THE IMPACT OF WORKPLACE ENVIRONMENTAL STRESS IN

EMPLOYEE PERFORMANCE OF ASELCO EMPLOYEES

A Thesis Presented to the Faculty of Accounting,

Business and Management Department

Southway College of Technology

San Francisco, Agusan del Sur

In Partial Fulfillment of the Requirements of

Bachelor of Science in Business Administration

Frank Lloyd S. Cabilugan

Jerson P. Cea

Loquien B. Martizano

Daveson M. Patalinghug

Angel Grace Ann P. Tiu

December 2022
 SOUTHWAY COLLEGE OF TECHNOLOGY
(SOCOTECH)
San Francisco, Agusan del Sur, Philippines
Telefax: (085) 839-4476/1170
www.socotech.edu.ph

APPROVAL SHEET

This thesis entitled, “THE IMPACT OF WORKPLACE ENVIRONMENTAL STRESS

IN EMPLOYEE PERFORMANCE OF ASELCO EMPLOYEES “.This study was

prepared and submitted by Frank Lloyd S. Cabilugan, Jerson P. Cea, Loquien B. Martizano,

Daveson M. Patalinghug, and Angel Grace Ann P. Tiu in partial fulfillment of the

requirements for the degree of BACHELOR OF SCIENCE IN BUSINESS

ADMINISTRATION has been examined and approved for oral examination.

JOLIE MAR C. MANCERA, LPT

Adviser

PANEL OF EXAMINERS
Approved by the committee on Oral Examination
GLADYS M. AMPARADO, DBA
Chairperson

IRENE EMPOC
Examiner

Accepted and approved in partial fulfilment for the Degree of Bachelor

of Science in Business Administration.

GLADYS M. AMPARADO, DBA

Dean, Business, Accounting and Management

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 ACKNOWLEDGEMENT

Without the guidance and support of numerous individuals, who generously

provided and extended their major effort and aid in the preparation and completion of

this study, it would not have been possible to conduct this research.

First and foremost, we would like to thank Jolie Mar Mancera, LPT, our

advisor for his candor, steadfast support, tolerance, and unsurpassed expertise in

helping to construct this study.

Similar thanks are made to Mrs. Irene Empoc, a panelist, who gave us a great

lot of inspiration, fervor, and knowledge to make our study more pertinent and

illuminating. We are grateful to our cherished research instructor and panel of

examiners head Gladys M. Amparado, DBA.

We thank the statistician for sharing her knowledge with us, providing an

explanation, and ensuring the reliability of our work.

We really appreciate the support and encouragement provided by our loving

parents and family, who have encouraged us to finish our studies and work toward our

goals.

We are extremely grateful to God, our Father, the Most High and All-

Powerful, for allowing us to walk this life path.

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 DEDICATION

The researchers would like to thank their mentor, Gladys M. Amparado, DBA,

for providing us with the information and drive to complete this work.

A special thanks to our parents and family, who serve as role models, mentors,

cheerleaders, and continuous sources of support and encouragement, especially in

terms of material, spiritual, and emotional support.

We thank the members of Agusan del Sur Electric Cooperative, who served as

our respondents, for their significant insights that helped to ensure the validity of this

study.

Above all, we give thanks to our All-Powerful God, the Giver of Life, for

bestowing upon us the wisdom, assurance, understanding, and bravery necessary to

successfully complete this research despite challenges in our daily lives.

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 ABSTRACT

There were a total of one hundred (100) participants in this study, which was

done at ASELCO in San Francisco, Agusan del Sur. The survey was carried out using

the questions provided by the researchers, and the study's findings were ascertained as

a result.

The outcome demonstrates that there is no significant correlation between

employee performance and environmental stress at ASELCO. Additionally, the

numbers demonstrate positive outcomes for management. Based on the findings, the

main conclusion of this study is that it indicates a positive impact on the management

structure and policies implemented in their workplace in dealing with and controlling

work performance and stress. The stresses at work, however, demonstrate that there is

a connection between the impact of stress and employees' performance.

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 Table of Contents
APPROVAL SHEET......................................................................................................................II
ACKNOWLEDGEMENT...............................................................................................................3
DEDICATION..............................................................................................................................4
ABSTRACT.................................................................................................................................5
CHAPTER I.................................................................................................................................8
The Problem and Its Background............................................................................................8
Background of the Study......................................................................................................8
Review of Related Literature..............................................................................................10
Theoretical Framework.......................................................................................................18
Conceptual Framework.......................................................................................................19
Statement of the Problem..................................................................................................22
Hypothesis..........................................................................................................................22
Significance of the study.....................................................................................................23
Scope and limitation...........................................................................................................23
Operational Definition of Terms.........................................................................................24
CHAPTER II..............................................................................................................................26
Methodology..........................................................................................................................26
Research Design..................................................................................................................27
Research environment, Population and Sample.................................................................27
Sampling Technique............................................................................................................27
Research Instrument..........................................................................................................28
Data Gathering Procedure..................................................................................................30
Statistical Treatment...........................................................................................................30
CHAPTER III.............................................................................................................................30
ANALYSIS AND RESULTS..........................................................................................................30
CHAPTER IV.............................................................................................................................43
Summary.............................................................................................................................43
Findings...............................................................................................................................43
Conclusions.........................................................................................................................44
Recommendations..............................................................................................................44
BIBLIOGRAPHY........................................................................................................................46
APPENDICES A.........................................................................................................................49
CURRICULUM VITAE...............................................................................................................54

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 CHAPTER I

The Problem and Its Background

Background of the Study

Working environment plays an important role towards the employee’s

productivity. Working environment is argued to impact immensely on employee’s

productivity either towards negative or the positive outcomes (Chandrasekar, 2011).

In the world, there are international organizations who debate the rights of employee.

Most people spend fifty percent of their lives within indoor environments, which

greatly influence their mental status, actions, abilities and productivity. Various

literature pertains to the study of multiple offices and office buildings indicated that

the factors such as dissatisfaction, cluttered workplaces and the physical environment

are playing a major role in the loss of employee’s productivity (Cleements & Croome,

2005).

Workforce productivity remains a primary element for success in most

organizations, including those in government. Knowing what factors influence

productivity is a prerequisite to improving performance (Hughes, 2007). The physical

aspects of a workplace environment have a direct impact on the employees’

productivity, performance, health and safety, comfort, concentration, job satisfaction,

and morale. A proper, helpful, conducive workplace environment brings

improvements to the employees’ physical and mental capabilities in performing their

daily routine. An improper and unfavorable workplace environment leads to work

stress. It also causes errors being committed by the employees. Also, unfavorable

workplace environment, results into under-utilization of the capabilities available with

the employees. It also induces work related stress in the employees (Guro, 2019).

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 A study in Jordan by Al-Omari and Okasheh (2017) Job performance is the

result of an employee’s motivation and ability, and how he/she adapts to the

situational constrains and the uncongenial environment. This cannot be neglected as it

leads to the behavioral disturbance; specifically referred to as the decrease in job

performance. The present findings show that the situational constrains are constituted

of multiple variables such as noise, space and light. These are the major physical

conditions that should gain more attention. It is suggested that employers should take

initiatives to motivate employees by improving work environments. As employees are

motivated, their job performance will increase, and they will achieve the desired

outcomes and goals of the job. Thus, the increasing of employers’ satisfaction.

In the Philippines, satisfaction of employees in the workplace is influenced by

many factors such as compensation, career growth and development, interaction to

peers and office design. Several tools were used in this study in determining the

impact of office design on the satisfaction of government employees in the Laguna

Provincial Capital. Different office types present inside the said institution were first

recognized, and seven office types were identified as follows: individual office,

shared room, small open plan, medium open plan, large open plan, cubicle, and half

partition. In this study, importance- satisfaction analysis was conducted to determine

what office design elements should be given priority per office type. To significantly

improve satisfaction of employees on their office design, the management should

focus on the office design elements that fall on the second quadrant of the Importance

Satisfaction Matrix, as these elements have relatively high importance for the

employees; however, satisfaction of employees on these elements is relatively low.

(Villanueva, Caroche, Ani, and Ramirez, 2018).

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 The Agusan Sur Electric Company (ASELCO) which caters different services

in different Department. The workplace is typically an environment of people with

different personalities, communication styles, and work views. The employees have a

status for sluggishness and indolent due to their poor work environment and managers

cannot do much to resolve the issue because of the firm civil service laws. How local

managers can inspire their staff is considered to be one of the big challenges of these

differences are potential source of the workplace issues and can ultimately lead to

stress and tension for those involve. The study seeks the effects of the work

environment toward the productivity of an employee.

Review of Related Literature

Workplace stress is caused by a variety of factors, including personal issues,

work overload, the physical workplace, the nature of the job, and conflicts between

coworkers and bosses. Many workers experience stress, which can, in the worst

situations, result in ambiguity and serious harm to their health and performance

(Tekeste & Nekzada,2014). According to one definition, workplace stress is "a

harmful response that people need to unnecessarily urgent situations and demands put

on them at work." Unreasonable requests, a lack of assistance, unfair treatment, a

limited range of options, a lack of gratitude, inappropriate exertion rewards,

conflicting jobs, a lack of openness, and helpless correspondence were among the

management drills that caused stress. Intercessions should advance executive practice

sessions as well as individual mediations outside of the workplace (Bhui, 2016).

Workplace Environmental Stress

Workplace stress is one of the largest hurdles you can experience on the job.

Stress at work comes in all shapes and sizes, across all types of industries and careers.

AIS (American Institute of Stress, 2022). The workplace environment plays a crucial

9
role for the employees. Nowadays employees may have a large number working

alternatives, then the environment in workplace becomes a critical factor for accepting

and/or keeping the jobs. Numerous Studies show that job stress is far and away the

major source of stress for American adults and that has escalated progressively over

the past few decades. Stress is a highly personalized phenomenon and can vary widely

even in identical situations for different reasons. The severity of job stress depends on

the magnitude of the demands that are being made and the individual sense of control

or decision-making latitude he or she has in dealing with them. AIS (American

Institute of Stress, 2022). The quality of environment in workplace may simply

determine the level of employee’s motivation, subsequent performance and

productivity. How well employees get along with the organization influence the

employee’s error rate, level of innovation and collaboration with other employees,

absenteeism and ultimately time period to stay in the job. (Leblebici & Demet, 2012).

Stress is a normal, adaptive response to stressors in our environment. Our bodies are

designed with a set of automatic responses to deal with stress. Simply stated, stress is

what we feel when we have to respond to a demand on our energy. Stress is a natural

part of life, and occurs whenever there are significant changes in our lives, whether

positive or negative. It is generally believed that some stress is okay (sometimes

referred to as ÑchallengeÒ or ÑpositiveÒ stress) but when stress occurs in amounts

that individuals cannot cope with, both mental and physical changes may occur

(Canadian Centre for Occupational Health and Safety, 2000).

The competitive environment in the workplace is continually changing, and

there does not appear to be an absolute basis for an individual worker to be present or

absent during the work day. Many workers, particularly those in the industrial sector,

discover that their workplace is no longer a second home for them, despite the fact

10
that they spend the majority of their time there, leading them to fight or feel obliged to

conform with the uncomfortable surroundings. The exposure to the hazardous

environment can make the workplace uncongenial and thus, might affect their

concentration and attention. Hence, the uncongenial workplace environment might

reduce the efficiency in performing daily tasks by reducing employee’s attention span

to the tasks assigned to them. Moreover, uncongenial workplace environment such as

noisy (much on unfamiliar sound), too low or high temperature, stuffy office, lack of

natural light or even cramped working space might affect individual performance and

quality.

Noise

Airports, factories, mines, construction sites and those industrial sectors

involves in heavy equipment or machinery can all be noisy places and exposing

employees to conditions can affect their job performance quality. The frequency of

the wave motion, which is measured in cycles per second or cps, is interpreted as

pitch by human sensory mechanisms. Sound can be regarded as noise or euphony

depends on the individual employee and also employees’ situation. Not all noise at a

workplace can be regarded as unpleasant as well as euphonic to certain employees.

Noise on the other hand is a psychological concept involving more than perception of

sound. Loudness or sound intensity is measured in decibels (dB). This finding has

been confirmed by Melamed, Fried and Froom (2001). They reveal that exposure to

high levels of sound might lead to cardiovascular disease, endocrine and digestive

reactions especially in complex jobs not in simple jobs. These, of course, have major

effects on the performance on employee’s daily tasks. Once the health of the worker is

being jeopardized by the noise at working place, eventually he goes absent or goes on

medical leave for an extended period, which might affect the quality of job

11
performance of worker. This is particularly, for a job that emphasis on the quantity of

the product being produced at certain time such as sales officer.

Temperature

Temperature plays significant role in workplace environment, especially how

the human body tries to maintain an ideal temperature. A theory of effective

temperature proposed four components, namely; air, temperature, humidity, airflow

and temperature of objects in the environment. It indicates that how hot or cold in our

environment really makes us feel (Aamodt, 2004). The higher the humidity, the

warmer the air temperature feels, thus the higher the effective temperature. In

addition, the effective temperature is affected by the heat radiation from other objects

in the working environment. For instance, sitting with a group of people will make

someone feel hotter than sitting alone. Moreover, both humidity and air temperature

interact reciprocally with the body’s system of radiation and evaporation. When the

humidity is high, our body will lose the ability to release heat through evaporation and

when the air temperature is higher than our body temperature, the body is unable to

radiate heat.

Space

Workspace relatively is the density and arrangements. It can have a profound

impact on individual employee’s performance. This is true when research conducted

by Brill, Weidemann, Olsen, and Keable (2001) proved that the productivity and

performance of workers in an open office, which is no cubicles as a privacy work

station are no better than those who in acoustically in private workspaces in a long-

term period. The individual workstation that is too cramped and crowded, apparently

will lead to a stress and other psychological impact. An individual employee might

feel insecure and lack of motivation and freedom, expectantly in a short-term effect

12
and it might lead to very stressful condition, in which decrease in the quality of job

performance. Brill et. al. (2001) also identified two major factors that could impact

job performance: 1) enclosure and layout, or 2) the arrangement of the elements in an

individual’s workspace. There are few studies compared on the actual performance of

a job in different work space arrangements. This is because, in that situation, an

individual worker literally, may trip over each other as they try to do their jobs.

Moreover, when there is less space available, too closer together, and enclosures are

present, the results are higher turnover and withdrawal rates. Workplace arrangement

or spatial arrangement in the office gained a great attention in environmental study.

The major concern of the spatial arrangement is the beneficial of an open-plan

office. There are mix findings; in which, some employees totally react negatively

towards the open-plan office, while those react positively were comes from dingy,

cramped former offices or those who prefer social communication of work than enjoy

the work itself. When spatial arrangements are inadequate, employees adapt to bad

situation or uncongenial work space, or even do not realize their surroundings could

be better. This is what researchers named it as environmental numbness: unfortunate

form of adaptation. Moreover, the size of the office, desk, couch or even plant, are

another important dimension in work space concern that supposedly taken into

account their effects on employee’s performance.

Employee Performance

One of the crucial elements that greatly contributes to organizational success is

employee performance. Through the provision of training and development

opportunities for its employees, learning companies play a significant role in boosting

employee performance (Gitongu, 2016). Furthermore, since they show how real

performance compares to benchmarks, management standards for evaluating

13
employee performance are crucial for enhancing employee performance. If

differences are discovered, these criteria assist in bringing the outputs back to the

necessary levels (Mackay, 2004). Employee performance is also influenced by how

happy they are with their jobs on the inside. Employees are more intensely interested

in contributing well to the fulfillment of corporate goals if they are satisfied with their

work and the company (Harter, 2002).

Performance includes the results of the actions that employees take depending on their

knowledge and skills. Employee performance in an organizational setting is the

cumulative effect of all employees' talents, efforts, and contributions to the

organization's increased production and goal achievement. The efforts made to attain

goals are indicated by improved organizational performance, while enhanced

employee performance calls for even greater efforts (Ellinger, 2003).

Extraversion

Extraversion is one of the five-factor model's qualities, although it has also

been included in many other personality theories. Extraversion defines energetic

persons who are gregarious, chatty, and forceful (McCrae and Costa 2003) assert that

there are six facets of extraversion: gregariousness, assertiveness, warmth, activity,

excitement-seeking, and positive emotions. (Saucier; DeYoung, Quilty, & Peterson,

2007; Widiger & Simonsen, 2005). Fleeson, Malanos, and Achille (2002) and Heller

(2007) shown that the link maintains even within-person, with persons experiencing

greater positive affect while acting extraverted than when acting reclusive. Sociability

is seen to be an essential component of extroversion since people who love social

activities prefer to be with others rather than alone (Lucas & Diener, 2001; Lucas &

Fujita, 2000; Lucas, 2000). Extroverted people believe there isn't enough going on in

their own lives. To compensate for the absence of activities, they engage in sensation-

14
seeking behavior. As a result, extroverts are more likely to transgress the rules

delinquent behaviors and activities (Laak, Goede, Aleva, Brugman, Leuven, &

Hussmann, 2003). Extroversion appears to have a direct influence on an individual's

well-being, but it may also have a moderating function. Extroversion, according to a

new study, has a moderating influence on the link between altruism and happy mood.

This research had shown that extroverted people had more powerful pleasant mood

reactions after engaging in altruistic acts. Persons who engage in altruistic acts and are

high on extroversion have larger gains in happy mood than individuals who are poor

on extroversion (Glomb, Bhave, Miner, & Wall, 2011).

Emotional Stability

Emotional stability, the counterpart of neuroticism, is one of the Big Five

factors. One of the Big Five is emotional stability, which is the antithesis of

neuroticism. After conscientiousness, it is regarded as the most relevant personality

characteristic in job situations (Barrick and Mount, 2000), and it provides incremental

validity in predicting performance future achievement trumps general mental abilities

(Mount, 2008). Individuals that are emotionally stable are calm, steady, self-

confident, and secure, and they are less prone to see things as dangers and to be

excessively agitated, and they are more likely to be task-oriented (Barrick and Mount,

2000). Emotional stability, like conscientiousness, is regarded as applicable to the

majority of occupations, owing to the fact that unstable people are costly to

organizations (Barrick and Mount, 2000).

Emotionally stable people should be able to perform more easily because they

(a) are not hampered by their own problems (Organ et al., 2006), (b) are more likely

to see themselves as part of a social system (Barrick and Mount, 2000), and (c) want

to engage in activities that promote the well-being of that social system (Oh and

15
Berry, 2009). Individuals with a high level of emotional stability may engage in

Organizational Citizenship Behavior as a kind of socialization (Oh and Berry, 2009).

Openness

The degree of transparency in communicating task-relevant information is

referred to as openness (Schein 2010). Openness supports the alignment of goals and

expectations and assists team members in achieving a clear and mutual knowledge of

the project scope (McLeod and MacDonell 2011). Open and appropriate

communication aids in the development of a common understanding, improves the

environment of the partnership, develops commitment, ensures that deadlines are met,

and increases trust between the partners (Dyer and Chu 2003; Bstieler 2006; Zidane.

2016). In addition, openness reduces mistrust and conflict of interest and improves

project performance (Turner and Müller 2004). The importance of commitment

(organizational commitment and commit ment of the project organization) to project

success is widely considered an important success factor (Hussein and Hafseld 2016).

The degree of openness with which task-relevant information is communicated is

referred to as openness (Schein 2010). Openness helps team members achieve a clear

and common understanding of the project scope and aligns goals and expectations

(McLeod and MacDonell 2011). Open and appropriate communication aids in the

establishment of a shared understanding, enhances the partnership's environment,

fosters commitment, ensures that deadlines are met, and builds trust between partners

(Dyer and Chu 2003; Bstieler 2006; Zidane. 2016). Furthermore, openness decreases

mistrust and conflicts of interest while also improving project outcomes (Turner and

Müller 2004). Commitment (organizational commitment and project organization

commitment) is often regarded as a key success factor in project success (Hussein and

Hafseld 2016).

16
 Individuals who have a high level of openness are naturally adapted to tasks

that are complicated. Individuals with a higher level of openness will be dissatisfied in

jobs with limited skill diversity (De Jong, 2001). When the goals and methods of their

task are unclear, they will also show more originality (George & Zhou, 2001). When

making decisions, a person with a high level of openness is more aware of his

environment and sensitive to a variety of elements (McElroy & Dowd, 2007).

Theoretical Framework

Workplace Stress is likely to be an issue for all professionals at some stage in

their careers. No matter your industry or level of experience you got. The work

culture in most companies is centered around productivity. And this is because

business, by nature, are driven by profits. Some self-serving polls claiming that a

particular occupation is “the most-stressful” are conducted by unions or organizations

in an attempt to get higher wages or better benefits. According to a Gallup Poll with

global borders closing, workplaces shuttering and jobs being cut. Worker’s daily

stress reached record high, increasing from 38% in 2019 to 43% in 2020. AIS

(American Institute of Stress, 2022). McCoy and Evans (2005) characterized how

physical environment could interfere with the attainment of work objectives. These

stressors; noise, air, temperature, light and color, and space in the work environment

affect an individual employee’s performance adversely in a high intensity level or

prolonged exposure. This is when the stressor delays the abilities to process and to

understand the number and predictability of ‘signals’, in which increase with task

complexity. However, this environmental stressor also could influence physiological

processes, produce negative affection, limit motivation and impede social interaction.

Moreover, a mismatch between the demands placed on workers and the physical

environment in which they meet those demands is by definition stress-generating.

17
McCoy and Evans (2005) also emphasized on the temporal dimension of ‘daily

hassles’: any environmental element that is recognize as temporarily annoying cannot

be regarded as a stressor, compared to the same element that causes annoyance over

time. Vischer (2007) claimed that the sustained impact of adverse environmental

elements may also cause a delayed reaction, affecting performance immediately after

the eradication of the stressor elements in the working environment.

Figure 1. Theoretical Framework

Employee Performance

Figure 1.2 Employee job performance model Rotundo & Sackett (2002)

While each researcher has their own definition of job performance, as Rotundo

(2000) points out, a common definition focuses on individual behaviors or activities

rather than the impacts or results of these actions and behaviors. Smith (1976)

discusses some of the problems with alternate definitions of work performance and

18
highlights the importance of personal observation of behavior in determining job

success. According to Murphy (1989), job performance should be measured and

defined by actions rather than outcomes. He says that outcomes-based measurements

are not always useful to the business since employees may aim to optimize results at

the expense of other factors.Job performance is generally conceptualized as “actions

and behaviors that are under the control of the individual that contribute to the goals

of the organization” (Rotundo & Sackett, 2002). Task performance includes actions

taken to convert raw materials into the commodities and services an organization

produces or to enable the business to operate more effectively (Sonnentag et al.,

2008). Task completion satisfies the obligations outlined in the employment contract

between the employer and the employee. Contextual performance supports the social,

psychological, and organizational contexts in which the technological core must

operate. Pay close attention to any activity at work that is considered

counterproductive and "harmful to the organization's well-being" (Rotundo & Sackett,

2002).

Conceptual Framework

The conceptual framework as shown in figure 1 presents the interplay of the

variables. The independent variable workplace environment by Sikandar, Hameed,

and Khan (2012) and indicators: noise, temperature, space. Noise Excessive noise in

the workplace can cause hearing loss as well as other health issues. Space - a person's

or a group of people's workplace someone who enters your workplace or work space

and sits on your desk or hovers over you Temperature Heat had an impact on more

than just work productivity. It also led to a rise in absenteeism. A rise of one degree in

the ten-day temperature average increased the likelihood of a worker being absent by

19
as much as 5%. Surprisingly, this held true even in workplaces that embraced

automation.

On the other hand, the dependent variable of Employees performance as

mentioned by Rotundo (2000) indicators: The high-extraversion employee, like the

high-dominance employee, is a doer. The employee with strong extraversion achieves

her objectives by influencing and persuading others along the way. Personality

revolves around emotional stability; it has been established that emotional stability is

vital for a person's life, career, health, wealth, and society. In this case, emotional

stability is truly a form of personality strengthening. Stable emotions perfect a

person's personality and represent a person's ideal living style and job performance.

Openness is critical because it communicates what people want and expect from an

organization if they are to have a sense of ownership and an emotional connection to

it.

20
INDEPENDENT VARIABLE DEPENDENT VARIABLE

ENVIRONMENTAL STRESS EMPLOYEE PERFORMANCE

Noise Extraversion

Temperature Emotional Stability

Space Openness

Figure 2. Research Paradigm

21
Statement of the Problem

This research study will be conducted to determine the Impact of

Workplace Environmental Stress and Employee Performance of ASELCO employees.

It aims to answer the following questions in particular:

1. What is the degree of workplace environmental stress of ASELCO in terms of:

1.1 noise;

1.2 temperature; and

1.3 space?

2. What is the level of employee performance in ASELCO as perceived by the

employees in terms of the following:

2.1 extraversion;

2.2 emotional stability; and

2.3 openness?

3. Is there a significant relationship between the Impact of Workplace Environmental

Stress and employee performance at Agusan del Sur Electric Cooperative Inc.?

Hypothesis

This study will be guided by a single null hypothesis tested at a 0.05 level

of significance.

Ho1: There is no difference in the impact of workplace environmental stress is

employee performance of ASELCO employees.

22
Significance of the study

There is no significant relationship between the workplace

environmental stress and employee performance of ASELCO:

Agusan del Sur Electric Cooperative Management- The study is significant to the

work-life balance and the effect of employee performance within the workplace.

Employees- Their understanding of the value of work-life balance for their

productivity and for raising the level of competency of the workers they collaborate

with will be aided by the study. Additionally, this will aid them in honing their work

ethic and putting out their best effort.

Students- They will be able to determine whether the knowledge and abilities they

have acquired are those that will be helpful to them in their future employment.

Additionally, it will inspire them to value and pursue their future endeavors.

Future Researcher- This will be serves as basis in determining some possible factors

that might be used as variables for the future studies.

Scope and limitation

This study focused on the causes and effects of environmental stress to the

ASELCO (Agusan del Sur Electric Cooperative) employees and its impact to their

performance. The study will be conducted in the workplace of ASELCO. The

respondents of the study they are the ASELCO Employees. The researchers used

convenience sampling technique, for the pre-test the researchers gathered thirty (30)

respondents from the employees of ASELCO and seventy (70) respondents for the

post-test respectively. The subject of this study will be the employees of ASELCO

particularly those who are highly affected by stress that brought by their job in their

respective workplace. This study solely focuses on the causes and effects of different

23
factors of stress that affects the performance of the employees. Other factors of stress

that affects the well-being of the said employees but is excluded in their workplace

will be out of concern for this study.

Operational Definition of Terms

The following terms are defined operationally to provide the readers with the

better understanding of the study.

Emotional Stability- It is recognized as the most pertinent personality trait in

professional settings, second only to conscientiousness, and it offers incremental

validity in forecasting performance future achievement exceeds general mental

talents.

Extraversion- Defines energetic persons who are gregarious, chatty, and forceful

assert that there are six facets of extraversion: gregariousness, assertiveness, warmth,

activity, excitement-seeking, and positive emotions.

Noise- noise in the workplace can be both unpleasant and euphoric. Contrarily, noise

is a psychological notion that encompasses more than just hearing sounds. In decibels,

loudness or sound intensity is measured (dB).

Openness- Aids in the alignment of objectives and expectations and helps team

members come to a clear and shared understanding of the project's parameters. The

climate of the partnership is improved through open and appropriate communication,

which helps to create a common understanding.

Space- Workplace arrangement or spatial arrangement in the office gained a great

attention in environmental study.

24
Temperature- The heat radiation from other items in the working environment

influences the effective temperature. Sitting in a group, for example, will make

someone feel hotter than sitting alone.

Employee Performance

Job performance is generally conceptualized as “actions and behaviors that are

under the control of the individual that contribute to the goals of the organization”

(Rotundo & Sackett, 2002). Task performance consists of activities that transform

materials into the goods and services produced by the organization or to allow for

efficient functioning of t/he organization (Sonnentag, 2008). Task performance fulfills

the requirements that are part of the contract between the employer and employee.

Contextual performance supports the organizational, social, and psychological

environment in which the technical core must function. Attention for

counterproductive work behavior, which is defined as “behavior that harms the well-

being of the organization” (Rotundo & Sackett, 2002)

25
 CHAPTER II

Methodology

This chapter includes the research design, research environment

population and sample, sampling technique, research instrument, data gathering

procedure and statistical treatment.

Research Design

The descriptive-correlational research design will be used for this

investigation. Because it particularly addressed the workplace environmental stress

and job performance of ASELCO employees in San Francisco, Agusan Del Sur, it

qualifies as descriptive. It is correlational because it established a link between

workplace environmental stress of workers in ASELCO and their performance on the

job.

Research environment, Population and Sample

The Agusan del Sur Electric Cooperative, Inc. (ASELCO) formally began

operation on August 26, 1977. The cooperative founded with the help of a loan from

the National Electrification Administration (NEA). ASELCO is a non-stock, non-

profit, service-oriented, public enterprise, and non-political electric cooperative

administered and supervised by the National Electric Administration under

Presidential Decree 269. (NEA). By virtue of PD 269, ASELCO is an electric

cooperative owned by member-consumers who are supervised by the NEA, Board of

Directors, and General Manager. The cooperative has a strong desire to provide a

better and more efficient service to all Agusanons. The researchers collected thirty

(30) respondents from ASELCO personnel for the pre-test and seventy (70)

respondents for the post-test using the convenience sample technique.

26
Sampling Technique

The respondents of the study are the ASELCO Employees with a total of 100

respondents. The researchers used convenience sampling technique, for the pre-test

the researchers gathered thirty (30) respondents from the employees of ASELCO and

seventy (70) respondents for the post-test respectively.

Research Instrument

The survey's research instrument is a standardized questionnaire, which serves

as the primary data gathering source. Secondary data was gathered from a variety of

published publications, websites, and documents on the subject. The questionnaire

was divided into pieces; the first component collected the respondent's background

information and personal details. The questionnaire's Section-II was utilized to

determine the employees' stress levels, as well as the influence of stress on

performance and physiological aspects. This section covers 30 questions about five

dimensions of stress, including job-related issues, organizational factors, individual

factors, physiological factors (stress reaction), and performance. For each sentence,

the respondents they asked to select the most appropriate 'top-of-mind' response. The

30 questions were methodically mixed to measure each variable. The instruments

utilized are composed of two parts, Part 1 is the Impact of Workplace Environmental

Stress measured in terms of noise, temperature and space. Part 2 is Job Performance

measured in terms of extraversion, emotional stability and openness.

27
Part 1- Impact of Workplace Environmental Stress

RANGE VERBAL INTERPRETATION

DESCRIPTION

3.76-4.00 Strongly agree The Impact of Workplace

Environmental Stress is observed
much effective

2.76-3.75 Agree The Impact of Workplace

Environmental Stress is observed
effective

1.76-2.75 Disagree The Impact of Workplace

Environmental Stress is observed less
effective

1.00-1.75 Strongly disagree The Impact of Workplace

Environmental Stress is observed not
at all

Part 2- Employee Performance

RANGE VERBAL INTERPRETATION
DESCRIPTION
3.76-4.00 Strongly agree Employee’s Performance is observed
much effective
2.76-3.75 Agree Employee’s Performance is observed
effective
1.76-2.75 Disagree Employee’s Performance is observed
less effective
1.00-1.75 Strongly disagree Employee’s Performance is observed
not at all

28
Data Gathering Procedure

The researchers submitted a letter of request to the manager of Agusan del Sur

Electric Cooperative, Inc. (ASELCO), asking permission to conduct the study. The

researchers then made a survey questionnaire and ask the adviser to check if the

questionnaire is related and answerable with regards to the verbal description. Out of

235 permanent Agusan del Sur Electric Cooperative, Inc. (ASELCO) employees. The

researchers will conduct the survey for the 100 employees. For the pre-test survey

thirty (30) employees at Agusan del Sur Electric Cooperative, Inc. (ASELCO) as the

respondent of this study. After the pre-test survey, the statistician analyzed the data if

it is reliable in order to proceed the post-test which will then be conducted to seventy

(70) employees at ASELCO as the respondents of this study. The result of the post-

test will then be analyzed by the statistician for the reliability test.

Statistical Treatment

The statistical tools employed in this study are the following:

Weighted Mean. This will be utilized to determine the mean of the impact of

workplace environmental stress in employee performance of ASELCO employees.

Person – Rho. This will be used to determine the significant relationship between the

Impact of the stress and work environmental performance from the employee of the

Agusan del Sur Electric Cooperative, Inc. (ASELCO).

29
 CHAPTER III

ANALYSIS AND RESULTS

This chapter presents the analysis and results done in Agusan del Sur Electric

Cooperative (ASELCO)

Table 1.
Noise Mean Verbal Description
1. Controlling noise levels in offices Agree
would allow the workers to 2.96
concentrate.
2. Office noise can interfere with an Agree
3.04
employee's ability to work.
3. Allowing such loud noise at work Disagree
that it prevents your coworkers from 2.61
offending anyone.
4. Tolerating your superior's noise at Disagree
work. 2.41

5. People who work in a noisy Disagree

environment are easily distracted and 2.74
are more likely to commit mistakes?
Over-all Mean 2.75 Disagree
Mean distribution of workplace environmental stress in terms of noise

Table 1 shows the mean distribution of respondents and the verbal description

in terms of noise with an over-all mean of 2.75 verbally describes as “Disagree”. The

table also shows the items “Office noise can interfere with an employee's ability to

work” has the highest mean of 3.04 with the verbal description of “Agree”. This

30
means that some employees think that office noise may interfere their work.

Tolerating your superior's noise at work has the lowest mean of 2.41 with the verbal

description of “Disagree”. This means that some employees think that they are not

tolerating superior’s noises. Employees think that even though you are in a highest

rank, that doesn’t mean they can speak, talk or make noise as long as they want. They

should consider your colleague space of peacefulness.

According to Hearst newspaper by Rifkin (2022), complaining about noise in

the workplace can seem trivial to some, but excessive or continual sounds can affect

the physical and mental health of employees. Whether the noise is coming from office

machines, chattering co-workers or construction, the effects can lead to an increase in

disturbed emotions and a reduction in productivity. Although not all office noise can

be avoided, sounds throughout the workspace should be monitored regularly to ensure

that employees are able to function properly. Loudness or sound intensity is measured

in decibels (dB). This finding has been confirmed by Melamed, Fried and Froom

(2001). They reveal that exposure to high levels of sound might lead to cardiovascular

disease, endocrine and digestive reactions especially in complex jobs not in simple

jobs. Similarly, satisfaction ratings for noise level and sound privacy were lower than

ratings for any of the other indoor environmental quality (IEQ) factors in open plan

offices (Kim and de Dear, 2013).

Temperature Mean Verbal Description

1. Unpredictable weather gives Disagree
2.59
confusion if the work should be done.
2. Temperature checking should be Agree
2.87
done in your workplace.
3. Bad weather caused a delay of Agree
2.76
work.
4. Having comfortable temperature at Agree
2.80
work in any case.

31
 5. When the temperature fluctuates, it Disagree
is uncomfortable. 2.63

Over-all Mean 2.73 Disagree

Table 2.
Mean distribution of workplace environmental stress in terms of temperature
Table 2 shows the mean distribution of respondents and the verbal description

in terms of temperature with over-all mean of 2.73 verbally describes as somewhat

disagree. The table also shows that temperature checking should be done in your

workplace has the highest mean of 2.87 with the verbal description of Agree. This

means that some employees think that it’s okay to check the workplace temperature.

Unpredictable weather gives confusion if the work should be done has the lowest

mean of 2.59 with verbal description of Disagree. This means that some employees

think that weather confusion will bother their work. Having an unpredictable weather

here in our country it may cause delays in works specially the people who are working

outside the office. Sometimes, too much hotness as same as coldness can cause people

feel out of the blue.

According to Yakoob (2019), one of the most painful and frustrating facts of

life that we’ve been accepting is that you can’t always control the temperature of your

office. Working in environment that is too hot can make workers lethargic and

unfocused. Heat stress cause the body to lose electrolytes and water faster, causing

low mental performance and decrease motor skills. An effective temperature

hypothesis postulated four elements: air, temperature, humidity, airflow, and

temperature of surrounding objects. It implies that how hot or cold things are around

us actually affects how we feel (Aamodt, 2004). A few sample calculations have also

shown that many measures to improve the indoor air environment are cost-effective

when the health and productivity benefits resulting from an improved indoor climate

32
are included in the calculations (Djukanovic et al. 2002, Fisk 2000, Fisk et al. 2003,

Hansen 1997, van Kempski 2003, Seppänen and Vuolle 2000, Wargocki, 2003).

Table 3

Mean distribution of workplace environmental stress in terms of space

Space Mean Verbal Description
1. Being able to redesign your Disagree
2.59
workplace.
2. Having spacious area when Agree
2.96
working makes us concentrate.
3. Size of the working area affect Disagree
2.64
the performance of the employee.
4. There is space for left over and Disagree
2.74
work document.
5. There is space for my personal Disagree
2.56
belongings.
Over-all Mean 2.70 Disagree

Table 3 shows the mean distribution of respondents and the verbal description

in terms of space with an over-all mean of 2.70 verbally scribe as Somewhat disagree.

The table also shows having spacious area when working makes us concentrate has

the highest mean of 2.96 with the verbal description Agree. This means that some

employee’s think that having spacious area would be better. There is space for my

personal belongings has the lowest mean of 2.56 with the verbal description disagree.

This means that some employees think that having space for personal belonging is

absolute. Having space for personal belongings can occupy more space specially if the

company is not big enough for extra spaces. It may not really necessary for an office

space. Personal things can be put on their working area or tables and drawers.

33
 A quality workspace design leads to a less stressful and more productive

atmosphere. Employees need to feel comfortable and calm in their physical work

settings to produce their best work, (Allan Kohll, 2019). A study by De Been et al.

(2012) found that the positive aspects of working in multi-space offices were, for

example, the opportunities to meet colleagues and have discussions, but also

conversely, that in open-plan offices, discussions decreased, and social relationships

weakened. Bernstein and Turban (2013) also came to the same conclusion in their

research, as they found that the transition to an open workspace significantly reduced

face-to-face interaction and increased e-communications, contrary to expectations.

Table 4.
Summary table of workplace environmental stress
Environmental Stress Mean Verbal Description
Noise 2.75 Disagree
Temperature 2.73 Disagree
Space 2.70 Disagree
Grand Mean 2.73 Disagree

Table 4 shows that the summary of the results if Diversification strategies.

Based on the result it has a Grand Mean of 2.73 verbally describe as disagree. The

indicator 1 (Noise) has the highest mean of 2.75 with the verbal description of

disagree. This means that the motivational factor in terms of Noise is not that

deliberate. The indicator 2 (Temperature) has the mean of 2.73 verbally describe as

disagree. This means that the motivational factor in terms of temperature is not differ.

The indicator 3 (Space) has the lowest mean of 2.70 verbally describe as disagree.

This means that the motivational factor in terms of space will not vary. Having

spacious working area is a really big help especially in office workers. But in this

34
company space is not really a big deal to them. As long they are comfortable and not

anything will destruct them.

Work stress is the discomfort a person has as a result of their employment

condition. It typically manifests as a result of an imbalance between the demands of

their job and their psychological resources. Job stress is defined as the time period in

which mental experiences and demands at work (stressors) significantly affect one's

mental and physical well-being both immediately (strains) and over the long term

(Selye, 2018). Though this association was mitigated by the drivers' experience

(Havarneanu, 2019). High job pressure had a lessening effect on work-related injuries

when workplace management was rated higher. Furthermore, neuroticism is linked to

an increase in work-related injuries, and it indirectly affects accidents by amplifying

the negative impacts of workplace demands and a lack of job control. Although it

partially mitigates the effects of high work demands and a lack of employment

control, scrupulousness has an adverse influence on failures (Oscs, 2020).

Table 5.

Mean distribution of workplace environmental stress in terms of extraversion

Extraversion Mean Verbal Description

1. Employees enjoy being in the Disagree
2.60
company of others.
2. Employees work together, they Agree
2.93
perform better.
3. Employees speaking in public, Disagree
the staff are quite relaxed and 2.44
confident.
4. Employees would rather ask Disagree
2.44
questions than read about it.
5. Employees interact with Agree
2.77
nearly everyone at work.
Over-all Mean 2.64 Disagree

35
 Table 5 shows the mean distribution of respondents and the verbal description

in terms of extraversion with and over-all mean of 2.64 verbally describe as Disagree.

The table also show the items; Employees work together; they perform together has

the highest mean of 2.93 with the verbal description Agree. This means that the

employees think that working together may functions sometimes. Employees

speaking in public, the staff are quite relaxed and confident has the lowest mean of

2.44 with the verbal description of Disagree. This means that some employees think

that speaking in public seldom works to make the staff boost their confidence.

Employees would rather ask questions than read about it has both lowest mean of 2.44

with the verbal description of Disagree. This means that some employees think that

reading about the questions is better than asking. In this mean distribution, two

questions get the same mean. Some people are not confident in speaking in front of

many people so they prefer in reading. While others think that always asking a

question while there is already a direction given employees think its annoying. If

asking a question is not really necessary then you must read the text that is given.

People with high extroversion tend to relate well to others, and are often well-

liked in their teams and offices. They form quick and easy friendships, and their

outgoing nature leads to effective group-work, Nick Lyon (May, 2021). McCrae and

Costa (2003) claim that there are six facets of extraversion: gregariousness,

assertiveness, warmth, activity, excitement-seeking, and pleasant emotions.

Extraversion is defined as active people who are gregarious, chatty, and forceful.

Referring to Saucier, DeYoung, Quilty, and Peterson (2007), as well as Widiger and

Simonsen (2005).

36
 Table 6.

Mean distribution of workplace environmental stress in terms of openness

Openness Mean Verbal Description

1.Workers are adaptable to Disagree
2.70
unforeseen scenarios
2. Workers are willing to try new Agree
2.80
things.
3. Workers are willing to do multi- Agree
2.80
tasking.
4. Workers are always under the Disagree
idea that new initiatives are for the 2.73
better.
5. Workers are given the freedom to Disagree
2.71
modify their minds.
Over-all Mean 2.75 Disagree

Table 6 shows the mean distribution of respondents and the verbal description

in terms of openness with and Over-all Mean of 2.75. Verbally describe as Disagree.

The table also show the items Workers are adaptable to unforeseen scenarios has the

lowest mean of 2.70 with the verbal description of Disagree. This means that the

employees think that it’s not all the time. Workers are willing to try new things has

the highest mean of 2.80 with the verbal description of Agree. This means that the

employees are open to try new things. Dealing new things is a challenge to anybody.

Adapting unforeseen scenarios is not easy to deal with. It will take time to accept it.

37
 The more receptive you are to change, new experiences and being able to

“think outside the box” is just a way of understanding this personality trait. Think of

your workplace or work environments where openness to experience is essential for

sustained growth, (Thomas 2021). Openness helps team members understand the

project scope clearly and mutually, which enables the alignment of objectives and

expectations (McLeod and MacDonell 2011). A common understanding is aided by

open and appropriate communication, which also enhances the partnership's

atmosphere, fosters commitment, guarantees that deadlines are met, and builds trust

between the partners (Dyer and Chu 2003; Bstieler 2006; Zidane et al. 2016).

Table 7
Mean distribution of workplace environmental stress in terms of emotional stability
Emotional Stability Mean Verbal Description
1. While confronted with a stressful Disagree
issue, employees force themselves to 2.64
think about it in a way that keeps them
calm.
2. Employees suppress their emotions 2.54 Disagree
by not expressing them.
3. When employees are in a good mood, Agree
they are cautious about expressing their 2.77
feelings.
4. Employees make a point of not 2.53 Disagree
expressing their negative sentiments.
5. The employees' ability to undertake Disagree
physical duties that they previously 2.59
believed they were capable of making
them joyful or comfortable.
Over-all Mean 2.61 Disagree

Table 7 shows the mean distribution of respondents and the verbal description

in terms of Emotional Stability with and Over-all Mean of 2.61 verbally describe as

Disagree. The table also show the items; When employees are in a good mood, they

are cautious about expressing their feelings has the highest mean of 2.77 with the

38
verbal description of Agree. This means that the employees think expressing their

emotions on occasions. Employees make a point of not expressing their negative

sentiments has the lowest mean of 2.53 with the verbal description of Disagree. This

means that the employees think they are not always expressing their negative

sentiments.

Expressing yourself with your colleagues is not always a good thing. Some

will make it their advantage in some aspects. But giving negative comments can help

the company to do better and have good feedback from the consumer.

According to (V Bhagat 2015), emotional stability is defined as a person’s

capacity to stay calm when faced with stress. An emotionally unstable person is more

explosive, which confers that provoking of such persons puts them at enhanced risk of

harmful behaviors. Whether the persons avoid emotions and the extent to which a

person experiences anxiety in situations is determined by emotional stability. It is

viewed as the second most important personality trait for work-related settings after

conscientiousness (Barrick and Mount, 2000), and it offers incremental validity in

forecasting performance future achievement exceeds general mental talents (Mount et

al., 2008). Emotionally stable people are composed, steady, self-assured, and secure.

They are also less likely to perceive things as threats and to become overly irritated,

and they are more likely to be task-oriented (Barrick and Mount, 2000).

Table 8
Summary table of employee performance
Employee Performance Mean Verbal Description
Extraversion 2.64 Disagree
Openness 2.75 Disagree
Emotional Stability 2.61 Disagree
Grand Mean 2.67 Disagree

39
 Table 8 shows the over-all summary of the employee’s performance. Based on

the results it has a Grand Mean of 2.67 verbally described as Disagree. The indicator 1

(Extraversion) has the mean of 2.64 with the verbal description of Disagree. This

means that the Employees performance seldom interacts in the workplace. Indicator 2

(Openness) has the mean of 2.75 with the verbal description of Disagree. This means

that the Employees open-up with their co-workers less effective. Indicator 3

(Emotional Stability) has the mean of 2.61 with the verbal description of Disagree.

This means that the Employees performance is observed less effective.

In the event that discrepancies are found, these criteria help restore the

outputs to the required levels (Mackay, 2004). How contented with their work they

are on the inside also affects how well they function. If employees are pleased with

their jobs and the organization, they will be more motivated to contribute effectively

to the achievement of corporate goals (Harter, 2002). Employee actions are measured

in terms of their performance, which includes the outcomes of those acts. Employee

performance in an organizational setting is the result of the abilities, initiatives, and

contributions made by each employee in order to boost output and accomplish

organizational goals. Different emotions can affect the people, the work, and the

office. Some people get to certain point in their lives when they realize that they are

not as emotionally stable as they would be. Withstanding difficult emotions and

remain product throughout.

40
 Table 9.
Test of Significant Relationships between Independent Variable and Dependent
Variable

Employee Performance
Environmen
Emotional Conclusion
tal Stress Extraversion Openness
Stability
Pearson p-value Pearso p-value Pearso p-value
rho n rho n rho
Noise .101 .407 .315** .008 .123 .310 Not Significant
Temperature .087 .474 .213 .077 .226 .059 Not Significant
Space .178 .140 .264 *
.027 .274 *
.022 Not Significant
Correlation is significant at p-value ≤0.05 level of significance

Table 9 shows the test of significant relationships between independent

variable and dependent variable. There is no significant relationship since the p-value

is less than 0.05 level of significance which means accept the null hypothesis.

The first indicator in independent variable which is Noise is not significant to

Extraversion with the p-value of .407. Noise is also not significant to the Openness

with the p-value of .008. Noise is not significant to Emotional Stability with the p-

value of .310. Independent Variable Temperature is not significant to Extraversion

with the p-value of .474. Temperature is not significant to Openness with the p-value

of .007. Temperature is not significant to Emotional Stability with the p-value of .059.

Space is not significant to Extraversion with the p-value of .140. Space is not

significant to Openness with the p-value of .027. Space is not significant to Emotional

Stability with the p-value of .022.

In general, Independent Variable and Dependent Variable are not significant.

To effective performance management, personnel should contribute to

business success by ensuring that individual efforts are linked to business objectives;

boost employee performance by offering them positive feedback and chances for

training and development; establish a foundation for relating incentives to

41
performance; and provide the business with more knowledge about people and their

needs, (Cushway, 2015).

Through the increase employee performance in an effective and efficient

manner, managers try to achieve business objective. By focusing on these things, the

workers performance might be enhanced. The factors that have a significant impact on

their performance, such their level of happiness (Harter, Schmidt, and Hayes, 2002).

Organization have thus acknowledged the significance of improved employees’

performance because it is essential to achieving organizational goals (Anitha, 2014).

They must pay attention to the elements that help to improve employee’s

performance.

Since the results of the statistical analysis found that there is no significant

relationship between the environmental stress and employee performance, it implies

that the employee of ASELCO is not affected by the working environmental stressors.

Some of them may have developed coping mechanisms to focus on their tasks and

respective jobs.

42
 CHAPTER IV

SUMMARY, FINDINGS, CONCLUSION, AND RECOMMENDATION

This chapter presents the summary of the study, the finding, conclusion and

present recommendation of the study.

Summary

The aim of the study was to determine the relationship between environmental

stress and the performance of the employees. It also indicates the impact on the

employees. Workplace stressors and performance were measured in terms of verbal

and emotional exhaustion and job performance. The researcher conducted a pre-test to

determine the reliability of the study and sampling technique to conduct the study in

which the researcher relies on his or her own judgment when choosing the population

to participate.

This study was conducted at ASELCO, San Francisco, Agusan del Sur, and

was attended by current ASELCO employees, with a total of one hundred (100)

respondents. The questions that were given by the researchers served as the basis for

conducting the survey and determining the result of the study.

43
 The result shows that the environmental stress and the performance impact of

the employees of ASELCO are not significantly related. The statistics also show

complementary results for the management. The major conclusion of this study, based

on the results, is that it signifies a favorable impact with regards to the management

structure and policies enforced in their workplace in dealing with and managing work

performance and stress. However, the workplace stressors show there is a relationship

between the role of stress and the performance of the employees.

Findings

The following were the findings of the study:

1. The degree of workplace environmental stress is “Disagree” on noise,

temperature, and space.

1. The level of employee performance of ASELCO is “Disagree” on

extraversion, openness, and emotional stability.

2. There is no significant relationship between workplace environmental stress

and employee performance of ASELCO.

Conclusions

On the basis of the findings of the study, the following conclusion were

drawn.

1. It was found that workplace environmental stress is “Disagree” on noise,

temperature, and space. Therefore, the organization has a positive response in

dealing with the workplace environment stressors. However, space got the

lowest mean that indicates the possibility that personal space within the

workplace is less observed.

44
 2. Employees of ASELCO is “Disagree” on extraversion, openness, and

emotional stability. Therefore, no matter how stressed the employees are, they

are able to perform efficiently at work. Employees have dominantly productive

mindset.

3. Workplace environmental stress is not significant to employee performance.

Recommendations

On the basis of the findings, the following recommendations are offered

consideration:

Agusan del Sur Electric Cooperative, Inc.

Given that space with the mean of 2.70 and emotional stability with the mean

of 2.61 receives the lowest score out of all the indicators, the organization may

enhance the tactics it is putting into practice with regard to personal space and

interaction within the workplace because it is one of the components that obviously

has the biggest impact on overall happiness and performance of employee.

Employees

Since space and extraversion got the lowest mean, the employee of ASELCO

may practice effective communication because it has crucial role for an organization

to perform efficiently and become productive

Students

Through this study, the students may be able to reflect on their future goals

and grasp the importance of motivating elements to employee performance.

Future researchers

45
 Future researchers are encouraged to conduct studies that will provide them

more insight into what their careers might look like in a year, the researcher advises.

Their capacity to function individually is significant to them. They could also serve as

a model and replication for additional analysis and investigation involving various

study-related variables and a broader scope.

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48
 APPENDICES A

SURVEY LETTER AND QUESTIONNAIRE

SOUTHWAY COLLEGE OF TECHNOLOGY

(SOCOTECH)

The Impact of Workplace Environmental Stress In

Employee Performance of ASELCO Employees

Good day!

We, the students of Southway College of Technology from Accounting Business

Management Department. We wanted to conduct a research that involves “The Impact

of Workplace Environmental Stress in Employee Performance of ASELCO-San

Francisco, Agusan del Sur”. We are writing this letter to seek your permission. This

research will be conducted under the guidance of Mrs. Gladys B. Amparado.

We shall be highly obliged if you look into this matter and approve our request. For

further questions, you can contact us on 09459808973 or e-mail us on

martizanoloquien@gmail.com.

Looking forward for favourable response. Thank you and God bless.

Respectfully,

Researchers

49
 This is a survey questionnaire about

“The Impact of Workplace Environmental Stress in Employee

Performance of ASELCO Employees”

Profile of Respondents

Name: __________ (Optional) Contact No.________(Optional)

Address: __________ (Optional) Age: ___ yrs. old

Part I. Workplace Environmental Stress

Direction: Please mark with a (✔) by choosing the one that comes closest to your

decision.

1 – Strongly disagree 3 – Agree

2 - Disagree 4 – Strongly Agree

NOISE 1 2 3 4
1. Controlling noise levels in offices
would allow the workers to concentrate.
2. Office noise can interfere with an
employee's ability to work.
3. Allowing such loud noise at work that
it prevents your coworkers from
offending anyone.
4. Tolerating your superior's noise at
work.
5. People who work in a noisy
environment are easily distracted and are
more likely to commit mistakes?

50
TEMPERATURE 1 2 3 4

1. Unpredictable weather gives confusion

if the work should be done.
2. Temperature checking should be done
in your workplace.
3. Bad weather caused a delay of work.

4. Having comfortable temperature at

work in any case.
5. When the temperature fluctuates, it is
uncomfortable.
SPACE 1 2 3 4

1. Being able to redesign your workplace

2. Having spacious area when working

makes us concentrate.

3. Size of the working area affect the

performance of the employee.
4. There is space for left over and work
document.

5. There is space for my personal

belongings

51
Part II- Job Performance

Direction: Please rate the following statements by putting check mark (✔) on the

column using the adjectival rating below.

4 – Strongly Agree 3 - Agree

2 - Disagree 1 – Strongly Disagree

EXTRAVERSION 1 2 3 4
1. Employees enjoy being in the
company of others.
2. Employees work together, they
perform better.
3. Employees speaking in public, the
staff are quite relaxed and confident.
4. Employees would rather ask
questions than read about it.
5. Employees interact with nearly
everyone at work.

52
EMOTIONAL STABILITY 1 2 3 4
1. While confronted with a stressful
issue, employees force themselves to
think about it in a way that keeps them
calm.
2. Employees suppress their emotions
by not expressing them.
3. When employees are in a good
mood, they are cautious about
expressing their feelings.

4. Employees make a point of not

expressing their negative sentiments.
5. The employees' ability to undertake
physical duties that they previously
believed they were capable of making
them joyful or comfortable.

OPENNESS 1 2 3 4
1.Workers are adaptable to unforeseen
scenarios
2. Workers are willing to try new
things.
3. Workers are willing to do multi-
tasking .
4. Workers are always under the idea
that new initiatives are for the better.
5. Workers are given the freedom to
modify their minds.

CURRICULUM VITAE

53
FRANK LLOYD S. CABILUGAN

Purok-17 Sta. Irene, Prosperidad Agusan Del Sur

Contact Number: 09079444209

Email Address: fcabilugan@gmail.com

PERSONAL INFORMATION:

Nickname: Loy

Birth Date: September 23, 1999

Place of Birth: Sta. Irene, Prosperidad, Agusan Del Sur

Age: 23

Nationality: Filipino

Civil Status: Single

EDUCATIONAL BACKGROUND:

Elementary: Sta. Irene Central Elementary School

High School: Sta. Irene National High School

College: Southway College of Technology

Course: Bachelor of Science in Business Administration

Major in Operations Management

JERSON P. CEA

54
Purok 1 Mabuhay, Prosperidad Agusan Del Sur

Contact Number: 09518134884

Email Address: jersoncea6@gmail.com

PERSONAL INFORMATION:

Nickname: Bogoy

Birth Date: July 9, 1998

Place of Birth: Butuan City

Age: 24

Nationality: Filipino

Civil Status: Single

EDUCATIONAL BACKGROUND:

Elementary: Awa Elementary School

High School: Prosperidad National High School

College: Southway College of Technology

Course: Bachelor of Science in Business Administration

Major in Financial Management

55
LOQUIEN MARTIZANO

Purok 1 , Hubang, San Francisco, Agusan Del Sur

Contact Number: 09459808973

Email Address: martizanoloquien@gmail.com

PERSONAL INFORMATION:

Nickname: Loq

Birth Date: July 1, 1999

Place of Birth: Patin ay, Prosperidad, Agusan Del Sur

Age: 23

Nationality: Filipino

Civil Status: Single

EDUCATIONAL BACKGROUND:

Elementary: Dumanjug Central Elementary School

High School: Agusan Sur National High School

College: Southway College of Technology

Course: Bachelor of Science in Business Administration

Major in Operations Management

56
DAVESONE M. PATALINGHUG

Purok-7a Taglatawan Bayugan City, Agusan Del Sur

Contact Number: 09099099651

Email Address: davesonep@gmail.com

PERSONAL INFORMATION:

Nickname: Dave

Birth Date: December 2, 1999

Place of Birth: Patin ay, Prosperidad, Agusan Del Sur

Age: 22

Nationality: Filipino

Civil Status: Single

EDUCATIONAL BACKGROUND:

Elementary: Talisay Seaside Elementary School

High School: Barobo National High School

College: Southway College of Technology

Course: Bachelor of Science in Business Administration

Major in Operations Management

57
ANGEL GRACE ANN P. TIU

Barangay 2, Purok 6 San Francisco, Agusan Del Sur

Contact Number: +639452236092

Email Address: angelgraceann3333@gmail.com

PERSONAL INFORMATION:

Nickname: Gel

Birth Date: March 10, 1999

Place of Birth: San Francisco, Agusan Del Sur

Age: 23

Nationality: Filipino

Civil Status: Single

EDUCATIONAL BACKGROUND:

Elementary: San Francisco Pilot Central Elementary School

High School: Agusan del Sur National High School

College: Southway College of Technology

Course: Bachelor of Science in Business Administration

Major in Operations Management

58