Exploring the Link Between Job Stress and Performance: Identifying the Root Causes

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Exploring the Link Between Job Stress and
Performance: Identifying the Root Causes
Anita Jamil1, Rahayu Mohd Sehat1, Yang Chik Johari1, Enylina
Nordin1, Wan Shafizah Hussein1, Hanafiah Hasin1
1Faculty of Accountancy, Universiti Teknologi MARA
Cawangan Melaka, Kampus Alor Gajah
Corresponding Author Email: rahayumo@uitm.edu.my
Abstract
Job stress is a common phenomenon experienced by employees in various
organisations worldwide. It is a critical issue as it can adversely affect employees' health and
job performance. Therefore, identifying the root causes of job stress and their impact on
employee performance is crucial for organisations to create a healthy and productive work
environment. This study aims to explore the link between job stress and performance by
identifying the root causes of job stress. The study will employ a mixed methods approach
with quantitative and qualitative data analysis. The quantitative data will be collected through
a survey questionnaire, while the qualitative data will be collected through semi-structured
interviews. The study's findings are expected to contribute to the existing literature on job
stress and performance by identifying the root causes of job stress and their impact on
employee performance. The study's results will be useful for organisations to develop
appropriate strategies to manage and reduce job stress and improve employee performance.
Keywords: Job stress, Employee performance, Root causes, Occupational health, Employee
well-being.
INTRODUCTION
Job stress is pervasive in modern workplaces and has been linked to negative
outcomes, including reduced employee performance and productivity. Identifying the root
causes of job stress is essential in developing effective interventions and strategies to mitigate
its impact on employee performance. Despite extensive research on the topic, there remains
a need for further exploration of the relationship between job stress and performance and
the underlying factors that contribute to this association. Numerous studies have highlighted
the detrimental effects of job stress on employee health and well-being, with impacts ranging
from increased absenteeism and turnover rates to more serious mental health issues such as
anxiety and depression (Aziz & Adnan, 2018; Kim et al., 2020). Additionally, job stress has
been shown to have a negative impact on job satisfaction, engagement, and motivation
Vol 13, Issue 3, (2023) E-ISSN: 2225-8329
To Link this Article: http://dx.doi.org/10.6007/IJARAFMS/v13-i3/19073 DOI:10.6007/IJARAFMS/v13-i3/19073
Published Online: 23 September, 2023

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(Shimazu et al., 2018). It can result in decreased productivity, lower quality work, and reduced
job performance, significantly affecting organisations and their bottom line (Jung & Yoon,
2018).
Job stress has become a significant concern for employees and employers worldwide,
potentially negatively impacting employee health and organisational performance. Job stress
arises from various work-related factors, including high workloads, tight deadlines, and
interpersonal conflicts. In recent years, researchers have increasingly focused on identifying
the root causes of job stress and its effects on employee performance. According to a study
by Kim et al. (2018), job stress has been identified as a significant predictor of employee job
satisfaction, motivation, and performance. This study found that job stress, particularly from
high workload and role ambiguity, had a negative impact on employee job satisfaction and
motivation, ultimately leading to decreased performance. Another study by Ahola et al.
(2018) found that job stress can directly impact employee health, including physical and
mental health problems. This study suggests that identifying the root causes of job stress and
implementing interventions to reduce stress can positively impact employee health and
organisational performance.
Given the significant impact of job stress on employee health and organisational
performance, it is essential to identify the root causes of job stress and explore its relationship
with employee performance. This research investigates the link between job stress and
performance by identifying the root causes of job stress.
LITERATURE REVIEW
What is job stress?
Job stress is a common psychological phenomenon extensively researched in
organisational and occupational health literature. Job stress is the harmful physical and
emotional responses that occur when job requirements do not match the worker's
capabilities, resources, or needs (National Institute for Occupational Safety and Health, 2018).
The negative consequences of job stress include physical health problems such as
cardiovascular disease and musculoskeletal disorders and psychological disorders such as
depression, anxiety, and burnout (Leka et al., 2018). According to a literature review by
Cavanaugh et al. (2020), job stress has evolved to include the individual's response to job
demands and the broader social and organisational context. In addition, recent studies have
highlighted the importance of considering both subjective and objective aspects of job stress
and the interaction between work and non-work stressors (Ng & Feldman, 2018).
Job stress is the negative physical, emotional, and mental responses when job
demands exceed an individual's capabilities and resources, leading to physical and
psychological strain (Scherer et al., 2019; Lazarus & Folkman, 1984; Karasek, 1979). The
demands of work that do not match the available resources, skills, and abilities of employees
can lead to increased job stress, job dissatisfaction, and decreased work performance
(Irawanto et al., 2021). Job stress is a common phenomenon that affects individuals in various
professions, leading to a range of negative outcomes such as decreased job satisfaction,
performance, and well-being. Job stress is a common phenomenon that can affect the health
and well-being of employees, as well as their productivity and job satisfaction.
The literature suggests that job stress is a significant issue in the workplace that can
have negative consequences for both employees and organisations. Therefore, identifying the
causes and impact of job stress promotes employee health and well-being and improves
organisational outcomes.

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Causes of job stress
Research has identified several factors contributing to job stress, including job
demands, lack of control, support, and poor working conditions (Grau et al., 2021). These
stressors can be internal and external, such as the nature of the job tasks, work schedule, job
security, interpersonal conflicts, and organisational culture. Job stress is a common issue in
the workplace that can lead to negative consequences for both employees and organisations.
Several factors can cause job stress, including job demands, lack of control, inadequate
resources, interpersonal conflicts, and organisational changes (Leiter & Maslach, 2019; Najimi
et al., 2012). Job stress is a complex phenomenon that can arise from various sources in the
work environment (Lazarus & Folkman, 1984). Several studies have explored the different
factors that contribute to job stress. One major cause of job stress is job demands, which
include workload, time pressure, and work complexity (Li et al., 2021; Saeed et al., 2021).
These job demands can lead to physical and psychological strain, resulting in job stress
(Bianchi et al., 2020). Another factor contributing to job stress is job control, which refers to
the degree of autonomy and decision-making power an employee has (Karasek, 1979;
Schaufeli & Bakker, 2004). Research has shown that employees with low levels of job control
experience more stress than those with high levels of job control (Kim & Kim, 2019; Saxena
et al., 2020).
According to a study by Hooper et al. (2019), the most common causes of job stress
among healthcare professionals are high workload, emotional demands, and lack of support
from colleagues and supervisors. In another study by Li et al. (2019), the most significant
sources of job stress among Chinese nurses were work overload, interpersonal conflicts, and
lack of social support. Additionally, the nature of the job itself can be a significant factor in
causing job stress. For example, a study by Pikhart et al. (2019) found that employees with
high emotional labour, such as healthcare workers, social workers, and customer service
representatives, experience higher levels of job stress. Moreover, technological
advancements and the increasing demands of a globalised and competitive market have
created new sources of job stress. For instance, a study by Baumann et al. (2020) reported
that job stress in the IT industry is linked to rapid technological change, frequent job
interruptions, and the need for continuous learning. Job stress significantly affects employee
well-being and organisational productivity (Najimi et al., 2012).
Organisational factors such as lack of support, low job control, and poor
communication can lead to job stress (Alves & Pitta, 2019). Job demands such as workload,
time pressure, and role ambiguity are significant sources of job stress (Kokko et al., 2019).
Interpersonal relationships such as conflict with colleagues or supervisors, lack of social
support, and poor relationships with clients or customers can also contribute to job stress
(Ozkan et al., 2019). Personal factors such as personality traits, coping strategies, and work-
life balance have also been found to play a role in job stress. For example, individuals with
Type A personality traits may be more prone to experiencing job stress due to their
competitiveness and urgency (Huang et al., 2019). Poor work-life balance, which can result in
excessive work demands and limited time for personal activities, has also been identified as
a significant contributor to job stress (Kim & Kim, 2020). Social support at work is another
factor that has been found to influence job stress (Mansoor et al., 2020; Park & Han, 2019).
Social support can include emotional support from colleagues, instrumental support such as
resources and information, and informational support such as feedback and guidance. Lack
of social support at work can lead to feelings of isolation and job stress (Halbesleben &
Buckley, 2004).

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Organisational culture and leadership styles also contribute to job stress (Abdullah et
al., 2019; Bowers et al., 2020). An organisational culture that values productivity over
employee well-being can create a stressful work environment (Karasek & Theorell, 1990).
Autocratic and unsupportive leadership styles have also increased job stress (Akhtar et al.,
2020; Kim et al., 2019).
Job stress is a complex issue influenced by various factors, including job demands,
control, resources, social support, and the nature of the job itself. Understanding the causes
of job stress can help organisations develop effective strategies to reduce employee stress
levels.
What are the common causes of job stress?
One common cause of job stress is workload. A study conducted by Khamisa et al.
(2019) found that workload was the most significant predictor of job stress among healthcare
workers in South Africa. Similarly, a study by Wang et al. (2020) on Chinese healthcare
workers found that workload was positively associated with job stress. Frequent business
travel can have both positive and negative effects on job stress. On the one hand, it can lead
to increased emotional exhaustion and decreased work-life balance, especially for employees
who engage less in preventive coping (Niessen et al., 2017). Another factor that contributes
to job stress is job insecurity. A study by Kim et al. (2019) found that job insecurity was
significantly associated with higher levels of job stress among Korean employees. Another
study by Vignoli et al. (2019) on Italian workers found that perceived job insecurity was a
significant predictor of job stress. Feeling of powerlessness in the workplace is also a
significant contributor to job stress. A study by Halpern et al. (2019) found that lack of control
was significantly associated with job stress among US workers in the service sector. Another
study by Zare et al. (2021) on Iranian nurses found that lack of control was among the most
significant predictors of job stress. Finally, poor interpersonal relationships at work can also
lead to job stress. A study by Wang et al. (2019) on Chinese nurses found that poor
relationships with colleagues and supervisors were positively associated with job stress.
Similarly, a study by de Oliveira et al. (2019) on Brazilian workers found that poor relationships
with co-workers and supervisors were significant predictors of job stress. One study found
that time pressure and deadlines are among the most common sources of job stress (Kang et
al., 2019).
Frequent travel
Frequent business travel has a relationship with job stress. The relationship between
job stress and frequent travel is complex and can be influenced by various factors. One study
by Dimitrova et al. (2012) proposes an inverted U-shaped relationship, indicating that
moderate travel frequency may be beneficial, while excessive or insufficient travel can lead
to increased job stress. Another study by Chen (2017) identifies six factors of travel stress,
including travel arrangements, inconvenience, and difficulty maintaining a healthy lifestyle. It
also explores how personal stress, work stress, and health behaviour can impact business
travellers differently. A longitudinal study by Niessen et al. (2017) highlights the importance
of preventive coping in making frequent travel more beneficial, as it can lead to an increase
in work-life balance and a decrease in emotional exhaustion. Additionally, a study by Striker
et al. (2000) emphasises that business travel can be a source of various stresses, such as jet
lag and family disruptions, and that responsibility for addressing travel stress lies with the
individual employee, manager, and organisation.

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Time pressures and deadlines
Time pressures and deadlines are common stressors in many workplaces and can
contribute to job stress. Several studies have examined the impact of time pressure and
deadlines on job stress. Time pressure was positively related to job stress and negatively
related to job satisfaction. The authors suggest that time pressure may lead to psychological
strains such as anxiety and tension, affecting job satisfaction and increasing stress (Zhang et
al., 2019). The time pressure was positively related to job stress, while job autonomy was
negatively related to job stress. The authors suggest that time pressure may increase job
stress by reducing employees' control over their work and increasing their workload (Lee et
al., 2020). Deadline stress was negatively related to employee well-being, and that work
engagement partially mediated this relationship. The authors suggest that time pressures and
deadlines may lead to deadline stress, affecting employee well-being and increasing job stress
(Khan et al., 2020). The systematic review found that time pressure was consistently related
to negative outcomes such as job stress, burnout, and poor mental health. The authors
suggest that time pressure may increase job stress by reducing job resources, increasing
workload, and reducing job control (Hu et al., 2021).
One study found that time pressure and deadlines are among the most common
sources of job stress (Kang et al., 2019). According to another study, these factors can increase
physiological arousal and negative emotions, leading to burnout (Kim et al., 2019). Similarly,
Toker and Biron (2019) found that time pressure and deadlines can lead to cognitive
exhaustion, resulting in decreased job performance and increased absenteeism. The authors
suggest that organisations can reduce the negative effects of time pressure by giving
employees more control over their work and reducing interruptions and distractions. Another
study by Yu et al. (2020) found that time pressure and deadlines can lead to emotional
exhaustion and reduced job satisfaction, particularly among employees who perceive a lack
of organisational support. The authors suggest that interventions to address time pressure
should also focus on improving organisational support and resources.
The literature suggests that time pressures and deadlines can be significant sources of
job stress, leading to negative physical, emotional, and cognitive outcomes. Strategies to
address this issue may include providing employees with more control over their work,
reducing interruptions and distractions, and improving organisational support and resources.
Heavy workload and negative outcomes
Heavy workload is a common source of job stress linked to negative outcomes for
employees and organisations. A literature review provides several insights into how a heavy
workload contributes to job stress. Job demands can lead to physical and psychological strain,
including workload, time pressure, and work complexity (Li et al., 2021; Saeed et al., 2021),
resulting in job stress (Bianchi et al., 2020). One study found that heavy workload is positively
associated with job stress because it increases job demands and decreases resources, which
leads to negative psychological and physical outcomes for employees (Xie et al., 2019).
Another study showed that high job demands, including a heavy workload, increase the risk
of burnout among employees, a significant source of job stress (Kubota et al., 2020).
Furthermore, a heavy workload can lead to time pressure and work-family conflict,
contributing to job stress (Chung & Kim, 2019; Tuncdogan & Acar, 2019). A study on nurses
found that a heavy workload is related to work-family conflict associated with job stress and
turnover intentions (Jang et al., 2019). Moreover, a heavy workload can also lead to fatigue,
exhaustion, and reduced work engagement, contributing to job stress (Salanova et al., 2019).

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Moreover, a heavy workload can lead to physical and psychological health problems such as
musculoskeletal disorders and depression (Kim et al., 2020). Reducing employee workload
and improving job resources and support are crucial in preventing stress and promoting
employee well-being.
A study conducted on employees in the hospitality industry found that a heavy
workload was positively associated with fatigue and negatively associated with work
engagement (Joo & Lim, 2019). A heavy workload is a key source of job stress as it can lead to
increased time pressure and workload demands, resulting in emotional exhaustion and
reduced job satisfaction (Kasapoğlu & Doğan, 2019). Furthermore, heavy workloads can
create a sense of overload, making it difficult for employees to maintain their motivation and
concentration levels, further contributing to job stress (Kang & Yang, 2020). Additionally,
research has shown that job stress can lead to physical and mental health problems,
significantly affecting both the individual and the organisation. Li et al. (2019) found a strong
relationship between job stress and burnout syndrome among Chinese nurses. It highlights
the importance of identifying the root causes of job stress and implementing interventions to
prevent burnout and other negative health outcomes.
The literature suggests that a heavy workload significantly contributes to job stress
because it increases job demands, reduces resources, and leads to burnout, work-family
conflict, fatigue, exhaustion, and reduced work engagement.
Job insecurity
Job insecurity is a prevalent stressor in the workplace, particularly in today's uncertain
economic climate. According to Sverke et al. (2018), job insecurity is a pervasive stressor that
results from the perception that one's job is unstable and that one's employment status may
be at risk in the future. This perception can increase anxiety, depression, physical health
problems, and decreased well-being and job satisfaction. Studies have found that job
insecurity is associated with a range of negative outcomes, including increased job stress (Kim
et al., 2019), decreased job performance (Cheng et al., 2021), decreased job satisfaction
(Koyuncu & Burke, 2018), and increased intention to leave the job (Wang et al., 2020).
Moreover, job insecurity has been found to spill over the home environment, negatively
impacting family relationships and personal well-being (Sverke et al., 2018). Several factors
can contribute to job insecurity, including economic uncertainty, organisational restructuring,
and job duties or responsibilities changes. Cheng et al. (2021) found that job insecurity was
significantly associated with perceptions of organisational change and a lack of
communication and support from supervisors.
Job insecurity is a pervasive stressor in the workplace that can have significant
negative consequences for both employees and organisations. Employers need to recognise
and address job insecurity through effective communication and support for employees
during times of uncertainty and change.
Feeling of powerlessness
Lack of control and autonomy in the workplace is a common source of stress linked to
negative physical and psychological health outcomes. This literature review examines the
current research on how lack of control and autonomy in the workplace contributes to stress
and its effects on employee health and well-being. Numerous studies have suggested that a
lack of control and autonomy in the workplace is associated with increased stress levels.
Employees who lack control over their work environment and the ability to make decisions

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have been found to experience higher levels of stress (Carter et al., 2018; Mackenzie et al.,
2019; Robinson et al., 2020). According to Carter et al. (2018), lack of autonomy directly
impacts employee stress, with employees reporting higher stress levels when they have less
control over their work environment. Similarly, Mackenzie et al. (2019) found that a lack of
control over work tasks significantly predicted work-related stress.
In addition to increased stress levels, lack of control and autonomy in the workplace
has also been linked to negative physical and psychological health outcomes. Employees who
experience a lack of control and autonomy in their work environment are more likely to
experience burnout, depression, and anxiety (Kang et al., 2018; Seibt & Hager, 2019). Kang et
al. (2018) found that employees who experienced low autonomy at work were more likely to
report symptoms of depression and anxiety. Similarly, Seibt & Hager (2019) found that a lack
of control at work was associated with increased levels of burnout. Moreover, lack of control
and autonomy in the workplace has negatively impacted employee job satisfaction and
performance (Kang et al., 2018; Mackenzie et al., 2019). Employees with limited control over
their work environment and tasks are less satisfied with their jobs and more likely to
experience decreased job performance (Kang et al., 2018; Mackenzie et al., 2019). Lack of
control and autonomy in the workplace is a significant source of stress linked to negative
physical and psychological health outcomes, decreased job satisfaction, and decreased job
performance. Addressing this issue by giving employees more control and autonomy in their
work environment could improve employee health and well-being, job satisfaction, and job
performance.
Positive work environment with supportive colleagues and supervisors
A positive work environment with supportive colleagues and supervisors is critical for
employee well-being and job satisfaction. On the other hand, poor relationships with
colleagues and supervisors can cause stress and negatively affect employee performance. A
systematic literature review conducted by Tuckey et al. (2018) found that negative social
interactions with colleagues and supervisors significantly predict job stress. Similarly, a study
by Li and Liang (2018) on Chinese employees found that interpersonal conflicts with
colleagues and supervisors were positively associated with job stress. The authors noted that
these conflicts can lead to negative emotions, impacting employee health and well-being.
Furthermore, a study by Wang et al. (2019) on Chinese nurses found that poor
relationships with colleagues and supervisors were positively associated with job stress. The
authors suggested that improving communication and social support in the workplace could
help alleviate job stress among nurses. Another study by Shin et al. (2020) on Korean
employees found that perceived organisational justice mediated the relationship between
workplace incivility from colleagues and supervisors and job stress. The authors suggested
that promoting a fair and just workplace culture could help reduce job stress related to
negative interactions with colleagues and supervisors.
Poor relationships with colleagues and supervisors can contribute to employee job
stress. These negative interactions can lead to interpersonal conflicts, negative emotions, and
a lack of social support. Therefore, organisations need to prioritise promoting positive social
interactions and a supportive work environment to alleviate job stress and improve employee
well-being.

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How does job stress affect employee performance?
Job stress can have a significant impact on employee performance. A systematic
literature review by Khalid et al. (2018) found that job stress negatively affected employee
performance. They also found that job stress negatively affected job satisfaction, motivation,
and employee engagement. Another study by Cui et al. (2019) found that job stress directly
and indirectly negatively affected employee performance. The indirect effect was mediated
by job satisfaction, which influenced employee performance. The study also found that
perceived organisational support could mitigate the negative impact of job stress on
employee performance. In a study by Li et al. (2020), it was found that job stress had a
significant negative impact on employees' work engagement. The study also found that work
engagement was positively related to employee performance. Therefore, job stress indirectly
affects employee performance by negatively impacting work engagement. Similarly, a study
by Shen et al. (2021) found that job stress had a negative impact on employee job satisfaction
and work engagement, which in turn affected their job performance. The study also found
that social support could act as a buffer and mitigate the negative impact of job stress on
employee job satisfaction and work engagement.
Several studies have investigated the relationship between job stress and employee
performance, and the results have consistently shown a negative correlation between the
two variables. Job stress can decrease employee performance through various mechanisms,
including cognitive impairment, emotional exhaustion, and physical symptoms (Yu et al.,
2018; Yu et al., 2020). One study found that job stress significantly negatively impacted job
performance among Chinese employees, with higher levels of job stress leading to lower job
performance (Pei & Gao, 2018). Another study showed that job stress had a negative impact
on both job satisfaction and job performance among healthcare workers in South Korea, with
higher levels of job stress leading to lower job satisfaction and job performance (Park & Han,
2019). Additionally, a study by Wang et al. (2021) in China found that job stress was associated
with higher levels of depression and anxiety among healthcare workers during the COVID-19
pandemic.
Similarly, a study by Dehghan et al. (2019) in Iran found that job stress was associated
with poor sleep quality among nurses. Several studies have investigated job stress's causes,
effects, and consequences. For instance, a study by Al-Saleh and Al-Awadh (2018) in Saudi
Arabia found that job stress was associated with burnout, turnover intention, and reduced
job satisfaction among healthcare professionals. Another study by Majeed et al. (2020) in
Pakistan found that job stress was associated with lower job performance and organisational
commitment among employees.
Moreover, job stress can lead to increased absenteeism and turnover intentions,
negatively impacting employee performance. A study conducted among nurses in China
found that job stress was significantly associated with increased absenteeism, with higher
levels of job stress leading to more frequent absences (Zhang et al., 2021). Another study
showed that job stress was significantly associated with increased turnover intentions among
employees in Malaysia, with higher levels of job stress leading to higher turnover intentions
(Ahmad & Noordin, 2019). In addition, job stress can also lead to decreased work
engagement, which further negatively impacts employee performance. A study conducted
among employees in Iran found that job stress had a negative impact on work engagement,
with higher levels of job stress leading to lower work engagement (Rahmati Najarkolaei et al.,
2020).

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Numerous studies have explored the relationship between job stress and various
outcomes, including burnout, turnover intention, and decreased job satisfaction (Faragher et
al., 2013; Shanafelt et al., 2018; Park & Han, 2019). Pei and Gao (2018) found that job stress
was negatively related to job performance among employees in Shanghai, China. However,
self-efficacy and goal orientation were found to moderate the relationship between job stress
and job performance, suggesting that employees with higher levels of self-efficacy and goal
orientation may be better able to cope with and maintain job performance. In the healthcare
industry, job stress is a significant concern among healthcare workers, particularly in the
context of job satisfaction and burnout. Park and Han (2019) found that social support was a
significant moderator of the relationship between job stress and job satisfaction among
healthcare workers in South Korea, suggesting that social support may be a crucial factor in
mitigating the negative impact of job stress on employee well-being.
Similarly, Li et al. (2019) investigated the relationship between job stress and burnout
syndrome among Chinese nurses and found that job stress was significantly related to
burnout. The study highlights the need for interventions to reduce job stress to prevent
burnout among nurses. Rahmati Najarkolaei et al. (2020) investigated the relationship
between job stress and quality of work life among Iranian nurses. They found that job stress
was negatively associated with quality of work life. The authors suggest that interventions to
reduce job stress among nurses may improve work-life quality. Zhang et al. (2021)
investigated the relationship between job stress and sleep quality among Chinese nurses and
found that job stress was negatively related to sleep quality. The study highlights the
importance of addressing job stress to improve the sleep quality of nurses, which may have
significant implications for their overall health and well-being.
Job stress is a significant issue in the workplace that has been found to impact
employees' physical and mental health significantly. A systematic literature review explored
the relationship between job stress and physical and mental health. Research has shown that
job stress is associated with various physical health issues such as cardiovascular diseases,
musculoskeletal disorders, gastrointestinal problems, and impaired immune function (Gao et
al., 2018; Heinen et al., 2018; Leka et al., 2018; Shi et al., 2018). The mechanism underlying
the relationship between job stress and physical health may involve changes in physiological
processes, such as increased cortisol levels, reduced heart rate variability, and increased
inflammation (Gao et al., 2018). In addition, job stress has been found to have a significant
impact on mental health, including depression, anxiety, and burnout (Cen et al., 2019; Iliceto
et al., 2018; Kim et al., 2018; Shanafelt et al., 2018; Wang et al., 2019). Job stress may also
lead to poor sleep quality, exacerbating mental health issues (Zhang et al., 2021). The
underlying mechanisms linking job stress to mental health problems may involve changes in
cognitive and affective processes, including negative thinking patterns and reduced self-
esteem (Iliceto et al., 2018; Kim et al., 2018).
Job stress significantly impacts both physical and mental health. It is essential to
identify the root causes of job stress and implement interventions to reduce its negative
impact on employee well-being. These studies show that job stress significantly impacts
employees' physical and mental health across different professions and industries. The
studies found associations between job stress and negative health outcomes such as sleep
problems, burnout, depression, and compassion fatigue. Thus, employers and policymakers
need to identify and address the root causes of job stress to protect workers' health and well-
being.

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What is the significance of identifying the root causes of job stress?
Identifying the root causes of job stress is essential to prevent its negative impact on
employees' physical and mental health and the organisation's productivity and effectiveness.
This section presents a literature review of job stress's root causes. Several studies have
highlighted the importance of identifying the root causes of job stress. For example, according
to a study by Shanafelt et al. (2018), understanding the underlying causes of burnout and
work-life imbalance among physicians is essential to developing effective strategies for
reducing their negative impact on the healthcare system. Similarly, Li et al. (2019) study
emphasises that identifying the factors contributing to job stress and burnout among Chinese
nurses can help develop targeted interventions to improve their well-being and work
performance.
Moreover, several researchers have suggested that identifying the root causes of job
stress can lead to the development of effective prevention and intervention programs. For
instance, Park and Han (2019) found that identifying the factors contributing to job stress and
low job satisfaction among healthcare workers can help organisations develop effective
strategies to improve their work environment and support their well-being. Likewise, a study
by Irawanto et al. (2021) suggests that identifying the root causes of job stress can help
organisations develop appropriate interventions, such as training programs and workload
management strategies, to prevent and mitigate its negative impact on employees' well-being
and performance. In addition, identifying the root causes of job stress can also help
organisations promote a positive and healthy work culture. A study by Zhang et al. (2021)
found that organisations that prioritise employee well-being and implement supportive
policies and practices can significantly reduce the negative impact of job stress on nurses'
sleep quality.
Another research has found that addressing the root causes of job stress can positively
impact the well-being of employees and the overall productivity and success of the
organisation. For instance, a study by Park and Han (2019) showed that social support can
significantly reduce the negative effects of job stress on job satisfaction among healthcare
workers. By identifying the lack of social support as a root cause of job stress, interventions
can be implemented to enhance social support in the workplace, improving job satisfaction
and reducing stress. Another study by Pei and Gao (2018) found that self-efficacy and goal
orientation can moderate the relationship between job stress and job performance. It
highlights the importance of addressing the root causes of job stress to improve job
performance, which is critical for the success of an organisation. Identifying the root causes
of job stress is essential for preventing and managing the negative impact of job stress on
physical and mental health. Employers can implement organisational changes, workload
management, and stress management programs to reduce job stress and promote employee
well-being (Leka et al., 2018). Employees can also manage job stress, such as practising
relaxation techniques and maintaining a healthy work-life balance (Shanafelt et al., 2018;
Wang et al., 2019).
In conclusion, identifying the root causes of job stress is essential to prevent its
negative impact on employees' physical and mental health and the organisation's productivity
and effectiveness. It can be achieved by developing targeted prevention and intervention
programs, promoting a positive work culture, and implementing supportive policies and
practices. Identifying the root causes of job stress is essential for promoting employee well-
being, improving job performance, and preventing negative health outcomes. Organisations
can benefit from implementing interventions that address the underlying factors contributing

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to job stress, leading to a more productive and successful workplace. This research aims to
address this gap in the literature by exploring the relationship between job stress and
performance, focusing on identifying the underlying factors that contribute to this
association. By doing so, this study will provide valuable insights into the causes of job stress
and inform the development of effective strategies to mitigate its impact on employee
performance.
RESEARCH METHODOLOGY
The study "Exploring the Link Between Job Stress and Performance: Identifying the
Root Causes" aims to investigate the relationship between job stress and employee
performance and identify the root causes of it and its impact on job performance. Therefore,
a suitable research methodology would involve a mixed-methods approach, combining
qualitative and quantitative methods. Qualitative research methods such as focus groups and
interviews can be used to explore employees' experiences of job stress and its impact on their
performance. These methods can help identify the root causes of job stress from the
employee's perspective and gain a deeper understanding of the issue. Quantitative research
methods such as surveys and questionnaires can gather data on the prevalence of job stress
and its impact on employee performance across a larger sample size. These methods can help
identify patterns and correlations between job stress and employee performance and provide
statistical evidence to support the qualitative research findings. In addition, secondary data
sources such as literature reviews and organisational records can supplement the primary
data and provide a broader perspective on the issue.
Overall, a mixed-methods approach was used in this research as it provides a more
comprehensive understanding of the link between job stress and performance and identifies
its root causes.
DATA ANALYSIS
The data analysis process for this research involved utilising descriptive analysis. The
collected data was initially checked for completeness and accuracy. Descriptive statistics,
including means, standard deviations, and frequencies, were then computed to summarise
the data succinctly. It provided an overview of the central tendencies and variations within
the dataset. The aim was to comprehensively understand the distribution and characteristics
of the variables under study.
Furthermore, the descriptive analysis allowed for preliminarily exploring the
relationships between variables. By examining the data's features, patterns, and trends,
insights were derived regarding the prevalence of job stress, its underlying causes, and its
potential impact on employee performance. This process facilitated the identification of
significant trends and tendencies within the collected data.
The results of the descriptive analysis were presented through tables and graphs,
effectively visualising the summarised data for easy comprehension. The findings were then
discussed in light of the research question and hypotheses, allowing for meaningful
interpretations and implications.
In summary, descriptive analysis played a pivotal role in providing a foundational
understanding of the research's focal variables, enabling insights into the distribution and
relationships of job stress, its root causes, and its potential impact on employee performance.
This research hopes to answer the following questions:

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Research Question:
1. What are the root causes of job stress that negatively affect employee performance?
2. What is the impact of job stress on employee performance?
FINDINGS
Demographic profile
Table 1: Demographic profile
Frequency Table
(N=109)
Variable
Category
N
%
Gender
Female
81
74.3
Male
28
25.7
Age group
Up to 25 years
13
11.9
26 -35 years
49
45.0
36-45 years
18
16.5
46- 55 years
26
23.9
Above 55 years
3
2.8
Status
Married
79
72.5
Single
30
27.5
Education
Diploma
14
12.8
Bachelor's degree
60
55.0
Undergraduate
2
1.8
Masters /PhD degree
28
25.7
Professional Certificate
5
4.6
Experience
Less than five years
17
15.6
5 -10 years
38
34.9
11-15 years
25
22.9
16- 20 years
5
4.6
More than 20 years
24
22.0
Income
< RM5000
57
52.3
RM5,001 – RM10,000
38
34.9
RM10,001 +
14
12.8
Dependent
<3
74
67.9
3 +
35
32.1
Root causes of job stress
Table 2: Root causes of job stress
No
Root causes
Ranking
1
2
3
4
5
6
Heavy workload
Time pressures and deadlines
Frequent travel
Positive working environment
Feeling of powerlessness
Job security
3
2
1
6
5
4

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Impact of job stress towards employee performance
Table 3: Impact of Job stress towards employee performance
No
Job performance
Yes
%
1
2
3
4
5
6
7
Increased absenteeism
Decreased productivity
Wasted potential and skills.
Loss of goodwill
Low morale
Premature retirement plan/early retirement plan
Reduced job satisfaction
36
73
74
56
63
54
79
33.0
67.0
67.9
51.4
57.8
49.5
72.5
DISCUSSION
Demographic Profile and Characteristics of Respondents: A Descriptive Analysis
Understanding a sample population's demographic profile and characteristics is
crucial for researchers, policymakers, and businesses. In this study, we analyse a dataset
comprising 109 respondents to unveil insightful patterns and trends in various demographic
attributes. By examining gender distribution, age groups, marital status, educational
backgrounds, work experience, income levels, and number of dependents, we gain valuable
insights into the composition of the sample and potentially broader implications for a larger
population.
Gender and Age Diversity:
The data reveals a gender imbalance among respondents, with females constituting
74.3% of the sample and males comprising 25.7%. The age distribution reflects varying levels
of participation across different life stages. The majority falls within the 26-35 years (45.0%),
followed by 36-45 years (16.5%) and 46-55 years (23.9%), with those above 55 years
representing a smaller proportion (2.8%). Younger respondents might be more attuned to
contemporary issues, while older participants bring valuable life experiences and
perspectives.
Marital Status and Education:
A significant portion of respondents (72.5%) are married, while 27.5% remain single.
This distribution could offer insights into family dynamics and responsibilities. The
educational background reveals a spectrum of attainment levels, with 55.0% possessing a
bachelor's degree and 25.7% holding advanced degrees (master's or PhD). The presence of
individuals with professional certificates (4.6%) indicates a diverse skill set within the sample.
Work Experience, Income, and Dependents:
Exploring work experience highlights an interesting mix, with 34.9% having 5-10 years
of experience, 22.9% having 11-15 years, and 22.0% exceeding 20 years. This diverse
experience pool can provide unique viewpoints in discussions. Income distribution showcases
52.3% earning less than RM5000, 34.9% earning RM5001 - RM10,000, and 12.8% earning
RM10,001 or more. Such insights can help assess financial well-being and purchasing power
within the sample. The distribution of dependents reveals that 67.9% have less than three
dependents, while 32.1% have three or more, which can reflect family structures and
responsibilities.

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Root causes of job stress
Analysing the root causes of workplace challenges sheds light on significant factors
that impact employees' experiences and organisational dynamics. The study identified six
root causes, ranked based on their perceived importance:
Heavy Workload (Rank: 3):
Respondents identified heavy workload as a prominent challenge affecting their work
experience. The demands of tasks and responsibilities were reported to contribute to stress
and potential burnout. This finding emphasises the need for effective workload management
strategies to ensure employees can maintain productivity without compromising their well-
being.
Time Pressures and Deadlines (Rank: 2):
Time pressures and the constant need to meet deadlines emerged as another critical
concern. Respondents expressed the strain caused by tight schedules, which could negatively
influence the quality of work, increase stress levels, and hinder work-life balance. Addressing
this challenge might involve implementing realistic timelines and fostering an environment
that values work efficiency alongside employee well-being.
Frequent Travel (Rank: 1):
Frequent travel was the most significant challenge, impacting employees' work
experiences. The toll of constant travel on personal lives, routines, and overall job satisfaction
was evident. Organisations might explore alternatives such as remote work options, video
conferencing, or re-evaluating the necessity of extensive travel to alleviate this challenge.
Positive Working Environment (Rank: 6):
A positive working environment was cited as a challenge that could hinder overall job
satisfaction. It emphasises the need for organisations to invest in fostering a culture of
collaboration, respect, and inclusivity. A healthy work environment can mitigate stress,
improve morale, and enhance productivity.
The feeling of Powerlessness (Rank: 5):
Respondents expressed feelings of powerlessness as a notable concern in the
workplace. This sentiment could stem from a lack of influence in decision-making processes,
limited opportunities for advancement, or inadequate channels for voicing concerns. To
address this, organisations should emphasise transparency, communication, and avenues for
employee input to help empower and engage their workforce.
Job Security (Rank: 4):
While ranked lower than other factors, job security remains a concern. In an ever-
changing job market, employees' anxiety about the stability of their positions can impact their
motivation and loyalty. Organisations must communicate effectively about the company's
stability, growth prospects, and the measures in place to ensure job security.
Impact of job stress towards employee performance
This study examined the impact of various workplace challenges on job performance,
capturing the percentage of respondents who reported experiencing negative outcomes. The
analysis revealed a comprehensive overview of the consequences associated with these
challenges:
Increased Absenteeism (33.0%):

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A significant proportion of respondents reported increased absenteeism due to
workplace challenges. Such challenges likely contribute to employee stress and
dissatisfaction, leading to more frequent absenteeism.
Decreased Productivity (67.0%):
Most respondents highlighted decreased productivity as a direct outcome of
workplace challenges. When employees encounter obstacles in their work environment, their
ability to efficiently complete tasks and deliver results is compromised.
Wasted Potentials and Skills (67.9%):
Nearly two-thirds of respondents indicated that workplace challenges led to wasted
potential and skills. It highlights the detrimental impact of such challenges on employees'
ability to utilise their full capabilities, limiting their contributions to the organisation.
Loss of Goodwill (51.4%):
More than half of the respondents reported a loss of goodwill due to workplace
challenges. These challenges can affect the organisation's reputation and relationships, both
internally and externally.
Low Morale (57.8%):
Workplace challenges were closely associated with low employee morale, affecting
their overall job satisfaction and enthusiasm for their organisational roles.
Premature Retirement Plan/Early Retirement Plan (49.5%):
The data showed that a significant percentage of respondents considered premature
retirement or early retirement plans due to the impact of workplace challenges. It suggests
that these challenges could lead to talent attrition and a loss of experienced personnel.
Reduced Job Satisfaction (72.5%):
A substantial majority of respondents expressed reduced job satisfaction resulting
from workplace challenges. Lower job satisfaction can influence employee engagement,
retention, and organisational performance.
CONCLUSION
This descriptive analysis provides a comprehensive snapshot of the demographic
profile and characteristics of the respondents. The gender distribution, age diversity, marital
status, educational attainment, work experience, income levels, and number of dependents
collectively paint a vivid picture of the sample population. These insights can aid researchers,
policymakers, and businesses in tailoring their strategies to better cater to the needs and
preferences of specific demographic segments. Moreover, this study emphasises the
importance of robust demographic analysis as a foundation for more in-depth investigations
and decision-making processes. These findings underscore the multifaceted nature of
workplace challenges. Frequent travel, heavy workloads, time pressures, positive working
environments, feelings of powerlessness, and job security contribute to employees'
experiences. By addressing these root causes, organisations can create a more supportive and
conducive work environment, enhancing employee well-being, engagement, and, ultimately,
organisational success.
In conclusion, the findings underscore the far-reaching consequences of workplace
challenges on job performance. These challenges significantly impact employees' experiences
and overall organisational effectiveness, from increased absenteeism to reduced job
satisfaction. Addressing these challenges is crucial for fostering a positive work environment
that supports employees' well-being, productivity, and long-term commitment to the
organisation.

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THEORETICAL AND CONTEXTUAL CONTRIBUTION
This research significantly contributes to the theoretical and practical aspects of
studying job stress and its impact on employee performance. The primary theoretical
contribution lies in identifying root causes of job stress through a comprehensive mixed
methods approach, encompassing both quantitative survey data and qualitative insights from
interviews. By uncovering these root causes, our study adds depth and specificity to the
existing body of knowledge on job stress, going beyond broad categorisations to offer a
nuanced understanding of the factors that contribute to stress in the workplace.
Furthermore, our findings contribute to the context of organisational management by
providing actionable insights for employers and decision-makers. Our research equips
organisations with valuable information to create healthier and more productive workplaces
in today's competitive business environment, where employee well-being and performance
are paramount. It sheds light on employees' specific stressors, allowing organisations to tailor
their interventions and strategies accordingly.
In the broader context of societal well-being, this research underscores the
importance of addressing job stress as a public health concern. By revealing how job stress
can impact employee health and job performance, our study advocates for developing
policies and practices that promote a healthier work environment. Ultimately, this research
is a stepping stone towards fostering a more informed and proactive approach to managing
job stress, benefitting individuals, organisations, and society.
FUTURE RESEARCH
In conclusion, based on the available literature, it can be inferred that job stress poses
a significant concern across various industries and can adversely affect several employee
outcomes, such as job performance, job satisfaction, burnout, and quality of life. To
effectively mitigate this issue, future research should explore the various factors that can
moderate the relationship between job stress and employee outcomes. It will aid in
identifying effective interventions that can reduce job stress and promote employee well-
being. Hence, it is crucial to identify and address the sources of job stress to ensure optimal
employee well-being and organisational effectiveness.
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