OB Research Findings

DETAILS OF QUESTIONNAIRES
Details
S. #
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
Q1
4
3
4
4
5
4
4
4
4
3
5
5
4
4
4
4
4
3
3
4
4
4
4
5
4
4
5
5
4
4
4
5
5
5
4
4
5
4
4
4
SD
34
8
1
7
11
2
Perceived organizational
Q2
Q3
Q4
Q5
4
3
3
4
5
1
3
4
1
5
4
3
4
5
2
4
5
1
4
5
3
4
5
2
4
5
3
3
5
4
4
5
2
4
5
2
4
4
4
3
5
2
4
4
2
5
2
4
4
5
2
4
4
4
4
4
4
4
4
2
4
5
2
4
4
2
4
4
2
5
4
5
2
2
2
4
4
2
4
5
2
4
4
3
4
4
3
4
5
2
4
4
2
5
5
2
5
5
2
5
5
1
4
4
2
3
4
2
4
5
2
2
2
2
4
4
2
5
4
3
D
79
91
6
37
28
10
NA
28
84
21
42
16
45
A
102
130
144
31
55
158
prestige
Q6
3
2
1
2
4
2
4
1
4
2
4
2
4
2
4
2
4
2
1
2
5
1
3
1
4
2
4
2
4
1
3
3
4
2
2
1
3
2
4
1
4
1
4
1
4
2
4
1
1
4
3
1
3
1
4
2
3
2
4
2
2
2
2
1
2
1
4
2
4
2
2
2
3
1
1
4
2
2
4
1
SA
37
7
68
3
10
65
Q7
Q8
2
1
2
1
2
2
1
2
2
3
1
1
4
2
2
2
1
2
2
1
2
2
2
1
4
2
2
2
2
2
3
2
2
1
2
2
1
4
3
1
TTL
280
320
240
120
120
280
3
3
4
4
4
4
4
4
4
3
4
4
2
4
4
3
3
3
3
4
4
4
4
4
4
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
Perceived organizational support

Q9
Q10
Q11
Q12
Q13
Q14
3
3
3
3
4
3
3
2
3
3
3
3
4
2
4
2
4
3
3
2
3
3
2
4
1
4
5
2
5
3
2
2
4
2
4
3
2
3
4
2
4
2
4
2
4
3
4
3
1
2
4
2
4
2
3
2
2
3
3
3
1
1
4
2
4
4
2
3
3
2
4
3
2
2
4
4
4
2
2
4
4
2
5
3
2
2
4
2
4
2
3
4
4
3
4
3
3
3
3
2
4
2
3
2
2
2
4
3
3
2
2
2
4
3
2
2
3
2
3
2
2
3
4
2
4
2
1
2
5
2
4
2
2
2
4
2
4
2
1
2
4
2
4
2
3
4
4
4
4
4
3
3
3
2
4
3
2
2
4
2
3
2
4
3
4
4
3
2
2
2
4
3
4
2
2
2
4
2
3
2
4
4
2
1
4
2
4
2
4
4
3
3
4
2
4
4
3
4
2
2
4
2
4
2
2
2
4
2
4
2
2
2
4
2
4
3
2
3
3
2
4
3
3
4
4
4
4
4
4
4
2
1
4
2
3
2
3
3
2
4
Q15
Q16
4
3
4
3
4
4
3
4
3
3
5
3
2
4
4
4
3
3
3
4
3
3
4
4
5
4
4
4
3
4
4
4
4
3
4
4
3
5
4
3
5
4
4
4
5
4
4
5
4
4
5
5
4
4
4
5
5
4
4
4
4
3
4
4
5
3
4
4
4
5
5
5
5
3
4
5
5
5
5
4
Organizational identification
Q17
Q18
Q19
Q20
3
5
5
4
4
4
4
4
3
3
4
4
5
5
5
4
3
4
4
4
4
5
5
4
4
4
5
4
4
5
4
4
4
5
5
4
4
5
5
5
4
4
5
5
4
5
4
4
2
4
2
4
4
5
5
5
4
4
4
4
3
2
4
4
3
4
4
5
4
5
5
5
4
4
5
4
4
4
4
4
4
5
3
5
4
4
5
5
4
4
4
2
5
4
5
4
4
4
4
4
4
4
4
3
4
5
5
5
4
4
3
4
4
4
4
4
3
3
4
4
4
5
4
4
4
4
2
2
4
4
4
4
3
3
4
4
4
5
4
5
4
5
4
4
4
5
4
4
4
4
4
4
4
5
4
4
5
5
5
4
Q21
4
3
4
4
5
4
4
4
5
4
1
4
4
4
4
5
5
5
5
4
4
4
4
4
4
3
4
3
3
4
4
5
5
3
5
4
4
4
4
4
Turnover Intention
Q22
Q23
Q24
4
4
4
3
3
3
3
3
3
3
2
3
4
3
3
4
4
4
3
3
3
5
3
5
2
2
2
3
3
2
4
2
5
3
4
3
2
2
2
2
2
2
3
4
3
1
1
1
2
2
2
3
3
3
3
3
3
4
2
4
4
3
4
1
1
1
2
2
2
2
4
2
4
4
4
3
3
4
3
2
2
2
2
2
2
3
3
2
3
2
4
2
4
4
4
4
2
1
2
4
4
4
3
3
4
3
3
3
3
3
3
4
4
2
4
2
2
3
2
2
List of Percentage
Perceived organizational prestige
Turnover Intention
Job Satisfaction
Readiness for Change
Job Satisfaction
Q25
Q26
Q27
3
3
4
3
2
4
4
3
4
4
2
4
4
2
5
4
2
4
4
1
5
4
2
5
4
5
4
4
2
3
5
1
4
2
3
3
4
2
4
5
1
5
3
2
4
4
2
4
4
1
4
3
2
3
3
2
4
4
2
4
3
2
4
5
1
5
4
2
4
4
1
4
1
2
1
3
2
4
4
2
4
4
2
4
4
3
4
4
2
4
2
4
2
5
2
4
4
2
4
4
3
4
4
1
4
4
2
4
4
3
4
2
4
1
2
4
1
4
2
4
SD
12%
3%
0%
6%
9%
1%
Q28
4
1
3
4
4
4
4
5
4
2
5
4
4
5
4
3
4
5
5
4
4
3
4
5
4
4
3
5
3
4
5
5
5
5
3
4
4
4
4
4
D
28%
28%
3%
31%
23%
4%
40 x 34
1360
Q29
4
3
3
4
5
4
3
4
4
2
4
4
4
4
4
3
4
5
4
4
3
3
3
4
5
3
2
3
3
3
4
4
4
5
3
5
4
5
4
4
NA
10%
26%
9%
35%
13%
16%

Q30
Q31
Q32
4
4
4
3
4
4
3
4
4
3
4
4
5
4
4
4
4
4
4
4
4
4
5
5
4
4
4
3
3
2
3
4
4
5
5
5
2
2
4
4
5
5
4
4
4
2
3
2
4
4
3
5
4
4
4
4
4
4
4
4
4
4
5
3
4
4
2
4
4
4
2
4
5
5
5
4
4
4
3
4
4
4
4
4
3
4
4
4
4
4
4
4
5
5
5
4
5
5
5
5
5
5
4
3
5
5
5
4
5
5
5
5
5
5
4
4
5
3
4
4
A
36%
41%
60%
26%
46%
56%
SA
13%
2%
28%
3%
8%
23%
Q33
Q34
4
1
4
4
4
3
4
4
4
3
3
4
4
4
4
3
3
5
5
4
5
4
4
5
5
4
3
5
4
4
4
4
4
5
4
4
4
5
4
4
4
4
4
4
5
4
4
4
5
3
4
4
4
4
4
3
4
5
5
4
4
3
4
4
4
3
3
4
3
4
3
5
5
5
4
5
4
4
3
4
List of Percentage
Turnover Intention
Job Satisfaction
SD
12%
3%
0%
6%
9%
1%
Perceived Organizational Prestige
D
28%
28%
3%
31%
23%
4%
NA
10%
26%
9%
35%
13%
16%
SA
13%
2%
28%
3%
8%
23%
36%
41%
60%
26%
46%
56%
Perceived organizational suppo
SA; 2% SD; 3%
SA; 13% SD; 12%

D; 28%
A; 36%
D; 28%
A; 41%
NA; 26%
NA; 10%
SD
NA
SA
SD
NA
SA
Turnover Intention
SA; 23%
SD
NA
NA
D; 31%
SA
SA
SA; 8% SD; 9%
D; 23%
NA; 35%
Job Satisfaction
A; 46%
SD
NA; 16%
A; 56%
SA; 3% SD; 6%
A; 26%
SA
SD; 1% D; 4%
A; 60%
SD; 0% D; 3% NA; 9%
SA; 28%
SD
NA
SD
NA
NA; 13%
SA
SD
NA
SA
SD
NA
SA
ional support
SD; 3%
D; 28%
; 26%
SA
r Change
D; 4%
NA; 16%
6%
SA
faction
SD; 9%
D; 23%
A; 13%
SA
SA
List of Percentage
Turnover Intention
Job Satisfaction
SD
12%
3%
0%
6%
9%
1%
D
28%
28%
3%
31%
23%
4%
NA
10%
26%
9%
35%
13%
16%

SA
SA
36%
10%
NA; 26%
D; 28%
SD
12%
5%
SA; 2%
28%
0%
36%
41%
60%
26%
46%
56%
NA
10%
SD
15%
20%
25%
30%
35%
SD; 3%
0%
40%
5%
SA; 28%
A; 60%
D; 3%
SD
SD; 0%
SD
20%
30%
40%
50%
60%
70%
D; 4%
SD; 1%
0%
10%
20%
SA
A; 26%
NA; 35%
D; 31%
5%
10%
SA; 8%
NA
NA; 13%
SD; 6%
0%
D; 23%
SD
15%
20%
40%
NA
SD
30%
Job Satisfaction
SA; 3%
30%
NA; 16%
Turnover Intention
SA
25%
SA; 23%
NA
10%
20%
NA; 9%
0%
15%
SA
A
NA
10%
SA
SA
13%
2%
28%
3%
8%
23%
13%
NA
25%
30%
35%
40%
SD; 9%
0%
5%
10%
15%
20%
25%
30%
35%
SD
SD; 6%
0%
5%
10%
SD
15%
20%
25%
30%
35%
40%
SD; 9%
0%
5%
10%
15%
20%
25%
30%
35%
ional support
A; 41%
NA; 26%
D; 28%
25%
30%
35%
40%
45%
r Change
%
A; 56%
40%
50%
60%
faction
A; 46%
D; 23%
5%
30%
35%
40%
45%
50%
5%
30%
35%
40%
45%
50%
List of Percentage
Turnover Intention
Job Satisfaction
SD
12%
3%
0%
6%
9%
1%
D
28%
28%
3%
31%
23%
4%
NA
10%
26%
9%
35%
13%
16%
SA
13%
2%
28%
3%
8%
23%
36%
41%
60%
26%
46%
56%
40%
45%
4; 36%
35%
40%
35%
30%
2; 28%
30%
25%
2; 28%
3; 26%
25%
20%
20%
15%
5; 13%
1; 12%
10%
3; 10%
15%
10%
5%
5%
0%
0%
0.5
1.5
2.5
3.5
4.5
1; 3%
0.5
5.5
1.5
2.5
3.5
70%
60%
4; 60%
60%
4;
50%
50%
40%
40%
30%
30%
5; 28%
20%
20%
10%
3; 9%
2; 3%
1; 0%
0%
0.5
1.5
3; 16%
10%
2.5
3.5
4.5
5.5
2; 4%
1; 1%
0%
0.5
1.5
2.5
3.5
Job Satisfaction
Turnover Intention
40%
50%
35%
45%
3; 35%
40%
2; 31%
30%
35%
4; 26%
25%
30%
20%
25%
15%
20%
2; 23%
15%
10%
1; 6%
5%
5; 3%
0%
0.5
1.5
3; 13%
10%
2.5
3.5
4.5
5.5
1; 9%
5%
0%
0.5
1.5
2.5
3.5
1; 9%
1; 6%
5%
5; 3%
0%
0.5
1.5
2.5
3.5
4.5
5.5
5%
0%
0.5
1.5
2.5
3.5
ional support
4; 41%
3; 26%
5; 2%
3
3.5
4.5
5.5
r Change
4; 56%
5; 23%
3; 16%
3.5
4.5
5.5
faction
4; 46%
3; 13%
5; 8%
3.5
4.5
5.5
5; 8%
3.5
4.5
5.5
CORRELATION BETWEEN VARIABLES

Category / Segment
Perceived organizational support (X - AXIS)
Perceived organizational prestige (Y - AXIS)
SD
3%
12%
28%
28%
Correlation (Moderate)
SD
D
0%
1%
3%
4%
Correlation (Strong)
SD
D
9%
6%
23%
31%
Correlation (Weak)
9%
16%
NA
13%
35%
41%
36%
28%
26%
13%
10%
2%
D
60%
56%
A
46%
26%
48%
NA
Perc eived
organizatio
nal support
(X - AXIS)
Perc eived
organizatio
nal
prestige (Y
- AXIS)
SA
60%
56%
4%
3%
D
28%
23%
16%
9%
NA
50%
Organizati
onal
identific ati
on (X AXIS)
Readiness
for Change
(Y - AXIS)
SA
46%
40%
31%
30%
35%
13%
9%
6%
8%
3%
0%
SD
Job
Satisfac tio
n (X - Axis)
26%
23%
20%
10%
NA
41%
36%
99%
Category / Segment
Job Satisfaction (X - Axis)
Turnover Intention (Y - Axis)
70%
60%
50%
40%
30%
20%
10%
0%
0% 1%
SD
76%
Category / Segment
Organizational identification (X - AXIS)
Readiness for Change (Y - AXIS)
45%
40%
35%
30%
25%
20%
15%
10% 12%
5%
3%
0%
SD
NA
26%
10%
NA
SA
T urnover
Intention
(Y - Axis)
10%
13%
9%
6%
8%
3%
0%
SD
NA
SA
T urnover
Intention
(Y - Axis)
SA
2%
13%
(0.76)
SA
28%
23%
(0.99)
SA
8%
3%
(0.48)
Perc eived
organizatio
nal support
(X - AXIS)
Perc eived
organizatio
nal
prestige (Y
- AXIS)
Organizati
onal
identific ati
on (X AXIS)
Readiness
for Change
(Y - AXIS)
Job
Satisfac tio
n (X - Axis)
T urnover
Intention
(Y - Axis)
T urnover
Intention
(Y - Axis)

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OB Research Findings

Hochgeladen von

Copyright:

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DETAILS OF QUESTIONNAIRES

Perceived organizational support

Readiness for Change

Perceived Organizational Prestige

Perceived organizational suppo

SA; 13% SD; 12%

Readiness for Change

Perceived Organizational Prestige

Readiness for Change

Perceived organizational suppo

Perceived Organizational Prestige

Perceived organizational suppo

Readiness for Change

CORRELATION BETWEEN VARIABLES

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