THE EFFECT OF EMPLOYEES JOB STRESS ON ORGANISATIONAL PERFORMANCE (A CASE STUDY OF UNITY BANK AUCHI BRANCH, EDO STATE)
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- 1-5 Chapters
- Quantitative
- Simple Percentage
- Abstract : Available
- Table of Content: Available
- Reference Style: APA
- Recommended for : Student Researchers
- NGN 3000
BACKGROUND OF THE STUDY
According to Abolade (2018), the idea of stress is one that is multifaceted and ever-changing. The company's overall efficiency suffers when there is an excessive amount of stress brought on by unforeseen circumstances. As a result, in order for the organization or management to function efficiently, they need to work in acceptable way to control the amount of stress. In order to accomplish this organizational goal, it is necessary to accurately identify and quantify all of the components that contribute to stress.
There is no one ideal degree of stress that is appropriate for every person. The presence of constructive stress in one's life may bring a sense of anticipation and excitement, and research has shown that humans perform better under certain levels of stress. Our objective is not to completely do away with stress, but rather to become experts in its management and to benefit from it as much as possible. For this reason, it is crucial for both people and companies to effectively manage their levels of stress (Abolade 2018).
The concept of building a high-performance organization is one that is often discussed in the field of training and development. In today's hypercompetitive environment, businesses just can't afford to settle for less. When it comes to building a high-performing organization, one of the things that drives performance that has to be taken into consideration is stress. We are all aware of the fact that we live in a dynamic environment characterized by widespread change-related pressures in both society and the working world. We are presented with a multitude of unknowns on a daily basis at our homes, places of employment, public markets, houses of worship, political rallies, and even when we are driving down the street (Vijayan, 2017). Employees are reminded on a regular basis that they must be able to adapt to changing organizational dynamics, new challenges, and competitive pressures, all with the end aim of achieving higher levels of performance and efficiency in the workplace. An individual's level of stress at job may be affected by all of these factors as well as others.
According to Robiins and Sanghi (2016), stress is a dynamic circumstance in which an employee or person is supplied with an opportunity, demand, or resource that is tied to the individual's wants and whose conclusion is viewed as both unclear and crucial. They claim that stress is linked to confinements, while demands are related with a target result that must be achieved. According to them, the difference between demands and constraints is that demands pertain to something that is desired, but restrictions prohibit you from reaching your objectives. Historically, stress was considered to be either an unavoidable side effect of working in an occupation or, at best, a potential danger to one's health. Neither one of these perspectives captures the full degree to which the mental, emotional, and interpersonal functioning of individuals is impaired as a result of job stress. In point of fact, the cognitive, emotional, and interpersonal impacts of stress pose a danger to practically every significant training and organizational development project (Dean, 2015). The negative impacts that stress may have on an employee, particularly a member of senior management, are receiving more attention from employers in recent employees, as compared to earlier decades.
On a global scale, a sufficient explanation may be provided for the connection between stress and performance at work. According to Dean (2015), the most significant contributor to inefficiency in the workplace on a worldwide scale is stress connected to one's location of employment. According to Folkman (2017), the negative consequences of stress on organizational outcomes include decreased performance, increased absenteeism, and dissatisfaction among employees. According to the findings of a survey that was carried out by Eurofound in the year 2015, the most common sources of stress in the workplace today are position uncertainty, organizational change, job expectations, bullying, and violence. Sadly, the most vulnerable populations, including elderly people, people with disabilities, migrant workers, and contract workers, are the ones who are going to suffer the most as a result of this (Mariam, & Chaudhary, 2015). A research that was conducted in the United Kingdom in 2014 found that stress, depression, and anxiety at work are responsible for 39% of all cases of job-related impairment.
According to the findings of the 2014 Australian Stress and Wellbeing Survey, more than half of respondents from the Asia-Pacific region listed the duties of their profession as an obstacle to leading a healthy lifestyle. 72% of Australians said that their current level of stress was having some influence on their physical health, with 17% stating that their current level of stress was having a significant effect on their physical health. These results are consistent with those found in previous studies (ILO, 2016).
In Nigeria, where the majority of the world's population is employed in a spirited setting, environmental stressors can create or contribute to occupational stress (Vijayan, 2018). In most cases, people are more worried with the results of their work, which may influence how they interact with their colleagues and clients. The prevalence of stress at work has increased in recent employees, which has had a negative impact on employee morale (Kaminyonge, 2018). Occupational stress is caused by a variety of socioeconomic variables, including advances in technology, lifestyles that are more competitive, and a variety of other causes.
STATEMENT OF THE PROBLEM
There are many companies located all over the globe, but banks in particular have seen an alarming rise in the detrimental impact that stress has on the productivity of their workforce (Henry & Evans 2008). In an effort to achieve better levels of productivity, the vast majority of companies end up overloading their workforce with unnecessary quantities of work in order to meet their targets for delivery on time. Employees' emotional and physical well-being may suffer as a result of this circumstance. There is a chance that this will have the unintended consequence of accomplishing the very opposite of what these groups seek to do (Obiora, & Iwuoha, 2017).
No conclusive evidence either way has been found to address the empirical issue of whether or not there is a link between employee stress and productivity. A substantial inverse correlation exists, according to the results of Ajayi (2018), between occupational stress and the performance of workers in the banking industry.
According to the findings of study carried out by Abolade (2018), occupational stress has a detrimental effect on the productivity of workers. According to Bewell, Yakubu, Owotunse, and Ojih (2014), the idea of work-induced stress and the effectiveness and productivity of employees are intimately linked. However, Aasia, Hadia, and Sabita (2014) discovered that the performance of employees at their occupations was unaffected by the stress that they experienced at job. Ayaz, Alamgir, and Khan (2017) discovered that stress had a favorable affect on the performance of businesses, which supports the findings of the previous researchers. According to the findings of study that was carried out by Bennett, there is a positive moderate association between job stress and employee performance (2016).
The stress that one experiences on the job comes at a high price. At a time when it is more important than it has ever been to keep costs down and make sure that employees are productive and healthy, it is destructive to the business as well as the person, and it is particularly awful for the individual.
According to Robbines and Sanghi (2016), stress has been dubbed the "health pandemic of the twenty-first century," and companies estimate that dealing with the impacts of stress costs them up to billions of naira per year. Workers who are under a large level of stress have been proven to suffer from hypertension, ulcers, irritability, trouble making basic judgments, and maybe even lack of appetite. It is unsettling to contemplate the ways in which all of these factors will influence workers. As a result of this, there is a possibility that there will be an increase in the number of incidents involving accidents, illnesses, absences from work, inefficiency, broken relationships with customers and coworkers, high staff turnover, early retirement for medical reasons, and even premature death. Companies have been put in a difficult position as a direct consequence of the fact that these and a number of other issues have generated the question of whether or not stress should be avoided at all costs. The answer to this question has important implications for businesses. Or, what steps has the organization made to reduce the negative effects of stress on its employees?
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