INVESTIGATING
THE RELATIONSHIP BETWEEN ORGANIZATIONAL FACTORS OF STRESS AND DELAY OF SOFTWARE
PROJECTS IN A LARGE KNOWLEDE BASED COMPANY
Faeze Asgari
Department of Management, Zanjan Islamic Azad
University, Iran
E-mail: Faezeasgari2000@gmail.com
Mostafa Jafari
University of Zanjan, Iran
E-mail: jafari.mostafa@znu.ac.ir
Abbas Ramazani
Department of Education, Shahid Beheshti University,
Iran
E-mail: a_ramezani@sbu.ac.ir
Submission: 28/05/2016
Revision: 17/06/2016
Accept: 25/07/2016
ABSTRACT
Today, occupational stress
has become a crucial issue .Stress is originated from two places: Inside our
bodies and outside our bodies. Internal stresses are associated with biology
and personality. External stress factors have three categories: Personal,
Organizational and environmental. Stress has become common among the working
people in information technology sectors because of the competitiveness, job
complexity, advanced technologies and various other reasons. Today, software
projects have delays for various reasons and they are not completed on time.
Knowledge-based companies require identifying factors causing delays. The aim
of this study is to investigate the relationship between organizational factors
of stress and delays of software projects. This is a descriptive correlational
research. The population consisted of knowledge workers of a large
knowledge-based company (n = 200), a sample of 127 knowledge workers were
selected randomly. The data collected through questionnaire. The effect of
organizational factors of stress on delay of software projects were assessed
using Pearson correlation coefficients. The results show that there is a
significant positive relationship between organizational factors of stress and
delay of software projects in a large knowledge-based company.
Keywords: Stress; Occupational Stress;
Delay, Project; Software Project.
1. INTRODUCTION
Stress means pressure and force, and
it is the accumulation of life events that disrupts the individual's adaptation
to the existing situation. Occupational stress is one of the outcomes of modern
lifestyles. Nowadays, human resources are considered as of particular
importance in organizations. Skilled and efficient manpower is the most
important wealth of each country and organization.
Managers’ concerns to physical and
mental health of staff improve the quality of work and efficiency. Nowadays,
stress is a global issue, and regardless of age, sex and education, and even
the social and economic class, most of humans have been confronted with it.
Occupational stress is a type of
stress that originates from individual’s job and the workplace. Most people who
have a job are faced with job stress (occupational stress). Stress comes from
two places: inside our bodies and outside our bodies. Potential causes of
stress have three categories: environment, organizations and individuals.
Environmental factors include the
uncertainty of the economic system, the uncertain political situation,
uncertainty of technology. Organizational factors grouped into six factors: 1-
Job characteristics 2-Personal relations (colleagues), 3-Leading (leadership
style) 4-Technology and material properties (working conditions) 5-
Organization’s structure 6- Organization’s Life cycle (ROBBINS, 2012).
Individual factors include individual’s biology, personality differences,
family issues, economic and financial problems, failure of education (HILLS,
2005).
Griffin (1995) also divided the
causes of stress in two categories: 1 -
organizational neural pressure as workplace factors causing stress,
including: job requirements, physical requirements, role requirements,
communicating with others 2- life neural pressure causing stress which are
factors of daily life including: life changes and life disasters (GRIFFIN,
1995).
Occupational stress defined by
National Institutes of Health of the United States in the best: The harmful
physical and emotional responses emerge as a result to mismatch of job and
worker’s capabilities, resources or needs.
Today, occupational stress has
become a crucial issue. Stress and psychological pressure are the topics of
organizational behavior studies for several reasons. First, it seems that the individual
tension or stress is directly related to individual’s performance and job
satisfaction, so it can be considered as an independent relevant variable. The implementation of an internalization strategy has
raised job satisfaction both directly and indirectly, through affecting job
characteristics (KASHEFI, 2009).
Second, the organizational
management has an implicit commitment to improve life quality in the
organization (for employees). Since, the heart disease is directly related to
stress or psychological pressure, thereby reducing stress can guarantee the
public health and durability of the organization's workforce.
Behr and Newman in 1978, have
mentioned three categories of signs that appear in terms of occupational
stress: psychological symptoms (depression, anxiety, boredom, frustration,
isolation and alienation), physical symptoms (cardiovascular disease,
gastrointestinal disorders such as gastric ulcers, allergies and skin diseases,
sleep disorders, headaches and respiratory distress) and behavioral symptoms
(two categories: first, signs that are directly related to employees.
This category includes behaviors
such as refusing work, bulimia anorexia seeking, aggressive behavior towards
colleagues or family members, and general interpersonal problems. The second
category of behavioral symptoms refers to the organization or administration,
including absenteeism, dropping the job, increasing work-related accidents and
lack of productivity).
All mentioned tensions have been
created for variety of reasons and affect productivity of people. And the
impact of the performance reduction on the delay of the delivered work can
certainly be investigated. A theory suggests that the anger, sadness and
threatening events such as horror and terrible events typically results in
decreased performance (DURBIN, 1988).
To determine the association between
stress and performance so many researches have been done. One of the obvious
consequences of severe stress is lack of proper and correct performance
(GRIFFIN, 1995). The most famous document or evidence presented in this regard
is theory of upside U letter. The logic confirming the upside U is: the low or
moderate level of stress motivates the
body and increases its ability to response. In that case people do things
better and faster. But extreme stress keeps the person in limits or makes
people facing inaccessible demands and the performance will be decreased. Even
a moderate level of stress can have negative effect on performance in a long
time (ROBBINS, 2013).
Today
stress has become common among the working people in information
technology sectors because of the competitiveness,
job complexity, advanced technologies and various other reasons.
Developments in technology and communication are done with surprising speed and
extent. Performing IT projects including software projects has grown
dramatically.
The nature of information technology
projects is in a way that often not completed on time and on schedule and delay
occurs. The delay, especially when the difference between delivery time and
expected time is significant, in
addition to imposing costs for
beneficiaries and losing credibility, will cause so many problems for knowledge
producers.
The nature of knowledge-based works
and the characteristics of IT projects specially software projects such as:
being intangible, complexity, need to
flexibility to keep pace with the changes, high costs, need to high degree of
expertise, different standards of quality, diversity in architecture,
methodology, tools and their continuous change, the difficulty of measuring
return on investment and other business metrics, unrealistic goals, need
to provide better, faster (in the
shortest possible time) and cheaper software products forces
knowledge workers to have more efforts, so makes additional pressure on
project team. (YAGHOUBI; MOTAVALLI, 2012).
Some kind of jobs has tension or
stress. Due to the mentioned characteristics of software projects, it is clear
that knowledge workers have stress potentially.
2. RESEARCH BACKGROUND
In the age of highly dynamic and
competitive world, man is exposed to all kinds of stresses that can affect him
in all realms of life (KRISHNAMORPHY; PRABAKARA, 2015). In a study researchers
investigated the relationship between stress and management in construction
management organizations. It was found that workplace stress decreases
performance (PACHING, 2014).
At the individual level, stress
affects the health of staff (COX et al. 2000, COX; GRIFFITHS, 2010). The
results of a research showed that occupational stress impacts on efficiency and
is very important in society and organizations (PETREANU, 2013). Stress at work
can reduce performance (COX; GRIFFITHS, 2010).
Taghavi (2010) in a research stated
that there is a significant relationship between occupational stress and
efficiency of the staff units of the Ministry of Economic and finance.
Safdarian (2014) in a study surveys the relationship between occupational
stress and job performance and found a significant relationship between occupational
stress and performance. In the study of school administrators it was found that
there is a meaningful relationship between job satisfaction and occupational
stress (ABDULLAHI, 2011).
Nezafat Shoar (2011) in a study
investigated the relationship between occupational stress and job performance
of nurses. Results showed that there is a significant negative relationship
between occupational stress and job performance of nurses. In an article some
factors like employees not being supported by authorities, lack of
communication, a large amount of work, lack of job security, fear of
unemployment, doing things that are very difficult, undesirable conditions of
work, a work that don’t fit with the worker, excessive pressure due to the
unrealistic deadline of doing things cause stress and psychological pressures
and ultimately lead to reduced productivity and increased lesions.
Pouremadi (2010) in a study concluded that
stress caused by poor working facilities impacts on managers' performance more
than the average level. The results of a study showed that leadership style has
an effect on employees stress. Task-oriented leadership style has a significant
impact on stress (SOLEIMANIAN; MEHRABI, 2013).
Lack of attention to ergonomics at
the workplace and failure to comply with them will pose a lot of costs for both
employers and employees and reduce efficiency and increase employees stress
(SHARIFI RAVARI, 2010). Rough and inflexible rules, unrealistic job
description, poor physical conditions of the workplace such as: too much noise,
heat and cold, toxic gases and poor and inadequate lighting are factors which
create stress and pressure on employees and decrease their performance
(TABARZADI, 2005).
In examining the causes of delayed
projects, 73 reasons were identified. From the view of frequency, employee’s
reduced productivity and poor unqualified labor, rank 4 and 5 respectively.
Also from the view of importance, labor shortages, poor unqualified labor rank
1and 2. (ASSAF et al., 2006). By providing better physical facilities,
strengthening the reward system, maintaining better interpersonal relations,
job security, and promotion facilities provide for increased level of
satisfaction that leads to better organizational climate (RODRIGUES; GOWDA,
2011).
Ravand and Salahi Abhari (2011) in a
study evaluated causes of delay of oil and gas process in Oil and Gas National
company and stated that defects and problems of project design and contract ambiguities are the main
delay factors and lack of professional labor, lack of basic studies, side
problems and lack of finance place next respectively.
In a study researchers revealed that
Software job is stressful job. It is difficult to say what factors contribute
to this stress, because job stress may be caused by a complex set of reasons.
Some of the most visible factors of job stress are Work Stressors, Role
Stressors, Personal development stressors, Interpersonal relation Stressors and
Organizational Climate Stressors (SAILAJA; REDDY; KUMAR, 2013).
A research was intended to study the
work stress among the employees working in IT sectors in employees in the
Chennai city. Results of the study does not tend towards one direction, meaning
that for some variables among employees in the company are more affected
whereas for other variables is more affected employees in the other company,
but overall IT sector is found to be more stressful.
From this research following
variables were identified: Various factors relating to stress impact of stress
in the family, work and individual, management of stress factors and
organizational health factors. Overall, it is concluded from the study that the
stress level is same for all the IT companies but only one or two factor can cause
difference in result (SAILAJA; REDDY; KUMAR, 2013).
Maria Melchion and Jenny (2009) have
given their views on “Sickness absence, from work predicts worker’s risk of
later depression”. They comment on participants who were studied were
executives from the natural gas and Electricity Company. Required data
(sickness absence) was obtained and assessed. The baseline for study on factors
of age, gender, marital status, occupational grade, tobacco smoking, alcohol
consumption, depressive symptoms and work stress were analyzed.
Mita Singh (2010) has expressed WLB
on “The perception of work-life balance policies, among software
professionals”. He expressed that unbalanced work life relationship, can result
in reduced health and low performance outcomes for individuals, families and
organizations. A distorted life and work is prevalent among the software
professionals. Therefore a study had been made to assess their policies
importance, attitude etc.
Thirumaleswari (2013) stated that “A
Study on Job Stress among Employees of Software Industries in Chennai”. In the
present scenario software industry has become one of the fastest growing
industries in India. The reason for choosing particularly software industry and
employees is that the level of stress these employees face is comparatively
higher than other employees.
Kedar Rayamajhi (2014) made an
attempt to study “Level of Stress among the Government Officers: Cases from the
Nepal” Job stress can be defined as the inability to cope with the pressures in
a job. The main objective of this study is to explore the level of stress among
the government officers working in different offices of Nepal.
3. INFORMATION TECHNOLOGY PROJECTS
The major cause of stress is the rapid
change in technology (KRISHNAMORPHY; PRABAKARA, 2015). Job stress is a common
workplace problem experienced by all professionals irrespective of their nature
of work; however, this phenomenon is more common in situations that are
deadline driven. Software house is one such sector, which is affected
profoundly by this challenge, and professionals serving these organizations are
often observed under huge stress.
Software professionals’ nature of
job is highly time-bound, client-oriented and technology intensive. The trends
in turn, coupled with many factors, contribute towards stress. The probable
reasons found through the discussion are: they are supposed to learn newer
technology along with their daily job chores which puts a lot of pressure.
They are more engaged in client
interaction, and satisfying the client is considered the most difficult part in
software projects. Also, most of the time, clients themselves are not clear
about their requirements, hence, they do not freeze their requirements, which
causes disruption and delays in the project and puts pressure on all other
members working on the project. Therefore, it is concluded that the software
professionals working in different software houses of Pakistan are experiencing
moderate stress in their job (JALBANI; RASHIDI, 2009).
The continuing streams of
information technology innovations are transforming the business world (LAUDON;
LAUDON, 2007) from traditional work processes to IT enabled integrated
environment. The impact of this change has brought many challenges to software
professionals and developers, working in organizations as in-house programmers
and developers.
The rise in software demand to
business and industry, beyond the capacity of MIS professionals, who cater to
the needs of organizations, has given birth to software houses (RAJESWARI;
ANANTHARAMAN, 2003). These software houses are fulfilling the demand of
industry and providing customized software according to the need and
requirements of the client organizations, by using latest available technology
and skills in the market.
The technology is changing so
swiftly that it is becoming difficult for the professionals to keep abreast
with the upcoming technology along with the daily chores of the workplace.
Software industry is a human capital intensive industry (RAJESWARI;
ANANTHARAMAN, 2003) and largely based on knowledge workers with technology
concentrated environment.
Also, the software development
process is a learning and communication process (GLASS, 1997); hence, it requires
greater interaction with the clients, deep understanding of the nature and
business processes, clear and timely communication with people involved in the
development process, and insight into technological innovations. This situation
puts pressure on professionals involved in the process of software development
in software houses and results in occupational stress among them.
3.1.
Information Technology (IT) Projects Management
IT Projects Management is a kind of
art, the knowledge of planning and leading software project. IT Projects
Management is a branch of project management combining with software
production. Time and other available resources- man power, machinery; line
capacity and working capital- are the main elements of IT projects management. Planning
is mostly done based on time or man power limits (MAHMOUDI, 2009).
3.2.
Components of Performance in Software Projects management
There are three main components of
performance in Software Projects management: time management that is required
processes for implementing and completing software project on time and
according to time table, cost management containing processes related to cost
estimate, budget and control, and quality management containing executive
processes and activities determining aims, responsibilities and quality
policies to supply requirements (MAHMOUDI, 2009).
According to the researches done
before, the lack of identification of the effect of knowledge
workers’ stress on projects’ delay is fully felt and scientific study of this
subject considered as a necessity to propose solutions. Because reducing stress
in the organizations and companies will promote productivity and develop
quantitative and qualitative organizational capital. This study investigated
the effects of organizational factors of stress on the delay of software
projects. Therefore the hypotheses of the study are as following:
4. MAIN HYPHOTESIS
There is a significant relationship
between organizational factors of stress and delay of software projects in a
large knowledge based company.
5. SUB HYPOTHESES
a)
There
is a significant relationship between stressor job which employees and managers
have to do and the delay of software projects in a large knowledge-based
company.
b)
There
is a significant relationship between stressor cooperation with colleagues and
the delay of software projects in a large knowledge-based company.
c)
There
is a significant relationship between stressor Leadership style and the delay
of software projects in a large knowledge based company.
d)
There
is a significant relationship between stressor work condition and the delay of
software projects in a large knowledge-based company.
6. METODOLOGY
This study is a practical
descriptive correlation surveying study. Data was collected using library
resources, scientific magazines and supplies, network sites and standard
questionnaire. The questionnaire used to determine the relationship between
organizational factors of stress and delay of software projects, has been prepared
using available standard questionnaires (MOGHIMI, 2007) and finally developed
based on the views of experts and managers of large knowledge-based company and
then validated.
The Cronbach’s alpha coefficients
were used to determine the reliability of questionnaire. Coefficient was 0.877.
Considering the coefficients higher than 0.7, this indicates acceptable
reliability of data collection tool.
The final questionnaire containing
37 questions was about 3 items for knowledge workers biographical profile (gender,
work experience, education) and 34 items consisting: 7 items to measure stress
levels of knowledge workers, 19 items to measure organizational stressors
(including 5 items for stressor job, 3 items for stressor colleagues, 4 items
for stressor leadership style and 7 items for stressor working conditions) and
8 items were set to measure the delay of software projects. Answers were scored
using Likert five-item spectrum.
The population consisted of
knowledge workers of a large knowledge based company (n = 200), a sample of 127
knowledge workers was selected randomly based on Morgan table. Due to the slip
in the questionnaires, researcher distributed 135 Questionnaires and 127
completed questionnaires were collected.
Data obtained from questionnaires were
analyzed using SPSS software to describe demographic information, assess normal
distribution of sample, determine the average of variables, and test the
hypothesis using regression analysis methods. The relationship between
variables was determined using correlation coefficient. Variables were ranked
using Friedman test and the results were analyzed. In the next section we
analyze the data.
7. FINDINGS
Table1: Demographic characteristics of
respondents
|
|
Percent |
Frequency |
|
|
Gender |
Man |
77% |
98 |
|
Woman |
23% |
29 |
|
|
Work Experience |
Under 5 years |
13% |
16 |
|
5 to 10 years |
43% |
55 |
|
|
10 to 20 years |
35% |
45 |
|
|
More than 20 years |
9% |
11 |
|
|
Education |
Bachelor degree |
72% |
91 |
|
Master and higher degrees |
28% |
36 |
|
Table2: Mean and standard
deviation of stress component
|
Variables |
N |
µ |
σ2 |
SD |
|
Stressor Job |
127 |
3.8232 |
.70736 |
04329. |
|
Stressor Colleagues |
127 |
3.8146 |
.73468 |
.04496 |
|
Stressor Leadership Style |
127 |
3.4691 |
.79486 |
.04864 |
|
Stressor work Condition |
127 |
3.6879 |
.68090 |
.04167 |
Table 3. Descriptive Statistics
of the two main variables
|
Variables |
N |
µ |
σ2 |
SD |
|
Stress Components |
127 |
3.4243 |
.4371 |
.04426 |
|
Delay of software project |
127 |
3.5831 |
.49821 |
.04312 |
|
|
Figure
1: Occupational stress divided by gender
According to the above chart, it can
be said that mean of occupational stress in men is greater than women.
|
|
Figure
2: Occupational stress divided by work experience
According to the above chart it can
be stated that the mean of occupational stress in those who are newcomers is greater
than others and in those who have more work experience stress reduces
respectively.
|
|
Figure
3: Occupational stress divided by education
According to the above chart, it can
be seen that the mean of occupational stress is greater among experts who have
bachelor degree.
In order to assess the normal distribution
of the population and to test hypothesis, Kolmogorov - Smirnov test was used.
Table4. Normally distributed variables
|
|
Stress Components |
Delay of Software Project |
|
Normal
Average of Parameters |
32/3 |
63/4 |
|
Standard
Deviation |
95/0 |
51/0 |
|
Kolmogorov –
Smirnov Z |
832/0 |
54/0 |
|
Significant |
524/0 |
92/0 |
The
results of Kolmogorov – Smirnov test in the above table shows that variable
distribution is normal in the 95% confidence level.
Considering the normal population, using
parametric t-test is permitted. Thus, in order to explain and interpret
variables, single-sample t tests with a Test Value = 3 and 95% (5% error) is
used.
Table 5: The results of single-sample t
tests with a Test Value = 3
|
Variable |
p-value sig.(2-tailed) |
µ |
σ2 |
t |
|
Stressor Job |
001/0 |
3.8232 |
.70736 |
533/6 |
|
Stressor Colleagues |
001/0 |
3.8146 |
.73468 |
093/0 |
|
Stressor leadership Style |
001/0 |
3.4691 |
.79486 |
85/3 |
|
Stressor work Condition |
001/0 |
3.6879 |
.68090 |
372/6 |
The
results of the above table shows that all the factors have significant
relationship with the test value (= 3). Mean survey also shows stressor job,
stressor colleagues, stressor work condition and stressor leadership Style are
present effective and strongly in the population.
8. ANALYSIS OF THE HYPOTHESIS
The first sub-hypothesis suggests
that “There is a significant relationship between stressor job which employees
and managers have to do and the delay of software projects in a large
knowledge-based company ". As previously mentioned Pearson correlation
coefficient was used to determine the relationship between two variables.
According to the results, it can be stated that the relationship between
stressor job and delay of software projects is significant at 95% confidence
level. The Pearson correlation coefficient for variables is 0.392, which means
that there is a significant positive relationship between these two variables.
The second sub-hypothesis suggests
that “There is a significant relationship between stressor cooperation with
colleagues and the delay of software projects in a large knowledge-based
company ". Pearson correlation coefficient was used to determine the
relationship between two variables. According to the results, it can be stated
that the relationship between stressor colleagues and delay of software
projects is significant at 95% confidence level. The Pearson correlation
coefficient for variables is 0.432, which means that there is a significant
positive relationship between these two variables but the relationship is not
so strong.
The third sub-hypothesis suggests
that “There is a significant relationship between stressor leadership style and
delay of software projects in a large knowledge-based company ". Pearson
correlation coefficient was used to determine the relationship between two
variables. According to the results, it can be stated that the relationship
between stressor leadership style and delay of software projects is significant
at 95% confidence level. The Pearson correlation coefficient for variables is
0.621, which means that there is a strong significant positive relationship
between these two variables.
The forth sub-hypothesis suggests
that “There is a significant relationship between stressor work condition and
delay of software projects in a large knowledge-based company ". Pearson
correlation coefficient was used to determine the relationship between two
variables. According to the results, it can be stated that the relationship
between stressor work condition and delay of software projects is significant
at 95% confidence level. The Pearson correlation coefficient for variables is
0.813, which means that there is a very strong significant positive strong
relationship between these two variables.
The main hypothesis suggests that
“There is a significant relationship between organizational factors of stress
and delay of software projects in a large knowledge based company". In
this part, the Pearson correlation coefficient was used to examine the
relationship between two variables (organizational factors of Stress and delay
of software project). The Pearson correlation coefficient for variables is
0.325 which means that there is a positive significant relationship between two
variables.
Table 6: Results of hypotheses
|
Hypothesis |
R |
P-Value |
Result |
|
Stressor job impacts on delay of
software project |
0/392 |
0/001 |
confirmed |
|
Stressor colleagues impact on delay of software project |
432/0 |
0/005 |
confirmed |
|
Stressor leadership style impacts on
delay of software project |
0/621 |
0/023 |
confirmed |
|
Stressor work condition impacts on
delay of software project |
0/813 |
0/001 |
confirmed |
To
test the average rank of four variables involved in delay of software project,
Friedman test was used and the results are presented as following:
Table 7: Ranking Of stressor factors
|
Variables |
Average Rank |
Priority |
|
Stressor job |
89/3 |
Forth |
|
Stressor colleagues |
75/4 |
First |
|
Stressor leadership style |
41/4 |
Third |
|
Stressor work condition |
54/4 |
Second |
After
reviewing the research hypotheses, the effect of independent variables on the
dependent variable was measured using multiple linear regression analysis and
the direct effects of stressor factors on the delay of software projects has
been examined. The Durbin - Watson test was used to evaluate independence of
errors. Value of Durbin - Watson (1.838) is between 1.5 and 2.5, the assumption
of non-correlation among the errors cannot be rejected and regression can be
used.
Table 8. Regression coefficients
|
Variable |
Not Standardized coefficients |
Standardized coefficients |
T |
Significance level |
|
|
B |
SD |
Beta (𝛃) |
|||
|
Stressor job |
248/0 |
044/0 |
169/0 |
665/5 |
001/0 |
|
Stressor colleagues |
281/0 |
039/0 |
002/0 |
012/7 |
001/0 |
|
Stressor leadership style |
226/0 |
046/0 |
258/0 |
924/4 |
001/0 |
|
Stressor work condition |
331/0 |
041/0 |
342/0 |
425/6 |
001/0 |
9. DISCUSSION
The aim of this study is to
investigate the relationship between organizational factors of stress and delay
of software projects in a large knowledge-based company. Results of testing hypotheses
confirm that there is significant positive relationship between organizational
factors of stress and delay of software projects in a large knowledge based
company.
Accordingly, in the first hypothesis
analysis, the results indicate that there is a significant positive
relationship between stressor job and delay of software projects in a large
knowledge based company. Stressor job variable has positive and direct effect
on delay of Software projects. This relationship is significant at 95%. In fact
the positive relationship indicates that by increasing stressor job, greater
delay of software projects will occur, but due to the small amount, it hasn’t
so much effective role. The findings are consistent with results of Taghavi
(2010), Abdullahi (2011), Rahmani (2006), Pouremadi (2010), Kashefi (2009) and
Abdollahpour (2006).
In the second hypothesis analysis,
the results indicate that there is a significant relationship between stressor
colleagues and delay of software projects in a large knowledge-based company.
Considering the results, it can be stated that stressor colleagues variable has
positive, direct and significant effect, but not so strong, on delay of
software projects. 77% of change of delays of software projects is related to
stressor colleagues. This finding is consistent with the results of Rodrigues
and Gowda (2011), Mita Singh (2010), Assaf Et al. (2006), Taghavi (2010),
Rahman (2006) and Abdollahpour (2006).
The results of third hypothesis
analysis indicate that there is a strong significant positive relationship
between stressor leadership style and delay of software projects in a large
knowledge-based. With a non- stressful leadership style, the delay of software
projects will be reduced. 64 % of changes of delays of software projects are
affected by stressor leadership style. This finding is consistent with the
results of Taghavi (2010), Soleimanian and mehrabi (2013), and Abdollahpour
(2006).
In the fourth hypothesis analysis,
the results indicate that there is a significant positive relationship between
stressor working condition and delay of software projects in a large
knowledge-based company. Stressor working condition variable exists strongly in
the knowledge based company. The results show that stressor working condition has
very strong positive effect on delay of software projects in a large knowledge
based company. Results show that high correlation between variables of this
hypothesis states that even slight increase in stressor working conditions, can
have effect on delay of software projects and cause further delay. 72 % of
changes of delay of software projects are affected by stressor working
conditions. This finding is consistent with results of Rodrigues and Gowda
(2011), Taghavi (2010), Abdollahpour (2006), Rahmani (2006), Pouremadi (2010),
Sharifi Ravari (2010) and Tabarzadi (2005).
In the analysis of main hypothesis,
the results indicate that there is a significant relationship between
organizational factors and delay of software projects in a large
knowledge-based company. It can be concluded, stress factors variable has
positive impact on delay of software project variable. Stressor working
conditions plays the most important role in the model in this stage, because it
has the most direct impact on the delay of software projects. 45 % of changes
of are affected by stressor organizational factors. These findings are
consistent with the results of Robbins and Griffin (2014), Assaf et al. (2006),
Safdarian (2014), Abdollahpour (2006), Taghavi (2010), Rahmani (2006) and
Ravand Salahi and Abhari (2011).
10. CONCLUSION
In this study the researcher
investigated the relationship between organizational factors of stress and
Delay of software projects in a large knowledge-based company. Results of
testing hypotheses indicated that there is a direct and positive relationship
between organizational factors of stress and delay of software projects in a
large knowledge based company. This means that by increasing the level of each
organizational factors of stress, delay of software projects increases.
Findings show that there is a significant positive relationship between
stressor job and delay of software projects So that increasing the level of
stressor job leads to more delay of software projects.
There is a significant positive relationship
between stressor colleagues and delay of software projects. Also the
relationship between stressor leadership style and delay of software projects
is positive and significant. Stressor working conditions and delay of software
projects have a significant positive relationship. Among the four
organizational factors assessed in this study, stressor working conditions have
the greatest effect on delay of software projects
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