subordinates. A manager who has stress can spread stress to others, and an employee can spread his stress to others [8].
2.3 Organizational climate
Organizational climate is the set of characteristics that describe an organization that distinguishes it from other organizations, relatively stable
over time and affect the behavior of individuals in organizations [5]. Organizational climate can be more simply stated as: Organizational
climate is the employees' understanding from the environment in which they are working. "[6].
2.3.1 Components of organizational climate

Group morale: the morale that is the result of a sense of duty to satisfy social needs.

Harassment: refers to a situation where employees feel that the polity creates problems for them. The manager imposes unnecessary
paperwork, the committee conditions, duties and other requests that interfere with the employees' responsibilities to them.

Intimacy: refers to the employees enjoying warm and friendly relations. This dimension shows the satisfaction of social needs that is
not necessarily related to the task doing.

Indifference: refers to a situation where employees act as ordered, therefore, doing their duty is just doing their assignment without
commitment and self-interest.
To measure social interactions of manager-employee, the following four scales are used:

Distancing: refers to the impersonal behavior of manager, manager acts in accordance with regulations, he considers norms and
emphasizes the structural dimension and keeps a distance from his subordinate employees.

Thoughtfulness: or consideration is attributed to friendly and warm behavior of managers. Manager tries to help others and whenever
he could do something for employees.

Penetration and dynamics: it refers to the dynamic and ambitious behaviors of managers to lead and motivate people through
influence them. Manager is trying to move the organization through making himself the sample.

Emphasis on the production: is the time the manager issued large orders and directly supervises subordinates' work [11].
2.3.2 Types of organizational climate based on Halpin and Craft model
"Halpin and Craft" introduced six primary schools' climates in the forms of titles such as open, closed, autonomous, fatherly, c controlled and
familiar climate and the characteristics of each are as follows:
Open climate: schools with open climate, they have low commitment, low constraints, high happiness and intimacy, the combination suggest
climate that both the manager and the teachers have appropriate behaviors.
Closed climates: has features contrasting with the open climate. Confidence and vitality is low and employment is high. Managers and teachers
show themselves busy, the manager emphasizes on unimportant issues, and teachers has the least cooperation with manager emphasis and show
less satisfaction.
Fatherhood atmosphere: Shows a social environment in which the manager tries hard but unfortunately his effort is ineffective. Teachers do not
have much work to do not they dont come along very well together and tend to form competition groups.

Massoud Pourkiani , Shabnam Vaziri *, Leila Asgharpour , Sayede Shokufe Hosseini

312

International Journal of Economy, Management and Social Sciences Vol(4), No (3), March, 2015.

Autonomous atmosphere: atmosphere that provides almost complete freedom for teachers to guide their work and the satisfaction of their social
needs according to their will. In this climate morale and intimacy are relatively high and there is fewer disengagement or deterrence, although
the manager works hard, but he is rather aloof and easygoing for monitoring. The manager considers teachers partially.
Controlled Atmosphere: it refers to the busy climate, which can be detrimental to social life of the members, despite this, morale is so high,
teachers are so active and committed in their work, but they have too much homework and less personal interaction. Principal is hard enough to
make sure everything goes well but s/he is not a model of commitment and loyalty to the teacher. In a school with a controlled climate mainly
focus is on high production, high inhibition and low intimacy.
Familiar atmosphere: Represents a favorable climate in which social relationships can get things done inappropriately. Teachers do not getting
along with each other in their work but in their social living they are close and intimate together. Although the school manager is so thoughtful
in personal level but he isnt retiring at all. He does not focus on productivity and he doesnt monitor the work too. In summary, the school
environment is very friendly, but the teachers have little activity [8].

3.

Research hypotheses

The main hypotheses

1There is a significant relationship between organizational climate and job stress of employees.
2There is a significant relationship between job stress of employees and stress factors.
The sub-hypotheses
1-1
There is a significant relationship between group moral and job stress.
1-2
There is a significant relationship between harassment in the workplace and job stress.
1-3
There is a significant relationship between intimacy in the workplace and job stress.
1-4
There is a significant relationship between interest in work and job stress.
1-5
There is a significant relationship between thoughtfulness and job stress.
1-6
There is a significant relationship between distancing and job stress.
1-7
There is a significant relationship between influence the dynamics and job stress.
1-8
There is a significant relationship between emphasis on production and job stress.
2-1 There is a relationship between task demands and job stress among employees.
2-2 There is a relationship between physical demands and job stress among employees.
2-3 There is a relationship between role demands and job stress among employees.
2-4 There is a relationship between physical demands and job stress among employees.

4.

Research methods

The present research has an applied method, and in terms of data collection its method is a field method and descriptive-correlation method is
used. Population of this research is a telecommunication company. The population of statistical community is 850 people. To measure variables
and to collect data organizational climate questionnaires of "Hapin and Craft" have been used with 8 subscales (morale, intimacy, harassment,
interest, thoughtfulness, influence, emphasizing the production and Distancing) and the Job Stress Questionnaire of Kriyako and Sutcliffe. In this
study, Cronbach's alpha was used to determine the validity of research that is 0.793, indicating the high validity of the questionnaire. Inferential
statistical tests including Spearman correlation test was used to test the hypothesis.

5.

Data analysis

The first main hypothesis testing

The following table shows that most components of organizational climate and job stress are associated. Among climate factors just
thoughtfulness and dynamics and influence aren't significantly related to job stress.

Table 1. The relationship between organizational climate components and job stress
The relationship between organizational climate components and job stress

Correlation coefficient
Significance level
Hypothesis result H0

Group
morale
-0.261
0.011
accepted

harassment

Intimacy

Interest in work

Thoughtfulness

Distancing

0.237
0
accepted

-0.024
0.009
accepted

0.178
0.005
accepted

- 0.012
0.06
rejected

0.163
0.001
accepted

Influence and
dynamics
-0.057
0.373
rejected

Sub-hypothesis 1.1: there is a significant relationship between group morale with job stress among employees.
H : = 0
H : 0
Table 2. Correlation coefficient

Spearman

stress

Group morale

Correlation coefficient
Significance level
number
Correlation coefficient
Significance level
number

stress
1.000
0
250
-.261(*)
.011
250

Group morale
-.261(*)
.011
250
1.000
0
250

Emphasis on
production
0.385
0
accepted

313

Studying the Relationship between Dimensions of Organizational Climate and Job Stress among Employees of Telecommunication Company in Iran
International Journal of Economy, Management and Social Sciences Vol(4), No (3), March, 2015.

Since the correlation coefficient is -0.261 and the calculated significance level is 0.011 and since this error value is less than 5% so the null
hypothesis is rejected. This means there is a significant relationship between group morale with job stress among employees.
Sub-hypothesis 1.2: there is a significant relationship between harassment in the workplace with job stress among employees.
H : = 0
H : 0
Table 3. Correlation coefficient

Spearman

stress

harassment

Correlation coefficient
Significance level
number
Correlation coefficient
Significance level
number

stress
1.000
0
250
.237(**)
0
250

harassment
.237(**)
0
250
1.000
0
250

Results of test show since the correlation coefficient is 0.273 and the calculated significance level is 0.000 and since this error value is less than
1% so the null hypothesis is rejected. This means there is a significant relationship between harassment in the workplace with job stress among
employees.
Sub-hypothesis 1.3: there is a significant relationship between intimacies in the workplace with job stress among employees.
H : = 0
H : 0
Table 4. Correlation coefficient

Spearman

stress

intimacy

Correlation coefficient
Significance level
number
Correlation coefficient

stress
1.000
0
250
-.024

intimacy
-.024
.009
250
1.000

Significance level

.009

number

250

250

Results of test show since the correlation coefficient is -0.024 and the calculated significance level is 0.009 and since this error value is less than
5% so the null hypothesis is rejected. This means there is a significant relationship between intimacies in the workplace with job stress among
employees.
Sub-hypothesis 1.4: there is a significant relationship between interests in work with job stress among employees.
H : = 0
H : 0
Table 5. Correlation coefficient

Spearman

stress

interest

Correlation coefficient
Significance level
number
Correlation coefficient
Significance level
number

stress
1.000
0
250
.178(**)
.005
250

interest
.178(**)
.005
250
1.000
0
250

Results of test show since the correlation coefficient is 0.178 and the calculated significance level is 0.005 and since this error value is less than
1% so the null hypothesis is rejected. This means there is a significant relationship between interests in the work with job stress among
employees.
Sub-hypothesis 1.5: there is a significant relationship between thoughtfulness in work with job stress among employees.
H : = 0
H : 0
Table 6. Correlation coefficient

Spearman

stress

thoughtfulness

Correlation coefficient
Significance level
number
Correlation coefficient
Significance level
number

stress
1.000
0
250
0.012 (**)
.06
250

thoughtfulness
0.012 (**)
.06
250
1.000
0
250

Massoud Pourkiani , Shabnam Vaziri *, Leila Asgharpour , Sayede Shokufe Hosseini

314

International Journal of Economy, Management and Social Sciences Vol(4), No (3), March, 2015.

Since the correlation coefficient is 0.12 and the calculated significance level is 0.06 and since this error value is more than 5%, so the null
hypothesis is not rejected. This means there is no significant relationship between thoughtfulness with job stress among employees.
Sub-hypothesis 1.6: there is a significant relationship between distancing with job stress among employees.
H : = 0
H : 0
Table 7. Correlation coefficient

Spearman

stress

distancing

Correlation coefficient
Significance level
number
Correlation coefficient
Significance level
number

Stress

Distancing

1.000
0
250
.163(**)
0.001
250

.163(**)
0.001
250
1.000
0
250

Since the correlation coefficient is 0.163 and the calculated significance level is 0.001 and since this error value is less than 5% so the null
hypothesis is rejected. This means there is a significant relationship between distancing with job stress among employees.
Sub-hypothesis 1.7: there is a significant relationship between influence and dynamics with job stress among employees.
H : = 0
H : 0
Table 8. Correlation coefficient

Spearman

stress

Influence and dynamics

Stress
1.000
0
250
-.057
.373
250

Correlation coefficient
Significance level
number
Correlation coefficient
Significance level
number

Influence and dynamics

-.057
.373
250
1.000
0
250

Results of test show since the correlation coefficient is 0.057 and the calculated significance level is 0.373 and since this error value is less than
5%, so the null hypothesis is rejected. This means there is no significant relationship between influence and dynamics with job stress among
employees.
Sub-hypothesis 1.8: there is a significant relationship between Emphases on production with job stress among employees.
H : = 0
H : 0
Table 9. Correlation coefficient

Spearman

Job stress

Emphasis on production

Correlation coefficient
Significance level
number
Correlation coefficient
Significance level
number

Job stress
1.000
0
250
.385(**)
0
250

Emphasis on production
.385(**)
0
250
1.000
0
250

Results of test show since the correlation coefficient is 0.385 and the calculated significance level is 0.000 and since this error value is less than
5%, so the null hypothesis is rejected. This means there is a significant relationship between emphases on production with job stress among
employees.
The second main hypothesis test: there is a significant relationship between stress factors and job stress among the employees.
Table 10. The relationship between stress factors and job stress factors
Correlation coefficient
Significance level
Hypothesis result H0

Duty demands
-0.528
0
accepted

Physical demands
-0.365
0.003
accepted

Role demands
-0.563
0.007
accepted

Internal demands
-0.496
0
accepted

It is evident from the correlation coefficient that ere is a relationship between all the factors affecting stress and job stress among employees.
Sub-Hypothesis 2-1: There is a relationship between task and job stress among employees.

H : = 0
H : 0

315

Studying the Relationship between Dimensions of Organizational Climate and Job Stress among Employees of Telecommunication Company in Iran
International Journal of Economy, Management and Social Sciences Vol(4), No (3), March, 2015.

Table 11. Correlation coefficient

Job stress

Task demands

1.000

-0.528

Correlation coefficient
Spearman

Job stress

Significance level

250

250

-0.528

1.000

number
Correlation coefficient
Task demands

Significance level
number

250

250

Since the correlation coefficient is 0.528 and the calculated significance level is 0.000 and since this error value is less than 5%, so the null
hypothesis is rejected. This means there is a significant relationship between task demands with stress among employees of Islamic Azad
University of Firoozkooh.
Sub-Hypothesis 2-2: There is a relationship between physical demands and job stress among employees.

H : = 0
H : 0

Table 12. Correlation coefficient

Correlation coefficient
Spearman

Job stress

Occupational stress

Physical demands

1.000

-0.365

.003

Significance level
number
Correlation coefficient

Physical demands Significance level

number

250

250

-0.365

1.000

.003

250

250

Test results show since the correlation coefficient is -0.365 and the calculated significance level is 0.003 and since this error value is less than
5%, so the null hypothesis is rejected. This means there is a significant relationship between physical demands with stress among employees.
Sub-Hypothesis 2-3: There is a relationship between role demands and job stress among employees.

H : = 0
H : 0

Table 13. Correlation coefficient

Job stress
Correlation coefficient
Spearman

Job

-0.563

.007

Significance level
number
Correlation coefficient

Role demands

Role demands

1.000
250

250

-0.563

1.000

Significance level

.007

number

250

250

Since the correlation coefficient is -0.563 and the calculated significance level is 0.007 and since this error value is less than 5%, so the null
hypothesis is rejected. This means there is a significant relationship between role demands with stress among employees.
Sub-Hypothesis 2-4: There is a relationship between internal demands and job stress among employees.

H : = 0
H : 0

Table 14. Correlation coefficient

Correlation coefficient
Spearman

Job stress

Significance level
number

Role demands

1.000

-0.563

.007

250

250

-0.563

1.000

Significance level

.007

number

250

250

Correlation coefficient
Role demands

Job stress

Since the correlation coefficient is -0.496 and the calculated significance level is 0.000 and since this error value is less than 5%, so the null
hypothesis is rejected. This means there is a significant relationship between internal demands with stress among employees.

Massoud Pourkiani , Shabnam Vaziri *, Leila Asgharpour , Sayede Shokufe Hosseini

316

International Journal of Economy, Management and Social Sciences Vol(4), No (3), March, 2015.

6.

Discussion and conclusions

The first hypothesis

1- Since the correlation coefficient is r=-0.261 and the calculated significance level is 0.011 and since the error value is 5%, and this
value is less than it. This means there is a negative relationship between group morale of organizational climate with job stress among
employees. It means high group morale reduces job stress among employees.
2- Since the correlation coefficient is r=0.237 and the calculated significance level is 0.000 and since the error value is 5%, and this value
is less than it. This means there is a positive relationship between harassment of organizational climate with job stress among
employees. It means harassment is known as a stress factor in the organization.
3- Since the correlation coefficient is r=-0.024 and the calculated significance level is 0.009 and since the error value is 5%, and this
value is less than it. This means there is a negative relationship between intimacies of organizational climate with job stress among
employees. It means high intimacy reduces job stress among employees.
4- Since the correlation coefficient is r=-0.178 and the calculated significance level is 0.005 and since the error value is 5%, and this
value is less than it. This means there is a negative relationship between interest variable of organizational climate with job stress
among employees. It means high interest in work reduces job stress among employees.
5- Since the correlation coefficient is r=-0.012 and the calculated significance level is 0.006 and since the error value is 5%, and this
value is not less than it. There is no relationship between thoughtfulness variable of organizational climate with job stress among
employees.
6- Since the correlation coefficient is r=0.237 and the calculated significance level is 0.001 and since the error value is 5%, and this value
is less than it. There is a relationship between distancing variable of organizational climate with job stress among employees. It means
distancing variable is known as a stress factor in the organization.
7- Since the correlation coefficient is r=-0.057 and the calculated significance level is 0.373 and since the error value is 5%, and this
value is not less than it. So there is no relationship between influence and dynamics variable of organizational climate with job stress
among employees.
8- Since the correlation coefficient is r=0.385and the calculated significance level is 0.000 and since the error value is 5%, and this value
is less than it. So there is a positive relationship between emphases on production variable as a stress factor in the organizational.
The second hypothesis
1- Since the correlation coefficient is r=-0.528 and the calculated significance level is 0.000 and since the error value is 5%, and this
value is less than it. So there is a positive relationship between task demands and stress among employees and by increasing task
demands, stress is increased among employees.
2- Since the correlation coefficient is r=-0.365 and the calculated significance level is 0.003 and since the error value is 5%, and this
value is less than it. So there is a positive relationship between physical demands and stress among employees and by increasing
physical demands, stress is increased among employees.
3- Since the correlation coefficient is r=-0.563 and the calculated significance level is 0.007and since the error value is 5%, and this value
is less than it. So there is a positive relationship between role demands and stress among employees and by increasing task demands,
stress is increased among employees.
4- Since the correlation coefficient is r=-0.496 and the calculated significance level is 0.000 and since the error value is 5%, and this
value is less than it. So there is a positive relationship between internal demands and stress among employees and by increasing
internal demands, stress is increased among employees.

References
[1]
[2]
[3]
[4]

Alvai, S.M., Me'marzadeh, G. (2003) Research on stress management in the industrial sector managers in the country. Journal of Management Studies 2(5).
Alwani, S.M. (2006) Stress in the organization and how to deal with it. Journal of Public Administration, New Era 3.
Aras, Randall W., Altemaiz, E. (2005) Job stress, translated by Golamreza Khajehpour, Tehran, Industrial Management Institute.
Bidakhti, A., Parvaresh, P. (2008) Examining the relationship between organizational climate and management style and its impact on elementary teachers.
New thoughts of Education Journal 3(4).
[5] Goudarzi, A., Gaminiyan, V. (2002) Principles and theories of organizational climate, Press SID, first edition.
[6] Heshmatkhah, A. (2002) Organizational climate and its impact on organizational alienation. Journal of Nedaye Sadegh 5.
[7] Khaki, G. (2008) Directeding stress toward increasing organizational efficiency. Journal of Economic Organization of Kosar 6(20.
[8] Lashgari, M. (2006) Organizational climate and technology transfer. Journal of steel, 136.
[9] Nazem, F. (1990) Relationship between leadership style and organizational climate and productivity of educational administrators in Tehran high schools to
provide appropriate management training model Thesis of Educational Management PHD, Islamic Azad University, Science and Research Branch, Tehran.
[10] Pouremadi, N. (2003) Studying the main causes of stress in managers and its role in the performance of institution of higher education in scientificapplications of Agriculture. Thesis, MS; University of Isfahan.
[11] Poorsif, M. (2006) examining the relationship between organizational climate and job stress among customs personnel stationed in Tehran in 1385-1384,
Thesis Master of Educational Management, Faculty of Psychology and Educational Sciences, Allameh Tabatabai University in Tehran