Employee Stress and Performance

 

Introduction

Employee stress and its impact on performance is a prevalent issue in the workplace. Stress can be defined as a state of physical or emotional tension resulting from demanding circumstances or situations. While some stress can be beneficial in motivating individuals to perform better, prolonged and excessive stress can have adverse effects on employees' health and performance. High levels of stress can lead to burnout, fatigue, and decreased engagement, which can result in reduced productivity, increased absenteeism, and even employee. Stress can also affect employees' cognitive abilities, including decision-making, problem-solving, and creativity, which can impact their job performance and effectiveness. Therefore, it is essential for organizations to address employee stress and develop strategies to manage it effectively. This can include creating a supportive work environment, promoting work-life balance, offering stress management programs, and providing employees with the resources they need to manage stress effectively. By reducing stress and promoting employee well-being, organizations can improve their employees' job satisfaction, engagement, and performance, leading to better business outcomes and a healthier, more productive workforce.

 

There are several theories that explain the relationship between employee stress and performance:

 

• v  Demand-Control Model: This model suggests that high job demands and low job control are associated with increased job strain, which can result in poor health outcomes, decreased job satisfaction, and reduced performance.
• v  Job Demands-Resources Model: This model proposes that job resources, such as autonomy, social support, and feedback, can buffer the negative effects of job demands on employee well-being and performance.
• v  Cognitive Appraisal Theory: This theory suggests that stress arises from an individual's appraisal of a situation as threatening or demanding. The way an individual appraises a situation influences their stress response, which can impact their performance.
• v  Conservation of Resources Theory: This theory suggests that individuals strive to protect and build their resources, including physical, psychological, and social resources. When these resources are threatened or depleted, stress can occur, which can negatively impact performance.
• v  Job Strain Theory: This theory suggests that high job demands, low job control, and low social support are associated with increased job strain, which can result in poor health outcomes, decreased job satisfaction, and reduced performance.

v  Overall, these theories suggest that employee stress can have a significant impact on performance and well-being, and it is essential for organizations to develop strategies to manage stress effectively to promote a healthy and productive workforce (Park & Jex, 2019).

 

Conclusion

In conclusion, employee stress and its impact on performance is a critical issue in the workplace. While some stress can be beneficial in motivating individuals to perform better, excessive and prolonged stress can have adverse effects on employees' health and performance, leading to decreased engagement, productivity, and even turnover. Organizations must address employee stress and develop effective strategies to manage it, such as creating a supportive work environment, promoting work-life balance, offering stress management programs, and providing employees with the resources they need to manage stress effectively. By promoting employee well-being, organizations can improve their employees' job satisfaction, engagement, and performance, leading to better business outcomes and a healthier, more productive workforce. It is crucial for organizations to recognize the importance of addressing employee stress and to prioritize the development and implementation of stress management strategies to promote employee well-being and optimize business outcomes.

 

References       

Cooper, C. L., & Cartwright, S. (Eds.). (2016). The Oxford Handbook of organizational well-being. Oxford University Press.

Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2017). Burnout and work engagement: Insights from a person-oriented approach. World Psychiatry, 16(1), 70-71.

Karasek Jr, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 285-308.

Park, Y., & Jex, S. M. (2019). Trajectories of employee emotional exhaustion: An examination of the demand-control-support model. Journal of Occupational Health Psychology, 24(2), 152-163.

Quick, J. C., & Tetrick, L. E. (Eds.). (2018). Handbook of occupational health psychology. American Psychological Association.

Sauter, S. L., Hurrell Jr, J. J., & Murphy, L. R. (Eds.). (2017). Job stress: Current theory and research. Routledge.