THE IMPACT OF OCCUPATIONAL STRESS AND ITS EFFECTS ON JOB PERFORMANCE OF TRENDY WEAR

THE IMPACT OF OCCUPATIONAL STRESS ON JOB PERFORMANCE OF

TRENDY WEAR (PVT) LTD

DISSANAYAKA MUDIYANSELAGE MOHAN CHINTHAKA DISSANAYAKA

(08/MS/015)

B.SC. MARKETING MANAGEMENT

FACULTY OF MANAGEMENT STUDIES

SABARAGAMUWA UNIVERSITY OF SRI LANKA

2014

2



A ‘Supervised Independent Study’ Submitted to the Faculty of Management Studies,

Sabaragamuwa University of Sri Lanka in Fulfilment of the Requirements for the

Special Degree of Bachelor of Science in Marketing Management


(08/MS/015)

© 2014 D.M.M.C.DISSANAYAKA

I

PERMISSION TO USE

In presenting this Supervised Independent Study in fulfilment of the requirements for

a Bachelor of Science in Marketing Management degree from Sabaragamuwa

University of Sri Lanka, I agree that the university library may make it freely

available for inspection. Further agree that permission for the copying of this

Supervised Independent Study in any manner, in whole or in part, for scholarly

purposes may be granted by my supervisor or, in their absence, by the dean of the

Faculty of Management Studies. It is understood that any copying or publication or

the use of this Supervised Independent Study or parts thereof for financial gains shall

not be allowed without my permission. It is also understood that due recognition shall

be given to me and to Sabaragamuwa University of Sri Lanka for any scholarly use

which may be made of any material from my thesis.

Request for permission to copy or to make any other use of materials in this

Supervised Independent Study, in whole or in part, should be addressed to:

Dean

Faculty of Management Studies

Sabaragamuwa University of Sri Lanka

P.O. Box 02, Belihuloya – 70140

SRI LANKA

II

Faculty of Management Studies

Sabaragamuwa University of Sri Lanka

CERTIFICATION OF SUPERVISED INDEPENDED STUDY

We, the undersigned, certify that


Candidate for the special degree of

Bachelor of Science in Marketing Management

Has presented his Supervised Identified Study entitled



As it appears on the title page and the front cover of the Supervised Identified Study

That the said Supervised Identified Study is acceptable in form and content and

displays a satisfactory knowledge of the field of study as demonstrated by the

candidate through the oral examination held on

July 31, 2014

………………………………………………. ……………………

Chairman for Viva Signature

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Head of Department Signature

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First Examiner Signature

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Second Examiner Signature

III

DECLARATION

I, Dissanayaka Mudiyanselage Mohan Chinthaka Dissanayaka declare that this

Supervised Independent Study and the work presented in it are my own and it has

been generated by me as the result of my own original research.

Title of Supervised Independent Study:

THE IMPACT OF OCCUPATIONAL STRESS AND ITS EFFECTS ON JOB

PERFORMANCE OF TRENDY WEAR (PVT) LTD

I confirm that:

This work was done wholly or mainly while in candidature for a research degree at

this university; Where any part of this Supervised Independent Study has previously

been submitted for a degree or any other qualification at this university or any other

institution, this has been clearly stated; Where I have consulted the published work of

others, this is always clearly attributed; Where I have quoted from the work of others,

the source is always given. With the exception of such quotations, this Supervised

Independent Study is entirely my own work; I have acknowledged all main sources of

help; Where the Supervised Independent Study is based on work done by myself

jointly with others, I have made clear exactly what was done by others and what I

have contributed myself; Either none of this work has been published before

submission.

………………………… …………………………

Signature of Student Date

Supervisor’s Recommendation:

This is to certify that this Supervised Independent Study has been prepared by

D.M.M.C.Dissanayaka under my supervision.

…………………………

Signature of Supervisor

………………………………………………… …………………………

Name of Supervisor Date

IV

ABSTRACT

Almost all the employees of Trendy Wear (PVT) Ltd Katupotha are target oriented

and work with high job pressure. This research attempts to identify whether there is

an impact of Occupational Stress and its effects on job performance of Trendy Wear

(PVT) Ltd. Because theoretically, behavioural scientists have explained that the

relationship between Occupational Stress and Job Performance is a negative one.

Thus 211 employees were selected using random sample method from Trendy Wear

(PVT) Ltd Katupotha. Sample is taken from department wise and job categories wise.

A questionnaire was circulated to collect primary data about employees’ responses

regarding occupational stress. The questionnaire consists of six parts as part A, B, C,

D, E and F with Five point Likert scale was used to choose the appropriate level of

coping. The scale of measurement was based on scores to response categories to some

rules and the said responses were quantified. The collected data such as sources of

stress, effect of tress and perceived Job Performance were analysed using descriptive

statistic such as mean, median and standard deviation and also SPSS and MS- Excel.

Since this study involves formulation and testing of hypotheses with a view to

establish the correlation between the independent and dependant variable, it is needed

more reliable and original data. Therefore, further correlation analysis was done to

demonstrate the relationship between the level of job stress and job performance and

to test the significance of differences of each of the dimensions of stress. Conclusions

and recommendations are stated based on this analysis. According to the correlation

significant value of correlation table, there was no impact of occupational stress on

employee performance. That mean performance has been influenced by factors other

than occupational strass. Therefore, it is recommended to carry out further research

base on other factors that had influenced to employer performance

Key word: Trendy Wear (PVT) Ltd, Occupational Stress, Effects of Stress, Sources of

Stress, Job Performance.

V

ACKNOWLEDGEMENTS

Plenty of obstacles were there when the researcher was completing this report and

there were many, who supported.

First of all I wish to make my special thanks to my Academic Supervisor Mr

H.M.C.G. Bandara, Senior Lecture in Department of Marketing Management,

Sabaragamuwa University of Sri Lanka who directed me toward the goal with

correcting my shortfalls.

And also I thankfully acknowledge the continuous advice and guidance given by

Mrs.L.A.C.Sajeewani, Senior Lecture in Department of Marketing Management and

Coordinator of Practical Training Unit, Sabaragamuwa University of Sri Lanka

I would like to express my thanks to my Training Supervisor Mr. M.M.J.Bandara,

Manager of the Human Resource Management Division and Mr. Chandana Liyanage,

Factory Manager in Trendy Wear (PVT) Ltd-Katupotha.

My heartfelt thank should be given to my beloved parents for their dedication and

encouragement throughout the study.

Finally my sincere thanks to all of my colleagues and the employees of Trendy Wear

(PVT) Ltd For support extended to me.

VI

TABLE OF CONTENTS

PERMISSION TO USE ................................................................................................. I

CERTIFICATION OF SUPERVISED INDEPENDED STUDY ................................ II

DECLARATION ......................................................................................................... III

ABSTRACT ................................................................................................................. IV

ACKNOWLEDGEMENTS .......................................................................................... V

LIST OF TABLES ....................................................................................................... IX

LIST OF FIGURES ...................................................................................................... X

LIST OF ABBREVIATIONS ...................................................................................... XI

CHAPTER ONE : INTRODUCTION ........................................................................... 1

1.1 Background Study ................................................................................................ 1

1.2 Research Problem ................................................................................................. 2

1.3 Hypothesis ............................................................................................................ 3

1.4 Objectives of the Study ........................................................................................ 3

1.5 Significance of the Study ..................................................................................... 4

1.6 Limitation of the Study ........................................................................................ 4

1.7 Chapter Organization ........................................................................................... 5

CHAPTER TWO: LITERATURE REVIEW ................................................................ 6

2.1 Theoretical Framework ........................................................................................ 6

2.1.1 Definition of Stress ........................................................................................ 6

2.2 Nature of Stress .................................................................................................... 7

2.3. Types of Stress .................................................................................................... 8

2.3.1. Short Term Stress ......................................................................................... 8

2.3.2. Long Term Stress.......................................................................................... 8

2.4 Effects of Stress .................................................................................................... 8

2.4.1 Mental Consequences .................................................................................... 9

2.4.2 Social Consequences ................................................................................... 10

2.4.3 Physiological Consequences ........................................................................ 11

2.5 Job Performance ................................................................................................. 13

2.6 Factors Intrinsic to the Job ................................................................................. 14

2.7 Managing Stress ................................................................................................. 16

VII

CHAPTER THREE : METHODOLOGY ................................................................... 18

3.1 Research Site ...................................................................................................... 18

3.2 Conceptualization and Operationalization ......................................................... 19

3.2.1 Conceptualization ........................................................................................ 19

3.2.2 Operationalization ....................................................................................... 20

3.3 Research Approach ............................................................................................ 21

3.4 Research Design ................................................................................................. 21

3.4.1 Procedure of Data Collection ...................................................................... 22

3.4.2 Population, Sample And Sample Determination ......................................... 23

3.4.3 Research Instruments ................................................................................... 24

3.4.4 Validity and Reliability ............................................................................... 25

3.4.5 Data Presentation & Analyze ...................................................................... 25

3.5. Time Frame and Access to Research Site ......................................................... 28

CHAPTER FOUR: ANALYSIS AND DISCUSSION................................................ 29

4.1 Data Presentation................................................................................................ 29

4.1.1 Gender Category .......................................................................................... 29

4.1.2 Age Category ............................................................................................... 30

4.1.3 Education Category ..................................................................................... 30

4.1.4 Marital Status ............................................................................................... 31

4.1.5 Department Category ................................................................................... 32

4.1.6 Position Category ........................................................................................ 32

4.1.7 Service with the Company ........................................................................... 33

4.2 Data Analysis ..................................................................................................... 34

4.2.1 Mean Value of Descriptive Statistics .......................................................... 34

4.2.2 Reliability of the Questionnaire ................................................................... 35

4.2.3 Validity ........................................................................................................ 35

4.2.4 Correlation of Job Performance Vs Variables ............................................. 36

4.3 Regressions Analysis.......................................................................................... 37

4.3.1 Model Summary .......................................................................................... 37

4.3.2 ANOVA Test ............................................................................................... 37

4.3.3 Regression Model ........................................................................................ 38

4.4 Hypothesis testing .............................................................................................. 40

4.5 Discussion .......................................................................................................... 41

VIII

4.5.1 Effect of stress on job performance ............................................................. 41

4.5.2 The level of Occupational Stress of Trendy Wear. ..................................... 42

CHAPTER FIVE: CONCLUSION.............................................................................. 43

5.1 INTRODUCTION .............................................................................................. 43

5.2 CONCLUSIONS ................................................................................................ 43

REFERENCE ............................................................................................................... 45

BIBLIOGRAPHY ........................................................................................................ 48

APPENDIXES ............................................................................................................. 49

Appendix A – Mission and Vision ........................................................................... 49

Appendix B – Questionnaire .................................................................................... 50

Appendix C – Sample size ....................................................................................... 54

Appendix D – Correlation Analysis ......................................................................... 55

Appendix E – Descriptive Analysis ....................................................................... 556

Appendix F – Factor Analysis ............................................................................... 557

Appendix G – Multiple Regression Analysis ......................................................... 558

IX

LIST OF TABLES

3.1 Operationalization…………………………………………………..…...20

3.2 Sampling Composition……………………………………….………….25

4.1 Mean Value …………………….…………………………………….....42

4.2 Reliability………………………….…………………...………………..35

4.3 KMO (Validity)……………………………………………….…………36

4.4 Correlation. ……………………………………………………………...37

4.5 Model Summery…………………………………………………………38

4.6 ANOVA………………………………………………………………....38

4.7 Hypothesis Testing...……………………………………………….…....41

X

LIST OF FIGURES

3.1 Conceptual Framework…………………………………………..……..20

3.2 Time Frame of the Study……………….………………………….……29

4.1 Gender Composition………………………………………………….…30

4.2 Age Composition………………………………………………………...31

4.3 Education Qualification…………………………………………………32

4.4 Marital Status……………………………………………………………32

4.5 Department Composition………………………………………………...33

4.6 Position Composition……………………………………………………34

4.7 Service of Company…………………………………………………….34

5.1 Impact of Occupational Stress on Performance………………………...46

XI

LIST OF ABBREVIATIONS

ILO - International Labour Organization

USA - United States of America

UK - United Kingdom

1

CHAPTER ONE

INTRODUCTION

1.1 Background Study

Occupational stress has been a great concern to both employees and other

stakeholders of organizations. Occupational stress researchers agree that stress is a

serious problem in many organizations (Cooper and Cartwright, 1994). The cost of

occupational stress is very high in many organizations in recent times. For instance,

the International Labour Organization (ILO) reports that inefficiencies arising from

occupational stress may cost up to 10% of a country‘s GNP (Midgley, 1996).

Occupational stress is defined as the perception of a discrepancy between

environmental demands and individual capacities to fill these demands (Topper, 2007;

Vermut and Steensma, 2005; Ornels and Kleiner, 2003). Christo and Pienaar (2006)

for example, argued that the causes of occupational stress include perceived loss of

job, and security, sitting for long periods of time or heavy lifting, lack of safety,

complexity of repetitiveness and lack of autonomy in the job.

In addition, occupational stress is caused by lack of resources and equipment; work

schedules (such as working late or overtime and organizational climate are considered

as contributors to employees stress) Occupational stress often shows high

dissatisfaction among the employees, job mobility, burnout, poor work performance

and less effective interpersonal relations at work (Manshor, Rodrigue, and Chong,

2003). Johnson (2001) similarly argued that interventions like identifying or

determining the signs of stress, identifying the possible causes for the signs and

developing possible proposed solutions for each signs are required.

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Therefore, this research will try to find out the effects of occupational stress on job

performance and interventions that can be applied by Management and employees to

manage stress effectively at Trendy Wear (Pvt) Ltd. To acquire a deeper

understanding of the variable (occupational stress) we will first consider the broader

topic of stress in general and then zero in on the variable within the context of Trendy

wear (Pvt) Ltd.

1.2 Research Problem

The current turbulent environment in which some workers conduct their work

requires that organizations examine their practices. Today every organization

continuously are striven to gain a competitive position over other competitor. Because

of intensified competition, rapid market changes, technical innovation etc. bring work

environment more and more complex and dynamic. It is a problem face by all

organization worldwide. For the organization, job stress of its workers means a

workforce that is demotivate and uncommitted to high quality performance. The

effects of stress are evidenced as low productivity, increased errors in their

performance, high medical bills, lateness to work and increased sick leaves. Despite

the extremely negative effects of occupational stress on the human body and work

performance, sometimes Trendy Wear (Pvt) Ltd not being an exception has not put in

any concrete measures to address these stress-related conditions that negatively

affects productivity. Furthermore, there has not been a conscious establishment of a

linkage between occupational stress and its negative effect on productivity.

Employee satisfaction directly affects to the employees’ performance and work

quality. (Ornels and Kleiner, 2003). Even though due to long working hours, meeting

tighter deadline, heavy workload, heavy responsibilities, poor rewards on

performance etc. majority of employees suffer from job stress. But profitability of the

organization is based on customer satisfaction. Employee performance is a critical

factor in fulfilling customer needs (Johnson 2001). Therefore, the research study

purposely focuses on occupational stress experienced by staff of the Trendy wear

(pvt) ltd.

The research problem can thus be start as follows:

What is the impact of Occupational stress on job performance of employees of

Trendy wear (PVT) Ltd?

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1.3 Hypothesis

Based on the below model the following hypothesis have been formulated, which

are proposed to test in this study.

H0 - There is no impact between employee’s performances & Mental consequences

H1 - There is impact between employee’s performances & Mental consequences

H0 - There is no impact between employee’s performances & Social consequences

H2 - There is impact between employee’s performances & Social consequences

H0 - There is no impact between employee’s performances & Physiological

consequences

H3 - There is impact between employee’s performances & Physiological

consequences

H0 - There is no impact between employee’s performances & Emotional

consequences

H4 - There is impact between employee’s performances & Emotional consequences

1.4 Objectives of the Study

The objective of this study is:

Main objective

1. To examine the impact of Occupational stress on workers in the performance

of their job.

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1.5 Significance of the Study

Stress Management is important to healthy functioning of organizations as it seeks

to increase productivity since one can clearly focus on tasks, better memory,

improved immune system and better blood pressure. In Trendy Wear (Pvt) Ltd,

occupational stress is not being given the attention it deserves and so very little has

been done as far as assessing the role of stress on job performance within

organizations. It is in the light of this that this study is deemed important, as it will:

Create awareness among managers on the need to provide the required

platform to help staff deal with their stresses.

It contributes to the development of the country by its overall performance

including successful financial performance, job opportunities and the

contribution towards corporate social responsibility.

Trendy Wear (Pvt) Ltd as a whole reflects on occupational stress. Therefore it is

significant to identify the impact of occupational stress on employees’ performance

and what are the dimensions to which stress significantly contributes in Trendy Wear

(Pvt) Ltd.

1.6 Limitation of the Study

There can be different constraints for the current study.

Time Confined - In making sure that the research goes well more time will be

used. Time is not a luxury and it can at some point cause some hindrance to

accurate data.

Confidentially of information -Participant of the study may not be keen to

provide information. This may cause the research some waste time.

Unwillingness to participant to the personal - Some of the respondents not

are willing to join such study because they believe it is waste of time and

energy.

The study was focus on four dimension of stress only. Quantity and quality of

the job, Lack of job satisfaction, Social relationship and Domestic factors.

However other dimension such as individual stresses, Personnel illness,

changing in financial standing, family event, changing living condition etc.

Which are complex in nature have been exclude form the study although may

5

have a significant impact on the job stress in order to reduce complexity of the

study.

It was also assumed that all questions were equaled important and hence on

weight was given. The questionnaire used for the study was fairly long and

some respondents showed sign of reluctance to complete it. Sings the identity

of the respondents was not expected it was assumed that they give their actual

filings.

The scale used to measure the variable was five point Likert type scales. If

seven scales had been used instant, a more accurate measure could have been

expected. In order to make the analysis less complex this was avoided.

1.7 Chapter Organization

The entire study is divided into five (5) chapters. Chapter one gives a general

introduction about the study, while chapter two focuses on some theoretical

frameworks and reviews of related literature about the subject. The chapter three

presents the methodology, research design, population and sample used in the data

collection. Chapter four analyses, summarizes and presents the data for the study. The

final chapter provides a summary of findings, conclusion and makes recommendation

for the solution of the problem studied.

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CHAPTER TWO

LITERATURE REVIEW

2.1 Theoretical Framework

Theories help us to understand underlying process and on that basis, choose an

effective course of action According to Richard and Krieshok, (1989), ―theory is

coherent group of assumption put forth to explain the relationship between two or

more observable facts. Valid theories enable us to predict what will happen under

certain situations. It is a truism that no matter the degree of the grasp of a principle,

the history and theories of any field help us to apply them to actual cases. The theories

relevant in the study of occupational stress and its effects on job performance include

the followings; stimulus-based, interactional, person-environment fit, role overload

and role theory.

2.1.1 Definition of Stress

According to Robbins (2004), stress is a dynamic condition in which an individual

is confronted with opportunity, constraint or demand related to what he desires and

for which the outcome is perceived to be both uncertain and important. From this

definition one can say that stress is not necessarily bad, it also has a positive value

when it offers potential gain.

Moorhead and Griffen (1998) also defined stress as a person’s adaptive response to

a stimulus that places physical and psychological demands on a person.

Similarly, Sherman, Bahlander and Snell (1996), also defined stress as any

adjustive demand on an individual caused by physical, emotional or mental factors

that requires coping behaviour.

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Also Taylor, S. (1995), describes stress as a negative emotional experience

accompanied by predictable biochemical, physiological, cognitive and behavioural

changes that are directed either toward altering the events or accommodating its

effects.

From the above definitions and descriptions stress can best be seen as excessive

demands that affect a person physically and psychologically. Thus the mental or

physical condition that results from perceived threat or danger and the pressure to

remove it.

2.2 Nature of Stress

One believes that stress is a complex phenomenon because it is not tangible so it

cannot be overtly touched. According to Bowing and Harvey (2001), stress occurs

with the interaction between an individual and the environment, which produces

emotional strain affecting a person’s physical and mental condition. Stress is caused

by stressors, which are events that create a state of disequilibrium within an

individual. These authors also stated that the cost of too much stress on individuals,

organizations, and society is high. Many employees may suffer from anxiety disorders

or stress-related illnesses. In terms of days lost on the job, it is estimated that each

affected employee loses about 16 working days a year because of stress, anxiety or

depression.

According to Ritchie and Martin (1999), for years stress was described and defined

in terms of external, usually physical, forces acting on an individual. Later it was

suggested that the individual’s perception of, and response to, stimuli or events was a

very important factor in determining how that individual might react, and whether or

not an event will be considered stressful. These authors further contended that most

researchers acknowledged that both external and internal factors affect stress. They

viewed stress as a response to external or internal processes, which reach levels that

strain physical and psychological capacities beyond their limit.

According to Blumenthal (2003), for thousands of years, the bodies of

cavemen/women were primed to deal with the harsh rigours of their environment. In

the face of danger a rush of adrenaline would prepare cave dwellers to either fight or

run for their lives. In the face of adversity, muscles and nerves were charged for

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sudden movement, heart rates would increase, blood would course through the veins

with sugar released into the blood stream. The flight or fight response would ready

them for action: powerful hormones epinephrine and nor epinephrine, released by the

adrenal glands, endowed humans with enhanced alertness, strength and energy.

Thousands of years later humans live in the same bodies and possess the same human

brains but in a world with completely different stressors and hassles. While few

humans may face danger from wild animals and unsuccessful hunting, urban life is

equally demanding. The urban environment is rife with stressors (such as pollution,

noise, violence, traffic) that stimulate the nervous system into a flight or fight

response but it is only in rare instances that an aggressive or vigorous physical

response is appropriate.

2.3. Types of Stress

2.3.1. Short Term Stress

Acute (short-term) stress is the body's instant response to any situation that

seems demanding or dangerous. Your stress level depends on how intense the stress

is, how long it lasts, and how you cope with the situation.

2.3.2. Long Term Stress

Chronic (long-term) stress is caused by stressful situations or events that last

over a long period of time. The problem of long term stress is more associated with

fatigue, moral and health than with short term stress.

2.4 Effects of Stress

Arnold and Feldman (1986) define stress as "the reactions of individuals to new or

threatening factors in their work environment." (p. 459) since our work environments

often contain new situations, this definition suggests that stress in inevitable. This

definition also highlights the fact that reactions to stressful situations are

individualized, and can result in emotional, perceptual, behavioral, and physiological

changes.

Personal factors are often a source of stress. These include career related concerns,

such as job security and advancement, as well as financial and family concerns.

Holmes, T. H. and Rahe, R. H. (1967) constructed a scale of forty-three life events,

9

and rated them according to the amount of stress they produce. The most notable

feature of their instrument is that many positive life changes (i.e., marriage,

Christmas, vacations, etc.) are substantial sources of stress. Generally, stress appears

to be a result of any change in one's daily routine.

Some studies have reported that males seem to be more prone to stress-related

illness than females. Men report more ulcers and have a higher rate of heart attacks

than women (Albrecht, 1979). Other studies have found no differences. Friedman and

Rosenman (1974) found that Type A women suffered from cardiovascular diseases

and heart attacks as often as their male counterparts. Women in managerial positions

suffer heart attacks at the same rate as men in similar positions. (Albrecht, 1979) In a

recent study, Lawless (1992) reported that women suffered fifteen percent more stress

related illnesses than men. They also thought about quitting their jobs more often, and

reported a higher incidence of burnout. Lawless proposed that this is the result of

unequal pay scales and a failure of organizations to adopt policies sensitive to family

issues. As more women enter the work force, the effects on their health are becoming

increasingly apparent. It may be that past differences between males and females are

the result of their experience in the work force, and unrelated to gender per se.

There are four major effects on stress to employees. Those are categorized as follows,

2.4.1 Mental Consequences

Factors include the outcome of the stress in the form of feeling

Examples of difficulties in concentrating for any length of time, difficulties in

situation making, difficulties in absorbing new information, tend to worry about many

things, having negative thought and feel less confident in doing things that used to do.

Matthews (2001)

Subjective effects: stress leads to anxiety, depression, frustration,

fatigue and low self-esteem.

Behavioral effects: stress leads to accident proneness, substance abuse,

impaired speech, restlessness and forgetfulness.

Cognitive effects: stress affects our thought process, leading to a

difficulty or fear of making decisions, forgetfulness, hypersensitivity,

10

mental blocks and difficulty concentrating or thinking clearly. This

may be intensified by substance abuse.

Physiological responses: begin in the brain and spread to organs

throughout the body. Catecholamine from the adrenaline medulla

causes the kidneys to raise blood pressure and the liver to release sugar

into the blood pressure and the liver to release sugar into the blood

stream. The pituitary gland stimulates the release of corticosteroids,

which helps to resist stress but, if in the system for a prolonged period

of time, suppresses the immune system. These responses are adaptive

for dealing with stress in the form of ‘fight or flight” but this response

is rarely useful in urban work, instead the accumulation of stress

products in the body is immune-suppressive playing a part in

degenerative processes and disease.

In conclusion, Frost (2003) believed that when organizational leaders recognize

emotional pain when it occurs and act to intervene, potentially lethal situations in the

workplace could be reversed.

2.4.2 Social Consequences

We can experience multiple stressors arising from the demands of the different

social role we occupy, such as parent, spouse, caregiver, and employee.

Some examples of social stressors include deadlines, financial problems, job

interviews, presentations, disagreements, presentations, disagreements demand for ur

time and attention loss of a loved one, divorce and co-parenting. According to

Blumenthal (2003) social consequences effect can be shown as follows. Behavioural

effects: stress leads to accident proneness, substance abuse, impaired speech,

restlessness and forgetfulness.

Poor interpersonal relationships are also a common source of stress in

organizations. Arnold and Feldman (1986) cite three types of interpersonal

relationships that can evoke a stress reaction: 1) too much prolonged contact with

other people, 2) too much contact with people from other departments, and 3) an

unfriendly or hostile organizational climate.

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Desseler (2000) was of the opinion that for organizations job stress consequences

included reductions in the quantity and quality of job performance, increased

absenteeism and turnover, increased grievances and health care costs. A study of

46,000 employees concluded that stress and depression may cause employees to seek

medical care for vague physical and psychological problems and can in fact lead to

more serious health conditions. The health care costs of the high-stress workers were

46% higher than those of their less stressed co-workers.

According to Levin-Epstein, M (2002) stress on the job took its toll on non-profits:

lost time from work, deflated productivity, low staff morale, turnover and higher

health care costs.

Carroll, M. and Walton, M. (1997) further defined work related stress as the

psychological state that represents an imbalance or mismatch between people’s

perceptions of the demand on them and their ability to cope with these demands.

According to Frost (2003) the frequency with which hardworking, valuable

employees have negative experiences in the workplace or hear bad news that leaves

their hopes dashed, their goals derailed, or their confidence undermined. The sources

of the pain vary, but much of it comes from abusive managers, unreasonable company

policies, disruptive co-workers or clients, or from poorly managed change. It is a by-

product of organizational life that can have serious negative effects on individuals and

their organizations, unless it is identified and handled in healthy and constructive

ways.

2.4.3 Physiological Consequences

Situation and circumstances affecting our body can be experienced as

physiological stressors.

Examples of physiological stressors include rapid growth of adolescence,

menopause, illness, aging, giving birth, accidents, lack of exercise, poor nutrition, and

sleep disturbances.

Blumenthal (2003) viewed stress as anything that upsets people’s ability to

maintain critical variables (which can be social, psychological, spiritual or biological

in nature) within acceptable limits. The experience of stress involves an event that is

12

demanding or resources as well as the subjective feeling of distress experienced in its

face. An event could be experienced as stressful if people appraised (evaluated) it as

distressing. Whether an event is experienced as stressful depends on a person’s

psychosocial orientation with things like culture, spirituality, values, beliefs and past

experiences influencing the appraisal. Events that are appraised as being

overwhelming, threatening, unsatisfying or confliction are more likely to be

experienced as stressful.

Blumenthal (2003) differentiated different physical effects of stress as follows:

Effects on health: prolonged exposure to stress has profound and detrimental

effects on health. Among possible complications stress may exacerbate or play a role

in causing ailments like asthma, amenorrhea, coronary heart disease, chest pains,

diarrheic, dyspepsia, headaches, migraines, diabetes mellitus, ulcers and decreased

libido. In a world where AIDS is frighteningly prevalent people need to be aware that

stress is immune-suppressive. HIV breaks down a person’s immune system, which

leaves them vulnerable to potentially fatal infections and diseases.

Job stress can have a substantial negative effect on physical and emotional health.

Williams and Huber (1986) provide a comprehensive list of the symptoms of stress.

These are: "constant fatigue, low energy level, recurring headaches, gastrointestinal

disorders, chronically bad breath, sweaty hands or feet, dizziness, high blood pressure,

pounding heart, constant inner tension, inability to sleep, temper outbursts,

hyperventilation, moodiness, irritability and restlessness, inability to concentrate,

increased aggression, compulsive eating, chronic worrying, anxiety or

apprehensiveness, inability to relax, growing feelings of inadequacy, increase in

defensiveness, dependence on tranquilizers, excessive use of alcohol, and excessive

smoking." (p. 246) Furthermore, job stress can make people more susceptible to major

illnesses. High stress managers are twice as prone to heart attacks as low stress

managers. (Rosenman and Friedman, 1971)

Many situations in organizational life can be stressful. These include: 1) problems

with the physical environment, such as poor lighting or excessive nose, 2) problems

with the quality of work such, as lack of diversity, an excessive pace, or too little

work, 3) role ambiguities or conflicts in responsibilities, 4) relationships with

13

supervisors, peers, and subordinates, and 5) career development stressors, such as lack

of job security, perceived obsolescence, and inadequate advancement.

2.4.4 Emotional Consequences

Factor include outcome of job stress in the form of emotion

Examples of Emotional consequences temper and feel tense and unable to relax,

more boodle than usual, feel funky and anxiety.

Levin-Epstein (2002) also noted the most common indicators of stress as feeling

overwhelming and burn out. Emotional and physical exhaustion often accompany

such feelings, he further emphasized that employers as implementers of stress-

endangering policies and procedures, should help employees manage their stress

especially if it affects job performance.

Many situations in organizational life can be stressful. These include: 1) problems

with the physical environment, such as poor lighting or excessive nose, 2) problems

with the quality of work such, as lack of diversity, an excessive pace, or too little

work, 3) role ambiguities or conflicts in responsibilities, 4) relationships with

supervisors, peers, and subordinates, and 5) career development stressors, such as lack

of job security, perceived obsolescence, and inadequate advancement.

Recent studies have found evidence of dangerous physical changes attributed to

prolonged stress. One New York study reported a twenty gram increase in heart

muscles of those suffering from job stress. There was a significant "thickening of the

heart's left ventricle, or chamber, a condition that often precedes coronary heart

disease and heart attacks." (Pieper, C., 1990) Omni magazine (March, 1991) wrote

about a series of experiments with rats to examine the physiological effects of

prolonged stress. The researchers found that there was actually a loss of neurons in

the hippocampus section of their brains. The article concluded with a warning that

there is some evidence of a similar neuron loss occurs in humans

2.5 Job Performance

Performance can be described in general as amount come of an employee and also

can be viewed from different perspective such as productivity, output, efficiency,

effectiveness and many other variables related to the task.

14

At low level of stress, individual are not activated for high performance similarly.

At high level of stress individual expand their energy coping with stresses rather than

directing efforts to word enhancement of performance. Thus performance is high

when a moderate amount of stress is present. Under amount moderate stress,

individuals are not only activated to performance, but devote substantial energy to

words performance, enhancement rather than coping in with stresses. Repetti (1990),

McGronogle and Kessler (1990), agree with Arnold, Robertson and Cooper (1993) in

talking about the causes or sources of stress. Arnold, Robertson and Cooper (1993),

identified five major causes of work stress as: factors intrinsic to the job, role in the

organisation, relationships at work, career development and organizational structure

and climate.

Frost (2003) is also of the opinion that apart from quitting, which carries its own

set of costs to the company, acts of revenge, sabotage, theft, vandalism, withdrawal

behaviours, spreading gossip or generally acting cynical or mistrustful can all

represent direct or indirect costs to the organization.

2.6 Factors Intrinsic to the Job

Explain the factors intrinsic to the job, to include:

Poor Working Conditions

This talks about the physical surrounding of the job which include high level of

noise, high or low lighting, fumes, heat, poor ventilation systems, smells and all the

stimuli which bombard a worker’s senses and can affect his moods and overall mental

state. Also, the physical design of the workplace comes under poor working

condition. If an office is poorly designed, with personnel who require frequent contact

spread throughout, it creates poor communication networks and develops in poor

working relationships which can cause stress to employees.

Shift Work

This is where workers have jobs which require them to work in shifts, some of

which involves working staggered hours, which affects a worker’s blood temperature,

15

metabolic rate, blood sugar levels, mental efficiency, sleep patterns, resulting in

hypertension, mild diabetes and peptic ulcers.

Long Hours

The long working hours required by many jobs appear to take a toll on employees’

health and also making them suffer a high rate of stress. This means many individual

workers and some medics who may have no sleep for thirty-six (36) hours or more

may find that both their quality of work and they themselves suffer.

Risk And Danger

A job which involves more risk and danger put employees in higher stress level.

This is because when an employee is constantly aware of potential danger and he is

prepared to react immediately, this results in rush, respiration changes and muscles

tension which are all seen as potentially threatening long-term health.

New Technology

The introduction of new technology into the work environment has required

workers to adapt continually to new equipment, systems, and ways of working. Thus

leading to a great source of pressure at work on the worker. For instance, a boss

trained in the latest methods may be extra burden for an employee trained in the old

ways and this may increase his stress level.

Work Under-Load

This describes the problem of employees not being sufficiently challenged by their

jobs. Job under-load is associated with repetitive routine, boring and under-

stimulating work which causes a lot of stress for employees who find themselves in

such situations. This means when employees are not given work which challenges

their abilities and capabilities they suffer high level of stress.

Work Overload

This is where the employee has too much work to do because of imposition of

datelines which often causes stress in employees.

16

2.7 Managing Stress

According to Robbins (2004), stress can be managed in two approaches; the

individual and organizational approaches.

He said the individual approach include exercise. That is the employees can

manage stress by walking, riding bicycles, attending aerobic classes, practicing yoga,

jogging, swimming, playing tennis and swatting squash balls. Most runners and

fitness addicts admit that, it is very hard to focus on job stress when one is trying to

complete vigorous workout.

Again, he said individuals can manage stress through relaxation. This is because,

when employees relax the response for stress will be reserved in the human mind-

body system. Individuals can reduce tension through relaxation techniques such as

meditation, hypnosis and biofeedback. The objective is to reach a state of deep

relaxation in which the employee feels physically relaxed, somewhat detached from

the immediate environment and detached from body sensations. Relaxation exercises

reduce employee’s heart rates, blood pressure and other physiological indicators of

stress.

Another way to reduce stress individually is opening up. A healthy response to this

moments or periods of personal crisis is to confide in others. Employees may not find

it easy to discuss difficult personal traumas with others, but self-disclosure can reduce

the level of stress and give them more positive outlook on life. Also honest entries on

a regular basis in a diary may accomplish the same thing.

He also went further to explain the organization approach to stress management

which include training programmes for employees, ensuring effective upward and

downward communication in the organization, improvement in personnel policies

such as (good welfare packages, incentives, pension schemes), good job design,

improvement in the physical work environment, and also management should provide

technical support to employees.

In the same view, Lucey, and Brian, M. (1994) said stress can be managed in an

organization through increasing employees autonomy in their job, increase or

decrease personal responsibility, allow more flexible working hours – by the used of

17

flexi – time, job rotation and transfers, provide better working conditions, including

social/fitness clubs etc. and institute a counselling service.

Also Claude and Cole (1992) suggested that in order to manage work stress

effectively, management should consider doing the following:

Provide work which allows some personal choice in the way it is

carried out and the sequence in which it is carried out.

Encourage employees participation in decisions which affect them

Set clear goals and targets and provide adequate feedback on

performance

Induct new recruits thoroughly

Provide training as an on-going updating process

Provide consistent rewards for effective output

Review performance gaps at the time of occurrence

Provide opportunities for employees to try new duties and different

tasks.

Design job to have even work pressures

Encourage group working procedures and friendly work relations

Provide secure and fair personnel practices

Ensure work environment is free of hazards

This implies that if these approaches and measures outlined above are carefully

implemented it could go a long way to minimize the level of stress on employees.

From the beginning to the end of this chapter, we found the existence of work

stress, it causes and effects. The evidence indicates that stress can be either a positive

or a negative influence on employees output. For many people, low to moderate

amount of stress enable them to perform their jobs better by increasing the work

intensity, alertness and ability to react. However, a high level of stress, or even a

moderate amount sustained over a long period, eventually takes its toll on employees

and pressure tends to decrease general performance and job satisfaction.

18

CHAPTER THREE

METHODOLOGY

3.1 Research Site

Trendy Wear (PVT) Ltd established in 1973. Ramya Weerakoon is the owner of

the company. It was commenced as a domestic business venture in Batik with the

workshop employing no more than four workers; by 1978 Ramya batiks and

handicrafts adventure to the exports with clothing and handicraft traditional and

modern designs manufactured a workshop in a fifteen people and launch the business

as Ramya Apparels (PVT) Ltd in 1987. The commercial production of garment,

which commence with 35 machines and fifty employees manufacture outwear for the

export market. Since there was an opportunity to create enterprise which stay

generations to come, Ramya Apparel decided to expand the work force and obtain to

expertise of a large corporate body. In 2003 restructuring and redeveloping Ramya

Apparel (Pvt) Ltd, because of that it changes in to Trendy wear Pvt. Ltd. It specialized

in high quality ladies’ and children garment and all factories are certified to meet

international manufacturing standards with ISO 9001-2008. Today direct work force

of the garment is over 1000 employees, with the market that reaches across the globe

(USA, UK, France, Australia and Switzerland). Main buyers of these countries are

Connected Apparels, ENC, Jones, Polo, Tiniwear. Trendy wear has grown in to a

multinational multiplied enterprise that is dedicated excellence.

The latest extension of Ramya holdings implements another two sub sections,

Ramya Horticulture and Green bungalow. In 2003, the garment was established under

the Company Act No.17 of 1987 and named as Trendy wear (pvt) Ltd, now it has

been governed under Company Act No.07 of 2007.

19

Today, the company owned five factories in at kadawatha, Adikarigama, Delgoda,

Katupotha and Wellawa. Direct workforce of over 4000 people employed in those

garments. Kadawatha branch is the main branch among those five branches. Trendy

wear in Katupotha was established in15th October of 2003. At that, time there was

only 150 machines and 200 employees. Today it has expanded the workforce around

1000 with 600 machines. Trendy wear in Katupotha is the second largest garment in

Ramya Holdings.

3.2 Conceptualization and Operationalization

3.2.1 Conceptualization

The broader concept of stress and the conceptual framework on which from

research was based. Presenting the dimensions of derived from the study has

strengthened the concept that job stress is multidimensional in nature. Hypothesis was

started on the relationship of occupational stress to employee performances. This

presents the issued and objectives arising from the research problem and

conceptualization framework that based on the literature review.

Figure: 3.1 Conceptual framework of the study

Adapted from Matthews G. (2001) and developed for the research

Job performance

Independent variable Dependent variable

Mental consequences

Social consequences

Physiological consequences

Emotional consequences

20

3.2.2 Operationalization

Table 3.1: Operationalization

Construct Dimension Indicator Question

Number

Mental

Work overload Mantel imbalance 12

Peaceful mind Mantel stability

Depression

13

14

Feel less confident less confident about decisions 15

Negative thought

Anorexia

Disappointment

Less Confident

16

18

19

Absorbing new

information Absorbing new information 17

Social

Job uncertainty Job uncertainty 20

Personal life style Personal life style 21

Tension Tension 22

Sociable Sociable 23

Physiologic

al

Tiredness Tiredness 24

Leisure disturbances 25

30

Lack of exercise Physical problems

26

27

Illness Continues headache

Closeness with management

28

32

Working capacity Working capacity 29

Accidents Accidents 31

Emotional Relax

Fear about mistakes

Insufficient free time

Tiredness of the staff

33

35

36

Fear for work Angry with the staff 34

21

Less confidence about my work 39

Anxiety Anxiety 35

Positive thinking Optimism 37

Job

Performanc

e

Productivity

Completion of daily work

Less wastage

Ability to complete all work

40

43

50

Efficiency

Completion of daily target

Punctuality

Completion work safety

41

45

48

Effectiveness

Accurate working procedure

Less conflict with peers

Contribution to developed good

working environment

42

46,

49

Philosophy Good vision 44

Source: Construct by the researcher 2014

21

3.3 Research Approach

According to Rajasekar, Philominathan & Chinnathambi, (2013) quantitative

research use statistical methods with the collection of data based on a theory or

hypothesis or experiment followed by the application of descriptive or inferential

statistical methods. Also, analytical research often extends the descriptive approach to

suggest or explain why or how something is happening (Rajasekar, Philominathan &

Chinnathambi, 2013).

Therefore researcher used quantitative methods to conduct the research and the

research comes under quantitative descriptive nature.

Researcher mainly focused on deduction approach rather than induction approach

because “Deductive research moves from general ideas/theories to specific particular

& situations” Martin Sedgley, (2007).

Through the research, researcher attempts to test the developed theory as well as

accept or reject the established hypothesis and come to a conclusion with reference to

Trendy Wear (Pvt) Ltd.

3.4 Research Design

Research design according to Cooper (1994) is a plan that promotes systematic

management of data collection. Design and methodology dictate what is needed to

answer your research questions. The study adopts the cross-sectional survey method

as its research strategy. As noted by Topper (2007), survey is a systematic method for

gathering information from a sample of individuals for the purposes of describing the

attributes of the larger population of which the individuals are members.

The cross-sectional was chosen because it studied the research problem at a point

in time and not within a longer period (longitudinal). This method is considered useful

because the problem of study cannot be directly observed. Thus, the effect of

occupational stress on job performance among employees of Trendy Wear (PVT) Ltd

cannot be directly observed.

22

3.4.1 Procedure of Data Collection

“Most research projects require some combination of secondary and primary data

sources to answer the research questions and to meet research objectives” (Cooper

1994)

3.4.1.1 Data Type

The researcher has used both primary and secondary data sources to collect data.

Primary data

The primary data has collected mainly from the units of sample

through a questionnaires, direct observations and informal interviews.

Secondary data

The secondary data has collected through company Human Resources

department and work-study department (performance records,

turnover, absenteeism report and other reports).

3.4.1.2 Data Collection

The primary data were collected through the questionnaires. The questionnaires

have designed especially to achieve the research objective. The questionnaire consists

of six part (Refer Appendix II).

The register of staff members was obtained from the human resource department.

And the questionnaires were distributed as per the table 3.2. Copies of the

questionnaire were personally handed over to respondents I the morning. After end of

day, researcher went back and collected the answered questionnaires because the

respondents may forget to fill the questionnaire or misplace them entirely.

The questions were thoroughly explained to the respondents after copies of the

questionnaire were distributed to them. The purpose was to help the respondents

understand the relevance of the research and provide their independent views on the

questionnaire items given them. To have a valid and a reliable data, the researcher

ensured that the questionnaires were well prepared which allowed error minimization.

The questionnaire had close-ended questions where respondents were asked to tick

the appropriate answer.

23

3.4.2 Population, Sample And Sample Determination

Cooper (1994) described the population of a research as the study of a large group

of interest for which a research is relevant and applicable.

Employees of Trendy Wear (Pvt) Ltd Katupotha constitute the target population

for this research. All the departments of the Trendy wear garment comprising of

Executives and non-executives staff took part in the exercise. Therefore, the

population of the study is 1000 employees of Trendy Wear (Pvt) Ltd, Katupotha.

The sample population is a subset of the entire population, and inferential statistics

is to generalize from the sample to the population (Cooper 1994).

Sample sizes of 211 respondents used for the study. The sample size was

determined using Creative Research Systems (American Marketing Association /

American Association for Public Opinion Research) simplified formula corrected to

proportion to determine the sample size for the study.

Sample Size =

Z 2

* (p) * (1-p)

c 2

Z = Z value (e.g. 1.96 for 95% confidence level)

p = percentage picking a choice, expressed as decimal (.5 used for sample size

needed)

c = confidence interval, expressed as decimal

3.4.2.1 Sampling Technique: Random Sampling Method

The random sampling method was used to select participants for the study. The

random sampling technique is a way of selecting respondents which determines how

to select members of a population that will be studied. The below table 3.2 indicates

how the sample was selected randomly.

24

Table 3.2: Sample Composition

Department No of employees

Training unit 15

Cutting Dep. 41

Production Dep. 102

Stores 10

Quality Dep. 15

HR & administration 6

Maintenance Dep. 10

Cleaning Dep. 8

Merchandising Dep. 4

Total 211

3.4.3 Research Instruments

Closed-ended questionnaire was designed for the respondents. The questionnaires

were divided into six sections to capture the critical areas spelt out in the objectives

for the study as follows,

Part A - Demographic data

Part B - Mental Consequences

Part C – Social Consequences

Part D – Physiological Consequences

Part E – Emotional Consequences

Part F – Job Performance

Questionnaire was translated into Sinhala in order to understanding of the

respondents. The measurement used in this paper is the Likert Scale Method of

summated ratings. It consists of statements where respondents indicate their degree of

agreement or disagreement on a five- point scale -Strongly Disagree, Disagree,

Neither Agree nor Disagree, Agree, and Strongly Agree.

The questionnaires were administered personally and the contents explained to

some staff who requested to be guided. A total of 211 questionnaires were distributed

to Employees of Trendy Wear (PVT) Ltd. In addition, interviews were conducted to

25

help clarify and gain a deeper understanding of some of the responses of respondents.

The response rate was 100% of the total questionnaires administered. Structured

interview guides were used to gather further information from respondents.

3.4.4 Validity and Reliability

3.4.4.1 Reliability of the Questionnaire

Sekaram, U. (2006) The Cronbach’s alpha value method used to check whether the

questionnaire developed by the researcher especially for this research purpose,

measures the variables reliably. If the corresponding alpha value of a given set of

questions is greater than 0.7 or closer to accepted minimum level 0.70, the researcher

can conclude that the set of questions used to measure a particular variable is reliable.

Mean value calculates to identify whether the factor affects the problem or not. If

the mean value scored more than 3.00 on a 5-point Likert scale, it indicates there is no

high impact for the problem. If the mean value scored less than 3.00 on a 5-point

Likert scale, then there is an impact for the problem.

Standard deviation value calculated to identify the variation among answers

provided by respondents. If standard deviation value is more than 1.00, then there is a

big difference among respondents. If the value is less than 1.00, then respondents

gave similar answers.

3.4.4.2 Validity- Sampling Adequacy Test (Kaiser –Meyer- Olkin / KMO)

According to Malhotra, N. (2004) KMO sampling adequacy is an index used to

examine the appropriateness of the research instrument. High values (between 0.5 –

1.00) indicates validity is ensured. Values below 0.5 imply that validity is not

ensured, this value indicates the generalizability of the sample to the population.

3.4.5 Data Presentation & Analyze

Analysis is a research technique for making replicable and valid references from

data to their context. The researcher searches for structures and patterned regularities

in the text and makes inferences on the basis of the regularities (Richard and

Krieshok, 1989).

26

The Statistical Package for Social Sciences (SPSS 17) was used to analysis the

data. Tables and other statistical inferences were made from the data gathered.

Representations like charts, pie charts etc. was used to ensure easy and quick

interpretation of data. Responses were also expressed in percentages. Data from the

completed questionnaire was checked for consistency. The items in the questionnaire

were grouped based on the responses given by the respondents and coded for easy

usage of the Statistical Package for Social Sciences (SPSS). This method was used

because it is the best instrument to identify, compare, describe and reach a conclusion.

The data was analysed in consonance with the set objectives of the study as indicated

below:

Multiple Regressions Analysis

Multiple Regression Analysis is used to analysis the data. In statistics, regression

analysis is a collective name for techniques for the modelling and analysis of

numerical data consisting of values of a dependent variable and one or more

independent variables. The dependent variable in the regression equation is modelled

as a function of the independent variables, corresponding parameters (“constants")

and an error term. Most commonly regression analysis estimates the conditional

expectation of the dependent variable given the independent variables that is the

average value of the dependent variable When the independent variables are fixed,

commonly the focus is on a quintile, or other location parameter of the conditional

distribution of the dependent variable give the independent variables.

In all cases, the estimation target is a function of the in variable called the

regression function. In regression analysis, the variation of the dependent variable

around the regression function can describe by the probability distribution. Regression

analysis is also used to understand which among the independent variables are related

to the dependent variable, and to explore the forms of these relationships.

27

Equation of multiple regressions modal can be written as follows,

Y = β0 + β1ϰ1 + β2ϰ2 + ……. + βnϰn

= Dependent variable

= Intercept of the equation

= Variable 1

= Variable 2

= Other factors

The Coefficient of Correlation

The correlation is one of the most common and most useful statistics. It is the

degree of association between two variables. In this analysis we can see how will

variables are correlated. The coefficients of correlation (r) lie between -1 and +1.

If the Pearson’s coefficient of correlation is close to 1 (> 0.5) with a high

significant level (F< 0.05) then, there is a strong positive relationship between the two

variables.

If the Pearson’s coefficient of correlation is close to -1 (> - 0.5) with a high

significant level (F< 0.05) then, there is a strong negative relationship between the

two variables.

If the Pearson’s coefficient of correlation is close to 0 (<-0.5 or –0.5) with a high

significant level (F< 0.05) then, there is a positive or negative relationship between

the two variables, but not so strong.

28

3.5. Time Frame and Access to Research Site

Week

Activities

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Study the

Organization

Literature Review

Problem

Identification

Research Proposal

Research

Methodology

Data Collection

Data Analysis

Conclusion

Preparing

Appendices

Finalizing

Expected Actual Time

Figure: 3.3 Time frame of the study

29

CHAPTER FOUR

ANALYSIS AND DISCUSSION

4.1 Data Presentation

The collected demographic data were presented using pie charts

4.1.1 Gender Category

Figure 4.1: Gender Composition of Sample

Source: Survey Data 2014

According to Figure 4.1 the sample of the study consist of 61 of male respondents

and as a percentage 29% from the total sample. There are 150 female respondents in

the sample; it is 71% from the sample.

29%

71%

Gender Category

MALE

FEMALE

30

4.1.2 Age Category

Figure 4.2: Age Composition of the Sample


According to Figure 4.2 above, the sample of this study is categorized in to four

age categories and the highest number of respondents is within 25-34 age categories

(55%). 27% of the respondents of the sample are between 16-24 years. And there are

18% of the respondents are between 35-54 years. The lowest number of respondents

to this study is from 45-54 age categories (5%).

4.1.3 Education Category

As per the bellow mentioned pie chart there are 1% graduated employees, 9%

diploma holding employees and most of the employees educational qualification is up

to Advance Level examination, as a percentage 54% from the total sample. 36% of

the employees in the sample are educated up to Ordinary Level examination.

27%

55%

13%

5%

Age Category

16-24 Years

25-34 Years

35-44 Years

45-54 Years

31

Figure 4.3: Education Qualification of the Sample


4.1.4 Marital Status

According to below Figure there are 69% of married employees and 31%

employees are single in selected sample of Trendy Wear (Pvt) Ltd.

Figure 4.4: Marital Status of the Sample


36%

54%

9%

1%

Education Qualification

O/ LEVEL

A/ LEVEL

DIPLOMA

GRADUATE

31%

69%

Marital Status

SINGLE

MARRIED

32

4.1.5 Department Category

As Figure 4.2, highest number of respondents (48%) of the sample is from the

Production Department. In addition to that, 19% of the respondents from the Cutting

Department & 7% from the Quality department and Training Unit and rest

departments are distributed in 19% of the sample.

Figure 4.5: Department Composition of the Sample


4.1.6 Position Category

According to below Figure researcher can identify that 66% of the sample consist

of Machine Operators. The rest of the sample consist with 11% Supervisor, 10%

Helpers, 6% in charge and others employees and 1% Managers.

7%

19%

48%

5%

7%

3% 5% 4%

2%

Department Composition

Training unit

Cutting Dep.

Production Dep.

Stores

Quality Dep.

HR & administration

Maintenance Dep.

Cleaning Dep.

Merchandising Dep.

33

Figure 4.6: Position of Employees


4.1.7 Service with the Company

Figure 4.7: Service with the Company


10%

66%

11%

6%

1% 6%

Position of Employees

Helper

Machine Operator

Supervisor

In charge

Managers

others

26%

20% 36%

11%

7%

Job Tenure

Below 1 Year

Below 2 Year

Below 3 Year

Below 4 Year

Above 5 Year

34

Above figure shows the tenure of employees with Trendy Wear (PVT) Ltd. 36% of

the employees has served the company 3 years and 26% of employees have a service

period of less than one year. 20% of the employees have served the company 2 years.

11% of employees are 4 years and 7% are more than five years. According to the

figure 4.6, 93% employees are less than 5 years, hence researcher conclude that most

of employees dose not stay for a longer time period with Trendy Wear (PVT) Ltd.

4.2 Data Analysis

This part of the study consists with the factors affecting to the job performance.

Multiple regression analysis and correlation analysis was used to achieve the

objective of the current study. There is one regression to identify the factors. Number

of variables was used for multiple regression analysis.

According to this analysis, job performance was the depended variables and

independent variables were mental consequences, Social consequences, Physiological

consequences, Emotional consequences.

4.2.1 Mean Value of Descriptive Statistics

Table 4.1: Mean Value

N Minimum Maximum Mean Std. Deviation

MentalConsequences 211 1.88 3.25 2.6629 .50625

SocialConsequences 211 2.25 4.75 3.5095 .79126

PhysiologicalConsequences 211 1.89 3.67 2.8399 .45902

EmotionalConsequences 211 2.25 3.88 3.0652 .50567

JobPerformance 211 2.09 3.55 2.8470 .40934

Source: Survey data 2014

35

4.2.2 Reliability of the Questionnaire

The reliability analysis was carried out to find out the reliability of the current

study. The results of the analysis are presented in the Table 4.1

Table 4.2: Reliability

Variables subjected to the

reliability test

Alpha

values Comment No. of Items

1 Mental consequences 0.763 Acceptable 8

2 Social consequences 0.805 Acceptable 4

3 Physiological consequences 0.750 Acceptable 9

4 Emotional consequences 0.773 Acceptable 8

5 job performance 0.697 Acceptable 11


According to the findings all this reliability statistics has reached the reliability

requirement. Mental consequences received 0.763 alpha values and it is more than

0.65 which denote high reliability. As well as Social consequences also extend the

reliability requirement. When we take Physiological consequences in to our

consideration its alpha value is exactly 0.750 and it is also more than to 0.65.

Emotional consequences received 0.773 alpha values and it is more than 0.65 which

denote high reliability. Finally dependent variable job performance received 0.697 it

also denote reliability. According to U. Sekaran and R. Bougie (2012) the acceptable

level of reliability is Cornbach alpha value of 0.5, consequently in the current study

all the variables exceed the acceptable level of reliability. Hence it can be concluded

that the reliability of the research instrument, questionnaire is ensured.

4.2.3 Validity

Construct validity of the research instrument can be measured using the Kaiser-

Meyer- Olkin (KMO) measure of sample adequacy. The value of 0.691 indicates the

generalizability of the sample to the population. The result of the KMO sample

adequacy test is presented in table 4.3

36

Table 4.3: KMO (Validity)

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .691

Bartlett's Test of Sphericity Approx. Chi-Square 951.940

df 10

Sig. .000

4.2.4 Correlation of Job Performance Vs Variables

Table 4.4 Correlation

Correlation coefficient (r) measures the linear relationship between two variables. The

value of r can range from -1 to +1. When the four variables have positive correlation

coefficient, an increment of one variable can lead to a likely increase in the value of

the second variable.

When considering about the pearson’s correlation coefficient, there is a significant

positive relationship between Mental Consequences and Job performance (r = 0.615,

P = 0.000).

Social consequences and job performance of employees of Trendy Ware (Pvt) Ltd has

a positive relationship at a 95% significance level. The relationship is a moderately

positive relationship (r = 0.571, P = 0.000).

Independent variable

Dependant variable

Mental

Consequenc

es

Social

Consequenc

es

Physiological

Consequences

Emotional

Consequenc

es

Job

Performan

ce

Pearson

Correlation .615

** .571

** .819

** .364

**

Sig. (2-tailed) .000 .000 .000 .000

37

There is a strongly positive relationship between psychological consequences and job

performance. ( r = 0.891, P = 0.000).

The emotional consequences has a low positive relationship with employee job

performance of Trendy Ware (Pvt) Ltd ( r =0.364, P = 0.000)

4.3 Regressions Analysis

4.3.1 Model Summary

Table 4.5: Model summery

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .887a .787 .783 .19084


The R Square value represent the validity of the model according to the data specially

for this study the R Square value is 0.787, indicates that model collectively explain

78.7% of the total variability of the model with 21.3% error terms for example

rewards, commitment, personality.

4.3.2 ANOVA Test

Table 4.6: ANOVA

Model Sum of Squares df Mean Square F Sig.

1

Regression 27.685 4 6.921 190.045 .000a

Residual 7.502 206 .036

Total 35.188 210


According to the ANOVA test significant valve of Regression model is 0.000.

Therefore, this regression model of the study is significant.

38

4.3.3 Regression Model

Researcher can write regressions equation as follows by using independent and

dependent variables.

Y= β0+ β1X1+ β2X2+ β3X3+ β4X4+ et

Y = Job Performance

β0 = Intercept

X1 =Mental consequences

X2 =Social consequences

X3 =Physiological consequences

X4 =Emotional consequences

According to SPSS output regressions equation can be written as follows.

Y = 1.116 + 0.430X1 + 0.143X2 + 0.577X3 – 0.507X4

Y Job Performance = 1.116 + 0.430 Mental + 0.143 Social + 0.577 Physiological – 0.507 Emotional

0.430X1 - Mental consequences

According to the Regression analysis output, there is a positive relationship between

mental consequences & Employee’s Performance. That was when Mental

consequences change by one unit then the Employee’s Performance increase by

0.430 assuming other factors remains constant.

Y = β0 + β1X1

Y = 1.116 + 0.430X1

0.143X2 - Social consequences

39

There is a positive relationship between Social consequences & Employee’s

Performance. That was when Social consequences change by one unit then the

Employee’s Performance changed by 0.143 assuming other factors remains constant.

Y = 1.116 + β2X2

Y = 1.116 + 0.143X2

0.577X3 - Physiological consequences

There is a positive relationship between Physiological consequences & Employee’s

Performance. That was when Physiological consequences increase by one unit then

the Employee’s Performance increase by 0.577 assuming other factors remains

constant.

Y = 1.116 + β3X3

Y = 1.116+ 0.577X3

– 0.507X4 - Emotional consequences

According to the Regression analysis output, there is a negative relationship between

Emotional consequences & Employee’s Performance. That was when Emotional

consequences change by one unit then the Employee’s Performance changed by -

0.507 assuming other factors remains constant. It implies when Emotional

consequences decreased by one unit then the Employee’s Performance increased by -

0.507

Y = 1.116 + β4X4

Y = 1.116– 0.507X4

40

4.4 Hypothesis testing

Table 4.7: Hypothesis testing

Variable Pearson

correlation

P value Decision

Mental consequences 0.615 0.000 H0 Rejected

Social consequences 0.571 0.000 H0 Rejected

Physiological consequences 0.819 0.000 H0 Rejected

Emotional consequences 0.364 0.000 H0 Rejected


Mental consequences

According to the correlation table, there is a positive correlation between mental

consequences; the correlation coefficient is 0.615 at the 0.01 significant level.

Therefore it is highly correlated with the Employee’s Performance. It has a strong

relationship since the value is more than 0.5. This result implies when the mental

consequences are increased, the Employee’s Performance also will be increased. This

result is consistent with the hypothesis of H1 & therefore the researcher has to reject

the null hypothesis of H0 & accept H1 in relation to the mental consequences.

Social consequences

The correlation matrix demonstrate that the correlation between Social

consequences and the Employee’s Performance as 0.571 at the 0.01 significant level.

According to that, when the Social consequences are increased, the Employee’s

Performance also will be increased. This result is consistent with the hypothesis of H2

& therefore the researcher has to reject the null hypothesis of H0 & accept H2 in

relation to the Social consequences.

Physiological consequences

Regarding Physiological consequences, it has positive relationship with

Employee’s Performance, which having 0.819 of positive correlation at 0.01

significant level. It is a significant relationship, because this relationship is significant

41

at the 0.01 significant level. It has a strong relationship since the value is more than

0.5. According to that, when the Physiological consequences are increased, the

Employee’s Performance also will be increased This result is consistent with the

hypothesis of H3 & therefore the researcher has to reject the null hypothesis of H0 1

in relation to the Physiological consequences & accept H3.

Emotional consequences

According to the correlation table, there is a positive correlation between

Emotional consequences; the correlation coefficient is 0.364 at the 0.01 significant

levels. According to that, when the Emotional consequences are increased, the

Employee’s Performance also will be increased. This result is consistent with the

hypothesis of H4 & therefore the researcher has to reject the null hypothesis of H0 &

accept H4 in relation to the mental consequences.

4.5 Discussion

The interpretation was provided for the Occupational Stress towards the Job

performance. Under this part researcher discuss about all analysis method that use to

analyse data of this research.

4.5.1 Effect of stress on job performance

As well as according to pearson correlation significant value is 0.615.so there is

significant relationship between Mental cconsequences and Job Performance. As the

coefficient values of 0.430 this is the 2nd

highest affecting factor to job performance.

As well as pearson correlation significant value is 0.571.so there is significant

relationship between Social cconsequences and Job Performance. Coefficient value of

social consequences is 0.143 according to the regression analysis; it shows the 3rd

highest affecting factor job performance.


relationship between Physiological cconsequences and Job Performance. According

to regression value 0.577 physiological cconsequences is the most affecting factor to

the employee job performance.


relationship between Emotional cconsequences and Job Performance. As the

42

coefficient value of -.507 this is the lowest affecting factor to job performance and it

shows negative relationship with job performance.

4.5.2 The level of Occupational Stress of Trendy Wear.

According to the table 4.1, mean values for Mental Consequences for job

performance are 2.66.less than mid-point 3.5 on a 5 point likers and it standard

deviation values are less than 1.

According to the table 4.1, mean values for Social consequences for job

performance are3.50 and it more than mid-point 3.5 on a 5 point likers and it standard

deviation values are less than 1.

According to the table 4.1, mean values for Physiological Consequences for job

performance are 2.83 and it is less than mid-point 3.5 on a 5 point likers and it

standard deviation values are less than 1.

According to table 4.1, The grand mean value of Emotional consequences are

3.06.that value is below to midpoint 3.5 on a 5-point liker scale and the overall

standard deviation value scored and it is less than 1.

43

CHAPTER FIVE

CONCLUSION

5.1 INTRODUCTION

This chapter presents the conclusion and recommendation supported by the data

analysis.

5.2 CONCLUSIONS

The construct, stress, has been studied over past years and considered as a critical

factor that determine the performance of employees. Thus, understanding and

evaluating the concept of stress has become an important concept in the current

business world. Theories suggest that stressful condition have a detrimental effect on

the behavior of the people which leads to organizational inefficiency and ineffective.

These stresses could arise both at work and at home.

The intention of this study was to explore the stressors prevalent in the workplace

and also to examine the relationship between job stress and performance.

Theoretically, behavioral scientists have explained that the relationship between job

stress and performance is a negative one. From the study it was evident that stress

does have a significant impact on performance.

With the literature background this study tried to

44

Stress

Perf

orm

an

ce

Good Stress Distress

Figure 5.1 Impact of Occupational stress on performance

Adapted from Nixom P. (1979)

According to Figure 5.1 stress level and performance of employees are average or

moderate level. Theoretically when stress is moderate, performance must be high. But

according to study performance has shown average. That means there other factors

that contribute to performance other than occupational stress.

Mean value and Standard Deviation of Mental consequences are 2.662 and 0.506

respectively. The mean value indicates that respondents’ response is average value.

That is they neither agree nor disagree that they have stress related to mental

consequences. Mean value and Standard Deviation of Social consequences are 3.509

and 0.791 respectively. That mean respondents have average response about Social

consequences. Mean value and Standard Deviation of Physiological consequences are

2.839 and 0.459 respectively. That mean respondents have average response about

Physiological consequences. The mean value of Emotional consequences is 3.065 and

Standard Deviation is 0.505 that also average response value.

This value indicates that respondents have average view about above factors.

The mean value of employee performance is 2.847 that mean, respondents reflect

an average performance level.

45

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http://ramyaholdings.com/

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49

APPENDIXES

Appendix A – Mission and Vision

Mission

Our mission as a World Class manufacturer of Garments, is to produce garments of

utmost quality at competitive prices, while employing the use of our skilled

workforce, superior raw materials and adhering to ethical and social standards of the

highest level.

Vision

Trendy Wear Pvt. Ltd. seek to achieve the established objectives by utilizing our

resources economical, while lessening the impact on the environment, and making

steady contributions to the socio-economic development of the country.

50

Appendix B – Questionnaire

ප ය j [ √ ] ලක=ණ .

ප (A)

1. S% :-

[ ] S% [ ]

2. :-

15-24 [ ] 25- 34 [ ] 35- 44 [ ] 45- 54 [ ] 55ට [ ]

3. අධHdපන

අ. ප . . ( . ප ) [ ]

අ. ප . . (උ. ප ) [ ]

Od [ ]

උප Od [ ]

න [ ]

4. න

iyhl [ ]

කS% ක [ ]

ප Ël [ ]

අxශ ප%OdKS [ ]

ක ක [ ]

න [ ]

5. ක / අ ක :- අ ක [ ] ක [ ]

6. ප න Kන :- 0- [ ] 1- [ ] 2- [ ] 3- [ ] 4 ඊට [ ]

7. f.A ක / :- ක [ ] න ක [ ]

8. ක :-

10,000- 20,000 [ ]

20,001 – 30,000 [ ]

30,001 – 40,000 [ ]

40,001 – 50,000 [ ]

50,001 ඊට [ ]

9. ක ප K ක < (අ )

1 - අ [ ] 2- [ ] 3- [ ] 4 - [ ] 5 - [ ] 5ට - [ ]

51

10. d dන ට ට (km)

10 - අ [ ] 11-20 [ ] 21-30 [ ] 31-40 [ ] 41 -50 [ ] 51 ට [ ]

11. d ට ප KS ට න ප% න ධH ක

න ප ප% න ක [ ]

ප! ක ක [ ]

ප ප% න ක [ ]

(B)

ප ය j [ √ ] ලක=ණ .

1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.

12. d ක H න ක නH ට ක

ප න hd fkyelS.

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

13. ක H K ක ක න ට අප .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

14. ට න ක H ක Ë ට න .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

15. ක H න ට න ට න ක.

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

16. ක .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

17. අ ක ශ අ .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

18. ff ක ක න <s කන

ප .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

19. ට ක <s ක ප , න ට .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

(C)

ප ය j [ √ ] ලක=ණ .

1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.

20. ක ප .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

21. fප! ක අ ප න ට

න ක.

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

52

22. ff ක K ට න ප%ශ ශ xඛHd .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

23. න ක ශ % ට අක අ ට ක .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

න ක ට (D)

ප ය j [ √ ] ලක=ණ .

1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.

24. ට ප කට ක .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

25. ප ප න ට ප î .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

26. ට ශ ක න

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

27. ශ ක න ක .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

28. d ට .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

29. ට න .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

30. අ D ප න න .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

31. අන ට න .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

ප න ක ට (E)

ප ය j [ √ ] ලක=ණ .

1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.

32. /lshdfõ න ට < ප < ක ක ` ප

ට අ :d .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

33. fõ < අ ප ( ) ශ .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

34. ක ක ` ක න ට න a .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

35. ක ක ප% න .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

53

36. ට කd H ප න .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

37. ට N S ට ප .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

38. ට න Y ක ප න න Y

ප අ; .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

39. ක න කd H න ප .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

ප න ක ට (E)

ප ය j [ √ ] ලක=ණ .

1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.

40. ff ක ප කd H ක ක.

1- [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

41. ff ක ට න ක න d ට .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

42. න කS% ප පd ක% අ න ක ට

කd H ක ක.

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

43. d කd H අ න අප d අ .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

44. ට ශන ( ) .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

45. ට d ට ප fKන w ට ට

.

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

46. ට ක ` කට ට

d la .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

47. ක ක ` ට ක .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

48. ක H උපø Ëd ට

.

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

49. ප ප න ට , උප ක .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

50. නට ක H න කd H ට ප%%

Ë අ ට න .

1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

54

Appendix C – Sample size

55

Appendix D – Correlations Analysis

Correlations

MentalCo

nsequenc

es

SocialCon

sequences

Physiologi

calConseq

uences

Emotion

alConse

quences

JobPerfor

mance

MentalConsequenc

es

Pearson

Correlation

1 .816**

.594**

.842**

.615**

Sig. (2-tailed) .000 .000 .000 .000

N 211 211 211 211 211

SocialConsequence

s

Pearson

Correlation

.816**

1 .581**

.824**

.571**

Sig. (2-tailed) .000 .000 .000 .000

N 211 211 211 211 211

PhysiologicalCons

equences

Pearson

Correlation

.594**

.581**

1 .486**

.819**

Sig. (2-tailed) .000 .000 .000 .000

N 211 211 211 211 211

EmotionalConsequ

ences

Pearson

Correlation

.842**

.824**

.486**

1 .364**

Sig. (2-tailed) .000 .000 .000 .000

N 211 211 211 211 211

JobPerformance Pearson

Correlation

.615**

.571**

.819**

.364**

1

Sig. (2-tailed) .000 .000 .000 .000

N 211 211 211 211 211

**. Correlation is significant at the 0.01 level (2-tailed).

56

Appendix E – Descriptive Analysis

Descriptive Statistics

N Minimum Maximum Mean

Std.

Deviation

MentalConsequences 211 1.88 3.25 2.6629 .50625

Valid N (listwise) 211



SocialConsequences 211 2.25 4.75 3.5095 .79126




Std.

Deviation

PhysiologicalConsequen

ces

211 1.89 3.67 2.8399 .45902




Std.

Deviation

EmotionalConsequences 211 2.25 3.88 3.0652 .50567




JobPerformance 211 2.09 3.55 2.8470 .40934


Factor Analysis

57

Appendix F – Factor Analysis

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling

Adequacy.

.691

Bartlett's Test of

Sphericity

Approx. Chi-Square 951.940

Df 10

Sig. .000

Communalities

Initial Extraction

MentalConsequences 1.000 .841

SocialConsequences 1.000 .809


ces

1.000 .654

EmotionalConsequences 1.000 .701

JobPerformance 1.000 .610

Extraction Method: Principal Component

Analysis.

Total Variance Explained

Comp

onent

Initial Eigenvalues Extraction Sums of Squared Loadings

Total

% of

Variance Cumulative % Total

% of

Variance Cumulative %

1 3.616 72.321 72.321 3.616 72.321 72.321

2 .898 17.967 90.288

3 .223 4.468 94.756

4 .187 3.747 98.503

5 .075 1.497 100.000

Extraction Method: Principal Component Analysis.

58

Component Matrixa

Component

1

MentalConsequences .917

SocialConsequences .900


ces

.809

EmotionalConsequences .837

JobPerformance .781

Extraction Method: Principal

Component Analysis.

a. 1 components extracted.

Appendix G – Multiple Regression Analysis

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

1 .887a .787 .783 .19084

a. Predictors: (Constant), EmotionalConsequences,

PhysiologicalConsequences, SocialConsequences,

MentalConsequences

ANOVAb

Model

Sum of

Squares df Mean Square F Sig.

1 Regression 27.685 4 6.921 190.045 .000a

Residual 7.502 206 .036

Total 35.188 210

a. Predictors: (Constant), EmotionalConsequences, PhysiologicalConsequences,

SocialConsequences, MentalConsequences

b. Dependent Variable: JobPerformance

59

Coefficientsa

Model

Unstandardized

Coefficients

Standardiz

ed

Coefficient

s

t Sig.

Collinearity

Statistics

B Std. Error Beta

Toleranc

e VIF

1 (Constant) 1.116 .100 11.113 .000

MentalConsequences .430 .055 .532 7.831 .000 .224 4.457

SocialConsequences .143 .033 .276 4.327 .000 .254 3.942

PhysiologicalConseq

uences

.577 .037 .647 15.655 .000 .606 1.649

EmotionalConsequen

ces

-.507 .054 -.626 -9.341 .000 .230 4.340

a. Dependent Variable: JobPerformance

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THE IMPACT OF OCCUPATIONAL STRESS AND ITS EFFECTS ON JOB PERFORMANCE OF TRENDY WEAR