Organizational role stress:focus on executives of construction industry

The aim of the present study is to find out the correlates and predictors of organizational role stress (ORS) among executives of construction industry. Based on the review of literature, altogether eight hypotheses were developed and tested. The sample consisted of 550 executives of construction industry across levels, (top = 54, middle = 316, junior = 180) from government (N=140), public (N=145) and private (N=265) sectors. The selection of sample was done on the basis of stratified random sampling method. A set of 5 questionnaires was administered to the participants to collect data relating to 31 variables, of which 30 were independent consisting of Personal variables (12 background and one personality), Organizational variables (03 delegation, 06 motivational climate, and 08 organizational culture) and one dependent variable- (organizational role stress). Data was analysed using various univariate, bivariate and multivariate statistical techniques. The results indicate that there is significant negative relationship of ORS with process of delegation, facilitating factors of delegation, certain dimensions of organizational culture (openness, confrontation, trust, proaction, autonomy, collaboration, experimentation), two of the motives of motivational climate (affiliation and expert influence), and certain background factors of executives (age, executive level, experience, education, income, type of organization). However, marital status, number of children, number of earning members and type of family have significant positive relationship with executives' ORS. Comparisons of executives' ORS across the sectors and executives’ levels were made using ANOVA followed by 't' test. Private sector executives were found to have maximum level of ORS in comparison with the executives of government and public sectors. ORS of junior level executives was found to be maximum followed by that of middle and top-level executives. Stepwise multiple regression analysis revealed that only income, confrontation, family, affiliation, earning member, autonomy, process of delegation, proaction, experimentation and education have emerged as significant predictors of ORS of executives in Construction Industry. The results have been discussed. Also, limitations of the study have been pointed out and recommendations for future research have been made.