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MANAGING THE EFFECT OF JOB STRESS ON EMPLOYEE PERFORMANCE IN

TERTIARY INSTITUTIONS: A STUDY OF DELTA STATE UNIVERSITY

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 Ignatius Ajuru University/ Business & Marketing Chronicle Vol. 5 No. 2 30

MANAGING THE EFFECT OF JOB STRESS ON EMPLOYEE PERFORMANCE IN

TERTIARY INSTITUTIONS: A STUDY OF DELTA STATE UNIVERSITY
JOY ITOYA, PhD.
Department of Business Administration
Ambrose Alli University
Ekpoma.
&
INNOCENT IGBOKWE, PhD.
Department of Educational Management and Policy
Nnamdi Azikiwe University
Awka.
Abstract
The study examined the effect of job stress on employee performance in tertiary
institutions, using Delta State University, Abraka Campus as the study area. The
study adopted descriptive survey design. Statistical tools of analysis were
summary statistics of percentages and Chi-square (χ2) test of independence. All
tests were conducted at 0.05 level of significance. Findings indicate that pressure
of work overload and role conflict as sources of job stress have negative and
significant effect on employee performance in tertiary institutions. The study
concludes that putting too much pressure and stress on employees often results
in negative consequences, capable of reducing their performance. The study
recommends among others that employers should endeavour to always assign
tasks that their employees’ capabilities can adequately cope with to avoid
situations that lead to work stress.
Keywords: Job Stress, Performance
Background to the Study
In today’s world of work, stress has become a serious issue. It has many sources and some of
them are work overload, role conflict, lack of task autonomy, job insecurity, long hours of work, changes in
duty, schedule, tight deadlines, unhealthy relationship with colleagues among other sources
(KamalakUmati& Ambika, 2013). In today’s work environment employees experience different types of
stress in their workplaces. Stress is a complex and dynamic concept and it affects overall performance of
the employees in the organization. When employees who are the most important asset of the organization
face stressful situation, it elicits some negative work behaviour such as absenteeism, lateness to work and
generally low productivity (Arbabisarjon, Ajdari, Omeidi & Jalalinejad, 2013).
Stress can affect both the individual and the organization (e.g. increased turnover rates). Similarly,
individuals can be affected by stress at the psychological, affective and behavioural levels and in their
leisure times and family life. Also, it can affect individuals and organizations at different time frames, just as
its reactions can occur immediately (short-term reaction) and/or may take longer time to occur (long-term
reactions). With respect to physiological responses, stress has an effect on the cardiac system. For
instance, individuals (employees) in high-strain jobs (jobs with high demand and low job control) show
higher blood pressure than individuals in other types of jobs (Okeke, Ojan&Oboreh, 2016). This is a cause
for worry.
Mullins (2007) explains that stress is one of the most pressing problems facing European
Companies and major cause of adverse influence on the quality of work-life and employee performance. In
line with the Health and Safety Executive (HSE), intense stress can cause mental and physical health
disorder such as depression, nervous breakdown and other heart related illness. In other words job stress
 Joy Itoya, PhD. & Innocent Igbokwe, PhD. 31

has a significant effect on job satisfaction and organizational commitment and it can cause high rate of
absenteeism and staff turnover. Similarly, Khatibi, Asadi& Hamidi (2009) posit that job stress and
organizational commitment are negatively associated.
Conceived as the way the individuals respond to conditions that scare, threaten, anger, bewilder or
excite them, stress is a psychological concept that affect health, well-being and job performance in negative
dimensions (Casey, 2013). It is a condition where job related factors interact with the worker to change his
psychological or physiological condition such that he is forced to deviate from normal functioning (Ozioko,
Uwakwe&Asadu, 2014 in Dina, 2016). Evidently, such situations could be very stressful to the workers thus
leading to poor performance (Isebe, 2015). Such stressful situations according to Jamadin (2015), presents
with headache, sleeplessness, difficulty in concentration, stomach upset, aggressive or hostile behaviour,
snapping and constant argument with colleagues among other problems.
The university is an academic institution where high level manpower are trained for the
development of the country and new innovation in technology has blurred the boundary between work and
life outside work to the extent that work goes beyond the official stipulated hours. Consequently, employees
are increasingly recognizing that work is seriously infringing on their personal lives and they are not happy
about the development because it is a prominent source of job stress. In the light of the above, the study
examines the effect of job stress on employee performance in tertiary educational institution by specifically
looking at the effect of work overload and role conflict as sources of stress on performance.
Objectives of the Study
The broad objective of the study is to examine the effect of job stress on employee performance in
tertiary institutions, using the non-teaching staff of the Delta State University as the study area. However,
the specific objectives are to:
(i) Determine the effect of pressure of work overload as a source of job stress on employee
performance in tertiary institutions.
(ii) Investigate the effect of role conflict as a source of job stress on employee performance in tertiary
institution.
Research Questions
The following research questions were raised to guide the objectives of the study:
(i) What is the effect of pressure of work overload as a source of job stress on employee performance
in tertiary institutions?
(ii) How does role conflict as a source of job stress affect employee performance in tertiary institutions?
Statement of Hypotheses
The following null hypotheses were formulated to guide the objectives of the study and strengthen
the analysis:
(i) Pressure of work overload as a source of job stress does not have negative and significant effect on
employee performance in tertiary institutions.
(ii) Role conflict as a source of job stress does not have negative and significant effect on employee
performance in tertiary institutions.
Scope of the Study
The study examines the effect of job stress on employee performance, using the senior members
of non-teaching staff of Delta State University as the units of observation. Issues under investigation are the
effect of work overload and role conflict as sources of job stress on employee performance.
Conceptual Review
The related literature is reviewed under the following sub-headings:
 Ignatius Ajuru University/ Business & Marketing Chronicle Vol. 5 No. 2 32

Job Stress
Bashir and Ramay (2010) define stress as the unfavourable reaction people have in connection to
too much pressures or other type of demands placed on them both within the internal and external work
environment. From the point of view of psychology, Sheikh (2006) defines stress as any state during which
the body tends to mobilize its resources and utilize more energy than it ordinarily would have been.
According to Archibong, Bassey and Effiong (2014), stress is a pattern of disruptive psychological and
physiological functioning that occurs when an environmental event is appraised as a threat to important
goals and one’s ability to cope. To Dina (2016), job stress can be defined as condition where job related
factors interact with the worker to change his psychological or physiological condition such that he/she is
forced to deviate from normal functioning or behaviour. In the opinion of Ikonne (2015), stress is an
important psychological concept that can affect health, well-being and job performance in negative
dimensions. It is regarded as a force that pushes a physical or psychological factor beyond its range of
stability, producing a strain within the individual experiencing it. Stress at workplace has become an
important topic of study in organizational behaviour. As a crucial aspect of human resource management, it
has psychological and physiological effects on both the employee and the manager by affecting their health
and performance at work (Aniedi, Offiong and Effiom, 2014 in Okeke, Chukwuebuka and Amobi, 2017).
They note that stress is a major cause of negative work attitudes and high labour turnover in the
organization. They contend that employee under stress can be a problem to other employees, especially if
he/she is handling dangerous equipment/machines as well as cause other unpleasant health conditions to
the employees.
Work overload which refers to the concentration of huge amount of tasks on an employee is a
prominent source of stress. When such an employee is unable to cope with the tasks allocated to him/her,
stress will set in and it negatively affect the performance of the employee (Ali, Raheem, Nawaz and
Imamuddin, 2014). Work overload arises when people are expected to do more tasks than the available
resources such as time and human or mental capabilities can actually carry and that it reduces the
performance rate of the individual employee.
In a related development, when the role requirements of the employee are irreconcilable, it leads to
role conflict. It can equally manifest when an employee faces many contradictory or ambiguous job
assignments. It creates an unpleasant situation because commitment to the role makes it difficult for the
employee to adequately contribute to the demands of the task (Seller and Damas, 2002). Role conflict, as it
were, diminishes performance because it leads to stress and burnout. In extreme situations, the employee
who is experiencing role conflict ends up doing nothing due to the ambiguity that surrounds the role
(Ammar, 2006).
Performance
Rabindra, kuma and Lalatendu, Jena (2016) Performance is a multi component concept and on
the fundamental level one can distinguish the process aspect of performance that is from an expected
outcome. Performance in the form of task performance comprises of job explicit behavior which includes
fundamental job responsibilities assigned as a part of the job description. Performance is multidimensional
in meaning as a concept In essence its elements include effectiveness, economy, efficiency, productivity,
quality and behaviour. It can therefore be tangible or behavioural. In the opinion of Drucker (1964) cited in
Uwa (2018), performance is consistent ability to produce results over prolonged period of time and in a
variety of assignments. But according to Michelle (2009), performance is as a result of inputs like traits as
initiatives, penetration, foresight, loyalty, integrity, leadership, etc. On the other hand, Kaplan and Norton
(1996) define organizational performance as a set of financial and non-financial indicators capable of
assessing the degree to which organizational goals and objectives have been accomplished. However,
 Joy Itoya, PhD. & Innocent Igbokwe, PhD. 33

within the context of this study, performance would be measured in terms of the extent employees are able
to perform their respective tasks satisfactorily.
Therefore, work overload which refers to the concentration of huge amount of tasks on an
employee is a prominent source of stress. When such an employee is unable to cope with the tasks
allocated to him/her, stress will set in and it negatively affect the performance of the employee (Ali,
Raheem, Nawaz and Imamuddin, 2014). Idris (2011) posits that work overload arises when individuals are
expected to do more than the available resources such as time and human or mental capabilities can
actually carry and that it reduces the performance rate of the individual employee.
In a related development, when the role requirements of the employee are irreconcilable, it leads to
role conflict. It can equally manifest when an employee faces many contradictory or ambiguous job
assignments. It creates an unpleasant situation because commitment to the role makes it difficult for the
employee to adequately contribute to the demands of the task (Seller and Damas, 2002). Role conflict, as it
were, diminishes performance because it leads to stress and burnout. In extreme situations, the employee
who is experiencing role conflict ends up doing nothing due to the ambiguity that surrounds the role
(Ammar, 2006).
Research Design
The study adopted descriptive survey design to facilitate the generalization of research results for
the entire population of interest. Apart from that Obasi (2000) observes that survey method is always useful
in the collection of primary data for studies of this nature, especially when the necessary data cannot be
found in any statistical record in form of secondary data.
Area of the Study and Population
The study used senior non-teaching staff of the Delta State University, Abraka Campus as the units
of investigation. Through a pilot study commissioned by the researcher, 511 members of specified category
of staff were identified from the campus. Thus, the population of the study is 511 senior admin staff across
the faculties and central administration block.
Sample Size Determination and Sampling Technique
In determining the sample size for the study, we applied Taro Yameni’s Statistical formula for
determining sample size from a finite population. The procedure is as outlined below:

Where:
n = Sample size to be determined
N = Entire population of interest
e = Error margin (0.05)
1 = Constant (unity)
Substituting the values in the formula, we have:

Thus, the sample size for the study is 224 senior non-teaching members of staff in the
university.Concerning the sampling technique used in selecting the units of observation, the researchers
employed systematic sampling method. This method was chosen in preference to other methods because
of its unique attributes of random start and sampling interval which enables the method to evenly-spread
the sample across the population of interest.
 Ignatius Ajuru University/ Business & Marketing Chronicle Vol. 5 No. 2 34

Instrument for Data Collection

An item structured instrument designed to reflect the modified five (5) point Likert scale was used
to elicit information from the respondents in the campus. The instrument was both face and content
validated by experts to ensure that it can measure what it was meant to measure. Similarly, the reliability of
the instrument was established through the method of test re-test and the estimated coefficients are 0.90,
0.80 and 0.73 for the two research questions respectively with an average coefficient of 0.81 (see Appendix
II for details of estimation). Thus, the instrument is 81 percent reliable and it was considered very adequate
for the study.
Method of Data Collection and Analysis
The researchers made use of direct questionnaire distribution method. The approach enabled the
researchers to assess whether the respondents actually understood the questionnaire items so that
clarifications/explanations may be made. The volume of non-response rate which often associate with
surveys of this nature was also reduced. Out of the 224 copies of the questionnaire issued out, 197 were
completed and returned thus showing a response rate of 87.9 percent.
With regard to method of analysis, the data were analyzed quantitatively through application of
summary statistics of percentages and chi-square (χ2) inferential statistics. All tests were carried out at 0.05
level of significance that being the probability at which we were willing to risk Type I error.
Demographic Characteristics of the Respondents
The demographic features of the respondents such as gender, age, educational qualification,
length of time in service (in years), etc, were discussed in this section of the analysis to assess the capacity
and suitability of the respondents in discussing all issues relating to employee job stress and performance
in the organization.
Demographic Features of the Respondents
S/N Demographic Features Frequency Percentage of Total
1. Gender: Male 96 48.7
Female 101 51.3
Total 197 100.0

2. Age Interval: 18 – 27 14 7.3

28 – 37 48 24.1
38 – 47 73 37.0
48 – 57 41 20.7
58 and above 21 10.9
Total 197 100.0

3. Educational Qualification:
WAEC 15 7.6
OND/NCE 33 16.8
HND/First Degree 89 45.2
Masters 27 13.7
Professional Cert 29 14.7
Ph.D 4 2.0
Total 197 100.0

4. Length of Time in Service:

 Joy Itoya, PhD. & Innocent Igbokwe, PhD. 35

Below 5 yrs 20 10.2

5 – 10 yrs 50 25.4
11 – 15 yrs 87 44.1
16 and above yrs 40 20.3
Total 197 100.0
Source: Field Survey, 2020
The analysis of demographic features of the respondents showed that 101 representing 51.3
percent of the sample are female thus showing that there are more female respondents in the sample than
male respondents. The table shows that 183 representing 92.7 percent of the sample are within the age
bracket of 28 years and above. In terms of education, 182 representing about 92.4 percent of the sample
have qualifications ranging from Ordinary National Diploma (OND) or National Certificate of Education
(NCE) and above. The analysis of organizational tenure shows that 89.8 percent of them have worked for
upward of 5 years and above in the institution. The implication of the results is that the respondents are in a
position to effectively discuss all issues relating to job stress and performance.
Answer to Research Questions
The research questions raised to guide the study were analyzed in this section to determine the
extent they relate to the issues under investigation.
Table 2: Pressure of Work Overload and Employee Performance
S/N Items of the Questionnaire Alternative Responses Total
SA A D SD UND
1. Pressure of work overload weighs the 69 83 20 15 10 197
employee down thereby causing job stress (35.0) (42.1) (10.2) (7.6) (5.1) (100)
which leads to poor performance.

2. Assigning huge task to the employee more 71 83 18 10 15 197

than he/she can cope with is always counter- (36.0) (42.1) (9.1) (5.1) (7.6) (100)
productive.

3. Overload occurs when the employee is 65 89 20 13 10 197

expected to do more than time permits and it is (33.0) (45.2) (0.2) (6.6) (5.1) (100)
frustrating.

4. Task autonomy will not allow work overload 80 72 18 20 7 197

and employees will be at their bests in (40.6) (36.5) (9.1) (10.2) (3.6) (100)
workplace.

5. Environmental pressure occasioned by 73 80 22 12 10 197

excessive workload causes stress to the (37.1) (40.6) (11.2) (6.1) (5.1) (100)
employee.
Total 358 407 98 70 52 985
Percentage of Total (36.3) (41.3) (9.9) (7.1) (5.3) (100)
Note: (SA = Strongly Agree; A = Agree; D = Disagree; SD = Strongly Disagree and UND = Undecided).
: (Figures in parenthesis are percentages).
Table 2 shows that on the average, 36.3 percent of the respondents strongly agreed with all the
statement of the items 41.3 percent of them also agreed with the statements but not strongly, 9.9 percent
 Ignatius Ajuru University/ Business & Marketing Chronicle Vol. 5 No. 2 36

disagreed, 7.1 percent strongly disagreed while 5.3 percent of them had no opinion on all the issues raised
in the section. However, variation across the items showed that whereas 35 percent and 42.1 percent
strongly agreed and merely agreed with item 1, 33 percent and 45.2 percent did so for item 3 respectively.
Table 3: Role Conflict and Employee Performance
S/N Items of the Questionnaire Alternative Responses Total
SA A D SD UND
1. Lack of effective organizational planning and 68 79 22 18 10 197
coordination leads to stress which negatively (34.5) (40.1) (11.2) (9.1) (5.1) (100)
affects performance.

2. When role requirements of an employee are 61 89 25 12 10 197

irreconcilable, it creates a conflict which (31.0) ( 45.2) (12.7) (6.1) (5.1) (100)
causes stress to the employee.

3. When an employee faces many contradictory 73 80 19 15 10 197

job assignments, it becomes a serious (37.1) (40.6) (9.6) (7.6) (5.1) (100)
source of job stress.

4. When an employee performs different roles 85 60 23 20 9 197

that conflict with one another, performance (43.1) (30.5) (11.7) (10.2) (4.6) (100)
diminishes.

5. Conflicting demands of the three key 81 79 17 15 5 197

stakeholders in the organization (employer, (41.1) (40.1) (8.6) (7.6) (2.5) (100)
employee and customer) can cause stress.
Total 368 387 106 80 44 985
Percentage of Total (37.4) (39.3) (10.8) (8.1) (4.5) (100)
Note: (SA = Strongly Agree; A = Agree; D = Disagree; SD = Strongly Disagree and UND = Undecided).
: (Figures in parenthesis are percentages).
The analysis of respondents opinion in this section shows that on the average, 37.4 percent of the
respondents strongly agreed with all the statement of the items, 39.3 percent merely agreed, 10.8 percent
disagreed, 8.1 percent strongly disagreed and 4.5 percent of them were undecided on all the issues raised
in the section. But apart from the averages, there are variations across the items. For instance, whereas
37.1 percent and 40.6 percent strongly agreed and merely agreed with item 3 respectively, 43.1 percent
and 30.5 percent did so for item 4 respectively.
Test of Hypotheses
The hypotheses formulated to guide the objectives of the study and strengthen the analysis were
tested in this section through the application of chi-square (χ2) test of independence. All tests were
conducted at 0.05 level of significance and 16 degrees of freedom (df).
Hypothesis One
Ho: Pressure of work overload as a source of job stress does not have negative and significant effect
on employee performance in the tertiary institution.
H1: Pressure of work overload as a source of job stress have negative and significant effect on
employee performance in tertiary institution.
 Joy Itoya, PhD. & Innocent Igbokwe, PhD. 37

Table 5: Summary of Chi-Square (2) Test for Hypothesis I

Hypothesis Sample Degree of Chi-Square (2) Values Significance Decision
Size (n) Freedom (df) 2cal. 2crit. level () Rule
I 224 16 31.612 26.296 0.05 Rejected
Note:  cal. means calculated value of  and  crit. means the critical value of  .
2 2 2 2

Decision Rule I:
At 0.05 level of significance and 16 degrees of freedom, the value of calculated χ2 (31.612) is
greater than the value of critical χ2 (26.296) (see Appendix III for details). Consequently, the null hypothesis
was rejected while the alternative which suggests that pressure of work overload as a source of job stress
have negative and significant effect on employee performance in tertiary institution was accepted.
Hypothesis Two
Ho: Role conflict as a source of job stress does not have negative and significant effect on employee
performance in tertiary institution.
H1: Role conflict as a source of job stress have negative and significant effect on employee
performance in tertiary institution.
Table 6: Summary of Chi-Square (2) Test for Hypothesis II
Hypothesis Sample Degree of Chi-Square (2) Values Significance Decision
Size (n) Freedom (df)  cal.
2  crit.
2 level () Rule
II 224 16 29.207 26.296 0.05 Rejected
Note: 2cal. means calculated value of 2 and 2crit. means the critical value of 2.
Decision Rule II:
At 0.05 level of significance and 16 degrees of freedom, the calculated χ2 value (26.207) is greater
than the critical χ2 values (26.296) (see Appendix III for details). Therefore, given the weight of evidence
against the null hypothesis, it was rejected while the alternative which suggests that role conflict as a
source of job stress have significant but negative effect on employee performance was accepted.
Summary of Findings
The study revealed that job stress generally negatively affects the performance of workers in the
tertiary institution. Three sources of job stress were identified and they include pressure of work overload
and role conflict. Findings showed that each of the sources negatively and significantly affect employee
performance. This underscores the need for organizations, especially tertiary institutions to create a
relatively stress-free environment to enable the employees perform optimally in their assigned tasks.
Conclusion
The study examined the effect of job stress on employee performance in tertiary institutions, using
Delta State University Abraka Campus as the study area. Findings from the study suggest that job stress
negatively affects employee performance. Organizations, especially tertiary institutions try to do more with
less staff particularly in this era of downsizing. Putting two much pressure and stress on staff to perform will
ultimately have negative consequences which are capable of reducing workers performance. Stress is an
important psychological and physiological concept that can affect health, well-being and job performance of
the employee in a negative dimension. Therefore, employers are encouraged to create work environment
that does not promote work stress for the employees in other to achieve the expected level of performance.
 Ignatius Ajuru University/ Business & Marketing Chronicle Vol. 5 No. 2 38

Recommendations
Based on the findings and the conclusion drawn from the study, the following recommendations
were made to manage the effect of job stress on employee performance:
1. Employers should endeavour to assign tasks that employees’ capabilities can cope with so that
stress that associates with work overload does not arise.
2. There is need to always state the task that the employee is expected to do to avoid role conflict which
lowers performance.
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