summarized

ABSTRACT

The purpose of this study aims to investigate workplace stress and how it effect on employee performance at SAMREF company. the population targeted in this study employees from Samref company at Yanbu Industrial City. This study aims to investigate workplace stress and how it effect on employee performance. Limited-Sample survey has been conducted to measure workplace stress levels and employee performance in Samref company. In addition, Researchers used a descriptive data and regression analysis as an analysis method in this study. And the researchers will be providing a better understanding regarding the factors affecting workplace stress at Smref company. Thus, it emphasizes that there is still a need to conduct additional research to filling the gaps that have not been solved in the current study. In the final chapter, some recommendations were provided for future use to any researcher in this academic filed.

CHAPTER ONE

INTRODUCTION

1.1. Introduction

This study aims to investigate the relationship between workplace stress and how it affects employee performance. This chapter provide a glance about two concepts of workplace stress and employee performance as well as the scope, company profile and importance.

1.2. Background of the study

Workplace stress is defined as a hurtful physical and emotional responses of the employee (National Institute of Occupational Safety and Health 1999). Wherefore. Workplace stress could cause a serious problem for the organization and it may cause a delay in tasks. According to the International Labor Organization (ILO), it could be avoided when there are appropriate management and good practice among employees (Cooper, C. L., Dewe, P., & O’Driscoll, M. 2001).

Workplace stress is a new phenomenon that appeared in the current time to become as a lifestyle, this is due to the changes that occur in the work over the last century and it keeps changing very fast over the years. It takes place also in all the professions, from an artist to a surgeon clearly with changes stress appears automatically. It could affect the employee's health, productivity and the overall well-being of his body and mind. Not only the employee who will be affect also the organization will be affect as a whole. Whenever you hear workplace stress the results of that always leads to less productivity and that relatively will affect the health of the organization.

Work place stress could take place in different sources and affect people in different way it could come from managers, peers and colleagues (Dollard and Metzer 1999). It could be from the organization itself or it could be job related stress. In addition, stress differ from one person to another that is why it is important to address the stress differently. Handling stress is different from person to person the causes and the approach could be different from one and another person.

The factors that affect the workplace stress: There are three sources which is environmental factors, organizational factors and personal factors. Also, there are individual differences which are job experience, social support and perceptions. Therefore, our research will focus on organizational factors causing productivity, absenteeism and turnover

Our research will focus on the workplace stress caused by of environmental factor at the work. The method that will be used in the research is Diathesis Model, this model is related to job stress and this is the basis of our research

The stress in the workplace affects the performance of the employees in the organization. The higher stress the lower performance. Lately stress was considered a good thing for employee to energetic them and enhance their performance, but this belief is not considered anymore because even if there is low stress it will affect the performance.

It’s important for employees to eliminate the stress in the workplace, also it’s important as an organization to know the causes of the stress among employees. The stress can affect as a group the performance of employee and the level of work, which will have greater impact on other institutions. Workplace stress can also cause physical, emotional and behavior problems, which in its term would affect the mentality, energy and the well-being of the employee.

Workplace stress is negatively related to employee’s performance by these independent factors:

Employees suffering from high stress levels have lower engagement, are less productive and have higher absenteeism levels than those not working under excessive stress, therefore it will affect the overall work of the organization and cause money problems for the company and health problems for the employees.

Workplace stress occur when the employee faces a stress from bosses, subordinates and the task itself. Also, when employee have unclear thoughts about the job description and the work that most do. Wherefore it’s important as a Human resource specialist to reduce this unpleasant situation or at least eliminate it.

Figure (1-1)

1.3. Importance of The Study:

This study is about workplace stress and how it effects employee performance and it target oil and gas industries. The driver key in any nation is energy, that’s why it is so important for economic growth. Oil and gas industries is very important to the world generally and to Kingdom of Saudi Arabia especially, The Kingdom of Saudi Arabia working on promoting aggressive growth of gas sector. Saudi Arabia Always recognized the importance of producing domestic gas and contribution in the national economy for this reason it put an aggressive vision to maximize the economic and social benefits of the gas industry to the nation. In latest 70’s, Saudi government embarked program for gathering associated gas and it associated valuable products, the goals were to protect the environment from flaring, maintain the gas resource, develop the industrial base and to add value to gas and it associated resources. In Saudi Arabia, the consuming of gas has risen at a remarkable rate of 7.2% year over the last 20 years and it is expected to grow on average by 3.7% during 2004-25. And as it is known Samref is a joint venture between Exxon Mobile company and Saudi Aramco which the biggest company in producing and exporting oil and gas. Samref is the worlds-biggest single-train crude oil refineries, and the most biggest sophisticated refineries in all over Middle East. Also Samref has similar ownership as Saudi Aramco company and Mobile Yanbu refinery, and it process approximately 400 thousand barreles of Arabian crude at day. The refinery considered as a trustful and safe supplier for a wide group of high quality products. And one of Samref goals are to be leader of refineries in Asia and Europe. Therefore, for achieving their goals they need a high skilled employee who can do the work effectively, but workplace stress could hinder this process and that’s why is important for the management and the company as a whole to reduce or try to minimize it. Encouraging communication between employee and employer about mental health so they can know that it is ok to talk about workplace stress and it is not a sign of weakness when it happens. Increase flexibility in work process, deadlines, compressed work week, job sharing, and telecommunicating could help employees in balancing the demand of work, increase productivity and manage workplace stress in a better way. Being clearer about communication by avoiding e-mails and calls after work hour. If you send an e-mail after work hour be clear that it is not necessary to answer right away. As that can lead to stress. Review and reflect how do you lead your team as a manager. Did you always give unachievable deadlines? Do you show disappointed in smallest mistakes? Do you assign work duties to employee base on their capabilities? It could be the biggest factors that leads to stress.

1.4. Objectives of the research:

This study tackles the stress in workplace and how it affects employees' performance in SAMREF (Saudi Aramco and Mobil refinery) company. This study focuses on the below:

1-To find out the relationship between workplace stress and employee performance.

2-To determine factors that cause stress among employees in SAMREF.

3- To find out the strategies followed by SAMREF company to overcome their stress.

1.5. Scope of the research:

This research will only focus on SAMREF company in YANBU. This research will covers all department. The workforce consist includes middle level which are supervisor, super tended, and manager and lower level which are operator, technician, and analyst.

1.6. Company profile:

SAMREF Company is a joint oil refinery between Saudi Arabian (Aramco) Oil Company and Mobil Yanbu Refining Company Inc. the plant was established in 1981 but later on, under the royal decree, the Company was changed to Saudi Aramco Mobil Refinery Company Ltd. SAMREF. The Company emerged with Saudi Aramco expanding their petroleum refineries and distribution in the market. After its establishment in 1988 under Royal Decree, Saudi Aramco continues to enjoy dominance in exporting oil worldwide by becoming the largest oil exporting Company. SAMREF Company has almost 65000 worldwide. Since its amalgamation, the company has had different CEOs but currently, the Company is under the leadership of Amin H. Nasser as the President. The Company vision and mission are in concurrence and the recent performance of the plant has shown that indeed the Company has become one of the best refineries not only in Asia and Europe, but it has stretched to other parts of the world. However, as much as the Firm focuses on oil exporting and production the Company has also merged with other plants in ensuring that the environment is kept clean by conducting environmental monitoring and assessment. Therefore, the firm is aware of the repercussion of emission of the poisonous gases in the atmosphere which is associated with an oil refinery. The Company has qualified engineers that ensure that the Company’s activities do not mess up with the atmosphere because of the vulnerability oil production puts in the process of an oil refinery.

Saudi Aramco (formerly Arabian-American Oil Company) is a state owned global integrated oil and chemicals company that has been in business for over 70 years. With our headquarters in Dhahran, Saudi Arabia, we have affiliates from all over the world including Egypt, China, and Netherlands. Currently, under our president and CEO Amin H. Nasser, we have more than 65,000 workers from around the world.

What we do:

We are the world’s leading hydrocarbons explorers, producers and distributors. Saudi Aramco is the largest oil and gas producing company in the world, specializing in petroleum, natural gas and other petroleum chemicals and products.

Key Executives

President/ CEO: Amin H. Nasser.

CEO: Aramco trading Co.: Ibrahim Al-Buainain

Senior VP: Finance: Abdullah Bin Ibrahim Al Saadan

Senior VP: Operation Services: Abdulrahman F Al-Wuhaib

Senior VP: Downstream Business: Abdulaziz M Al-Judaimi

Sr VP/ Secretary/ General Counsel: Nabeel A Al Mansour

Corporate Information

P. O. Box 5000

Dhahran, 31311 , Saudi Arabia.

Web url: www.saudiaramco.com

Exxon Mobil is a global energy company that which was established nearly 136 years ago. The company conducts businesses in over 140 companies around the world and is one of the largest oil refinery and gas company that focus on technology and innovation to provide for the world’s needs. Also, it produces petroleum chemicals in addition to marketing petroleum products. Exxon Mobil produces products that drive the modern economy including; modern transportation, power cities, lubricate industry and provide petrochemical building blocks which are useful in the production of thousands of consumer goods. The company is commonly known by its brands which include; Exxon, Esso and Mobil among others. The current CEO and Chairman of board of directors of Exxon Mobil is Darren Woods.

1.7. conclusion

At the end researches assume that stress is important to be consider by organization because stress have a huge impact on employees at workplace. Stress could impact the organization negatively if employees feeling stressed. Consequently, that will cause problems such as high turnover rate, absenteeism and effect on employee performance. On the other hand, if the organization understand and support employees to express their street that’s leads to increase the performance. In next chapter researches aim to expand more in explaining the relationship in workplace stress and it affect employee performance from different articles and literature review.

CHAPTER TWO

LITRATURE REVIEW

2.1. Introduction

This chapter discusses relevant published study of two concepts to gain more understanding of the relationship between workplace stress and how it affects employee performance. It also explains the consequences of stress and the five basis models of stress. Additionally, discuss related published study of the second concept, employee performance, common standards, and the relationship between the two concepts as noted above.

2.2. Workplace stress

How we react to certain situations can be defined as stress. Stress affects our emotions, psychology, and behaviors towards an event that has happened to us or anticipated to occur. This body interference includes feelings of anxiety and restlessness (Meyer 2013). People mostly speak of how stressful, yet they know very little about stress. Stress occurs in different stages and when experienced over a period of time it can become chronic and lead to very bad side effects in the normal functioning of an individual. Stress can result in serious health issues that might take time to reverse. Stress factors can be from a person`s environment (external) or within an individual psychological reaction (internal).

2.2.1. definition & introduction

Stress has a lot of definition to a lot of people. Depending on the angle which you look at it, one can define stress in their own way, but all agree that it affects people. The original conception of stress was that it came as an environmental pressure, afterwards it was agreed that it was as a strain from within a human being. Stress is not a health defect. It should not be put into the same category as health conditions. Although, it is a sign of very harmful emotional and physical strains. Stress can therefore be defined as harmful physical and emotional response which is caused by imbalances between perceived demands and perceived resources and individuals abilities to cope with the said demands. A further definition of stress will be; a psychological and physical state which will result when the resources of a particular individual are not sufficient to cope with the individuals demands and pressures. Stress thus differs in situations and individuals.

There are acute responses to stress and this fall in different areas. In feelings the responses may be such as depression, anxiety, fatigue and irritation. In the behaviour responses would be like, withdrawal, extra aggressiveness, being unmotivated and tearful. When thinking the responses of stress includes difficulties in problem solving and lack of concentration. The physical symptoms of stress include feeling of nausea and headache.

2.2.2. Models of stress

Person – environment fit model

There are many theories that explain the person – fit model but all of them carry one main assumption. That people will seek out and will create environments that will allow them to behaviourally manifest their characters. An example is dominant people will definitely seek leadership especially politically. It also explains further that the extent to which people fit their environments at work has very significant consequences with far better results.

This theory is very important in career development as it makes great interventions in career planning, making decisions and adjustments. It helps people to understand and solve career related issues. By theoretically assessing relevant constraints relating to individuals and the environment this theory forms a key part in career counselling. The results are incorporated into counselling to help clients in developing their careers.

The arguments of person environment fit theories are that people have fundamental needs to fit in their environments and that the degree of fit between these people and the environment in which they work in is positively related to important individual results.

There are many challenges of the personal- fit environment. The first challenge is the dimensionality of the theory. In the past the theory was termed as ‘elusive’. This means that researchers were unclear of the theory. The main argument about the fit was that studying it alone as a single dimension was inconsistent with how individuals experienced it. This is because people have many dimensions of the environment.it has been argued that many researchers had covered limited number of content dimensions. This creates problems which include issues with content validity and criteria incomplete determinants.

The other challenge is how to integrate all the theories of personal environment model. There have been recent developments on the theory from the single dimension to multiple theories on fit. The integration of these theories would allow researchers to give a clear picture of the person environment fit phenomena and investigate the unique effects of each theory.

The third challenge will involve the simultaneous assessing of contributions of various types of the theory to the theoretically related outcome constructs. The last challenge is linked with assessments of the function of the multi-dimensional construct of the fit theory. A construct is usually described as a superordinate when the relationship is flowing from the constructs to its dimensions. It is described as aggregate when the relationships are flowing from the dimensions to the constructs.

Job characteristic model.

This describes the relationship between the job and the characteristics and the responses of the individual to work. It specifies the condition of the task in which the individual is predicted to prosper in their work. This theory is characterized by five dimensions that prompt three psychological states that lead to various beneficial personal and work outcomes. The five job characteristics are as follows.

· Skill variety – refers to the degree to which a job requires different variety of activities in carrying out the work by involving the use of different number of skills and talents of the individual.

· Task identity – refers to the degree to which the job requires completion of a whole, identifiable piece of work,

· Task significance- refers to the degree that the job will impact substantially on other people’s lives, directly or indirectly.

· Autonomy – refers to the degree in which the job provides substantial freedom and independence to the worker.

· Job feedback – providing the individual with direct and clear information about the effectiveness of their performance.

This theory suggests that positive feelings flow from good performances and negative feelings emanate from poor performances. If a certain job is low in how it motivates the workers then the performances will be low. If the job is high in motivating employees then the outcomes will be high. Personal growth and development are very crucial in determining response in high motivating potential. This personal growth needs strength.

Diathesis model

Diathesis stress model suggest that the combination of the preexisting diatheses and the stressors will together predict depression development. Kit goes further ahead and states that any individual who think negatively about the world will most certainly show symptoms of depression when faced with real life stress.

There are different theories that concur with the diathesis stress model. The first example is the Beck’s cognitive Triad Model which suggests that all negative thoughts about the world, future and of the people themselves contribute to stress development. These views affect one’s process of information and make the individuals susceptible to mental health issue when negative situations arise.

The other theory is the Learned Helplessness Model which simply suggests that feeling helpless leads to depression.

These two models depend on a stressful event occurring on the individual; therefore an individual with a negative cognitive style may never encounter depression. This is because that person never encountered a stressful event. This theory is therefore not satisfactory I explaining stress in individuals. Both stress and cognitive lifestyle are known to contribute to depression. Stress in itself is a depression predictor.

Job demand resource model

This one relates the demand of a specific job to the outcome of the job and it divides the work environments characteristics to two; job demands and job resources. These job demands are the physical, social, or organizational job aspects requiring sustained physical and/or psychological effort and are, therefore, associated with physiological and/or psychological costs. Job resources on the other hand are divided into three. These are the physical, social or organizational elements of the job that;

a) Achieve work-related goals.

b) Reduce the demands of jobs and its associated physiological and psychological costs.

c) Stimulate personal growth and development.

These two categories of work characteristics evoke two relatively independent psychological processes. According to the health impairment process, high job demands, which require sustained effort, may exhaust employees’ resources and lead to energy depletion and health problems the conservation of resources theory defines resources as entities that are either centrally valise or they act as a means to obtain centrally valued means. There are four types of resources; objects, conditions, personal traits and energies.

The recent studies of this theory focusses on two main assumptions of the conservation of theory . the first assumption states that individuals invest their resources in order to deal with threatening conditions and to help prevent themselves from encountering negative outcomes. The second assumption is that individuals strive to accumulate the resources they want to protect.

These two theories share some few things. The first is that both assume a moderating role of resources in the relationship between demands and negative outcomes. They also assume that the availability of job resources would lead to an accumulation of job resources and therefore more positive outcomes in the workplace.

Personal resources are the aspects of the individual that are linked to resilience and these refer to the individual’s sense to impact and control the environment successfully.

Effort reward imbalance model

This is one of the most popular work stress models and considers the role of situational, personal and social factors in workplace trouble. It has its origin in medical sociology and emphasizes both the effort and reward structure of work. It is based on the assumption that benefits of work depend on a reciprocal relationship between efforts and the rewards offered. The efforts would represent job demands that are imposed by the employee. This model sttes that work characterized by both high efforts and low rewards represents a deficit that is reciprocal between costs and gains.

This model emphasizes the imbalance between efforts spent at work and the rewards received after. This model was formulated to answer questions that the person environment could not answer.

This theory has some loopholes and need strengthening. This is because the model provides support that is inconsistent for the theoretically proposed moderating role of the environment. The previous work has also rarely assessed additional personality traits or coping mechanisms that are relate to the model. This has further limited our knowledge of the individual differences involved in moderating employees’ response to the stimuli of effort reward imbalances

The other area needed to be strengthened is the relation to the measurement of the reward component. The model conceptualizes reward according to a multi-dimensional definition but the bulk of the research tends to utilize a composite reward indicator. There have been emerging evidence to suggest that the rewards in the model may have differing effects depending on the outcome.

The third area of contention involves the research designs that are being used to investigate this model. The research has grown over the past decade and most of the study only tends to focus on physical and physiological health. These are the common factors that cause stress in workplace environment.

2.2.3 Common causes of workplace stress

The first source of stress is the working conditions. These will definitely fall under poor working conditions. Many research findings have shown that work performance is proportional to working conditions, if the working conditions are good then work performance increases. If the working conditions are poor then work performance reduces. These poor working conditions that led to increase in stress would include bad lighting, noise in the work place bad temperatures, lack of or insufficient oxygen and lack of proper air conditioning. All these create negative environmental stressors and their effects over a long period of time will increase stress. The other characteristic of working conditions that increases stress would be timelines; these include time pressure and tasks with deadlines. These deadlines within organizations cause unnecessary negative pressure and tension in employees. They increase mental over load especially in jobs that need creative thinking. They also affect emotions by making employees restless; add a lot of tension and raises conflicts in the work place.

The workplace is also another source of stress. Stress differs according to the type of work someone does. There are seven types of stress sources in the different workplaces. These include;

I. The profession’s inner factors – like working conditions

II. The professional’s role in the organization – for example if an employee is assigned a different role from what they are used to then it will increase stress. The higher the individual is in an organization also increases the level of stress.

III. Work relationships between employees – good relationships between workers create a feel-good atmosphere in the workplace and reduce stress of many employees.

IV. A worker’s personality and stress coping mechanism – for example by taking a case of two types of personalities, extrovert and introvert. An introvert would not feel comfortable working with others while an extrovert would really find it difficult working alone.

V. The culture and general atmosphere of the firm – this deals with the values from top management in an organization. If values are ones to demoralize workers and degrade them then it will increase stress to the employees.

VI. Mechanisms to develop career – factors to increase stress would include desire for job promotion, the feeling of job insecurity and the lack of opportunities for developing career like further studies and training.

VII. The employee’s connection between their home and workplace – the relationship between a worker’s family and the work greatly influences how they operate at work and the levels of stress.

2.2.4. Consequences of workplace stress

There are different areas in which effects of work related stress, very many various disorders. It can cause three types of strains, behavioral, physical and psychological. Physiological disorders include blood pressure changes, breathing and gastronomical disorders. Emotional disorders will include depression, anxiety and low self-esteem.

There are psychological disorders, for example when a person is very anxious about public speaking. They would tend to feel nauseated or find it very difficult to speak in front of a group of people. Some physical stress that would occur because of stress include fatigue, headache, muscular aches, weight problems

Occupational stress is one major hazard in the workplace. It can induce less productivity in the workplace, cause absenteeism, displacement of labour force, and bringing about work-related conflicts. Stress is associated with human life and it is an integral part of human life.

Workplace stress causes a lot of damage and loss to both employees and the organizations they work in. From studies carried out in the United Kingdom, stress related diseases is responsible for removal of 180 million workers annually.

Stress can also bring about negative impact on physical health. The issues include backaches, stroke, heart diseases and peptic ulcers. Longer exposure to stress may even cause stroke.

Variable to measure stress

Measuring of stress may be placed in six categories;

I. Cognitive – the load of information processing placed on a person while they undertake specific duties.

II. Occupational – brought about due to demands of work.

III. Physical – brought about by physical pressure of the environment.

IV. Emotional - brought about by psychological and physiological triggers from emotions while working.

V. Social – brought about by inability to meet social demands in a society

VI. Personal – this is personal and it comes from within an employee in the workplace,

Stress can be measured in a stress measurement scale. The variables in the scale will be five, in all places of work. This can be done in questionnaires where people are interviewed against different questions and the results recorded. These five variables include;

· Extremely stressful (80%-100%)

· Very stressful (60% -80%)

· Stressful (40%-60%)

· Least stressful (20% -40%)

· Not stressful (0% -20%)

Stress can also be measured by how people cope with it. The method is called coping strategy, it measures an individual’s coping resources. A set of questions are written and for each item the interviewee has to pick one option from the following; never, sometimes, often, and/or always.

The altruism test is used to measure altruistic behaviours. The test has twenty-five items. Of these twenty are positively scored, the remaining five are negatively scored. Each item is provided with three alternate responses. The responses range from agree, cannot and disagree.

If for example a person is to be measured to find out how depressed they are, the Beck Depression Inventory may be used. This is a 21 item self- report where the interviewer rates the extent to which they feel sad, energy loss or experienced other systems of depression in a period of two weeks. The sum of the ratings derived is the patient’s current level of depression. The main point to note is that the measurements do not require any instruments or procedures

The variable used to measure is usually straightforward and very simple for measurement. These include age, sex, height, weight and birth order. There are other variables which are not simple like self-esteem, intelligence, personality traits and emotional states. These are normally called constructs and pronounced as CON- structs. They cannot be observed directly. This is because they often represent tendencies to think, feel, and act in certain ways. They also often involve internal processes. For example fear, it involves activation of the central nervous system along with certain kind of thoughts and feelings that are not visible physically.

2.2.5. Management of workplace stress

There are two ways to manage stress in the workplace. These include individual and organizational stress management. Individual stress management involves training oneself to avoid stressors. Organizational stress management involves setting up of structures or interventions to reduce stressors. Some of these interventions are creating flexible work schedules, proper working conditions and proper physical environment for workers. Organizational management may also include psychological measures like offering support to employees, control over work and active participation between employees.

2.3. Employee performance

The management of performance in an organization is the basis of performance excellence. Organizations heavily rely on human resources for their growth and development. Zhang (2012) argued that employees are viewed as valuable assets in a committed performance approach. Performance management at the employee level is key to the general organization's output. Previous researchers have indicated that numerous factors influence employees' performance in organizations, such as motivation and stress. Similarly, in comparison, organizations that promote performance enhancing cultures generally have better performance than those that do not focus on setting performance goals, as well as holding employees accountable for meeting the set goals.

The performance management process often involves setting clear and specific performance expectations for every employee as well as having periodic informal and formal feedback on the employee performances that are focused towards the realization of the organization goals. However, most organizations conduct performance reviews that are employed in the provision of support for decisions concerning training, career development, promotions, employee termination, reduction in force and transfers. However, studies have shown that performance management has been criticized for being time-consuming, but are eventually productive in increasing work performance, increasing productivity, boosting employee morale as well as in improving the quality of work. In addition to that, the performance management also reduces employee turnover and work-related conflicts

2.3.1. Employee performance definition

According to Zhang (2012), employee performance is defined as the level at which a member of the organization contributes towards the achievement of organizational goals. Also, Zhang added that employees are the main source of competitive advantage in service-based organizations. Similarly, Nassazi (2013) also defined employee performance as the results or contribution of employees in the attainment of goals. According to these definitions, performance can be used to describe the accomplishments of an organization, with regards to the process, the outcomes, the relevance and the success

2.3.2. Common standards of employee performance

The success of any company is directly intertwined with the individual performance, productivity and commitment of their employees. The common standards of employee performance or the job performance standards refer to the measures that managers and supervisors use to gauge the productivity of employees. It can also be described as the method that individuals use to measure their productivity at work. Mainly, there are two significant categories of employee performance standards; these include the organization standards and individual standards. The employee performance standards are significant in various ways. For instance, the performance standards may help the staff in comprehending their expected scope, their key responsibilities, and the needed level of skills and knowledge for their functions at work.

Employee performance standards should be set, and afterward, the progress of the employees monitored to indicate their development. For an adequate performance standard, organization managers should work together with the employees to come up with a set of standards that both the organization and the individual can commit to. Involving employees in the creation of their performance standards gives them a sense of responsibility and motivation for achieving and in some cases exceeding the standards. As mentioned earlier, many factors affect employee work output, and stress is one such factor that greatly affects employees' productivity.

2.4. Relationship between workplace stress & employee performance

Stress in the workplace is an area of human resource that has attracted scientific studies, with many professionals exploring its effect on employees in organizations. Employees have previously reported being caught between their personal lives and their tasks at work. However, according to Nekoranec & Kmosena (2015), stress can lead to physiological disorders, emotional disorders, and behavioural disorders. Nekoranec & Kmosena (2015) argued that some of the most common causes of pressure in the workplace are; extreme working conditions, the connection between work and home, the role within the organization, workplace conflicts, job insecurity, bullying, and harassment. Therefore, to reduce these effects of stress in employees, which can be eventually reflected in the job performances, the human resources can devise ways to address stress management in the organization.

Work-related stress results in mental challenges that affect work performances and can lead to attention deficit disorders and perception disorders (Nahavandi et al., 2015). In a work environment, stress can lead to occupational accidents, wrong decision making as well as interrupt employee relationships in an organization, all of which affect employees' work. Studies have been previously conducted to explore the impacts of strain on employees' job performance, and many have shown that there is a negative association of work stress and workers performances. The emotional effects of work-related stress affect not only affect organizations but also the entire national economy. When under stress, employees tend to participate less in work-related activities.

Previous studies suggest that stress is indirectly proportional to employee work performance. As stress rises, the work level and employee performance decrease. According to findings from a study by Usman Ali et al. (cited in Ratnawat and Jha, 2014), some of the prime causes of employee stress that lead to reduced performance in employees include; employee conflict, workload, and inadequate monitory reward. On the other hand, Ahmed and Ramzar (2013) also indicated in their study that there existed a negative association connecting job productivity and stress, for instance, the duo illustrated that working in less stressful environments leads to improved performance in employees while working in stressful conditions lead to low work output.

There are various job elements of employee job performance that are likely to be affected by work stress. Deschinger (cited in Ratnawat and Jha, 2014) suggested that the various elements of job output that can be influenced by high stress levels including; job fulfillment, employee turnover, decision-making abilities, resourcefulness, productivity, and perseverance. In addition to that stress can also lead to reduced accuracy, organizational skills, reliability and poor attention to personal appearances.

Kinyita (2015) also conducted a study that focused on determining the effect of stress on employees’ productivity in the Hospitality industry in Nairobi, using the case study of Transit Hotel. Using a total of 31 participants, (managers and non-management staff), the findings of the study revealed that there was a strong association linking stress in employees to poor work performance. The findings also showed that stress management techniques are rarely employed by managers to manage and control the work stressors.

Stress affects employees' in their decision making, and in their performances at the organization level. Also, stress can lead to carelessness which can, in turn, lead to accidents and injuries which can be avoided through the initiation proper work conditions and employing stress management activities. In conclusion, it is the responsibility of both employees and the organization to create a less stressful work environment and implement stress management measures to improve employee performance and the organization's productivity.

2.5. Conclusion

Work related stress is a major problem worldwide. It affects both the health of an employee and the productivity of an organization. This stress may lead to absenteeism from work, lost time and therefore organizations incur losses. There are many places an individual can get help from; the doctor, psychologist, the manager or even a friend. Stress can hit anyone at any time. There is however a difference between pressure and stress. While pressure can be positive and push people to work stress on the other hand occurs when this pressure becomes excessive and prevents one for working properly to bring out positive outcomes. It is therefore important to manage stress early to reduce or prevent depression and other major life issues.

CHAPTER THREE

RESEARCH METHODOLGY

3.1. Introduction

This chapter has discussed the research methodology which includes identification of the problem, the reason of the research. Theoretical framework, research questions, and hypotheses., Additionally, the population and sample size, data collection methods, questionnaire design, and data analysis technique are also discussed.

3.2. Formulation of the problem and the reasons of the research

Work stress is defined as the harmful physical and emotional responses that occur when job requirements do not match the worker’s capabilities, resources, and needs (National Institute of Occupational Safety and Health 1999). It is recognized world-wide as a major challenge to individual mental and physical health, and organizational health (ILO 1986). Stressed workers are also more likely to be unhealthy, poorly motivated, less productive, and less safe at work. And their organizations are less likely to succeed in a competitive market. By some estimates work-related stress costs the national economy a staggering amount in sick pay, lost productivity, health care and litigation costs (Palmer et al. 2004). Work place stress could take place due to different sources and affect people in different way it could come from managers, peers, and colleagues (Dollard and Metzer 1999). it could be from the organization itself or it could be job related stress. In addition, stress differ from one person to another that is why it is important to address the stress differently. Also, handling stress is different from person to person the causes and the approach could differ from one person and another person.

This study will be, as the research found, the first study of the relation between workplace stress and how it effects on employee performance in Samref company. Studying the workplace stress in an organization will rise the degree of employee performance by knowing and understanding the cusses of stress and how to reduce the workplace stress. Also, the importance to reduce workplace stress to have healthy environment and to rise employee productivity of the organization to achieve the main goals.

This study fills a gap in the theory of workplace stress and the relation with employee performance since it will be conducted in different settings. That is why this study is important for Samref company since it will identify the level of stress and the types of workplace stress and provide them with recommendation. The researcher study and collect their data from male employees at Samref company.

3.3. research question

· To determine stress levels in the employees of Samref

· Identify the reasons in the workplace environment that cause stress

· Study the relationship between stress and employee performance in Samref

· Identify the techniques to reduce work place pressure

3.4. theoretical framework

After reviewing several previous studies, the researchers develop a theoretical framework. Also, there are some studies discussed in the previous chapters that deals with workplace stress and how it affects employee performance there are independent variables and dependent variables in this study.

Figure (3.4)

Independent variables is the workplace stress and it's measured by several factors which are

· Intrinsic to job

· Role in organization

· Career development

· Relationship at work

· Organizational structure and climate

and the dependent variables is the employee performance in the organization and it measured by the factors bellow

· Job Knowledge

· Applied Skills

· Productivity

· Punctuality

· Learning

· Job Interest

· Reliability

· Customer Orientated

· Ethics

· Working Relationships

· Problem Solving

· Safety Orientation

· Administration

In addition, the study adapts the following two hypotheses:

1- Workplace stress is negatively related to employee performance.

2- Individual factors include level of anxiety, Level of neuroticism, tolerance for ambiguity, and type a behavior pattern that effects on employee performance.

3.5. population and sample

In this research, the population is all middle and low level workers at Samref company. The sample is composed of HR department, operation department, technical department, and maintenance department. The workforce consist includes middle level which are supervisor, super tended, and manger and lowe level which are operator, technician, and analyst. The total number of employees at Samref company is approximately 700 employees, while the sample is composed of 100 (3.33%) employees. Electronic questionnaire was distributed to Samref participants on April 4,2018 by HR Director via email to all employees including: all middle and low level personnel.

3.6. data collection method

In this study, researchers utilized two methods of data collection, which are: primary data and secondary data.

3.6.1 primary data

This section involves data collection, measurement, and analysis. Researchers used survey for the Saudi male employees at Samref company so, data collection method can be quantitative and distributed through e-mail to all targeted population.

3.6.2 secondary data:

In this research, secondary data has been collected through literature review in previous chapter and information has been obtained from different sources. This data has been enriched this study by providing the discretion of the topic and the tools to collect the data.

3.7 questionnaire design

In the research, the researchers used a quantitative survey questionnaire to measure the relationship between workplace stress and how it effect on employee performance in Samref company in Yanbu. The measurement used two-existing questionnaire one is developed by the researches and the other is by (F.Marcatto, L.colautti, F.Larese Filon, O.Luis, D.Ferrante). The measurement of workplace stress and how it effect on employee performance. In this research the survey is electronically design in two languages, Arabic and English. It consists of two sections, which measure the stress and performance section. From the first question until nineteenth question about stress, and from twentieth question until thirty-four questions is about performance. The first section is about stress and it measure the level of stress at work and is was taken from (HSE indicator tool-msit). The second section measure performance level of employees and it was developed by the researcher. A rating scale from 1 (Always) to 4 (Never) was used in all section.

1- ALWAYS

2- OFTEN

3- SOMETIMES

4- NEVER

The full questionnaire for the study is show in Appendix A.

3.8 data analysis technique

The data collection from the questionnaire is analysed by using Statistical Package for the Social Sciences (SPSS) program. Explicitly, descriptive statistic is used to describe the sample and the level of workplace stress and how effect on employee performance, while regression is used to test the relationship between two concepts.

3.8.1. descriptive statistics

Percentage and means are used to describe the sample regarding their level of stress and performance level. These data allow to test the differences between responses regarding this information. Average is used for the four the likter scale in to section of workplace stress and employee performance. Each answer has its own number as follows:

1-Stress section:

Always (1), Often (2), Sometimes (3), Never (4).

2-performance section:

Always (1), Often (2), Sometimes (3), Never (4).

3.8.2 regression analysis

According to campbell (2008) “Regression is a statistical technique to determine the linear relationship between two or more variables. Regression is primarily used for prediction and causal inference.”

And it is used to see the relationship between one dependent variable and one independent. And it thus shows how the change in the dependent variable occur in the independent variable. The estimated regression equation can be used to predict and describe the quantitative value of the dependent variable and the independent variables(Heron,2009).

But the thing that regression can’t show is the reasons. This study displays a conceptual model that represent the assumed relationship between workplace stress and employee performance.

Therefore, demographic data for this study has been defined, measured and recoded as control. As a result, if the control variable change it may invalidate the relationship between the dependent and independent variable (Helmenstine,2017)

3.9 conclusion

This chapter explains the population and the estimated acceptable sample size according to statistical formulas. Also, the research questions have been identified and the related hypotheses have been developed. In addition, the research design has been discussed, which includes the data collection method. In the next chapter, the results of the collected data analysis will be discussed.

CHAPTER FOUR

ANALYSIS AND DISCUSSION

4.1. Introduction

This chapter discusses analysis method, delivers results and finding of the research based on the analysis of the collected data collected from the Samref employee respondent.

4.2 Analysis method

In this section researchers will show how the analysis method is gathered and collected from Samref employees. An online survey has used to collect the information needed for the study. The questionnaire was distributed to 200 male employees, and 100 employees responded to the survey. The survey consists of two sections; first section was about the level of workplace stress at Samref company and the second section was about employee performance by ask employees to rate their workplace stress and performance using a four-point multiple choice response format from 1 (Always) to 4 (Never) for statement covering all elements of workplace stress. The second section respondent were asked to rate their performance in the organization using four-point responses format from 1 (Always) to 4 (Never) for statement covering all the element of performance. The collected questionnaire data is organized and analyzed using statistical package for the social sciences (SPSS) program and by using descriptive analysis with tools such as percentage, means and regression. Tables and charts shown SPSS program, it might have small differences, but the differences are significant.

4.3 result analysis

In this next sub-section, the first section is about workplace stress and how it been measured. And the second section is about employee performance. This information will be analyzed and discussed with the percentage of each answer in statistics table and pie charts and the interpretation of each question.

4.3.1 respondents attitude toward workplace stress

4.3.1.1 Get the job done

This question is about how employees getting their job done in the company, and the objective of this question is to know where the employees enable to get the job done

Figure 4.1 Get the job done

The figure 4.1 show the result of the respondent 55% of the employees know how to do their job at the company, 39% of the employee often to get the gob done and 39% answered sometimes. And this show that most of the employees get their job done at the company.

4.3.1.2 Take a break

This question is about taking a break at the job, and the objective of this question is to know where the employees could decide to take a break whenever they want at the workplace.

Figure 4.2 take a break

Figure 4.2 show the respondent results: 42% Always, 31% often<, 22% sometimes and 5%respondent with Never. This show that the employees can always decide when to take a break at the job when they feel stressed.

4.3.1.3 Hard to combine

The question is about different group at work demand things from me that is hard to combine. The objective of the question is in the workplace the employees are asked different things from different group at work that is hard to combine or handle

Figure 4.3 hard to combine

The result on figure 4.3 shows that: 18% Always, 39% often 36% sometimes and 7% responded Never. The maturity of employee respondent with Always and often that means that the employees face stress at work from different things that is hard to combine.

4.3.1.4 clear expectation

The question is about the clear expectation at the workplace. The objective of this question is to know that the employee is clear about what is expected from him at the workplace.

Figure 4.4 clear expectation

The result of figure 4.4 shows that 47% of the employees answered Always and this is mean that the employees are clear about the expectation from the company. And 1% answered Never.

4.3.1.5 personal harassment

The question is about the personal harassment that appears at the workplace from the employees. And the objective of this question is to figure out if the employees face any personal harassment at the workplace in unkind word or behavior.

Figure 4.5 personal harassment

The result of the figure 4.5 show that 13% of employees answered with Always, 21% answered often, 36% answered sometimes and 31% answered Never which mean that is there are harassment in the workplace.

4.3.1.6 unachievable deadline

The question is concern of the deadlines that is not been achieved. And the objective of the question is to know the percentage of the employees who have unachievable deadlines in their work.

Figure 4.6 unachievable deadline

The result of figure 4.6 shows that 14% of employees respondent with Always, 27% respondent often, 42% respondent sometimes and 17% answered Never which means that most of the employees have unachievable deadline in their work.

4.3.1.7 colleges help

This question is concern with the employees and their colleges, the objective of this question is to know if the work get difficult for the employee he will get help from colleges.

Figure 4.7 colleges help

The result of the figure 4.7 shows that 42% of the employees responded with Always, 30% responded Often, 24% responded sometimes and 4% responded with Never. However, this means that the employees get help and support from their colleges if needed.

4.3.1.8 supportive feedback

The question is about the supportive feedback that is given at the workplace, the objective is to figure out if there is supportive feedback given to the employees to the work they do.

Figure 4.8 supportive feedback

The result in figure 4.8 shows that 40% of employees answered with Always, 35% answered with Often, 20% sometimes and 3% answered Never. That’s means that employees are given supportive feedback at the workplace.

4.3.1.9 clear goals

This question is concern of the goals and objective of the department, and the objective of this question is to know if the employees are clear about the goals and objectives of their department at the company.

Figure 4.9 clear goals

The result of figure 4.9 shows 47% Always, 29% often, 19% sometimes and 5% Never, which means that the maturity of the employees is clear about the goals of the department.

4.3.1.10 conflicts between colleges

The question concern of the conflict and friction between employees, the objective of this question is to know if there is any friction and conflict between employees at the workplace.

Figure 4.10 conflict between colleges

The result of this figure 4.10 shows 10% Always, 24% Often, 60% sometimes and 6% Never. This means that there are friction and conflict between colleges therefore, there is stress between the employees.

4.3.1.11 choice of deciding

The question is about deciding how to do the work at the company the objective is that the employee is having the choice in deciding how they get their work done.

Figure 4.11 choice of deciding

The result of the figure 4.11 shows that 44% of the employees respondent with Often however, they have the choice in doing the work.

4.3.1.12 Understand my work

The question concern of the employees knowing how they fit the overall goal of the organization, the objective is to know that the employee knows what is his role in the company and how his work fit with the overall organizational goal.

Figure 4.12 Understand my work

The result of this figure 4.12 shows that 45% of the employees answered with Always. Therefore, the employees know their role in the company.

4.3.1.13 Bullying at work

The objective of this question is to find out if thee is bullying between employees in the workplace.

Figure 4.13 bullying at work

The result of the figure 4.13 shows that 37% of the employee answered sometimes, therefore bullying could cause stress between the employees.

4.3.1.14 Line manager help

The objective of this question is to know if the employee faces any problem at the workplace the line manager will give the help needed in the problem.

Figure 4.14-line manager help

The result of figure 4.14 shows 35% responded with sometimes therefore the employees sometimes get help needed from their managers at the company.

4.3.1.15 Respect at work

The question concern about respect at work, and the objective of this question is to know that the employee get the respect deserved in the company.

Figure 4.15 respect at work

The result of figure 4.15 shows that 43% answered Always, the employee get the respect form colleges at the workplace.

4.3.1.16 Staff consulted

This question is about staff consulted in the changes at work, the objective of the question is to know if the staff are consulted about any significant change that is done at the workplace.

Figure 4.16 staff consulted

The result of figure 4.16 shows that 41% responded Often, therefore the staff is consulted about the changes in the workplace.

4.3.1.17 Discuss with line manager

The question is about if the employee could discuss with the line manager, the objective of this question is to figure out if the employee could take and discuss to his manager if there is something upset or annoying him.

Figure 4.17 discuss with line manager

The figure 4.17 shows the responded: 30% Always, 35% Often, 34% sometimes and 1% Never. Therefore, the employee could take to the line manager.

4.3.1.18 Career enhancement

The objective of this question to know if the employee has the opportunity for improvement in the company.

Figure 4.18 career enhancement

The result of figure 4.18 shows that 27% Always, 30% Often and 32% sometimes therefore that’s mean the employee improve enhance the career job.

4.3.1.19 Job promotion

The objective of the question is to know if the job promotion is given fairly without bias.

Figure 4.19 job promotion

The figure 4.19 shows 38% of the employees responded with sometimes. therefor, that’s mean the company should deal with the employees fairly and without bias.

4.3.1.20 Better performance

The objective of the question is to know if the employee perform better that other employee do in the workplace.

Figure 4.20 Better performance

The Figure 4.20 shows that 43% responded Often therefore the employee perform better that the other employees.

4.3.1.21 Work in group

The objective of this question is to know whether the employee like to work with group than individually.

Figure 4.21 work in group

The result of figure 4.21 shows 42% Always therefore employees like to work in group than individually.

4.3.1.22 Work meet standard

The objective of the question is to know that the work the employees meet the standards at the workplace.

Figure 4.22 Work meet standard

The figure 4.22 shows 50% of the employee’s work is meeting the standards.

4.3.1.23 Initiative

The objective of the question is to know if the employee could improve him self by taking appropriate training.

Figure 4.23 initiative

The result in figure 4.23 shows that 33% of employees often could improve him self by taking appropriate training.

4.3.1.24 Work time

The objective of the question is to figure out if the employee work at the working hour or not.

Figure 4.24 Work time

The result in figure 4.24 shows that 46% of employees often don’t work in working hours.

4.3.1.25 Not careful doing work

The objective of the question is to know if the employee taking the safety tools in the workplace and to know if the employee working carefully.

Figure 4.25 Not careful doing work

The result in figure 4.25 show that 38% of employee no working carefully at the workplace when he should do better.

4.3.1.26 Quality of work

The objective of the question is to know the quality work of the employees at the company.

Figure 4.26 Quality of work

The result of figure 4.26 shows that 46% of the employees sometimes produce lower quality work.

4.3.1.27 customer needs

The objective of the question is to know if the employee knows what the customer wants and needs.

Figure 4.27 customer needs

The result of the figure 4.27 shows: 55% Always, 31% Often, 12 sometimes and 2% Never. Therefore, the employees know customer needs in the company.

4.3.1.28 Problem solving

The objective of the question is to figure out when the employees start to solve problems, at the root cause or not just at symptoms level.

Figure 4.28 Problem solving

The figure 4.28 show the result of the respondent: 37% Always, 31% Often, 30% sometimes and 2% Never. However, the employees always solve problem at the root cause.

4.3.1.29 Used of skills

The objective of the question is to know if the employees use their skills professionally at the workplace.

Figure 4.29 Used of skills

The figure 4.29 show the result of the responded with 43% of employee responded who use their skills effectively.

4.3.1.30 MGT concern

The objective of the question is the management care about the employees or not.

Figure 4.30 MGT concern

The figure 4.30 show the result 30% of the employees responded with sometimes, however the employees feel the management in the company not care about us.

4.3.1.31 Plan to work

The objective of the question is to know the whether the employee is making plans to accomplish their daily tasks.

Figure 4.31 plan to accomplish

The figure 4.31 show the result 36% of the employees responded with often, however the employees to plans so they get their daily tasks at the company.

4.3.1.32 Late

The objective of the question is to know the whether the employee is coming to work on time or coming late.

Figure 4.32 Late

The figure 4.32 show the result 36% of the employees responded with sometimes, however the employees coming to the work late that its mean the employee cannot finish the tasks.

4.3.1.33 Work together

The objective of the question is to know the whether the employee is solving problem with the company together or alone.

Figure 4.33 Work together

The figure 4.33 show the result 36% of the employees responded with often, however the employees solving problem together not alone.

4.3.1.34 Possess skills

The objective of the question is to find out that employee use the skills in the right place at the company.

Figure 4.34 possess skills

The figure 4.34 show the maturity of employee responding 59% Always, therefore the employee podded the right skills in the company.

4.4 Regression analysis

According to campbell (2008) “Regression is a statistical technique to determine the linear relationship between two or more variables. Regression is primarily used for prediction and causal inference.”

And it is used to see the relationship between one dependent variable and one independent. And it thus shows how the change in the dependent variable occur in the independent variable. The estimated regression equation can be used to predict and describe the quantitative value of the dependent variable and the independent variables(Heron,2009).

But the thing that regression can’t show is the reasons. This study displays a conceptual model that represent the assumed relationship between workplace stress and employee performance.

Therefore, demographic data for this study has been defined, measured and recoded as control. As a result, if the control variable change it may invalidate the relationship between the dependent and independent variable (Helmenstine,2017)

ANOVAa
Model	Sum of Squares	df	Mean Square	F	Sig.
1	Regression	8.496	1	8.496	95.197	.000b
	Residual	8.747	98	.089
	Total	17.243	99

4.5 hypothesis Testing

1- In previous studies the researchers hypothesized the Workplace stress is negatively related to employee performance. Therefore, the researchers collected and analysis the data of the survey and the researchers inference of the testing is positively relationship between workplace stress and employee performance.

2- Also in previous studies the researchers hypothesized Individual factors include level of anxiety, Level of neuroticism, tolerance for ambiguity, and type a behavior pattern that effects on employee performance. therefore, the researchers analysis the data and the researchers inference of the hypothesis Testing it is true. therefore, should be consider to in these factors and take into consideration because individual factors are important for the employees and it impact on them.

4.6 conclusion

This chapter discussed the analysis and the methods that is presented in statistical analysis of the questionnaire, Included the answers of the questions. According to the result, the relationship between workplace stress and employee performance in SAMREF company is significant.

Therefore, the stress of workplace at SAMREF company is

CHAPTER FIVE

CONCLUSION AND RECOMMENDTION

5.1. Introduction

This study is conducted in Samref company at Yanbu Industrial city. To see the relationship between workplace stress and how it affects employee performance.

This chapter will discuss the finding of the study, limitation is that faced by the researchers to find the needed information is also discussed. In addition to recommendation for Samref company in order of workplace stress and employee performance, and finally the future research related to these topics.

5.2. Finding of the study

This section concern with the finding of the study of workplace stress and how it effects on employee performance in SAMREF company.

Based on the analysis result it has been found that:

Workplace stress is positively related on employee performance. This result that the work condition in the company is important factor for employee performance in the company. When the company offer a good working environment for the employees, the employees will offer good tasks quality for the company. Which can increase the employee work performance.

Through the questionnaire that was conducted in SAMREF company the researchers find out that the employee feels stressed in the company.

According to the analysis of the stress and performance measurement questionnaire, researchers find out that employees face the stress in the workplace from different sources.

The conflict between colleges and friction is one of the causes for stress at workplace. Employees are subjected to bullying and the conflicts. Also the deadline that is not being achieved is sources of stress, when there are delay in work and completing the tasks the stress level will be higher. In job promotion employees responded that it sometimes not being fairly distributed among the employees in the company. Due to this causes of stress the productivity of the employee is lower than what is expected in the company.

5.3. Limitation of the study

The limitations occurred during conducting the research are:

1- Difficulties in collecting information from the company.

The website of the company is not having enough information about the company structure and the employees. the researchers asked some personnel working in the company, but the personnel were busy, and they responded late.

2- Delay in responding to the survey

During the time the researchers send the electronic survey, the company have turn around for all the department. So, the employees were busy to respond to the survey. Due to the research, the researchers needed more information from the employees, and the questions were a lot. Therefore, the responses were late.

3- Limited time in conducting the research

The time frame of the research was limited, the respondent was given less time to respond and it may lead to lower response rate.

5.4. Recommendation

5.5.1. Recommendation for Samref Company

· If SAMREF company wants to reduce the stress level the company should give the employees suitable tasks and to provide help to employees who face difficulties in their tasks.

· If they feel that there is stress level at workplace SAMREF could offer one paid day off and give bonus to employees to become more productive

· This study could be duplicated on SAMREF company for longer time. To have large sample size to have more effective result for the company

· Doing the study in SAMREF including all employees in the company supervisors and line managers.

· SAMREF is an oil and gas company, the employees in this sector face at least one kind of stress daily. Therefore, the company should consider this type of researches.

· SAMREF could conduct a training for employees in individual strategies for control the stress in the workplace.

5.5.2 Recommendation for Future Research

There is some suggestion which researches may wish to recommend for the future research related in this field.

1- Other instrument could be used to collect the data needed. In this research the researchers used Likert scale to measure the stress and performance level at the company. Therefore, researchers suggest adding open-ended question or interview to thoroughly to explain employee respondents to this topic.

2- The researchers focused only on one factor in measuring stress which is workplace stress. Therefore, researchers suggest that future study could consider other factors such as physical stress, personal stress…etc.

3- The researchers focused in the research on the middle and lower level of the employees at the company. Further research could do on all the company and all the levels.

4- In future research researches could use more dimensions in measuring stress level and performance.

5- Conduct the study in different industry to see if the result is similar or not.

6- Conduct the study in different sector with different variables such as employee commitment in the organization.

5.6 Conclusion

This chapter included the things that it most have been done in this research and the things that could focus on in the future to support. The stress is important issue for the company, therefore the company should consider lower the level of stress in the company or at least minimize it. Because stress could reduce the productivity of the employee and it will have a negative impact for the company.

The benefit of doing research about stress and to know the individual vulnerability or risk. Before moderating or eliminating stress, we most understand the nature of stress in oil and gas industries. In fact, in offshore oil and gas industries, the result appears that different personnel face stress in this field. The programs for reducing stress will be more effective if the resources were focus on eliminating the sources of stress. The organization who consider the stress level and the high cost of mismanage of stress in the workplace seek to improve effectiveness and the and well-being of their workforce need to adopt and integrated approach to stress management. The stress audit is concern with the guidance of this process, which embracing both the individual adaptation and the organizational change to prevent the problem that leads to stress.