Copying Strategies and Organizational Support as predictors of organizational role stress and Job satisfaction among Principals of Government Senior Secondary Schools in Himachal Pradesh

Abstract

This research was conducted on 250 Principals to examine the predicting effect of coping strategies and organizational support on organizational role stress and job satisfaction. Findings revealed that Principals using approach as dominant mode of coping style differed significantly from their counterparts using avoidance coping in role stagnation, resource inadequacy, personal inadequacy, self role distance and role ambiguity dimensions of ORS. Similarly Principals using avoidance as a dominant mode of coping significantly differed from their counterparts using approach coping in role erosion and role isolation dimensions of ORS. Principals having high organizational support differed significantly from their counterparts having low organizational support in Role stagnation, role expectation conflict ,role erosion, role overload dimensions of ORS and in overall role stress. There is negative and significant correlation between approach coping and organizational role stress and its majority of component & similarly there is a negative and significant correlation between organizational support and organizational role stress and its components in majority. Regression analyses, findings revealed that approach mode of coping and organizational support explaining 31.9% variation in IRD, 26.3% variation in RS, 30.9% variation in REC, 29.7% variation in RE, 15.9% percent variation in RO, 35.6% variation in PI, 37.4% in Role ambiguity dimensions of ORS and 27.6% variation in total ORS Avoidance coping explaining 3.6% variation in self role distance and 8.2% in Role Inadequacy. Approach coping, avoidance coping and well as organizational support explaining 11.8% variation in on-the –job satisfaction&13.6% variation in off-the –job satisfaction.