Factors causing job stress and job perfomance among employees in the private sector
Nowadays, job stress is a noticeable issue that arises within organisations, having a substantial impact on employees' job performance. Hence, this study was conducted to identify the potential factors that may influence job stress and job performance of employees within the private sector. Spe...
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| Format: | Thesis |
| Language: | English English English |
| Published: |
2024
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| Subjects: | |
| Online Access: | https://etd.uum.edu.my/11283/1/depositpermission.pdf https://etd.uum.edu.my/11283/2/s831707_01.pdf https://etd.uum.edu.my/11283/3/s831707_02.pdf https://etd.uum.edu.my/11283/ |
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| Summary: | Nowadays, job stress is a noticeable issue that arises within organisations, having a substantial impact on employees' job performance. Hence, this study was conducted to identify the potential factors that may influence job stress and job performance of employees within the private sector. Specifically, this study aims to examine the influence of time pressure, work overload, role ambiguity, social support and rewards on employees’ job stress and their job performance. Data was obtained from 100 respondents through a Google Form Online Questionnaire. A non-probability convenience sampling technique was employed to identify the needed samples. For data analysis purposes, Statistical Package for the Social Sciences (SPSS) version 27 was employed to conduct reliability, descriptive, correlation, and multiple regression analysis. The research findings show that time pressure, work overload, role ambiguity, social support, and rewards do not contribute to job stress among employees. On the other hand, time pressure, role ambiguity and social support contribute to job performance among employees in the private sector. Furthermore, this study uncovers that in the category of job demands and job resources, time pressure and role ambiguity exhibit a noticeable adverse relationship with job performance while social support positively influences job performance. However, work overload and rewards do not demonstrate a significant relationship with job performance. The theoretical and practical implications of the study are also discussed at the end of this study |
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