purpose model in relation of job stress and its impact on job performance by using The results are significant with negative correlation between job stress and. Some of the employees affirm that a stress-free program goes a long way to boast 4 RELATIONSHIPS BETWEEN JOB STRESS AND JOB PERFORMANCE. This study is aimed at determining job stress variables that affect employee performance. It also determine the relationship between job stress.
Amongst the most commonly accepted theories, the theory of Campbell and his colleagues is important. They describe psychological perspective of job performance as an individual level variable, i. So, Job performance can be defined as how well an employee is performing at his work.
(PDF) RELATIONSHIP BETWEEN STRESS AND JOB PERFORMANCE: A STUDY OF BANKING SECTOR
Byars and Rue define performance as the extent to which an employee accomplishes the tasks that make up his or her job. Williams defines performance as a record of outcomes produced during a specific job, over a specific time. According to Borman and Motowidlo and Campbell, Gasser and Oswaldit is widely agreed that job performance is considered as a multidimensional construct.
Dessler suggests that work performance is a measure of how well an employee meets the standards that are required for a specific job.
RELATIONSHIP BETWEEN STRESS AND JOB PERFORMANCE: A STUDY OF BANKING SECTOR
Performance is the accomplishment of a given task measured against preset standards of accuracy, completeness, cost and speed. The behavior of an individual directed towards goal accomplishment may be considered as his work performance. According to Nayyarwork performance is the degree to which an individual executes his or her role with reference to certain specified standards set by the organization.
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Azmi, Shahid, and Alwi aimed to examine the relationship between job stress and job performance amongst front-liners in a shared service center, Malaysia. The conceptual framework of the study was based on the model of Job Stress role ambiguity, role conflict, inadequate resources, and workload and the concept of job performance.
Relationship Between Stress and Job Performance
A total of front-liners from various departments in a shared service center were selected as respondents through convenience sampling technique.
Findings of the study revealed that job stress was significantly related to job performance. Kyoung, Gyu, and Jung conducted a study to identify the effect of interpersonal relation and job stress on nursing performance among male nurses.
The study was cross- sectional descriptive. The data were collected from male nurses members affiliated with the Korean Man Nurses Association by self-administered questionnaires. The average scores of interpersonal relation, job stress, and nursing performance were respectively 3. The results of the study revealed that the nursing performance was high in married, good health condition, manager, and high salary among male nurses, also, nursing Volume-2, Issue, May ISSN No: However, the influencing factors of nursing performance among male nurses were interpersonal relation, health status, total duration of career, position.
Suandi, Ismail, and Othman conducted their study to aim at finding the relationship between organizational climate and job stress with job performance.
They concluded that there was a moderate level of relationship whereby the relationship between organizational climate and job performance was positive while the relationship between job stress and job performance was negative.
This shows that an increase in organizational climate will improve job performance and the increase in job stress will decrease the job performance. A total of bankers of Malaysis were used as a sample for the study. The primary data was collected using questionnaire tool for the data collection.
The resuive colts of the study indicated that job ambiguity, job conflict, job overload and job instability were positively related with the job stress, also, a negative correlation was found between job stress and job performance. Stress does not always result directly from the source of pressure itself, but rather from the perception of that pressure. Therefore, individual difference variables e. The effects of emotional intelligence on the relationship between job stress and job performance were investigated with a sample of employees in the Taiwanese finance sector.
The results indicated that emotional intelligence had a positive impact on job performance and moderated this relationship. In this respect, highly emotionally intelligent employees are more likely than are low emotionally intelligent employees to be able to reduce or transform the potential negative effects of job stress on job performance Yu-Chi, Bano and Jha in their study aimed at exploring the differences in job-related stress, if any, between public and private sector employees, based on ten role stressors.
The study found that both public and private sector employees faced moderate levels of stress. While there is no significant difference overall between public and private sector employees in terms of total stress levels, certain individual stressors-such as work experience and educational qualifications-do yield differences.
Malik conducted a study on Occupational stress experienced by private and public banks employees The sampling population of this research included employees of public and private bank in Quetta City, employees from public banks and remaining from private banks. The research used the systematic random sampling method.
The result showed that occupational stress was found higher among private bank employees as compared to public bank employees. Mahmood, Hussain, Hannan and Muhammad in their study revealed that majority of the people felt stress in their jobs and they were neither satisfied with their jobs nor able to fulfill their needs and thus, these factors were creating stress.
Stress was perhaps playing positive role in accelerating their performance.How stress affects your body - Sharon Horesh Bergquist
Qualifications had been identified as a major linking force. They also suggested that justified compensations should be introduced in business organizations in order to avoid over or under load situations. Bashir and Ramay in their study examined the relationship between job stress and job performance on bank employees of banking sector in Pakistan. The results of their study showed that job stress significantly reduced the performance of an individual and also suggested that organizations should facilitate a supportive culture within the working atmosphere of the organization.
Wallace, Arnold, Edwards and Frazier proposed differential relationship between challenge stressors, hindrance stressors and role- based performance. Those relationships were expected to be moderated by organizational support. In a sample of employees across 61 offices of a state agency, the authors obtained a positive relationship between challenge stressors and role-based performance and a negative relationship between hindrance stressors and role based performance.
Organizational support moderated the relationship between challenge sstressors and role based performance, but did not moderate the relationship between hindrance stressors and role based performance.
Leung, Chan and Olomoaiye aimed their study at investigating the impact of stress on the performance of construction project managers CPMs. Organizational performance was seen to have a U-shaped relationship with both burnout and physiological stress and was worsened by objective stress.
Kazami and Rubina showed in their study that there was a negative correlation between job stress and job performance.
Finally, if stress is too high, it turns into a damaging force. Job performance begins to decline at the same point because excessive stress interferes with performance. An employee lose the ability to cope, fails to make a decision and displays inconsistent behaviour.
If stress continues to increase even further it reaches a breaking point. At this breaking stage, an employee is very upset and mentally devastated. Performance becomes zero, no longer feels like working for their employer, absenteeism increases, eventually resulting into quitting of a job or getting fired.
Stress should not be very high nor too low. It must be within the range and limits of employee's capacity to tolerate and his performance level. A controlled stress which is within limits is always beneficial and productive than an uncontrolled one.
Management of every organisation must always consider their employees as assets of their firm and not work slaves.