CONCEIRRENT AND LGRSEYUDIRAL
CORRELATES 0F CERTAIN INDECES OF

JOB SATISFACTION EXMENED WETHIN
THE FRAMEWORK OF THE
MOTEVHOR .. HYG [ENE "‘EHEGKY

“men {‘60 {in Dogma of M: A‘
HERMAN STATE UNWERSETY

Leonard James Dasha
2%?

 

ABSTRACT

CONCURRENT AND LONGITUDINAL CORRELATES OF
CERTAIN INDICES OF JOB SATISFACTION
EXAMINED WITHIN THE FRAMEWORK OF
THE MOTIVATOR-HYGIENE THEORY

BY

Leonard James Dasho

The purpose of this study was to explore the
relationship between intrinsic and extrinsic job factors
and certain indices of job satisfaction. The study was
carried out in a medium—sized Michigan manufacturing
company.

Inventories assessing job satisfaction, satisfac-
tion with life in general, perception of and attitude
toward change, supervisory behavior, and 14 psychological
needs were administered to 191 employees of the company in
1958. In 1969 two of the job satisfaction inventories
were readministered to 65 employees who still remained
with the company. Data for the increase in yearly earn-
ings, number of promotions, and number of raises from 1958
to 1968 were obtained for each of the 65 subjects.

The relationships between job factors and indices

of job satisfaction, turnover, increase in yearly earnings,

Leonard James Dasho

number of raises, and number of promotions were tested by
the calculation of coefficients of correlation. The scores
on two of the job satisfaction inventories administered in
1958 were predicted by combinations of the other invento-
ries administered in 1958. These combinations were then
used to predict scores on the same two inventories re-
administered in 1969.

The results indicated that there is a positive
relationship between employees' job attitudes and success
on their jobs. The results also indicated that intrinsic
job factors are not more highly related to job satisfaction
than are extrinsic factors. The results showed no rela-
tionship between either intrinsic or extrinsic job factors
and number of promotions, number of raises, turnover, and
increase in yearly earnings. The results also indicated
that job satisfaction is a changeable variable of short
rather than long duration; it is also difficult to make
accurate long-range predictions of job satisfaction.

The results of this study supported neither the
motivator-hygiene theory of Frederick Herzberg nor a
modification of the motivator-hygiene theory.

Thesis Committee

Dr. J. Karslake, Chairman
Dr. C. Frost

Dr. E. Jacobson

Approved : 2. gym, 4'1 716ng

Date: 172$“, /0 «f4?

CONCURRENT AND LONGITUDINAL CORRELATES OF
CERTAIN INDICES OF JOB SATISFACTION
EXAMINED WITHIN THE FRAMEWORK OF

THE MOTIVATOR-HYGIENE THEORY

BY

Leonard James Dasho

A THESIS

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

MASTER OF ARTS

Department of Psychology

1969

TO MY PARENTS AND WIFE

ACKNOWLEDGMENTS

Appreciation is expressed to Dr. James S.
Karslake, research advisor, for his patience and assis-
tance. Gratitude is extended to Dr. Carl F. Frost for
his guidance, and also to Dr. Eugene Jacobson.

.Appreciation is expressed to the management and
employees of the company where this research was conducted
for their excellent cooperation.

Acknowledgment is also made of the assistance of
Mr. Gerritt DeYoung in programming the data of this study.

A special word of thanks to my wife, Cyndie, for

her patience and reassurance.

iii

TABLE OF CONTENTS

LIST OF TABLES . . . . . . . . . . . . . . . . .
INTRODUCTION . . . . . . . . . . . . . . . . . .
PURPOSE AND HYPOTHESES . . . . . . . . . . . . .
VARIABLES OF INTEREST AND THEIR MEASUREMENT . .

PROCEDURE FOLLOWED IN DATA COLLECTION, ANALYSIS
AND INTERPRETATION . . . . . . . . . . . . . .

RESULTS . . . . . . . . . . . . . . . . . . . .
DISCUSSION AND IMPLICATIONS FOR FUTURE RESEARCH
BIBLIOGRAPHY . . . . . . . . . . . . . . . . . .
APPENDICES

A. MANAGEMENT LETTER TO EMPLOYEES AND
INSTRUCTION TO SUBJECTS

B. OSU JOB SATISFACTION QUESTIONNAIRE
C. OSU SOCIAL-FACTORS QUESTIONNAIRE
D. SRA EMPLOYEE INVENTORY

E. SUPERVISORY BEHAVIOR DESCRIPTION
F. WEITZ GENERAL SATISFACTION

G. PSYCHOLOGICAL NEEDS INVENTORY

H. CHANGE INVENTORY

I. MSU PERSONAL HISTORY BLANK

J. FACTORS CORRELATING WITH OSU JS AND SF

K. SUBJECTS' SCORES AND CORRELATION MATRIX OF

ALL MEASURES USED IN THE STUDY

iv

Page

14
18
37
4O

TABLE

1.

10.

ll.

12.

13.

LIST OF TABLES

Correlation Coefficients Between Measures of
Job Satisfaction and Indicators of Success
and Rewards on the Job . . . . . . . . . .

Correlation Coefficients Between Job
Factors and Job Satisfaction Question-
naires . . . . . . . . . . . . . . . . . .

Correlation Coefficients Between Job
Factors and Turnover . . . . . . . . . . .

Correlation Coefficients Between Job
Factors and Promotions . . . . . . . . . .

Correlation Coefficients Between Job
Factors and Raises . . . . . . . . . . . .

Correlation Coefficients Between Job
Factors and Increase in Earnings . . . . .

Validity and Cross-Validity Coefficients
for Regression Equations for Predicting
OSU JS and OSU SF 0 O O I O O O O O O O O

Intercorrelations of the Questionnaires
Used in the Study . . . . . . . . . . . .

Means and Standard Deviations of the OSU JS
and SF Questionnaires . . . . . . . . . .

Intercorrelations Between the OSU JS
and SF Questionnaires . . . . . . . . . .

Variables Correlating Most Highly With
OSU JS ' 58 O O O O O O O O O O O O O O O 0

Variables Correlating Most Highly With
OSU SF ' 58 O O O O O O O O O I O O O O O 0

Variables Correlating Most Highly With
SRA JS I I O I O O O O O O O O O I O O O 0

Page

19

21

24

25

26

28

29

31

32

33

34

35

36

INTRODUCTION

One traditional theory of job satisfaction was
that if the presence of a variable in the work environment
led to job satisfaction, then its absence led to job dis-
satisfaction. A theory of job satisfaction that is
receiving a great deal of interest today is the motivator-
hygiene theory of Frederick Herzberg. His theory is a
two-dimensional theory in which job satisfaction variables
either satisfy or dissatisfy, but not both. Herzberg,
Mausner, and Snyderman (1959) found that satisfied
employees considered their satisfaction a result of the
job itself and not a result of factors surrounding the
job. Some factors said to be directly related to the job
itself were achievement, responsibility, and advancement.
On the other hand dissatisfied employees considered their
dissatisfaction as resulting from deficiencies in factors
that were external to and surrounding the job itself.
Herzberg calls the factors of the job that are intrinsic
to the job and related to job satisfaction "motivators."
Five variables that illustrate motivators are said to be:

challenge ability, high responsibility, importance of the

job, opportunity for advancement, and voice in decisions.
Some factors that are said to be extrinsic to the job are
called "hygienes," and they are related to job dissatisfac-
tion. Some of the hygienes are: salary, physical working
conditions, job security, liberal fringe benefits, boss,
and interpersonal relationships with fellow employees and
supervisors.

The motivator-hygiene theory is two dimensional in
that a variable that is related positively to job satisfac-
tion does not cause job dissatisfaction when it is absent.
It states that job satisfaction and job dissatisfaction
are reactions to different kinds of job aspects and denies
that any given job aspect can be instrumental to any
appreciable degree in providing both job satisfaction and
job dissatisfaction. Only motivators can lead to job
satisfaction. Hygienes will not lead to job satisfaction,
but their absence will lead to job dissatisfaction. Paying
an employee a good salary will prevent his dissatisfaction,
but it will not lead to his satisfaction. The motivator-
hygiene theory has been supported in studies by: Bloom
and Barry (1967): Halpern (1966); Herzberg (1965); Myers
(1964); Saleh (1964); and Schwartz, Jenusaitis, and
Stark (1963).

However several studies intended to test Herzberg's

theory have yielded other results. Studies by:

Burke (1966); Dunnette, Campbell, and Hakel (1967): Ewen,
Smith, Hulin, and Locke (1966); Friedlander (1963) and
(1966); Graen (1966); Hulin and Smith (1967); and wernimont
(1966) all yielded results that conflict to a certain
extent with Herzberg's motivator-hygiene theory. His
distinction between intrinsic and extrinsic variables of
the work environment is supported, but their results
indicate that the variables are uni-dimensional rather
than two-dimensional. The results of these studies indi—
cate that the intrinsic variables are really the "primary"
variables. They contribute the most to both job satisfac—
tion and job dissatisfaction. It is this modification of
the motivator-hygiene theory that is to be examined in

this study.

PURPOSE AND HYPOTHESES

Purpose

The purpose of this study was to examine the
relation between variables of the work environment and job
satisfaction. Job satisfaction was measured by various
job satisfaction questionnaires and records of work suc-
cess with the company such as increase in earnings,

promotions, and turnover.

Hypotheses

1. Favorable attitudes of the employee concerning his
job will be related to greater success and rewards
on the job.

2. Intrinsic factors (motivators) pertaining to the
job will be more highly related to job satisfaction
as measured by questionnaires than will extrinsic
factors (hygienes).

3. Intrinsic factors pertaining to the job will be
more highly related to a measure of job dissatis—

faction (turnover) than will extrinsic factors.

Intrinsic factors pertaining to the job will be
more highly related to the number of promotions
received than will extrinsic factors.

Intrinsic factors pertaining to the job will be
more highly related to the number of raises
received than will extrinsic factors.

Intrinsic factors pertaining to the job will be
more highly related to the increase in yearly
earnings than will extrinsic factors.

Regression equations developed and validated on
the basis of the 1958 OSU Job Satisfaction scores
will cross-validate when applied to the 1969 OSU
Job Satisfaction scores.

Regression equations developed and validated on
the basis of the 1958 OSU Social-Factors scores
will cross-validate when applied to the 1969 OSU

Social—Factors scores.

VARIABLES OF INTEREST AND

THEIR MEASUREMENT

Intrinsic Variables (Motivators)

 

Status and recognition--SRA category XII.
Opportunity for growth and advancement--SRA
category XIV.

Job demands--SRA category I.

Extrinsic Variables (Hygienes)

WOrking conditions--SRA category II.

Pay--SRA category III.

Employee benefits--SRA category IV.

Friendliness and cooperation of fellow employees—-
SRA category V.

Supervisor-employee interpersonal relations--SRA
category VI.

Technical competence of supervision--SRA
category VIII.

Effectiveness of administration--SRA category IX.
Security of job and work relations--SRA

category XI.

9. Supervisory consideration--Consideration scale of

Supervisory Behavior Description.

Criterion Variables

 

l. OSU Job Satisfaction Questionnaire.

2. OSU Social-Factors Questionnaire.

3. SRA Employee Inventory Total Score.

4. Turnover from 1958-1968.

5. Number of promotions from 1958-1968.

6. Number of raises from 1958-1968.

7. Increase in yearly earnings from 1958-1968.

The instruments used were: (1) the Bullock version
of the Hoppock job satisfaction scale (Appendix B); (2) a
social-factors scale developed by Bullock (Appendix C):
(3) the Science Research Associates Employee Inventory
(Appendix D): (4) Fleishman's Supervisory Behavior Descrip-
tion (Appendix E); (5) a modified version of Weitz's Test
of General Satisfaction (Appendix F); (6) the Individual
Inventory consisting of items taken from Explorations of
Personality testing psychological needs (Appendix G); and
(7) a questionnaire to assess perception of and attitude
toward change in the work environment (Appendix H).
Bullock's (1952) Ohio State University Job Satis-

faction questionnaire (hereafter referred to as the OSU JS)

consists of ten items that require the employee to

evaluate his employing organization and his job and five
items that assess his behavior in regard to his job. The
five alternative responses to the items ranged from one
assumed to indicate a high degree of satisfaction through
average or non-commital responses to one assumed to be
indicative of dissatisfaction. The five alternative
responses were arbitrarily assigned the values 1, 2, 3,
4, and 5, with the highest value assigned to the response
indicating greatest satisfaction and the lowest value to
the response indicating least satisfaction. The first
ten items were used by Robert Hoppock in his study of job
satisfaction among teachers. The remaining five items
were also measures of job satisfaction, but differed in
content and form. The first three were designed by
Bullock while the other two were designed by Cheek (1955).
There were three possible responses to each question:
"Yes," "2," "No." For some questions the answer "Yes"
indicated satisfaction, while for others the answer "No"
indicated satisfaction. The satisfaction response was
assigned the arbitrary value 2, "?" assigned 1, and the
third response 0. The highest possible score on the
OSU JS is 60.

The Bullock Ohio State University Social-Factors
questionnaire (hereafter referred to as the OSU SF) con—

sisted of 24 items thought by Bullock (1952) to be

indicative of some aspect of adjustment within the family,
neighborhood, informal work-group, or formal organization
structure of the company. Bullock's rationale was that a
worker evaluates his job in terms of its contribution to
the achievement of his own personal objectives which are
related to the attainment of personal adjustment in each
of his several social spheres. These social spheres of
significance are the family, neighborhood and community,
the informal work-group, and the formal structure of the
employing company; and there are correlations between job
satisfaction and satisfactory personal adjustment within
these social spheres. Bullock reported a Pearsonian co-
efficient of correlation of .77 between scores on a
questionnaire of such social-factors items and his job
satisfaction inventory. The 24 questions can be answered
by: "Agree," "?," "Disagree," or "Yes," "?," "No." For
some questions or statements the answer "Agree" or Yes"
indicated satisfaction, and was given an arbitrary weight
of 2, while "?" was scored 1 and "Disagree" or "No" was
scored 0. For those questions or statements for which the
response ”Disagree" or "No" indicated satisfaction, the
scoring weights were reversed. The maximum possible score
on the OSU SF questionnaire was 48.

The SRA Employee Inventory (1952) published by the

Science Research Associates was administered as a test of

10

general job satisfaction. The SRA consists of 76 items
representing aspects of the job environment and two items
measuring reaction to the inventory. The subject's over-
all job satisfaction score is obtained by summing the
responses. Specific areas of the job situation can also
be examined.. The 76 items are divided into 14 job satis-

faction areas. These areas are: (1) Job Demands,

 

(2) working Conditions, (3) Pay, (4) Employee Benefits,

 

(5) Friendliness and Cooperation of Fellow Workers,
(6) Supervisor-Employee Interpersonal Relations, (7) Con-

fidence in Management, (8) Technical Competence of Super-

 

visors, (9) Effectiveness of Administration, (10f Adequacy

of Communication, (11) Security of Job and Work Relations,

 

(12) Status and Recognition, (13) Identification with the

 

Company, (14) Opportunity for Growth and Advancement. By
summing the scores for the items in each of these
categories, satisfaction with any of these areas can be
determined. The highest possible total score is 78.
There are three possible responses to each item: "Agree,"
"?," and "Disagree." For some items "Agree" indicated
satisfaction, while for others "Disagree" indicated
satisfaction. Only those responses indicating satisfaction
were recorded on the score pad.

The Supervisory Behavior Description developed by

Fleishman (1953) measures two components of supervision,

11

Consideration and Initiating Structure. The total
inventory consists of 48 items with 28 items measuring
Consideration and 20 items measuring Initiating Structure.
The two components are scored by separate keys. The items
ask the subject to estimate how often his supervisor
exhibits certain types of behavior. The responses to the
questions were usually: "Always," "Often," "Occasionally,"
"Once in a while," and "Seldom." The items were scored

4 to 0. Responses were scored by summing the weights for
each selected alternative. A score of 112 on the 28-item
Consideration scale indicated that the subject thought his
immediate supervisor possessed the highest possible degree
of consideration as measured by the scale. A score of 80
on the 20-item Initiating Structure scale indicated the
highest level of supervisory initiating structure.

Weitz's (1952) Test of General Satisfaction was
used as a measure of general life satisfaction. Subjects
responded to specific items concerning: food prices,
television programs, advertising methods, etc. To make
the original measure more suitable to the industrial
population it was revised by removing three items and
adding seven items which touched upon aspects of life
neglected in the original inventory. The new items dealt
with religious activity, family, personal health, spare

time, and indebtedness. The modified test consisted of

12

48 items each of which could be answered by one of four
responses: "satisfied," "dissatisfied," "neutral," and
"not applicable." A subject's attitude toward life was
expressed by summing the number of dissatisfied responses.
The Individual Inventory developed by Neal (1960)
was used to assess l4 psychological needs. This assessment
device consisted of items suggested in Murray's Explora-

tions of Personality (1938). The inventory consisted of

 

84 items assessing psychological needs. Each-of the
14 needs is assessed by six items. The needs assessed by
the inventory are: (1) Abasement, (2) Achievement,
(3) Affiliation, (4) Aggression, (5) Autonomy, (6) Defer-
ence, (7) Dominance, (8) Exhibition, (9) Change, (10) Harm-
avoidance, (ll) Nurturance, (12) Order, (13) Play, and
(14) Succorance. There are six possible responses to each
item: very strongly agree, strongly agree, agree, disagree,
strongly disagree, and very strongly disagree. For scoring
each response was assigned an arbitrary weight: VSA--5,
SA--4, A--3, D--2, SD--l, VSD--O. The subject's need
score for any given need is the sum of the answered item
weights. It is assumed that the higher the score the
higher the need. The highest possible score on any need
for a subject is 30.

The measure designed to assess attitude toward

change and perception of change was developed by Jacobson,

13

Trumbo, Cheek, and Nangle (1959). Each perception of
change item was followed by five responses: "Much more,"
"More," "No change," "Less," and "Much less." The alterna-
tives were scored 5, 4, 3, 2, l with the highest score
going to the response that indicated greatest perception

of change. A subject's total score for perception of
change was obtained by summing the weights for the 16 items.
The highest score possible for perception of change is 80.
The attitude toward change items asked subjects to indicate
how they felt about specific changes. There were five
alternative responses to these questions also. In general
they were: "Like it a lot," "Like it," "Makes no differ-
ence," "Dislike it," and "Dislike it a lot." These
responses were given the weights: 5, 4, 3, 2, l with the
highest score going to the response indicating the most
favorable attitude toward change. The subject's total
score for attitude toward change was obtained by summing
the weights of the responses to the 22 items. The highest

possible score on the attitude toward change scale is 110.

PROCEDURE FOLLOWED IN DATA COLLECTION,

ANALYSIS AND INTERPRETATION

These questionnaires were administered to almost
the entire work force from executive to janitor of a
furniture manufacturing company in western Michigan in
1958. A total of 191 employees were included in this
study. The majority of the employees were of Dutch Protes-
tant extraction and lived in the immediate vicinity, a
rather small town. The battery was administered to the
subjects in groups of 30. In the single test session the
employees had to fill out the entire battery in addition
to a personal history form (Appendix I). The administra—
tion took place on the company premises on company time.
From this sample of 191, 104 were used in the present
study. The reduction in the number of subjects was due
to mistakes in questionnaire codings and failure of the
subjects to put their names on the personal history blanks.
At the time of this administration, the company's group-
incentive plan had not been paying bonuses.

Out of the 104 subjects for which there was usable

data 65 were still working for the company in 1969. The

14

15

rest of the subjects had died, retired, quit, or were
discharged. These 65 subjects were retested on the two
Bullock questionnaires, job satisfaction and social-
factors. The company management mailed to each of the
subjects a letter explaining that a research group from
Michigan State University was conducting a study and that
the company approved of this and encouraged the subject's
cooperation with the researchers. The subjects were then
mailed an envelope containing a letter from the researcher,
the two questionnaires, and a stamped and addressed return
envelope. The letters from the researcher and the company
also bore the name of a consulting psychologist with whom
all of the subjects were familiar. The subjects were asked
to complete the questionnaires at home and return them to
the researcher. They were not asked to sign them. Two
weeks after the initial mailing, handwritten postcards were
sent to the subjects who had not returned the question-
naires. A total of 50 of the 65 subjects returned their
completed questionnaires (77%). Approximately two months
before this testing, the employees of this company had
received the largest pay raise that they had ever received.
The company allowed the researcher to go through
the personnel files and gather data on each of the 104 sub-
jects used in this study. For those subjects who were no

longer with the company, the reason for departure was

16

determined (death, retirement, voluntary departure, or
dismissal). Total earnings for 1958 and 1968 were also
obtained. The subjects' positions within the company in
1958 and 1968 (executive coded 4, supervisor coded 3,
foreman coded 2, workman coded l) were also obtained.
The number of raises and promotions were also determined
for each subject. With this information it was possible
to determine the increase in yearly earnings for each
employee, number of positions moved up from 1958 to 1968,
number of raises, number of promotions, and turnover for
each subject. For the measure of turnover, only those
subjects who voluntarily left or were dismissed were
included.

Data was recorded for each of the 104 subjects
used in the study. The recorded data consisted of: the
14 job satisfaction areas and total score of the SRA,
consideration and initiating structure scores for the
Supervisory Behavior Description, perception of and
lattitude toward change scores, Weitz life satisfaction
scores, Bullock job satisfaction and social-factors 1958
scores, scores for the 14 psychological needs, increase
in.year1y earnings from 1958 to 1968, number of raises
from 1958 to 1968, number of promotions from 1958 to 1968,
number of job changes from 1958 to 1968, position in 1958,

Position in 1968, number of positions moved up from 1958

17

to 1968, turnover, and department in 1958. Bullock job
satisfaction and social-factors 1969 scores were recorded
for the 50 subjects who cooperated in the study.

Pearson product-moment coefficients of correlation
were computed between all of these factors. Point bi-
serial coefficients of correlation were computed for turn-
over since it was scored dichotomously (there or not
there).

Correlations were examined between satisfaction
and dissatisfaction measures and job factors representing
motivators and hygienes.

Regression equations were developed for predicting
the 1958 OSU JS and SF scores from the 1958 battery.

These equations were then used to predict the 1969 OSU US,

and SF scores.

RESULTS

Hypothesis 1: Favorable attitudes of the employee
concerning his job will be related to greater success and
rewards on the job.

Table 1 presents the results obtained from the
correlation of job satisfaction questionnaire scores and
certain measures of success on the job. There were very
few significant relationships between job satisfaction and
number of promotions, number of positions moved up, number
of raises, turnover, and increases in yearly earnings.
There was very little variance for the number of promotions,
raises, and turnover. Only 12 subjects received any pro-
motions at all from 1958 to 1968, only 15 subjects left the
company voluntarily or were dismissed, and most of the
(raises given to the employees seemed to be company-wide
:raises. The small amount of variance for these factors
Inay be in part responsible for the low correlation co-
efficients that were obtained. These results do not seem
to support hypothesis 1; however, the data obtained from
the correlations of job satisfaction scores and subjects'
positions within the company in 1958 and 1968 do support

hypothesis 1.

18

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Nine out of ten of the relationships between
position in 1958 or 1968 and job satisfaction scores in
Table 1 were positive and significant. These results
indicate that there is a significant positive relationship
between employees' attitudes concerning their jobs and
their success on their jobs, when success is measured by
the employee's position within the company's job hierarchy.
These results agree with the findings of Weissenberg (1967)
and Porter (1967) that job satisfaction is highly related
to the job level within the organization's hierarchy. It
would seem, then that the results support hypothesis 1.

Hypothesis 2: Intrinsic factors (motivators)
pertaining to the job will be more highly related to job
satisfaction as measured by questionnaires than will
extrinsic factors (hygienes).

Table 2 presents the results obtained from the
correlation of job factors with three different measures of
job satisfaction. The three intrinsic job factors are
categories of the SRA and eight of the nine extrinsic job
factors are also categories of the SRA. The ninth extrin-
sic job factor, supervisory consideration, is measured by
'the Consideration scale of the Supervisory Behavior Descrip-
tion. The job factors were classified as intrinsic or

extrinsic by Herzberg (1959).

21

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coHuommmHumm non

 

mHMH¢ZZOHBmmDO ZOHBUdhmHfiflm mOb
92¢ mMOBUdm mOh ZHmSEmm mBZMHUHhmmOU ZOHB¢AmmmOU

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22

The correlations between the job factors and the
SRA Total Score were very high, since the SRA Total Score
is merely the summation of its 14 categories; and 11 of
the 14 categories_were used as job factors. The correla-
tions between job factors and the OSU JS were higher than
the correlations between job factors and the OSU SF. This
was expected because the items in the OSU JS and SRA assess
employees' attitudes toward their jobs specifically, while
the items in the OSU SF assess employees' attitudes con—
cerning the social factors surrounding their jobs.

Due to the general nature of hypothesis 2 it is
difficult to test statistically. It is possible to test
for significant-differences between two correlation co-
efficients, but it is difficult to use such a technique
with such a listing of correlation coefficients. The
motivator-hygiene theory is also a general theory. It
states that motivators in general are related to job
satisfaction, while there is no relationship between
lhygienes and job satisfaction. Since this is the case the
:relationships between job satisfaction and intrinsic and
exxrinsic job factors presented in Table 2 must be examined
«as a whole. If intrinsic job factors are highly related
to job satisfaction, and extrinsic factors are not related
to job satisfaction, we would expect to find significant

Positive relationships between job satisfaction measures

23

and intrinsic job factors: however, we would not expect to
find significant positive relationships between extrinsic
job factors and job satisfaction measures. Table 2 shows
the correlation coefficients between job satisfaction meas-
ures and intrinsic and extrinsic job factors. Significant
positive relationships are found between both intrinsic and
extrinsic job factors and job satisfaction questionnaires.
Hypothesis 2 does not seem to be supported by the results
of the study.

Hypothesis 3: Intrinsic factors pertaining to the
job will be more highly related to a measure of job dis-
satisfaction (turnover) than will extrinsic factors.

Table 3 presents results obtained from the correla-
tion of attitudes concerning intrinsic and extrinsic job
factors and turnover from 1958 to 1968. For the measure
of turnover, subjects were rated 2 for remaining with the
company and 1 for leaving voluntarily or being dismissed.
The significant negative correlation between Opportunity
:for Growth and Advancement and turnover might be explained
11y the fact that the 104 subjects scored the lowest on
'this category of the SRA and that only 15 of the subjects
left the company or were dismissed. This means that the
prevailing relationship was a low score on Opportunity for
Growth and Advancement and a high rating on turnover

(remaining with the company). The low magnitude of the

24

relationships and the lack of turnover do not warrant the
acceptance of this hypothesis. It seems that hypothesis 3

is not supported by the data.

TABLE 3

CORRELATION COEFFICIENTS BETWEEN JOB
FACTORS AND TURNOVER

 

 

 

 

 

Job Factors Turnover
Intrinsic Factors
1. Status and recognition -.202
2. Opportunity for growth and advancement -.235*
3. Job demands -.000
Extrinsic Factors
1. WOrking conditions -.055
2. Pay .114
3. Employee benefits .069
4. Friendliness and cooperation of fellow
employees -.037
5. Supervisor-employee interpersonal relations -.041
6. Technical competence of supervision .057
7. Effectiveness of administration -.087
8. Security of job and work relations -.l35
9. Supervisory consideration .038
*Significant relationship at 5% level; one-tailed
‘tests.

N = 80

Hypothesis 4: Intrinsic factors pertaining to the
job»will be more highly related to the number of promotions

received than will extrinsic factors.

25

Table 4 presents the results-obtained from the
correlation of attitudes concerning intrinsic and extrin-
sic job factors and the number of promotions received from
1958 to 1968. No significant relationships were found
between any of these variables. Hypothesis 4 is not

supported by the findings of this study.

TABLE 4

CORRELATION COEFFICIENTS BETWEEN JOB
FACTORS AND PROMOTIONS

r

Number of Promotions
Job Factors 1958-1968

 

Intrinsic.Factors

 

1. Status and recognition -.003
2. Opportunity for growth and

advancement .000
3. Job demands -.Oll

Extrinsic Factors

 

l. WOrking conditions .008
2. Pay -.19
3. Employee benefits -.018
4. Friendliness and cooperation of

fellow employees .107
5. Supervisor-employee

interpersonal relations -.018
6. Technical competence of

supervision -.097
7. Effectiveness of administration .031
8. Security of job and work

relations .012
9. Supervisory consideration .088

 

N = 60

26

Hypothesis 5: Intrinsic factors pertaining to the
job will be more highly related to the number of raises
received than will extrinsic factors.

Table 5 presents the results obtained from the
correlation of attitudes concerning intrinsic and extrinsic

job factors and the number of raises received from 1958 to

TABLE 5

CORRELATION COEFFICIENTS BETWEEN JOB
FACTORS AND RAISES

 

Number of Raises
Job Factors 1958-1968

 

Intrinsic Factors

 

1. Status and recognition -.l69
2. Opportunity for growth and

advancement -.045
3. Job demands .075

Extrinsic Factors

 

1. Working conditions -.084
2. Pay .004
3. Employee benefits -.062
4. Friendliness and cooperation of

fellow employees -.028
5. Supervisor-employee

interpersonal relations -.103
6. Technical competence of

supervision —.l30
7. Effectiveness of administration -.062
8. Security of job and work

relations -.074
9. Supervisory consideration .114

 

N = 65

27

1968. Hypothesis 5 is not supported by the results of
this study. No significant relationships were found
between any of these variables.

Hypothesis 6: Intrinsic factors pertaining to the
job will be more highly related to the increase in yearly
earnings than will extrinsic factors.

Table 6 presents the results obtained from the
correlation of attitudes concerning intrinsic and extrin-
sic job factors and the increase in yearly salary from
1958 to 1968. There is only one significant relationship
found in Table 6. An extrinsic job factor, the Super-
visory consideration scale of the Supervisory Behavior
Description, is significantly related to the increase in
yearly earnings. All of the other correlations are very.
low. None of the intrinsic job factors are related sig-
nificantly to increase in yearly earnings. The results of
the study do not support hypothesis 6.

Hypothesis 7: Regression equations developed and
validated on the basis of the 1958 OSU Job Satisfaction
scores will cross-validate when applied to the 1969 OSU
Job Satisfaction scores.

Hypothesis 8: Regression equations developed and
validated on the basis of the 1958 OSU Social-Factors
scores will cross-validate when applied to the 1969 OSU

Social-Factors scores.

28

TABLE 6

CORRELATION COEFFICIENTS BETWEEN JOB
FACTORS AND INCREASE IN EARNINGS

 

Increase in Earnings

 

 

 

Job Factors 1958-1968

Intrinsic FactorS*
1. Status and recognition .014
2. Opportunity for growth and

advancement .035
3. Job demands .079
Extrinsic Factors
1. Working conditions -.11
2. Pay -.077
3. Employee benefits .064
4. Friendliness and cooperation of

fellow employees .142
5. Supervisor-employee

interpersonal relations .042
6. Technical competence of

supervision -.105
7. Effectiveness of administration -.075
8. Security of job and work

relations -.063
9. Supervisory consideration .242*

 

*Significant relationship at 5% level: one-
tailed tests.

N =»65

Table 7 shows the validity and cross-validity

coefficients for the regression equations used in the

prediction of the OSU JS and SF scores. All of the 1958

measures were used to predict the 1958 criterion.

29

TABLE 7

VALIDITY AND CROSS-VALIDITY COEFFICIENTS FOR
REGRESSION EQUATIONS FOR PREDICTING
OSU JS AND OSU SF

 

 

Predictors Validity Cross-Validity
OSU JS
SRA Total Score 0.80* ---------- 0.264**
OSU SF
SRA Total Score,
Consideration,
Initiating Structure 0.66* 0.407*

 

*Significant at 1% level; two-tailed tests.

**Not significantly different from zero.

---------- Significantly different from each other.

N = 50
Measures were dropped out of the equation until the best
predictor or predictors were left. The entire battery
predicted the OSU JS 1958 scores with a validity co-
efficient of 0.83, while the SRA Total Score alone pre-
dicted the OSU JS 1958 scores with a validity coefficient
of 0.80. As a result only the SRA Total Score was used to
predict the OSU JS scores, while the SRA Total Score and
the Consideration and Initiating Structure scales of the
Supervisory Behavior Description were used to predict the
OSU SF scores. The regression equations for predicting
criterion scores on the basis of the inventory scores were

as follows:

30

OSU JS 0.423X(SRA) + 22.15

OSU SF 0.209X(SRA) + 0.273X(Cons.) +

0.325X(Init.St.) - 9.18

The SRA score predicted the OSU JS score for 1958
very accurately; however it did not predict the 1969 score
for the OSU JS significantly. The cross—validity co-
efficient was positive, but it was not significantly
different from zero. There was also a significant differ-
ence between the validity and cross-validity coefficients
for the OSU JS questionnaires. The results of the study
do not support hypothesis 7.

The regression equation for the prediction of the
OSU SF scores predicted the OSU SF 1958 scores signifi-
cantly at the 1% level. It also predicted the OSU SF 1969
scores significantly at the 1% level. There was no
significant difference between the validity and cross-
validity coefficients for the OSU SF questionnaires. The
results-of the study do support hypothesis 8.

Table 8 presents the correlation of each inventory
employed in this study with every other inventory employed
in this study (with the exception of the psychological
needs inventory which did not yield a total inventory
score). The highest correlation coefficient obtained
(.74) is that between OSU JS 1958 and SRA Total Score

both of which are summary measures of job satisfaction.

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32

The OSU SF inventory correlates significantly with every
measure used in the study with the exception of the
Attitude Toward Change inventory.

Table 9 presents mean scores and standard devia-
tions for the 1958 and 1969 groups on the OSU JS and SF
inventories. Table 10 presents the correlations between
the OSU JS and SF Questionnaires for 1958 and 1969.
There were no significant differences between the means
of the 1958 and 1969 OSU JS inventories and between the
means of the 1958 and 1969 OSU SF inventories; however,
the correlations between the 1958 and 1969 OSU JS and SF

inventories were respectively only 0.421 and 0.39.

TABLE 9

MEANS AND STANDARD DEVIATIONS OF THE OSU JS
AND SF QUESTIONNAIRES

 

 

 

 

OSU JS OSU SF
Subjects Mean S.D. Mean S.D.
1958 test (N = 104) 47.3 6.9 36.3 6.7
1958 test for the SS
in the 1969 study
(N = 50) 45.8 8.2 36.1 7.6
1969 test (N = 50) 47.2 5.9 36.7 8.7

 

No significant difference between the means
within the OSU JS and within the OSU SF.

33

TABLE 10

INTERCORRELATIONS BETWEEN THE OSU JS
AND SF QUESTIONNAIRES

 

OSU JS '58 OSU SF '58 OSU JS '69 OSU SF '69

 

OSU JS '58 .301** .421** .423**
OSU SF '58 .298* .390**
OSU JS '69 .722**

 

*Significant relationship at 5% level; two-
tailed tests.

**Significant relationShip at 1% level; two-
tailed tests.

The NS varied for most relations; refer to
Appendix K for the list of NS.

These results seem to indicate that although as a
group the subjects remained at the same overall level of
job satisfaction between 1958 and 1969, there was a good
deal of individual shifting in job satisfaction.

The correlation between the 1958 OSU JS and SF
was only 0.30, while Bullock (1952) reported a correlation
of 0.77 between the two measures. However the correlation
between the 1969 OSU JS and SF was 0.72, which is con-
siderably closer to Bullock's results.

Table 11 shows the six variables used in this study
that correlated most highly with the OSU JS 1958 inventory.

All six of these variables are categories of the SRA

34

Employee Inventory. The three job factors that correlated
most highly with the OSU JS 1958, Identification with the
Company, Confidence in Management, and Adequacy of commu-
nication are not included as job factors by Herzberg,
although it would seem that they might be classified as
job factors. It does seem that they are highly related to

job satisfaction.

 

 

TABLE 1 l
VARIABLES CORRELATING MOST HIGHLY WITH
OSU JS '58 ~
Variables OSU JS
1. Identification with the
company--SRA category 13 .708*
2. Confidence in management-—SRA
category 7 .632*
3. Adequacy of communication-—SRA
category 10 .595*
4. Opportunity for growth and
advancement-—SRA category 14 .587*
5. Pay—-SRA category 3 .554*
6. Job Security—-SRA category 11 .527*

 

*Significant relationship at 1% level; two-
tailed tests.

N = 100

Table 12 shows the five variables used in this
study that correlated most highly with the OSU SF 1958
‘inventory. Four of the five are categories of the SRA,
while the other variable isthe Consideration scale of the

Supervisory Behavior Description. The two factors

35

correlating most highly with the OSU SF are extrinsic job

 

 

factors.
TABLE 1 2
VARIABLES CORRELATING MOST HIGHLY WITH
OSU SF '58
Variables OSU SF
1. Security of job--SRA category 11 .381*
2. Consideration--Consideration Scale of
Supervisory Behavior Description .363*
3. Confidence in management--SRA category 7 .339*
4. Status and recognition--SRA category 12 .322*

5. Opportunity for growth and
advancement--SRA category 14 .322*

 

*Significant relationship at 1% level; two-
tailed tests.

N = 85

Table 13 shows the six variables used in this study
that correlated most highly with the SRA Total Score.
Status and Recognition was the only intrinsic job factor
out of the six variables. Again, Confidence in Management,
Adequacy of Communication, and Identification with the

Company are all highly related to job satisfaction.

36

TABLE 13

VARIABLES CORRELATING MOST HIGHLY WITH SRA JS

 

 

Variables SRA JS
1. Confidence in management--SRA category 7 .789*
2. Security of job--SRA category 11 .772*
3. Adequacy of communication-~SRA category 10 .768*
4. Status and recognition--SRA category 12 .760*

5. Identification with the company—-SRA
category 13 .749*

6. Effectiveness of administration--SRA
category 9 .719*

 

*Significant relationship at 1% level; two-
tailed tests.

N = 104

DISCUSSION AND IMPLICATIONS FOR

FUTURE RESEARCH

The results of this study do not support the
modification of the motivator-hygiene theory that clas-
sifies intrinsic factors of the job as primary variables
and extrinsic factors as secondary variables. The results
do not support the original motivator—hygiene theory of
Frederick Herzberg either; extrinsic as well as intrinsic
job factors influence job satisfaction.

Herzberg's listing of job factors important for
job satisfaction (motivators) did not include such factors
as: identification with the company, confidence in manage-
ment, and adequacy of communication. Tables 11, 12, and
13 indicate that these factors are highly related to job
satisfaction. These factors do not seem to be intrinsic
to the job itself, but rather, they seem to be extrinsic
factors. These three factors appear to be highly related
to the three measures of job satisfaction used in this
study.

Some of the results of this study might agree with
the findings of Friedlander (1963) and (1964) who used

37

38

factor analysis of Herzberg's 16 job factors to find three
broad factors. These three factors were: Social Environ-
ment, Intrinsic Self-Actualizing Work, and Recognition
through Advancement. These three factors operate as a
hierarchy rather than dimensions. He found for high
performing workers Intrinsic Self-Actualizing Work was the
most important factor, while Recognition through Advance-
ment was second and Social Environment was the least. For
low performing workers he found Social Environment was the
most important factor, Intrinsic Self—Actualizing WOrk the
second, and Recognition through Advancement the third.
Social Environment included interpersonal, social, and
technical aSpects or work group, conditions, job security,
and managerial policies. Intrinsic Self—Actualizing Work
included development and growth of the individual,
challenging assignments, a feeling of achievement in the
work, and opportunity for freedom. Recognition through
Advancement included Signs of advancing in the organiza-
tion, and increased responsibility that generally accompany
tangible evidence of recognition such as increased salary
and advancement.

A possibility for future research would be a study
employing factor analysis. In such a study one should be
able to determine which of the job factors were the most

important contributors to job satisfaction.

39

Another possibility for future research would be
a study of the 50 subjects used in this study that would
involve interviewing the subjects to determine significant
factors that might have contributed to individual's in-
creases or decreases in scores on the OSU SF and JS
questionnaires for 1958 and 1969. Such a study might make
it possible to determine which factors are most important:
private life, intrinsic factors of the job, or extrinsic
factors.

In summary the findings of this study indicate the
following:

1. Employee's attitudes concerning their jobs are
related to their subsequent successes on their
jobs.

2. Both intrinsic and extrinsic job factors con-
tribute to job satisfaction.

3. Job attitudes as expressed on job satisfaction
questionnaires are not of lasting duration.

4. The prediction of job satisfaction from other
inventories results in rather low cross-validity
coefficients after an intervening period of a

number of years.

BIBLIOGRAPHY

BIBLIOGRAPHY

Bloom, R. and Barry, J. Determinants of work attitudes
among Negroes. Journal oprplied Psychology,
1967, 51, 291—294.

 

Bullock, R. Social factors related to job satisfaction.
Columbus, Ohio, The Bureau of Business Research,
College of Commerce and Administration, The Ohio
State University. Research Monograph, No. 70,
1952.

 

Burke, R. Relative contributions of motivators and
hygienes to satisfying and dissatisfying job
situations. Journal of Industrial Psychology,
1966, 4, 1-6.

 

Carroll, B. Job satisfaction. Ithaca, New York: New
York State School of Industrial and Labor
Relations, Cornell University. Key Issues Series
No. 3, 1969.

 

Cheek, G. A psychometric study of two indices of job
satisfaction. Unpublished master's dissertation,
Michigan State University, 1955.

Dunnette, M., Campbell, J., and Hakel, M. Factors con-
tributing to job satisfaction and job dissatis-
faction in six occupational groups. Organizational

 

Behavior and Human Performance, 1967, 2, 143-174.

 

Edwards, A. Statistical Methods. (Second Edition)
New York: Ho1t, Rinehart and Winston, Inc., 1967.

 

Ewen, R., Smith, P., Hulin, C., and Locke, E. An empirical
test of the Herzberg two-factor theory. Journal of

 

Applied Psychology, 1966, 50, 544-550.

 

Fleishman, E. The description of supervisory behavior.flx"
Journal of Applied Psychology, 1953, 36, 1-6. ‘

40

41

Friedlander, F. Underlying sources of job satisfaction. V/I
Journal of Applied Psychology, 1963, 47, 246-250.

Friedlander, F. Motivators to work and organizational
performance. Journal of Applied Psychology, 1966,
50, 143-152.

Graen, G. Addendum to "An empirical test of the Herzberg
two-factor theory." Journal of Applied Psychology,cz”
1966, 50, 551—555.

Halpern, G. Relative contributions of motivator and
hygiene factors to overall job satisfaction.
Journal of Applied Psychology, 1966, 50, 198-200.

Herzberg, F. The motivation to work among Finnish super-
visors. Personnel Psychology, 1965, 18, 393-402.

 

Herzberg, F., Mausner, B., Peterson, R., and Capwell, D.
Job Attitudes:_ Review of_Research and Opinion.
PsychOlogical Service of Pittsburgh, 1957.

Herzberg, F., Mausner, B., and Snyderman, B. The Motiva-
tion to Work. New York: John Wiley ana Sons,
Inc., 1959.

. ,»

 

Hoppock, R. Job Satisfaction. New York: Harper and
Brothers, 1935.

Hulin, C. and Smith, P. An empirical investigation of two
implications of the two-factor theory of job
satisfaction. Journal of Applied Psychology,
1967, 51, 396-402.

Jacobson, E., Trumbo, D., Cheek, G., and Nangle, J.
Employee attitudes toward technological change
in a medium sized insurance company. Journal
of Applied Psychology, 1959, 43, 349-3 .

Murray, H. Explorations in Personality. New York:
OxfordiUniverSity Press, 1938.

Myers, M. S. Who are your motivated workers? Harvard Vx‘
Business Review, 1964, 42, 73-88.

 

Neal, G. An exploratory study of the relationship of
psychological needs and general satisfaction to
job satisfaction. Unpublished dissertation
proposal, Michigan State University, 1960.

42

Porter, L. and Mitchell, V. Comparative study of need
satisfactions in military and business hierarchies.
Journal of Applied Psychology, 1967, 51, 139-144.

Saleh, S. A study of attitude change in the pre-
retirement period. Journal of Applied Psychology,
1964, 48, 310—312.

Schwartz, M., Jenusaitis, E., and Stark, H. Motivational
factors among supervisors in the utility industry.
Personnel Psychology, 1963, 16, 45—53.

Science Research Associates. General Manual for the
Em lo ee Inventory. (THIra Edition) Chicago:
Science Research Associates, 1952.

 

Weissenberg, P. Psychological differentiation and job
satisfaction. Unpublished doctoral dissertation,
Cornell University, 1967.

Weitz, J. A neglected concept in the study of job
satisfaction. Personnel Psychology, 1952, 5,
201-205 0

Wernimont, P. Intrinsic and extrinsic factors in job
satisfaction. Journal of Applied Psychology,
1966, 50, 41-50.

APPENDICES

APPENDIX A

June 25, 1969

Dear :

Ten years ago Michigan State University Research Team
Conducted a survey regarding our satisfaction with our jobs.
The report was positive in all respects at that time. Many
changes have occurred with us and with our company since that
time. Now the Industrial Research Team of the University

is interested in finding out from the people who are still
with how they see their jobs today. Leonard
Dasho, a graduate student working with Jack Frost, is doing
this study as a part of his requirements for the Masters
Degree.

As you know, we have cooperated with this type of research
because as an organization we are interested in finding out
about ourselves and how our people look at their jdbs. This
study will give us a unique opportunity to look at ourselves
over a ten year span of time and to see how we evaluate our
jobs today as compared to 1958. We believe it will be most
worthwhile for us to cooperate.

Leonard Dasho and Jack will be writing those of us who
participated ten years ago and requesting us to complete the
same forms as we feel about our jobs today. We hope you will
take the time to assist them. Leonard Dasho will write a
report for all of us as well as give the company a copy of
his Masters Thesis.

Sincerely,

June 24, 1969

Dear Employee:

Ten years ago you participated in a survey regarding
your job. Your cooperation helped Gloria Cheek and Dick
Passine to gain valuable experience and to earn their
Masters Degrees.

Today I am working on my Masters Degree in Industrial
Psychology. In considering interesting and important prdblems
to study, I decided it would be most worthwhile to evaluate
how you people feel about your job today in 1969--some ten
years later. As one of the progressive companies,
has made many changes. We would like to find out how you
feel about these factors now. We need to learn how people
think of their jobs today and if they feel differently about
their jdbs today than in 1958. We are requesting the cooperation
of only those people who were working at ten years
ago.

 

The value of this study depends upon the sincerity and
care with which you fill out the questions. We realize that
this is somewhat of an imposition, but it is only by such studies
that valuable insights can be obtained.

The answers that you give will be seen only by myself
and the Computer Center Staff at the University. No one
connected in any way with will see or use
any of the individual questions. Your answers will be held in
the strictest confidence and the results of the study will be
tabulated and reported in the thesis on a group basis only.

 

We have enclosed an addressed and stamped envelope for
you to use in returning the questionnaires to us. We would
appreciate your filling them out and returning them as soon
as possible. We shall sincerely appreciate your cooperation.

Sincerely,
Leonard Dasho

Field Study Staff
Dr. C. F. Frost

APPENDIX B

Your name

 

The following statements will help you to describe how you,
feel about your jab. Think about your experience while working
on the job and check those statements which most accurately and
honestly answer these questions.

1. Place a check mark in front of the statement which besttells
how good a jdb you have.
.__JA. The jOb is an excellent one, very much above the average.
.__;B. The jOb is a fairly good one.
___C. The jdb is only average.
.___D- The job is not as good as average in this kind of work.
___E. The jdb is a very poor one, very much below the average.

2. Place a cheek mark in frontof the statement which best describes
your feelings about your job.
___A. I am very satisfied and happy on this job.

B. I am fairly well satisfied on this jOb.
C. I am neither satisfied nor dissatisfied —- it is just

average.
___D. I am a little dissatisfied on this job.
___E. I am very dissatisfied and unhappy on this job.

3. Check one of the following statements to show how much of the
time you are satisfied with your job.
___A. Most of the time.

. A good deal of the time.

. About half the time.

. Occasionally

. Seldom.

Li L! '0 Li

4. Place a check mark in front of the statement which best tells

what kind of an organization it is to work for.

___A. It is an excellent organization to work for -- one of the
best organizations I know of.

.___B. It is a good organization to work for but not one of the
best.

‘__JC. It is only an average organization to work for. Many
others are just as good.

D. It is below average as an organization to work for. Many

others are better.

5. Place a check mark in front of the statement which best tells
how your feelings compare with those of other people you know.

It! l0 '0 Ln L’

6. Place

I dislike my job much more than most people dislike theirs.
I dislike my job more than most people dislike theirs.

I like my job about as well as most people like theirs.

I like my job better than most people like theirs.

I like my job much better than most people like theirs.

a check mark in front of the statement which best tells

how you feel about the work you do on your job.

___B
___C
—D .
____E

7. Check

The work I do is very unpleasant. I dislike it.

The work I do is not pleasant.

The work is just about average. I don't have any feeling
about whether it is pleasant or not.

The work is pleasant and enjoyable.

The work is very enjoyable. I very much like to do the
work called for on this job.

one of the following which best describes any general

conditions which affect your work or comfort on this job.

8. Check

General working conditions are very bad.

General working conditions are poor -- not so good as

the average for this kind of job.

General working conditions are about average, neither

good nor bad.

In general, working conditions are good, better than
average.

General working conditions are very good, much better than
average for this kind of job.

one of the following statements which best tells how you

feel about changing your job.

A.
B.

I would quit this job at once if I had anything else to do.
I would take almost any other jOb in which I could earn

as much as I am earning here.

This job is as good as the average and I would just as
soon have it as any other job but would change jdbs if

I could make more money.

I am not eager to change jobs but would do so if I could
make more money.

I do not want to change jobs even for more money because
this is a good one.

9. Suppose you had a very good friend who is looking for a job
in your line of work and you know of a vacancy in this organi-
zation which your friend is well qualified to fill. Would
you:

A. Recommend this job as a good one to apply for?

B. Recommend this jdb but caution your friend about
its shortcomings?

C. Tell your friend about the vacancy but not anything else,
then let him decide whether to apply or not?

D. Tell your friend about the vacancy but suggest that he
or she look for other vacancies elsewhere before applying?

E. Try to discourage your friend from applying by telling
the bad things about the job?

10. On the line below, place a check mark to Show how well satis-
fied you are with this job. YCu may place your mark anywhere
on the line either above one of the statements or between them.

 

Completely More About More Completely
dissatisfied dissatisfied half satisfied satisfied
than and half than
satisfied dissatisfied

The next five questions may be answered in the following way:
Draw a circle around "Yes" if your answer is "yes", or a
circle around “No" if your answer is "no". If you don't
know or are not sure draw a circle around the question mark.

Circle only one answer for each question.

Yes ? No 11. Since working here, have you had any pay
raise or promotion?

Yes ? No 12. Have you ever recommended this organization or a
job with this organization to one of your friend.
Yes ? No 13. Since working here, have you registered with an

employment agency or applied for a job with any
other organization?

Yes ? No 14. Since working here, have you had any grievance
in connection with your job?

Yes ? No 15. Have you ever tried to transfer to another
job or department?

APPENDIX C

Instructions:

YOUR OPINIONS

In response to each of the following statements,

encircle the alternative which best expresses your own opinion.

For example:

If you were uncertain as to whether or not the

,presence of this company in your city was a good thing you would

indicate this in answer to the question as follows:

EXAMPLE:

The presence of this company in our city
is a good thing.

Agree

?

Disagree

Encircle the alternatives that best express your opinions in each
of the following statements:

10

2.

This company performs a worthwhile
service.

The work which employees do for this
company has nothing special about it

to make it any more or less interesting
than the same kind of work for any other
company.

Suggestions which employees may have for
changing the working conditions or work
routine are welcomed and seriously con-
sidered by supervisors and department
heads.

Regulations and rules regarding work
routine are fully as liberal and
generous as they should be.

The company makes me feel the importance
of my work to the organization as a
whole.

I believe that this company has a good
reputation for quality of products and
concern for customer satisfaction.

Wages here are not always equal for jobs
of the same importance or difficulty.

Agree

Agree

Agree

Agree

Agree

Agree

Agree

'0

Disagree

Disagree

Disagree

Disagree

Disagree

Disagree

Disagree

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

I feel freer to discuss work prdblems with
fellow workers than with my foreman or
supervisor.

If I moved to another house about 15 miles
farther from work I would prdbably look for
another jOb closer to home.

It wouldn't bother me if a fellow worker
made an unreasonable complaint about the
company.

If a friend was looking for a job this
company would be the first place I would
recommend.

Have you had to be extra nice to a foreman
to get a fair deal?

Do most of your friends think this is a
good job?

Do the members of your family think this
is a good jab for you?

Does this job give you a chance to make the
best success you are aapable of?

Is your work usually interesting?

Do you generally know how well your super-
visors think you are getting along on the
job?

Do your supervisors or department heads
generally tell you in advance about any
changes that affect you or your work?

Is good work generally recognized and
cmammended or rewarded by supervisors or
d e partment heads?

Have you felt that it would have been all
right for you to go in and talk with any of
the department heads or executives«about
something you didn't like?

Agree

Agree

Agree

Agree

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

'0

0‘)

'0

'0

'0

Disagree

Disagree

Disagree

Disagree

No

No

No

NO

No

No

NO

No

No

21. Do the neighbors where you live treat you as

22.

23.

24.

though they were glad to have you there?

Do the people who run the company exert
much effort to make you feel that you are
an important part of the company?

Do you feel that your supervisors have

any personal interest in you or your
success?

Before you took this jOb was it explained
clearly to you in advance by the person
who employed you?

Yes

Yes

Yes

Yes

'0

‘0

No

No

No

NO

 

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APPENDIX D

SBA Employee In ven tory

Purpose of the Invenlgflé; Your company would like to know what you think about your job, your
pay, your boss, and the company in general. This Inventory is designed
to help you tell us your ideas and opinions quickly and easily without signing your name. This booklet contains a

number of statements. All you have to do is to mark a cross by each statement to show how you feel. It is easy to
do and you can be completely frank in your answers.

m. Read each statement carefully and decide how you feel about it.
" ' ‘ ' 7 You will agree with some statements, and you will disagree with
others. You may be undecided about some. To help you express your opinion, three possible answers have been
placed beside each statement:

    

How to fill in the

AGREE I ("SAME
I would rather work in a large city than in a small town ................................. D [:1 E]
Choose the answer most like your own opinion and mark a cross in the box under it.
For example:
This person feels he wants to work in a large city: m“ , ”um:
I would rather work in a large city than in a small town ................................. g D D

This person wants to work in a small town: mu , mum

 

I would rather work in a large city than in a small town ................................. E] D g
This person can’t decide between a large city and a small town: ,6,“ , 0,3,...“
I would rather work in a large city than in a small town ................................. D E E]
TI: is is not a test ; There are no right answers and no wrong answers. It IS your own, honest opinion

‘ that we want. -
Work rapidly but ; 'f‘ . Do not spend too much time on any one statement.

 

. ‘ - If you cannot decide about a statement, mark the
box, and go on to the next statement. Some of the statements may not be worded exactly the way you would
like them. However, answer them the best way you can. Be sure to mark every statement. Leave no blanks. Mark
only one answer for each statement. If you make a mistake, do NOT erase your mark. Put a circle around the
cross inside the box like this a , and mark a cross in the correct box.

General informalfi Do not make any marks in this booklet. Do not sign your name on the Answer

‘ Pad. Be sure to fill in the blanks for general Information on the back of the

AnsWer Pad. This information will be used only to make the results more meaningful. It will not be used to find out
which Answer Pad is yours. Please turn now to the back of the Answer Pad and fill in the general information.

WI: en you have my“! Check to see that you have marked every statement. .If you think anything

' ‘ " ‘ has been left out, or if there 18 any specral thing that IS worrying you about

your work, please write or print your comments in the space provided on the Answer Pad. When you are finished,
remove the Answer Pad from the booklet and drop your Answer Pad in the ballot box.

‘6 C)”
O

   

Go on to the next page

IO.

ll.

12.

l3.

14.

15.

l6.

I7.

18.

I9.

20.

21.

22.

23.

24.

25.

26.

Make no marks on these pages! 1

. The hours of work here are OK ................................................................
. Management does everything possible to prevent accidents in our work ......... .. .' ..................
. Management is doing its best to give us good working conditions ...................................
. In my opinion, the pay here is lower than in other companies. .....................................
. They should do a better job of handling pay matters here ..........................................
. I understand what the company benefit program provides for employees .............................

. The people I work with help each other out when someone falls behind or gets in a tight spot ..........

My boss is too interested in his own success to care about the needs of employees ....................
My boss is always breathing down our necks; he watches us too closely. . . .. ........................
My boss gives us credit and praise for work well done .............................................
Management here does everything it can to see that employees get a fair break on the job ..............
If I have a complaint to make, I feel free to talk to someone up-the-line .............................
My boss sees that employees are properly trained for their jobs .....................................
My boss sees that we have the things we need to do our jobs .......................................
Management here is really trying to build the organization and make it successful .....................
Management here sees to it that there is cooperation between departments ...........................
Management tells employees about company plans and developments. ..............................
They encourage us to make suggestions for improvements here .....................................
I am often bothered by sudden speed-ups or unexpected slack periods in my work ....................
Changes are made here With little regard for the welfare of employees ...............................
Compared with other employees, we get very little attention from management .......................
Sometimes I feel that my job counts for very little in this organization ...............................
The longer you work for this company the more you feel you belong ................................
I have a great deal of interest in this company and its future .......................................
I have little opportunity to use my abilities in this organization .....................................

There are plenty of good jobs here for those who want to get ahead .................................

an an in #113 any! nan-o

27

28.

29.

30.

31.

32.

33.

34.

35.

36.

37.

38.

39.

41.

42.

43.

45.

46.

47.

48.

49.

50.

51.

52.

Done! mukinbooklet! z

1 often feel worn out and tired on my job .............................
They expect too much work from us around here ......................
Poor working conditions keep me from doing my best in my work .......
For my kind of job, the working conditions are O.K ...................
I’m paid fairly compared with other employees ........................
Compared with other companies, employee benefits here are good. . . . . ;.
A few of the people I work with think they run the place ......... . .....
The people I work with get along well together ........................
My boss has always been fair in his dealings with me ...................
My boss gets employees to work together as a team ............... l .....
I have confidence in the fairness and honesty of management ............
Management here is really interested in the welfare of employees ........
Most of the higher-ups are friendly toward employees ..................
My boss keeps putting things off; he just lets things ride ................
My boss lets us know exactly what is expected of us ..... . .............
Management fails to give clear-cut orders and instructions ..............
I know how my job fits in with other work in this organization ..........
Management keeps us in the dark about things we ought to know .......
Long service really means something in this organization ...............
You can get fired around here without much cause .....................
I can be sure of my job as long as I do good work .....................
I have plenty of freedom on the job to use my own judgment ...........
Everybody in this organization tries to boss us around .................
I really feel part of this organization .................................

The people who get promotions around here usually deserve them .......

I can learn a great deal on my present job ............................

 

Goontothonoxtpage

53.

54.

55.

56:

57.

58.

59.

6].

62.

63.

65.

66.

67.

68.

69.

70.

7].

72.

73.

74.

75.

76.
77.

78.

3

My job is often dull and monotonous ..........................
There is too much pressure on my job. . . . , .....................
Some of the working conditions here are annoying ...............
I have the right equipment to do my work ......................
My pay is enough to live on comfortably .......................
I’m satisfied with the way employee benefits are

handled here ................................................
The company’s employee benefit program is OK ................
The people I work with are very friendly .......................
My boss really tries to get our ideas about things ................
My boss ought to be friendlier toward employees ................
My boss lives up to his promises ..............................
Management here has a very good personnel policy ..............
Management ignores our suggeétions and complaints .............
My boss knows very little about his job ........................
My boss has the work well organized. .........................

This company operates efficiently and smoothly. ................

Management really knows its job ..............................
"grey have a poor way of handling employee complaints

re ......................................................
You can say what you think around here ......................
You always know where you stand with this company ...........
When layoffs are necessary, they are handled fairly ..............
I am very much underpaid for the work that I do ..............
I’m really doing something worthwhile in my job ...............
I’m proud to work for this company ..........................

Filling in this Inventory is a good way to let
management know what employees think ......................

 

I think some good may come out of filling inan
Inventory like this one ......................................

Go on to the next P89

 

Write your comments

in the Space provided on the
back of the Answer Pod.

 

ANSWER PAD
for the
SBA Employee Inventory
FORM AH
Prepared by

The Employee Attitude Research Group,
, The Industrial Relations Center of the University of Chicago

‘ Published by SCIENCE RESEARCH ASSOCIATES. INC..
57 West Grand Avenue, Chicago 10. Illinois. Copyright, l95l,
by Industrial Relations Center, University of Chicago. All

I "Sills reserved. Copyright under the International Copyright

Union. Printed in USA. Patent Pending.

Please use number 7-1582 when reordering
this answer pad.

4

Do not mark the
spaces in this
column unless
you are told to
do so.

 

 

 

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APPENDIX E

SUPERVISORY BEHAVIOR DESCRIPTION

Instructions: In response to each of the following statements,
encircle the alternative which best describes how often your
immediate supervisor does what that item says.

For Example: If your immediate supervisor always insists that
people in his work group wear safety glasses you would indicate
this in answer to the question as follows.

EKAQEEE; HE INSISTS THAT PEOPLE IN HIS GROUP‘WEAR SAFETY GLASSES.

2. often 3. occasionally 4. seldom 5. never

Now, encircle the alternatives that best reflect how often your

immediate supervisors behave as described in each of the following
statements:
**********************************

l. HE IS EASY TO UNDERSTAND.
I. always 2. often 3. ocasionally 4. seldom 5. never

2. HE ENCOURAGES OVERTIME WORK.
1. a great 2. fairly 3. to some 4. comparatively 5. not at
deal much degree little all

3. HE TRIES OUT HIS NEW IDEAS.
1. often 2. fairly 3. occasionally 4. once in 5. very
much a while seldom

4. HE BACKS UP WHAT PEOPLE IN HIS WORK GROUP DO.
1. always 2. often 3. occasionally 4. seldom 5. never

5. HE CRITICIZES POOR WORK.
1. always 2. often 3. occasionally 4. seldom 5. never

6. HE DEMANDS MORE THAN WE CAN DO.
1. often 2. fairly 3. occasionally 4. once in 5. very
much a while seldom

7. HE REFUSES TO GIVE IN WHEN PEOPLE IN THE WORK GROUP DISAGREE
WITH HIM.

1. always 2. often 3. occasionally 4. seldom 5. never

8. HE EXPRESSES APPRECIATION WHEN ONE OF US DOES A GOOD JOB.
1. always 2. often 3. occasionally 4. seldom 5. never

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

HE INSISTS THAT PEOPLE UNDER HIM FOLLOW STANDARD WAYS OF
DOING THINGS IN EVERY DETAIL.
1. always 2. often 3. occasionally 4. seldom 5. never

HE HELPS PEOPLE IN THE WORK GROUP WITH THEIR PERSONAL PROBLEMS.
1. often 2. fairly 3. occasionally 4. once in 5. very
often a while seldom

HE IS SLOW TO ACCEPT NEW IDEAS.
1. always 2. often 3. occasionally 4. seldom 5. never

HE IS FRIENDLY.AND CAN BE EASILY APPROACHED.
1. always 2. often 3. occasionally 4. seldom 5. never

HE GETS THE APPROVAL OF THE WORK GROUP ON IMPORTANT MATTERS
BEFORE GOING AHEAD.
1. always 2. often 3. occasionally 4. seldom 5. never

HE RESISTS CHANGES IN WAYS OF DOING THINGS.
I. a great 2. fairly 3. to some 4. comparatively 5. not a
deal much degree little all

HE ASSIGNS PEOPLE UNDER HIM T0 PARTICULAR TASKS.
1. always 2. fairly 3. occasionally 4. seldom 5. never
much

HE STRESSES BEING AHEAD OF COMPETING WORK GROUPS.
1. a great 2. fairly 3. to some 4. comparatively 5. not 2
deal much degree little all

HE CRITICIZES A SPECIFIC ACT RATHER THAN A PARTICULAR INDIVIDUA:
1. always 2. often 3. occasionally 4. seldom 5. never

HE LETS OTHERS DO THEIR WORK THE WAY THEY THINK BEST.
1. always 2. often 3. occasionally 4. seldom 5. never

HE DOES PERSONAL FAVORS FOR THE MEN UNDER HIM.
1. often 2. fairly 3. occasionally 4. once in 5. very
much a while seldom

HE EMPHASIZES MEETING OF DEADLINES.
l. a great 2. fairly 3. to some 4. comparatively 5. not a
deal much degree little all

HE SEES THAT A WORKER IS REWARDED FOR A JOB WELL DONE.
1. always 2. often 3. occasionally 4. seldom 5. never

22.

23.

24.

25.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

HE TREATS PEOPLE UNDER HIM WITHOUT CONSIDERING THEIR FEELINGS.
1. always 2. often 3. occasionally 4. once in 5. verY

a while

seldom

HE INSISTS THAT HE BE INFORMED ON DECISIONS MADE BY THE

PEOPLE UNDER HIM.

1. always 2. often 3. occasionally 4. seldom 5. never

HE OFFERS NEW APPROACHES TO PROBLEMS.
1. often 2. fairly 3. occasionally 4. once in
often a while

HE TREATS ALL WORKERS UNDER HIM AS HIS EQUALS.
1. always 2. often 3. occasionally 4. seldom

HE IS WILLING TO MAKE CHANGES.

5.

5.

very
seldom

never

1. always 2. often 3. occasionally 4. seldom 5. never

HE ASKS SLOWER PEOPLE TO GET MORE DONE.
1. often 2. fairly 3. occasionally 4. once in
often a while

HE CRITICIZES PEOPLE UNDER HIM IN FRONT OF OTHERS.
1. often 2. fairly 3. occasionally 4. once in
often a while

5.

50

very
seldom

very
seldom

HE STRESSES THE IMPORTANCE OF HIGH MORALE AMONG THOSE UNDER HIM.
l. a great 2. fairly 3. to some 4. comparatively 5. not at

deal much degree little

HE TALKS ABOUT HOW MUCH SHOULD BE DONE.

all

1. a great 2. fairly 3. to some 4. comparatively 5. not at

deal much degree little

HE "RIDES" THE PERSON WHO MAKES A MISTAKE.

all

1. often 2. fairly 3. occasionally 4. once in 5. very

often a while

seldom

HE WAITS FOR PEOPLE UNDER HIM TO PUSH NEW IDEAS BEEORE HE DOES.
1. always 2. often 3. occasionally 4. seldom 5. never

HE RULES WITH AN IRON HAND.

1. always 2. often 3. occasionally 4. seldom 5. never

HE TRIES TO KEEP THE MEN UNDER HIM IN GOOD STANDING WITH THOSE

IN HIGHER AUTHORITY.

1. always 2. often 3. occasionally 4. seldom 5. never

HE REJECTS SUGGESTIONS FOR CHANGES.

1. always 2. often 3. occasionally 4. seldom 5. never

36. HE CHANGES THE DUTIES OF PEOPLE UNDER HIM WITHOUT FIRST TAEKING

IT OVER WITH THEM.
1. often 2. fairly 3. occasionally 4. once in 5. very

often a while seldom

37. HE DECIDES IN DETAIL WHAT SHALL BE DONE AND HOW IT SHALL BE DONE.

1. always 2. often 3. occasionally 4. seldom 5. never

38. HE SEES TO IT THAT PEOPLE UNDER HIM.ARE WORKING UP TO THEIR
LIMITS.

1. always 2. often 3. occasionally 4. seldom 5. never

39. HE STANDS UP FOR PEOPLE UNDER HIM EVEN THOUGH IT MAKES HIM
UNPOPULAR.
1. always 2. often 3. occasionally 4. seldom 5. never

40. HE MAKES THOSE UNDER HIM FEEL AT EASE WHEN TALKING WITH HIM.

1. always 2. often 3. occasionally 4. seldom 5. never

'41.TE}PUTS SUGGESTIONS THAT ARE MADE BY THE MEN UNDER HIM INTO
OPERATION.
1. always 2. often 3. occasionally 4. seldom 5. never

42. HE REFUSES T0 EXPLAIN HIS ACTIONS.
1. often 2. fairly 3. occasionally 4. once in 5. very

often a while seldom

43. HE EMPHASIZES THE AMOUNT OF WORK.

1. a great 2. fairly 3. to some 4. comparatively 5. not at

deal much degree little

all

44. HE ASKS FOR SACRIFICES FROM HIS MEN FOR THE GOOD OF THE ENTIRE

DEPARTMENT.
1. often 2. fairly 3. occasionally 4. once in 5. very

often a while seldom

45. HE ACTS WITHOUT CONSULTING THE MEN UNDER HIM FIRST.
1. often 2. fairly 3. occasionally 4. once in 5. very

often a while seldom

46. HE "NEEDLES" PEOPLE UNDER HIM FOR GREATER EFFORT.

1. a great 2. fairly 3. to some 4. comparatively 5. not at

deal much degree little

47. HE INSISTS THAT EVERYTHING BE DONE HIS WAY.
1. always 2. often 3. occasionally 4. seldom 5. never

48. HE ENCOURAGES SLOW-WORKING PEOPLE TO GREATER EFFORT.

all

1. often 2. fairly 3. occasionally 4. once in 5. very
often a while seldom

APPENDIX F

OPINION INVENTORY

Instructions: Indicate by drawing a circle around the appropriate
letter at the right whether you are satisfied, dissatisfied, or
neutral concerning the items listed below.

If you are more satisfied than dissatisfied encircle the “S”.

If you are more dissatisfied than satisfied encircle the "D".

If you are neither satisfied nor dissatisfied encircle the “N“.
If an item does not apply draw a line through all three letters.
Circle only one letter for each item.

EXAMPLE: Peanut butter sandwiches

.59..

 

l. The city in which you live . . . . . . . . . S D N
2. The house or apartment where you live . . . . S D N
3. The area of the city where you live . . . . S D N
4. The high school you attended . . . . . . . . S D N
5. The climate where you live . . . . . . . . . S D N
6. The movies being produced . . . . . . . . . . S D N
7. Local political situation . . . . . . . . . . S D N
8. National political situation . . . . . . . . S D N
9. Our foreign policy . . . . . . . . . . . . . S D N
10. YOur last job . . . . . . . . . . . . . . . . S D N
11. Food prices . . . . . . . . . . . . . . . . . S D N
12. Today's automobiles . . . . . . . . . . . . . s D N
13. Opportunities to get ahead . . . . . . . . . S D N
14. Local newspapers . . . . . . . . . . . . . . S D N
15. Automobile prices . . . . . . . . . . . . . . S D N
16. The last suit you bought . . . . . . . S D N
17. The amount of time you have for recreation . . S D N
18. Ybur last boss . . . . . . . . . . . . . . . S D N

20.

21.

22.

23.

24.

25.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

36.

37.

38.

39.

40.

41.

42.

43.

44.

45.

YOur first name . . .

The people you know . .
Radio programs . . . . .
Television programs . .
Local speed limits . . .
The way peOple drive . .
The way local traffic is
YOur present jOb . . . .
Advertising methods . .
The way you were raised
Telephone service . . .
Income tax . . . . . . .

Public transportation .

General public attitude toward

The school your child is
Restaurant food . . . .
Sales tax . . . . . . .
women's clothing styles

Yourself . . . . . . . .
The amount of time spent
Popular music . . . . .
Book censorship . . . .

Movie censorship . . . .

The religious training of your children

YOur telephone number .

Your family . . . . . .

attending

with your

voting

46. The thought of life after death . . . . . . . . . .
47. Installment buying . . . .

48. YOur personal health . . . . . . . . . . . . . . . .

Sum S Sum D Sum N Sum DA

APPENDIX G

INDIVIDUAL INVENTORY

NAME DEPARTMENT

 

Instructions: On the next few pages you will find a list of state-
ments which people use to describe themselves and indicate how they
feel about everyday happenings and events. We are interested in
how you feel about each of these same statements.

Please indicate how closely you agree with each statement in the
following way:

1. If you "VERY STRONGLY AGREE" with a statement encircle the
letters "VSA".

2. If you "STRONGLY'AGREE" with a statement encircle the letters
ll SA" .

3. If you "AGREE" with a statement encircle the letter "A".
4. If you "DISAGREE" with a statement encircle the letter "D".

5. If you "STRONGLY DISAGREE" with a statement encircle the
letters “SD".

6. If you "VERY STRONGLY DISAGREE" with a statement encircle
the letters "VSD".

Please mark your answer to every statement.
WORK.AS RAPIDLY AS YOU CAN.

For Example: If you like peanut butter sandwiches very much you
might have answered the following statement by encircling the "VSA".

I LIKE PEANUT BUTTER SANDWICHES. SA A D SD VSD

Or, it you were to strongly disagree with the following statement
you might have encircled the "SD" as illustrated here:

I WANT TO BE SURE THAT I DON'T
WORK HARDER THAN ANYONE ELSE. VSA SA A D VSD

Turn thegpage and begin. WOrk as rapidly asgyou can.

Indicate how closely you agree with each statement.

1.

10.

ll.

12.

13.

14.

I LIKE TO HAVE PEOPLE WATCH ME
DO THE THINGS I DO WELL. VSA

I ENJOY ANYTHING IF IT IS A
CHANGE. VSA

I THINK THAT I WOULD BE TIMID
AND AFRAID IF I WERE CHALLENGED
TO A FIGHT. VSA

I MAKE AN EFFORT NOT TO HURT THE
FEELINGS OF THOSE PEOPLE HELPING
ME OR WORKING FOR ME. VSA

I AM SOMEWHAT BOTHERED WHEN MY
DAILY HABITS ARE DISTURBED BY
UNFORESEEN EVENTS. VSA

I USUALLY TELL MY FRIENDS ABOUT
MY DIFFICULTIES AND MISFORTUNES. VSA

I FEEL THAT IF I DIDN'T HAVE TO
MAKE A LIVING I'D SPEND A LOT OF
TIME IN THE PURSUIT OF ALL KINDS
OF PLEASURES. VSA

WHEN SOMETHING GOES WRONG I AM
MORE APT T0 BLAME MYSELF THAN TO
BLAME THE OTHER FELLOW. VSA

I WORK HARD AT THE JOB I'M DOING
NOW INSTEAD OF DREAMING ABOUT THE
FUTURE. VSA

IF POSSIBLE, I HAVE MY FRIENDS
WITH ME WHERE-EVER I GO. VSA

I PROTEST SOMETIMES, WHEN A PERSON
STEPS IN FRONT OF ME IN A WAITING
LINE. VSA

I WANT INDEPENDENCE AND LIBERTY
MORE THAN ANYTHING ELSE. VSA

I FEEL NERVOUS AND ANXIOUS IN THE
PRESENCE OF MY SUPERVISORS. VSA

I SET DIFFICULT GOALS FOR MYSELF,
AND I ATTEMPT TO REACH THEM. VSA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

27.

28.

I BECOME VERY ATTACHED TO MY
FRIENDS. VSA

WHEN A FRIEND OF MINE ANNOYS ME,
I TELL HIM,WHAT I THINK OF HIM. VSA

I AMIAPT TO CRITICIZE WHOEVER
HAPPENS TO BE IN AUTHORITY. VSA

I EXPRESS MY ENTHUSIASM AND
RESPECT FOR THE PEOPLE I
ADMIRE. VSA

I ENJOY ORGANIZING OR DIRECTING
THE ACTIVITIES OF A GROUP, TEAM,
CLUB, OR COMMITTEE. VSA

I USUALLY FOLLOW INSTRUCTIONS AND
DO WHAT IS EXPECTED OF ME. VSA

I ARGUE VIGOROUSLY FOR MY POINT
OF VIEW AGAINST OTHERS. VSA

I ACT ON THE PRINCIPLE THAT A

MAN WILL NEVER GET AHEAD UNLESS

HE BLOWS HIS OWN HORN FROM TIME

TO TIME. VSA

I FREQUENTLY START NEW PROJECTS
WITHOUT WAITING TO FINISH WHAT
I HAVE BEEN DOING. VSA

I FEAR CERTAIN THINGS, SUCH AS
LIGHTNING, HIGH PLACES, ROUGH
WATER, FLYING, DRIVING FAST,

ETC. VSA

I AM.ALWAYS READY TO GIVE OR
LEND THINGS TO OTHERS. VSA

I RESPECT CUSTOM, AND I DON'T
CARE FOR UNTRIED CHANGES. VSA

I LIKE SYMPATHY'WHEN I.AM SICK
OR DEPRESSED. VSA

WHEN I AM WORKING, I SPEND A
GOOD DEAL OF TIME PLANNING AND
THINKING ABOUT FUTURE PLEASURES.VSA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

29.

30.

31.

32.

33.

34.

35.

36.

37.

38.

39.

40.

41.

THERE ARE TIMES WHEN I ACT
LIKE A COWARD. VSA

WHEN MY INTERESTS ARE AT STAKE,

I CONCENTRATE ONLY UPON MY JOB

AND FORGET MY OBLIGATIONS TO
OTHERS. VSA

I FEEL THAT FRIENDSHIP IS MORE
IMPORTANT THAN ANYTHING ELSE. VSA

I GET INTO A FIGHTING MOOD WHEN
THE OCCASION SEEMS TO DEMAND
IT. VSA

I DON'T PAY.ANY'ATTENTION TO
UNNECESSARY RULES. VSA

I OFTEN SEEK THE ADVICE OF
EXPERIENCED OR OLDER PERSONS
AND FOLLOW IT. VSA

I FIND IT RATHER EASY TO LEAD
A GROUP AND MAINTAIN DISCI-
PLINE. VSA

I AM PLEASED TO BE CALLED UPON
FOR A STORY OR A SPEECH. VSA

NEW PLACES, NEW PEOPLE, AND NEW
IDEAS APPEAL TO ME A LOT. VSA

SOMETIMES I FEAR THAT I MAY BE
INJURED IN AN ACCIDENT. VSA

I ENJOY PUTTING MY OWN AFFAIRS
ASIDE TO DO SOMEONE A FAVOR. VSA

I FIND THAT MANY OF MY LIKES

AND FEELINGS ABOUT THINGS HAVE
REMAINED THE SAME OVER THE

YEARS. VSA

I FEEL VERY UNEASY AND UNCERTAIN
WHEN I AM SUDDENLY FACED BY A
CRITICAL SITUATION. VSA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

42.

43.

44.

45.

46.

47.

48.

49.

50.

51.

52.

53.

54.

55.

I SPEND A FAIR PROPORTION OF

MY TIME AMUSING MYSELF. VSA
I.AM MORE APT TO GIVE IN THAN
TO CONTINUE A FIGHT. VSA

I ENJOY COMPLETE RELAXATION ONLY
WHEN IT FOLLOWS THE SUCCESSFUL
COMPLETION OF A SIZABLE PIECE OF
WORK. VSA

I ENJOY COOPERATING WITH OTHERS
MORE THAN WORKING BY MYSELF. VSA

I OFTEN DISREGARD THE PERSONAL
FEELINGS OF OTHER PEOPLE. VSA

I DO WHATEVER I THINK IS BEST
REGARDLESS OF WHAT OTHERS
THINK. VSA

I ACCEPT SUGGESTIONS RATHER THAN
INSISTING ON WORKING THINGS OUT
IN MY WAY. VSA

I USUALLY INFLUENCE OTHERS MORE
THAN THEY INFLUENCE ME. VSA

I TALK RATHER FREELY.ABOUT MY-
SELF, EVEN TO CASUAL FRIENDS. VSA

I COULD PICK UP AND MOVE AWAY

FROM MY HOME , MY PARENTS , AND

MY FRIENDS AND SUPPER FEW

REGRETS. VSA

I AM CONSCIOUS OF A VAGUE FEAR
OF DEATH. VSA

PEOPLE ARE APT TO TELL ME THEIR
INNERMOST SECRETS AND TROUBLES. VSA

I FIND THAT REGULAR HOURS AND A
REGULAR ROUTINE SUIT ME BEST. VSA

I GET QUITE DISCOURAGED WHEN
THINGS GO WRONG. VSA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

56.

57.

58.

S9.

60.

61.

62.

63.

64.

65.

66.

67.

68.

69.

70.

I PREFER THE COMPANY OF AMUSING,
FUN-LOVING PEOPLE. VSA

I AM HUMBLE AND APOLOGETIC WHEN
I HAVE DONE WRONG. VSA

I WORK LIKE A SLAVE AT EVERY-
THING I UNDERTAKE UNTIL I AM
SATISFIED WITH THE RESULT. VSA

I BECOME BOUND BY STRONG
LOYALTIES TO FRIENDS AND
GROUPS TO WHICH I BELONG. VSA

I ENJOY A GOOD HOT ARGUMENT. VSA

I AM NOT ABLE TO DO MY BEST WORK
WHEN I AM IN A SUBORDINATE
POSITION. VSA

I SEE THE GOOD POINTS RATHER
THAN THE BAD POINTS OF THE
PERSONS WHO ARE MY BOSSES. VSA

WHEN I AM WITH ANOTHER PERSON
I USUALLY MAKE THE NECESSARY
DECISIONS. VSA

I FEEL DISSATISFIED WHEN I RE-
MAIN UNNOTICED. VSA

I FIND THAT MY LIKES AND DISLIKES
CHANGE QUITE OFTEN. VSA

I AM.AFRAID OF PHYSICAL PAIN. VSA

I SYMPATHIZE WITH PEOPLE MORE
THAN I BLAME THEM. VSA

I FIND THAT MONOTONY DOESN'T
UPSET ME. VSA

I FEEL LONELY'AND HOMESICK WHEN
I AM IN.A STRANGE PLACE. VSA

I SEEK AMUSEMENT AS AN ANTIDOTE
FOR WORRY. VSA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

71.

72.

73.

74.

75.

76.

77.

78.

79.

80.

81.

82.

83.

84.

SOMETIMES I AM DEPRESSED BY
FEELINGS OF MY OWN UNWORTHI-
NESS. VSA

I ENJOY WORK AS MUCH AS PLAY. VSA

I GO OUT OF MY WAY JUST TO BE
WITH MY FRIENDS. VSA

I TRY TO GET MY OWN WAY REGARD-
LESS OF OTHERS. VSA

I GET STUBBORN WHEN OTHERS TRY
TO BOSS ME AROUND. VSA

I AM CAPABLE OF PUTTING MYSELF

IN THE BACKGROUND AND WORKING
ENTHUSIATICALLY FOR A PERSON

I ADMIRE. VSA

I WOULD LIKE TO BE A LEADER AND
SWAY OTHERS TO MY OPINION. VSA

I AM RATHER SUCCESSFUL AT ENTER-
TAINING OTHERS. VSA

I AM QUICK TO THROW OUT THE OLD
IDEAS AND ACCEPT NEW IDEAS. VSA

I TEND TO GET RATHER UNEASY WHEN
I AM ALONE IN AN‘ EMPTY HOUSE AT
NIGHT. VSA

I PRAISE OR OTHERWISE ENCOURAGE
PEOPLE WHO ARE DEPRESSED. VSA

I PREFER TO ASSOCIATE WITH MY
OLD FRIENDS INSTEAD OF GOING
OUT AND MEETING NEW PEOPLE. VSA

I "FEEL OUT" THE OPINIONS OF
OTHERS BEFORE MAKING A DECI-
SION. VSA

I CULTIVATE AN EASY-GOING
HUMOROUS ATTITUDE TOWARD LIFE. VSA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SA

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

SD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

VSD

APPENDIX H

GO THROUGH THESE QUESTIONS QUICKLY.
COMES CLOSEST TO THE WAY THAT YOU FEEL.
IN THE SPACE IN FRONT OF YOUR CHOICE.

QUESTION.

1.

CHANGE INVENTORY

CHOOSE THE ONE ANSWER THAT
PLACE A CHECK MARK (V)
PLEASE TRY TO ANSWER EVERY

Check the one statement that best describes the rate at which
changes are taking place in the world today.

0 O O

U!
o

 

How do you

lb (JOIN |-'
o

0'!

 

In general,

Much more rapidly than before.
Somewhat more rapidly than before.
At about the same rate as before.
Somewhat less rapidly than before.
Much less rapidly than before.

feel about this?

I like it very much.

I like it.

It makes no difference to me.
I dislike it.

I dislike it very much.

new developments in machines and processes for

handling work:

lbtuooLd

5.

 

Benefit
Benefit
Benefit
Benefit
Benefit

all of the people.

most of the people.
some of the people.
only a few people.
only a very few people.

At what rate do you feel new developments in machines and methods
for doing work are taking place.

lblw N H

5.

 

If I could

do every few

1
2
3.
4

dedhihtH

5.

Much less rapidly than is desirable.

Somewhat less rapidly than is desirable.

At about the ideal rate.

Somewhat more rapidly than is desirable.

Much more rapidly than is desirable.

do as I pleased, I would change the kind of work I
months.

strongly agree.

agree a little.

neither agree nor disagree.
disagree a little.

strongly disagree.

6. I would prefer to stay with a job I know I can handle than to
change to one where most things would be new to me.

10.

01'wa [NIH

HHHHH

 

strongly agree.

agree a little.

neither agree nor disagree.
disagree a little.
strongly disagree.

Have machines caused workers to change jobs within the company
in the past two years?

1.
2.
3.
4.
5.

 

How do you

U1

 

Yes, to a very large extent.
Yes, to a rather large extent.
Yes, to a moderate extent.
Yes, to a slight extent.

No, not at all.

feel about this?

I like it very much.

I like it.

It makes no difference to me.
I dislike it.

I dislike it very much.

Are the chances that a machine will cause you to do different
work on your jOb greater or less than for most jObs in the company

lb DJ NIH
o o

U'l
o

 

How do you

lmlcblw NIH

Much greater than for most jobs.
Somewhat greater than for most jobs.
Greater than some, less than others.
Somewhat less than for most jobs.
Much less than for most jobs.

feel about this?

I like it very much.

I like it.

It makes no difference to me.
I dislike it.

I dislike it very much.

11. In general, how much change takes place from time to time in
the way you do your present job.

1. Much more change than for most jObs.

2. Somewhat more change than for most jobs.

3. About the same amount of change as for most jobs.
4. Somewhat less change than for most jobs.

5. A lot less change than for most jobs.

 

12. How do you feel about this?

1. I dislike it very much.

2. I dislike it.

3. It.makes no difference to me.
. I like it.

5. I like it very much.

lb

 

13. The trouble with most jobs is that you just get used to doing
things in one way and then they want you to do them differently.

. strongly agree.

agree a little.

neither agree nor disagree.

disagree a little.

strongly disagree.

m.bcnuoha
PikihiPlH

 

14. I like a job were I know that I will be doing my work about the
same way from one week to the next.

strongly agree.

agree a little.

neither agree nor disagree.
disagree a little.

strongly disagree.

HHHHH

INSTRUCTIONS:

On the next page you will find a list of statements about
aspects of your jOb. YOu are asked to answer two questions
about each aspect. "Has this aspect of your jOb changed

in the past six months?" (Question "A"), and "How do you
feel about this change (or lack of change) in this aspect
of your job?" (Question "8")

1. If you had the same job here six months ago,
compare the way your job is now with the way it was six
months ago.

2. If you had a different job here six months ago,
compare your present job with the jOb you had six months ago.

3. If you haven't worked here at least six months,
indicate any changes which have occurred in your job since you
came to work here.

Efigflglg; Suppose the statement had to do with hours of work.
If you are working more hours now ("A") and don't like it ("B"),
you would check the spaces like this:

 

 

QUESTION "A" QUESTION "B"
How has this aspect of your How do you feel about this
job changed in the past six change (or lack of change)
months? in your job?
much much like dis-
more more no less less a don't dis- like
now now change now now lot like care like a lot
The
hours
I work
on my

jdb... ‘v/ v/

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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WBZHSMBGBm mmmmfi
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APPENDIX I

MSU PERSONAL HISTORY BLANK

Instructions: Answer all of the following questions. YOu may use
either pen or pencil. Please print your answers. YOur answers will
be used for research purposes only, and they will not be seen by any

management representative.
**********************************

1.

5.

WHAT IS YOUR NAME?

 

(Last) (First) (Middle) ("nickname")

WHERE DO YOU WORK?

 

IN WHAT DEPARTMENT DO YOU WORK?

 

WHAT IS YOUR JOB TITLE?

 

WHO IS YOUR DIRECT SUPERVISOR THERE?

 

**********************************

10.

11.

12.
13.

14.

15.
16.
17.

18.

HOW OLD ARE YOU? 7. WHAT IS YOUR SEX? M310 Female
(Circle one)
ARE YOU (Circle one) Single Married Divorced Separated Widowed

 

IF MARRIED, HOW LONG HAVE YOU BEEN MARRIED?

 

HOW MANY DEPENDENTS DO YOU HAVE?

 

HOW MANY YEARS OF SCHOOLING HAVE YOU FINISHED? (Circle the
highest grade completed)
1 2 3 4 5 6 7 8 9 10 ll 12 13 14 15 16 17 or over
(Grade School) (High School) (College) (Post Graduate)

WHAT SCHOOL DO YOUR CHILDREN'ATTEND?

 

WHAT CHURCH DO YOU ATTEND?

 

I WOULD DESCRIBE MY HEALTH AS: (Circle one)

Poor Fair Good Very Good Excellent
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

 

HOW LONG HAVE YOU WORKED FOR THE COMPANY?

 

HOW MANY TIMES HAVE YOU CHANGED DEPARTMENTS SINCE WORKING HERE?___

HOW LONG HAVE YOU‘WORKED IN YOUR PRESENT DEPARTMENT?

 

HOW MANY TIMES HAVE YOU CHANGED JOBS WITHIN YOUR PRESENT
DEPARTMENT?

 

19. DO YOU CONSIDER YOUR JOB AS: (Circle one)

unskilled Semi-skilled Skilled

20. HOW MANY DIFFERENT PLACES DID YOU WORK BEFORE YOU WERE EMPLOYED
BY YOUR PRESENT EMPLOYER?

 

APPENDIX J

FACTORS CORRELATING WITH OSU JOB SATISFACTION AND SOCIAL-FACTORS

Factors 080 Job Sat '53 OSU Soc-Fae '58
SRA 1 .464:: .252:*
SRA 2 .328** .281
SRA 3 .554 .137
SRA 4 .412:: .285**
SRA 5 .317** .016**
SRA 6 .466** .309**
SRA 7 .632** .339
SRA 8 .445** .125**
SRA 9 .509 .295
SRA 10 .595:: .269:*
SRA 11 .527** .381**
SRA 12 .515** .322
SRA 13 .708** .268:*
SRA 14 .587 .322
SRA TOTAL .738** .335::
Consideration SBD .224* .363
Initiating Structure SBD .053 .217:*
Perception of Change .127* .312
Attitude to Change .219 -.028*
Life Satisfaction -,130** -.247
OSU SE .301 -_-
OSU JS --— .301**
Abasement .051 .011
Achievement .197 .143
Affiliation .049 ~.06 *
Aggression -.06 -.235*
Autonomy —.063 -.223
Deference .025 .066
Dominance .115 .074
Exhibition _,005 -.048
Change -.018 -.058
Harm-avoidance -.014 -.l76
Nurturance .16 .213
Order -.l94 -.l96
Play -.177 -.273*
Succorance -,051 -.147
Increase in yearly earnings-.051 .225”
Number of raises -,113 ‘-047-
Number of promotions -.o73 .268
Number of jOb changes .077* .145**
Position in 1958 .216 .284
Position in 1968 .243“ .376**
Positions moved up .014 .266*
Turnover -.008 -.143
Department in 1958 -.052** -,010**
OSU JS 1969 .421** .298**
OSU SF 1969 .423 .390 -
Retirement -.168 -.074

* Significant relationship at 5%,level: two-tailed tests
** Sianificant relationship at 1%.level: two-tailed tests

APPENDIX K

\OQQO‘Ul-fiwND-i

SUBJECT NUMBER

SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA
SRA

mmummwar-I

14

ITEM CODE NUMBERS FOR CORRELATION MATRIX

46
47
48
49

TOTAL SCORE

Department in 1958
OSU JS 1969

OSU SF 1969
Retirement status

CONSIDERATION, SUPERVISORY BEHAVIOR DESCRIPTION
INITIATING STRUCTURE, SUBERVISORY BEHAVIOR DESCRIPTION
PERCEPTION OF CHANGE
ATTITUDE TOWARD CHANGE
WEITZ LIFE SATISFACTION

OSU JS
OSU SF
Murray
Murray
Murray
Murray
Murray
Murray
Murray
Murray
Murray
Murray
Murray
Murray
Murray
Murray

1958

1958

NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:
NEED:

ABASEMENT
ACHIEVEMENT
AFFILIATION
AGGRESSION
Autonomy
Deference
Dominance
Exhibition
Change
Harm-avoidance
Nurturance
Order

Play
Succorance

INCREASE IN YEARLY EARNINGS FROM 1958 to 19ud
NUMBER OF RAISES FROM 1958 to 1968

Number of promotions from 1958 to 1968

Number of job Changes from 1958 to 1968
Position in 1958
Position in 1968
Number of positions moved up 1958 to 1968
Turnover

N'S FOR EACH ITEM

 

ITEM CODE NUMBER N
1 104
2-16 104
l7+18 94
19+20 86
21 101
22 100
23 85
24-37 98
38 65
39 60
4O 60
41 60
42 104
43 65
44 65
45 80
46 85
47 50
48 50
49 88

|§

@(D~JO\m-b£0hJF'

RESPONDENT SCORES ON INVENTORIES

 

 

16 17 18
51 71 42
69 89 35
65 87 44
70 84 46
78 79 33
7O 7O 30
66 -- --
73 87 26
62 82 37
63 82 43
71 72 36
68 94 39
43 70 44
52 83 48
78 9O 37
75 74 39
67 74 43
70 8O 29
52 72 36
74 72 35
42 76 42
66 83 31
73 66 29
58 71 43
60 6O 24
57 46 46
76 81 43
34 93 39
43 -- ~-
52 85 43
68 68 39
52 55 38
65 89 4O
40 51 23
55 102 52
51 —- --
35 94 36
69 79 41
52 65 39
61 58 44
58 67 47
57 53 44
69 88 40
51 73 36
76 112 51

19

19
17
26
21
19
23
23
22
25
20
23
22
13
22
11
19
15
15
16
17
21
13
20
15
16
15
14
25
12
15
23
14
17
O9

21
14
18
18
21
10
10
15

20
61
58
57
52
56
48
55
53
57
57
39
51
52
57
59
54
56
58
52
54
58
48
62
65
54
62
57
54
51
44
57
52
55
56

47
49
46
47
44
61
53
48

21

O4
16
11
17
12
17
13
O3
19
13
11
05
09
11
O3
06
09
05
O7
15
17
06
O4
O3
17
05
O4
11
37
09
10
16
14
11
11
07
O7
14
02
02
05
O7
11
15
05

 

 

22 23 47 48
51 36 -- ~-
48 4O 59 44
51 47 55 41
54 42 55 47
57 45 51 47
53 38 39 19
48 35 54 43
54 42 52 47
49 45 -- --
51 34 49 37
54 37 51 48
51 44 41 27
44 39 51 46
44 46 51 43
60 41 46 4O
50 46 -— --
49 43 46 39
53 44 S4 48
46 22 -- ~-
52 3O -— --
44 41 55 46
52 32 -- --
54 44 53 45
49 45 —- --
50 19 56 43
36 -— 38 28
55 41 -- --
32 37 48 42
48 41 -- —-
49 42 -- --
42 21 38 12
43 31 -- --
44 27 -- --
__ 38 _- __
46 -- -— ~-
43 36 38 38
52 37 53 42
43 31 -- --
55 48 -- --
46 38 50 44
34 -- 42 35
52 36 -- --
39 18 -- --
52 48 -- --

 

46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90

 

16 17
44 79
69 88
59 62
65 97
66 72
45 86
72 --
38 91
58 78
43 86
42 69
50 69
47 64
67 100
59 76
66 81
71 75
58 74
68 79
68 90
58 78
69 87
27 94
51 91
78 75
50 75
51 --
7O 99
38 68
18 76
26 89
69 88
64 --
46 --
30 --
65 100
34 84
67 67
75 9O
67 72
41 93
32 69
71 81
60 101
38 79

 

18 19
4O 14
39 17
36 17
36 17
41 14
34 20
-- 14
22 --
33 14
44 ~-
56 —-
33 15
35 -—
28 15
44 13
33 16
31 12
33 11
39 25
35 18
25 13
34 --
42 16
36 14
50 26
44 10
57 20
4O --
41 10
44 20
51 18
-- 18
46 --
33 16
40 18
50 18
36 16
35 21
41 16
42 20
56 15
30 15

 

 

 

20 21 22 23 47 48
46 05 43 36 -— --
46 10 54 39 -- ~-
53 08 54 35 -- --
54 10 53 42 -- ~-
54 13 53 38 51 38
47 O4 42 48 -- ~-
48 10 53 45 51 43
-- 16 46 28 51 36
55 13 50 36 -- --
46 05 41 31 -- ~-
-- O9 44 33 -- --
56 10 47 26 43 31
-- 12 43 20 42 24
48 05 56 39 53 35
50 18 43 32 42 4O
45 21 54 38 -- ~-
63 11 52 40 -- --
52 13 49 29 -- ~-
61 05 54 40 -- ~-
47 O7 54 42 52 38
53 13 45 -- 49 43
-— 08 53 41 -- ——
42 10 24 48 43 33
51 O9 53 36 -- -—
51 14 53 42 46 45
40 -- 38 32 51 44
-- 07 39 34 39 29
59 05 59 36 -- ~-
-- 11 46 -- 42 36
55 20 24 22 45 21
52 O9 41 40 51 25
59 04 57 4O -- --
-- 11 47 -- -- --
46 21 45 -- -- --
.. .. 46 .. .. -—
-- 05 -- 46 43 29
53 05 36 29 45 38
59 02 48 38 -- ~-
50 O3 58 -- -- --
50 O7 50 -- —- ~-
57 05 39 33 52 38
56 17 47 20 -- --
61 O4 55 34 45 42
66 17 56 40 -— ——
49 -- 27 -- 36 25

SUB

91
92
93
94
95
96
97
98
99
100
101
102
103
104

16

74
73
50
35
46
46
63
46
48
68
4O
59
74
70

 

 

 

 

17 18 19 20 21 22 23 47 48
-- -- -— —- 03 50 -- -- --
75 3O 14 48 08 45 28 36 28
-- -- -— —- 05 43 31 -- --
50 45 14 64 18 -- 16 44 37
55 32 -- -- 16 42 -- 39 19
98 38 17 51 13 47 29 45 31
102 31 13 47 18 46 38 -- ~-
76 22 20 42 13 41 -- -- --
36 49 17 54 O6 39 -- -- ~-
82 46 25 50 O7 49 -- -- --
73 46 14 48 04 43 -— -- --
68 29 -- -- 19 36 -- -- ~-
88 30 17 46 16 52 32 -- --
9O 49 -- -— 10 50 44 -— -—

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