Job Stress And Job Performance

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Occupational stress and job performance

 

Dr. Ershad from the Dr. Hou Saiyin

 

People in different ways to respond to the pressure. Some cope better than others and less subject to the harmful effects of stress. As emphasized different functions as an individual, it is also different from a person's occupation types. Some occupations, of course, naturally more nervous than others. The relationship between stress and strain all have a healthy organization and industry are not obvious.Physical and mental illness rendering the employee is unfit to work and to integrate access to both reduce work-satisfaction, lower job performance and productivity. Have symptoms or findings, emphasized in the workplace to reflect a variety of ways. From the growing body of research evidence that some people in various occupations, more and more work-related stress (Schultz and Schultz, 2002) an unacceptable level.Occupational stress is any sense and look at the individual level and examples, events or circumstances are too drastic in nature, often more than one person's response capabilities and resources to deal with them adequately (Malta, 2004) lead to discomfort.

Occupational stress can be defined as "harmful physical and emotional reaction, when there does not match the job requirements of capacity, resources or staff necessary" (Sauter and Murphy. 1999).

Performance refers to the system or value of the results and achievements of the organization, a project in.

The pressure on each person within the scope of work and personal life in the ultimate impact of his or her performance. Working pressure can be positive, thereby increasing productivity. However, when this pressure is too large it has a negative impact. Individual as unable to cope, do not have the necessary skills to combat their stress themselves. Stress is recognized as the absence from work (Mead, 2000), one of the main causes. Occupational stressors can be divided into four main categories.First of all, working conditions, including mobile and weekend work, inadequate remuneration, working hours, discrimination and workplace safety. Secondly, in the work, including the quality of peer relations and the relationship between subordinates and superiors. Third, the role conflict and ambiguity, including the unclear roles, functions, expectations and responsibilities. Fourth, the organizational structure and climate, including the dissemination of policy and practice, significant changes in the workplace, cultural organizations, as well as lack of participation in decision-making.Another reason is that professional development, including the use of the skills or do not reach full potential. Another contributing factor is the work, may constitute a huge amount of physical and emotional exhaustion (Rick and Taukari, 2004 years) nature.

The main purpose of this study was to determine the role of different factors of work pressure, and to explore the walls between the different departments of Unilever Pakistan, the pressure level of these factors. But also found that job performance is how it affects the work pressure. Different factors, namely, pressure overload of work work, work load, monitoring role conflict, career development, physical environment, repetitive tasks, work colleagues and family conflict.

  Hypotheses

1. "At present, the differences in the levels of occupational stress between the wall of Unilever employees in different sectors in Pakistan."

2. High stress levels adversely affected the employee's work performance.

Methods and procedures

This study evaluated the ice cream factory between the walls of different departments occupational stress levels, Unilever Pakistan Limited and the pressure on the employee's performance. Consists of samples N = 65 staff positions at different levels such as managers, assistant managers, junior managers, senior managers, supervisors, machine operators and technical staff in 5 different departments ICF wall work. Random sampling technique is the choice for the sector.After randomly selected five-sector organizations, and then random sampling technology choice for the workers. The participants of the match variable is the distance between a 25-year-old - 45 years, educational level and professional level (specified). Pressure is defined as total personal business score, "Occupational Stress Scale (OSS) for." Performance, the operation is defined as "on job performance evaluation of his 7:00 scale from excellent to unsatisfactory supervisor.Three assessment tools can be used for this study. Demographic information questionnaire (DIQ) composed of 10 questions, was used to obtain information about the participants. Occupational Stress Scale (OSS) element, that is, 9, overworked, according to the composition of the workload, supervision, colleagues, health conditions, monotonous and tedious, work, family conflict, obstacles to career development and role conflict / fuzzy, is used to assess the level of pressure. Employee performance rating (EPR) is the size of a single project manager on the line rate of employee performance.This assessment is based on a single project a detailed assessment of staff skills is 12:59 line managers and employees after the discussion. A supervisor at the rate of the employee's performance, B +, B, C +, C, D and E. A critical evaluation of this outstanding performance is very good B +, B good, C + a good cause satisfied, ç satisfied, Ð marginal and unsatisfactory é.

A pilot study to finalize the tool and take the recommendations of the participants. All recommendations have been included and irrelevant items are from outside the scale. The researchers administered the questionnaire after a brief instruction. The total time taken to assess the participants was 40 to 50 minutes. Participants completed a demographic information questionnaire in the presence of researchers and occupational stress scale. In the overall analysis of the data collection of information and quantitative and qualitative explanation is to do so.

Result

One-way analysis of variance (ANOVA) conducted to assess the organization's different departments work pressure. The department of human resources Department, the Electrical equipment sector, shops, engineering and production departments. There are five departments were not significantly different between the stress level.

This is the assumption that the high pressure of the negative impact on the performance of employees. Correlation analysis and its relationship with job stress and job performance. The results do not support this hypothesis. The results show that there is no pressure between the significant relationship between the level of employee performance. The result is an important factor, only in the workload, contribute to stress. The P - workload factor values show a negative correlation of their performance.

Correlation analysis was also discussed education and human resources made by the executive as a performance evaluation and performance of staff relations, is employees.There between level of education is based on a strong positive correlation between education and work performance of employees received to the employee.

Conclusion

Workload, colleagues and repetitive work, are considered the main factors causing stress. Conclusion: The moderate degree of pressure in the different departments, there was no significant difference but there is no pressure of work is found in the selected organizational performance.

Discuss

The first assumption is that the current staff from different departments, resulting in stress levels experienced no significant difference. The results do not support the assumption that all sectors have equal facilities, it does not seem to stress in different departments of different levels of. Thus, through observation, the researcher visited the factory walls, as it is observed that the atmosphere is very friendly people working there are very cooperative, to each other. Wall of the ice cream factory has a strong culture.The organization's structure is very good, for each employee rules and regulations are conditions of equality did not like the excessive rules and lack of staff participation in decision-making '. The organization's core values have held strong and widely shared. A strong culture of its members have a great influence on the behavior, because the sharing of feelings and create a high degree of high-intensity behavior of internal control climate (Robbins, 1996).

All departments are in the same building, interrelated to each other have the same facilities, structures and naming hierarchy. In some cases, employees of different departments to achieve the team target. The department received the communication flow up and down.

Workload pressures on the organization's main source of employees. As a multinational, its production rate is very high, resulting in this important factor. The results showed that the workload and the employee's performance negatively. Results 1 1 5 years of research consistent with 100 factory workers in China has led the workers to increase blood pressure and cholesterol levels (Siegrist, 1996) significantly increased the employment pressure.The organization's production requirements, which is why stress due to work load does not exist.

The second hypothesis is not supported. The results show that there is no pressure on the staff performance has a significant effect. From an organizational point of view, the management may not care about the experience of staff, low to moderate levels of stress. The reason is this level of pressure can lead to higher functionality and performance. When there is too much work to do, it will lead to pressure, but as a human adaptation, they can manage it and not from their performance is its impact. One reason may be that the Great Wall of Unilever factory is the people's friendship.They are people-oriented and task-oriented. Wage system is the well-organized, workers pay more for better performance. They provide them with medical facilities, tourism facilities and family allowances. In this organization the majority of workers are very satisfied, because their superiors. Therefore, it is not surprising, their stress level is relatively low, but does not affect their performance.

Meaningless differences, staff pressure from different sectors can have different interpretations. One possible explanation is that researchers can measure the Occupational Stress Scale for help stress level, and his own performance evaluation performance evaluation from the HR department is taken on an annual basis. Performance standards are based on an employee's education level, as it is said that when education and employee performance-related calculations.However, the researchers assumed in this study, results from the stress caused by the influence of different factors. Therefore, this result is not significant, and there is no relationship between stress and performance levels among employees was found. Researchers have some suggestions for further research to improve the size of the sample, for example, should be increased, may come from more than one institution, therefore, the findings can be generalized. Researchers should assess their own employees, rather than from the HR department to take the performance level.

Reference material

Malta. Working pressure. To stress the concept. Human Factors Limited. Psychology and business development strategy in 2004.

Mead Creek What is stress? Luojiemide Association, stress management, coaching and 2000 for personal and group training.

Murphy, Sl's Sauter, problems and development of occupational stress. New York: McGraw-Hill Companies

Rick P, Taukari A, Bhattacharya tons of occupational stress and coping among nurses. J Health Manag, 2004; 6:115-27.

Robbins, SP (1996). Organizational behavior. (International Version) New York: Prentice Hall Inc.

Schultz, 4 and Schultz, ES (2002). Psychology and work today. (8th ed.). India: Pearson Education Group

Siegrist, J. (1996 years) of the adverse health effects of high - effort / low reward conditions. Occupational Health Psychology, a journal, 27 - 41.

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About the author:
About his career, Mr. Arshad Dr. Hou Saiyin


Dr. Hou Saiyin Dr. Ershad (USA), professor of marketing and human resources management, management committee members, and deposits with the department internship at the Institute of Business Management (CBM), and one of the best universities in Pakistan President has the marketing and human resources, Bahria University, Karachi Campus.He also has moved from marketing the International Bar Association, Karachi, Master of Business Administration.


He has worked in multinational organizations in the progress of a long career of a young age increased rapidly through the oil, engineering, telecommunications, automotive, and finally the pharmaceutical industry.He traveled widely in the international supervision of specialized experience in the contract, based in England, served as general manager, international business, the title of senior management positions in marketing, human resources and materials business units in multinational corporations with global headquarters in London organization.He led an independent human resources, human resources director for multinational organizations worldwide.

He became Chief Executive Officer (CEO), in Pakistan a global nature, its position, he was held in the next few years, multinational companies, and later (or even the CEO), visit such as the International Bar Association, IoBM, a friend reported that university teachers, industrial Research Institute, University and Bahria, as a permanent settlement, in Bahria university teachers, now in Karachi and Business Management (CBM) learned.


He taught the 31 management of scientific disciplines, including human resources management and marketing subjects, together with others interested in the management of subjects such as leadership, decision-making of a series of decisions, organizational development of


He was guest speaker in many universities here and abroad, University College (UCL), London and Nottingham University recently.He wrote a study on the business book is being published by the requirements of HEC, is writing a book on project management processes, but also a new human resources management perspective, in Pakistan.

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