Job stress, Job Performance, and Leadership support

IOSR Journal of Business and Management (IOSR-JBM)

e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 11, Issue 6 (Jul. - Aug. 2013), PP 61-68 www.iosrjournals.org

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Effects of Job Stress on Employees Job Performance A Study on

Banking Sector of Pakistan

Ashfaq Ahmed, Dr. Muhammad Ramzan 1 The Superior College, Gulberg 3, Kalama Chowk, Lahore, Pakistan.

2 Director Libraries, Lahore University of Management Sciences (LUMS) Lahore, Pakistan.

Abstract: Currently Bankers are under a great transaction of stress and due to many backgrounds of stress such

as Excess, Role doubt, Role conflict, Concern for people, Contribution, Lack of feedback, possession up with rapid technologicalchange. Being in an inventive role, Career development, Organizational structure and

climate, and recent episodic events. The thing which find out is stress. This study examines the relationship

between job stress and job performance on bank employees of banking sector in Pakistan. The study examines

the purpose model in relation of job stress and its impact on job performance by using sample of 144

participants. In participant the data ofsenior, graduate employees including customer services officers and

managers of well reputed rising bank in Pakistan. The data were obtained through close ended questionnaire. A

statistical test of regression, correlation and reliabilities were also confirmed. The results are significant with

negative correlation between job stress and job performances and shows that job stress significantly reduces the

performance of an individual. The results suggest to the organization that they have sustained a very health,

cooperative and friendly environment within the team for better performance.

Keywords: Job performance, Job stress, Effects of stress

I. Introduction Over the past few decades stress is emerging as an increasing problem in organizations. Stress is

vigorous state in which a person is confronted with an opportunity, demand, or resource related to what the

individual wishes and for which the outcome is perceived to be both vague and vital. (Selye, 1936) first

introduced the idea of stress in to the life science. He defined stress as the force, pressure, or tensionsubjected

upon an individual who resists these forces and attempt to uphold its true state. Basically what is stress? The

HSE (HealthSafety Executive Uk) defines stress is an undesirable response people have to tremendous pressures

or other types of demands placed upon them. It arises when they worry they cannot deal with. Some stress can

be good, and some can be bad. HSE distinguishes between stress and pressure. Pressure is seen as positive and

something that actually helps improve our performance. We all need a certain amountof pressure to perform

well - ask anyathlete, actor or actress. However, the problems arise when the sources of pressure become too

frequent without time to recover, or when just one source of pressure is too great for us to cope with. Stress can be understood more comprehensively as, it is a condition which happens when one realizes the pressures on

them, or the requirements of a situation, are wider than their recognition that they can handle. If these

requirements are huge and continue for a longer period of time without any interval, mental, physical or

behavioral problems may occur, (Health &Safety Executive UK). Stress has a positive effect on employees of

any organization but up to a certain extent up to which an employee can cope with it, mostly it exceeds the

bearable limits and has a negative result on employees. This is the base of the research study which has not yet

been conducted in Pakistan. A lot of work has been conductedoutside Pakistan. Number of studies has been

conducted in different area of world but a huge gap exists in third world countries like Pakistan. The purpose of

this study is to examine stress in employees of banking sector of Pakistan

II. Review of Literature Stress is an unwanted reaction people have to severe pressures or other types of demands placed upon

them. A huge and multi fields literature points a lot of key factors such as work environment, management

support, work load etc. in determining the stressful the work can be and its effect on employee physical and

mental health, (Ganster&Loghan, 2005). According to (Anderson, 2002) work to family conflicts is also a

predecessor which creates stress in employees of an organization. Job stress has been also viewed as

dysfunctional for organizations and their members (Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964). Although

stress has been variously viewed as an environmental stimulus to an individual (Kahn et al., 1964) Selye, 1956

defined stress as an individual's reaction to an environmental force that effect an individual performance. Job

related stress can be mostly immobilizing because of its possible threats to family functioning and individual performance. Job related stress can create an difference between demands on families and the ability of families

to provide material security for them (McCubbin&Figley, 1983). While there is a significant body of

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researchwhich deals with work and family there is relatively little research (e.g., Jacobson, 1987) which deals

specifically with perceived job insecurity (i.e., concerns or fears about job loss) and marriage and family life

(e.g., Buss &Redburn, 1983). Stress condition which happens when one realizes the pressures on them, or the

requirements of a situation, are wider than theirrecognition that they can handle, if these requirements are huge

and continue for a longer period of time with outany interval, mental, physical or behavior problems may occur, (Health &Safety Executive UK). Stress exists in every organization either big or small the work places and

organizations have become so much complex due to which it exists, work place stress has significant effects

over the employees job performance, and the organizations in Uk are trying to cope with this scenario, (R.

Anderson, 2003). Eleven forces are used as an antecedents of stress by researches (Overload, Role vagueness,

Role conflict, Responsibility for people, Participation, Lack of feedback, Keeping up with quick technological

change, Being in an innovative role, Career growth, Organizational structure and environment, and Recent

episodic events.,) Overload :excessive work or work that is outside one's capability(Franch and Caplan ,1972;

Margolis et al, 1974 ; Russek and Zohman, 1958) Role Ambiguity : Role insufficient information concerning

powers, authority and duties to perform one's role (French and Caplan, 1972; Kahn, et al, 1964 ), Role Conflict:

Supervisors or subordinates place contradictory demands on the individual(Beehr et al, 1976; Caplan and Jones,

1975; Caplan, etal, 1975; Hall and Gordon, 1973; Kahn et al, 1964) Responsibility for people: Responsibility for

people, well-being works, job security, and professional development (French and Caplan, 1972; Pincherle, 1972) Participation: Extent to which one has influence over decisions relevant to one's job (Kasl, 1973)

Margolis et al, 1974). Lack of Feedback: Lack of information about job performance (Adams, 1980 Cassel,

1974) Keeping up with rapid technological change: Keeping up with rapid changes in the information

processing field (Ginzburg, 1967) Being in an innovative role: Having to bring about change in the organization

(Kahn, et al.1964) Lawrence and Lorsch 1970. Career development: Impact of status dissimilarity, lack of job

security, let down ambition (Brook 1973) Erikson and Gunderson 1972; Kahn, et al. 1964) Recent episodic

events: Certain life events, such as divorce and bereavement, that are highly stressful (Adams 1980 ; Cobb, 1977

Holmes and Rahe 1975). (Rose, 2003) In every organization and at every levelof management and workers an

elevated average level of stress is to be found which mostly has an effect on employee‟s job satisfaction.

According to (Rose,2003) employees have tendency towards highlevel of stress regarding time,

working for longer hours which reduces employees urge for performing better. Management support helps in reducing or increases stress in employees, (Stamper &Johlke, 2003) apparent organizational assistance,

management support work as a cushion which acts positively in decreasing work related stress in employees.

There are a lot of reasons causing stress work familyconflicts work over load one of reason in identified by

(Stamper &Johlke,2003) that if the organization or management does not appreciates its employees for their

hard work or contribution toward the organization creates stress and mostly creates intention toleave.

(Ivancevich& Donnelly, 1975) studied the link between anxiety stress with satisfaction and

performance ofemployees, that lower anxiety stress improves performance of employee‟s which he studied in

different managerial level of an organization. (Beehr, Jex, Stacy & Murray, 2000) found the relationship

between occupational stressors an the performance of employees of an organization as well as it can affect the

employees psychologically. (Jamal, 1984) studied a association between job stress and job performance between

managers and blue-collar employees. Stress on job can be stated as the outcome of an individual due to the

working environment from which he feels unsecured. Differentrelationships are projected between job stress and performance: U-shaped and curvilinear, positive linear, negative linear and no relationship between the

stress and performance. A random sample of 305 blue-collar and 325 managerial workers in Canadian firm are

surveyed through structured questionnaire. Variables used for this studywere job stress, job performance, and

organizational commitment. A negative linear relationship between job stress and job performance was found.

Very limited evidence is seen for curvilinear or no association.

Numerous studies found that fob stress influences the employees‟ job satisfaction and their overall

performance in their work. Because most of the organizations now are more demanding for the better job

outcomes. In fact, modern times have been called as the “age of anxiety and stress” (Coleman, 1976).The stress

itself will be affected by number of stressors. Nevertheless, Beehr and Newman (1978) had defined stress as a

situation which will force a person to deviate from normal functioning due to the change (i.e. disrupt or

enhance) in his/her psychological and/or physiological condition, such that the person is forced to deviate from normal functioning. From the definition that has been identified by researchers, we can conclude that it is truly

important for an individual to recognize the stresses that are facing by them in their career. Some demographic

factor may influence the way a university academic staff act in their workplace.

Management role of an organization is one of the aspects that affect work-related stress among workers

(Alexandros-Stamatios et. al., 2003).Workers in an organization can face occupational stress through the role

stress that the management gave. Role stress means anything about an organizational role that produces adverse

consequences for the individual (Kahn and Quinn, 1970). Management will have their own role thatstands as

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their related. Role related are concerned with how individuals perceive the expectations other have of them and

includes role ambiguity and role conflict (Alexandros-Stamatios et. al., 2003).

Family and work are inter-related and interdependent to the extent that experiences in one area affect

the quality of life in the other (Sarantakos, 1996). Home-work interface can be known as the overlap between

work and home; the two way relationship involves the source of stress at work affecting home life and vice versa effects of seafaring on home life, demands from work at home, no support from home, absent of stability

in home life. It asks about whether home problems are brought to work and work has a negative impact on

homelife (Alexandros-Stamatios G.A et al., 2003). For example, it questions whether the workers have to take

work home, or inability to forget about work when the individual is at home. Home-work interface is important

for the workers to reduce the levelof work-related stress. According toLasky (1995) demands associated with

family and finances can bea major source of „extra-organisational‟ stress thatcan complicate, or even precipitate,

work-place stress. Russo &Vitaliano (1995) argued that the occurrence of stressors in the workplace either

immediately following a period of chronic stress at home, or in conjunction with other major life stressors, is

likely to havea marked impact on outcome.

Several studies have highlighted the deleterious consequences of high workloads or work overload.

According to Wilkes et al. (1998) work overloads and time constraints were significant contributors to work

stress among community nurses. Workload stress can be defined as reluctance tocome to work and a feeling of constant pressure(i.e. no effort is enough) accompanied by the general physiological, psychological, and

behavioral stress symptoms (Division ofHuman Resource, 2000). Al-Aameri AS. (2003) has mentioned in his

studies thatone of the six factors of occupational stress is pressure originating from workload. Alexandros-

Stamatios G.A. et al. (2003) also argued that “factors intrinsic to the job” means explore workload, variety of

tasks and rates of pay.

Rapidly changing global scene is increasing the pressure of workforce to perform maximum output and

enhance competitiveness. Indeed, to perform better to their job, there is a requirement for workers to perform

multiple tasks in the workplace to keep abreast of changing technologies (Cascio, 1995; Quick, 1997). The

ultimate results of this pressure have been found to one of the important factors influencing job stress intheir

work (Cahn et al., 2000). A study in UK indicated that the majority of the workers were unhappy with the

current culture where they were required to work extended hours and cope with large workloads while simultaneously meeting production targets anddeadlines (Townley, 2000).

Role ambiguity is another aspect that affects job stress in the workplace. According to Beehr et al.

(1976), Cordes& Dougherty (1993), Cooper (1991), Dyer &Quine (1998) and Ursprung (1986) role ambibuity

exists when an individual lacks information about the requirements of his or her role, how those role

requirements are to be met, and the evaluative procedures available to ensure that therole is being performed

successfully. Jackson & Schuler (1985) and Muchinsky (1997) studies found role ambiguity to lead to such

negative outcomes as reduces confidence, a sense of hopelessness, anxiety, and depression.

III. Stress models Following the brief review on motivation, the emphasis now shifts to the all-important issue of stress

employees may experience atwork.Selye (1956), as cited in Le Fevre et al. (2003), first introduced the term

„stress‟ to describe physical and psychological responses to severe conditions or influences. He used the word

„stress‟ which is an engineering term, to describe the responses to a force that when is implemented in bodies,

causes deformation. While there is an agreement among researchers on the stress related terminology adopted

(Maslach, 1998), Cummings and Cooper (1998) point out the difficulty to develop a coherent theory on stress,

as different disciplines (medicine, psychology, sociology, management) and research methodologies have

looked into this area. Nevertheless, a constellation of key stress related conceptualizations are presented in Table

2 below. Stress can be defined as “the non-specific response of the body to any demand placed upon it” (Selye,

1987, p.17). Selye (1956) used also the term „stressor‟ to describe the force that when acting to a body, creates

stress. Le Fevre et al. (2003) maintains that the term „stress‟ describes a force that causes deformation, while the

notion of response is better described by the term „strain‟ referring to the manifestation of stress in a body. Selye (1964) also, used the term eustress (or good stress); while eustress and distress are regarded as being distinct

elements of total stress, it is only the individual who can perceive stress as eustress or distress, according to

whether one perceives the demand stimulus aspleasant or not (Selye, 1987). Having acknowledged that

employers would rather maintain an amount of pressure or stress at “optimal” levels to boost employee

performance (Certo, 2003), it is not easy to maintain a fine line between stress levels, motivation and one‟s well-

being. Internal competition may for example, exert an amount of pressure or stress that at times can act as a

motivator. In this respect, Papasolomou-Doukakis et al. (2004) suggest that a competitive internal environment

can motivate staff to improve performance; such competition among a firm‟s salesmen is facilitated by focusing

on the achievement of sales targets, linking the achievement of sales targets to monetary rewards and using

league tables involving sales performance. Too much pressure however, may have stress related implications

Effects of Job Stress on Employees Job Performance A Study on Banking Sector of Pakistan

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such as employee mental alienation and/or impact onindividual performance (Sdrolias et al, 2005); also,

destruction of team spirit, dissatisfaction with or absence or even resignation from work can be manifestations

of workstress (McCarty et al, 2007; Strahan et al, 2008). Moreover, occupational stress may cause a loss of

talent and an increase of training cost, due to high turnover (Cartwright and Boyes, 2000). While stress is

inevitable, it constitutes a real threat tothe quality of life for employees (Dyck, 2001) not to mention its link to an increased risk of morbidity and mortality (Siegrist, 1998). Also (and related to the above), it is the widely

studied effect called „burnout‟. The term burnout syndrome was first introduced in the 1970s and defined as a

response to chronic work stress (Freudenberger, 1974). It is a three-dimensional syndrome involving emotional

exhaustion, depersonalization and decreased personal accomplishment (Byrne, 1993) dimensions that do not

necessarily appear in the same order (e.g. see Golembiewski et al., 1986; Leiter and Maslach, 1988).

Stress Models

Theory Summary

Role Stressors Kahn et al (1964)].

“Stress is defined as the result of stressors, which are, Role

ambiguity, Role overload and Role conflict. The bigger the

amount of stressors is the bigger is the stress”.

Job Demand-Control Model (DCM) Karasek (1979) In real, a level of stress comes when this level is used in

learning process”. Stress on Job generates when expectations

are high and employees don‟t have full control on the job.

Capacity think and ability to take right decisions about how to

manage work to get optimal results.

Conservation of Resources

(COR) Hobfoll (1989)

Stress is reason of causing tension which is the result of the

gap between what is expected and what is done. “Job

resources are related to: the organization‟s offerings,

interpersonal relationships, working structures and task

structures”.

Job characteristics Ganster and Schaubroeck (1991) According to Ganster and Schaubroeck (1991), “there is

strong indirect evidence that stressors (job characteristics)

affect human health. It is also assumed that there is a strong

relationship between working experiences and psychological

and emotional responses.”

Effort Reward Imbalance (ERI)

Siegrist (1996)

says that dissatisfaction with the job is the result between non-

equality of efforts done to complete tasks of the job and

incentive both intrinsic and extrinsic.

Person-environment P-E fit theory

(Edwards et al., 1998)

According to this theory, when a person is unable to adjust in

the prevailing environment, then it converts oneself into a

stressor and results in stress. There are three realistic

relationships exists between stressor and stress. One is the

relationship between expectations and capacity, second

relationship of demand and supply of needs, third mixture of

expected capacity and supply of needs.

The Cybernetic theory

(Cummings and Cooper, 1998)

This theory is considering that stressor and stress is as

sequential situation.

Control theory (Spector, 1998)

This theory is also tells that that person has no control over

work load, schedule and complete independence

Source: Dr. Nikos Kakkos, et.al. 2010

In light of the above, it seems there is a clear linkbetween stress and emotional reactions at an

individual level. Occupational stress has been of increasing concern for employees and has also attracted

employers‟ interest because the risk of being persecuted for damages to stressed employees has increased

(Midgley, 1997). The financial effect of employees‟ ill health (or well-being) on employers is certainly not

negligent and Harris (2000) highlights how important itis for management to appreciate that maintaining motivated and satisfied employees is likely to lead to happy and satisfied customers, too. While employers have

a moral (at least) obligation to protect their employees‟ health and well-being by providing a healthy (and

possibly non-stressful) working environment (Patterson et al., 1997), there are frameworks such as the

Management Standards (Health and Safety Executive, 2009) aiming to identify, isolate and control the primary

risk factors coming from six main sources of work stress: (i) Demands–workload, work patterns and work

environment, (ii) Control– whether employees have a say in the way they do their work, (iii) Support– referring

to the encouragement, sponsorship, resources provided by the organization, the supervisors or the colleagues,

(iv) Relationships–promoting positive work to avoid conflict and unacceptable behavior, (v) Role– whether an

organization ensures that employees roles do not conflict and that employees understand their roles and (vi)

Change– how organizational change is managed and communicated within the organization. Having

acknowledged that non-properly managed stressors can be linked to poor employee well-being, lower

productivity and increased absence from work, the former management standards determine an organization‟s culture characteristics where key stressors are isolated so as to manage and control their stress effects on

employees.

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IV. Job Performance Performance of an employee at his/her workplace is a point of concern for all the organizations

irrespective of all the factors and conditions. Consequently the employees are considered to be very important asset for their organizations. (Qureshi&Ramay. 2006) A good performance of the employees of an organization

leads towards a good organizational performance thus ultimately making an organization more successful and

effective and the vice versa. (Armstrong & Baron, 1998).These moderators were further investigated and strong

correlations between organizational commitment and work behavior were found against self reported and for

supervisory report of performance. The problems arise for the organizations when they start perceiving that their

organizations are already performing at their level best and with great efficiency furthermore, there is no need

for further improvement in their organizations (Summers & Hyman, 2005). Hence keeping in view these

barriers must be tackled and addressed as they result in underdeveloped competencies and more over lead

towards, finally the organizational ineffectiveness. Ultimate success or failure of an organization is determined

majorly by the performance of their employees. (Bartlett &Ghoshal, 1995).

V. Theoretical Framework & Methodology The present study was conducted among employees of a well reputed growing bank in Pakistan who

has three categories under which employees fall those are FTE (Fixed Tenure Employees) bank contract and

third party contract employees. The data was collected by means of a structured questionnaire with the help of

supervisors and managers, copies of the questionnaire were given to respondents by hand. As the study is

pointed towards employee stress and job performance, target sample source is well reputed growing bank in

Pakistan, due to time and budget limitations convenient sampling technique is used to explore the relationship

between stress and job performance of employees , my sample size is 144.The majority of respondents were

male (87%) and married (79%). The average respondent was 39 years of age, having graduate and postgraduate qualifications.

HYPOTHESIS:Job stress is negatively associated to job performance of employees

Source: Dr. Nikos Kakkos, et.al. 2010

5.1.1 Description

Four stressors work conflicts, resource inadequacy, work overload and work ambiguity this measure

was designed by Khan, Wolfe, Quinn, and Snoek (1964). It described employee perception of job stress using

15 items asking about the incidence of stressful occurrences and the degree of role burden. This scale evaluate

psychological indications of stress, such as feeling of overburdened with work, not having the adequate

resources and tools tocomplete given tasks or projects, and usually being incapable to handle all of the work. In

many studies, the items have been used to form subscales for roleuncertainty, role overload, and resources

insufficiency (Jamal, 1990; Shirom& Mayer, 1993). The scale is rated on five likert scale form 1=strongly

disagree to 5= strongly agree.

5.1.2 Validity Job-related tension linked positively with troubles at work, work participation, work expectations, lack

of mental support from a mentor, and family exception (Abraham & Hansson, 1996; Duxbury & Higgins, 1991:

Seibert,1999). Job tension linked negatively with quality of work life, job satisfaction, goal

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accomplishment,organizational commitment, self-esteem at work, quality of family life, and life satisfaction

(Abraham & Hansson, 1996; Duxbury & Higgins, 1991; Seibert, 1991). In Jamal (1990), the job tension

subscales for role ambiguity, role overload, and resource inadequacy all correlated positively with

psychosomatic problems. All the subscales except role overload correlated negatively with jobsatisfaction. In

Shirom and Mayer (1993), role overload correlated positively with parent teacher conflict, teacher conflict, teacher-principal conflict, role overload correlated positively with parent teacher conflict, teacher-principal

conflict, and work-home conflict.

5.2 Job Performance (In Role Behavior)

This measure was developed by Williams and Anderson (1991). It uses 21 items to describe three types

of organizational citizenship behaviors. These are behaviors directed at specific individuals (OCBI), Behaviors

directed at an organization (OCBO), an employees in-role behaviors (IRB). In this paper only the in role

behavior scale having five items was used as mentioned in appendix A the scale is rated on five likert scale form

1=strongly disagree to 5= strongly agree

The questionnaire was exclusively filled by the line managers and supervisors of the employees and

was kept personal form the employees and no information was leaked

Tables

Table 1 (a)

Reliability Statistics of JOB STRESS

Cronbach Alpha

N Of Items

0.694 15

Table 1 (b)

Reliability Statistcs of JOB PERFORMANCE

Cronbach

Alpha

N Of Items

0.637 5

Table 2 (a) Correlations

Correlations

JPMEAN STMEAN

JPMEAN Pearson Correlation 1 -0.527

Sig. (2-tailed)

0.000

N 144 144

STMEAN Pearson Correlation -0.527'** 1

0.000

144 144

**. Correlation is significant at 0.01 level(2-tailed)

Table 2(b)

Standard

Coefficient

Unstandardized Coefficients

Model B Std Error Beta t Sig.

1 (Constant 5.477 0.278

19.668 0.000

STMEAN -0.697 0.094 -0.527 -7.390 0.000

a. Dependent Variable: JPMEAN

Table 3 Regression

Model R R Square Adjusted R Std Error of R Square F Change Sig. F

Square the Estimate Change Change

1 .527a 0.278 -0.273 0.47798 0.278 54.760 0.000

VI. Results & Discussion The reliabilities of both the dependent variable and independent variable are shown in table 1(a) and

table (b) which are 0.694 and .637 respectively, in table the relationship between job stress and job performance

is negatively correlated at significance level of P .01 that is correlation is significant. In table 2 (a) and 2 (b) as

the value of beta is -.527 that shows52.7 means that for every one percent increase in job stress will have an

effect of 52.7 effect on job performance which is negatively correlated to job stress. In other words 52.7 of job

performance is being effected by job stress and the remaining by other factors. Regression analysis shows that

relationship between job stress and job performance is proved the value of R square .278 it shows that the

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impact of job stress on job performance is 27.8% is explained. The purpose of this study was to find out the

relationship between the job stress and job performance of employees of banking sector in Pakistan. As per

hypothesis job stress had a negative relation with job performance that when stress occurs it effects the

performance of employeesnegatively, (Ivancevich& Donnelly, 1975) that lower the stress it increases the

performance so both these are inversely proportional each other as to the results the correlation in table 2 shows both job stress and job performance is negatively correlated. Management support helps in reducing or increases

stress in employees, (Stamper &Johlke ,2003) apparent organizational assistance, management support work as

a cushion which acts positively in decreasing work related stress in employees.(Rose, 2003) studied the results

that the stress in work environment reduces the intention of employees to perform better in jobs with the

increasing level of stress the employees thinking demoralize and his tendency to work well also decreases. No

doubt stress is necessary for increasing performance of employees but up to a certain level. In this study the

employees do their job regularly but due to workloads and time constraints their performance reduces.Banks

timing is mostly from 9am to 5pm in Pakistan but originally there is no time limit so employees have to work

for longer hours as compared to other jobs hitch isalso a reason of concern. The study was conducted only in

industry that was banking sector and the impact job stress on job performance was measured only in one sector,

if we want to generalize the results of this study then thisstudy should be replicated in other sectors of Pakistan

as well.

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