Job stress and job performance controversy: An empirical assessment

Jamal, Muhammad

doi:10.1016/0030-5073(84)90009-6

Cited by 362 publications

(241 citation statements)

References 52 publications

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“…Results from correlation indicates that there is strong correlation of job stress on employee performance (r=.955; p=0.000). This resulted is supported by various studies of the past [18,25,31,34,41]. Findings from regression implies that there significant relationship between underutilization of skills (p=.000<0.5) and work overload (p=.033<0.05) and employee performance while role ambiguity has no significant relationship with p=0.324.…”

Section: Resultssupporting

confidence: 55%

“…Accordingly, too much stress negatively impacts the work performance of both the employees and the organization. Similarly, Jamal [18] proved in his study that there is a link between job stress and employee performance between managers and staff. He uses the variables such as job stress, performance and organization commitment and its relationships and found out that there is negative impact between job stress and job performance and also emphasized the negative impact of pressures in the workplace.…”

Section: Relationship Of Job Stress On Employee Performancementioning

confidence: 88%

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Determinants of Job Stress and Its Relationship on Employee Job Performance

Jalagat¹

2017

AJMSE

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Stress happens in workplaces and it arises at different levels. Job stress is becoming an alarming situation in the workplace. This study is aimed at determining job stress variables that affect employee performance. It also determine the relationship between job stress and employee performance. To achieve this objective, the study was conducted to Petroleum Development Oman (PDO) in Al-Bahja Center to 65 respondents. The study employed the descriptive research design using the survey questionnaires as its instruments and utilized the purposive sampling to obtain the sample. Originally. Questionnaires were distributed to 80 respondents but only 65 questionnaires were retrieved and analyzed. Highlights of the findings indicated that, there is significant relationship between job stress and employee performance with r=0.955. When analyzed the independent variables individually using regression analysis, results revealed that both independent variables: underutilization of skills and work overload significantly correlates to employee performance with p-values 0.000 (p=0.000<0.05) and 0.033 (p=0.033<0.05 respective which were lower than 0.05 level of confidence while there was no significant relationship between role ambiguity (p=0.324>0.05) and employee performance. Based on these findings, it can be recommended that the company should consider underutilization of skills and work overload as predictors of employee performance. The company should put consideration on developing the skills of the employees and tapping their potentials. The Human Resource Department may conduct as appropriate skills inventory to identify talents and potentials of employees with proper motivation as well as revisit their policies on promotion. However, it also recommended that further studies can be conducted to consider larger sample, scope and more variables as appropriate to arrive at more reflective results.

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Section: Resultssupporting

confidence: 55%

Section: Relationship Of Job Stress On Employee Performancementioning

confidence: 88%

Determinants of Job Stress and Its Relationship on Employee Job Performance

Jalagat¹

2017

AJMSE

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“…The theoretical model that explains the expected negative relation between hindrance-based stressors and performance is the negative linear model, which postulates that stressors are detrimental to job performance (e.g., Allen, Hitt, & Greer, 1982;Jamal, 1984Jamal, , 1985Kahn & Byosiere, 1992). Several theoretical arguments are provided in the literature to support this type of stressor-performance linkage.…”

Section: The Relationship Between a Stressor And Job Performancementioning

confidence: 99%

A Meta-Analysis of Work Demand Stressors and Job Performance: Examining Main and Moderating Effects

Gilboa

Shirom

Fried

et al. 2013

From Stress to Wellbeing Volume 1

240

348

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We quantitatively integrated 169 samples (N = 35,265 employees) that have been used to investigate the relationships of the following 7 workrelated stressors with job performance: role ambiguity, role conflict, role overload, job insecurity, work-family conflict, environmental uncertainty, and situational constraints. Overall, we obtained a negative mean correlation between each job performance measure and each stressor included in our analyses. As hypothesized, role ambiguity and situational constraints were most strongly negatively related to performance, relative to the other work-related stressors. Analysis of moderators revealed that (a) the negative correlation of role overload and performance was higher among managers relative to nonmanagers; (b) publication year moderated the relation of role ambiguity and role overload with performance, although in opposite directions; (c) the correlations obtained for published versus unpublished studies were not significantly different; and (d) using the Rizzo et al. scale of role ambiguity and role conflict decreased the magnitude of the correlations of these stressors with performance, relative to other scales. Theoretical contributions, future research directions, and practical implications are discussed.Psychosocial stressors at work represent a ubiquitous and multifaceted phenomenon (Lazarus, 1993); several theoretical frameworks predict that they affect employee attitudes and behaviors (Jex & Crossley, 2005). Most past meta-analytical reviews of these relationships focused only on the linkages of role conflict and role ambiguity with job performance, none of

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“…Effective TM reduces job stress, which can be an important barrier to job performance (Jamal, 1984) because of the need to accomplish the goals within a set time schedule (Schuler, 1979) and pre planning. Individuals who have greater control over their time experience less tension and exhibit fewer physical symptoms of stress (Macan, 1994).…”

Section: Time Management and Performancementioning

confidence: 99%

Effect of Time Management on the Job Satisfaction and Motivation of Teacher Educators: A Narrative Analysis

Sahito¹,

Väisänen²

2017

IJHE

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The present study was conducted to investigate the relationship between time management, job satisfaction and motivation among teacher educators in university departments, institutes and faculties of education in the Sindh province of Pakistan. Using an interview approach, the researchers recorded the professional stories of 40 teacher educators. The interviews and the analysis focused particularly on teacher educators' skills, routines and characteristics related to time management, job satisfaction and motivation. This article advances current knowledge by revealing the values of narrative analysis including, especially, qualitative research methods as a means for disseminating the evidence-based information. In so doing, it offers teacher educators and heads of universities, faculties, institutes and departments a reliable resource for understanding how teacher educators improve their time management skills to increase job satisfaction and motivation and make their professional and personal lives more meaningful.

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Job stress and job performance controversy: An empirical assessment

Cited by 362 publications

References 52 publications

Determinants of Job Stress and Its Relationship on Employee Job Performance

Determinants of Job Stress and Its Relationship on Employee Job Performance

A Meta-Analysis of Work Demand Stressors and Job Performance: Examining Main and Moderating Effects

Effect of Time Management on the Job Satisfaction and Motivation of Teacher Educators: A Narrative Analysis

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