EFFECT OF JOB STRESS ON EMPLOYEE’S PERFORMANCE
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EFFECT OF JOB STRESS ON EMPLOYEE’S PERFORMANCE
Chapter one
INTRODUCTION
BACKGROUND FOR THE STUDY
Developing a high-performance organisation is a common issue in the training and development industry. Organisations cannot afford anything less in today’s competitive environment.
Creating a high performance organisation necessitates an understanding of what elements influence performance, with stress being one of the most significant.
We are all aware that we live in a dynamic world with constant pressures for change in both society and our jobs. We are challenged and presented with many uncertainties in our daily lives, whether in our homes, workplaces, marketplaces, churches, political meetings, or while driving on the street (Ugwu, 2009).
Employees are constantly pushed to adapt to competitive demands, organisational change, new challenges, and the pursuit of greater efficiency and performance. All of these factors, and more, add to an employee’s job stress.
According to Robiins and Judge (2007), stress is a dynamic circumstance in which an employee or individual is presented with an opportunity, demand, or resources connected to what the individual wishes, with the outcome seen to be both unclear and crucial.
According to them, stress is related with constraints, whereas demands are associated with desired outcomes. Historically, stress has been considered as an unavoidable result of professional life, or at most, a health-care concern.
Neither viewpoint captures the full extent to which job stress impairs human intellectual, emotional, and interpersonal performance. Indeed, the intellectual, emotional, and interpersonal effects of stress have a direct impact on practically every popular training and organisational development project (Davis 2008).
Employers are increasingly concerned about the consequences of stress on their employees, particularly important management personnel.
What is stress? It can be defined in lay terms as the negative psychological and physical reactions that occur in individuals as a result of their inability to cope with the demands placed on them. Stress is triggered not by the external problems that employees face, but by how they cope (or fail to cope) with those problems (Cole, 2004).
Thus, most people can deal with a wide range of stressors in their lives, and many appear to thrive on “pressures,” particularly at work. However, when people fail to deal with pressure appropriately, stress symptoms occur in the short term.
These symptoms can include indigestion, nausea, headaches, back pain, loss of appetite, lack of sleep, and increased irritability. In the long run, such symptoms might lead to coronary heart disease, stomach ulcers, depression, and other dangerous illnesses.
Clearly, the impacts of stress, whether caused by work problems or domestic/social problems, will eventually result in lower employee performance at work. This will undoubtedly have a negative impact on the employee’s job performance.
To effectively handle workplace stress, managers and benefits professionals must first understand how stress affects employee performance.
Statement of the Problem
It is emphasised that stress is a complex and dynamic term in organisations. Stress is a cause of tension and annoyance, and it develops from a number of interconnected impacts on conduct (Mullins, 2007).
The expense of occupational stress is enormous. It is terrible to the individual and harmful to the organisation at a time when controlling corporate expenditures and ensuring an effective and healthy workforce is more important than ever.
Stress has been dubbed the “health epidemic of the 21st century” (Robbines & Judge 2007) and is expected to cost businesses billions of naira each year. Employees who are facing high levels of stress have been shown to develop high blood pressure, ulcers, impatience, difficulty making basic judgements, and maybe loss of appetite.
The effects of all of this on employees are concerning. As a result, there may be more accidents, sickness, absences from work, inefficiency, strained relationships with clients and coworkers, high staff turnover, early retirement due to medical reasons, and even premature death.
These and other issues posed major challenges to the organisation, prompting the question of whether stress is necessary to prevent. Or, what had the organisation done to deal with stress?
Does stress cause bad employee performance?
It is against this backdrop that the researcher wishes to propose solutions to stress-related issues, with First Bank Nigeria Plc, Uyo serving as a case study.
1.3 GOALS OF THE STUDY
The study aims to:
Examine whether job stress causes poor employee performance in an organisation.
Determine whether stress affects men and women differently in the workplace environment.
Determine the association between job stress and organisational performance.
Determine what strategies could be used to cope with job stress.
Examine the link between stress and stress pressure.
Identify the issues that can contribute to job stress in the organisation.
1.4 RESEARCH QUESTION.
(1) Does job stress cause bad employee performance in an organisation?
(2) Do men and women respond differently to stress in the workplace.
(3) What measures can be used to cope with occupational stress?
(4) Is there a relationship between job stress and organisational performance?
(5) Is there a relationship between stress and pressure?
(6) What are the issues that can contribute to job stress in an organisation?
1.5 Research Hypothesis
Ho: Job stress does not lead to bad performance of employees in the organisation.
Ho2: Job stress has no meaningful association with organisational performance.
Ho3: The organisation has no stress-management procedures in place.
1.6 Significance of the Study
The study’s significance stems from the fact that the findings may serve to provide practical and desirable approaches, as well as cutting-edge information, to managers and staff of First Bank plc on the finest strategies that may be used to ensure successful stress management in the workplace.
The study’s findings will help employees understand how they might improve their job-related mental health without losing performance or productivity. That example, an organisation could minimise job stress by giving employees more control or decision-making authority but without reducing actual workload.
It will also assist an organization’s managers in fine-tuning their administrative structure in order to reduce employee stress and safeguard workers’ mental health while maintaining productivity. Perhaps the study will help organisations focus more on training, assistance, and counselling, as well as work organisation and job design.
Furthermore, it will force organisations to follow management standards, resulting in fewer employee illnesses. This will give a framework for assessing the degree of exposure to important workplace stressors and promoting better working conditions by identifying areas where management can take action.
The study will also benefit academics and students who wish to conduct research on these topics. “Job stress and employee performance” .
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