Key Features:
No of Pages: 124
No of Chapters: 5
Introduction:
1.1 Background to the Study
Job stress is an increasing problem in present-day organizations, it does not affect the employee's work-life only, but has a far-reaching impact on employees' family life as well. Stress refers to the pressure or tension people feel in life. Scholar R. S. (1980) defines “Stress as a dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important”. Selye (1979) defines it as “The non-specific response of the body to any demand made upon it”. Stress leads to various physiological, psychological, and behavioral difficulties. It affects the health of employees. It causes various psychological problems like anger, depression, anxiety, irritability, and tension. Job stress is the outcome of various organizational and individual stresses. Researches provide solid evidence that various organizational stresses like Role conflict, role ambiguity, role overload, task demands, etc. increase the level of stress. Job related stress can cause job-related dissatisfaction and hence may also lead to lesser motivation of employees.
Motivation is an effective instrument in the hands of management in inspiring the workforce. Is the core of the management. Dublin (1977) defines motivation as a “Complex of forces starting and keeping a person at work in an organization”. Dalton E. Farland (1974) defines motivation as “The way in which urges, desires, aspirations, striving or needs direct, control or explain the behavior of human beings”. Motivation promotes job satisfaction and increases productivity. Robins (1988) defines motivation as “The willingness to exert high levels of efforts to reach organization goals, conditioned by the efforts ability to satisfy some individual needs”. Management can do its job effectively only through motivating people to work for the accomplishment of organizational objectives.
Work stress levels within the workplace have a negative impact on employee performance. Work stress in the workplace is obviously a very important issue. Many types of research proved that employees that is free from stress are happier at work. They get more satisfaction from their work, low absenteeism, enhanced performance, work with more enthusiasm, encourage discipline among the employees on the other hand employees that face stress at work are likely to spread little or no effort in their jobs, avoid the workplace as much as possible exit the organization if given the opportunity and produce low quality work. The company could lose large amounts of money.
1.2 Statement of the Research Problem
Employees serve as an asset for an organization but when they are stressed then the results are increased absenteeism, low productivity, low motivation, and usually legal financial damages which eventually affect the employee's work behavior and lead him/her towards counter-productive work behavior. Job stress and counter-productive work behavior have been measured through diverse factors. These include the huge deal of attention demanded by their work beyond normal jobs range, remember many things, excessive workload than normal work, forced to work more by their supervisors and employers, poor communication, no appreciation received from management, unfair performance evaluation system, inappropriate working conditions, and inappropriate salaries and rewards.
Also, work stress affects the behavior of employees who worships in the organizations. It has a far-reaching impact on the motivation and satisfaction of employees. The productivity of employees and the overall productivity of the organization are affected by levels of stress and motivation. Researches provide evidence of problems caused by job stress. Stress causes various psychological problems like anger, depression, anxiety, irritability, and tension and this influences the motivation of employees to a considerable extent.
The results in previous studies revealed that the job stress among employees leads them somewhat towards counter-productive work behavior. However, there are still some gaps in the study area. Firstly, the extent of the relationship between work stress and employee performance is not known. Secondly, there is the problem of how to measure employee performance in the private sector.
Work stress has emerged as one of the important and focal areas for research in present-day organizations. It is considered an important phenomenon affecting the organizational health and health of its members. However, enough research has not been done in the context of the banking industry, because of certain peculiar features, like tight worship schedule, and workload. The changing working scenario of the banking industry, due to the sizeable increase in the volume of banking business, the competitive environment created due to entry of new private sectored and foreign banks, has increased the risk of stress among the employees worship this industry. It has also affected the motivation level of employees to a large extent. Therefore, in order to assess the job stress and its impact on the motivation of employees in the banking industry, the present study has been taken up.
1.3 Aim and Objectives of the Study
The aim of the study is to investigate work stress and employee performance in the private sector. The objectives formed of the study are to:
1. ascertain the extent to which work conditions affect employee performance in the private sector;
2. determine the extent to which interpersonal Relationships affect employee performance in the private sector;
3. investigate the extent to which Job Roles affect employee performance in the private sector.
1.4 Research Questions
The following research questions formed the basis for the study:
1. To what extent does work condition affect employee performance in the private sector;
2. To what extent does interpersonal Relationship affect employee performance in the private sector;
3. To what extent do Job Roles affect employee performance in the private sector.
1.5 Research Hypotheses
Flowing from the research objectives, the study examines the following research hypotheses:
1. Work condition does not significantly affect employee performance in the private sector;
2. Interpersonal relationship does not significantly affect employee performance in the private sector;
3. Job roles do not significantly affect employee performance in the private sector.
1.6 Scope of the Study
The study will focus on the impact of work stress and employee performance, in the private sector. The study will be conducted in Benin City. The performance assessment will be based on data collected from the activities of the firms in Benin City. This conceptual study helps to know about the factors causing job stress and explains how the job stress factor affecting the performance of the employees. This study has made an attempt to bring out the modern coping strategies followed by the employee and the employers to overcome their stress and to improve their performance.
1.7 Significance of the Study
The study would be of immense benefit to the Private Sectors in Nigeria, and other stakeholders in that it will highlight how the concept of work stress and employee performance is valued and understood and the need for all to pay attention to a variety of work stress issues for employees. Furthermore, the study will bring to light the different forms of work stress which will inform the design of appropriate measures aimed at bringing out the best in employees with regard to employee performance. This study will reinforce the importance of employees' work behavior which is essential for organizations to be successful in the current era. Employees’ productivity is adversely fraught by job stress, opened a burning debate in almost every organization while the health sector is more sensitive in this regard. Also, the findings would assist in the development of effective managerial strategies and policies that can help in improving the administration and realization of organizational goals.
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