CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
Job is the main foundation of living that people enter to sustain their family and individual needs. In order to avoid experiencing scarcity and survive on the daily basis by the help of an earned salary after working hours. Hence, individuals are viewed as resource in associations. Since individuals are the most imperative asset of associations, it is vital that laborers are sound on the off chance that they are to be compelling and beneficial. To be powerful and occupationally sound, individual must figure out how to legitimately deal with their feelings of anxiety realized by their employments. The possibility that pressure impacts wellbeing is unchallenged. According Saras (2018), United States was recorded with the highest rank in all countries that 4 out of 5 of its population were influenced, followed by the United Kingdom and other western countries also joined by two Asian countries including Japan and India in this top 8. While despite the Philippines was way down there along with other countries in the ranking, let it not be unfocused because of it and prevent that kind of statistics and experience to fellowmen while it does not happen.
Accompanied by hard work and determination on the work setting, there will always be an affiliation of stress that lead many workers to different kinds of obstacles whether it is physically, mentally or in any other state. Job stress is indisputably one of the most tremendous health risks and crisis that employees tackle in a nonchalantly way possible every day in their respective workplaces in order to achieve a better job performance record and please their employees with such satisfaction for it to give a substantial amount of salary. Nonetheless, it became a recent outbreak in the field of workplace. On account of, an abundant quantity of researchers had lean on their attentions on the job stress and the aftermath of it. Stress can be caused by intemperate outstanding burdens or weight set on workers such as heavy work hours, insufficient workloads or maybe the so-called blame culture. Correspondingly, Cropanzano, Howes, Grandey and Toth (1997) defined stress as a mental feeling when job duties are beyond person's capabilities. This mental feeling creates the anxiety and tension which are symptoms of stress.
Accordingly, job performance can undoubtedly be affected by the stress that every employee trier to cope throughout his/her working hours. Munisamy (2013) emphasized that stress and working environment dominant over workload and pay more in job performance among the employees. But above all this findings, it can cause the worker psychological problems such as depression, anxiety and post-traumatic stress disorder. Likewise, the physiological aspect of a person might be affected as well which can be weaken and affect the his/her performance that can result as being unproductive and weary Companies are required to check the employees’ quality of work in terms of effort and if their workers make good things out of their respective quarters and deserve the income they are getting during their payday.
Correspondingly, Kotteeswari and Sharief (2014) emphasized that the higher the job stress, the lower the job performance of the employees. In other words, job stress has a great impact on the job performance of the employees. Stress at work is a perennial difficulty at work. The nature of work is changed over a period of time and it constantly changing like a whirlwind. With this, the management usually encourages the employees to have fun at work, organizational goals, increasing job satisfaction, performance level and sustain the competitiveness in the market. Manager take action with regards to this phenomenon because this will be a threat on the physical health of the employees.
In line with this, the researchers investigated and verified the relationship of job stress to job performance. The researchers hope to became aware and ultimately, be able to deal with stress.
Statement of the Problem
The study aimed to determine the correlation between job stress and job performance of the employees in the Municipal Hall of Hagonoy, Bulacan. This study conducted for the month February 2019.
Specifically, the researchers sought to answer the following questions:
1. What is the level of job stress of the employees in Municipality Hall of Hagonoy, Bulacan in terms of:
1.1 social anxiety,
1.2 fear of change,
1.3 worrying?
2. What is the level of job performance of the respondents?
3. What is the correlation between job stress and job performance of the employees of Municipal Hall of Hagonoy, Bulacan?
4. What implications can be drawn from the study?
Significance of the Study
This study focused on the relationship between job stress to the job performance of the employees in the Municipal Hall of Hagonoy, Bulacan can be of great importance to the following groups:
Work Immersion Students. This study can help the students to become more aware on dealing with stress that they may encounter in work immersion. In addition, they may also become aware how stress can affect their performance.
Employers. The results of this study may help employers become aware on the nature of management control and how it can poster positivity in their workplace.
Employees. This may be beneficial to them since they may gain idea on how to manage their stress and become more productive in their workplace.
Government/Agencies. The results of this study can be used as a guide in formulating plans geared toward better professional development of employees.
Future Research. This study may serve as a guide for future researchers in their pursuit of knowledge on the variable under study.
Scope and Delimitation
This study focused on the examination of relationship between job stress and job performance of employees in the Municipality Hall of Hagonoy, Bulacan. This study was conducted in the month of February 2019.
Accordingly, job stress was assessed in terms of the identified components namely: social anxiety, fear of change and worrying. This survey questionnaire was adopted from the Muschalla, Heldmon and Fay (2013).
On the other hand, job performance was measured by utilizing the survey questionnaire adopted from the study of Alquraan (2011).
Definition of Terms
This section presents the conceptual and operational definitions of the important terms in the study.
Employee. It refers to a person who works for another person or a company for wages or salary. In this study, the employees at the Municipal Hall of Hagonoy, Bulacan will be the respondents of the study.
Employer. It refers a person or organization that employs people. Operationally defined as the Municipal Government of Hagonoy, Bulacan.
Fear of Change. According to Radwan (nd), people who fear change prefer to stay in their comfort zone being because of not being able to withstand the uncertainty of doing something that they are not used to. It pertains to the employees that cannot easily adopt on the changes happened at work.
Job. It refers to a person does regularly in order to earn money. In this study, it refers to the work of employees at municipality of Hagonoy, Bulacan.
Job Performance. It is assessed whether a person performs a job well. Job performance is studied academically as a part of industrial and organizational psychology and forms as a part of human resources management (Campel 1990). Operationally defined as the capacity of an employee to work in a period of time.
Job Stress. According to the National Institute for Occupational Safety and Health (NOISH) it is a harmful physical and for emotional response that occurs when the requirements of the job do not match the capabilities, resources or needs of a worker.
In this study, it refers to the employee’s conditions in the workplace that negatively affect an individual performance and overall well-being of his/her body and mind. It is based on the following terms such as social anxiety, fear of change and worrying.
Performance. It is the action or process of carrying out or accomplishing an action, task or function. In this study, it refers to the function of every employee of the Municipal Hall of Hagonoy, Bulacan.
Social Anxiety. According to Richard (2018) it is defined as the fear of being judged or evaluated negatively by other people leading to feelings of inadequacy, inferiority, self-consciousness, embarrassment, humiliation and depression. In this study, it refers to the employees that feel uncomfortable to socialized with other colleagues or superior.
Stress. It is a state of mental tension and worry caused by problems in one’s life work etc. Operationally defined as the process by which an individual or person react when opened to external or internal problems and challenges.
Worrying. It refers to thinking about problems or showing fear and concern that something bad might happen or could happen. In this study, it is defined as the employees thinking too much about work related issues.
CHAPTER II
THEORETICAL FRAMEWORK
This chapter presents the relevant theories, relate literature and studies which provided pieces of information crucial in the formulation of the problem and its possible solutions. It also contains the conceptual framework and the hypothesis of the research study.
Relevant Theories
The following discussion includes the related theories organized by the researchers to see its relevance on the current direction of the study. The theories are herein characterized and defined on the basis of its importance and usefulness to further understand the directional flow of the study.
Transactional Theory of Work-Related Stress. Lazarus and Folkman (1984) stated that Transactional Model of Stress and Coping is a framework for evaluating the processes of coping with stressful events. Stressful experiences are construed as person-environment transactions. These transactions depend on the impact of the external stressor. It is useful for health education, health promotion and disease prevention. Stress does not affect all people equally, but stress can lead to illness and negative experiences. Coping with stress is an important factor.
It reflects the downside of an employee when he/she is stressed out because of works and how a he/she can handle and cope with it.
Performance Theory. Schechner (1977) explained that it is a characteristic begetter of pretend and impromptu creation. Certain occupations and callings have developed conventional sets of principles, some of which have risen as explicit character characteristics, standards of conduct and manners of speaking. Human expressions, and especially the theater, have constantly made utilization of generalizations and prime examples, regularly mocking or subverting them. Those specialists who set out to accomplish honest exhibitions, to 'get under the skin' of a character, can relate to these normal portrayals, as pretend activities uncover, however the basic identity lies a layer or two more profound.
Most of the employees are pretending and go under a personality that is impressive in order to please and satisfy their bosses and avoid embarrassment with co-workers, also to have a great record performance.
Self-Efficacy Theory. Bandura (1994) presented the hypothesis of self-efficacy. It was laid out as a hypothetical structure in which the idea of self-viability is relegated a focal job, for examining changes accomplished in frightful and avoidant conduct. He characterized self-viability as individuals' convictions about their abilities to create assigned dimensions of execution that activity impact over occasions that influence their lives. Verbal or social influence additionally influences one's view of self-viability. It is a method for fortifying individuals' convictions that they have the stuff to succeed. Individuals who are convinced verbally that they have the abilities to ace given exercises are probably going to assemble more noteworthy exertion and support it than if they harbor self-questions and harp on close to home insufficiencies when issues emerge.
This helps us to determine if a worker’s self-confidence, stock intellect and their innate ability in themselves can affect their performance.
Related Literature
The decline of job stress and job performance in the past years is a primary problem that the world is facing nowadays because it has influence in each company and institution in a particular country. Accordingly, this section presents the literature on the importance of job stress, the causes and effects of being dissatisfied.
Job Stress
Beehr and Newman (1978) stated that job stress is one of the biggest problems that every employee tackles, The empirical research that has been done is reviewed within the context of six facets (environmental, personal, process, human consequences, organizational consequences, and time) of a seven facet conceptualization of the job stress employee health research domain. A general and a sequential model are proposed for tying the facets together. It is concluded that some of the major problems of the research in this area, confusion in the use of terminology regarding the elements of job stress, relatively weak methodology within specific studies, the lack of systematic approaches, the lack of interdisciplinary approaches, and the lack of attention to many elements of the specific facets
In the study of Schaufeli, Maria and Peeters (2000), they found out the reasons why employees encounter stress. The main reason of causing stress is work overload, demanding social contact and poor social status. We can manage stress by relaxing themselves and do not think too much, because every kind of problem had a solution.
Lamontagne, Keegel, Louie, Ostry and Landsbergis (2013) stated that in terms of the degree of system approach used, ninety reports of systematic evaluations of work stress interventions were evaluated.A high rating was outlined as each organizationally and one by one targeted, versus moderate (organizationally only), and low (individual only).Studies using high quality represent the increasing quantity of the job stress intervention analysis literature. Individual-targeted, low-rated tactics are beneficial at the character degree, favorably affecting person-degree results, but generally tend no longer to have favorable effects on the organizational level. High and moderate methodologies focused entirely on organization are beneficial mostly at the individual and at the organizational level. In addition, action is needed to promote the distribution and implementation of system approaches for the analysis of job stress treatments.
Job Performance
According to Pugno and Depedri (2009), the result of econometrics of self-reported and organizational psychology, the result found out that the job performance is positively correlated with job satisfaction of the employees' interest for job satisfaction.
This exploratory research by Shaju and Subhashi (2017) obtained from the Automobile industry discovered the job satisfaction has correlation to the job performance of the employees. The result of this study shows that the working levels of both workers (employees and supervisors) in Automobile industry has positive correlation between the dimension of their job satisfaction and job performance.
Bakker, Tims and Derks (2012) inspected the job of proactive identity in anticipating work commitment and occupation execution. Based on the writing on proactive identity and the activity demands– assets demonstrate, they theorized that representatives with a proactive identity would be destined to create their own employments, with the end goal to remain drew in and perform well. Information were gathered among 95 dyads of representatives (N = 190), who were working in different associations. The consequences of basic condition demonstrating investigations offered solid help for the proposed model. Representatives who were portrayed by a proactive identity were well on the way to create their occupations (increment their auxiliary and social employment assets, and increment their activity challenges); work making, thus, was prescient of work commitment (energy, devotion, and retention) and associate appraisals of in-job execution. These discoveries propose that, to the degree that representatives proactively change their workplace, they figure out how to remain drew in and perform well.
Chiang and Hsieh (2012) stated that lodgings are under steady weight from the need to contend, not simply the need to react to quick changes in the market. Lodgings, also, must move their representatives to play out their best and urge workers to satisfy their obligations as nationals. The scholarly community and industry perceive the significance of hierarchical citizenship conduct. This investigation surveyed how lodging representatives see authoritative help, mental strengthening, hierarchical citizenship conduct, and occupation execution; and analyzed the causal connections among these factors. An aggregate of 513 representatives of Taiwan lodgings took an interest in the examination. Information was dissected through enlightening insights, corroborative factor examination, and the auxiliary condition displaying. Results demonstrated that apparent authoritative help and mental strengthening both decidedly influenced hierarchical citizenship conduct. Seen authoritative help did not emphatically impact work execution. Mental strengthening and authoritative citizenship conduct decidedly impacted employment execution. Authoritative conduct went about as a halfway arbiter between saw hierarchical help and occupation execution, and in addition between mental strengthening and employment execution. Various recommendations on hypothesis and administrative execution were proposed.
Korschun, Bhattacharya, and Swain (2014) analyzed bleeding edge representative reactions to corporate social duty (CSR) utilizing a multisourced informational index at a Worldwide 500 money related administrations organization. The creators find that forefront representatives relate to the association (i.e., hierarchical distinguishing proof) and with clients (i.e., employee– client recognizable proof) as a component of how much the workers see administration and clients (separately) to help the organization's CSR exercises. Notwithstanding, these individual impacts are more grounded among representatives for whom CSR is as of now attached to their feeling of self (i.e., CSR significance to the worker). What's more, both authoritative recognizable proof and employee– client distinguishing proof are identified with boss appraised work execution; in any case, just the impact of employee– client ID is intervened by client introduction, recommending that these two focuses of ID show through particular instruments. The exploration exactly addresses the open inquiries of whether and when CSR can yield discernible changes in worker conduct and alarms analysts to a novel focus of recognizable proof for cutting edge representatives.
Related Studies
This section presents the related studies which served as the guide in the conduct of the research study.
The research findings of Wu (2011) about the relationship between job stress and job performance were inconsistent. There is only one reason for being inconsistent of the result and that is the existing of moderating effects. The pressure itself is the major reason or source why people having stress and the perception of pressure. Therefore, the individual differences such as emotional intelligence that connect the perception of stress must be considered. The result of this study was the job performance had a positive impact in terms of emotional intelligence and it have a moderate relationship. With this, the employees having high emotional intelligence is much better that having a low emotional intelligence because they can be able to reduce the negative effects of job stress on their performance.
Chen, Silverthone and Hung (2006) stated that in both United States of America and Taiwan the level of differences in stress and communication levels are not found but, the findings in organizational commitment and performance are higher that Taiwan. However, in both countries the higher the level of organizational communications then the higher the level of organizational commitment and job performance. Surprisingly, the researcher found that the job stress is not related for the organizational communication either in job performance
Gharib, Jamil, Ahmad, and Ghouse (2016) tried to find out the levels of job stress among the academic staff at Dhofar University. It also determined the impact of the job stress factor (workload, role conflict and role ambiguity) on job performance and measure the job performance level. The result that obtained that collected from the Universityof Dhofar proved the level of job performance was relatively high but aside from this result it also has positive and negative on their performance on the workload and role conflict. Eventually, the role ambiguity is irrelevant to their job performance.
Ratnawat and Jha (2014) emphasized that the impact of occupational stress on employee performance has been recognized as an important area of concern. Negative stress affects the physical and mental health of the employees that turns to affection on their performance in their actual job. the relationship between stress and job performance has been neglected in the occupational stress literature. It is therefore significant to understand different Occupational Stress Inducers on one hand and their impact on different aspects of job performance. This article reviews the available literature to understand the phenomenon so as to develop appropriate stress management strategies to not only save the employees from variety of health problems but to improve their performance and the performance of the organization. Occupational Stress Inducers were identified through a comprehensive review of articles and reports published in the literature of management and allied disciplines. A conceptual model is proposed towards the end to study about the impact of stress on employee job performance.
Ahmed and Ramzan (2013) currently revealed that the students are under a great transaction of stress and due to many backgrounds of stress such as excess, role doubt, role conflict, concern for people, lack of feedback, possession up with rapid technological change. Being an inventive role, career development, organizational structure and climate and recent episodic events. The thing which find out is stress. This study examines the relationship between job stress and job performance on the employees. The study examined the purpose model in relation of job stress and its impact on job performance, correlation and reliabilities were also confirmed. The results have significant correlation between job stress and job performances and shows that job stress significantly reduces the performance of an individual. The results suggest to the organization that they have sustained a very health, cooperative and friendly environment within the team for better performance.
Yozgat, Yurtkoru & Bilginoğlu (2013) conducted an examination which was directed among 424 open division workers to analyze the connection between employment stress and occupation execution thinking about passionate knowledge as a directing variable. It was likewise proposed to be a replication of a past report on occupation stress and employment execution which was led in the Taiwanese Back industry. The outcome design crosswise over the two examples was comparable. While a negative relationship was found between employment stress and occupation execution, it was accounted for that passionate insight positively affected occupation execution and directed this relationship.
Conceptual Framework
The conduct of the study was based on the following concepts presented in the previous sections of the chapter.
Job stress is the biggest problem that every employee encounters while they are working. Relevant pieces of literature revealed that the main reason why the employees are having stress because of workload, demanding social contact and poor social status. It has negative effects on their health and their performance will down. Therefore, this study aimed to help the employees to gain information on how to manage stress and become more productive by serving as a tool for reflection through the indicators presented in the survey questionnaire.
Meanwhile, the pieces of literature on job performance revealed that the main motivator of the employees are economic incentives and the interest on their own job. Also, the companies should support their employees, check their situation and should care about them. With this, the study aimed to determine the level of job performance and this can help the employer to become more aware on the nature of management control and how it can poster the positivity in their workplace.
Several studies suggest developing appropriate management and saving the employee in the variety of health are vital components in solving stress. The employer must initiate to motivate the employees to make their performance improved. As presented by various study, individuals can learn to manage the stress and improved their performance through their participation.
Accordingly, based on the concepts presented above, the researchers constructed the paradigm of the study shown in Figure1. The paradigm shows the predictor-criterion (PC) model
used in this study.
Figure1. The Paradigm of the Study
Frame1 presents the predictor variable of the study. Job stress is the employee's conditions in the workplace that negatively affect to individual performance and overall well-being of his/her body and mind.
Frame 2 presents the criterion variable of the study which pertains to the capacity of an employee to work in a period of time. The job stress and job performance of employees was assessed using the adopted survey questionnaires.
Hypothesis of the Study
The study tested the hypothesis at 0.05 level of significance:
“Job stress does not significantly relate to the job performance of the employees.”
CHAPTER III
RESEARCH METHODOLOGY
This chapter presents the methods and techniques used, the population and sample of the study, the research instruments, data gathering procedure, and data processing and statistical treatment will be applied in achieving the proposed study.
Methods and Techniques of the Study
The study employed quantitative research by deliberately measuring and analyzing quantitatively the subject variables. Specifically, it was utilized the descriptive correlational method research to assess the relationship of job stress to job performance of employees in municipality of Hagonoy. A descriptive research design characterizes given variables using quantitative means while a correlational research design investigates the relationship among the variables.
In this research, the level of job stress and job performance were quantified using weighted mean procedures and were interpreted using a set of descriptors.
A set of standardized questionnaire on these variables was used as primary data gathering tools. A permission letter as a request to administer a survey on the variables under study was submitted to the Principal’s Office at the beginning of the fourth quarter of School Year 2018-2019.
Respondents of the Study
The respondents of the study were the 44 purposively selected employees at the municipal hall of Hagonoy, Bulacan. Specifically, one or two individuals determined by the department heads represented their respective offices.
Table 1 shows the distribution of respondents for each individual schools. As can be gleaned from Table 1, there are selected 1 or 2 employees per offices at the municipal government of Hagonoy, Bulacan. Forty-four respondents will come from every department. The table on the succeeding page presents the participants of the study who responded to the various modes of data collection utilized in achieving the main goal of the research.
Table 1
Respondents of the Study
Departments Respondents
Mayor’s Office 2
Municipal Accounting Office 2
Municipal Treasurers Office 2
Municipal Assessors Office 2
Local Civil Registrar 2
Municipal Engineering’s Office 2
Municipal Planning and Development Office (MPDO) 2
Municipal Budgeting Office (MBO) 2
Human Resources Management Office (HRMO) 2
Sangguniang Bayan 2
Vice Mayor’s Office 2
Municipal Councilor 2
Association of Barangay Council (ABC) 2
Market Office 2
Municipal Nutrition Office 2
Municipal Health Office (MHO) 2
Municipal Cooperative Development Council (MCDC) 2
Municipal Disaster Risk Reduction Management Office (MDRRMO) 2
Office of the Auditor 1
Library 1
Bureau of Internal Revenue (BIR) 1
Legal Office 1
Municipal Agricultural Office (MAO) 1
Public Employment Service Office 1
Environment Management Office 1
Municipal of Social Welfare and Development (MSWD) 1
Total 44
Instruments of the Study
The study utilized the Job Stress Scale designed by Muschalla, Heldmann, and Fay (2013). The instrument was a 19-item questionnaire which features a scale that ranges from 1 to 5. The employees job stress to their social anxiety (items 1,2,3,4,5,6,7,8 and 9), fear of change (items 10,11,12,13 and 14) and worrying (items 15,16,17,18 and 19).
Correspondingly, the study utilized the 16-item Job Performance by Alquraan (2011). It ranges from 1 to 5.
Data Gathering Procedure
The mode of data gathering was the questionnaire method. Each of the respondents was given with a well- structured, well-instructed, and standardized set of questions to described quantitatively their job stress and job performance.
In gathering the data, the researchers were carried out of the following procedures:
1. A letter was sent to Mayor’s Office of the municipality of Hagonoy, Bulacan to seek permission for the distribution of the standardized instrument that was used in the study.
2. With the approval, the researchers distributed personally the questionnaires to the respondents.
3. The researchers collected the questionnaires from the respondents. The researchers checked if all the items are answered religiously for the conduct of the study.
Data Processing and Statistical Treatment
The data collected were tabulated and processed using Statistical Packages for Social Sciences (SPSS). The findings were presented using the necessary tables and figures. In order to analyze and interpret the data gathered, the following statistical measures was used:
The job stress of the respondents was quantified and described using the rating scale, range of scoring, and descriptors suggested in the 19-item Job Stress Scale survey designed Muschalla, Heldmann, and Fay in 2013. The instrument is a 5-point Likert scale in which the respondents’ responses for the given indicators may range from: from 1 (strongly disagree), 2 (disagree), 3 (neutral), 4 (agree) and 5 (strongly agree).
The scale is as follows:
Rating Scale Range Descriptive Evaluation
5 4.50-5.00 Strongly Agree / Very High
4 3.50-4.49 Agree/ High
3 2.50-3.49 Neutral/ Moderate
2 1.50-2.49 Disagree/ Low
1 1.00-1.49 Strongly Disagree/ Very Low
On the other hand, the job performance of the employees would be quantified and described using the rating scale, range of scoring, and descriptors suggested in the 16-item Job Performance by Alquraan (2011). The instrument is a 5-point Likert scale in which the respondents’ responses for the given indicators may range from: 1 (strongly disagree), 2 (disagree), 3 (undecided), 4 (agree) and 5 (strongly agree).
The scale is as follows:
Rating Scale Range Descriptive Evaluation
5 4.50-5.00 Strongly Agree / Very High
4 3.50-4.49 Agree/ High
3 2.50-3.49 Undecided/ Moderate
2 1.50-2.49 Disagree/ Low
1 1.00-1.49 Strongly Disagree/ Very Low
The stud utilized both descriptive and inferential statistics. Specifically, frequency distribution and mean will be utilized to characterize the respondents. Correspondingly, Pearson correlation will be utilized to investigate the relationship between the variables under study. Specifically, r- value will be utilized to test the correlation between variables while p- value will be utilized for hypothesis testing.
CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the analysis and interpretation of the data collected in the study. For an organized presentation and consistent discussion, the data are presented following the order or sequence of the questions raised in Chapter 1, to wit: (1) job stress of municipal employees (2) employee’s job performance (3) relationship of job stress to job performance of the employees and (4) implications drawn from the findings of the study.
Part I. Job Stress of Municipal Employees
Job stress is refers to the employee’s conditions in the workplace that negatively affect an individual performance and overall well-being of his/her body and mind.
According to Lu and Kuo (2016), job stress is defined as anxiety or nervousness concerned to the work that had an impact on employees emotional and working behavior. Specifically, the stress on their job can lead the employees to become unproductive and their performance might goes down.
In this study, the job stress has three components namely, social anxiety where the employees feels uncomfortable towards with their colleagues and superior. Second, fear of change is refers to the employees that can't easily adapt the changes happened in the workplace. Lastly, worrying is thinking too much about work related issues.
In connection with that matter, this paper was investigated the relarionship of job stress to the job performance of muncipal employees in Hagonoy, Bulacan.
Descriptive:
Table 2
Frequency Distribution and Descriptive Measures on the Job Stress in Terms of Social Anxiety
Indicators 1 2 3 4 5 Mean Descriptive Interpretation
When I see special colleagues or superior only from far away at work, I try not to meet directly. 7 18 12 6 1 2.45 Low
When I see special colleagues or superior only from far outside my work place, I try not to meet them directly. 7 19 12 6 0 2.39 Low
When I have to speak with colleagues or superior I am afraid of getting symptoms like e.g. trembling, sweating, heart beating, blushing 9 18 10 6 1 2.36 Low
I feel unsure when I have to work together with special person. 9 18 10 3 4 2.43 Low
.I get panic when I am ordered to come to my superior 10 16 13 2 3 2.36 Low
I feel unsure when somebody observes me while I am working. 8 17 10 5 4 2.55 Moderate
At the work place I have got problems with clients. (or patient, students, customers…) 8 20 11 3 2 2.34 Low
At the workplace, I have got problems with one or more colleagues 10 15 12 7 0 2.36 Low
At the workplace, I have got problems with one or more superior. 12 16 7 6 3 2.36 Low
AVERAGE 2.40 Low
Table 2 showed that the level of job stress in terms of social anxiety is low with the average mean of 2.40. The employees claimed that they feel unsure when somebody observes them while they are working as evidenced by mean value of 2.25 moderate.
On the other hand, most of the employees showed low level on their problems toward on their client and have difficulties with interaction to the superiors or colleagues. The mean value ranges of 2.34 to 2.45 all reflected their overall adherence in the workplace.
This indicates that the relationship of the employees with their colleagues and superior is good. Harbour (2019) stated that the reason why managers and staffs are maintaining the good relationship it because having a two-way communication were they clearly give their own instruction and opinion with full of respect with both individuals.
Descriptive:
Table 3
Frequency Distribution and Descriptive Measures on the Job Stress in Terms of Fear of Change
Indicators 1 2 3 4 5 Mean Descriptive Interpretation
I do not know how to react when I am confronted with new tasks at work. 8 23 11 2 0 2.16 Low
I suffer from the fact that I never know what comes up next at my workplace. 8 18 10 7 1 2.43 Low
I suffer because I can’t feel sure that everything will not be changed at work. 9 21 9 5 0 2.23 Low
I am suffering from the fact that I am always left in unclearness what will come up to me at work. 11 20 11 2 0 2.09 Low
I have the idea that I can no more get along with changes at my workplace. 10 23 5 6 0 2.16 Low
AVERAGE 2.21 Low
` As depicted from the analysis of data in Table 3, job stress of the employees in terms of fear of change as used as evidenced by the average of 2.21. The employees indicated that they are suffering from the fact that they always left in unclearness and they suffering that they don't know what will happen next at their workplace. The mean value ranges of 2.09 to 2.43 all reflected their feelings on the workplace.
This implies that employees are quickly adapt the changes in the workplace. Webster (2017) emphasized that improper managing of organizational change occurs on the workplace may have a great impact on job satisfaction, performance and productivity of the employees.
Descriptive:
Table 4
Frequency Distribution and Descriptive Measures on the Job Stress in Terms of Worrying
Indicators 1 2 3 4 5 Mean Descriptive Interpretation
I am always worrying about minor matters in my work and during all the working day 5 22 9 6 2 2.50 Moderate
Colleagues or family have already told me that I should not always worry that much about work. 4 11 9 14 6 3.16 Moderate
Also in my free time I continue thinking about work. 1 18 12 9 4 2.93 Moderate
My thoughts about work problem hinder me to carry out other all the activities 5 21 10 6 2 2.52 Moderate
I am suffering from the worries which I can’t put away or stop. 8 20 6 7 3 2.48 Low
AVERAGE 2.72 Moderate
As can observe from the data in table 4, job stress in terms of worrying is moderate by the average mean value of 2.72. The employees are suffering from the worrying which they can't stop and the mean value is 2.48.
However, the employees are worried about the minor matter in work during work days and their colleagues or family told them that they should not worried so much about work. The mean value ranges 2.50 to 3.16 all reflected their being attached on their job.
Theemployees are not thinking too much about work. Campell (2018) mentioned that worrying too much can affect the performance of the employees
Table 5
Summary of the Work Values Components
Components Mean Descriptive Interpretation Rank
Worrying 2.72 Moderate First
Social Anxiety 2.54 Low Second
Fear of Change 2.21 Low ThIrd
General Average 2.49 Low
The job stress of the employees was “low” as revealed by the general average value of 2.49. Both fear of change and social anxiety are low by the evidenced mean value of 2.21 and 2.54. However, worrying is moderate with the mean value of 2.72.
Part II. Employee’s Job Performance
Job Performance is defined as the capacity of an employee to work in a period of time. As Motowidlo and Kell (2012) job performance is defined as the total expected value to the organization of the discrete behavioral episodes that an individual carries out over a standard period of time.
Descriptive:
Table 6
Frequency Distribution and Descriptive Measures on the Job Performance
Indicators 1 2 3 4 5 Mean Descriptive Interpretation
Workers are keen to achieve the overall goals of the company 1 4 1 23 15 4.07 High
Work is accomplished in the required time 2 2 2 25 13 4.02 High
There is commitment and compliance for the regulations and labor laws between employees 0 1 2 25 16 4.27 High
There is ability for workers to adapt in the event of emergency situations at work 0 1 6 22 15 4.16 High
There is coordination and cooperation with others to perform the work 1 0 1 24 18 4.32 High
Workers have the full knowledge of the requirements of the job performed by them 0 1 2 23 18 4.32 High
Workers have commitment to official working times 0 0 2 26 16 4.32 High
Administration's commitment to performance quality helps to improve the performance of employees 0 1 1 24 18 4.34 High
Workers have the ability to creativity, innovation and job development 0 0 3 22 19 4.36 High
Employees have ability to correct errors resulting from the performance of their work 1 0 2 26 15 4.23 High
Direct supervision and constant follow-up of the managers improve the performance levels of employees 0 2 0 28 14 4.23 High
Staffs have the desire and enthusiasm to complete the work 0 0 3 29 12 4.20 High
Workers make enough time to complete the work properly 1 0 1 29 13 4.20 High
Workers make enough effort to accomplish the work properly 0 0 2 25 17 4.34 High
Workers carried out orders and instructions issued by the direct manager for the work 1 0 3 25 15 4.20 High
AVERAGE 4.24 High
Job Performance. As depicted from the analysis of data in table 5, job performances are used as evidenced by the average of 4.24 high. The employees should accomplish their work in the required time and the employees have the ability to creativity, innovation and job development. The mean value ranges of 4.02 to 4.36 which is high level of performance
Recruiter.com (2019). mentioned that having a high performance of the employees can increase the company's performance.
Part III. Relationship of Job Stress to Job Performance
In the investigation, the study hypothesized that their are no significant relationship between job stress to job performance. A correlation analysis was employed to determine the possible relationship between the variables.
Inferential:
Table 7
Correlation and t-distribution of job stress and job performance
Job Stress Job Performance
Job Stress Pearson Correlation 1 -.269
Sig. (2-tailed) .078
N 44 44
Job Performance Pearson Correlation -.269 1
Sig. (2-tailed) .078
N 44 44
As shown in Table 7, the result of the Pearson r coefficient calculation revealed an r-value of -0.27 since the value is non-zero and negative, it is safe to conclude that job stress is weak negative correlated to the job performance.
Results of correlation analysis revealed that the job stress is not significantly affects the job performance of the employees in the Municipal Hall of Hagonoy, Bulacan by the computed p-value of 0.078 which is greater than the significant level of 0.01. Therefore, the null hypothesis was accepted which stated that there is no significant relationship between job stress to job performance.
Part IV. Practical Implication
Since job stress is perceived to low felt by the respondents, various activities should be implemented that can help them manage this factor that may affect their health. If the primary goal of employers is to provide business practices such as how to socialize with other colleagues or superiors, how to adapt the changes that might happen in the workplace and how to manage or handle their worrying at works of every employee, then every employee will help maintain or decrease the stress of the employees. These organization programs should be associated to Continuous Improvement Plan (CIP) that supports the development and sake of every employee in the workplace. Through the proper coordination of the Municipal mayor, Human Resources and Management, Head Offices and other personnel can surely help to decrease the stress of the employees and their performance will increase.
Accordingly, the job performance was perceived as high felt by the respondents. If the main goal of the employees is to increase their performance, then they must exert effort on their job. Also, the employers should motivate their employees in doing well at work and receive a reward such as giving incentives or simply recognizing their works. Pungo and Depedri (2009) mentioned that the main motivators of the workers are the interest on their job and the economic incentives that they received.
Generally, the municipal employees obtained low level of job stress and high level of job performance. The results showed the weak negative correlation of the two variables. Due to that, employers must adopt policies and changes that can enhance job stress and job performance.
CHAPTER V
SUMMARY, CONCLUSION AND RECOMMENDATIONS
This chapter presents the summary of findings, conclusion, and recommendations concerning the relationship of job stress to job performance of the employees in Municipal Government of Hagonoy, Bulacan.
Summary of Findings
The major findings of this study are summarized on the basis of the earlier stated questions;
1. What is the level of job stress of the employees in Municipality Hall of Hagonoy, Bulacan in terms of:
1.1 social anxiety,
1.2 fear of change,
1.3 worrying?
The job stress of the employees of Municipal Goverment of Hagonoy was in nature as supported by the weighted mean value of 2.49
Accordingly, the social anxiety and fear of change was low as shown in their mean values of 2.40 and 2.21. However, the worrying was moderately recognized among the three sub variables of job stress as evidenced by its mean value of 2.72.
2. What is the level of job performance of the respondents?
The level of job performance of the respondents was high as evidenced by the weighted mean value 4.24.
3. What is the correlation between job stress and job performance of the employees of Municipal Hall of Hagonoy, Bulacan?
The computed r was -0.27 which suggests that there was a weak negative level of correlation between job stress and job performance of employees at the municipal hall of Hagonoy, Bulacan.
4. What implications can be drawn from the study?
The implications can be drawn from the findings of the study are the job stress of the employees was low and it should be maintaining through the Continuous Improvement Plan (CIP) that supports the development and sake of every employee in the workplace. Also, it can be effective through the proper coordination of the Municipal mayor, Human Resources and Management, Head Offices and other personnel. On the other hand, the job performance of the employees was high and it must be maintaining. The employers should motivate their employees to make their performance increase. Generally, the municipal employees obtained low level of job stress and high level of job performance. The results showed the weak negative correlation of the two variables.
Conclusion
Based on the findings of the study, the conclusion was drawn. It is implied that the job stress is indirectly proportional to the job performance of the employees. In other words, the two variables are negatively correlated with each other therefore, if the job stress is low then the job performance of the employee is high and vice versa but not to the significant level.
Recommendations
According to the findings and conclusion of the study, the following recommendations are hereby offered:
1. Republic Act no. 11058 of 2017 “An Act Strengthening Compliance with Occupational Safety and Health Standards (OSHS)” Chapter 1 Section 1 Declaration of Policy implies that the state shall protect every employee from injury, sickness and death.
2. The public and private organization must implement DepEd Order no. 40, series of 2015 “Guidelines on K-12 Partnerships” that implies to improve the skills and knowledge regarding the practical industrial skills of the students. This will be possible with the help of the employees who will guide them during the immersion days.
3. The Municipal Mayor, Human Resources and Management, Head Offices and other personnel should continue to meet the employees at least once or twice a month for building a good relationship between colleagues and superiors.
4. Employers should conduct a stress management exercises that reduce the stress of the employees so that, they can be more productive at work.
5. The researchers suggest an in depth exploration of the phenomenon under study through the qualitative approach.
6. The researchers suggest to conduct another study about job performance and job stress for the verification of the reliability the study and also to develop the organization.
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