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PRELIMINARY DATA COLLECTION 61

Quite frequently, aspects of structure also influence the problem and need to
be explored. Below are some of the structural factors.

1. Roles and positions in the organization and number of employees at each job
level.
2. Extent of specialization.
3. Communication channels.
4. Control systems.
5. Coordination and span of control.
6. Reward systems.
7. Workflow systems and the like.

It is possible that the respondents’ perceptions of the structural variables may
not match the formal written structural policies and procedures of the organi-
zation. Where such is the case, these become relevant leads to follow during
further unstructured and structured interviews with various levels of employ-
ees in the organization.

Perceptions, Attitudes, and Behavioral Responses
Employees’ perceptions of the work and the work environment and their atti-
tudinal and behavioral responses can be tapped by talking to them, observing
them, and seeking their responses through questionnaires. A general idea of
people’s perceptions of their work, the organizational climate, and other aspects
of interest to the researcher can be obtained through both unstructured and
structured interviews with the respondents. By establishing good rapport with
the individuals and following the right questioning techniques—discussed in
detail in Chapter 10—the researcher will be able to obtain useful information.
An understanding of the attitudinal and behavioral reactions of organizational
members is often very helpful in arriving at a precise problem definition.
Attitudinal factors comprise people’s beliefs about and reactions to the
following:

1. Nature of the work.
2. Workflow interdependencies.
3. Superiors in the organization.
4. Participation in decision making.
5. Client systems.
6. Co-workers.
7. Rewards provided by the organization, such as pay raises and fringe benefits.
8. Opportunities for advancement in the organization.
9. Organization’s attitudes toward employees’ family responsibilities.