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1.1 Chapter One
1.2 Introduction
1.3 Background
Occupational
stress can be defined as the experience of un pleasant negative emotions such
as tension,anxiety,frustration,anger and depression resulting from aspects of
work (Salami 2010).Job satisfaction can be defined as a pleasurable or positive
emotion state resulting from appraisalof one’s job or job experience (Buchanan,
2010).Employeeperformance
is a measure of how well an employee meets the standards that are required on a
specific (Adrian,
2009).Therefore job performance can be evaluated as good or bad if the standards
of the performance have been agreed upon by the employee and management (Adrian, 2009).
The output of one’s job are all the things the employee receives as a result of
performing the job like salary, promotion, fringe benefits, job security, working
conditions and so forth (Adrian, 2009).
A consistently
heavy workload increases occupational stress and decreases job satisfaction
which in turn brings about the likelihood of poor or decrease in performance of
employees(Strachota et al,
2003). Therefore recognising that the occupation is stressing
employeesthrough assessing employee performance is a goodbegining(Strachota et al,
2003).Job satisfaction is the discrepancy among people’s
expectations and wants related to the job, and what is really offered to them.
(Heslop et al., 2002). So if employeesare occupationally stressed, for example
when their expectations are not fulfilled towards job satisfaction, their
performance is therefore unpredicted which may be fair or poor performance
according to the level of stress and hence end up not performing to the
organisation expectation.
The employees’
feelings and thoughts about organization, work and co-workers is another way to
understand occupation stress, job satisfaction and employee performance (Wang,
2005). Research indicates that occupationstress leads to dissatisfaction and
hence poor performance of employeeswhich is a negative response that is harmful
to employees and to the organization. This may be due to the occupation
stressing factors like depersonalization, emotional exhaustion, and feeling a
lack of accomplishment at work. Therefore in an era in which rising costs,
shrinking budgets, and personal shortages are common, it is increasingly
important to provide a positive work situation to ensure work stability which
is to reduce occupational stress, increase job satisfaction and hence
employees’ improved performance at work.
Some
effects of occupation stress lead to the reduction in one’s satisfaction hence
a reduced morale to keep employees at the work place. This is worsened through
the confusion in the use of terminology regarding the elements of occupationstress,
relatively weak methodology within specific studies, the lack of systematic
approaches in research, and the lack of attention to many elements of the
specific facets that may lead to increase in occupation stress, interrupt job
satisfaction mood for employees and hence hinder better performance at work (John&Newman,
2006).
Job satisfaction
is very important and not only for the employees but also for the success of
the organisation (Lim, 2007) because if an employee is occupationally stressed,
not satisfied with his job then he will not perform well for the
organisation.Research has it that occupation stress may affect various aspects
of an employe’s job satisfaction factors such as salary level, promotional
opportunities and relationship with co- worker (Schermerhorn et al, 2005)and
therefore this leads to the poor performance. Employers should therefore
consider minimising employee stress at the work placeand mostly emphasise on
how to increase their satisfaction for better employee performance.
Occupation stress
in the workplace is a growing concern in the current state of the economy where
employees increasingly face conditions of over work, job insecurity, low levels
of job satisfaction and lack of autonomy leading to employee job
dissatisfaction. Occupationstress has been shown to have a detrimental job
satisfaction effect on the health and well-being of employees as well as a
negative impac on employee performance. There should be measures to betaken by employees
and organisations to alleviate the negativeimpact of occupation stress and find ways to increase
employee satisfaction and hence improve on their performance.This therefore calls
for employers to take action on occupation stress levels, minimisation and
enhance job satisfaction while increasing employee performance at the workplace
(Yang, 2010).
1.4 Problem Statement
Employer insensibility of
occupational stress as a negative effect
on job satisfaction has increasingly led to the poor performance among employees
at their work place hence resulting into job dissatisfaction reactions like leaving their jobs, absenteeism among
others. Therefore more research is needed in coming up with solution to solve
the occupational stress
uncertainties inorder to curb down the poor perfomance among workers.Therefore this study intended to investigate relationship between occupational
stress, job satisfaction and employee performance among nuses
of Mulago Hospital.
1.5 Purpose
1.6 The purpose of the study was to examine the relationship between occupational stress, job satisfaction and employee performance among nurses at Mulago Hospital.
1.7 Objectives
The study wasguided by
the following objectives;
1. To examine the relationship
between occupational stress andjob satisfaction.
2. To examine the relationship
between occupational stress andemployee performance.
3. To find out the relationship
between job satisfaction and employee performance.
1.8 Scope
The study was carried out among nurses
of Mulago Hospial.Mulago Hospital is located in Kawempe Division Kampala
district. The hospital is on Mulago Hill in the northern part
of the city of Kampala, immediately west of the Makerere
University College of Health Sciences. It is approximately 5
kilometres (3.1 mi), by road, north-east of Kampala's central business
district. Mulago Hospial was chosen as a suitable case study because it has
been in existence for a number of years, has low staffing andan increasing
number of patients making the nurses more vulnerable to occupational stress
that lead to poor performance. Hence information gathered from it can be
inferred on a wider population.
Conceptually the study covered the variables of
occupational stress, job satisfaction and employee performance among nurses of
Mulago hospital. Occupational stress refers to the harmful physical and emotional responses that occur when
the requirements of the job do not match the capabilities resources or the
worker.
Job satisfaction refers to the attitude and feelings people have about their
current job (George, 2008). People’s level of degrees of job satisfaction can
range from extreme satisfaction to extreme dissatisfaction and job performance
refers to the output in terms of quantity and quality that helps the
organization to realize its set objectives. In other words performance can be
measured by traits, behaviors’ and/or outcomes (Bratton & Gold, 2001).
1.9 Significance
The study may compliment
other studies and fill in certain gaps which are uncovered after research
findings. It is anticipated to be of use to a wide range of stakeholders who
include students, academicians, employers, policy makers and researchers.
The study may help
specialists to develop success approaches to challenge occupation stress
conditions for example coming up with strategies like medical screening, stress
surveys among others.
The study is
anticipated act as a tool to identify the major negative effect of occupation stress
and therefore enabling management to come up with far rich mechanisms of control
in form of monitoring employees’ performance in the organisation.
The findings in
the study may help Organisations like
Mulago to formulate appropriate quality service strategies for continuous
employee performance.
The study may help
specialists to analyse the effect of occupationalstress in organisations hence
coming up with possible solution.
If research report is successfully done it is hoped to be useful
to students and academicians as it may form a body of knowledge in line with
the research variables. The study is meant to lead to
identification of gaps which worked as a basis for further research by scholars
in future investigation.
1.10
Occupational
Stress
·
Organizational policy & Strategy
·
Recruitment & Selection
·
Nature of work
·
Employee Personality
·
Communication
Conceptual Framework
Occupational
Stress
·
Organizational policy & Strategy
·
Recruitment & Selection
·
Nature of work
·
Employee Personality
·
Communication
|
Figure 1:A conceptual frame work showing relationship between occupational
stress, job satisfaction and employee performance.
As indicated above in
figure1, occupational stress is caused by occupation factors like
organizational policy and strategy, recruitment and selection, nature of
occupation, employee personality and communication and hence affect employee
job satisfaction either positively or negatively affect the employees emotional
components, cognitive components or behavioural components and this is seen
through employee performance either it increases, poor performance or
unpredicted to some employees who may desire to work for the sake of earning a
living.
1.11
1.12 Chapter Two
1.13 Literature Review
1.14 Introduction
The literature is
reviewed according to study objectives that includeoccupational stress, job satisfaction and employee performance.This
section contains information and data obtained from published materials in
relation to the selected study.
1.15 OccupationalStress and Job Satisfaction
The
previous studies have shown that stress at work has a strong and negative correlation
with job satisfaction (Rizwan et al., 2014). Research observing the same
relationship in the hospitality sector has found only one job stressor, namely
interpersonal tensions, to have a significant negative correlation with job
satisfaction. Job satisfaction was proved to have a significantly negative
relation to the general work stress as well (Yang, 2010.
Occupational stress can reduce
productivity, increase mistakes and accidents at work, encourage absenteeism,
lower morale, increase conflict with others and cause physical and emotional
problems (Pflanz& Ogle, 2006) and finally poor life satisfaction
(Pawar&Rathod, 2007). High levels of work stress are associated with low
levels of job satisfaction. According to Fairbrother& Warn (2003),
occupational stress can be negatively related to job satisfaction among navy
trainees onboard ship. They also revealed that the most important features of
stress onboard ship are uncertainty and loss of control. Sanchez, et al.,
(2004) found that job pressure was negatively associated and was the most
important predictor of job satisfaction.
Job Satisfaction
focuses on three components of organizational behavior that is cognitive,
affective and behavioral and is widely used to determine overall satisfaction
in human capital management (Fairbrother&
Warn, 2003). A number of factors influence job satisfaction and
they change over time, the fluctuation could be attributed to changes within
the work place as well as economic, demographical and social trends (Fairbrother& Warn, 2003).
The literature review paper look at job satisfaction under three sub themes:
motivation, attitudes and for over in relation to cognitive affective and
behavioral aspects. Satisfaction all over the world in the Republic of
Macedonia this is one of the least studied research fields. Many studies have
demonstrated unusual large impact on the job satisfaction on occupational
stress and hence also on performance of business organizations. There is a
considerable impact of the employees perceptions for the nature of his work and
the level of overall job satisfaction. Financial compensation have a great
impact on the overall job satisfaction of employees. In this case unstressed
employees perform better on their jobs compared to those employees that are
facing occupational stress because unstressed employees are satisfied with
their jobs.
Occupational stress comes from two major
effects that have stemmed from the economic changes known as ‘work intensification’
and ‘job insecurity’. Whereby work intensification is the
extent to which employees are being
forced to work faster and harder than they have been before , while job insecurity refers to
the subjective feelings about the
risk of job loss as
expressed by employees themselves
( Burchell, 2002). And due to this, employee job satisfaction reduces as their
morale is affected by both work intensification and job insecurity hence poor
performance at work. Therefore in this dynamic occupation situation, employers
should be able to work together with their employees to enhance job
satisfaction hence improving employee performance.
1.16 Occupational Stress and Employee Performance
Occupational stress affects employee performance.
Empirically researches have shown a negative relation between stress and
performance. High level of stress is known to bring down job performance
(Beehr& Newman, 2008).Interestingly, very low or no stress is also found to
be associated with low performance. The stress performance relationship is best
shown as an inverted–U wherein moderate level of stress seems to maximize
performance. Besides the degree of stress, performance may also be a function
of different kind of stressors e.g. Job pressures due to time, financial
responsibility etc.
Performance of an employee can be stated as all of the
behaviour employees engage in at work. The definition probably is slightly
misleading because at times people might be engaging themselves in work which
has no relation to their job performance (e.g. making personal phone calls).
More appropriate way then would be as suggested by Daftur, & Nair (2000)
according to which job performance is stated as a collection of behaviour
employees engage in at work, as long as that behaviour contributes to the
attainment of organizational goals.
Occupational stressors are seen to have both direct and
indirect effect on job performance. Stressors in the form of situational
constraint have a direct inhibiting effect on performance. Stressors affecting
antecedents to performance, act indirectly e.g. level of effort, hence
impacting performance(Nowack, 2000). Of all antecedents to performance,
stressors are most unlikely to affect the innate ability e.g. knowledge and
skill, thinking style, present with an employee as these are enduring
characteristics of an individual. How stressors than affect job performance
(negatively or positively) therefore must be by influencing the choices
employees make regarding where to direct their efforts, the level of effort to
exert, and whether or not to utilize their innate abilities fully (Nowack,
2000).
Interestingly most of the occupational stress research has
treated job performance as a uni-dimensional concept. It will be more
beneficial to our body of knowledge if job performance is taken as a
multidimensional concept wherein every single dimension of behaviour that
constitutes job performance like proficiency in communication, maintaining
discipline, commitment towards work etc. can be studied independently for
examining the stressor-performance relation.
Organizations
incorporate programs like total quality management, employee involvement, job
enrichment, skill-based pay, gain sharing plans to gain a competitive edge (Kaliski,
2007). The objective of such interventions is to
increase organisation performance by controlling employee behavior on the job
and actively contribute towards achieving organizational objective, and thus building
strong environment that is stress free.
One of the core objectives of management is to increase efficiency by
getting maximized productivity at a minimum cost in an organisation which is
considered to be crucial for job performance Thus, it can be said that
unstressed environment is to push workers towards improved performance (Kaliski, 2007).
Occupational stress is widely known
to affect all professions and category of workers. It is of great concern to
management, employees and other stakeholders of the organization; every job
seems to have a potential stressor in an organization. Continuous effort on
research over decades has provided an insight on occupational stress effect on
job performance. Research suggests that nature and degree of occupational
stress affects job performance across industry and also in business
establishments within an industry. The reasoning could be as occupational
stress is the result of interaction of an individual with the work environment
and as every job has its own typical environment and every person is different
from another, the nature and effect of stress changes from job to job and
person to person. Occupational stress is the nonspecific response of the body
to any demand placed upon it. It is a mental and physical condition which
affects an individual‘s productivity, effectiveness, personal health and
quality of work which in turn affects ones performance in an organization
(Bogdanic, 2007).
Researchers commonly agree that occupational stress is a serious
problem in many organizations. The cost, organizations pay for occupational
stress is also seen as high. In terms of money, reports from International
Labour Organization suggest that inefficiencies arising out of occupational
stress may cost up to10 percent of a country‘s GNP (Punekar, et. al., 2008). At
an individual level it becomes a cause of many diseases even mortality.
Punekar, et. al., 2008), further stated that occupational stress impacts the
entire life of a person, affecting their well-being, their quality of life and
not just their working life which hinders job performance (Punekar, et. al.,
2008).
It is generally
accepted that untreated occupation stress is associated with increased levels
of employee poor performance. Where there is no reduction to occupation stress,
employees will bear less satisfaction therefore leading them to poor
performance at their place of work
and adopt to tendencies
like absenteeism and turnover, as well as lost work days due to sick
leave (Williams,2003). AccordingtoWichert (2002), employers should reduce
occupational stress for example through ensuring job security of employees and
this will encourage them to have morale
for their work hence improving on performance at work. Therefore employers
having reduced on occupational stress, employees will feel satisfied and hence
perform better to the organisational expectation.
1.17 Job Satisfaction and Employee Performance
Job satisfaction
represents one of most complex areas facing today’s employers when it comes to
managing their employees. Many studies have demonstrated on unusually large
impact on the job satisfaction on the job performance, and hence also on
performance of business organizations unfortunately in our region job
satisfaction has not still received the proper attention from neither scholars
nor managers of various businesses organization.Despite its wide usage in
scientific research as in everyday life, there is still no general agreement
regarding what job satisfaction is in fact there is no final definition on what
job represents. Therefore before a definition on job satisfaction can be given,
the nature and importance of work as a universal human activity must be
considered. Different authors have different approaches towards defining job
satisfaction some of the most commonly cited definitions on job satisfaction
are analyzed in the text that follows.
Job satisfaction
represents a combination of positive or negative feelings that workers have
towards their work mean while when employee in business organized, brings with
it the needs, desires and experiences which determinates expectations that he
has dismissed.
Job satisfaction represents the extent
to which expectations are and match the real awards. Job satisfaction is
closely linked to that individual’s behavior in the work place. Job
satisfaction is a workers sense of achievement and success on the job it is
generally perceived to be directly linked to producing as well as to personal
well being (Kaliski, 2007). Job satisfaction is further implies enthusiasm and
happiness with ones effort. Job satisfaction further implies enthusiasm and
happiness with one’s work. Job satisfaction is key ingredient that leads to
recognition, income, promotion and the achievement of other goals that lead to
a feeling to fulfilment (Kaliski, 2007).
Job satisfaction refers to the attitude
and feelings people have about their current job. People’s level of degrees of
job satisfaction can range from extreme satisfaction to extreme
dissatisfaction. In addition to having attitudes about their jobs as a whole.
People can have attitudes about various aspects of their job such as the kind
of work they do, their co workers, supervisors or subordinates and their pay
(George et al, 2008).Job satisfaction is a complex and initiated concept which
can mean different things to different people. Job satisfaction is not clear.
Satisfaction is not the same as motivation. Job satisfaction is usually linked
with motivation, but the nature of this relationship is not clear. Satisfaction
is not the same as motivation. Job satisfaction is more of an attitude, an
internal state. It could for example associate with a personal feeling of
achievement, either qualitative or qualitative (Mullinns, 2005). We consider
that job satisfaction represents a feeling that appears as psychological needs
(Ayeni, &Phopoola (2007).
Job satisfaction can be
considered as one of the main factors when it comes to efficiency and
effectiveness of business organizations. In fact the new managerialparadigin
which insists that employees should be
treated end considered primarily as human that have their own wants, personal
desires is a very good indicator for the importance of job satisfaction in
contemporary companies. Job satisfaction represents one of managing their
employees. Although thousands of papers and research have been conducted on job
employees achieve an adequate level of work life balance in personal level,
management investments on the level of employees motivation can be wasted.
This view points is based on hierarchy
of needs theoretical framework proposed by Abraham Maslow, according to which
there is a certain hierarchy for individual needs and more basic human needs to
be satisfied in order for the next level needs to serve as motivations.Satisfaction
all over the world, in the republic of Macedonia this is one of the least
studied research fields. Many studies have demonstrated an instantly large
impact on the job satisfaction on the motivation of workers, while the level of
motivation has an impact on productivity and hence also on performance of
business organizations. There is a considerable impact of the employee’s
perceptions for the nature of his work and the level of overall job
satisfaction of employees.
Managing
the performance of employees forms an integral part of any organizational
strategy and how they deal with their human capital (Meyer & Kirsten,
2005). Task performance is the proficiency with which job holders perform core
technical activities that are important to their jobs (Meyer & Kirsten,
2005), postulate that task performance is how well an employee performs the
required tasks associated with his/her job and the extent to which they meet
the official expectations. Bratton, & Gold,
(2007) found that where employees were committed in form of working
longer hours and are satisfied with the work conditions they exhibit effective
performance.
Wright
and Wefald, (2009), look at the relationship between job satisfaction and
employee performance in terms of results and importance of having happy
employees. They state that when employees have high levels of job satisfaction,
they perform better and are less likely to leave their job. Making happiness a valuable tool for
maximizing organizational outcomes and effective employee performance.
Researchers have put a considerable amount of effort into attempts to
demonstrate that the two are positively related in a particular fashion: a
happy worker is a good worker and a performer. Although this sounds like a very
appealing idea, the results of empirical literature are too mixed to support
the hypothesis that job satisfaction leads to better performance and happy
workers or even that there is a reliable positive correlation between these two
variables (Wright & Wefald, 2009).
The
relationship between job satisfaction and performance is an issue of continuing
debate and controversy. One view, associated with the early human relation's
approach, is that satisfaction leads to performance (Bratton, & Gold, 2007).
An alternative view is that performance leads to satisfaction. However, a
variety of studies suggest that research has found only a limited relationship
between satisfaction and work output and offer scant comfort to those seeking
to confirm that a satisfied worker is also a productive one (Wright &
Wefald, 2009). Labor turnover, poor performance and absenteeism are commonly
associated with dissatisfaction, but although there may be some correlation,
there are many other possible factors. When employees have low levels of job
satisfaction, they are more likely to quit their job (Wright & Wefald,
2009). No universal generalizations about worker dissatisfaction exist, to
offer easy management solutions to problems of turnover and absenteeism.
According
to Malik (2011), Job satisfaction describes how contented an individual is with
his job. The happier people are contented with their jobs, the more satisfied
they are said to be. Employees who are not attended to do not have loyalty
towards their organizations and therefore cannot produce profits. They endanger
the very existence of their organizations, jeopardizing the creation of
national wealth in the long run. It’s therefore asserted that, it’s important
for managers to take this in to consideration. Laffaldano & Muchinsky, 1985,
there are also stronger relationships depending on specific circumstances such
as mood and employee level within the company (Coomber, 2007) also found out
that, job performance and job satisfaction relationship follows the social
exchange theory; employees performance is giving back to the organization from
which they get their satisfaction. One of the most challenging subjects in job
satisfaction is its relation with performance (Coomber, 2007). Job satisfaction
leads to higher productivity, organizational responsibility, physical and
mental health, so a person will work with better mood and will learn more
skills and finally promotion in his performance (Coomber, 2007).
1.18 Hypotheses
1.
There is a significant negative relationship
between occupational stress and job satisfaction.
2.
There is a significant negative relationship
between occupational stress and employee performance.
3. There is
a significant positive relationship between job satisfaction and employee
performance.
1.19 Chapter Three
1.20 Methodology
1.21 Introduction
This chapter explains the methods that was used in
collecting and analysing data which include research design, population,
sample size, research
instruments, quality control, procedure, data management and data analysis.
1.22 Research Design
The
study adopted a correlation research design because it is a specific type of
non-experimental design used to describe the relationship between or among
variables. The design has two forms; the first is a relational design because
the basic intent is to explain the relationship or association between two or
more variables. The second is a prediction design the purpose is to identify
variables that can effectively predict some outcome or criterion. The
correlation research design was used to measure relationship between occupational
stress, job satisfaction and employee performance of nurses at Mulago hospital.
1.23 Population
The
study population comprised of 80 respondents of 980 nurses of Mulago Hospital participated
in the study (Mulago Hospital, Human
Resource Department, Employment Division 2016).The respondents answerered
the questionnaire which was administered to them by the researcher in order to
get information concerningrelationship between occupational stress, job
satisfaction and employee performance of nurses at Mulago Hospital.
The researcher believed this category of respondents provided the relevant
knowledge that assisted in the realization of the objectives under
investigation.
1.24 Sample
The
sample size was determined using Krejcie Morgan (`1970) table of sampling and a
sample size 80 respondents was recruited to participate in the study. The
sample composed of 80 respondents selected from 980 nurses of Mulago Hospital .
The researcher used a random sampling technique to sample for the respondents
and this was because of its ease of use and accuracy of representation.
1.25 Research Instruments
The
instrument consisted of a purposive developed self-administered questionnaire,
comprised of closed ended questions that required each respondent to choose the
preferred option from the alternatives given. It comprised of section ‘‘A, B,
C,D’’ where section A had bio-data with 6 items, section B had occupational
stress with 15 items, section C having job satisfaction with 16 items and D had
employee performance with 15 items. They was scaled on 4 popular criteria of
strongly agree=1, I agree= 2, I disagree=3 and strongly disagree=4.
1.26 Quality Control
Quality control is an integral part of
research when collecting data; as such the study questionnaires were tested for
reliability and validity prior to the study.
1.27 Procedure
The researcher received
a letter of introduction from Makerere University, School of Psychology,
Department of Organizational and Educational Psychology which was given to the
Human Resource Manager of Mulago
hospital. Upon allowing the researcher to carry out the study, permission was granted, the researcher then
proceed to explain to the selected respondents the purposes of the study and
assured them of confidentiality. A
number of questionnaires were given to willing nurses to fill in the
information with the guidance of the researcher. After, the researcher
collected the questionnaires from the nurses and compiled the information from
different nurses. Then questionnaires were collected for analysis.
1.28 Data Management
After collecting the
questionnaires, they were sorted and edited for consistency, accuracy and
competences using a statistical table. Case numbers were assigned to each one
of them. A table is systematic arrangement of data in column and rows. The
purpose of a table was to simplify the presentation and to facilitate results
that was entered in a computer statistical program for analysis.
1.29 Data Analysis
After
coding the data, it was entered into the computer for analysis. The data was analyzed
using the statistical package for social sciences (SPSS) from where; frequency
percentage tables were used to analyze data while Pearson Product Moment
Correlation Coefficients was used to test the hypotheses of the study.
2.0 Chapter Four
This
chapter contains a presentation of research findings done in two sections. The
first section presents the respondents’ bio data (descriptive statistics) in
the frequency percentage tables whereas the second section presents the
inferential statistics describing the relationship between occupational stress, job satisfaction and employee performance among
nurses atpresented using correlation coefficients.
Respondents were asked to indicate their
background information regarding their gender, age, marital status, level of
education, religion, terms of employment and length of service with the
hospital. Frequencies of responses were obtained and computed into percentages
as shown in Table 1.
Variable
|
Frequency
|
Percentage
(%)
|
Gender
Male
Female
 Total |
10
70
80
|
12.5
87.5
100.0
|
Age
24-30
31-35
36-40
 41 and
above
Total
|
45
15
10
10
80
|
56.25
18.75
12.5
12.5
100.0
|
Marital
status
Single
Married
Divorced
Widowed
 Total |
30
45
2
3
80
|
37.5
56.25
2.5
3.75
100.0
|
Level of
education
Certificate
Diploma
Degree
Masters
Total
|
20
52
5
3
100.0
|
25
65
6.25
3.75
100.0
|
Religion
Protestant
Catholic
Moslem
SDA
Total
|
30
35
10
5
80
|
37.5
46.25
12.5
6.25
100.0
|
Length of
service
5years
6-10 years
11 and above
Total
|
30
45
5
80
|
37.5
56.25
6.25
100.0
|
The study findings showed that majority of
the respondents were females (87.5%) and (12.5%) were males. The findings also
showed that the biggest percentage of respondents were aged between 24-30 years
(56.25%), followed by those who were aged between 31-35 (18.75%). Respondents
aged 36-40 constituted 12.5 % while those aged 41 and above were 12.5%. The
findings also showed that majority of the respondents were married (56.26%),
followed by those single (37.5%), (3.75%) were widowed and those divorced (2.5%)
were the least. The findings also showed that majority of the respondents’ level
of education was Diploma (65%), followed by those with Certificates (25%) and
(6.25%) for the Degree, with the least masters (3.75%).
Furthermore, the findings indicated that
majority of the respondents were Catholics (46.25%), followed by the Protestants
(37.5%), then the Muslims (12.5%) and the least being the SDA (6.25%). Finally,
the research showed that majority of the respondents had worked for the
hospital for 6- 10 years (56.25%),
followed by those of 5years plus (37.5%) and then those from 11 years and above.
Occupational Stress
and job Satisfaction
The
first hypothesis stated that there is
significant relationship betweenoccupational stress
and job satisfaction. Pearson Product Moment Correlation
Coefficient (r) was used to test the hypothesis as shown in Table 2.
Occupational
stress
|
Job
satisfaction
|
||
Occupational
stress
Job
satisfaction
|
Pearson
Correlation
Sig.
(2-tailed)
N
Pearson
Correlation
Sig.
(2-tailed)
N
|
1
80
.119
294
80
|
.119
284
80
1
80
|
Table 3:Occupational Stress and Employee
Performance
Occupational
stress
|
Employee
performance
|
||
Occupational
stress
Employee
performance
|
Pearson
Correlation
Sig.
(2-tailed)
N
Pearson
Correlation
Sig.
(2-tailed)
N
|
1
80
-.351
.025
80
|
-.351
.025
80
1
80
|
Job Satisfaction and
Employee Performance
The third hypothesis
stated that job satisfaction and employee performance
are significantly related. Pearson Product Moment Correlation Coefficient(r)
was used to test the hypothesis as shown in Table 4.
Table 4: Correlation between Job Satisfaction and Employee
Performance
Job
satisfaction
|
Employee
performance
|
||
Job
satisfaction
Employee
performance
|
Pearson
Correlation
Sig.
(2-tailed)
N
Pearson
Correlation
Sig.
(2-tailed)
N
|
1
80
.507**
.000
80
|
.507**
.000
80
1
80
|
2.1 Chapter Five
2.2 Discussion, Conclusion and Recommendations
2.3 Introduction
This chapter presents the discussion of
the findings of the study which is done in relation to the study hypotheses and
literature review. The first section discusses the relationship between occupational stress and job satisfaction, the second
section discusses the relationship occupational stress
and employee performance, while third section discusses the
relationship between job satisfaction and employee
performance. Furthermore, in this chapter, a conclusion is
drawn, recommendations are given, and suggestions for future research are made.
Occupational Stress
and job Satisfaction
The
first hypothesis stated that there is a signicant relationship between occupational stress and job satisfaction. The results
indicated a astrong relationship between
occupational stress and job satisfaction. Implying that
people who experience stres aat work are
likey not to be satisfied with their job in the organisation
The results of the current study are in
agreement with previous studies including an investigation conducted by
Occupational Stress
and Employee Performance
Job Satisfaction and
Employee Performance
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