UNIVERSITY OF SINDH

Master

Thesis

The impact of Job Stress on the Performance of

Employees and Organization
Submitted in Partial Requirement of the degree of
Master of Public Administration
Supervisor
Sir , Aftab Mangi

Submitted BY:
Group Members

Roll Numbers

1- Faiz Ali Buledi

2K13/MPA/27

2- Zaheer Abbas Joyo

2K13/MPA/28

Department of Public Administration

Master Thesis

IN THE NAME OF
ALLAH
THE MOST BENEFICENT
&
THE MOST MERCIFUL

Master Thesis

Dedication
This humble effort is dedicated
to my Loving & Respected
Teachers
Who always helped out me in
times of Woe and Distress
&
Taught me to follow the path of
Truth, Justice, Honesty and
Sincerity.

Master Thesis

ACKNOWLEDGEMENT
First of all I am thankful to Almighty Allah for granting me the courage, determination, will
and resources to undertake this Master Thesis Research Project on The impact of Job
Stress on the Performance of Employees and Organization
I would also like to express my deepest and sincere gratitude to my Master Thesis
Research Project guide Sir, Aftab Ahmed Mangi Assistant Professor Department of
Public Administration, University of Sindh whose invaluable guidance and cooperation
helped me in the preparation of this Master Thesis Research Project.

CONTENTS

Master Thesis
Introduction
Research Problem
Objectives
Hypothesis
Literature Review
Theoretical Framework
Theoretical Framework
Dimensions of main variables
Measurement of variables
Methodology
Tool of data collection
Reliability analysis
Respondent Profile Analysis
Data Analysis
Interpretation
General findings
Correlation
Interpretation
Regression
Analysis of hypothesis
Conclusion
Reference

Master Thesis

Introduction
Stress is one of the killer diseases in this competitive and technological era. When stress
affects on the employee and employers performance than this would be also influenced on
the productivity of the organization in the competitive marketplace. (K. Purushothaman et al,
2012) Stress is the common factor that is faced by the people in every ground of life. The
impact of the stress can be negative on the performance of the employees and as well on the
organization (malik, 2011).Stress is that kind of pressure which affects on material object or
person. Employees can be affected by stress through psychological and physiological
indications (Hans Selye).
According to Robbins and sanghi (2006) that stress is a situation which is faced by an
individual regarding opportunities, constraints and demands associated with his or her wishes
and outcome can be seeming as uncertain and important.
The main reason to occurrence of job stress when there is inconsistency between demand and
skills and capabilities of employee. It occurs when resource availability and need of workers
is imbalance. Another major reason when there is job insecurity and lack of support from the
top management. (C. Swarnalatha et al, 2012).
According to Kahn and Quinn (1970) stress is the result of the assigned work duties and tasks
which may cause dangerous influence on individual employee performance. Job related stress
is understood as damaging part of work atmosphere. David (1998) stress is tag as detrimental
aspect for physical and emotional when individual workers feel like that requirements of the
job or recourses are not properly met with individual abilities
Stress can create the problem for the organizations which will be the cause to poor
performance of the employees. It is direct towards the poor health and even the injuries of
the employees and as well as health of the organization. Stress major and foremost
destructive outcome to affect on the job performance of the employees. The stress consists of
both good and bad features; we should not consider that stresss impact is harmful. Stress
only considers that it has negative impact but there is also the positive
value of the stress. (Shahid et al).
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Master Thesis
The job stress is more common in private and public banking sectors. According to (malik,
2011) that policy changes due to globalization, high competitvate, privatization and emerging
of new technologies in the banking sectors the employees are facing the high level stress.
Mostly the banking sectors are faced the challenges of globalization and rapid changes in the
environment which compelled to banking sectors to cope with them.
Job stress chief disadvantage is that employees are not satisfied from their job therefore they
are unhappy from the organization as result the employees cannot give their good
performance. In other words we can say due rapid changes in the technology and high
competition thus employees are spent most of their time on the on the job related work.
There are large number of banks are established from the few past years thus increase the
ratio of the banks the employees working in the banks are facing many challenging problems
and competitive pressure. Hence female and male employees of banks bear a lot of pressure
form high competitive pressure, heavy stress which lead them to dissatisfied from their job
and as well as their mental and physical health will be affected (kanagaluru sai Kumar).
Consequently, there are many kind of problem which are hugely faced by employees but
most common problem is job stress due to many factors in private and public banking sectors.

Research Problem
Stress is the state of upset, and tension that has direct effect on emotion and physical
condition of person. That is more common in private banking sectors but as well as in Public
banking sectors .In order to survive in the market

the banks are giving the more

responsibilities for their staff to capture the new customers and retain the existing customers
an also there is more job rotation in banks. So employees are having more work load through
this situation it will become stress for them. Therefore this research is focused on finding the
factors which leads to stress in banks and to what extent it is effect on the performa nce of the
employees.

Master Thesis
Objectives
To determines level of the stress of employees.
To find out the relationship between work demands and employee performance.
To find out the relationship between lack of skills and employee performance.

Hypothesis
Stressors will not highly effect on the performance of the employees.
There will be the positive relationship between work demands and employee
performance.
There will be the negative relationship between lack of skills and employee
performance.
.

Literature Review
William and cooper (2002) noted that individual mostly face the work life imbalance when
there is challenges and pressure of personal life and work than its outcome would be job
stress. According to Blaug et al. (2007), there are number of socio economic factors like race,
age, gender, geographic locations and personal such as number of children, family
arrangement and community networks and other past experiences and personality traits.
Jamshed et al. (2011) suggested that work environment is an essential basis of stress for
bankers because quantity of time they used up in banks and because of that stress their
performance is diminish frequently. As a result the profession of an individual would be
foremost foundation of stress in particular positions. Whenever an individuals confront stress
because of so many situations of their profession and be unsuccessful to deal with stress, then
it consequences as burnout (ibdm).
Mostly in banking sectors deficient of administrative support from boss or manager, burden
of work and time anxiety, risk of job, weak affiliation with customers and colleagues and
family issues reason stress which turns employee performance less efficient. The alike was
said by Masterson (1890) that sources of stress such as burden of work, work change, long
working hours, work shift, supervision lackness, inaccurate training, less appropriate working
8

Master Thesis
situations, too much responsibilities and weak relationship with coworkers. The same was
contributed by Gangster and Loghan, (2005) that massive and many fields of literature points
main aspects of stress like work condition, support of management and load of work which
shaping how stressful work can be impact employees physical and as well as mental health.
In banking sectors mostly top management does not realize the affect of stress on employees
performance that eventually consequences in dangerous managerial dilemmas such as subha
and shakeel (2009) illustrated that superior level of stress is present when lack of managerial
concern for problem solution that ultimately reducing the performance of employees,
reputation of organization and defeat employees skills, these conditions describe for instant
concern of management of organization for employing efficient stress management practices
to raise satisfaction of employees and whole performance of employees. Workload and
pressure of time to finish more work in short period of time is huge cause of stress which
reduce the employees performance as Babak et al. (2010) considered that extreme pressures,
the demand of job can not matched, relaxation turn into tiredness and satisfaction sense
reinstate with the feelings of stress, motivation gone and employees begin lose interest in
their work and therefore chart of performance demonstrate negative style. An individuals
performance can also be reduced when stress is caused by incapability of an individual to
sustain sensible balance between family and work life as he or she has been spend countless
time in his or her work. McCubbin and Figley (1983) recommended that stress related with
job can be often immobilizing due to its probable family functioning threats and performance
of an individual. Margot Shield (2006) recommended that dissimilar basis of work stress
dont take place in segregation but certainly interrelate with each other. Jungwee Park (2007)
has said that physical effort and insecurity of job can be caused stress. Insecurity of job is
also a main cause of stress on the job that impact negatively on the employees performance
in the banking sector.
According to Selye stress is something which is drive external or internal event that make
threats organism balance of a person. Beehr and Newman (1978) explain that professional
stress is a situation that occurring from the communication of humans and their jobs and
described by alteration within the humans that compel them to turn aside from their regular
normal functioning. According to Cobb (1975) that accountability of work load makes brutal
stress between employees and managers. Brook (1973) informed that characteristics alter in
the job that produce matters between workers. There is proof that position of job with high
9

Master Thesis
level of uncertainty as well react to their condition with fear, disorder of mood,
ineffectiveness or less self esteem, less participation of job and organizational loyalty and
understanding of less performance in the organization, of administrators and as well as of
themselves (Brief and Aldag, 1976; Greene, 1972). Job stress is to be expected that has larger
dissatisfaction of job, enlarge absence of employees and raised the occurrence of drinking
and smoking, expand in negative emotions and decrease desire and sense of ones own worth
(Jick and Payne, 1980). Stress is mostly build when an employee is allocated a most
important task and having no appropriate delegation and empowerment. Stress not only has
an effect on health as well as influences the ability to resolve matters and job satisfaction
(Elfering et al,. 2005; Jong et al,. 2001; Singh & Singh, 1984). According to Srivastava,
(2009) that role of an organizational stress has been established unconstructively interrelated
with the effectiveness of management. Role of overwork, weak support from senior level,
lack of unity in groups, injustice at workplace, lack of progress, shortage of resources,
restriction of change give stress to employees (Kumar, 2006; Singh, 1989; Driscoll, 1994;
Sen, 1981; Sharma & Devi, 2008).

According to Douglas, (1980), he described stress as an action or condition that role as

special physical or psychological order ahead a person. Stress is a source when an individual
person is under the control of irregular conditions, requirements, excessive anticipations or
pressures that became difficult to deal (Van Fleet, 1988). Miles and Perreault (1976) have
recognized four diverse types of conflict role: 1. Intra-sender role 2. Inter sender conflict role
3. Personal conflict role; 4. Role overload. The utilize concept of role recommends that stress
related with job linked with an individual, interpersonal, structural variables (Katz and Kahn,
1978; Whetten, 1978).
The study disclose that there is usually excessive loading aspect that consequence from
tremendous load of job, severe time pressure to accomplish deadlines, lengthy working hours,
regular tour and afraid of termination because of recessions in private banks. As an outcome
it is studied that very high level of stress. The study shows that factor of stress steadily
ruining the ability of employees work, that diminishing them to a terrible mood, tiredness,
lack of spirit to increase the tasks or duties, disorder of sleep etc. The fundamental reason of
stress in the organization is when an employees confront troubles and alteration in their

10

Master Thesis
regular working schedule which they always try ignore it and this situation develops stress,
eagerness, horrors, uncertainties and tension etc, (Akinboye, Akinboye and Adeyemo, 2002)
DellAriccia et al. (2008) expressed that the common factors of unfortunate performance of
the organization is poor economic performance and bank distress.Blaug et al. (2007) noted
that management of the organization should reduce the stress of their employees through
active participation in change and job redesign, get the feedback from them and mangers
should communicate with their employees and also understand their restriction which they
are faced in the organization.
Fenwick and Tausig (1994) mentioned that the macro economic factors play a major role in
the performance of the employees if changed then it will be the cause of stress of the
employees because in this way individuals face and deal day to day job structure and routine
work in other way.Ouyang (2009) revealed that the stress would be serious cause when there
is high competition and ruthless instability in banking sectors. The above findings of the
author described that stress is define in different way and there are huge concepts and views
of the causing factors of stress.

A lot numbers of researchers considered the job stress and make conclude that stress is the
cause of employees burnout and turnover of employees in an organization and it also
influences the competence of employees and output. According to Anderson (2003) that job
stress has an important influence above the job performance of employees. Few researchers
mentioned in their research studies that one of the aspects for job stress is massive load of
work or over load of work that creates stress for an individual in working environment.
According to division of human resource (2000) that stress can be occurred because of over
burden of work which is defined as lack of enthusiasm for work and sentiment of
continuously force affiliated with common symptoms of stress like physiological,
psychological and behavioral. Organizations management also creates stress for employees.
Less participation of employees in decision making process, weal communication, style of
management and it guides unfavorable results for an individual (Kahn and Quinn, 1970).
According to Stammper and Johlke (2003), style of management which is executed in the
organizations help out in decreasing or growing employees stress. Chandra, et al, (2003) and

11

Master Thesis
Jamal (1994) conditioned that stress on the job is the consequence of an individual because of
less secure working environment.
According to Raitano and kleiner (2004), the stress management is not only the responsibility
of one person, but the mangers and employees both must manage the communication,
conflicts and feedback with each other. They introduced and suggested the workplace
intervention and strategies are fallowing:
1. Primary strategies thorough which control and handle the prevention of hazards which would
be giving the trainings to the employees.
2. Secondary intervention is that which find the workplace job stress relation of employees and
to improve the abilities to managing with conflict and problems.
3. Tertiary intervention though which introduced the treatment of workplace job stress. Such bas
counseling with the distressed employees of the organization.
According to Hans Selye (1956), it is not necessary that stress is something bad but it
depends on the employees how they take it. Stress can be the serious and major cause of the
tense muscles which will lead to aggravate ergonomic injuries. (Enough workplace stress:
organizing for change, 2003).

It is concept that when individual take stress as challenge or positive then it will be the
positive stress for the employees, but it produce the negative impact when stress will be
beyond or out of the tolerate of the employees and its difficult to manage or handle the
workload then physical and mental changes accrued.

The main factors of job stress when

employees feel excessive work and job dissatisfaction, work conflicts and as well as the
environment of the organization (Mansoor, Muhammad; Fida, Sabtain; Nasir, Saima; Ahmad,
Zubair, 2004).
According to different surveys of American physiological association (2008), main reason of
the stress is the bad health of the employees which is reported by the respondent.
The data of bureau of labor statistics found that when there is high absenteeism in the
organization that will be result of job stress and workload. The one of the major cause of
stress is the poor organization design that such as poor organization system, workplace
12

Master Thesis
environment and also the poor work designs like there should be the authority to employees
to participate in decision making. And other main cause is the no support from boss
colleagues and supervisors. When employees participate in decision making and their job and
work demand matched with their knowledge and abilities then they feel the less stressed.
(Brief and Aldag, 1976; Greene, 1972) stated that when there is high level of uncertainty
regarding work then employees have anxiety, depression, lower self esteem means they will
be stressed more and also the lower level of job involvement and organizational commitment
can cause of stress which impact on the performance of the employees.
As said by Ivancevich and Matteson (1950) that workplace interpersonal conflicts, negative
interpersonal relationship conflicts and lack of group synergy can be the cause of negative
mood depression and other stress symptoms.
According to Fernandes et al. (2008) ,when there is less social support than there is more
chances of outcome of stress which is experienced by the executives of private and public
sectors.
As per the authentic studies conducted on the banks in service department, there is high level
of stress due direct interaction with customers.
Modekurti and chattopadhyay (2008) described, stress is more common in women employees
due try to mange the balance between personal and professional lives.
According to cooper (1978) recommended that fear of failure and demotion may be cause of
high level of job stress then they adopt their own expectation to the reality of the situation.
As per studies in banking sectors the women at the age of 45 tolerate the high level of stress.
Other result of studies demonstrated that there is negative correlation between high job stress
and attitude toward the change; employees have less commitment towards the organizational
change and interventions.
Selye (1976) stated that there two different types of stress one is Eustress and other is
Distress .The word Eustress means pleasant and it provides the sense of satisfaction and
achievement. And distress means unpleasant which produce the negative effect on the
performance of the employees.

13

Master Thesis
According to srivastav (2006) noted that individuals at different level of the job position
have perception and focus regarding their job related work and also they have different types
learning experiences. Therefore they cope the stress in different ways.
Palmer et al. (2004), stress is worldwide major challenge for the employees as well as for the
health of the organization. The employees who are faced job stress they are more likely to
poor motivated, less productive and less safe at workplace. Further explained that than
organization cannot be sustained the competitive advantage in the competitive market.

14

Master Thesis

Theoretical Framework
In this segment the theoretical frame for job stress on employees performance analyse and
develop on the basis of objectives and intention from literature review of different articles.
The conceptual model is developed on the foundation of previous theory of the literature
review that approximately provides the clue for effects of job stress on the performance of the
employees. The main construct of this model depend on the two central variables. These two
most important proposed research model variables are job stress and employees performance.

Job stress
Job stress is the independent variable which effect on the performance of the employees. The
effect and kind of job stress can be different from person to person.
According to Kahn et al. (1964), the job stress is one of the causes of the stressors which can
be work load and job instability. It produced the tension which can be due to imbalance
between demand and offering job resources (Hobfoll, 1989).

Employees performance
The performance of the employees is the dependent variable and its outcome can be different.
According to Farth et al, (1991) demonstrate that job performance can be Cleary define in the
perspective of quality and quantity of the job. Another author yousef (1998) explored the
quality in terms of productivity of performance. Further Borman and motowidlo (1997)
described the job performance and distinguish it from the task and contextual performance.
Task performance directly effect to the behaviour to producing the goods and services and
contextual performance not directly effect to main task of the organization it related to
physical shape of the organization and social and psychological perspective of the
organization.

15

Master Thesis

Theoretical Framework

Job stress
Employees
performance

Dimensions of main variables

If we analyse insight into the job stresses there are number of operational variables; which are
cause of the job stress.
Work demand
Such as work demand when each employee has different sort of demand related to job
satisfaction. According to (Karasek, 1979), the employees face the psychological stress which
can be related to job incentives and changes in job description.
Work overload
This one is the main cause of the job stress in banks. When there is more load of work and
employees cannot handle than that create the high level of stress.
Time pressure
In banks when there is more urgency specially in working days in weeks it create the more
stress to the employees. Employees cannot manage the time in proper way.
Lack of skills
This one is the major stressor of job stress that creates the high level of stress among
employees due to implementation of new technologies or other changes in the banks.

16

Master Thesis
(Karasek, 1979), explored that before making the job description; the top management should
judge the skills of the employees and it should make sure that employees is fit this era of
skills of the job. If there is imbalance between skills and job requirement then it can be serous
cause of the job stress.

Work life imbalance

There is high level of stress among employees when they are unable to balance their
professional and personal life due excessive work which ultimately leads stress.When we
opertionalize the job performance there are number of variables. If the performance of the
employees is the effected by the job stress; some employees work behaviour due to effect of
job stress can be changed, work results related to job work can be altered that can poor due to
job stress. Another opertionalize variable is the work efficiency that can be also affected due
to high level of job stress. If there is immense stress related to work such as work load; the
efficiency of the employees also decreased.
Further in the tested of hypothesis there is also controllable variables (Age, gender, marital
status, work position) which explore the role of personal and organizational
Variables and employees give the different response towards the job stress and their work
performance.

Measurement of variables
This research will be quantified on the basis of five point Likert scale. Its effectiveness
measured through with the help of five stressors which create cause of stress at the workplace
of banks and that served as opertionalize variables of independent variable. In this regard
there is close ended questionnaire foundation survey with Likert scale which is supported by
the literature review studies. It is comprised on total 20 questionnaire format and responses
will have the options indicated by 1 as strongly disagree,2 as disagree,3 as neutral,4 as Agree
and 5 as Strongly Agree.

Methodology
17

Master Thesis
This research is quantitative in nature and the data is collected throughout primary and
secondary sources. The primary data has been collected through questionnaire based on five
Likert scale. The respondents of this research study were male and female employees of
banking sector. The instrument used in this research is consist of three portion include
demographic factors, opertionalize or dimension variables of independent variable and
dimension of dependent variable. The first part is the demographic profile of respondents
such as age, qualification, experience, marital status, children and organization name. The
second portion deals with the job stress which is measured through job stress questionnaire
set on the basis of many job stress related variables. It comprise of 25 questions, each of
question is measured on the basis of five Likert Scale, in which 1 shown Strongly disagree ,
2 shown Disagree, 3 shown Neutral, 4 shown Agree and 5 shown Strongly agree.
The third part is consist of questionnaire on the variables that affects job stress, with
dimensions such as work demands, work overload, time pressure, lack of skills, work life
imbalance and last one is taken as dependent variable that is employee performance. These all
are measured by five Likert Scale.
Populations
The population is selected from total five banks of larkana, out of them it is selected two
public banks and three private banks. The total population of all these banks is 254 including
male and as well as females.
Sampling
The sampling size of that research paper is 155 employees of public and private banks. That
is calculated on the basis of total 254 populations. We have got 136 questionnaire responses
from respondent. But due to their busy schedules we could not get 19 questionnaires
response.

Tool of data collection

18

Master Thesis
The data collection is based on the dimensional variables of the job stress as well as the
dependent variable such as employees performance. The primary focus of that research paper
is; what can be the stressors of job stress and how to cope up with these main causes.
The following variables are selected for the study:

Work demands
Work overload
Time pressure
Lack of skills
Work life imbalance
Employee performance

Reliability analysis
The reliability of scale is verified by the using Cronbach Alpha. The standardized limit of
Cronbach Alpha is used as 0.6 (as suggested by many researchers described in literature
review).

Reliability Analysis
Over all scale
Cronbach's Alpha
N of Items
Work demands
.624
4
work overload
.675
4
Time pressure
.764
4
Lack of skills
.63
4
Work life imbalance
.861
4
Employee Performance
.645
5
Over all reliability is measured by using SPSS 17.0 software. Cronbanch Alpha value is.815
for 136 cases and instrument based upon 25 question contain 6 variables show data is high
reliable.

Respondent Profile Analysis

Respondents Demographic factors such as Age, qualification, Experience, marital status,
children and belong to which organization has been taken under this study.
Respondents age
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Master Thesis
Age
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

less than 30

61

44.9

44.9

44.9

less than 40

42

30.9

30.9

75.7

less than 50

27

19.9

19.9

95.6

4.4

4.4

100.0

136

100.0

100.0

above 50
Total

The above table shows that 44.9% employees are less than 30 age. Another one found that
there are less than 40 employees at percentage of 30.9 %. There is a 19.9 % employee are less
than 50 and only 4.4 % employees are above the age of 50.

Qualification
Cumulative
Frequency
Valid

under graduate

Percent

Valid Percent

Percent

26

19.1

19.1

19.1

post graduate

110

80.9

80.9

100.0

Total

136

100.0

100.0

This table shows that the 19.1% of employees are under graduate where as 80.9 % employees
are post graduate which show that majority of employees have post graduate qualification.

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Master Thesis
Experience
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

1-5 years

50

36.8

36.8

36.8

5-10 years

46

33.8

33.8

70.6

above 10 years

32

23.5

23.5

94.1

None

5.9

5.9

100.0

Total

136

100.0

100.0

This table explains that 36.8% of employees are lying in the experience of 1-5 years which
show the majority of employees have 1-5 years experience. Although 33.8% of employees
have experience of 5-10 years and whereas 23.5% of employees have above 10 years
experience and 5.9% of employees have not experience.

Marital status
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

married

91

66.9

66.9

66.9

un married

45

33.1

33.1

100.0

136

100.0

100.0

Total

This table illustrate that 66.9% of employees are married which expose that majority of
employees are married and whereas 33.1% of employees are unmarried
Children
Cumulative
Frequency
Valid

Valid Percent

Percent

0-5

104

76.5

76.5

76.5

6-10

30

22.1

22.1

98.5

1.5

1.5

100.0

136

100.0

100.0

more than 10
Total

21

Percent

Master Thesis
This table illustrate that 76.5% of employees have 0-5 children. Another one is found that
22.1% of employees have 6-10 children whereas 1.5% shows more than 10 children.

My organization
Cumulative
Frequency
Valid

NBP

Percent

Valid Percent

Percent

62

45.6

45.6

45.6

SB

5.9

5.9

51.5

FWB

5.1

5.1

56.6

MCB

29

21.3

21.3

77.9

UBL

30

22.1

22.1

100.0

Total

136

100.0

100.0

This table explains that 45.6% of employees are lying in the NBP. While 5.9% employees of
SB, 5.1% employees of FWB, 21.3% employees of MCB and 22.1% employees UBL.

Data Analysis
The data is analysis on the different variables and find out impact of different stressors on the
performance of the employees.

22

Master Thesis
General findings
Meet the demands of work

Frequency Percent
Valid

Valid Percent

Cumulative Percent

strongly disagree

5.1

5.1

5.1

Disagree

6.6

6.6

11.8

Neutral

15

11.0

11.0

22.8

Agree

73

53.7

53.7

76.5

strongly agree

32

23.5

23.5

100.0

136

100.0

100.0

Total

Feel comfortable in work

Cumulative
Frequency
Valid

strongly disagree

Valid Percent

Percent

1.5

1.5

1.5

Disagree

10

7.4

7.4

8.8

Neutral

24

17.6

17.6

26.5

Agree

65

47.8

47.8

74.3

strongly agree

35

25.7

25.7

100.0

136

100.0

100.0

Total

23

Percent

Master Thesis
Feel comfortable in work
Cumulative
Frequency
Valid

Percent

strongly disagree

Valid Percent

Percent

1.5

1.5

1.5

Disagree

10

7.4

7.4

8.8

Neutral

24

17.6

17.6

26.5

Agree

65

47.8

47.8

74.3

strongly agree

35

25.7

25.7

100.0

136

100.0

100.0

Total

Clear idea about changes in work

Cumulative
Frequency
Valid

Percent

strongly disagree

Valid Percent

Percent

4.4

4.4

4.4

Disagree

14

10.3

10.3

14.7

Neutral

24

17.6

17.6

32.4

Agree

69

50.7

50.7

83.1

strongly agree

23

16.9

16.9

100.0

136

100.0

100.0

Total

Technology increase the demands of work

Cumulative
Frequency
Valid

strongly disagree

Valid Percent

Percent

2.9

2.9

2.9

Disagree

18

13.2

13.2

16.2

Neutral

37

27.2

27.2

43.4

Agree

59

43.4

43.4

86.8

strongly agree

18

13.2

13.2

100.0

136

100.0

100.0

Total

24

Percent

Master Thesis
Neglect
some
task
Urgency
of work
Daily
pressurized
in task
Daily
too
many
deadlines
Cumulative
Frequency
Percent
ValidPercent
Percent
Cumulative
Percent
Feel
frustrated due
to overloadValid
Frequency
Percent
Cumulative
Frequency
Percent
Valid Percent
Percent
Percent
Frequency
Percent
Valid Percent
Cumulative
11
8.1
8.1
63
4.4
4.4
Percent 8.1
2.2
2.2
2.24.4
5
3.7
3.7
3.7

Valid
Valid
Valid

strongly
disagree
strongly
disagree
strongly disagree

Valid

Disagreedisagree
disagree
strongly
disagree

36
23
15
37
28

26.5
16.9
11.0
27.2
20.6

26.5
16.9
11.0
27.2
20.6

34.6
21.3
11.0
29.4
24.3

Neutral
neutral
Disagree
neutral

38
28
26
17
30

27.9
20.6
19.1
12.5
22.1

27.9
20.6
19.1
12.5
22.1

62.5
41.9
30.1
41.9
46.3

agree
agree
Neutral
agree

41
64
45
56

30.1
47.1
33.1
41.2

30.1
47.1
33.1
41.2

92.6
89.0
63.2
83.1
87.5

strongly
agree
strongly
agree
Agree
strongly agree

10
15
39
23
17

7.4
11.0
28.7
16.9
12.5

7.4
11.0
28.7
16.9
12.5

100.0
100.0
91.9
100.0

Total agree
Total
strongly
Total

136
11
136

100.0
100.0
8.1
100.0

100.0
100.0
8.1
100.0

100.0

136

100.0

100.0

Total

More stress in workload

Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

4.4

4.4

4.4

Disagree

17

12.5

12.5

16.9

Neutral

33

24.3

24.3

41.2

Agree

45

33.1

33.1

74.3

strongly agree

35

25.7

25.7

100.0

136

100.0

100.0

Total

Work quickly
Frequency
Valid

strongly disagree

Valid Percent

Cumulative Percent

4.4

4.4

4.4

disagree

21

15.4

15.4

19.9

neutral

38

27.9

27.9

47.8

agree

51

37.5

37.5

85.3

strongly agree

20

14.7

14.7

100.0

136

100.0

100.0

Total

25

Percent

Master Thesis
Utilize the skills
Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

3.7

3.7

3.7

disagree

16

11.8

11.8

15.4

neutral

22

16.2

16.2

31.6

agree

68

50.0

50.0

81.6

strongly agree

25

18.4

18.4

100.0

136

100.0

100.0

Total

Sufficient knowledge
Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

5.1

5.1

5.1

disagree

12

8.8

8.8

14.0

neutral

24

17.6

17.6

31.6

agree

66

48.5

48.5

80.1

strongly agree

27

19.9

19.9

100.0

136

100.0

100.0

Total

Work related skills

Cumulative
Frequency
Valid

Valid Percent

Percent

strongly disagree

1.5

1.5

1.5

disagree

5.1

5.1

6.6

neutral

20

14.7

14.7

21.3

agree

66

48.5

48.5

69.9

strongly agree

41

30.1

30.1

100.0

136

100.0

100.0

Total

26

Percent

Master Thesis

Need more training

Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

5.9

5.9

5.9

disagree

13

9.6

9.6

15.4

neutral

27

19.9

19.9

35.3

agree

51

37.5

37.5

72.8

strongly agree

37

27.2

27.2

100.0

136

100.0

100.0

Total

Less time for outside work

Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

6.6

6.6

6.6

disagree

15

11.0

11.0

17.6

neutral

34

25.0

25.0

42.6

agree

52

38.2

38.2

80.9

strongly agree

26

19.1

19.1

100.0

136

100.0

100.0

Total

Bring office work at home

Cumulative
Frequency
Valid

Valid Percent

Percent

strongly disagree

18

13.2

13.2

13.2

disagree

42

30.9

30.9

44.1

neutral

31

22.8

22.8

66.9

agree

29

21.3

21.3

88.2

strongly agree

16

11.8

11.8

100.0

136

100.0

100.0

Total

27

Percent

Master Thesis

Less time for family

Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

5.9

5.9

5.9

disagree

25

18.4

18.4

24.3

neutral

29

21.3

21.3

45.6

agree

48

35.3

35.3

80.9

strongly agree

26

19.1

19.1

100.0

136

100.0

100.0

Total

Good support from family

Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

strongly disagree

12

8.8

8.8

8.8

disagree

10

7.4

7.4

16.2

neutral

15

11.0

11.0

27.2

agree

68

50.0

50.0

77.2

strongly agree

31

22.8

22.8

100.0

136

100.0

100.0

Total

Unable to perform in too many deadlines

Cumulative
Frequency
Valid

Valid Percent

Percent

strongly disagree

10

7.4

7.4

7.4

disagree

31

22.8

22.8

30.1

neutral

31

22.8

22.8

52.9

agree

47

34.6

34.6

87.5

strongly agree

17

12.5

12.5

100.0

136

100.0

100.0

Total

28

Percent

Master Thesis

Workload effects the job performance

Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

5.1

5.1

5.1

Disagree

23

16.9

16.9

22.1

Neutral

26

19.1

19.1

41.2

Agree

55

40.4

40.4

81.6

strongly agree

25

18.4

18.4

100.0

136

100.0

100.0

Total

My overall performance up to the mark

Cumulative
Frequency
Valid

strongly disagree

Percent

Valid Percent

Percent

3.7

3.7

3.7

disagree

10

7.4

7.4

11.0

neutral

30

22.1

22.1

33.1

agree

59

43.4

43.4

76.5

strongly agree

32

23.5

23.5

100.0

136

100.0

100.0

Total

Supervisor is satisfied with my work

Cumulative
Frequency
Valid

strongly disagree

Valid Percent

Percent

4.4

4.4

4.4

disagree

11

8.1

8.1

12.5

neutral

21

15.4

15.4

27.9

agree

54

39.7

39.7

67.6

strongly agree

44

32.4

32.4

100.0

136

100.0

100.0

Total

29

Percent

Master Thesis

Descriptive
Descriptive Statistics
N

Range

Minimum

Maximum

Mean

Std. Deviation

Work demands

136

1.12

1.12

2.24

1.9209

.18075

Work overload

136

1.12

1.12

2.24

1.7772

.21895

Time pressure

136

.82

1.41

2.24

1.8396

.18792

Lack of skills

136

1.01

1.22

2.24

1.9333

.18130

Work life imbalance

136

1.01

1.22

2.24

1.8295

.19321

Employee performance

136

1.05

1.18

2.24

1.8840

.17783

Valid N (list wise)

136

30

Master Thesis

Correlation
Correlations

Work demands

Pearson

Work

work

time

Lack of

demands
1

overload
.175*

pressure
.070

skills
.330**

imbalance
.314**

perform
.280**

.042

.418

.000

.000

.001

136
1

136
.500**

136
.277**

136
.402**

136
.484**

.000

.001

.000

.000

136
1

136
.237**

136
.419**

136
.328**

.005

.000

.000

136
1

136
.350**

136
.411**

.000

.000

136
1

136
.494**

Correlation
Sig. (2-tailed)
Work overload

Time pressure

Lack of skills

Work

life-

imbalance

Employee
performance

31

Work

N
Pearson

136
.175*

Correlation
Sig. (2-tailed)

.042

N
Pearson

136
.070

136
.500**

Correlation
Sig. (2-tailed)

.418

.000

N
Pearson

136
.330**

136
.277**

136
.237**

Correlation
Sig. (2-tailed)

.000

.001

.005

N
Pearson

136
.314**

136
.402**

136
.419**

136
.350**

Correlation
Sig. (2-tailed)

.000

.000

.000

.000

N
Pearson

136
.280**

136
.484**

136
.328**

136
.411**

136
.494**

Correlation
Sig. (2-tailed)

.001

.000

.000

.000

.000

136

136

136

136

136

life-

employee

.000
136
1

136

Master Thesis

Interpretation
As found from the correlation result that all job stress dimensions (work demands, work
overload, time pressure, lack of skills, work life imbalance) is positively correlated with the
employee performance. Work demands show the (r =0.28) it means it is small or weak
supporter of the employees performance and work overload demonstrates the (r =0.48) which
means it medium supporter of the job performance, time pressure shows the (r = 0.32) it can
be analyze that it is also preferable supporter of the employees performance. Another one is
the lack of skills which demonstrate that(r = 0.41) which display the average supporter wit
employee performance.
The work life imbalance is also positively correlated with the employee performance that
result is (r = 0.49) illustrate that it is also the medium supporter of employee performance.
Therefore all the variables are the medium supporter of the employee performance. These
show the positive but overall medium correlated with employee performance.

Regression
Model Summary
Mode R
R

Adjusted

Square

Square
.

.388
a

623

Interpretation

32

.365

Std. Error of the

Estimate

Change Statistics
R
Square F

df

.14174

Change
.388

1
5

Change
16.499

df2

Sig.

13

Change
.000

Master Thesis
When it evaluate the model summary, the Square shows the variance in the dependent
variable (Employee performance) and that is demonstrate by the model which includes the all
dimension of the independent variable. In that case the value is 38.8% variance of employee
performance. This is preferable result of the model.

ANOVAb
Model
1
Regression
Residual
Total

Sum of Squares
1.657
2.612

df
5
130

4.269

135

Mean Square
.331
.020

F
16.499

Sig.
.000a

Analysis of hypothesis
Hypothesis
Stressors will not highly effect on the performance of the employees.

Correlations
employee
overall stress
overall stress

Pearson Correlation

performance
1

Sig. (2-tailed)
N
employee performance

Pearson Correlation

33

.000
136

136

.604**

Sig. (2-tailed)

.000

136

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

.604**

136

Master Thesis

Model Summary
Change Statistics
Model
1

R Square Adjusted R Square Std. Error of the Estimate R Square Change F Change df1 df2 Sig. F Change

.604a

.364

.360

.14229

.364

76.842

1 134

.000

There will be the negative relationship between work demands and employee performance.

Correlations
employeeperforma
workdemands
Workdemands

Pearson Correlation

nce
1

Sig. (2-tailed)
N
employeeperformance

Pearson Correlation

.280**
.001

136

136

.280**

Sig. (2-tailed)

.001

136

136

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

There will be the positive relationship between lack of skills and employee performance

34

Master Thesis

Correlations
employeeperforma
lackofskills
lackofskills

Pearson Correlation

nce
1

Sig. (2-tailed)
N
employeeperformance

Pearson Correlation

35

.000
136

136

.411**

Sig. (2-tailed)

.000

136

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

.411**

136

Master Thesis

Conclusion
Managing stress can help you have less pain and feel healthier. It can also help you cope with
the extra demands made on you by your Scleroderma. By following these suggestions, you
may be able to get stress to work for you instead of against you.
Learn to identify those situations you can do something about and those you can't. Work at
reducing the cause of your stress by communicating better, and respecting your limits of
energy and pain. Simplify your life, "look on the bright side," and develop and keep a sense
of humor. Prepare for stressful events by getting extra rest.
Remember that you can't change others. Keep in mind that no one is perfect. Seek
professional help for serious problems.
Practice relaxation methods to overcome the effects of stress that you can't avoid. Engage in
hobbies and simple pleasures that give you joy.
Finally, remember that managing stress is your job. With stress under control, it'll be easier to
keep your disease under control.

36

Master Thesis

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37