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2497 -2508 Section A-Research paper Hardcore Culture And Ergophobia Of Employees In Chemical Industry Eur

June 2023

DOI:10.31838/ecb/2023.12.s2.312

Authors:

Kanagasabapathy Jawaharrani

St. Joseph’s College of Engineering

Lekshmi R S

St. Joseph’s College of Engineering

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People spend roughly one-third of their full-blown life at work, which makes ergophobia a prevalent cause of hard core culture and, in turn, affects employee performance. There will always be tension and problems at work since no company can have everyone's jobs, expectations, and personalities match perfectly. In the past three decades, there has been a deeper understanding of the prevalence and detrimental effects of workplace issues, as evidenced by extended and enhanced research, increasing public awareness initiatives, and changes in legislation and policy, notably in India. Chemical businesses feel that cost-cutting measures will save billions of dollars in a highly competitive global business environment, which might enhance their profit and help them achieve their organisational goals in the current engineering world.

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Section A-Research paper

Hardcore Culture And Ergophobia Of Employees In Chemical Industry

Eur. Chem. Bull. 2023, 12 (S2), 2497 – 2508 2497

HARDCORE CULTURE AND ERGOPHOBIA OF

EMPLOYEES IN CHEMICAL INDUSTRY

Dr.K.Jawaharrani1, Dr.R.S.Lekshmi2, Dr.J.Srilekha3,

Dr.Vijayakanthan4, Dr. R.Muzhumathi 5, Dr.A.Nirmalraj6

Article History: Received: 18.02.2023 Revised: 07.04.2023 Accepted: 23.05.2023

Abstract

People spend roughly one-third of their full-blown life at work, which makes ergophobia a

prevalent cause of hard core culture and, in turn, affects employee performance. There will

always be tension and problems at work since no company can have everyone's jobs,

expectations, and personalities match perfectly. In the past three decades, there has been a

deeper understanding of the prevalence and detrimental effects of workplace issues, as

evidenced by extended and enhanced research, increasing public awareness initiatives, and

changes in legislation and policy, notably in India. Chemical businesses feel that cost-cutting

measures will save billions of dollars in a highly competitive global business environment,

which might enhance their profit and help them achieve their organisational goals in the current

engineering world.

Key words: hard core culture, ergophobia, Role conflict, Organisational Politics

1,2Professor, St. Joseph’s College of Engineering, OMR, Chennai.

3Assistant Professor, Ethiraj College for Women, Chennai.

4Assistant Professor, SRM Institute of Science and Technology, Chennai.

5Assistant Professor, Velammal Engineering College, Chennai.

6Professor, Velammal Engineering College, Chennai.

DOI: 10.31838/ecb/2023.12.s2.312

Section A-Research paper

Hardcore Culture And Ergophobia Of Employees In Chemical Industry

Eur. Chem. Bull. 2023, 12 (S2), 2497 – 2508 2498

1. INTRODUCTION

Workplace troubles are a major source of

stress for many because people spend

roughly one-third of their full-blown life at

work. It is difficult to create a workplace

where everyone gets along well and there is

no friction between their positions,

expectations, and personalities. As a result,

certain hard core cultures may result in

unpleasant psychological effects. A higher

incidence of mental health conditions

including depression and anxiety has been

linked to perceived stress at work,

according to research. Employees can

discover that speaking with a qualified

mental health practitioner about their job

stress or difficulties benefits them both

emotionally and professionally.

Employees with assorted personalities,

communication manners, and worldviews

continually interact in the workplace. These

discrepancies are one possible source of

workplace problems that can eventually

base for stress and tension for people

engaged by challenging the organization's

basic values. While it is everyone's right to

be treated fairly and feel comfortable at

work, some employees do encounter

bullying, harassment, or discrimination.

Hard core culture can result in meagre

performance or productivity, loss of

employment, lower happiness or

satisfaction, stress, and a host of other

mental health conditions.

Hard core culture

Recent years have seen an increase in the

number of firms balancing the costs of

managing hard core culture ineffectively

against its advantages. Hard core culture, as

used in human resource management, refers

to problems with the workplace,

organisational politics, employee

behaviour, communication, role conflicts,

employee appointment & termination, and

employee development that have an impact

on an organization's general performance,

stability, and culture. Hard core culture

management, in its broadest sense, refers to

the management of problems that the

human race currently faces in

organisational and societal affairs. Due to

the importance of reducing and managing

human activity in hard core culture, the

current research study must concentrate on

hard core culture's long-term effects on

work performance. Only a small number of

scholars have thoroughly examined all of

the aforementioned hard core cultures. For

this reason, the researcher is concentrating

more in this age category, so therefore

Section A-Research paper

Hardcore Culture And Ergophobia Of Employees In Chemical Industry

Eur. Chem. Bull. 2023, 12 (S2), 2497 – 2508 2505

facing more issues at workplace may easily

create Ergophobia in this age category,

whereas the employees aged 25-35 would

more focus on work life to have growth in

their career, whereas 51-60 years would

give priority to personal life rather than to

the career because they are in the end of

their professional life. Therefore, they are

least affected with ergophobia.

Various types of Hard core culture

surveyed under this research are having

significance value less than 0.01, which

confirms alternate hypothesis (Ha2), and

leads to the conclusion of designation of the

employee is having noteworthy impact on

their perception towards the various Hard

core culture at selected chemical sectors

from Chennai city.

The employees working as technicians, and

Apprentice/Helper significantly differ from

the employees designated as Clerk/

Accountant/ Admin, and other categories

(supervisors/ store in-charge, etc.) with

respect to their perception towards role

conflict, work environment and

organizational politics, however there is no

significant difference exists between the

technicians, and Apprentice /Helper.

Overall, the employees working as

technicians perceived highest level of Hard

core culture in the chemical organization

with the mean score of 72.52 and SD of

29.922, and the least level of Hard core

culture are perceived by the other category

employees (45.11), and followed by Clerk/

Accountant/ Admin (51.12), and

Apprentice /Helper (68.11).

Ergophobia are having significance value

less than 0.01, which confirms alternate

hypothesis (Ha10), and leads to the

conclusion of designation of the employees

are having noteworthy impact on their

perception towards the Ergophobia at

selected chemical organizations from

Chennai city. The employees working as

technicians, and Apprentice /Helpers

significantly differ from the employees

working as Clerk/ Accountant/ Admin, and

other category employees with regards to

their perception towards Ergophobia and

job performance, however there is a

significant difference exists between the

employees technicians, and Apprentice

/Helpers, and also between Clerk/

Accountant/ Admin, and other category

employees with regards to ergophobia, and

job performance.

The employees working as technicians have

demonstrated highest level of ergophobia,

while compared to the Apprentice /Helpers,

Clerk/ Accountant/ Admin, and others

category. The employees working as more

occupational stress to meet their work

targets, and they face issues such as lack of

cooperation and team work, poor job fit, job

insecurity, poor work environment,

discrimination by the supervisor/ manager,

etc., which creates Ergophobia in this

category of the employees.

Ergophobia analyzed under this research

are having significance value less than 0.01,

which confirms alternate hypothesis (Ha2),

and leads to the conclusion of designation

of the employees are having noteworthy

impact on their perception towards the

Ergophobia at selected chemical

organizations from Chennai city.

The employees having less than 10 years of

experience (i.e. less than 5 years, and 6-10

years) significantly differ from the

employees having more than 10 years (i.e.

11-15 years, and more than 15 years) of

experience with respect to their perception

towards ergophobia. The employees

having more than 15 years of experience in

the present organization have shown least

level of ergophobia, while compared to the

employees having less than 15 years of

experience (i.e. less than 5 years, 6-10

years, 11-15 years). The employees having

more number of years of experience in the

present organization learns how to handle

the issues at workplace, and/ or getting

adopted to such environment, whereas the

employees who has less experience in the

present organization may struggle to handle

few unique issues at the workplace.

Regression Analysis on Effect of Role

Conflict, Work Environment, and

Section A-Research paper

Hardcore Culture And Ergophobia Of Employees In Chemical Industry

Eur. Chem. Bull. 2023, 12 (S2), 2497 – 2508 2506

Organizational Politics on Hard core

culture

Hard core culture (Y) is the dependent

variable, and Role Conflict (X1), Work

Environment (X2), and Organizational

Politics (X3) act as independent variables.

The multiple R value is 0.811, R square

value is 0.672, adjusted R square is 0.611,

F value is 12.675, and significance value of

the model is <0.001.

The adjusted R –square value is closer to R-

square value, which indicates that all the

independent variables are having

significant effect on dependent variable.

According to Adjusted R-square value

0.611, 61.1% of the variance in Hard core

culture (dependent variable) is explained by

the independent variables (role conflict,

work environment, and organizational

politics).

Table 4 Hard core culture Estimates

Variables

Un standardized.

Estimates

Standardized

Estimates

t value

P value

Constant

3.376

10.843

<0.001**

Role Conflict(X1)

0.727

0.454

15.732

<0.001**

Work Environment(X2)

0.694

0.326

11.532

<0.001**

Organizational Politics(X3)

0.783

0.463

18.223

<0.001**

Note:** significant at 1% level.

Table 4 displays that multiple correlation

coefficient is 0.811 which indicates the

degree of relationship among the actual and

predicted values of Hard core culture s. In

this analysis the predicted values are

computed by linear combination of the

variables such as Role Conflict(X1), Work

Environment(X2), and Organizational

Politics(X3) the coefficient value of 0.811

which denotes that the relationship among

Hard core culture and the three independent

variables (i.e. types of Hard core culture s)

are optimistic.

The goodness-of-fit of the regression model

is assessed through R Square value (i.e.

coefficient of determination), which

explains estimated SRP in terms of the

proportion of the variation in the dependent

variables described by the fitted sample

regression equation.

It is exposed form the analysis that the

0.672 is the value of R-square, which

represent 67% of the variation in Hard core

culture is described by the estimated SRP

that uses the Independent Variables such as

role conflict, work environment and

organizational politics.

Equation of Multiple Regression is

presented below:

Y = 3.376 + 0.454X1 +0.326X2 + 0.463X3

The effect of independent variables on

dependent variable specified through the

above mentioned regression equation. From

the above equation, it is interpreted that one

unit of rise in role conflict has 0.454 unit of

rise in Hard core culture s, whereas one unit

of increase in work environment related

issues has 0.324 unit of increase in Hard

core culture s, and one unit of rise in

organizational politics has 0.463 unit of rise

in Hard core culture s, without changing

other independent variables of the research

and all these coefficients are positive and

significant at 1% level.

Among the three different types of issues,

organizational politics has the major impact

on Hard core culture construct. The above

investigation proves that organizational

politics is the prime factor for Hard core

culture in the chosen chemical companies.

Regression Analysis on Effect of Role

Conflict, Work Environment, and

Organizational Politics on Ergophobia

Ergophobia(Y) is the dependent variable,

and Role Conflict (X1), Work Environment

(X2), and Organizational Politics (X3) act

as independent variables. The multiple R

value is 0.681, R square value is 0.522,

adjusted R square 0.516, F value is 46.407,

Section A-Research paper

Hardcore Culture And Ergophobia Of Employees In Chemical Industry

Eur. Chem. Bull. 2023, 12 (S2), 2497 – 2508 2507

and significance value of the model

is<0.001.

In this regression analysis, the adjusted R –

square value is closer to R-square value,

which indicates that all the independent

variables are having significant effect on

dependent variable. According to Adjusted

R-square value 0.516, 51.6% of the

variance in Ergophobia(dependent

variable) is explained by the independent

variables (role conflict, work environment,

and organizational politics).

Table 5 Ergophobia– Regression Estimates

Variables

Unstandardized

Estimates

Standardized

Estimates

t value

P value

Constant

8.573

10.314

<0.001**

Role Conflict (X1)

0.327

0.339

4.156

<0.001**

Work Environment (X2)

0.443

0.391

4.674

<0.001**

Organizational Politics(X3)

0.605

0.462

8.647

<0.001**

Note: ** significant at 1% level.

Table 5 displays that multiple correlation

coefficient is 0.681 which indicates the

degree of relationship among the actual and

forecasted values of ergophobia. In this

analysis the forecasted values are computed

by linear combination of the variables such

as Role Conflict (X1), Work

Environment(X2), and Organizational

Politics (X3) the coefficient value of 0.681

which denotes that the relationship among

Ergophobia and the three independent

variables (i.e. types of Hard core culture s)

are optimistic.

It is exposed form the analysis that the

0.522 is the value of R-square, which

represent 52% of the variation in

Ergophobia are described by the estimated

SRP that uses the independent variables

such as role conflict, work environment and

organizational politics.

Equation for Multiple Regression Equation:

Y = 8.573 + 0.339X1 +0.491X2 + 0.662X3

The effect of independent variables on

dependent variable specified through the

above mentioned regression equation. From

the above equation, it is interpreted that one

unit of rise in role conflict has 0.339 unit of

rise in ergophobia, whereas one unit of rise

in work environment related issues has

0.391 unit of increase in ergophobia, and

one unit of rise in organizational politics

has 0.462 unit of rise in ergophobia, without

changing other independent variables of the

research and all these coefficients are

positive and significant at 1% level.

Among the three different types of issues,

organizational politics has the major impact

on ergophobia. The above investigation

proves that organizational politics is the key

factor which has major effect on

Ergophobia in the chemical organizations.

4. CONCLUSION

This study focused on ergophobic issues,

which are costly, have negative effects on

occupational health, and which need more

research. The findings of our study revealed

that ergophobia is both a novel idea and a

significant problem in the workplace.

Absenteeism and organisational expenses

are connected to employee health.

Ergophobia should be recognised by upper-

and middle-level management, especially

when employees often take extended sick

leaves. This study expands on our

knowledge of the value of employees'

psychological well-being at work and

demonstrates how risk factors for disability,

including ergophobia, may be reduced.

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Association, Diagnostic and

Statistical Manual of Mental

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Hardcore Culture And Ergophobia Of Employees In Chemical Industry

Eur. Chem. Bull. 2023, 12 (S2), 2497 – 2508 2508

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ResearchGate has not been able to resolve any citations for this publication.

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2497 -2508 Section A-Research paper Hardcore Culture And Ergophobia Of Employees In Chemical Industry Eur

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