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Universal Journal of Psychology 2(9): 265-272, 2014 http://www.hrpub.org
DOI: 10.13189/ujp.2014.020901
Factor Structure for Organizational Police Stress
Questionnaire (PSQ-Org) in Bangladeshi Culture
Mahmudul Hasan Sagar*, A.K.M. Rezaul Karim, Naima Nigar
Department of Psychology, University of Dhaka, Dhaka-1000, Bangladesh
*Corresponding Author: mmhasansagar@yahoo.com
Copyright © 2014 Horizon Research Publishing All rights reserved.
Abstract The importance of the organizational police
stress research has increased in recent times. One important
measure of organizational police stress is the Organizational
Police Stress Questionnaire (PSQ-Org; was McCreary &
Thompson, 2006). The purpose of the present study was to
translate the measure into Bangla and validate in
Bangladeshi Culture. A total of 210 police officers
participated in this survey. Exploratory factor analysis (EFA)
of the data from 160 participants (who provided complete
responses) identified four factor structures for PSQ-Org with
14 items. The four factors for PSQ-Org namely ‘Poor
management and bureaucracy’, ‘Lack of manpower and
resources’, ‘Feelings of excessive duty and being supervised’
and ‘Lack of leisure time and negative evaluations’ together
explained 55.14% of the total variance. The PSQ-Org
showed moderate to high internal consistency (Cronbach’s α
=.80 for PSQ-Org; and .57 to .66 for its factors) strong
translation validity and convergent validity. Thus, the
Bangla version PSQ-Org appears to be a valid and reliable
measure that can be used for further research in Bangladesh.
Keywords Factor Structure, Organizational Police
Stress, Bangladeshi Culture
1. Introduction
At present, Psychologist is giving much attention to the
study of stress in police. Police is a service organization
having highest responsibility to maintain order and peace in
any country by reducing criminal activities in the society.
Policing is considered one of the most stressful
occupations, exposing staff to occupational, organizational,
and personal stressors (Alexander, 1999; Paton & Violanti,
1999; Anshel, 2000). Work-place stress has received a great
deal of attention in psycho-social research (Cooper, Dewe, &
O'Driscoll, 2001). Significant research findings have
documented that prolonged stress has negative effects on
individual health (Mohren et al., 2003; Ursin & Eriksen,
2004) as well as on employees’ attitudes towards the
organization (Cropanzano, Rupp, & Byrne, 2003). Gershon
(2000) concurs that working under continuously stressful
conditions leads to the dissatisfaction and exhaustion of
police officers.
A stress can be said organizational in the sense that the
stressors are associated with the organization and culture
within which polices are performing their job. (Symonds,
1970; McCreary & Thompson, 2006). Organizational stress
is a broadly defined concept that includes certain
characteristics of the organization and behaviors of its
employees that may create stress for the employees.
Bureaucratic processes, perceived lack of support from the
community and leaders, and lack of promotion opportunities
in the organization have been emphasized as organizational
stressors (Stinchcomb, 2004). Toch, Bailey and Floss (2002)
noted as features of organizational stress inconsistent
discipline procedures and management style, and lack of
administrative support. The policies and practices that law
enforcement organizations require their employees to follow
when doing their job in the field or in the workplace are
considered potential organizational stress factors (Ellison,
2004). In addition, the relationship between an organization
and the media is identified as a common organizational
stressor (Violanti & Aron, 1995). Excessive workload and
administrative duties, characteristics of the bureaucratic
nature of law enforcement agencies, can create a stressful
work environment (Violanti & Aron, 1995). Favoritism also
has been examined by many scholars as an important
organizational stress that affects the morale and wellbeing of
employees (Klockars, Ivkovic & Haberfeld 2006).
In the organizational setting, aversive stimuli may arise
from the structural characteristics of, or adverse experiences
in the workplace that upset the normal operating
environment a person is accustomed to, thus leading to
negative behavioral, physiological and psychological
responses (e.g., Gershon et al., 2009). Inside a police
department, aversive stimuli may emanate from the
organization's design (Bureaucratic and hierarchical), as well
as life within that structure. This interaction between the
person and their environment (Interactive theory) has its
roots in the physical sciences, specifically physics. In the
physical sciences, stress is defined as “…the distortion
produced by an external force placing strain on an object.
266 Factor Structure for Organizational Police Stress Questionnaire (PSQ-Org) in Bangladeshi Culture
The amount of damage that results will depend on both the
strength of the force and the ability of the object to withstand
it” (Stinchcomb, 2004, p. 261). In the policing context, the
distortion that results is reflected in the variance in police
performance and adjustment.
The implication is that stress emanates from the conditions
that are imposed on police officers under circumstances
beyond their control. The job of police officer is often
characterized as high demand and low control because of the
authoritarian, quasi-military structure and bureaucratic
nature, which fails to recognize the autonomy and decision
latitude of individual officers (Brown, 1996; Potts, 1982).
These workplace constraints reduce the amount of control a
police officer has over many aspects of career success and
daily life. Police departments are bureaucracies with rigid
hierarchical power (Control) structures, where the greatest
degree of control resides at the top of the organization.
Therefore, employees at the lowest level of the organization
who have the highest demands and the least amount of
control may suffer from the highest levels stress (e.g.,
Morash, Haar & Kwak, 2009). Determining the
organizational stress inside the police agency requires a valid
and objective instrument to measure organizational stress of
policing.
For measuring such a broad concept standardized
measures have been developed in western country like
Canada. But in Bangladesh there is no such a measure. Since
the police profession has become an important issue in
Bangladesh and the service of the police is very essential to
keep the country safe from different destructive activities. It
is also very easy to assume that the quality oriented and the
spontaneous service of the police will be hampered by the
organizational stress of police. So it is very important to
study the organizational police stress of Bangladeshi police.
In order to achieve this goal, a psychometrically sound (i.e.
reliable, valid and objective) Bangla version measure of
organizational police stress is needed. If such a measure can
be developed within the socio-cultural context of Bangladesh,
it will be helpful to achieve theoretical as well as practical
purposes.
2. Method
2.1. The Sample
210 police officers from 28 police stations in Dhaka city
conveniently taken as the sample for the study. Among them
160 (Male=145, Female=5, & Unknown=10) police officers
provided complete responses to the questionnaires used in
this study. The rate of complete response was 76.19%. The
age of the police officers ranged from 19 to 58 years with a
mean of 33.48 and an SD of 8.06. The monthly income of the
participants ranged from Taka 5,000.00 to 50,000.00 with a
mean of 19,756.64 and SD of 10548.34. The job duration
ranged from 1 to 22 years with a mean of 6.78 and an SD of
7.11. The proportions of the married and unmarried
respondents were 57.5% and 38.8% respectively. The
marital status of 3.8% participants was unknown. Among the
participants 22.5% were Constable, 3.1% were Nayek,
18.1% were Assistant sub-inspector (ASI), 48.1% were
Sub-inspector (SI), 6.3% were Inspector and 1.9% were SP.
2.2. Measures
2.2.1. The Organizational Police Stress Questionnaire
The Organizational Police Stress Questionnaire (PSQ-Org)
was developed to measure organizational stress of police
officers (McCreary & Thompson, 2006). It is a 20-item
measure to be rated on a 7-point Likert type scale ranging
from 1 (No stress at all) to 7 (A lot of stress). The Cronbach’s
α for the original PSQ-Org was found to be .92.The
corrected item–total correlations for the PSQ-Org ranged
from .41 to .73. High levels of content validity and
convergent validity were reported for the PSQ-Org(Taylor &
Bennel, 2010). Concurrent validity for the PSQ-Org was
demonstrated by the correlations between stress ratings for
the PSQ items and ratings on two measures of job
satisfaction (McCreary & Thompson, 2006).The correlation
between the Stress and Frequency ratings on the PSQ-Org
was .72. The correlations show that the stress and frequency
ratings of organizational stressors shared 52% of their
variance (determined by the use 2). These findings
indicate that the stress ratings and frequency ratings are
intercorrelated (McCreary & Thompson, 2006).
2.3. Procedures
2.3.1.Translating the PSQ-Org into Bangla
The PSQ-Org items were first translated into Bangla,
called the first draft. It was then given to six judges including
two experts in Bangla, two experts in English and two
experts in Psychololgy/Psychometrics. Though their native
language was Bangla, but being teacher of University or
college they had very good command in English. Their task
was to judge the accuracy of translation and
relevance/suitability of each item for measuring
organizational and operational stress of police officers in the
socio-cultural context of Bangladesh. Each expert
independently rated the translation using a 2-point scale
(0=Not correct, 1=correct) and the relevance of each item
using another 2-point scale (0=Not relevant, 1=Relevant).
Following their evaluation, accuracy of the translation was
examined by calculating for each item the Accuracy Index
(AI=Number of Rating 1/Number of experts; Karim & Nigar,
2013). The item yielding an AI of 1 (AI=6/6) was considered
to be correctly and reliably translated (Karim & Nigar, 2013).
All the six experts rated 16 items translation at 1 for
PSQ-Org, the AI for each of them becoming 1. The
remaining 4 items for PSQ-Org yielded an AI of less than 1.
The expert suggested some corrections to the clarity,
wording and organization of these items. By reviewing those
Universal Journal of Psychology 2(9): 265-272, 2014 267
items in the light of their comments and suggestions the
accuracy of translation was ensured. The
relevance/suitability of the items in Bangladeshi culture was
examined by calculating for each item the Relevance Index
(RI=Number of Rating at 1/Number of Experts; Karim and
Nigar, 2013). The item yielding an RI of 1 or .67 (RI=6/6 or
4/6) was considered to be relevant or suitable. All the six
experts rated the relevance of each item at 1, the RI for them
becoming 1. Thus, the second draft of the Bangla version
PSQ-Org was finalized to administer on the selected
participants.
2.3.2.Data Acquisition
Standard data collection procedures were followed in this
study. At first, permission from the Dhaka Metropolitan
Police (D.M.P) commissioner was taken. Then, this
permission letter was shown to the Officer in Charge (OC) of
the police stations. For taking consent he or she was briefed
about the general purpose of the study and requested to
cooperate with the researcher. The OC was also informed
that the investigation is purely academic and their responses
to the questionnaire would be kept confidential. In
conducting the study, the police officers in different ranks
were contacted in person. Then the above measures were
administered to them requesting to respond to the
questionnaires during free time. Prior to answering the
questions, police officers were requested to go through the
standard instructions given on the questionnaires. They were
also asked to record their socio-demographic information
(e.g. age, sex, rank, educational qualification, marital status,
socio-economic status, etc.). Thus data collection from all
the participants was completed in 3 months.
2.3.3.Data Analyses
Each participant’s responses to the test items were scored
according to the scoring principles of the PSQ-Org. Fifty
participants left a few PSQ-Org items with missing
responses and were therefore excluded from further
processing. Data for the remaining 160 participants were fed
into computer for factor analysis on IBM SPSS Statistics 20.
According to standard textbook authors and researchers, the
minimum sample size for factor analysis varies from 100
(e.g., Kline, 1979; Gorsuch, 1983) to 250 (e.g., Cattell, 1978),
and there is practice of applying factor analysis even to the
data for less than 100 participants (e.g., Widyanto and
McMurran, 2004). There is another set of recommendations
varying from a minimum SV (subjects-to- variables) ratio of
2:1 (e.g., Guilford, 1956; Kline, 1979) to 10:1 (e.g., Everitt,
1975; Kunce et al., 1975; Nunnally, 1978; Marascuilo and
Levin, 1983). The number of participants in this study was
about 8 times the number of PSQ-Org items/variables (20).
Thus the sample size required for factor analysis was
satisfied. However, before carrying out factor analysis we
examined the response distributions of all PSQ-Org items
and estimated their internal consistency by investigating
inter-item correlations and item- total correlations. Then we
analyzed the data in Exploratory Factor Analysis (EFA), a
method widely used to uncover the underlying structure of a
relatively large set of variables (e.g., Gratz and Roemer,
2004; Hawi, 2013; Korkeila et al., 2010; Muris, 2001;
Widyanto et al., 2011; Widyanto and McMurran, 2004). We
also examined the convergent validity by correlating the
PSQ-Org with the PSQ-Org subtests and the reliability by
estimating internal consistency (Cronbach α) of the full test
and subtests as well.
3. Results
3.1. Factor Structure of PSQ-Org
3.1.1. Item Analysis
Response distribution of the PSQ-Org items indicated that
none of these variables/items were excessively skewed or
kurtotic. So, no item was excluded on the basis of the item
response distribution. (Kendall & Stuart, 1958; Karim &
Nigar, 2013). However, the obtained inter-item correlation
matrix (R-matrix, not shown) contained 12 negative values
and out of 190 inter-item correlation coefficients 133 were
significant (p≤.01; p≤.05). The inter-item correlation ranged
from -.10 to .59. All the item-total correlations were
significant (p≤.01) and ranged from .20 to .67 with a mean
of .47. In order to disregard the 12 negative inter-item
correlations, 6 items were excluded from the original scale.
Thus, 14 items were rest for factor analysis. The correlation
matrix for these 14 items is given in Table 1.
The figures in Table 1 indicate that out of 91 inter-item
correlations 87 are significant (p≤.01; p≤.05) which range
from .13 to .47. All the item-total correlations are significant
(p≤.01) and range from .36 to .60 with a mean of .52
3.1.2. Factor Analysis
First, in order to examine whether data were suitable for
factor analysis, measures of sampling adequacy were carried
out on the 14-item PSQ-Org. The determinant of the
R-matrix was 0.048 (>0.00001, Field, 2005), indicating that
there was no multicolinearity (very highly correlated
variables) or singularity (perfectly correlated variables)
problem. The Kaiser– Meyer–Olkin (KMO) measure
indicated a value of 0.79 which exceeded the recommended
value of .60 (Kaiser, 1970) and Bartlett’s test of sphericity
indicated a 2value of 466.94 (p <0.001). All this together
supports the factorability of the R- matrix.Data for the 14
PSQ-Org items were therefore subjected to exploratory
factor analysis (EFA). Method of principal component (PC)
with varimax rotation was used which identified 4 factors..
268 Factor Structure for Organizational Police Stress Questionnaire (PSQ-Org) in Bangladeshi Culture
Tab le 1. Correlation matrix for the 14 item PSQ-Org
Item 3 4 5 6 7 8 9 10 11 12 13 16 18 20
PSQ-
Org-
Total
3 1
4 .29** 1
5 .10 .42** 1
6 .18* .33** .42** 1
7 .15* .28** .47** .39** 1
8 .31** .27** .16* .10 .04 1
9 .04 .25** .28** .24** .31** .19** 1
10 .05 .22** .09 .15* .11 .08 .25** 1
11 .34** .31** .14* .26** .12 .22** .14* .29** 1
12 .08 .11 .36** .24** .34** .01 .20** .22** .23** 1
13 .13* .16* .28** .26** .33** .10 .32** .21** .25** .24** 1`
16 .25** .24** .31** .13 .32** .13* .20** .32** .25** .31** .26** 1
18 .16* .29** .14* .05 .14* .05 .12 .21** .21** .16* .22** .37** 1
20 .19** .18* .21** .38** .18* .13 .22** .21** .30** .16* .46** .12 .19** 1
PSQ-Org-
Total
.44** .59** .60** .57** .58** .36** .52** .46** .55** .51** .59** .55** .45** .55* 1
* p≤ 0.05, (one-tailed) ** p≤0.01, (one-tailed)
Figure 1. The scree plot generated in EFA for 14 items.
Consistently inspection of the scree plot (Figure 1, cattel,
1966) also revealed a clear break after the 4th component
leading us to retain 4 components. These four factors, which
were rotated to position of maximum orthogonality in six
iterations, explained together 55.14% of the total variance
(Table 2).
Table 2 shown that Factor 1 accounts for 16.71% of the
variance, Factor 2 accounts for 12.96% of the variance,
Factor 3 accounts for 12.76% of the variance, and Factor 4
accounts for 12.71% of the variance. Before labeling the
factors we identified three pairs of cross-loadings between
the factors. Specifically, item 04 was cross loaded on Factor
1 and Factor 3 with the loadings of .415 and .577
respectively; item 6 was cross-loaded on Factor 1 and Factor
2 with the loadings of .566 and .437 respectively; and item
11 was cross-loaded on Factor 2 and Factor 3 with the
loadings of .411 and .485 respectively. We grouped both
item 04 and item 11 under Factor 3, the factor of their greater
loadings and best conceptual fit; and item 6 under Factor 2,
the factor of its smaller loading but best conceptual fit. Thus
Factor 1 comprises items 5, 7, 9, and 12 which we termed as
‘Poor management and bureaucracy’, Factor 2 comprises
items 6, 13 and 20 which we termed as ‘Lack of manpower
and resources’, Factor 3 comprises items 3, 4, 8, and 11
which we termed as ‘Feelings of excessive duty and being
supervised’, and Factor 4 comprises items 10, 16 and 18
which we termed as ‘Lack of leisure time and negative
evaluations’.
3.2. Validity
3.2.1. Translation Validity
Translation validity of the measure was examined in two
ways as below.
3.2.1.1. Content Validity
The content validity of the PSQ-Org was assessed in the
present study. The Accuracy Index (AI) and Relevance
Index (RI) were set as the criteria. The values of both AI and
RI revealed that the measure has content validity. (For details
see method section).
Universal Journal of Psychology 2(9): 265-272, 2014 269
Tab le 2. Rotated factor matrix for a reduced set of PSQ-Org item
PSQ-Org items
Factor loadings
F1 F2 F3 F4
Item 05 Constant changes in policy/ legislation .803
Item 07 Bureaucratic red tape .769
Item 09 Lack of training on new equipment .408
Item 12 Inconsistent leadership style .505
Item 06 Staff shortages (.566) .437
Item 13 Lack of resources .674
Item 20 Inadequate equipment .822
Item 03
Feeling like you always have to prove yourself to the
organization
.731
Item 04 Excessive administrative duties (.415) .577
Item 08 Too much computer work .713
Item 11 Dealing with supervisors (.411) .485
Item 10 Perceived pressure to volunteer free time .593
Item 16
Leaders over-emphasize the negatives (e.g.
supervisor evaluations, public complaints)
.714
Item 18 Dealing the court system .697
Eigen value 3.90 1.43 1.24 1.14
Variance explained 16.71% 12.96% 12.75% 12.72%
Cronbach’s α .66 .64 .62 .57
Note. N=160
Factor loadings< .40 were suppressed.
Items corresponding to the parenthesized loadings did not conceptually fit with the corresponding factors
Extraction method: principle component analysis
Rotation method: Varimax with Kaiser normalization
3.2.1.2. Face Validity
The measure seems to have a good translation of the
construct on its face. Face validity of the instrument was
further assessed in more meaningful sense as described
below:
We added six questions with a 2-point scale (yes- no) at
the end of the measure to examine face validity. The
questions included whether the questionnaire was readable,
logical, clear, comprehensive, answerable and also to the
style & format of the questions were acceptable? Participants
gave their responses to these six questions. The percentages
of yes responses to readability, logic, clearness,
comprehensiveness, answerability and style and format were
95.6%, 90.6%, 88.1%, 85%, 66.9%, and 93.1% .Thus the
PSQ-Org has face validity.
3.2.2. Convergent Validity
Convergent validity of the Bangla version PSQ-Org was
examined by estimating inter-factor correlations and the
factor-total correlations. These are shown in Table 3.
Tab le 3. Correlation matrix for four PSQ-Org factors and the PSQ-Org
PSQ-Org/its
factors
F1 F2 F3 F4 PSQ-Org
F1 1
F2 .46** 1
F3 .58** .53** 1
F4 .42** .50** .36** 1
PSQ-Org .87** .78** .79** .62** 1
Note. F1= Poor management and bureaucracy, F2= Lack of manpower and
resources,
F3= Feelings of excessive duty and being supervised, F4= Lack of leisure
time and negative evaluation
* p≤ 0.05, (one-tailed) ** p≤0.01, (one-tailed)
270 Factor Structure for Organizational Police Stress Questionnaire (PSQ-Org) in Bangladeshi Culture
The table indicates that the inter-factor correlations
(Pearson’s r) were all significant, the coefficients ranging
from .36 to .58. The strongest correlation (.58) was found
between F1 (Poor management and bureaucracy) and F3
(Feelings of excessive duty and being supervised) and the
weakest (.36) between F3 (Feelings of excessive duty and
being supervised) and F4 (Lack of leisure time and negative
evaluations). The four PSQ-Org factors also significantly
correlated with the full PSQ-Org, with the coefficients
ranging from .62 to .87. The PSQ-Org had strongest
correlation (.87) with F1 (Poor management and bureaucracy)
and the weakest (.62) with F4 (Lack of leisure time and
negative evaluations). As there are no negative and
non-significant values in the table, we argue that the Bangla
version PSQ-Org has convergent validity.
3.3. Reliability
3.3.1. Internal Consistency
The inter-item correlation matrix of PSQ-Org (Table 1)
contained no negative values, indicating that the items were
measuring the same characteristic. The reliability of the
Bangla version PSQ-Org was further examined by
estimating internal consistency. The coefficients of
Cronbach’s αwere calculated. Cronbach’s α(standardized)
for the Bangla version PSQ-Org was .80. The coefficients for
the ‘Poor management and bureaucracy’, ‘Lack of
manpower and resources’ ‘Feelings of excessive duty and
being supervised’, and ‘Lack of leisure time and negative
evaluation’ dimensions were .66, .64, .62, and .57
respectively (Table 2).
4. Discussion
The present study was designed to investigate the Factor
structure for PSQ-Org in Bangladeshi culture. Analysis of
data in EFA demonstrated a four factor model for the
PSQ-Org comprising 14 items (6 items dropped; Table 2).
Factor 1 (4 items) measures poor management and
bureaucracy, Factor 2 (3 items) measures lack of manpower
and resources, Factor 3 (4 items) measures feelings of
excessive duty and being supervised and Factor 4 (3 items)
measures lack of leisure time and negative evaluations.
These factors together accounted for 55.14% of the total
variance. The dimension’s contribution ranged from 12.72%
to 16.71% (Table 2). The factors show moderate internal
consistency (Cronbach’s α= .57 to .66; Table 2). As shown
in Table 3, all the factors were significantly correlated with
the whole PSQ-Org (r = .62 to.87, p <.01). The moderate
inter-correlations of the factors (r = .36 to.58, p <.01) support
the representation of the factors as unique, distinguishable
components (Jelenchick et al., 2012).
Six items (item 1, 2, 14, 15, 17, & 19) of the original scale
was dropped through item analysis and factor analysis.
These items were proved not to be valid in Bangladeshi
culture. The items that were dropped in this study include
‘dealing with co-workers, the feeling that different rules
apply to different people (e.g Favouritism), unequal sharing
of work responsibilities, if you are sick or injured youe
co-workers seem to look down on you, internal
investigations, the need to be accountable for doing your job.’
Previous analysis (John M. Shane 2010) has shown six factor
solutions for the PSQ-Org with 19 items (item 14: ‘unequal
sharing of work responsibilities’ excluded). As this item is
also excluded in the present study, it can be said that this item
may not be valid for measuring organizational stress in
police population. Why the other five items are not valid in
Bangladeshi culture is unknown to the present researcher.
Future study can be conducted to clarify this fact.
One important aspect of this study is that it examined the
translation validity and convergent validity of the PSQ-Org.
Translation validity was assessed through content validity
and face validity. Content validity was assesed by Accuracy
Index (AI) and Relevance Index (RI). Face validity was
assessed by asking the participants six questions on a 2-point
scale: yes-no. These questions include whether the
questionnaire was readable, logical, clear, comprehensive,
answerable and also whether the style & format of the
questions were acceptable. The percentages of ‘yes’
responses to these questions indicate PSQ-Org’s face
validity. Convergent validity of the Bangla version PSQ-Org
was further examined by estimating inter-factor correlations
and the Factor-total correlations (Table 3). Thus the measure
has both translation and convergent validity. The coefficients
of Cronbach’s α were calculated for measuring the internal
consistency. Cronbach’s α (standardized) for the Bangla
version PSQ-Org and its factors indicate its moderate to high
internal consistency/ reliability (Table 2).
As with many other studies, this study suffers from a
number of limitations, suggesting avenues for future studies.
The first limitation is the reliance on a sample of small size.
Data from such a small sample might have led to the
insufficient reliability (internal consistency) of all the factors
of PSQ-Org. Though the minimum sample required for
factor analysis was satisfied here future studies on larger
samples can increase the reliability coefficients, confirm the
factor structure and other psychometric properties of the
PSQ-Org in Bangladeshi culture. A second limitation is the
use of police officer from Dhaka city only. Such a sample of
convenience facilities the early phase of a test construction,
but generalizing results to other police officers may not be
warranted. Despite these limitations, the present findings can
serve as a base of further research on organizational police
stress in Bangladesh.
5. Conclusions
This study gives us a psychometric tool, the Bangla
version PSQ-Org. Further study with larger sample is
suggested to confirm the factor structure and validate the
present study.
Universal Journal of Psychology 2(9): 265-272, 2014 271
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