VOL 2, ISSUE 1, JAN 2021

Page 5-14
eISSN 2710-6691 || ISSN 2716-6260
ILSAS International Journal of Learning and Development ilearned.iclad.com.my

Open Access

The Impact of COVID-19 Pandemic On Stress Severity and

Productivity Among TNB Employees
A Z Khairulzaman* & N F A Samsudin

Abstract
This paper examines the impact of coronavirus disease (COVID-19) outbreak on TNB employees’
severity of stress, specifically psychological distress and depression. It aims at identifying the main
stressors during and post COVID-19, examining the main factors which may mitigate or aggravate
the impact of COVID-19 on employees’ stress levels, and finally suggesting recommendations to
mitigate COVID-19 impact on employees’ mental health. A validated questionnaire and a few interview
sessions will be used to collect data from employees in several departments. Some of their problems
could be solved by creating more awareness within the organization. We used a combination of terms
related to coronavirus or COVID19, workplace, and severity of stress. Due to the limited number of
studies on the COVID-19 impact on employees’ severity of stress, we had to draw on research on
recent epidemics. The proposed results provide evidence that employees' severity of stress can be
identified through three factors of stressors. Lack of communication between employees and
employers, the conflict between routine and boundaries between home and work life, and insufficient
facilities or equipment are the main factors affecting TNB employees.

Keywords

Coronavirus, COVID-19, severity of stress, workplace

Address for Correspondence:

* Anis Zakiah Khairulzaman (anis.khairulzaman@tnb.com.my)
TNB Integrated Learning Solution (ILSAS), 43650 Bandar Baru Bangi, Selangor, Malaysia

Article history:
Received Accepted Available online
10 Aug 2020 5 Nov 2020 1 Jan 2021

© 2021 by the authors; licensee TNB Integrated Learning Solution Sdn. Bhd.
(ILSAS), Bandar Baru Bangi, Malaysia.
This is an open access article distributed under the terms of the Creative Commons Attribution license CC BY 4.0, which permits
unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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1. INTRODUCTION

In today’s world, stress has become a worldwide phenomenon that occurs in various forms in every
workplace. In their work, TNB employees are generally clocking longer hours as the rising levels of
responsibilities require them to exert themselves even more strenuously to meet rising expectations
of work performance. Stress is a common element in any kind of job and each person has to face it in
almost every aspect of life. Stress has been defined in different ways over the years. According to
Mehta and Sharma (2015), stress is “a dynamic condition in which an individual is confronted with an
opportunity, constraints, or demand related to what he or she desires and for which the outcome is
perceived to be both uncertain and important.” In organizations, stress is an increasing problem and
often causes adverse effects on performance.

According to Stefanaki et al. (2015), work-related stress has been a topic garnering increasing
attention in the area of occupational health, over the last three decades. The authors were of the
opinion that the world, especially concerning work and business, has become increasingly subjected
to fast-changing forces including increased competition, the pressure of quality, innovation, and an
increase in the pace of doing business. The demands on employees grew equally dramatically and this
created stress within employees. Apart from the stress that arose from the work situation, other
sources of stress could relate to personal factors such as relationships with others and the use of
free time (Dahl, 2011).

Stress can therefore be described as the adverse psychological and physical reactions that occur in
an individual as a result of his or her inability to cope with the demands being made on him or her
(Gaur & Sharma, 2014). That is tension from extraordinary demands on an individual. It is noted that
stress is not necessarily bad; it provides an opportunity when it offers potential gain. But whatever its
nature, stress usually begins when individuals are placed in a work environment that is incompatible
with their work style and/or temperament. It becomes aggravated when individuals find out that they
have or can exercise little control over it. Hence, “many organizations in the world are witnessing an
alarming increase of the negative effects of stress on employee’s productivity” (Hoboubi et al., 2017).

Khalatbari et al. (2013) specified causes of stress as follows; insufficient facilities or equipment, lack
of communication between employees and employers, and conflict between routine and boundaries
between home and work life. In the same breadth, Liu et al. (2013), viewed stress-related illnesses as
the leading cause for low productivity levels during the Covid-19 pandemic. Immense pressure at work
has led to stress, making it the number one factor causing illness.

Massoudi and Hamdi (2017) outlined reasons for low productivity as follows; poor training in the
company, machine breakdowns, non-established performance standards, lack of planning and
motivation, change, poor atmosphere and environment, inadequate communication at many levels,
and non-identification with company goals.

If not handled well, stress and its relation with the business world might lead to illness and also
increase the time offs taken by employees (Mehta & Sharma, 2015). As a result, both the organization
and employees will be affected by it. But the tension in the business world is also good to some extent
and can lead employees to be motivated to work hard and increase their efficiency. On the other hand,
stress that makes the employee under pressure to the point that the employee would not be able to
deal with the situation affects both the employee and the company in a negative way (Halkos &
Bousinakis, 2010).

1.1 Problem Statement

Researchers over time have dedicated much energy and effort to provide businesses with models and
theories concerning the relation between job satisfaction and job performance, as organizations want
their employees to be productive as well as satisfied (Adaramola, 2012). In a job-related context,

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satisfaction represents the general gratification with the job as such, and the performance is defined
in terms of the level of employees’ contribution to organizational goals (Platis et al., 2015). Job
satisfaction is a “pleasurable or positive emotional state resulting from the appraisal of one’s job or
job experience” (LePine et al., 2016). Consequently, there is the need to evaluate the impact of job
stress on employee’s productivity during the Covid-19 pandemic.

2. LITERATURE REVIEW

COVID-19 is an infectious disease caused by coronavirus – ‘Coronaviruses (CoV) are a large family of
viruses that cause illnesses ranging from the common cold to more severe diseases such as Middle
East Respiratory Syndrome (MERS-CoV) and Severe Acute Respiratory Syndrome (SARS-CoV). A
novel coronavirus (nCoV) is a new strain that has not been previously identified in humans’ (Rothan &
Byrareddy, 2020). They are transmitted between animals and humans. The normal symptoms include
fever, dry cough, shortness of breath, and breathing difficulties, as well as tiredness with possible
symptoms of aches and pains, nasal congestion, runny nose, sore throat, or diarrhea (Rothan &
Byrareddy, 2020).

Coronavirus has been discovered with its outbreak in Wuhan, China, in December 2019. Now, it has
spread at a lightning speed to affect several countries. According to Sohrabi et al. (2020), on March 31,
2020, this virus has reached 202 countries, areas, or territories with 693,224 confirmed cases and
33,391 deaths. Many countries have demonstrated leadership by implementing emergency measures
to prevent the infection from spreading. In this context, schools and universities, kindergartens,
cinemas, museums, restaurants have been closed, public gatherings and events have been canceled,
people are quarantined, with travel restrictions, borders closed and flights from and to countries with
a high level of contamination canceled (e.g. China, Italy, France, Spain, US, Canada, etc.).

According to Mehta and Sharma (2015), stress is a dynamic condition in which an individual is
confronted with an opportunity, constraint, or demand related to what he desires and for which the
outcome is perceived to be both uncertain and important. From this definition, one can say that stress
is not necessarily bad, as it also has a positive value when it offers potential gain. Stefanaki et al.
(2015) also define stress as a person’s adaptive response to a stimulus that places physical and
psychological demands on a person. Similarly, Dahl (2011) defined stress as any adjective demand on
an individual caused by physical, emotional, or mental factors that require coping behavior.

In addition, Khalatbari et al. (2013) describe stress as a negative emotional experience accompanied
by predictable biochemical, physiological, cognitive, and behavioral changes that are directed either
toward altering the events or accommodating its effects. Again, Crawford et al. (2010) define stress as
a wide collection of physical and psychological symptoms that results from difficulties experienced
by an individual while attempting to adapt to an environment. This means the potential for stress exists
when an environmental situation presents a demand threatening to exceed a person’s capabilities and
resources.

From the above definitions and descriptions, stress can best be seen as excessive demands that affect
a person both physically and psychologically. Thus, the mental or physical condition that results from
perceived threat or danger and the pressure to remove it (Mehta & Sharma, 2015).

2.1 Stressors During the Coronavirus Pandemic

The coronavirus disease 2019 (COVID-19) pandemic may be stressful for people. Fear and anxiety about
a new disease and what could happen can be overwhelming and cause strong emotions in adults and
children (Rothan & Byrareddy, 2020). There are so many things outside of our control including how
long the pandemic lasts, how other people behave, and what is going to happen in our communities.
That is a tough thing to accept, and so many of us respond by endlessly searching the Internet for

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answers and thinking over all the different scenarios that might turn out (Khalatbari et al., 2013).
Stress during an infectious disease outbreak can sometimes cause the following:

i. Lack of communication between employees and employers

The lack of person-to-person communication is also a challenge for some people. Some employees
will feel left out from the mainstream office work while some take things for granted as they are only
visible to their bosses during video calls. The number of people working partially or fully remote has
been on the rise over the years, but the pandemic may have pressed the fast-forward button on this
trend. With millions of people taking part in this work-from-home experiment, we also need to
understand its downsides (Khamisa et al., 2015). Many employees expressed fear that their
professional efforts will not be appreciated because of the lack of in-office contact. They are worried
that the management cannot see the full extent of their contributions, which may affect their career
trajectory. According to Ekienabor (2016), some find it difficult when they raise tough questions or flag
concerns that may be intimidating to the management when working remotely rather than in person.
Conversely, the management is worried that productivity and focus will diminish when employees
work in more informal locations such as at home or a cafe and that if people are not working in the
same location, team cohesiveness and company culture will suffer.

ii. Conflict on routine and boundaries between home and work-life

The situation feels impossible for two-parent homes where both partners can work from home and
gets exponentially harder for single parents, kids with special needs, families experiencing
homelessness, and parents who have to work outside of the home. Amid the spread of COVID-19 and
the big shift to work from home, those who are accustomed to working in office environments may
feel confused by the lack of routine and boundaries between your work life and home life, with kids
clamoring over your keyboard (Sun et al., 2020). When kids see that both parents are at home, they
feel that it is like a ‘normal weekend’ and expect parents to give them attention and time. Perhaps the
most challenging aspect of working at home for parents with younger children in managing their kids.
The closure of schools and transition to “distance learning” for students has forced many working
parents to take on the additional job of a full-time teacher.

iii. Insufficient facilities or equipment

Lack of internet connectivity leads to the inability to get things done on time. Internet speed,
connectivity, and capacity are emerging issues as thousands of employees are being asked to work
from home amid the coronavirus pandemic. While TNB employers try to reduce exposure to COVID-
19, employers and employees are getting first-hand experience on the limitations of today’s
technological infrastructure. Those issues include having enough capacity on virtual private networks
(VPNs) which enable secure connections between home computers and office servers, protecting
employer infrastructure from cyber-attacks, and ensuring internet access to rural areas and low-
income families. Working from home all the time is not for everyone, and many will want to return to
the office. As the public health crisis continues, however, office space will probably have to be altered
for people to feel safe being there. That could mean a reversal of the open office trend. Some
employees have also spent lots of money to create their workspace.

From the survey that we had blast, we received few concerns faced by TNB employees such as
constraints faced when they need to monitor their kids while working, they had to face roadblocks
which will take their time to go to work, and they had to run errands while working.

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3. METHODOLOGY

An online survey was used for collecting information for the research. The information was collected
based on the questions to the respondents. The questionnaire had been designed according to the
objective of this study to collect appropriate data to discover the impact of stress severity on TNB
employees’ productivity. Also, each question was short in length and easy to understand as simple
wordings were used.

Data in this study were collected through a mail survey using a self-reported questionnaire. A self-
reported questionnaire was used because it was more effective, reduced administrative costs, and
could be sent to as many as possible.

The content from the survey form was transferred to an Online Survey. The questionnaire was posted
online where respondents could respond to the questions through a paper-pencil form. This enabled
the respondents to answer the survey immediately without taking much of their time.

Adults aged above 20 years comprising Tenaga Nasional Berhad (TNB) employees who were able to
provide verbal informed consent were recruited in the study. To ensure that participants were still
working with TNB, they were asked to provide the name of their stations in the questionnaire. No
monetary rewards were given for completing the questionnaire. The research was based on the
information of the representation sample group from the total responses from TNB employees from
either the Distribution Automation, Distribution System Operator, TNB Kelantan, TNB Johor Jaya, and
TNB ILSAS.

Participants were asked to complete an online socio-demographic section (e.g., age, gender, and
position). Personal details including names shall not be revealed to maintain and protect
confidentiality. Additionally, the questions aimed to assess the severity of their stress.

3.1 Survey Instrument and Measurements

The questionnaire was the most important part of the information gathering strategy to obtain
information. Reviews were made to extract data on learning, demeanors, opinions, practices,
confirmations, and other data. In the blueprint, the researchers utilize an examination to assemble
data from the respondents to address the questions. An outline is a helpful technique for gathering
data from within a period allocation.

Along these lines, the structure of the reviews was most important to guarantee careful information
was obtained with the target that the outcomes were interpretable and generalizable. A poor report
will render the outcomes uninterruptable, or dynamically horrendous. Before one can produce the
diagram, one must know the subject of the chain of noteworthiness. Thus, in orchestrating a review,
one must have a general standard to follow in producing the outline itself.

The structured questionnaire included questions that covered several areas: (1) age; (2) gender; (3 &
4) occupational data; (5) stress scale; (6) causes and constraint of stressors; and (7) recommendations
to mitigate stressors.

4. FINDINGS

This section presents and describes the results of analyses in the study. The section also discusses
the data collection process, followed by the methods of data cleaning. This section represents the
findings and analysis of this study which is the severity of stress. Data analysis is a process of editing,
coding, processing, and analyzing the raw data for the purpose of building an empirical model where
relationships are carefully brought out so that some meaningful inference can be drawn.

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A total of 200 questionnaires were mailed to the respondents that appeared in the sampling frame of
the study. A satisfactory response rate is one of the important aspects of any data collection method
and the response rate greatly depends on the case of the respondents answering and returning the
questionnaire. After the end of a one-week period, a total of 164 responses were received resulting in
a response rate of 82 percent which was considered acceptable given the response rate for any survey
methods.

Frequency analysis on the subject under study illustrates the number and percentage of respondents
for each category of demographic factors. The analysis of data will begin with a discussion about the
demographic factors. The demographic factors include gender, age group, and position of TNB
Employees.

After the data screening, six cases with outliers were deleted and the total usable responses for the
final analysis were 164 responses. The demographic characteristics of respondents included the
following; In the gender background of the 164 respondents, males represented 68 percent (111) of the
sample population while females constituted 32 percent (53) as shown in Figure 1.

FIGURE 1 – Demographic profile

Based on the response, 164 adult respondents, of various age categories from above 20 to over 60 had
participated. Figure 2 below presents the age of the respondents. 13 percent (22) of the respondents
were in the range of 20 – 30, 44 percent (72) were in the range of 31 - 40, 27 percent (45) were in the
range of 41 – 50, 15 percent (24) respondents were 51 – 60 years old and last but not least 1 percent (1)
of the respondents were from 61 – 65 years old. It can be concluded that the majority of the
respondents in the survey were adults. From the total of 164 respondents who participated, it is shown
that most of the respondents were from the Executive positions which represented 68 percent (112),
while Non – Executives made up the other 32 percent (52).

In the survey, the respondents were asked, “How stressed did you feel when the Movement Control
Order (MCO) started?” Based on their answers, 164 adult respondents, revealed various feelings
including upset, neutral, irritability, and happiness. Figure 2 below presents the feelings of the
respondents. 6 percent (10) of the respondents were in the range of Happy, 12 percent (20) were in the
range of Irritable, 33 percent (54) were in the range of Neutral, and last but not least 49 percent (80)
respondents were Upset.

Figure 3 below presents the causes or constraints faced by TNB employees who participated in the
survey. 45 percent (73) of the respondents were facing the conflict between routine and boundaries
between work life and home life, 27 percent (44) were facing lack of communication between employee
and employer and 29 percent (47) were facing insufficient facilities or equipment during the Movement
Control Order (MCO).

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 FIGURE 2 – Stress scale

FIGURE 3 - Causes or constraints faced by TNB Employees

5. DISCUSSION, CONCLUSION & RECOMMENDATION

Based on the findings, it can be concluded that stress is a real challenge for employees who are
working during the Covid-19 pandemic. For this purpose, the research was conducted to monitor the
impact of stress on TNB employees’ productivity. The variables were drawn from the literature which
revealed the causes of stress and its effects on employees’ productivity. The variables of stress
causes during Covid-19 included insufficient facilities or equipment, lack of communication between
employees and employers, and conflict between routine and unclear boundaries between home and
work life.

Implementing strategies that work can be simple and the organization will benefit in many areas. The
results indicated that there was an impact of stress on employees’ commitment, thereby causing a
decrease in their performance. Training and strategies need to be provided and subsequently
monitored by employers. Family members and partners need to co-operate to provide space for the
employee to function without disturbances.

The strategies organizations use for professional development are vital to the success and retention
of their employees. Incorporating mindfulness-based stress reduction such as meditation, breathing,
and yoga will reduce stress and is known as a cost-effective strategy (Sheppard, 2016). Not only will
organizations find that seasoned employees will be happier in their position, productivity will increase
and organizations will find that the retention of new employees will also increase (Mabaso & Dlamini,
2017).

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Incorporating coaching and mentoring into the organization builds relationships (Laranjeira, 2012).
Employees will build strong relationships and allies in the workplace, which reduces stress and create
a successful organization (Najib et al., 2019). Implementing strategies for peer-mentor-protégé
relationship building will also increase employees’ overall job satisfaction (Uk & Ukpere, 2011). At the
same time, the mentor-mentee relationship will reduce the amount of alienation felt in the future
(Bartz, 2017).

The recommendations during pandemic situations:

i. Highlight key issues and pinpoint critical areas for action

Start with the assumption that you will face numerous and unexpected barriers to communicate. The
more people and the more layers in your organization, the harder you have to work to get your point
across. Ongoing, consistent communication is key, and use any means appropriate for the occasion.

Rather than telling people what to do, give them a clear line of sight; where they are going, how they
are doing, and where each one fits in. Promptly address concerns. All these steps will ensure they
can get the information they need, when they need it, to do their best work and that they feel kept in
the loop.

ii. Create work and communication agreements with your team and household

This may be one of the hardest steps to implement because it requires collaboration from others but
it is crucial if you want to set strong and healthy work-life boundaries. Setting boundaries does not
mean that you are putting up a wall and/or need to act defensively whenever someone wants to talk
to you. Boundaries are about respect. They allow you and others to respect your time and energy.
However, your friends, family, and co-workers would not know your boundaries unless you are
communicating with them.

If you are on a remote team, you and your team should come to an agreement when everyone is
available to work together during the day. You also want to be clear about where communication
happens. It may seem over the top but is very specific about when and where communication and
work happens can bring clarity and structure for everyone to work productively.

iii. Make internet and office infrastructure investments

From the cloud to data centers to CDNs, there are a variety of Internet infrastructure vendors in the
marketplace that all can play roles in a successful network plan. As cooperative as your cloud
partners are, they do not provide visibility into how well your customers are connecting to the cloud
instances, how well they are serving your key markets, or a consolidated view across cloud vendors.
Make sure that you have the visibility and the tools to monitor, control, and optimize your Internet
infrastructure to make changes when a delay or outage occurs.

Identify ideal workspaces where you can do your best work. Although you need not reconstruct your
office altogether, it can help provide a sense of normalcy to mold your new workspace into something
like your office space. Setting yourself up for success sometimes means recreating the environment
in which you are the most successful.

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ACKNOWLEDGEMENT

Praise to the Almighty for giving us the strength to complete this project. First, we would like to express our
highest appreciation and gratitude to the Head of ILSAS Consulting Group, Mr. Wan Fadzil Adlan Wan Sidik for
being very supportive, providing guidance, and also precious advice as well as encouragement to us in
completing this ICLAD paper. Our deepest thanks and appreciation to our parents, family, and others for their
cooperation, encouragement, constructive suggestion, and full support for the report completion, from the
beginning till the end. Also, thanks to all of our friends and everyone who have contributed by supporting our
hard work and helped us during the ongoing progress of the paper. Lastly, a special thanks to everyone directly
or indirectly involved, who supported and encouraged us to complete this project.

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