ANTECEDENTS AND CONSEQUENCES OF COMPASSIONATE

MANAGEMENT: A CASE STUDY OF ALLIED BANK PESHAWAR

CITY

BY

MUHAMMAD IMAD KHAN

DEPARTMENT OF MANAGEMENT SCIENCES

CITY UNIVERSITY OF SCIENCE & INFORMATION TECHNOLOGY
PESHAWAR, SESSION [2011-14]
 Antecedents and consequences of Compassionate
Management: A case study of Allied Bank Peshawar city

By

Muhammad Imad Khan

(5070)

A Thesis Submitted to City University of Science & Information Technology,

Peshawar in Partial Fulfillment of the Requirements for the Degree of

MBA (3.5)

DEPARTMENT OF MANAGEMENT SCIENCES

CITY UNIVERSITY OF SCIENCE & INFORMATION TECHNOLOGY, PESHAWAR.
SESSION [2011-14]

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 Certificate of Approval

I certify that I have read “Antecedents and Consequences of Compassionate

Management: A case study of Allied Bank Peshawar City” by Muhammad Imad Khan
and that in my opinion this work meets the criteria for approving research submitted in
partial fulfillment of the requirements for the degree of Master of Business
Administration (3.5) at the City University of Science& Information Technology,
Peshawar.

Mr. Saqib Shahzad

(Supervisor)

Prof.Dr. Jehanzeb

(Head of the Department)

iii
 Declaration

I, hereby declare that the research submitted to Department of Management Sciences

at City University of Science and IT by me, Muhammad Imad Khan is my original work. I
am aware of the fact that in case my work is found to be plagiarized or not genuine, City
University has the full authority to cancel my research work and I am liable to penal
action.

Muhammad Imad Khan

iv
 Dedication

This research is dedicated to My Parents Teachers and family for their patience &
encouragement.

v
 Abstract

The purpose of the study was to study the Antecedents and consequences of
compassionate management. The population of the study were employees of Allied
bank in Peshawar city.300 questioners were distributed 250 were received back forming
of response rate of 83%.300 questioners were distributed using simple random
sampling technique. The result of the study showed that compassionate management
has significant impact on Employees’ Effectiveness, Employees’ Happiness and
Employees’ commitment. The facets like Employee Engagement, Job Satisfaction,
Supervisor’s Behavior, Cooled Minded Person, Pressure Handler, Compassionate
Time, Freedom of Expression; Effective Communication were found to have significant
impact on Employees Effectiveness, Employees happiness and Employees
commitment.

Key words: Employee Engagement, Job Satisfaction, Supervisor’s Behavior, Cooled

Minded Person, Pressure Handler, Compassionate Time, Freedom of Expression,
Effective Communication Employees Effectiveness, Employees happiness and
Employees commitment.

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 Acknowledgement

First of all I would like to thank Almighty ALLAH the most merciful and the most
beneficent, who enabled and give guidance to me in completing this mammoth task. I
would also like to acknowledge and say a lot of thanks to my respected supervisor
Mr.Saqib Shahzad for extending his help, scholarly advice, support, useful comments,
continuous encouragement, kind supervision and timely checking of my manuscript
throughout the course of study. I think without his guidance and sincere efforts, I would
not have been able to shape my study in this form.

Furthermore, I would like to extend my gratitude to all those individuals who helped me
in completing my task specially my good friends. At the end I would not forget to thank
my loving parents who supported and encouraged me throughout my educational
career.

vii
 Table of Contents

CHAPTER 1: INTRODUCTION........................................................................................1

1.1: ResearchQuestions:................................................................................................4

1.2: Research Objective..................................................................................................4

CHAPTER 2: LITERATURE REVIEW..............................................................................5

2.1: Hypotheses:............................................................................................................11

CHAPTER 3: RESEARCH METHODOLOGY................................................................13

3.1: Source of data:.......................................................................................................13

3.2: Population...............................................................................................................13

3.3: Research design.....................................................................................................13

3.4: Sample size.............................................................................................................13

3.5: Sample Technique..................................................................................................13

3.6: Statistical tools.......................................................................................................14

CHAPTER 4: ANALYSIS AND FINDINGS.....................................................................17

CHAPTER 5: DISCUSSION AND CONCLUSION.........................................................29

5.1: Discussion..............................................................................................................29

5.5: Conclusion..............................................................................................................30

5.6: Recommendations.................................................................................................31

REFRENCES...................................................................................................................32

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QUESTIONNAIRE...........................................................................................................34

List of Tables

Table 4.1: Reliability Statistic.......................................................................................17

Table 4.2: Correlations.................................................................................................19

Table: 4.3: Coefficients................................................................................................ 20

Table: 4.4: Coefficients................................................................................................ 23

Table: 4.5: Coefficients................................................................................................ 25

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 List of Figures

2.2: ConceptualFrame work .........................................................................................12

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 CHAPTER 1: INTRODUCTION

In all over the world in different organizations and different trends are thinking on to
bringing kindness in their work. And a huge number of businesses are changing their
organization culture for bringing kindness in their work place. The question comes that
how kindness brings in organizations so for this there are many international institutes
who give trainings in the organizations conducting meetings, conferences different
seminars. The responsiveness is coming in the modern age about the kindness in the
organizations.

While many scholars have given the value to the kindness for bringing it in the
organizations such as a well-known scholars peter senge, Fred kofman, Jane Dutton
and some others also gives their views about compassionate management. These are
the first scholars who say and also teach that how are the good manager in the
organization.

There are a lot of bad, untrained, unskilled managers sitting on the top level of the
organization who didn’t know how to run the organization in a good way. They didn’t
know that why they are losing skilled employs from their organizations. From a big huge
study it comes that nice and good employs always do better work and do their work at
the last. And those employs who compassionate in their work with others so they have
some boundaries they avoided threats from others and as well as from bad managers.

Those managers who compassionate in their work so they are loyal to their work and
they didn’t goes personally to others and absorbs the pain of the organization if
something happened

LinkedIn president Jeff Weiner told in the conference at wisdom 2.0 that he is
researching on special task to “increase the whole world mutual knowledge and
sympathy, “so he had done it in his corporation by itself on kindness management as a
main task. Weiner says that in his organization there was coworker who was openly
critically pointing someone in his team and he realizes that the mistake had been made

1
by him. Weiner took his partner separately from the people and tell him that he is
pointing critically his employ in front of the peoples. Then he says that go and does in
front of the mirror then he will realize how bad it that he is implementing his rules and
regulation by force is.

Weiner noted that sympathy in management spends a lot of time it didn’t come in
managers by natural it is so difficult to understand that how many stress are with
him/her, how many work load is with them and what kind of stress is with them in the
stress environment.

We see the carpenter that he works very carefully and so kindly when he cuts the wood.
So like this we should take more time with employee kindly to reduce his tension. When
we bring compassionate in our work so we will see a great output from the employee as
well as in our productivity.

By many researches the result comes that bringing compassionate in working will give
you a maximum output from employee behavior and as well as in the organization
productivity and profit as. Marcus Buckingham’s a well-known scholar he says that
employ engagement in organization creates problems and effects on organizational
goals productivity as well. Many others also commented that bringing kindness in
organizations is very effective for those corporations.

In a call center there are many employees working there and after a mint they are
receiving calls from different peoples in which majorities are adults which have bad
manners in them so by these employees also get bore and in call center there are a
stress environment.

So the CEO of that corporation start a program a “DREAM ON” by this new idea clients
express their dreams to call receiver in call center didn’t shows his views to him
because he is so stress by the CEO but when the CEO bring kindness in the
management so he saws that the turn over reduces from 97% to 33% within six months

2
Bringing compassionate in the work shows that the employs will be healthy and they
will be so loyal to their work .The more compassionate brings in work and incorporation
the more output will come and more will be feels better

According to Dr Samantha Collins, CEO and founder of Aspire now days in

organizations employees always use kindness in words .Compassionate management
is a loom that goes easily to the next level. It’s so difficult to walk others shows and to
understand his/her emotions what stress he/she is taking in his/her work place in
organization. According to Dr Samantha Collins she says that those leaders who follow
the words of compassionate management so in future they will see their organization in
a better position.

By Emma Seppala that in many organizations many managers always mistakes that if
we put stress on their employees so by this they will increase the presentation of their
organization. By doing this only the only stress is increase nothing else. But the
research has shown that when we put a lot of stress in work place on employs so twice
employers and employees cost will increase. As we knows that bringing stress on some
ones can badly effects on his/her health as well.

So in many organizations They gives incentives to their employs like health incentives
so bringing stress on employees the health turnover of organization is also affected.
Research also shows that whenever a big organization bring stress on employs so there
turnover is also affected and high but on the other hand a small organization that gives
incentives to their employs and also gives a friendly environment in their work place so
there turnover is so good. And if in such organization when the managers gives a stress
in work place so many employs have leave that organizations.

There is also a new ground of research is telling that when an organizations help in the
principles of kindness to a cretin extent of stress society, then they can see their
turnover, profit of their organizations as well as can see the improvement in there
employs managements also. This can also show the positive relationship on health of
the employees. As we know that many deceases came from stress such as heart
attacks, blood pressures etc. so by research it comes that if we gives a stress

3
environment to our employees so they become a blood pressure patient and by this
there immune system become low.

According to Bronwyn Fryer there are the rising facts that compassionate is entering in
the managements of organizations. And have giving a good output for both employees
and employer. The HBR.org causative editor shows in a big post, that compassionate
management in not a new concept it comes by many years research and many
conferences have been taken on it.

1.1: ResearchQuestions:

What are the factors that contribute to the compassionate management?

1: Does factors of compassionate management effect employee happiness?

2: Does factors of compassionate management effect employee effectiveness?

3: what is the effect of factors of compassionate management on employee

commitment?

1.2: Research Objective:

 To identify the factors of compassionate management.

 To study the effect of factors of compassionate management on employee
effectiveness.
 To examine the effect of factors of compassionate management on employee
happiness.

 To explore the effect of factors of compassionate management on employee

commitment.

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 CHAPTER 2: LITERATURE REVIEW

In line with Khanlub, Rashid, sarkar, Hirosawa, Outavong and Sakamoto (2013) minimal
earnings brings about large task discontentment and vice versa. In line with Ahmad and
Yekta (2010) Esteem path effectiveness seemed to be determining to have significant
influence with equally essential and extrinsic task fulfillment. In line with Kaplan and
Cycles there were a confident and significant partnership among resiliency,
expectations and task fulfillment. In line with Ghorbanian, KarimBahadori, and Nejati
there exists a good regards among transformational authority and task fulfillment. In line
with Mahmul (2011).

Numerous sooner parts display in which thought command behavior is usually really
linked to member of staff employment pleasure whilst adverse partnership report
regarding initiating structure command behavior. Amusingly parts display equally
consideration in addition to starting building command behavior usually are really linked
to employment pleasure (Bartolo & Furlonger, adding structure command model is
usually additional probable in order to deliver far better motivation in addition to
employment pleasure with Oriental organizations, in contrast to with American
circumstance thought command model would certainly provide even bigger employment
pleasure. Can be defined as employees’ pleasure amount concerning his or her work
along with function predicament (Gohel, 2012: 36).

Work pleasure amount is related to employees’ expectation concerning task itself. As a

result, in the event employees’ pleasure as to task expectation is furnished, it truly is
possible which it may well raise employees’ a higher level task pleasure (Yang, 2010:
211). Work pleasure can be defined as the affective scenario caused by assessment
connected with individual’s individual function skills (Al Jenaibi, 2010: 60) or the
attitudinal experiencing which folks evaluate his or her task pleasure as concerning
preceding activity along with existing imitations (Ko, 2012: 1005).

Different common things check out in presented reviews. These kind of may be ordered
the following (Islametin. 2012) Work pleasure is often a personalized affective impulse

5
which is correlated to be able to employees’ imitations involved you his or her work. As
a result, this isn’t seen, but it is usually perceived above people functionality. Career
satisfaction might be specific for the reason that degree to which in turn results meets
anticipations. Career satisfaction occurs in which staff members try out to find the
advantages that they trust or maybe meet or exceed their particular positive results.

Career satisfaction consists of very much attitudinal products connected with one
another. These kinds of stuffs are usually strongly related work themselves, salary, job
appliances, supervision type, equals, etc. Individual in addition to structural factors are
usually identifying houses throughout projects associated with work satisfaction (Cetin
in addition to Basım, 2011: 84). structural factors are usually planes seeing that work
scenario, salary, financial advantages, affiliation together with coworkers, way of
administration, work construction, job options, work-life harmony, function vagueness;
on the other hand, independent factors incorporates grow older, girl or boy, education
and learning, fineness, identity conducts, concepts, morals, in addition to primary
understanding (Rayton, 2006: 144-146).

Career satisfaction might be measured with regards to satisfaction together with pay
out, campaign, workfellows, and supervision in addition to work or maybe an overall
rating associated with satisfaction. An overall sum is often used with all the
respondents’ general conception associated with how fulfilled these are making use of
their work (Mulkietal. 2006: 20).

According to (Yakkaldevi, Filho, and Patrascu in addition to Perera (2014) Runners got
considerably large work satisfaction than the Non-Sportsmen. In accordance with
Ahmad in addition to Aldakhil (2012) that you will find there's positive romantic
relationship concerning worker engagement in addition to connection. In accordance
with Muthuveloo, Khalil, Basbous, Ping in addition to prolonged (2013) that there is a
tremendous romantic relationship concerning hire engagement in addition to
connection. Motivation associated with worker in addition to employed associated with
staff members could be a good affect on corporation in addition to cause has greater
satisfaction degree. In accordance with AbuKhalifeh in addition to MatSom (2013) that

6
there is significant romantic relationship between your worker engagement in addition to
worker development.

Employment pleasure can be specified for the reason that levels for you to which
usually results fulfill targets. Employment pleasure occurs through which employees try
out to find the incentives them to believe in or perhaps exceed their particular
achievements. Employment pleasure includes much attitudinal stuff associated
collectively. These kinds of things usually are strongly related employment themselves,
pay, occupation appliances, operations design, compatible, etcetera.

Sole in addition to structural factors usually are denoting constructions within projects
connected with employment pleasure (Cetin in addition to Basım, 2011: 84). structural
factors usually are air carriers as do the job circumstance, pay, personal incentives,
organization together with coworkers, sort of management, employment design,
occupation chances, work-life harmony, position vagueness; alternatively, distinct
factors involves get older, sexuality, education, superiority, figure conduct, ideas,
morals, in addition to center understanding (Rayton, 2006: 144-146). Employment
pleasure can be assessed regarding pleasure together with fork out, marketing,
workfellows, and operations in addition to do the job or perhaps an overall score
connected with pleasure. A standard total is generally consumed while using the
respondents’ overall understanding connected with the way pleased they're using their
employment (Mulkietal. 2006: 20).

According for you to (Yakkaldevi, Filho, and Patrascu in addition to Perera (2014)
Athletes received drastically excessive employment pleasure versus Non-Sportsmen. In
line with Ahmad in addition to Aldakhil (2012) that there is a optimistic romantic
relationship in between personnel diamond in addition to connection. In line with
Muthuveloo, Khalil, Basbous, Ping in addition to long (2013) there is an important
romantic relationship in between utilize diamond in addition to connection. Enthusiasm
connected with personnel in addition to operating connected with employees can be
quite a beneficial effect on business in addition to lead to haya higher pleasure levels. In

7
line with AbuKhalifeh in addition to MatSom (2013) there is important romantic
relationship between personnel diamond in addition to personnel growth

By the study of Markos and Sridevi (2010) that employee engagement is a strongly
and highly impact on organizations performance. According to Ariani (2013) that
there is a positive relationship between employee engagement and organizational
citizenship behavior and a negative relationship between employee engagement and
counterproductive work behavior. By the study of Mangundjaya (2012) that
employee engaging and employee committing can give a higher result on
performance and as well as on the job satisfaction. And there is also a positive
relation between organizational commitments.

According to Rothmann and RothmannJr (2010) that there all the job resources have
a positive relation between employee engagement. According to Ram and
Prabhakar (2011) there is a positively relation between employee engagement and
perceived organizational support. According to Kocogula, Gurkan and Aktas (2014)
that there is a limited relation between leader member exchange and job
satisfaction. According to Ram and Gantasala (2011) investigated the experiences
and significances of worker Engagement in Jordanian Industry.

According to Bhatla (2011) absorbed on the basic for such employees .And how
their company can expand the growth and work efficacy of the business as a
whole .Also motivated on the tasks played by the HR directors to expand worker
Commitment for asociety’sbeing.

By study of Shashi (2011) secure the position of employee communication on the

victory of organization. She opens that business must gather the status of
employees, as the greatest full donor to an organizations valuable place. According
to Bijaya, Kumar and Sundaray (2011) absorbed on many issues which can lead to
employee engagement and what should organization do to make workers engage?
Good attention on meeting plans will raise the business values in terms of a high
productivity, and employee satisfaction.

8
In line with Jadhav (2013) there exists significant along with constructive url begin in n
along with Mental Well-being of pleasure of professors in agencies. In line with
Meenatchii along with Benjamin (2014) there is a positive romantic relationship between
career pleasure along with professional function relating to the geniuses at educational
institutions of education and learning also it boosts their own education and learning
ability.

In line with Kasemsap (2013) there is a positive side effect upon organizational behavior
citizenship behavior. In line with Yücel (2012) the final results ensures that career
pleasure is usually probably the most previous of structural expression along with
turnover goal along with declare that large amounts of career pleasure results in larger
dedication along with reduced turnover goal and so career pleasure confidently.

In line with Griffeth, Homand as well as Gaertner (2000) goal to abandon, job pleasure,
as well as admin Treatment had been exposed to end up being outlook involving
employee cash flow. In line with Vasiliki as well as Efthymios (2013) the learning
confirmed accountable rankings involving job pleasure between members. Age group
had been create to become really the only market varied to influence knowingly on job
pleasure, although a few facets of job pleasure, just one middle (nature involving work)
as well as a couple extrinsic (supervision) as well as (co-workers) indicate high results
involving job pleasure.

In line with Jayasuriya (2012) there was key modify in the quality of job pleasure
through age group as well as many years inside job. Better levels of full job pleasure as
well as simple pleasure had been observed in the medical staff utilized by Cathedral
providers linked to authorities’ providers.

In line with Miharty (2013) in which organizational traditions as well as job pleasure
involving workers is an adequate amount, as well as there is a good influence involving
organizational traditions on employees’ job pleasure. The higher quality the actual
organizational traditions the larger the actual employees’ job pleasure. The outcomes
with this examine display in which employees’ job pleasure could be increased via
organizational traditions that is certainly favorable.

9
In line with Saks (2006) there exists purpose that is expected member of staff diamond
to become related to individuals’ thought patterns (i. at the. job satisfaction), goals, as
well as conduct. In line with Nelson as well as fast (2006) Work pleasure is often a good
sensation in regards to the job that benefit through assessing the job features. Work
pleasure is often a good psychological record caused by one’s recognition to an
individual's job or maybe job practical knowledge. In line with McShane as well as
Glinow (2008) Work pleasure can be an examination involving job features, work
environment as well as psychological practical knowledge in the workplace. In line with
Griffin as well as Pustay (2007) Work pleasure or maybe job dissatisfaction can be a
mindset in which describes the quality of an individual's pleasure to perfect his or her
function.

As outlined by Babu and Ramesh (2013) The actual individuals were being generate
together with high level of career full satisfaction, quality of work lifestyle in “participative
management” and “seniority and advantage in promotion” and in case of medium a
higher level career full satisfaction indicate ranking ideals are substantial intended for
“participative management”, “satisfactory working setting, and with regards to lower a
higher level career full satisfaction, substantial indicate ranking ideals are noticed for
“Recognition” and “alternative time-table.

As outlined by Rose and Wright (2005) deal that CSRs’ look at of interconnection and
communicate around work structured configurations Matters has a substantial affect on
career full satisfaction. People who perceived these were adequately consulted, well
informed of modifications and associated with conclusion generating (on everyday
matters) exhibited fewer stress and anxiety, tension and improved upon. Morale as a
result improving ailments of works bringing about career full satisfaction.

10
2.1: Hypotheses:

H1::There is significant impact of compassionate management on Employee’s

effectiveness.

H2: There is significant impact of compassionate management on Employee

Happiness.

H3: There is significant impact of compassionate management on Employee

commitment.

H4: There is significant impact of factors of compassionate management on Employee

effectiveness.

H5: There is significant impact of factors of compassionate management on Employee

Happiness.

H6: There is significant impact of factors of compassionate management on Employee

commitment.

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 2.2: ConceptualFrame Work

Compassionate
management

Employee

Employee Effectiveness

Engagement

Job
Satisfaction

Supervisor’s
Behavior Employee
Happiness

Cooled Minded
Person

Pressure
Handler

Compassionate
Time
Employee
Commitment

Freedom

Of Expression

Effective
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Communication
 CHAPTER 3: RESEARCH METHODOLOGY

3.1: Source of data:

Primary data will be collected with the help of a self-administrated questionnaire.

3.2: Population

The population of this study includes the employees of target Peshawar city region.
Trainee officers or above all are including in the population. The total branches in
Peshawar city are 40.In Hayatabad branch there are 28 employees some branches
have 13 employees. While some branches have less then 10 employees. So on the
average there are 11 employees.

3.3: Research design

According to the Saunders et al (2007) “in the part on research design author were
explaining where he intends to carry out the research. It’s also given an overall view of
the method chosen and the reason of the choice”. Researcher has taken deductive
approach for its research because the researcher is sending postal questionnaire to get
a survey result from that.

3.4: Sample Size

The sample size of this study is collected of (300) (n=300) employees working in there
different branches.

3.5: Sample Technique

300 hundred employees were selected by sample random simple technique.

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3.6: Statistical Tools

Reliability Analysis
Basically when the questionnaire is finalized for the data collection from the
respondents whine doing primary data research, over there finding out reliability of the
different items of the concerned variables used is very much critical. Reliability means to
find about the internal consistency between or among the number of items for
measuring the respective variable. The range of reliability is from 0 – 1. It is
recommended by the scholars that the value of reliability of 0.7 or above is acceptable
as it is represented /denoted by Cronbach’s alpha while less than 0.7 value of
Cronbach’s alpha is not recommended to be used in analysis for expressing reliability. If
the value of Cronbach’s alpha is equal to or greater than 0.7 then it can be concluded
that the researcher or author can put trust on that questionnaire or instrument. It also
shows that the items for the respective variable are actually measuring the same
variables these items are specifically concerned with that variable. Remember that the
reliability value can never be in negative, if so is the case then it signals that there is
some problem in the items of the measuring instrument. One thing we all need to
remember that we do not conduct reliability analysis for the whole instrument or
questionnaire instead we find out reliability for separate variables that are mentioned in
our measuring instrument. If the value of cronbach’s alpha is less than 0.7 then we go
for another analysis which is called factor analysis. Factor Analysis is actually a data
reduction technique. Where we go for checking that whether the items are properly
loaded against their respective variables or not. (Visit this site for step by step guide in
spss.
Regression
Regression is used to find out the impact of independent variables on the dependent
variable. In other it can be said that the aim is to find out the contribution of independent
variables played in explaining the dependent variable. In the outcome we get table of
model summary. In model summary R is used for correlation between or among the
variables included in the model. The range of correlation is from -1 to +1. R square is

14
used to check for the variance explained by independent variable in the dependent
variable. The range of R square is from 0-1. It also shows the contribution of
independent variables in explaining the dependent variable. R square change has the
same interpretation as of R square. F statistics shows the statistical significance of the
model. The tabulated value of F Statistics at 5% significance level (P-value) is 3.78. (i)if
the calculated value of F statistics is greater than tabulated value with P≤.05, then the
model is statistically significant. (ii) If the calculated value of F statistics is less than
tabulated value with P>.05, then the model is statistically insignificant. So in short there
is inverse relationship between the value of F Statistics and p-value. Second table that
we get in the output is the coefficients table. In the coefficient table we check the value
of β (Beta). Beta value shows the rate of change in the dependent variable due to one
unit change in the independent variable. The – or + sign indicates only the impact or
direction of the change whether positive or negative. The second column that we check
in the coefficient table is the t-value/statistics along with the p-value. The tabulated
value of t-statistics at 5% (.05) significance level is ±1.96. (i). If the calculated value of t-
statistics is greater than tabulated value with P≤.05, then accept hypothesis. (ii) If the
calculated value of t-statistics is less than tabulated value with P>.05, then reject
hypothesis. Remember that while running the analysis in SPSS we canter more than
one independent variables in the variable column, while we can only enter one
dependent variable in the dependent variable cell. So if we have more than one
dependent variables then we have to rune regression analysis for each dependent
variable, but again it does not apply to more than one independent variable as we can
enter more than independent variable at a time.
Correlation
Correlation is used to find out the strength of association between any two variables.
The range of correlation is from -1 to +1. The + sign shows that direction of the strength
association is same i.e. both the variables move in the same direction like if one
variable increases so the other variable also increases and vice versa. The – sign
shows the movement of variables in opposite direction. Like if value of one variable
increases then the value of other variable decreases. Correlation is denoted by r (small
r). From the table of correlation the values of any two variables can be checked

15
irrespective of the composite association as we do in the model summary that is
actually denoted by R.
Cross tabulation
Crosstab, or Cross Tabulation, is a process or function that combines and/or
summarizes data from one or more sources into a concise format for analysis or
reporting. Crosstabs display the joint distribution of two or more variables and they are
usually represented in the form of a contingency table in a matrix. A Crosstab should
never be mistaken for frequency distribution because the latter provides distribution of
one variable only. A Cross Table has each cell showing the number of respondents
which gives a particular combination of replies.

16
 CHAPTER 4: ANALYSIS AND FINDINGS

TABLE 4.1: RELIABILITY STATISTIC

S.N Variable Cronbach's No of

Alpha items

1 Job Satisfaction 0.574 5

2 Employee engagement 0.7 5

3 Supervisor behavior 0.765 5

4 Effective communication 0.201 4

5 Pressure handler 0.748 5

6 Employees effectiveness 0.509 5

7 Employees happiness 0.746 5

8 Employees commitment 0.735 5

9 Cooled minded person 0.812 4

10 Compassionate time 0.772 4

11 Freedom of expression 0.247 3

In the above table the variable job satisfaction have five items and the cronbach's alpha
value is .574 which indicates that the value is highly consistent. It also indicates that the
items are really measuring the job satisfaction. In the above table the variable employee

17
engagement have five items and the cronbach's alpha value is 0.7 which indicates that
the value is highly consistent. It also indicates that the items are really measuring the
employee engagement. In the above table the variable supervisor behavior have five
items and the cronbach's alpha value is 0.765 which indicates that the value is highly
consistent. It also indicates that the items are really measuring the supervisor behavior.
In the above table the variable effective communication have four items and the
cronbach's alpha value is 0.201 which indicates that the value is not highly consistent. It
also indicates that the items are not really measuring the effective communication. In
the above table the variable pressure handler have five items and the cronbach's alpha
value is 0.748 which indicates that the value is highly consistent. It also indicates that
the items are really measuring the pressure handler. In the above table the variable
Employees effectiveness have five items and the cronbach's alpha value is 0.509 which
indicates that the value is highly consistent.

It also indicates that the items are really measuring the Employees effectiveness. In the
above table the variable Employees happiness have five items and the cronbach's
alpha value is 0.746 which indicates that the value is highly consistent. It also indicates
that the items are really measuring the Employees happiness. In the above table the
variable employee's commitment have five items and the cronbach's alpha value is
0.735which indicates that the value is highly consistent. It also indicates that the items
are really measuring the employee’s commitment. In the above table the variable
Cooled minded person have four items and the cronbach's alpha value is 0.812which
indicates that the value is highly consistent.

It also indicates that the items are really measuring the cooled minded person. In the
above table the variable compassionate time have four items and the cronbach's alpha
value is 0.772 which indicates that the value is highly consistent. It also indicates that
the items are really measuring the compassionate time. In the above table the variable
freedom of expression have three items and the cronbach's alpha value is 0.247which
indicates that the value is highly consistent. It also indicates that the items are not really
measuring the freedom of expression.

18
TABLE 4.2: CORRELATIONS

Correlations
  C.M E.C E.H E.E
     
Compassionate   1
Management
         
           
  .462 **
1    
Employees
Communication          
         
           
  .502 **
.378 **
1  
Employees Happiness          
         
           
** ** **
  .377 .209 .269 1
Employees Effectiveness          
         
**. Correlation is significant at the 0.01 level (2-tailed).

In the above table of correlation it is evident that the correlational value of

compassionate management with Employees communication, Employees happiness
and Employees Effectiveness is .462, .502 and .377 represents that all the relationships
are positives. The correlational value of the Employees communication with the
Employees happiness and Employees Effectiveness is .377 and .209 all these values
represent all the relationships are positive. The correlational value of
theEmployeeshappiness with Employees Effectiveness is .269 and this value represent
that it has a positive relationship with each other.

19
TABLE: 4.3: COEFFICIENTS

Model Summary
Mode R R Adjusted R Std. Error of
l Square Square the Estimate
a
1 .464 .215 .189 .62247
a. Predictors: (Constant), Freedom_Of_Expression,
Job Satisfaction, Employees Communication,
employee engagement, Pressure handler,
Cool_Minded_Person, Employees happiness,
supervisor behavior

In the above table it is revealed that R represents the correlation among variables in the
model. The value of R is .464which displays that there is 46.6% relationship of the
values of the model of each other. The R square explained the variance explains by
independent variable in the dependent variable. The value of R square is .215 which
shows that 21.5% of the variance is explained by Freedom of Expression, Job
Satisfaction, Employees Communication, employee engagement, Pressure handler,
Cool Minded Person, Employees happiness, supervisor behavior in the employee's
effectiveness.

ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regressio
25.217 8 3.152 8.135 .000b
n
1
Residual 91.829 237 .387
Total 117.047 245
a. Dependent Variable: Employees Effectiveness
b. Predictors: (Constant), Freedom Of Expression, Job Satisfaction,
Employees Communication, employee engagement, Pressure handler,
Cool Minded Person, Employees happiness, supervisor behavior

20
In the above table the F value shows us regarding the statistical significance of the
model. The value of F = 8.135 P=.000shows that over all model is statistical significant.

Coefficients

Standardi
zed
Unstandardized Coefficie
Coefficients nts

Std.
Model B Error Beta t Sig.

1 (Constant) .836 .456   1.833 .068

Job Satisfaction .086 .083 .064 1.046 .297

Employees .007 .088 .006 .082 .935

Engagement

Supervisor Behavior .259 .082 .224 3.160 .002

Pressure Handler .269 .081 .219 3.330 .001

Employees .044 .075 .040 .584 .560

Communication

Cool Minded Person .006 .069 .005 .081 .936

Freedom Of .115 .069 .103 1.674 .095

Expression

a. Dependent Variable: Employees_Effectivness

The above table value shows the β value of the variable. β value shows the change in
the dependent variable because of independent variable. The β value of Job satisfaction
is .086 which means that one unit increase in job satisfaction causes 8.6% increase in

21
employee’s effeteness.The β value of Employees Engagement .007 which means that
one unit increase in Employees Engagement causes 0.7% increase in employee's
effeteness. The β value of Supervisor Behavior is .259 which means that one unit
increase in Supervisor Behavior cause 25.9% increase in employee’s effeteness. The β
value of Pressure Handler is .269which means that one unit increase in Pressure
Handler cause 26.9% increase in employee’s effeteness. The β value of Employees
Communication is .044 which means that one unit increase in Employees
Communication cause4.4% increase in employee’s effeteness. The β value of Cool
Minded Person is .006which means that one unit increase in Cool Minded Person cause
0.6% increase in employee’s effeteness. The β value of Freedom of Expression is .
115which means that one unit increase in Freedom of Expression cause11.5% increase
in employee’s effeteness (in the dependent variable because of the independent
variable. The value of t at 5% is 1.046 P= .297(P>.05) means that job satisfaction has
insignificant impact on employees effectiveness. The value of t at 5% is .082P= .935
(P>.05) means that Employees Engagement has insignificant impact on employees
effectiveness. The value of t at 5% is 3.160 P= .002 (P<.05) means that Supervisor
Behavior has significant impact on employees effectiveness. The value of t at 5% is.
3.330 P= .001 (P<.05) means that Pressure Handler has significant impact on
employees effectiveness. The value of t at 5% is. 584 P= .560 (P>.05) means that
Employees Communication has insignificant impact on employees effectiveness. The
value of t at 5% is. .081 P= .936 (P>.05) means that Cool Minded Person has
insignificant impact on employees effectiveness. The value of t at 5% is. 1.674 P= .095
(P>.05) means that Freedom of Expression has insignificant impact on employees
effectiveness.

22
TABLE: 4.4: COEFFICIENTS

Model Summary
Mode R R Adjusted R Std. Error of
l Square Square the Estimate
a
1 .555 .308 .288 .49514
a. Predictors: (Constant), Freedom Of Expression,
Job Satisfaction, Employees Communication,
employee engagement, Pressure handler, Cool
Minded Person, supervisor behavior

In the above table it is revealed that R represents the correlation among variables in the
model. The value of R is .555 which displays that there is 55.5% relationship of the
values of the model of each other. The R square explained the variance explains by
independent variable in the dependent variable. The value of R square is .308 which
shows that 30.8% of the variance is explained by Freedom of Expression, Job
Satisfaction, Employees Communication, employee engagement, Pressure handler,
Cool Minded Person, Employees happiness, supervisor behavior in the employee's
happiness.
ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regressio
25.958 7 3.708 15.126 .000b
n
1
Residual 58.349 238 .245
Total 84.307 245
a. Dependent Variable: Employees happiness
b. Predictors: (Constant), Freedom Of Expression, Job Satisfaction,
Employees Communication, employee engagement, Pressure handler,
Cool Minded Person, supervisor behavior

In the above table the F value shows us regarding the statistical significance of the
model. The value of F = 15.126 P=.000 shows that over all model is statistical
significant.

23
 Coefficients

Standar
dized
Unstandardized Coefficie
Coefficients nts

Std.
Model B Error Beta t Sig.

1 (Constant) .630 .360   1.748 .082

Job Satisfaction .005 .065 .004 .070 .944

Employees engagement .282 .070 .254 4.036 .000

supervisor behavior -.023 .065 -.024 -.358 .721

Pressure handler .056 .064 .054 .876 .382

Employees Communication .177 .059 .188 2.988 .003

Cool Minded Person .222 .055 .251 4.045 .000

Freedom Of Expression .115 .054 .122 2.125 .035

a. Dependent Variable: Employees happiness

The above table value shows the β value of the variable. β value shows the change in
the dependent variable because of independent variable. The β value of Job satisfaction
is .005 which means that one unit increase in job satisfaction cause 0.5% increase in
Employees happiness. The β value of Employees Engagement is .282 which means
that one unit increase in Employees Engagement cause 28.2% increase in Employees
happiness Employees happiness. The β value of Supervisor Behavior is .023 which
means that one unit increase in Supervisor Behavior cause 2.3% increase in
Employees happiness. The β value of Pressure Handler is .056 which means that one
unit increase in Pressure Handlercause 5.6% increase in Employees happiness. The β
value of Employees Communication is .177 which means that one unit increase in
Employees Communication cause 17.7% increase in Employees happiness. The β

24
value of Cool Minded Person is .222 which means that one unit increase in Cool Minded
Person cause 22.2% increase in Employees happiness. The β value of Freedom of
Expression is .115which means that one unit increase in Freedom of Expression
cause11.5% increase in Employees happiness in the dependent variable because of
the independent variable. The value of t at 5% is .070 P= .944 (P>.05) means that job
satisfaction has insignificant impact on Employees happiness. The value of t at 5% is
4.035 P= .000 (P<.05) means that Employees Engagement has significant impact on
Employees happiness. The value of t at 5% is .358 P= .721 (P>.05) means that
Supervisor Behavior has insignificant impact on Employees happiness. The value of t at
5% is. .876 P= .382 (P>.05) means that Pressure Handler has insignificant impact on
Employees happiness. The value of t at 5% is 2.988P= .003 (P<.05) means that
Employees Communication has significant impact on Employees happiness. The value
of t at 5% is. 4.045 P= .000 (P<.05) means that Cool Minded Person has significant
impact on employees happiness. The value of t at 5% is. 2.125 P= .035 (P>.05) means
that freedom of expression has insignificant impact on employees happiness.

TABLE: 4.5: COEFFICIENTS

Model Summary
Mode R R Adjusted R Std. Error of
l Square Square the Estimate
a
1 .575 .331 .311 .56387
a. Predictors: (Constant), Freedom Of Expression,
Job Satisfaction, Employees Communication,
employee engagement, Pressure handler, Cool
Minded Person, supervisor behavior

25
In the above table it is revealed that R represents the correlation among variables in the
model. The value of R is .575 which displays that there is 57.5% relationship of the
values of the model of each other. The R square explained the variance explains by
independent variable in the dependent variable. The value of R square is .331 which
shows that 33.1% of the variance is explained by Freedom of Expression, Job
Satisfaction, Employees Communication, employee engagement, Pressure handler,
Cool Minded Person, Employees happiness, supervisor behavior in the employee's
commitment

ANOVAa

Model Sum of df Mean F Sig.

Squares Square

Regressio
37.413 7 5.345 16.810 .000b
n

1 Residual 75.672 238 .318

Total 113.085 245

a. Dependent Variable: Employees Commitment

b. Predictors: (Constant), Freedom_Of_Expression, Job Satisfaction,

Employees Communication, employe_engagemet, Pressure handler,
Cool_Minded_Person, supervisor behavior

In the above table the F value shows us regarding the statistical significance of the
model. The value of F = 16.810 P=.000 shows that over all model is statistical
significant.

Coefficients

Model Unstandardized Standar t Sig.

Coefficients dized
Coefficie

26
 nts

Std.
B Error Beta

1 (Constant) .273 .410   .665 .506

Job Satisfaction .052 .074 .039 .700 .484

Employee engagement .087 .080 .067 1.088 .278

supervisor behavior .399 .074 .352 5.410 .000

Pressure handler .194 .073 .161 2.670 .008

Employees Communication .144 .067 .133 2.146 .033

Cool Minded Person .074 .062 .072 1.183 .238

Freedom Of Expression -.003 .062 -.003 -.054 .957

a. Dependent Variable: Employees Commitment

The above table value shows the β value of the variable. β value shows the change in
the dependent variable because of independent variable. The β value of Job satisfaction
is .052 which means that one unit increase in job satisfaction causes 5.2% increase in
employee’s commitment. The β value ofemployee's engagement is .087 which means
that one unit increase in employees engagement causes 8.7% increase in employee’s
commitment. The β value of Supervisor Behavior is .399 which means that one unit
increase in Supervisor Behavior cause 39.9% increase in employee's commitment. The
β value of pressure Handler is .194 which means that one unit increase in Pressure
Handler cause 19.4% increase in Employees Commitment. The β value of Employees
Communication is .144 which means that one unit increase inEmployees
Communication causes 14.4% increase in Employees Commitment. The β value of
Cool Minded Person is .074 which means that one unit increase in Cool Minded Person
causes 7.4% increase in Employees Commitment. The β value of Freedom of
Expression is .003 which means that one unit increase in Freedom of Expression
causes 0.3% increase in Employees happiness in the dependent variable because of

27
the independent variable. The value of t at 5% is .700 P= .484 (P>.05) means that job
satisfaction has insignificant impact on Employees Commitment. The value of t at 5% is
1.088 P= .278 (P>.05) means that Employees Engagement has insignificant impact on
Employees Commitment. The value of t at 5% is 5.410 P= .000 (P<.05) means that
Supervisor Behavior has significant impact on Employees Commitment. The value of t
at 5% is. 2.670 P= .008 (P>.05) means that Pressure Handler has insignificant impact
on Employees Commitment. The value of t at 5% is 2.146P= .033 (P>.05) means that
Employees Communication has insignificant impact on Employees Commitment. The
value of t at 5% is. 1.183 P= .238 (P>.05) means that Cool Minded Person has
insignificant impact on Employees Commitment. The value of t at 5% is. .054 P= .957
(P>.05) means that Freedom of Expression has insignificant impact on Employees
Commitment.

28
 CHAPTER 5: DISCUSSION AND CONCLUSION

5.1: Discussion

The results of the study was found that job satisfaction has insignificant influence on
Employees Effectiveness with the result of Khanlub, Rashid, sarkar, Hirosawa,
Outavong and Sakamoto (2013).The results of the study were found that Employees
Engagement has insignificant influence on Employees Effectiveness with the result of
AbuKhalifeh and MatSom (2013).The results of the study was found that supervisor
behavior has insignificant influence on Employees Effectiveness with the result of
Shabnam Hamdi, Mahmoud Rajablu (2012).The results of the study was found that
pressure handler has insignificant influence on Employees Effectiveness with the study
of Rahal, Araujo, Renato, Conceicao, hussni, Warrak and monteriro (2012).The results
of the study were found that Employees communication has insignificant influence on
Employees Effectiveness with the study of Mamuli, Mustosto, NamAasaka and Odera
(2013).

The results of the study was found that cool minded person has insignificant influence
on Employees Effectiveness with the result of Abu& Ramesh(2013).The results of the
study was found that freedom of expression has insignificant influence on Employees
Effectiveness with the result of Bhutto, Laghari & Butt (2012).The results of the study
was found that job satisfaction has significant influence on Employees happiness with
the result of Gajdzik (2013).The results of the study were found that Employees
Engagement has significant influence on Employees happiness with the result of
Kocoglu,Gurkan,Aktas (2014).The results of the study was found that supervisor
behavior has insignificant influence on Employees happiness with the result of
Mangundjaya (2012).The results of the study was found that pressure handler has
insignificant influence on Employees happiness with the study of Prasannawarnalatha
(2014).

29
The results of the study were found that Employees communication has insignificant
influence on Employees happiness with the study of Miharty (2013).The results of the
study was found that cool minded person has insignificant influence on Employees
happiness with the result of Rothmann (2010).The results of the study was found that
freedom of expression has insignificant influence on Employees happiness with the
result of Rothmann(2010).The results of the study was found that job satisfaction has
insignificant influence on Employees commitment with the result of Hamdi
Rajablu(2012).The results of the study were found thatEmployees Engagement has
insignificant influence on Employees commitment with the result of Mangundjaya
(2012).

The results of the study was found that supervisor behavior has insignificant influence
on Employees commitment with the result of Yucl (2012).The results of the study was
found that pressure handler has insignificant influence on Employees commitment with
the study of Miharty (2013).The results of the study were found that Employees
communication has insignificant influence on Employees commitment with the study of
Ram & Prabhakar (2011).The results of the study was found that cool minded person
has insignificant influence on Employees commitment with the result of Ariani
(2013).The results of the study was found that freedom of expression has insignificant
influence on Employees commitment with the result of Kocoglu Gurkan & Aktas (2014).

5.5: Conclusion

The study was aimed to find out the antecedents & consequences of compassionate
management. The results employee engagement, job satisfaction, supervisor's
behavior, cooled minded person, pressure handles, freedom of expression and effective
communication are the independent variables while employee effectiveness, employee
happiness, and employee commitment are the dependent variables. The results of the
study show that the compassionate management has a positive significant impact on
employee effectiveness, employee happiness, and employee commitment.

30
5.6: Recommendations

The following recommendations have been successfully the research in the light of
result.

 The organization should focus more and more on creative working environment.
So that Employees Effectiveness retained and show more commitment.

 The organization should focus more and more on creative working environment
so that Employees happiness retained and show more commitment.

 The organization should focus more and more on creative working environment
so that Employees Commitment retained and show more commitment.

31
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Annakis, J., Lobo, A., & Pillay, S. (2011).Exploring Monitoring, Work Environment and
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Ariani, D.W. (2013).The relationship between employee engagement, organizational

citizenship behavior, and counterproductive work behavior.vol 4(2).

Asadi,A.,Fadakar,F.,Khoshnodifar,Z.,Hashemi,S.M.,&Hosseininia,G,Personal
Characteristics Affecting Agricultural Extension Workers' Job Satisfaction
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Babu, H.R., & Ramesh. (2013).Relationship between job satisfaction and quality of work
life of employees in service sector.vol 13.

Bhutto,N.H.,Laghari,M.K.,&Butt,F.D.(2012).A Comparative Study of Organizational

Climate and Job Satisfaction in Public, Private and Foreign Banks.Vol8
(4).

Gajdzik, B. (2013).Diagnosis of employee engagement in metallurgical enterprise.vol

1(52).

Gowri, P.A., & Mariammal, M. (2012).Factorial Dimensions of Employee Engagement in

Public and Private Sector Banks.vol 2 (4).

Hamdi, S., &Rajablu, M.(2012).Effect of supervisor-subordinate communication and

leadership style on organizational commitment of nurses in health care
setting.vol 7(27).

Khalifeh, A.N.A, & Som, A.P.M. (2012).The Antecedents Affecting Employee

Engagement and Organizational Performance.vol 9.

Kocoglu,M.,Gurkan,G.C.,& Aktas,K.(2014).The mediating role of workload on the

relationship between leader member exchange (lmx) and job
satisfaction.Vol. 10 (1) pp.41-48.

Mangundjaya, W.L.H. (2012).Are organizational commitment and employee

engagement important in achieving individual readiness for change? Vol
10 (2).

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Markos, S, & Sieve, M.S. (2010).Employee Engagement: The Key to Improving
Performance.vol 5 (12).

Miharty.(2013).The Influence of Organizational Culture on Job Satisfaction towards

Improving the Quality of Education in University of Riau vol 9 (12).

Moura,D.,Ramos,A.O& Gonçalves,G.(2014).Role Stress and Work Engagement as

Antecedents of Job Satisfaction.Vol10 (2), 291–300.

Muthuveloo, R. Basbous, O.K., Ping, T.A., & Long, C.S. (2013). Antecedents of
employee engagement in the manufacturing sector.

Prasanna, T.S & warnalatha, C. (2014).Employee engagement: leadership and

creativity.vol 3(11).

Ram, P&Prabhakar, V.G (2011).The role of employee engagement in work-related

outcomes.Vol 1, pp.47-61.

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Vasiliki, B& Efthymios, V. (2013).Job Satisfaction of Public Administrative Personnel in

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33
 QUESTIONNAIRE

Gender: (I) Male (II) Female

Age: (I) 20-25 (ii) 25-30 (iii) 30-35 (IV) 35-40 (v) above 40
Education: (i)F.A/F.Sc (ii) Bachelors (iii) Master (IV) Other: _________
Qualification: __________
Designation: ___________ Total Experience:__________Year
No. of years on current job: __________
Name of organization: _______________________________________
1=strongly disagree, 2=disagree, 3=neutral, 4=agree, 5=strongly disagree
S.NO STATEMENT S.Disagree-
S.Agree
a Job satisfaction(JS): 1 2 3 4 5
JS1 My position allows me to make independent decisions
JS2 The majority of my position requires routine tasks
JS3 I am rewarded for innovative approaches to improve
patient care
JS4 My work conditions are Acceptable
JS5 My work environment is pleasant
b Employee's engagement(EE): 1 2 3 4 5
EE1 The benefits offered here are fair and reasonable
EE2 The people here are pleasant and co-operative to work
with
EE3 There is someone at work who encourages my
development
EE4 My opinions and ideas seem to matter
EE5 My supervisor provides me with feedback and guidance
c Supervisor behavior(SS): 1 2 3 4 5
SS1 My supervisor is best communicator inside the team
SS2 My supervisor always supports me
SS3 My supervisor listens our opinion and gives feed back
SS4 My supervisor say ok to us
SS5 My supervisor always supports motivates me
d Effective communication(EC): 1 2 3 4 5
EC1 I can get to the solution of the problem without regard to
underlying interests or motivations
EC2 When I’m negotiating with someone I view them as an
opponent
EC3 Effective communication can be achieved simply by
taking turns talking

34
EC4 The best way to get the listening I need is to make the
other person feel listened to first
EC5 When someone says something I’m not sure about I ask
for

Clarification
e Pressure handle(PH): 1 2 3 4 5
PH1 I actually work better under pressure and I’ve found that I
enjoy working in a challenging environment
PH2 I find that when I’m under the pressure of a deadline, I
can do some of my most creative work
PH3 I’m not a person who has a difficult time with stress. when
I’m under pressure, I focus, and get the job done
PH4 I find it exhilarating to be in a dynamic environment where
the pressure is on
PH5 I find a past pace to be stimulating, and increase when
the pressure is on
f Employee’s effectiveness(EE): 1 2 3 4 5
EE1 I am involved in making decisions that affect my work
EE2 I am given the opportunity to suggest improvements
EE3 I participate in setting the goals and objectives for my job
EE4 Proposed decisions are made at the lowest appropriate
level
EE5 I have access to the information I need to make good
decisions
g Employee’s happiness(EH): 1 2 3 4 5
EE1 I m happy with the working environment of my work place
EE2 I feel comfortable in the work place
EE3 I enjoy my time spent in the workplace
EE4 I have very pleasant relationship with my supervisor
EE5 Over all my working environments quite satisfactory
H Employee's commitment(EC): 1 2 3 4 5
EC1 I’m willing to work harder than I have to in order to help
this organization succeed
EC2 I feel very little loyalty to this organization
EC3 I would take almost any job to keep working for this
organization
EC4 I find that my values and organizations are very similar
EC5 I’m proud to be working for this organization``
I Cooled minded person(cp): 1 2 3 4 5
CP1 I always remain relax in the work place
CP2 I try to control my nerves in the workplace
CP3 I have control my anger in the work place

35
CP4 I remain calm and cool in the work place
J Compassionate Time(CT): 1 2 3 4 5
CT1 I feel concerned towards my colleagues in the work place
CT2 Iam considered as kind hearted employee in the work
place
CT3 I show sympathy towards my colleagues in the work place
CT4 I show kind behavior towards employees in the work place
K Freedom of expression(FE): 1 2 3 4 5
FE1 I have the right to openly express my thoughts in the
organization
FE2 The management of organization encourages the ideas to
be expressed by employees
FE3 The management of the organization lesions to the
feedback of the employees very keenly

Thank you

36