The role of work stress, organizational climate, and improving employee performance in the implementation of work from home

Abstract

BACKGROUND: The spread of COVID-19 around the world has caused many undesirable effects on human health. The pandemic forced the employees to resort to Remote Work (RW)/Work from Home (WFH) according to the nature of the jobs. Consequently, organizations, business process and results are affected and organizational and commercial activities are significantly reduced. OBJECTIVE: This study investigates the impact of work stress and organizational climate on employee performance in the context of WFH in the era of the COVID-19 pandemic in micro, small and medium enterprises (MSMEs). METHOD: This study used a purposive sampling strategy and determined using the Slovin equation and equals 95 employees in marketing, business restructuring and finance. The Partial Least Square (PLS) approach and and the SmartPLS version 3.0 software for data analysis processing procedures for hypothesis testing were used. RESULTS: The results revealed that the organizational environment has a negative and significant effect on job stress. Furthermore, job stress had a negative impact on employee performance and the organizational climate had a favorable and considerable impact on employee performance. CONCLUSION: The lower the level of work stress, the higher the employee performance, and vice versa. Organizational climate has a positive and significant effect on employee performance, which means that the organization’s climate is conducive, so the employee performance will increase and vice versa.

Effects of WFH on educators' wellbeing: mediating role of institutional head's support and moderating role of employees' self-efficacy at university level

“…The association between WFH and higher work output levels has been meta-analytically demonstrated (Gajendran and Harrison, 2007), although the problem of causal orientation is far from resolved. Working at home will create a more relaxed working atmosphere, as workers are free to arrange their job schedule and work environment (Pradoto et al, 2022). A person can meet his personal needs and preferences by customizing his area of work according to his personality (Razif et al, 2020).…”

“…In Pakistan, a new survey by the Pakistan Telecommunication Authority (PTA) found that just 36.86% of the population had access to broadband Internet in 2019 (PTA, 2019;Mumtaz et al, 2021). In another study, Pradoto et al (2022) determined that, much like traditional learning, there is a satisfactory relationship between instructors and learners in distance learning, curriculum is well-designed and up-to-date, instructors are engaged and qualified with the skills and expertise required. However, the current situation varies totally from usual distance learning programs, in which all higher education institutions throughout Pakistan are required to adopt methodologies of distance learning regardless of resources (Adnan and Anwar, 2020).…”

“…, 2021). In another study, Pradoto et al. (2022) determined that, much like traditional learning, there is a satisfactory relationship between instructors and learners in distance learning, curriculum is well-designed and up-to-date, instructors are engaged and qualified with the skills and expertise required.…”

Social skills and organizational climate in the Regional Management of Social Development of the Regional Government of Callao

“…No obstante, frente a situaciones cambiantes se pueden generar diversas reacciones poco favorables que atenten contra el ambiente laboral, estos desafíos se observan, cuando los colaboradores no saben cómo manejar estos cambios, ausencia de habilidades emocionales y sociales, como señalan Pradoto , Haryono y Wahyuningsih [12] en su investigación, donde revelaron que el entorno organizacional puede tener un efecto negativo sobre el estrés laboral (generado por las tareas y funciones propias del puesto). Según este estudio, un clima laboral desfavorable tiene un impacto negativo sobre el rendimiento del colaborador, en cambio, un clima laboral favorable promueve el mejor rendimiento de los colaboradores.…”

The Influence of Organizational Identity on Knowledge Employees’ Job Performance—The Mediating Role of Work Values

“…Job performance could measure the achievement of employee goals and is a key element in measuring employee behavior and attitudes at work [12] . Existing studies have pointed out that employees' job performance is affected by a variety of factors, such as organizational culture [13] , organizational climate [14] , leadership style [15] , and individual motivation [16] . However, previous researches on this issue have focused on the entire employee population, while some researchers have explored the factors influencing the performance of knowledge employees, who are relatively unique in terms of their characteristics.…”