International Journal of Education and Management Studies

Charli ¹, Abu Sufiyan Zilli ¹

Affiliations
1 Department of Psychology, Aligarh Muslim University, Aligarh, IN

Abstract

The present study examined the predictive influence of personality factors on organizational effectiveness among middle managers. The sample of the present investigation comprises N=250 middle level managers. The respondents were randomly selected from different private sectors located in Delhi and its NCR (National Capital Region). The sample was confined to only male respondents. The age of the respondents was found to be ranges between 23-64 years. Personality factors were assessed by the NEO Personality Inventory (NEO-PI) (Costa & McCrae, 1992), which provides measures of five well-established domains of personality: neuroticism, extroversion, openness to experience, agreeableness, and conscientiousness. Organizational Effectiveness was measured by Organizational Effectiveness Scale which was developed by Srivastava and Banerjee (1997). Both psychological measures are highly reliable and valid. To find out the best predictors of criterion variable and to know on what extent these predictor variables influence criterion variable, step-wise multiple regression analysis was used. The findings of the present endeavor revealed that among all predictor variables (neuroticism, extraversion, openness to experience, agreeableness and conscientiousness) four variables namely, conscientiousness, agreeableness, neuroticism and openness to experience were emerged as significant predictors of organizational effectiveness. It was clearly found that agreeableness, neuroticism and openness to experience have significant negative predictive influence on organizational effectiveness whereas, conscientiousness was found to have its positive predictive influence on organizational effectiveness. These findings have far-reaching implications in the current world of industrial development.

Keywords

Personality, Organizational Effectiveness, Managers

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Amjad Ali ¹, Abu Sufiyan Zilli ²

Affiliations
1 Department of Humanities and Social Science National Institute of Technology, Rourkela, Odisha, IN
2 Department of Psychology Aligarh Muslim University, Aligarh, UP, IN

Abstract

The present research intends to understand the influence of manager's perception of Ego-Strength and Quality of Work Life on their affective commitment. The study was carried out in different private and public organizations/ company located at Delhi and its NCR (National Capital Region). Data were collected from 300 managers through convenience random sampling method. Analysis of the data was done using stepwise multiple regression analysis and t-test respectively. Result revealed that in private undertakings neither Ego-Strength nor Quality of Work Life influenced affective commitment of managers. Quality of work life has influenced/ predicted affective commitment of managers in public undertakings only. Results further revealed significant difference between managers of private and public undertakings on all the measured variables such as Ego-Strength, Quality of Work Life and Affective Commitment. The findings imply that the organizations in both the sectors need to understand and manage managers' Ego-Strength and provide them with suitable interpersonal atmosphere to strengthen their ego so that their level of Commitment toward the organization could be enhanced. Results are explained in the light of present scenario in existing private and public undertakings.

Keywords

Quality of Work Life, Job Attitude, Affective Commitment

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Zeenat Zahoor ¹, Abu Sufiyan Zilli ¹

Affiliations
1 Department of Psychology, Aligarh Muslim University, Aligarh, UP, IN

Abstract

The present research investigation is aimed to make a comparative study of teaching attitude among private and government secondary school teachers. It was hypothesized that private school teachers would have better teaching attitude as compared to government school teachers. The sample of the present investigation comprises N= 300 senior secondary schoolteachers, 150 each from private and government schools. In each group there were 75 male and 75 female teachers. The respondents were randomly selected from different private and government secondary schools of Aligarh. The age of the respondents was found to be ranges between 22-50 years. Teaching attitude of the respondents was assessed by Teacher attitude scale by J.0 Goyal (1984). The reliability and validity of this scale is well established. For analyzing the data and obtaining the appropriate results t-test was used. The teaching attitude was found to be statistically significant. The findings of the present research have far-reaching implications in the current world of educational development.

Keywords

Teaching Attitude, Teachers

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Amjad Ali ¹, Abu Sufiyan Zilli ²

Affiliations
1 Department of Humanities and Social Sciences, National Institute of Technology Rourkela, Odisha, IN
2 Department of Psychology, Aligarh Muslim University, Aligarh, UP, IN

Abstract

Job Attitudes can be defined as summary evaluations of psychological objects in the work domain. The object could be almost anything in the world around us. Attitudes reflect a person's likes and dislikes toward other persons, objects, events and activities in their environment. Therefore, it makes sense to study and know about attitude because strong attitudes will very likely affect a person's behaviour such as attitudes toward supervision, pay, benefits, promotion or anything that might trigger positive or negative reactions. The present study is aimed to examine differences between managers of private and public undertakings on job attitudes. The study was earned out in different private and public organizations located in Delhi. Data were collected from 300 managers (150 managers from private and 150 from public undertakings). The job attitude scale developed by Srivastava (1999) which assesses numerous dimensions of employees'job attitudes was used. Analysts of the data was done using t-test. Results revealed significant difference between managers of private and public undertakings on job attitudes. The finding simply that the organizations in both the sectors need to understand and manage managers' job attitudes and provide them with suitable interpersonal atmosphere to strengthen their positive job attitudes so that their level of performance in the organization could be enhanced. Results are explained in the light of present scenario in existing private and public undertakings.

Keywords

Job Attitude, Managers, Private, Public, Undertakings.

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