Workplace Stress and Organizational Impact

This assignment delves into the critical issue of workplace stress and its consequences for organizations. It presents a series of survey questions designed to gauge employees' perceptions of stress levels, its sources, and its effects on various aspects of work life. The analysis focuses on understanding the relationship between stress, absenteeism, productivity, morale, and employee apathy. Furthermore, it examines organizational strategies for mitigating stress and enhancing employee well-being.

Running head: STRESS ON EMPLOYEE PERFORMANCE
Stress on Employee Performance:
A case study of F&B Industry, Malaysia
Name of the Student:
Name of the University:
Author note:

2“STRESS ON EMPLOYEE PERFORMANCE”
Abstract
Stress is regarded as the normal part of life. It is seen as anything that exerts pressure on human
beings. Everybody requires some amount of stress in their lives. It can be further evaluated as the
force encouraging person to grow and develop. Without any stress one can be bored and
dissatisfied with job and life. The economic environment has been placing more pressure on
business to get success. Thus competition has been turning fierce. Various business owners have
been facing brutal burdens for keeping their organization active with profit. This has been
trickling down the impact that can take place resulting to the creation of employee stress. Current
study deals with analyzing the impact of employee stress on performance of the employees. Food
and beverage industry in Malaysia has been selected as case study. The research is categorized
in five chapters such as introduction, literature review, research methodology, data analysis and
conclusion as well as recommendations. In introduction chapter, research aims, objectives,
questions, rationale, problems statement and significant of the study are described. Literature
review chapter deals with analyzing secondary data; whereas selection of methodological tools is
achieved in third chapter. Forth chapter discusses data gathering from survey and interview.
Final chapter ends with conclusion and recommendation for the research.

3“STRESS ON EMPLOYEE PERFORMANCE”
Acknowledgement
Conducting this research has been one of the most enriching experiences of my life. The
contribution of this research to enhance my knowledge base and analytical skill has been
paramount. It gave me the opportunity to face challenges in the process and overcome them. This
would not have been possible without the valuable guidance of my professors, peers and all the
people who have contributed to this enriching experience. I would like to take this opportunity to
thank my supervisor ----------------------- for the constant guidance and support provided to me
during the process of this research. It would not be justified if I did not thank my academic
guides for their important and valuable assistance and encouragement throughout the research
process. I would also like to thank my friends who had provided me with help and
encouragement for collecting primary data and valuable resources. Finally, I would like to thank
the professionals from the retail industry who have participated in the research survey and
provided with valuable inputs into the subject. The support of all these people has been inspiring
and enlightening throughout the process of research in the subject.
Heartfelt thanks and warmest wishes,
Yours Sincerely,

4“STRESS ON EMPLOYEE PERFORMANCE”
Table of Contents
Chapter 1: Introduction......................................................................................................11
1.1 Background of the study..........................................................................................11
1.2 Research Aims and Objectives................................................................................12
1.2.1 Aims of the study..................................................................................................12
1.2.2 Objectives of the study.........................................................................................12
1.3 Research Questions..................................................................................................13
1.4 Problem Statement...................................................................................................13
1.5 Rationale of the study..............................................................................................14
1.6 Structure of the study...............................................................................................16
1.7 Key words definition...............................................................................................17
Chapter 2: Literature review..............................................................................................18
2.1 Preface.....................................................................................................................18
2.2 Overview of workplace stress..................................................................................18
2.2.1 Stress-related hazards at work..............................................................................19
2.3 Impact of stress on human body..............................................................................20
2.4 Theories related to job related stress.......................................................................21
2.4.1 Selye’s Theory......................................................................................................21
2.4.2 The Lazarus theory...............................................................................................22
2.4.3 Person-Environment Fit theory (P-E Fit theory)..................................................22
2.4.4 Job Demand-Control (Support) Theory................................................................23
2.5 Empirical research...................................................................................................24
2.6 Different Types of Stress Lead to Different Performance Outcomes:....................26
2.13 Conceptual framework...........................................................................................28
Chapter 3: Research methodology.....................................................................................29
3.1 Preface.....................................................................................................................29
3.2 Method Outline........................................................................................................29
3.3 Research Philosophy................................................................................................30
3.4 Research Approach..................................................................................................31
3.5 Research Design......................................................................................................31
3.6 Data Collection Process...........................................................................................32
3.7 Data analysis process...............................................................................................33
3.8 Sample and Sample Size..........................................................................................34

5“STRESS ON EMPLOYEE PERFORMANCE”
3. 9 Ethical Consideration..............................................................................................34
3.10 Timeline.................................................................................................................35
(Refer to Appendix)........................................................................................................35
Chapter 4: Findings and analysis.......................................................................................36
4.1 Preface.....................................................................................................................36
4.2 Quantitative analysis................................................................................................36
Regression Analysis:.....................................................................................................81
4.4 Analysis...................................................................................................................89
4.5 Summary..................................................................................................................90
Chapter 5: Conclusion.......................................................................................................91
5.1 Conclusion...............................................................................................................91
5.2 Limitations and future scope...................................................................................91
References......................................................................................................................92
Appendices....................................................................................................................97
Appendix 1.....................................................................................................................97
Table 1: Gantt chart...................................................................................................97
Appendix 2.....................................................................................................................98
Interview questions......................................................................................................112

6“STRESS ON EMPLOYEE PERFORMANCE”
List of tables
Table 4.1: Time for working in organization............................................................................46
Table 4.2: Impact of stress on employee performance..............................................................47
Table 4.3: challenges for working in F&B industry..................................................................48
Table 4.4: factors for motivating to work.................................................................................50
Table 4.5 Impact of instant decision-making skill on work stress............................................51
Table 4.6: Increasing competition in market leads to more stress...........................................52
Table 4.7: issues faced while in stress.......................................................................................53
Table 4.8: Impact of workplace stress on outside of the organization......................................55
Table 4.9: Role of organizations to mitigate stress in work......................................................56
Table 4.10: Measures to mitigate stress in workplace..............................................................57
Table 4.11: Role of work-life balance on minimizing stress....................................................59
Table 4.12: problems for being stressed in workplace..............................................................61
Figure 4.12: problems for being stressed in workplace............................................................61
Table 4.13: Role of employees to mitigate stress in work........................................................62
Table 4.14: Role of the government to reduce work pressure and stress..................................63
Table 4.15: Role of effective communication to mitigate stress in work.................................65
Table 4.16: Impact of job related stress on performance of an employee in food and beverage
industry..........................................................................................................................................66
Table 4.17: Impact of organizational stress on overall performance........................................68
Table 4.18: Impact of career development related stress current performance........................69
Table 4.19: Impact of psychological stress on performance at the workplace.........................71
Table 4.20: behaviour related stress factors reduce productivity in organization.....................72
Table 4.21: Importance of focusing on individual stress as it generates low morale...............74
Table 4.22: outcomes seen when in stress.................................................................................75
Table 4.23: absenteeism in workplace can be generated for affecting in stress........................77
Table 4.24: factors responsible for low productivity in your organization...............................78
Figure 4.24: factors responsible for low productivity in your organization..............................78
Table 4.25: apathy/ loss of interest in work can be resulted for being stressed in the workplace
.......................................................................................................................................................80
Table 4.26: organizations need to focus on the job related stress factors to generate potential
productivity of the organization.....................................................................................................81
Table 4.27: organizations need to focus on improving morale of the employees.....................83
Table 4.28: poor work relations is one of the results for being stressed in work......................84
Table 4.29: organization need to focus on career development as it can reduce additional
stress of an employee.....................................................................................................................86
Table 4.30: workshops for motivating employees and practice to manage stress in the
workplace.......................................................................................................................................87
Table 1: Gantt chart.................................................................................................................100

7“STRESS ON EMPLOYEE PERFORMANCE”
List of figures
Figure 2.1: Effect of stress on physical and mental health of employees....................................19
Figure 2.2: Performance management system.............................................................................27
Figure 2.3: Statistics of work stress.............................................................................................29
Figure 2.4: Approach for managing stress..................................................................................30
Figure 2.5: Stress management techniques..................................................................................33
Figure 2.6: causes of stress...........................................................................................................34
Figure 2.7: Sources of stress........................................................................................................36
Figure 4.1: Time for working in organization..............................................................................47
Figure 4.2: Impact of stress on employee performance...............................................................48
Figure 4.3: challenges for working in F&B industry...................................................................50
Figure 4.4: factors for motivating to work...................................................................................51
Figure 4.5 Impact of instant decision-making skill on work stress..............................................52
Figure 4.6: Increasing competition in market leads to more stress.............................................53
Figure 4.7: issues faced while in stress........................................................................................55
Figure 4.8: Impact of workplace stress on outside of the organization........................................56
Figure 4.9: Role of organizations to mitigate stress in work.......................................................57
Figure 4.10: Measures to mitigate stress in workplace................................................................59
Figure 4.11: Role of work-life balance on minimizing stress......................................................60
Figure 4.13: Role of employees to mitigate stress in work..........................................................63
Figure 4.14: Role of the government to reduce work pressure and stress...................................65
Figure 4.15: Role of effective communication to mitigate stress in work...................................66
Figure 4.16: Impact of job related stress on performance of an employee in food and beverage
industry..........................................................................................................................................67
Figure 4.17: Impact of organizational stress on overall performance..........................................69
Figure 4.18: Impact of career development related stress current performance..........................70
Figure 4.19: Impact of psychological stress on performance at the workplace...........................72
Figure 4.20: behaviour related stress factors reduce productivity in organization......................73
Figure 4.21: Importance of focusing on individual stress as it generates low morale.................75
Figure 4.22: outcomes seen when in stress..................................................................................76
Figure 4.23: absenteeism in workplace can be generated for affecting in stress.........................78
Figure 4.25: apathy/ loss of interest in work can be resulted for being stressed in the workplace
.......................................................................................................................................................81
Figure 4.26: organizations need to focus on the job related stress factors to generate potential
productivity of the organization.....................................................................................................83
Figure 4.27: organizations need to focus on improving morale of the employees......................84
Figure 4.28: poor work relations is one of the results for being stressed in work.......................85
Table 4.29: organization need to focus on career development as it can reduce additional stress
of an employee...............................................................................................................................87
Figure 4.30: workshops for motivating employees and practice to manage stress in the
workplace.......................................................................................................................................89

8“STRESS ON EMPLOYEE PERFORMANCE”
Chapter 1: Introduction
1.1 Background of the study
Sonnentag and Fritz (2015) stated that stress is known as a biological term that refers
consequences of failure of a human in responding appropriately physically or emotionally threats
to organism. In other words, stress refers to strain from a situation of conflict between external
environment and people that leads to emotional as well as physical pressure. As the world
becomes fast paced, it is not possible to live free of stress especially in a workplace. However,
there are two types of stress such positive and negative stress depending on unique perception of
individual of tension between two forces. Stress at work is comparatively new phenomenon of
modern lifestyle (Abbas and Raja 2015). Hence, job stress becomes a chronic disease caused by
pressure in the workplace. It negatively affects performance of individuals as well as overall
well-being of mind and body.
According to a report published by The Health and Safety Workplace (HSE) in 2015-16,
people are suffering from work-related stress or illness (Petrou et al. 2015) 1.3 million working.
Approximately, 2515 mesothelioma deaths have been occurred due to past asbestos exposures.
On the other hand, 30.4 million working days hampered due to work-related illness as well as
workplace injury. It has been estimated that £14.1 billion cost of injuries and ill health have been
taken place from present working conditions. The latest report published by Labour Force
Survey imposed that the total number of work related stress, depression or anxiety cases are
48,000 found in 2015-15 as a prevalence rate of 1510 per 100,000 workers (Joseph et al. 2015).
In 2015-2016, it has been reported that stress caused for 37% of all work associated with ill
health cases, whereas 45% of working days hampered for stress in workplace.

9“STRESS ON EMPLOYEE PERFORMANCE”
In this perspective, stress continues to affect health of the organizations. As unhealthy
organization directly affect on production of the organization, it reduces involvement of the
employees. Wang, Lu and Siu (2015) mentioned that the experiences of work related stress is not
new in Malaysia. The organizations in Malaysia continue to experience work-related stress that
results in poor working conditions. Working in food and beverage industry is hard and stressful
as working hours is long. In addition, the sector has higher proportion of workers resulting a
tough completion among the employees. The high degree of interacting with guests and high rate
of crises occurs in the industry are the main causes of stress in F&B industry. Hence, it is
important to identify the reasons and critically analyze the impact of stress on productivity of the
organizations due to high level of stress.
1.2 Research Aims and Objectives
1.2.1 Aims of the study
The aim of the research is to analyze the impact of job stress on employee performance
critically. In addition, the study has aim to identify the causes responsible for job stress in F&B
industry, Malaysia and find out the techniques used for managing stress in the industry.
1.2.2 Objectives of the study
The research objectives can be explained as followed.
 To identify the causes responsible for stress in F&B industry, Malaysia
 To critically analyze the impact of stress in F&B industry, Malaysia
 To identify the level of awareness among managers in mitigating work
 To recommend stress management techniques for minimizing stress in F&B
industry, Malaysia

10“STRESS ON EMPLOYEE PERFORMANCE”
1.3 Research Questions
The research questions can be listed as followed.
 What are the causes responsible for causing stress in F&B industry, Malaysia?
 What is the level of awareness among managers in mitigating stress?
 What are the stress management techniques for minimizing stress in F&B
industry, Malaysia?
1.4 Problem Statement
The public service department is one of the busiest industry having high demand as well
as expectations from public. Therefore, workers require to work over as well as beyond the work
schedule. It creates stressful environment for employees of the organization. In addition, there is
several issues cause stress among employees like low salaries, lack of engagement in decision
making process, heavy workload as well as less opportunities for promotion (Karimi et al. 2014).
On the other side, globalization has Malaysian suppliers facing tough competition along with
aggressive cost cutting. Moreover, pressure in workplace is growing day by day and people in
food and beverage industry are facing changing business and economic conditions as from own
role and position in the enterprise. In addition, the workers need to be able for multi-task and
meet satisfaction of the users (Zhang et al. 2014).Stress is considered as ubiquitous and becomes
universal phenomenon in workplaces.
In addition, International researches give effort in reducing human and economic costs
caused for work related stress. The employees highlight the significance of stress at current days
in order to manage and minimize stress by making practical guidelines in public and private
sectors. In order to reduce work-related stress, organizations included in F&B industry, Malaysia

11“STRESS ON EMPLOYEE PERFORMANCE”
have taken several steps like implying policies for managing work pressure in the organization
(Wang et al. 2014). However, growing level of competition becomes the major barrier to keep
employees comfort zone in the workplace. Thus, it is requires to investigate the impact of job
stress on performance of the employees and organization and find out effective actions that can
be helpful to balance work-life pressure.
1.5 Rationale of the study
In the words of Sykes, Venkatesh and Johnson (2014), there are several studies have
conducted study on workplace stress. However, challenges for implicating the techniques helpful
to reduce stress are missing and not up to dated as the organizations and working procedure is
moving fast changes. It is vital to perceive and address job stress as the components have bad
affect on mind and physical health of the employees. Modern organizations face increasing in
number and size of the organizations employ as well as rely on specialists as well as
professionals whom offered a suitable work environment for performing roles effectively. A
number of researchers have confirmed increased interest of researches in the field of
organizational behavior in studying the factors that affect performance of jobs like job stress that
made the enterprise strives removing or neutralizing factors that cause job stress among workers
(Karimi et al. 2014). In other words, occupational stress has an impact on performance of the
employees recognized as a vital area of concern for the organizations. Negative stress also
affects physical and mental health of the staffs. Thus, analyzing the impact of job stress on
employee performance is considered as an important issue for F&B industry, Malaysia.
It is important to understand several occupational stress inducers and impact of various
aspects of job performance. Occupational stress has become a challenge for employers of the
organizations as it has a direct impact on low productivity and increase absenteeism of different

12“STRESS ON EMPLOYEE PERFORMANCE”
employee issues such as alcoholism, drug abuse, host of cardiovascular issue and hypertension.
Majority of the previous articles mentioned that impact of stress on specific aspect or dimensions
of jobs (Petrou et al. 2015). Thus, it is pertinent to comprehend as to what constitutes
performance of jobs and finding four aspects such as general performance, technical
performance, human performance as well as administrative performance. On the other hand,
skills including knowledge and abilities as well as competencies of the staffs are important for an
organization to gain competitive advantages. Moreover, the concerns for organizations are
performance of workers irrespective of the factors conditions. As good performance of the
employees can lead to provide good organizational performance, it is an indicator of getting
success. It is required to analyze the factors dependent for job stress that directly has an impact
on employee performance of the organization. Thus, it becomes an issue to manage stress
effectively.
Stress has a great impact on organizational performance and affects health of the workers.
Thus, it is important to identify the factors responsible for causing job stress among employees.
Overtime in workplace has an enormous impact on performance of the employees as well as
productivity. Combination of regular overtime as well as potential for performance issues for the
employers. Hence, addressing the issues that cause job stress is important for management of the
organizations. In addition, business demand as well as productivity is considered as major
concerns, which arise out regular and excessive overtime. At present days, nature of work
becomes drastically changed and still changing at whirlwind speed. Most of the professions
starting from artist to engineer or a doctor to sales executive are suffered from stress (Joseph et
al. 2015). Additionally, job stress becomes a threat to physical health. On the other hand, work
based stress seen in organized workers consequently affects health of the organizations. As a

13“STRESS ON EMPLOYEE PERFORMANCE”
result, organizations are affected in generating expected outcome and retain competitive in its
business position. Hence, it becomes an issue now to manage occupational stress in F&B
industry, Malaysia.
1.6 Structure of the study
The research has four chapters followed by introduction, literature review, research
methodology, data analysis & findings and conclusion & recommendations. First chapter of the
research deals with background, research aims, objectives, research questions and rationale of
the research. Research aims and objectives are helpful to set right direction of the research. On
the other hand, research background, problem statement and rationale of the research are useful
to understand the topic of research properly and reasons for selecting the topic.
Literature review consists of gathering of secondary sources such as books, journals and
websites. Theories and models related to the research are explained in the section of research.
Third chapter of the research includes research methodology. In this part, selection of
methodological tools is achieved. It helps to carry forward the research in proper way.
Fourth chapter of the research deals with data findings and analysis. Here, data collected
from primary sources like online survey is presented in tabular format. Additionally, data are
analyzed in this chapter of the research.
Final chapter of the research discusses conclusion and recommendations. Data analyzed
from fourth chapter of the research summarized and concluded in this chapter. Moreover,
recommendations are provided in order to manage job stress at workplace and obtain potential
outcome.

14“STRESS ON EMPLOYEE PERFORMANCE”
1.7 Key words definition
Organisational theories: The theory studies enterprises for identifying the patterns as well as
structures used in order to solve the issues maximize efficiency along with productivity.
Individual stress: Stress can be defined in terms of physical as well as physiological effects on
an individual, physical or emotional strain.

15“STRESS ON EMPLOYEE PERFORMANCE”
Chapter 2: Literature review
2.1 Preface
The chapter deals with gathering of secondary data from different sources such as books,
journals and websites and analyzes the data. The concept of stress and its impact on human body
is explained in this chapter. Additionally, the key factors for getting success in workplace are
explained in this chapter of research. Theories, models related to stress, and employee
performance are presented in this chapter. On the other hand, impact of job stress on employee
performance is critically analyzed in this chapter of research. Challenges faced by the
management of an organization to implement stress management technique and develop a stress
free environment are also discussed in this chapter of research.
2.2 Overview of workplace stress
Workplace stress is harmful as well as emotional response, which can occur during
conflict situation between demands of jobs on employee and amount of control that an employee
has over meeting the demands (Law et al. 2014). Pressure at workplace is not avoidable for
demands of contemporary work environment. Individuals can perceive pressure as acceptable. It
may keep employees alert, motivated and able to work as well as work depending on available
resources along with personal characteristics.
Social framework approach hypothesis can center the connection between inner and in
addition outside condition. Groups working in the organizations depend on specializations,
though Pfizer takes after the approach that can impact both the organization in the distinguishing
proof of the elements and powers influencing the specific business. Actually, absence of thought

16“STRESS ON EMPLOYEE PERFORMANCE”
in administrative methodologies like arranging and controlling leave a negative effect. The
lifestyle of the intrigue intends to base on securing satisfaction among the customers to meet the
honest to goodness destinations.
2.2.1 Stress-related hazards at work
Stress-related hazards at work are divided into content and context of work.
Work content consists of job content like monotony, meaningless tasks, under-
stimulation and lack of variety. On the other hand, work load as well as work pace like working
under pressure and strict, not flexible, long and unpredictable working hours, participation and
control such as lack of control over work procedures, methods and work environment.
On the other hand, work context consists of development of career, status and pay like
insecurity in job, lack of promotion scope and low social value. In addition, piece rate payment
schemes and unfair performance system of evaluation and interpersonal relationships such as
inadequate and unsupportive supervision along with poor relationship with colleague and
organizational culture such as poor communication, poor leadership and lack of clarity regarding
objectives of the organizations, structures and strategies are included under work-life balance.
Work-related stress is still considered as an evasive concept to people. However, the
topic is covered in several papers that are published every year. In this perspective, it is
important to focus on the risk factors that are extracted from existing researches. It concerns in
specific work-related stress and interventions as well as related costs. Being respected as well as
appreciated by supervisors or any significant persons is considered as fundamental human
demands (Hildebrandt 2015). As per the reports regarding occupational health psychology,
various stressful experiences are connected to being offended for example, by offended, social

17“STRESS ON EMPLOYEE PERFORMANCE”
exclusion and social conflict and illegitimate tasks. On contrary, being appreciated is considered
as one of the most significant factors that increases satisfaction, motivation, health and well-
being.
2.3 Impact of stress on human body
Stress may cause psychological, behavioral and physiological effects.
Psychological: The response to stress decreases ability to work or interact effectively
with people and be less able to take good decisions. Stress plays a part in anxiety as well as
depression. The structure of Occupational Stress Indicator has demonstrated that stressful
transactions are generally seen as product of intervening systems like people exert influence on
as well as responding to environments. In different words, the procedure of stress is dependent
on appraisal of a particular situation. Stress generally occurs while magnitude of the stressor is
crossing the limits of individual’s capacity to cope.

18“STRESS ON EMPLOYEE PERFORMANCE”
Figure 2.1: Effect of stress on physical and mental health of employees
(Source: Hildebrandt 2015, p.512)
Physiological: Job related stress has a great impact on physiological aspects of a human.
Hormone release can trigger fight response of human body. It also assists them to fight harder. It
increases heart rate, sweating and blood pressure. Stress can cause heart disease, whereas
prolonged stress increases tension putting on arteries. It can affects immune system.
Behavioral: Stress may cause employees to be jumpy, excitable and irritable. Effects of
stress cause employee to drink or smoke frequently. In addition, stress is known as a part of
anxiety and depression.

19“STRESS ON EMPLOYEE PERFORMANCE”
2.4 Theories related to job related stress
Several researchers have argued that stress at workplace has a great impact on
performance of the employees. Occupational stress has inadvertently consequences on low
performance in organizations. Thus, the significance of stress is focused nowadays by
management of organizations in order to manage and minimize stress by implementing practical
guidelines in the organizations.
2.4.1 Selye’s Theory
The popularity of stress concept in the field of science and mass media stems widely
work of the endocrinologist Hans Selye. He has observed that there is a variety of stimulus
events applied intensely as well as long enough, able to generate common effects in a series of
animal studies. According to Seyle, these caused several changes nonspecifically and constitute
stereotypical such as particular response pattern of systematic stress. In addition, it can be
defined that stress as a nonspecifically response of body to any type of demands. Selye has
identified three stages of adaption that a person goes through in General Adaption Syndrome
1936. These are alarm, resistance as well as exhaustion (Hildebrandt 2015). The stages are
related with specific biological markers like changes in hormone patterns as well as production
of stress hormones along with gradual depletion of energy sources of body. In alarm stage, body
recognizes challenge or threat and goes into fight that is actually coined by Walter Cannon as
vital pioneer in modern stress theory. On the other hand, body attempts adoption to challenging
situation persisting in resistant stage. Adoption is required for psychological resources that may
get depleted. The stressful challenge is persisted for long time whether exhaustion stage occurs.
The immune system is generally impaired as long term damage as well as result of illness.

20“STRESS ON EMPLOYEE PERFORMANCE”
2.4.2 The Lazarus theory
As per Lazarus, stress can be experienced when a person perceives that demands are
exceeded personal as well as social resources that an individual is capable for mobilizing. It is
called as transactional model of stress and coping. Perception of an individual is a critical factor.
According to him, psychological stress is considered as a specific relationship between person as
well as environment appraised by person as taxing or exceeding resources as well as endangering
wellbeing. According to the theory, there are two things thought by a person thinks when it is
faced with a situation.
2.4.3 Person-Environment Fit theory (P-E Fit theory)
There are various key contemporary theories in scientific literature, which have assisted
to make clarification of the causes as well as mechanism underpinned work related stress.
Several theories have been extensively analyzed and used in order to guide approaches to
intervention. Structural model and description of key variables along with interactions among the
variables are helpful in this aspect.
Contemporary stress theory has found its origins in early work of social science research
group at the University of Michigan as well as in specific work of Caplan, van Harrison, French
and Kahn. They have developed the Person-Environment (P-E) theory. The theory argues that
stress can arise for lack of fir between skill of an individual as well as resources and abilities.
However, it demands work environment (Al-Kuwari 2015). The particular theory explicitly
interacts between individuals as well as environment in order to shape response for working
situations along with events. However, it highlights the significance of individual perception of
the environment. The lack of fit in a work environment has three forms such as the demands of

21“STRESS ON EMPLOYEE PERFORMANCE”
work environment can be exceeded the ability of an employee, demands of workers continuously
fail to meet by work environment as well as a combination of situations existed.
2.4.4 Job Demand-Control (Support) Theory
The Job Demand-Control model as well as its extended version of Job Demand-Control
Support model dominates in occupational stress research for more than twenty years. The model
postulates that job strain results from interaction between two dimensions of work environment
such as psychological demands of job and control. Psychological demands conventionally
referred to workload and operated in terms of pressure as well as emotional requirements along
with interpersonal conflict dimensions that define contemporary construction of psychological
demands. On the other hand, job control refers to ability of persons in order to control work
activities. It is defined by two main elements such as decision authority and skill discretion. The
theory suggests that people experiencing high demands paired with low control and likely to
experience psychological strain and work-related stress along with poor physical and mental
health.
The particular model has extended to include a social dimension such as social support.
The model postulates that social support moderates negative impact of job strain on physical as
well as mental health of the employees (Gallo 2017). Additionally, the JCDS model suggests
that most of the at-risks groups consisting poor physical as well as mental health are the workers
exposed to job strain paired with low workplace support.
2.5 Empirical research
There are several articles reviewed by researchers regarding the impact of stress on
employee performance. It is pertinent to comprehend as to what constitutes performance and

22“STRESS ON EMPLOYEE PERFORMANCE”
different dimensions of job that are affected by stress. Job performance comprises four aspects
such as human performance, technical performance, general performance and administrative
performance (Lewis 2015). In addition, inconvenient hours and dehumanizing environment can
bring stress for the employees. Poor relationships with the co-workers, staffs and supervisors are
associated with the work relationships. Competition among the staffs and not accepted by fellow
employees are dependent for work stress. It is important to have healthy condition in workplace
as unhealthy condition may lead to work stress.
According to Law, Wu and Liu (2014), there are nearly three billion people across the
world are employed and face incessant as well as challenging issues in the organization. Stress
has a significant impact on performance as well as efficiency. In Canada, 44% workers have
changed jobs due to stress, whereas 28% people are thinking to change their jobs due to stress. In
Germany, the number is 48% and 41% accordingly (Russell 2014). There are approximately
42% employees in the United Kingdom have already changed jobs due to stress. Moreover, 28%
employees are thinking to change jobs due to stress. The report published by NIOSH, there are
overall 40% of worker across the world have found their jobs as extremely stressful. There are
approximately 14% of employees had felt that striking a co-worker, whereas 25% employees feel
like screaming or shouting for job stress and 10% employees are concerned regarding individuals
at work for becoming violent.
Several researchers view that stress has a negative impact on performance of the
employees. However, some stressful work conditions are important for keeping employee
productive. Hence, it is required to understand the real scenario and the factors that are
responsible for stress and employee performance. Some of the factors are responsible in order to
create stress among the staffs in the organization. It is important to select the major causes of

23“STRESS ON EMPLOYEE PERFORMANCE”
stress in the employees (Murphy 2014). The attitude of several workers is different for workload.
Some of comfortably can manage work place while it become tough to manage. Thus, workload
has a vital impact on performance of jobs. Role of conflict has also an important impact on
performance of job of the employees.
In addition, the role requirements of an employee are antithetical. It provides rise to role
conflict. On the other hand, it is an important situation of adherence to the role of requirements
and makes the process difficult for adhering to the requirements of a different person. A research
makes the process to lose talented human resource as it is considered as unjustified
remuneration. Namin (2016) mentioned that that he employees can think that it is required to
fulfill the requirements in a suitable way and make the efforts of switching in improper way. On
the other hand, as per the efforts, it is important to create stress among them as well as resulting
in decrease of performance. As per the report, there is 71% employees mention prime factor as
inadequate pay for leaving job. In addition, the employees can think that the employees are not
rewarded as per the efforts that are putting in. Inadequate monetary reward has an important
impact on performance of the employees. Job performance is considered as total output that
employees provide to the organization. Distinctive types of relationships are found between work
stress as well as job performance (Naumann 2015). Stress is considered as pervasive issues of an
organization. It is important that work stress have a significant role that can decrease efficiency
and increase of absenteeism as well as turnover.
However, it is believed that stress is difficult in nature. The importance of stress can be
classified into two folds such as challenge stressors as well as hindrance stressors. Challenge
stressors can be helpful to achieve targets of the organization (Page et al. 2017). The optimal
level of stress can increase productivity of the organizational members. In addition, challenge

24“STRESS ON EMPLOYEE PERFORMANCE”
stressors assist in achieving targets efficiently as well as timely. Thus, optimal level of stress can
increase productivity of the organizational members. Stress can badly affect performance of the
employees. It also increases job satisfaction as well as turnover.
Stress can be linked with demands as well as resources. Demands are considered as
expectations. On the other hand, situations as well as circumstances in the enterprise refer to the
employees used in encountering the demands. Petrou, Demerouti and Schaufeli (2015)
commented that the level of stress can reduce when the resources are high. The factors are
responsible for creating impact on the employees. Job performance is seen as activity that
individual is able for completing the allocated tasks successfully. As a theoretical level, there are
several types of relationships. One of the negative impacts of the process is different types of
relationships assumed for existing between the measures of job stress. Secondly, it is important
to consider that the relationship productivity decreases with stress as well as job performance.
Employees of an organization are less likely to experience stress when pressures and
demand of work are matched to knowledge and abilities. On the other hand, an employee feels
stress pressure become excessive and not manageable (Lewis 2015). Stress can damage health
of an employee and business performance. Work-related stress is generally caused for poor work
organization by poor work design, poor management and unsatisfactory conditions for work. In
addition, lack of support from colleagues as well as supervisors.
Organizations are created through experiencing requests of individuals as items and
administrations. Then again, the structure of the organizations takes a few structures, which can
be affected by a few factors, for example, reason, size and assignments complexities alongside
outer condition and culture (Russell 2014). Present day organizations are currently considered as

25“STRESS ON EMPLOYEE PERFORMANCE”
prolific land for governmental issues with a specific end goal to flourish. Governmental issues of
organizations can be characterized as achieving singular thought processes and in addition
maintaining enthusiasm of a person over hierarchical enthusiasm without affect on organisation.
On opposite, legislative issues in the project are shown where individuals make issues in the
advancement of representatives (Murphy 2014). The issues are not considered as genuine ones.
In any case, it makes pulling down and obstructs advancement of people. (Namin 2016). An
organization is made out of individuals working exclusively and inside the groups also.
Subsequently, the demeanor of individuals for working in the organization stays as the factor of
contributing for molding the organization.
2.6 Different Types of Stress Lead to Different Performance Outcomes:
Classic view towards stress is that it is negatively related to job response and
effectiveness in business. However, the approach has been much simplistic and inconclusive.
Problem with this simplistic model is that conventional assumption is that stress has been a one-
dimensional variable. Indeed most of these researched gas seen this as a single variable. Previous
researches have been missing consideration of distinction among kinds of stress. Further, this has
been seen as the kind of demand instead of level of demand. Chia and Chu (2016) suggested that
stress is a multidimensional construct. Thus they distinguished among work stressors involving
idea that few of them like relationship conflict have been resulting in reverse outcomes. On the
other hand, elements like task-conflict has been resulting in positive outcomes. Thus, by drawing
that distinction Ratanasiripong et al. (2016) showed that these kinds of stress have been based on
whether they are related to challenges like good stress or hindrance-related or bas stress.

26“STRESS ON EMPLOYEE PERFORMANCE”
Figure 2.7: Sources of stress
(Source: Bowen 2016, p.621)
According to Apadore and Ramasamy (2017), conflicts are related with challenge
stressors and have been predicting positive results and relationship conflicts. Those are related in
predicting negative outcomes and hindrance stressors. In this way, Murphy (2014) examined that
nature of issues and hindrance related to stress has been relating to work outcomes. Challenge
related stress has been regarded as good stress creating feelings of achievement, challenge and
fulfilment. Though these kind of stress has been including job overload, pressure on time and
rise in responsibility, Bennett (2015) showed that these kinds of challenging task demands or
work scenarios creates positive feelings.

27“STRESS ON EMPLOYEE PERFORMANCE”
2.13 Conceptual framework
Stress Employee
performance
Organizational factors
Individual factors

28“STRESS ON EMPLOYEE PERFORMANCE”
Chapter 3: Research methodology
3.1 Preface
Research methodology is used to collect data and information for the purpose of
decision-making process. The research methodology includes research publication, surveys,
interviews as well as different research techniques that could consist of present as well as
historical information. The research methodology is placed in a research in order to figure out
new ideas for the organization. In other words, research methodology is defined as the activity
that engages finding out the process in systematic way. Methodology is also called as a
philosophical framework within which the research is conducted. In this chapter of the research,
research methods, research approaches as well as designs are described. In addition, justification
of selected methodology is explained in the chapter of research.
3.2 Method Outline
In the current research, selection of methodological tools would be helpful to analyze the
impact of employee stress on performance of the employees in food and beverage industry of
Malaysia. In the research, positivism philosophy is selected for the research along with deductive
approach and descriptive research design. On the other hand, 95 staffs from food and beverage
industry, Malaysia are selected for online survey. Quantitative data analysis method is followed
for analyzing data in the survey. However, three managers from different food and beverage
companies of Malaysia are selected for interview. Qualitative analysis method is followed for
analyzing data obtained from interview.

29“STRESS ON EMPLOYEE PERFORMANCE”
3.3 Research Philosophy
Research philosophy includes the source, nature along with development of knowledge.
It is a belief regarding the ways in which data related to a particular phenomenon needs to be
collected, analyzed and properly used (Lewis 2015). Addressing research philosophy in research
involves in being aware as well as formulation of beliefs along with assumptions. Identification
of research philosophy is helpful to formulate beliefs as well as assumptions. Each stage of the
research procedures is based on the assumptions regarding the sources as well as nature of
knowledge. Philosophy of a research reflects significant assumptions that are served as the based
for research strategy. Research philosophy has several braches associated with a wide range of
disciplines. Within the opportunities of business studies in specific, there are four major research
philosophies such as pragmatism, positivism, realism and interpretivism. The selection of a
particular research philosophy has an impact on its practical implications. There is philosophical
distinctiveness between the studies focusing on the facts and numbers like an analysis of the
impact of employee stress on employee performance.
Justification for selecting research philosophy
Positivism philosophy is applied in the present context, as it helps the researcher to
analyze the hidden facts as well as information associated with the impact of employee stress on
employee performance. On the other hand, the nature of study is limited in time. Hence,
interperative or realism philosophy is discarded in the research. In addition, selection of
positivism philosophy limits the role of researcher in manipulation as well as assessment of the
data, which can lead to reduction of data errors.

30“STRESS ON EMPLOYEE PERFORMANCE”
3.4 Research Approach
Research approaches can be divided into three major types such as deductive research
approach, inductive approach and abductive research approach (Brinkmann 2014). The relevance
of hypothesis to the particular study is considered as major point of difference between inductive
and deductive research approaches. In deductive approach, validity of the assumptions is tested.
On contrary, inductive approach contributes to emergence of the theories as well as
generalizations in a research. Abductive research starts with the surprising facts as well as
research process devoted their description. Research approach is required so that the format
needed for conduction of the research is revealed. The first phase of inductive approach is
observation, which assists the researcher to develop the way of the research. On the other hand,
inductive approach serves specific purpose of establishing new theory for any topic. Deductive
approach can be utilized as a procedure explaining practical application of the theories. It helps
obtaining access to the research content.
Justification for chosen approach
In the current study, the topic will try to understand the impact of stress on employee
performance in food and beverage industry of Malaysia. The models related to employee stress
and employee performance needs a selection of the approaches in order to understand the
approaches precise as well as clear way. On contrary, inductive approach fails in deploying the
current topic. It is also important to analyze the topic properly in the research.
3.5 Research Design
Research design assists in describing the framework of the particular topic of the
research. Research design is divided into three categories such as descriptive, exploratory and

31“STRESS ON EMPLOYEE PERFORMANCE”
explanatory. Some authors also consider research design as the selection between quantitative
and qualitative research methods (Lushey and Munro 2015). Exploratory research does not have
aim providing final as well as conclusive answers to the research questions. The researcher can
change the direction to specific extent (Whicher et al. 2018). However, the differences between
exploratory as well as conclusive research are related to specific research relation of the research.
During the procedure of data collection, a specific type of research needs to be applied, which
can be helpful in describing the research design as well as the types of research design utilized in
academic research pattern. Use of exploratory research design is helpful for the researcher in
order to acknowledge different types of concepts and ideas needed for completion of the research
paper.
Justification for selecting chosen design
In the present context of research, explanatory research design is avoided as it supports
longitudinal study and it is not possible with the current topic. Descriptive research design is able
defining detailed research process involved in analyzing the research topic. The extent of
influence passed on by the impact of employee stress on performance of the employees in food
and beverage industry in Malaysia.
3.6 Data Collection Process
Data is useful for collecting information as well as facts useful to study any type of
research (Page et al. 2017). Data collections are useful for deriving accurate outcomes to a
research procedure and enables standard format of the research (Ta and Ickes 2018). There are
two types of data collection such as primary data collection and secondary data collection. It is
important for an organization to process proper type of data collection method. Primary data is

32“STRESS ON EMPLOYEE PERFORMANCE”
useful for collection of raw data, which is directly catered by the data sources. Primary data are
helpful for the organizations to collect raw data from the sources. It is important for the
organizations to improve the process. The first hand data collection requires clarification of
reality as well as validity. On the other hand, secondary sources are generally used for widening
the specific concept of the research topic. It can enable to do better study of the topic as it
involves more data as well as explanation.
In the present context, primary sources including interaction session with the staffs as
well as managers of food and beverage industry in Malaysia are considered for the research.
Literature sources of the research are considered as output of the data obtained through
secondary sources. Primary data collection method is used in the present context. A survey has
been organized to collectdata for the research. Secondary sources of data include online as well
as offline sources such as books, journals, websites and blogs. An online survey has been
arranged for collecting data for the research. On the other hand, conduction of interview would
be helpful for collecting data for the research.
3.7 Data analysis process
Qualitative data is useful for recording narrative form of the data having ability to add
better explanation of the research topic (Zou and Sunindijo 2015). However, qualitative data
assists in adding theoretical concepts in practical field so that it helps to make better
understanding of the specific topic. However, quantitative data is helpful for analyzing the
statistical data, which are helpful for better comprehension of the topic. In the present study,
mixed approach is applied for both quantitative as well as qualitative method. The staffs will be
considered for quantitative research techniques, whereas managers from different organizations
will be considered for qualitative research.

33“STRESS ON EMPLOYEE PERFORMANCE”
3.8 Sample and Sample Size
Sampling is one of the procedures of selecting units from a particular population of
interest so that analyzing the sample may generate results back to the population where it is
chosen (Wiek and Lang 2016). Sampling methods are usually classified in probability and non-
probability. In probability sampling, every member of the population includes zero probability.
In addition, probability-sampling method consists of random sampling, systematic sampling as
well as stratified sampling. In the current research context, simple random probability sampling
technique has been selected for the research. 95 staffs of food and beverage industry in Malaysia
have been selected for online survey method. On the other hand, three managers from different
organizations are selected for interview. The employees are asked close-ended questions in the
survey method, where likert scale has been followed for developing questionnaire.
3. 9 Ethical Consideration
During conduction of research methodology, it is required to follow a code of conduct
that can be helpful to identify the wrong as well as right set of behaviors needed for adoption at
the time of process. On the other hand, the study regarding the impact of employee stress on
employee performance has been done that follows few ethical considerations. It assists in adding
standardization of the topic.
Data application: Data obtained via study of the topic is useful in order to comprehend
the impact of employee stress on employee performances. The researcher has not applied data
for any type of commercial application and ensured to be used for academic purposes only.

34“STRESS ON EMPLOYEE PERFORMANCE”
Respondent’s involvement: There are any external influence or pressure over the
participants taking part in the feedback procedure of the research. Moreover, respondents with
voluntary participation were encouraged for the research. In addition, any type of mental or
physical harassment was not involved in the research.
3.10 Timeline
(Refer to Appendix)

35“STRESS ON EMPLOYEE PERFORMANCE”
Chapter 4: Findings and analysis
4.1 Preface
Present chapter of the research deals with gathering of primary data by organizing online
survey and interview. In order to select sample for the research simple random probability
sampling technique is followed. Primary data are collected from survey where 95 staffs of F&B
industry in Malaysia are considered for the research. Quantitative analysis method is followed
for analyzing the data from survey. On the other side, data collected from interview is analyzed
by qualitative analysis method. Three managers from different F&B organizations in Malaysia
are considered for quality analysis. In the quantitative analysis, close-ended questionnaire are
asked based on 1 to 5 likert scale. However, open-ended questions are asked to the managers of
the organizations.
4.2 Quantitative analysis
Survey questionnaire
Gender:
What is your Gender?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
F
emale 38 40
.0 40.0 40.0
M
ale 57 60
.0 60.0 100.0
T
otal 95 10
0.0 100.0

36“STRESS ON EMPLOYEE PERFORMANCE”
Age:
Descriptive Statistics
N Ra
nge
Mi
nimum
Ma
ximum
M
ean
Std.
Deviation
What is
your age? 95 37 19 56 34
.37 9.504
Valid N
(listwise) 95

37“STRESS ON EMPLOYEE PERFORMANCE”
1. How long you are working with your organization?
How long you are working with your organization?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
6 months-
1 years 28 29
.5 29.5 29.5
2 years-4
years 24 25
.3 25.3 54.7
5 years-8
years 14 14
.7 14.7 69.5
9 years-10
years 17 17
.9 17.9 87.4
More than
10 years 12 12
.6 12.6 100.0
Total 95 10
0.0 100.0
Table 4.1: Time for working in organization

38“STRESS ON EMPLOYEE PERFORMANCE”
Figure 4.1: Time for working in organization
Findings and analysis
According to the data from table and graph states that approximately 31.57%,
respondents in the survey are working in the organization since 6 months to 1 year. However,
29.57% participants are working since 2 years to 4 years. It is important to be mentioned that
nearly 15.78% participants are working from 9 years to 10 years, whereas 10.52% people are
working for more than 10 years.
2. How far do you agree that stress has a great impact on employee performance in F&B
industry?
How far do you agree that stress has a great impact on employee
performance in F & B industry?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 29 30
.5 30.5 30.5
Agree 35 36
.8 36.8 67.4
Neutral 12 12
.6 12.6 80.0
Disagree 12 12
.6 12.6 92.6
Strongly
disagree 7 7.
4 7.4 100.0
Total 95 10
0.0 100.0

39“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.2: Impact of stress on employee performance
Figure 4.2: Impact of stress on employee performance
Findings and analysis
The data from table shows that nearly 30.5% participants are strongly agreed that that
stress has a great impact on employee performance in F&B industry, whereas 36.8% people are
agreed on the statement. On the other hand, approx 12.6 % respondents in the survey are
disagreed that that stress has a great impact on employee performance in F&B industry. In
addition, 7.4% people are strongly disagreed regarding the statement. However, 12.6% people
remain neutral in the online survey.
3. What are the challenges you have found while working in your organization?
What are the challenges you have found while working in your organization?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent

40“STRESS ON EMPLOYEE PERFORMANCE”
V
alid
Staying involved
and motivated all time 23 24
.2 24.2 24.2
Good staff
attitude and behaviour 26 27
.4 27.4 51.6
Dealing with
change 21 22
.1 22.1 73.7
Require new
skills and professional
development
20 21
.1 21.1 94.7
Good
communication with
customers
5 5.
3 5.3 100.0
Total 95 10
0.0 100.0
Table 4.3: challenges for working in F&B industry
Figure 4.3: challenges for working in F&B industry
Findings and analysis

41“STRESS ON EMPLOYEE PERFORMANCE”
It is important to identify the challenges faced while working in the organization. In the
survey, there are 24.2% participants out of total number of respondents think that staying
engaged as well as motivated in the workplace is the major challenge for working in F&B
industry. However, 27.4% respondents face challenges in maintaining attitude and good
behavior. On the other hand, same number of participants found it in dealing with change.
Approximately, 21.1% people think that adopting new skills and professional development is the
major challenge. However, as it is required to deal several numbers of customers in F&B
industry, good communication with customers is a major challenge.
4. What are the factors can motivate to work?
What are the factors can motivate to work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Financial
reward 24 25
.3 25.3 25.3
Personal
satisfaction 29 30
.5 30.5 55.8
Flexibility 20 21
.1 21.1 76.8
Impact 14 14
.7 14.7 91.6
Recognition 8 8.
4 8.4 100.0
Total 95 10
0.0 100.0

42“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.4: factors for motivating to work
Figure 4.4: factors for motivating to work
Findings and analysis
According to the data presented in table shows that there are 25.3 % participants in the
online survey said that financial award would be beneficial for motivation in work. On the other
hand, there are 30.5% participants in the survey said that personal satisfaction is one of the
factors that can be helpful for the employees motivating to work. In addition, approximately
22.1% people believe in flexible time shifting is the factor of motivation. Nearly 14.7%
respondents out of total number of participants think that impact is the factor. There are 8.4%
respondents think that recognition is the major factor of motivation.
5. How far you agree instant decision making skill can minimize work stress?
How far you agree instant decision-making skill can minimize work
stress?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent

43“STRESS ON EMPLOYEE PERFORMANCE”
V
alid
Strongly
agree 19 20
.0 20.0 20.0
Agree 28 29
.5 29.5 49.5
Neutral 7 7.
4 7.4 56.8
Disagree 20 21
.1 21.1 77.9
Strongly
disagree 21 22
.1 22.1 100.0
Total 95 10
0.0 100.0
Table 4.5 Impact of instant decision-making skill on work stress
Figure 4.5 Impact of instant decision-making skill on work stress
Findings and analysis
Presented data in table and graph shows that there are 20% respondents in the survey are
strongly agreed that decision-making skill can minimize work stress. Nearly 29.5% respondents
are agreed about the fact. However, nearly 7.4% respondents remain neutral. There are 21.1%

44“STRESS ON EMPLOYEE PERFORMANCE”
participants are disagreed about the matter. However, approximately 22.1% participants are
strongly disagreed that decision making skill can minimize work stress.
6. How far you agree increasing competition in market leads to more stress in workplace?
How far you agree increasing competition in market leads to more
stress in workplace?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 28 29
.5 29.5 29.5
Agree 19 20
.0 20.0 49.5
Neutral 8 8.
4 8.4 57.9
Disagree 21 22
.1 22.1 80.0
Strongly
disagree 19 20
.0 20.0 100.0
Total 95 10
0.0 100.0
Table 4.6: Increasing competition in market leads to more stress

45“STRESS ON EMPLOYEE PERFORMANCE”
Figure 4.6: Increasing competition in market leads to more stress
Findings and analysis
It is important to find the factors for increasing competition in the market that leads to
more stress in the workplace. According to the data, there are 29.5% participants are strongly
agreed with the statement. However, there are 20% respondents agreed with this. However,
5.26% participants are neutral. In the survey, 8.4% participants are disagreed about the
statement, whereas 20.1% people are strongly disagreed about the increasing market
competition.
7. What the issues you faced while you are stressed in work?
What the issues you faced while you are stressed in work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Conflict between
team members 30 31
.6 31.6 31.6
Misbehave with
customers 23 24
.2 24.2 55.8
Poor health
condition 15 15
.8 15.8 71.6
Less productivity 13 13
.7 13.7 85.3
Not achieving
daily target 14 14
.7 14.7 100.0
Total 95 10
0.0 100.0
Table 4.7: issues faced while in stress

46“STRESS ON EMPLOYEE PERFORMANCE”
Figure 4.7: issues faced while in stress
Findings and analysis
As per the data presented in table and graph, there are 31.6% respondents in the survey
think that conflict between team members is the major issue faced by them while they are in
stress at workplace. However, 24.2% participants in the online survey have been found that they
face misbehaving with customers. In addition, there is 15.8% people face poor health condition
for being in stress. Nearly 13.7 % respondents in the survey face less productivity issues for
stress. On the other hand, approximately 14.7% participants cannot achieve daily target due to be
stressed in workplace.
8. How far you agree stressed in workplace can bring several problems outside of the
workplace as well?
How far you agree stressed in workplace can bring several problems
outside of the workplace as well?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent

47“STRESS ON EMPLOYEE PERFORMANCE”
V
alid
Strongly
agree 22 23
.2 23.2 23.2
Agree 26 27
.4 27.4 50.5
Neutral 6 6.
3 6.3 56.8
Disagree 22 23
.2 23.2 80.0
Strongly
disagree 19 20
.0 20.0 100.0
Total 95 10
0.0 100.0
Table 4.8: Impact of workplace stress on outside of the organization
Figure 4.8: Impact of workplace stress on outside of the organization
Findings and analysis
As per the data presented in table and graph shows that there are nearly 23.2%
participants are strongly agreed that stressed in workplace can bring several problems outside of
the workplace as well. There are 27,4 participants in the survey agreed about the fact. However,
6.4% participants in the survey remain neutral on the matter. In the online survey, it has been
found that there are 23.2% participants are strongly disagreed about the matter.

48“STRESS ON EMPLOYEE PERFORMANCE”
9. How far you agree that management of the organizations have an important role to mitigate
stress in work?
How far you agree that management of the organizations have an
important role to mitigate stress in work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 19 20
.0 20.0 20.0
Agree 36 37
.9 37.9 57.9
Neutral 13 13
.7 13.7 71.6
Disagree 13 13
.7 13.7 85.3
Strongly
disagree 14 14
.7 14.7 100.0
Total 95 10
0.0 100.0
Table 4.9: Role of organizations to mitigate stress in work

49“STRESS ON EMPLOYEE PERFORMANCE”
Figure 4.9: Role of organizations to mitigate stress in work
Findings and analysis
In the online survey, approximately 20% participants in the online survey are strongly agreed
that management of the organizations have an important role to mitigate stress in work, whereas
37.9% respondents out of total number of participants in the online survey are agreed about the
matter. However, nearly 13.7% participants in the survey are disagreed on the particular matter
and 13.7% respondents are strongly disagreed regarding the role of management mitigating
stress in work. In the survey, 14.7 % participants are neutral as they are confused about the
matter.
10. What are measures could be helpful to mitigate stress in work?
What are measures could be helpful to mitigate stress in work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Develop healthy
responses 23 24
.2 24.2 24.2
Establish
boundaries 34 35
.8 35.8 60.0
Scheduling tasks 14 14
.7 14.7 74.7
Effective
communication with
higher authorities
12 12
.6 12.6 87.4
Complete work
within shift time 12 12
.6 12.6 100.0
Total 95 10
0.0 100.0
Table 4.10: Measures to mitigate stress in workplace

50“STRESS ON EMPLOYEE PERFORMANCE”
Figure 4.10: Measures to mitigate stress in workplace
Findings and analysis
In the online survey, it has been found that approximately 24.2% participants think that
development of healthy responses in the workplace can be helpful mitigating stress in work.
Nearly 35.8% respondents think that establishment of boundaries is one of the major factors that
can mitigate stress in work. However, 14.7% participants think that scheduling task can be useful
for mitigating stress in work. There are 14.6% participants in the survey found being effective in
communication with the higher authorities in the workplace would be helpful to mitigate stress in
the work. Nearly 12.6% participants think that completing work within the shift time would be
helpful to reduce stress in the workplace.
11. How far you agree that there should be balance in working life and outside of working life
to minimize stress in work?

51“STRESS ON EMPLOYEE PERFORMANCE”
How far you agree that there should be balance in working life and
outside of working life to minimize stress in work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 22 23
.2 23.2 23.2
Agree 22 23
.2 23.2 46.3
Neutral 8 8.
4 8.4 54.7
Disagree 19 20
.0 20.0 74.7
Strongly
disagree 24 25
.3 25.3 100.0
Total 95 10
0.0 100.0
Table 4.11: Role of work-life balance on minimizing stress
Figure 4.11: Role of work-life balance on minimizing stress
Findings and analysis

52“STRESS ON EMPLOYEE PERFORMANCE”
According to the data presented in table clearly, shows that there are 23.2% respondents
in the survey are strongly agreed that there should be balance in working life and outside of
working life to minimize stress in work. However, 23.2% respondents are agreed with the matter.
Nearly 8.4% respondents remain neutral. On the other hand, 20% participants are disagreed that
there should be balance in working life and outside of working life to minimize stress in work,
whereas 25.3% respondents are strongly disagreed about the matter.
12. What are the problems you have faced in work while you are in stress?
What are the problems you have faced in work while you are in stress?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Depression and
anxiety 24 25
.3 25.3 25.3
Not focused on
work 24 25
.3 25.3 50.5
Face health
issues 14 14
.7 14.7 65.3
Difficulty in
team work 19 20
.0 20.0 85.3
Conflict between
team members 14 14
.7 14.7 100.0
Total 95 10
0.0 100.0

53“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.12: problems for being stressed in workplace
Figure 4.12: problems for being stressed in workplace
Findings and analysis
In the online survey, there are 25.3% respondents out of total number of respondents feel
that depression as well as anxiety is the main issue faced while working in stress. Stress can lead
25.3% participants think to not focusing in work. However, nearly 14.7% participant face health
issues while they are in stress. There are 20% respondents out of total number of respondents
think that difficulty in teamwork could be faced while in stressed. In addition, nearly 14.7%
respondents think that conflict between team members is the issue faced while they are in stress.
13. How far do you agree individual need to be aware for not to be stressed in work?
How far do you agree individual need to be aware for not to be
stressed in work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 32 33
.7 33.7 33.7
Agree 18 18
.9
18.9 52.6

54“STRESS ON EMPLOYEE PERFORMANCE”
Neutral 16 16
.8 16.8 69.5
Disagree 17 17
.9 17.9 87.4
Strongly
disagree 12 12
.6 12.6 100.0
Total 95 10
0.0 100.0
Table 4.13: Role of employees to mitigate stress in work
Figure 4.13: Role of employees to mitigate stress in work
Findings and analysis
In the online survey, there are 33.7% respondents out of total number of participants
strongly agreed that agree individual need to be aware for not to be stressed in work. Nearly
18.9% are agreed about the matter. However, 16.8% respondents remain neutral. On the other

55“STRESS ON EMPLOYEE PERFORMANCE”
hand, approximately 17.9% participants are strongly disagreed on the matter. In the survey,
nearly 12.6% participants are disagreed about the matter.
14. How far you agree government has an important role to set up working pressure in
organizations so that stress can be minimized?
How far you agree government has an important role to set up
working pressure in organizations so that stress can be minimized?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 16 16
.8 16.8 16.8
Agree 22 23
.2 23.2 40.0
Neutral 18 18
.9 18.9 58.9
Disagree 17 17
.9 17.9 76.8
Strongly
disagree 22 23
.2 23.2 100.0
Total 95 10
0.0 100.0

56“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.14: Role of the government to reduce work pressure and stress
Figure 4.14: Role of the government to reduce work pressure and stress
Findings and analysis
In the survey, there are 16.8% participants in the survey are strongly agreed that
government has an important role to set up working pressure in organizations so that stress can
be minimized, whereas 23.2% participants are agreed on the matter. Nearly 18.9% respondents
are neutral on the case. In the survey, 17.9% participants are disagreed about the matter.
However, 23.2% participants in the survey are strongly disagreed about the matter.
15. How far you agree that effective communication in workplace can be helpful to mitigate
stress in work?
How far you agree that effective communication in workplace can be
helpful to mitigate stress in work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent

57“STRESS ON EMPLOYEE PERFORMANCE”
V
alid
Strongly
agree 26 27
.4 27.4 27.4
Agree 24 25
.3 25.3 52.6
Neutral 22 23
.2 23.2 75.8
Disagree 11 11
.6 11.6 87.4
Strongly
disagree 12 12
.6 12.6 100.0
Total 95 10
0.0 100.0
Table 4.15: Role of effective communication to mitigate stress in work
Figure 4.15: Role of effective communication to mitigate stress in work
Findings and analysis
It is important to find out the solutions for being stressed in the workplace. There are
27.4% respondents in the online survey are strongly agreed that effective communication in
workplace can be helpful to mitigate stress in work. Nearly 25.3% participants in the survey are
agreed on the matter. However, 23.2% respondents remain neutral on the case, as they are

58“STRESS ON EMPLOYEE PERFORMANCE”
confused about the matter. In the survey, approximately 11.6% participants are disagreed about
the matter.
16. How far you agree job related stress has a large impact on performance of an employee in
food and beverage industry?
How far you agree job related stress has a large impact on
performance of an employee in food and beverage industry?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 14 14
.7 14.7 14.7
Agree 27 28
.4 28.4 43.2
Neutral 21 22
.1 22.1 65.3
Disagree 20 21
.1 21.1 86.3
Strongly
disagree 13 13
.7 13.7 100.0
Total 95 10
0.0 100.0

59“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.16: Impact of job related stress on performance of an employee in food and
beverage industry
Figure 4.16: Impact of job related stress on performance of an employee in food and
beverage industry
Findings and analysis
According to the table and graph, it indicates that there are 14.7% participants out of total
number of respondents in the survey are strongly agreed that job related stress has a large impact
on performance of an employee in food and beverage industry. On the other hand, 28.4%
participants in the survey are agreed about the matter. There are 22.1% participants remain
neutral in the matter as they are confused about the role of stress on employee performance. In
addition, nearly 21.1% respondents in the survey are disagreed about the matter. On contrary,
13.7% respondents are strongly disagreed about the matter.

60“STRESS ON EMPLOYEE PERFORMANCE”
17. How far you agreed that organizational stress that has impact on your overall
performance?
What is the organizational stress that has impact on your overall
performance?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 19 20
.0 20.0 20.0
Agree 29 30
.5 30.5 50.5
Neutral 13 13
.7 13.7 64.2
Disagree 19 20
.0 20.0 84.2
Strongly
disagree 15 15
.8 15.8 100.0
Total 95 10
0.0 100.0
Table 4.17: Impact of organizational stress on overall performance
Figure 4.17: Impact of organizational stress on overall performance
Findings and analysis

61“STRESS ON EMPLOYEE PERFORMANCE”
According to the report presented in table and graph clearly indicates that there are 20%
participants in the survey are strongly agreed about the matter. However, there are 30.5%
respondents are agreed about the matter. There are 13.7% participants are neutral on the matter.
In addition, nearly 20% participants are disagreed about the matter, whereas 15.8% respondents
are strongly about the case.
18. How far you agree that career development related stress affects on your current
performance?
How far you agree that career development related stress affects on
your current performance?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 19 20
.0 20.0 20.0
Agree 24 25
.3 25.3 45.3
Neutral 17 17
.9 17.9 63.2
Disagree 21 22
.1 22.1 85.3
Strongly
disagree 14 14
.7 14.7 100.0
Total 95 10
0.0 100.0

62“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.18: Impact of career development related stress current performance
Figure 4.18: Impact of career development related stress current performance
Findings and analysis
The data obtained in table and graph shows that there are 20% respondents out of total
number of respondents in the survey are strongly agreed that there are career development
related stress affects on your current performance. In addition, nearly 25.3% are agreed about the
statement. However, nearly 17.9% respondents remain neutral, as they are not sure for career
development. On contrary, 22.1% respondents are disagreed about the matter. It is important to
be mentioned that there are 14.7% participants are strongly disagreed about the matter.
19. How far you agree psychological stress of an employee affects the level of performance at
the workplace?
How far you agree psychological stress of an employee affects the
level of performance at the workplace?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent

63“STRESS ON EMPLOYEE PERFORMANCE”
V
alid
Strongly
agree 27 28
.4 28.4 28.4
Agree 21 22
.1 22.1 50.5
Neutral 18 18
.9 18.9 69.5
Disagree 14 14
.7 14.7 84.2
Strongly
disagree 15 15
.8 15.8 100.0
Total 95 10
0.0 100.0
Table 4.19: Impact of psychological stress on performance at the workplace
Figure 4.19: Impact of psychological stress on performance at the workplace
Findings and analysis
It is significant to analyze that psychological stress of an employee affects the level of
performance at the workplace. There are 28.4% respondents out of total number of respondents
in the survey are strongly agreed that psychological stress of an employee affects the level of

64“STRESS ON EMPLOYEE PERFORMANCE”
performance at the workplace. Nearly 22.1% respondents are agreed about the statement.
However, approximately 18.9% participants are neutral. There are 14.7%, participants are
disagreed, whereas nearly 15.8% participants are strongly disagreed about the matter.
20. How far you agree that behaviour related stress factors reduce productivity in your
organization?
How far you agree that behaviour related stress factors reduce
productivity in your organization?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 28 29
.5 29.5 29.5
Agree 24 25
.3 25.3 54.7
Neutral 15 15
.8 15.8 70.5
Disagree 14 14
.7 14.7 85.3
Strongly
disagree 14 14
.7 14.7 100.0
Total 95 10
0.0 100.0

65“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.20: behaviour related stress factors reduce productivity in organization
Figure 4.20: behaviour related stress factors reduce productivity in organization
Findings and analysis
There are 29.5% respondents in the survey are strongly agreed that that behaviour related
stress factors reduce productivity in your organization. Nearly 25.3% participants are agreed
about the matter. However, 15.8% participants remain neutral on the matter. The data in table
and graph shows that nearly 14.7% respondents in the survey are disagreed about the matter,
whereas 14.7% respondents in the survey are strongly disagreed regarding the impact of
behaviour on stress of the employees.
21. How far you agree that it is important for an organization to focus on individual stress as
it generates low morale?
How far you agree that it is important for an organization to focus on
individual stress as it generates low morale?

66“STRESS ON EMPLOYEE PERFORMANCE”
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 20 21
.1 21.1 21.1
Agree 21 22
.1 22.1 43.2
Neutral 13 13
.7 13.7 56.8
Disagree 22 23
.2 23.2 80.0
Strongly
disagree 19 20
.0 20.0 100.0
Total 95 10
0.0 100.0
Table 4.21: Importance of focusing on individual stress as it generates low morale
Figure 4.21: Importance of focusing on individual stress as it generates low morale
Findings and analysis
The data obtained in the table and graph indicates that there are 21.1% participants in the
online survey are agreed that it is important for an organization to focus on individual stress as it
generates low morale. However, 21.1% participants are agreed on the matter. Nearly 13.7%

67“STRESS ON EMPLOYEE PERFORMANCE”
participants are neutral. On the other hand, 23.2% respondents are disagreed about the statement.
Same number of respondents are strongly disagreed about the matter.
22. What are the outcomes seen when you are in stress?
What are the outcomes seen when you are in stress?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Absenteeism 22 23
.2 23.2 23.2
Poor work
relations 25 26
.3 26.3 49.5
Reduced
productivity 13 13
.7 13.7 63.2
Low morale 18 18
.9 18.9 82.1
Apathy/ loss of
interest in work 17 17
.9 17.9 100.0
Total 95 10
0.0 100.0
Table 4.22: outcomes seen when in stress

68“STRESS ON EMPLOYEE PERFORMANCE”
Figure 4.22: outcomes seen when in stress
Findings and analysis
The data presented in table indicates that there are 23.2% respondents think absenteeism
is one of the outcomes for being stressed in work. On the other hand, 26.3% respondents think
that poor work relation is a major outcome. There are 13.7% respondents think that low
productivity is the major outcome. However, 18.9% participants think low morale of the
employees can be generated for being stressed in work. There are 17.9% respondents think that
apathy or loss is the outcome for being stressed in work.
23. How far you agree that absenteeism in workplace can be generated for affecting in stress?
How far you agree that absenteeism in workplace can be generated
for affecting in stress?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 18 18
.9 18.9 18.9
Agree 24 25
.3 25.3 44.2
Neutral 16 16
.8 16.8 61.1
Disagree 17 17
.9 17.9 78.9
Strongly
disagree 20 21
.1 21.1 100.0
Total 95 10
0.0 100.0

69“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.23: absenteeism in workplace can be generated for affecting in stress
Figure 4.23: absenteeism in workplace can be generated for affecting in stress
Findings and analysis
According to the data gained in the table and graph states that there are 18.9%
respondents are strongly agreed that absenteeism in workplace can be generated for affecting in
stress. However, 25.3% respondents are agreed about the matter. On the other hand, nearly
16.8% respondents in the survey are neutral on the matter. There are 17.9% respondents and
21.1% respondents are disagreed and strongly disagreed respectively about the statement.
24. What are the factors responsible for low productivity in your organization?
What are the factors responsible for low productivity in your
organization?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent

70“STRESS ON EMPLOYEE PERFORMANCE”
V
alid
Job related
stress 10 10
.5 10.5 10.5
Organization
al stress 27 28
.4 28.4 38.9
Career
related stress 22 23
.2 23.2 62.1
Psychologica
l stress 21 22
.1 22.1 84.2
Behavioural
stress 15 15
.8 15.8 100.0
Total 95 10
0.0 100.0
Table 4.24: factors responsible for low productivity in your organization
Figure 4.24: factors responsible for low productivity in your organization
Findings and analysis
According to the data presented in table and graph, suggests that 10/5% respondents think
that job related stress is responsible for low productivity. However, 28.4% respondents out of
total number of respondents think that organizational stress is responsible for low productivity.

71“STRESS ON EMPLOYEE PERFORMANCE”
Nearly 23.2% respondents think career related stress is responsible, whereas 22.1% respondents
think that behavioural stress is responsible for low productivity of the employees according to
their potential.
25. How far you agree apathy/ loss of interest in work can be resulted for being stressed in the
workplace?
How far you agree apathy/ loss of interest in work can be resulted for
being stressed in the workplace?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 11 11
.6 11.6 11.6
Agree 25 26
.3 26.3 37.9
Neutral 20 21
.1 21.1 58.9
Disagree 24 25
.3 25.3 84.2
Strongly
disagree 15 15
.8 15.8 100.0
Total 95 10
0.0 100.0

72“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.25: apathy/ loss of interest in work can be resulted for being stressed in the
workplace
Figure 4.25: apathy/ loss of interest in work can be resulted for being stressed in the
workplace
Findings and analysis
According to the data presented in table and graph suggests that there are 11.6%
respondents out of total number of respondents are strongly agreed that apathy/loss of interest in
work can be resulted for being stressed in the workplace. In addition, there are 26.3%
respondents are agreed on the matter. However, nearly 21.1% respondents remain neutral on the
particular matter. There are 25.3% respondents disagreed on the matter. However, nearly 15.8%
are strongly disagreed about the matter.
26. How far you agree that organizations need to focus on the job related stress factors to
generate potential productivity of the organization?

73“STRESS ON EMPLOYEE PERFORMANCE”
How far you agree that organizations need to focus on the job-related
stress factors to generate potential productivity of the organization?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 22 23
.2 23.2 23.2
Agree 31 32
.6 32.6 55.8
Neutral 12 12
.6 12.6 68.4
Disagree 19 20
.0 20.0 88.4
Strongly
disagree 11 11
.6 11.6 100.0
Total 95 10
0.0 100.0
Table 4.26: organizations need to focus on the job related stress factors to generate
potential productivity of the organization
Figure 4.26: organizations need to focus on the job related stress factors to generate
potential productivity of the organization
Findings and analysis

74“STRESS ON EMPLOYEE PERFORMANCE”
In the table and chart, the data shows that nearly 23.2% respondents are strongly agreed
that organizations need to focus on the job related stress factors to generate potential productivity
of the organization. However, 32.6% participants in the survey are agreed on the matter. There
are 12.6% participants remain neutral. On the other hand, 20% respondents remain disagreed on
the matter and approximately 11.6% participants are strongly disagreed on the matter.
27. How far you agree that organizations need to focus on improving morale of the
employees?
How far you agree that organizations need to focus on improving
morale of the employees?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 29 30
.5 30.5 30.5
Agree 26 27
.4 27.4 57.9
Neutral 14 14
.7 14.7 72.6
Disagree 13 13
.7 13.7 86.3
Strongly
disagree 13 13
.7 13.7 100.0
Total 95 10
0.0 100.0

75“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.27: organizations need to focus on improving morale of the employees
Figure 4.27: organizations need to focus on improving morale of the employees
Findings and analysis
It is important to focus on enhancement of employees’ morale as it directly affects on the
performance. In the survey, there are 30.5% respondents in the survey are strongly agreed
regarding the topic. However, nearly 27.4% respondents are agreed. In addition, 14.7%
participants in the survey are neutral on the case. In addition, nearly 13.7% respondents in the
survey are disagreed that organizations need to focus on improving morale of the employees and
13.7% respondents are strongly disagreed on the matter.
28. How far you agree that poor work relations is one of the results for being stressed in work?
How far you agree that poor work relations are one of the results for
being stressed in work?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent

76“STRESS ON EMPLOYEE PERFORMANCE”
V
alid
Strongly
agree 19 20
.0 20.0 20.0
Agree 23 24
.2 24.2 44.2
Neutral 19 20
.0 20.0 64.2
Disagree 20 21
.1 21.1 85.3
Strongly
disagree 14 14
.7 14.7 100.0
Total 95 10
0.0 100.0
Table 4.28: poor work relations is one of the results for being stressed in work
Figure 4.28: poor work relations is one of the results for being stressed in work
Findings and analysis
In the present table and graph, 20% respondents out of total number of participants in the
survey are strongly agreed that poor work relations is one of the results for being stressed in

77“STRESS ON EMPLOYEE PERFORMANCE”
work. However, 24.2% respondents are agreed about the matter. There are 20% respondents
remain neutral. Additionally, 21.1% respondents are disagreed about the impact of stress on poor
work relation. Moreover, 14.7% participants are strongly disagreed on the matter.
29. How far you agree that organization need to focus on career development as it can reduce
additional stress of an employee?
How far you agree that organization need to focus on career
development as it can reduce additional stress of an employee?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 29 30
.5 30.5 30.5
Agree 24 25
.3 25.3 55.8
Neutral 17 17
.9 17.9 73.7
Disagree 15 15
.8 15.8 89.5
Strongly
disagree 10 10
.5 10.5 100.0
Total 95 10
0.0 100.0

78“STRESS ON EMPLOYEE PERFORMANCE”
Table 4.29: organization need to focus on career development as it can reduce additional
stress of an employee
Table 4.29: organization need to focus on career development as it can reduce additional
stress of an employee
Findings and analysis
According to the report presented in table and graph suggests that there are 30.5%
participants in the survey are strongly agreed that organization need to focus on career
development as it can reduce additional stress of an employee. In addition, 25.3% respondents
remain agreed on the matter. However, 17.9% participants remain neutral in the case. On the
other hand, 15.8% respondents and 10.5% respondents are disagreed and strongly disagreed
respectively.
30. How far you agree that organization need to organize workshops for motivating employees
and practice to manage stress in the workplace?

79“STRESS ON EMPLOYEE PERFORMANCE”
How far you agree that organization need to organize workshops for
motivating employees and practice to manage stress in the workplace?
Fre
quency
Pe
rcent
Valid
Percent
Cumul
ative Percent
V
alid
Strongly
agree 30 31
.6 31.6 31.6
Agree 25 26
.3 26.3 57.9
Neutral 14 14
.7 14.7 72.6
Disagree 15 15
.8 15.8 88.4
Strongly
disagree 11 11
.6 11.6 100.0
Total 95 10
0.0 100.0
Table 4.30: workshops for motivating employees and practice to manage stress in the
workplace

80“STRESS ON EMPLOYEE PERFORMANCE”
Figure 4.30: workshops for motivating employees and practice to manage stress in the
workplace
Findings and analysis
The data presented in table and graph suggests that there are 31.6% respondents strongly
agreed that organization needs to organize workshops for motivating employees and practice to
manage stress in the workplace. Approximately 26.3% respondents are agreed on the matter.
However, 14.7% respondents are neutral on the matter. On contrary, 15.8% respondents are
strongly disagreed on the matter.
Regression Analysis:
Model Summaryb
Mod
el
R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .187a .035 -.043 1.281
a. Predictors: (Constant), How far you agree that organization need to organize
workshops for motivating employees and practice to manage stress in the workplace?, How far
you agree that absenteeism in workplace can be generated for affecting in stress?, How far you
agree that organizations need to focus on the job-related stress factors to generate potential
productivity of the organization?, How far you agree apathy/ loss of interest in work can be
resulted for being stressed in the workplace?, How far you agree that poor work relations are one
of the results for being stressed in work?, How far you agree that organizations need to focus on
improving morale of the employees?, How far you agree that organization need to focus on
career development as it can reduce additional stress of an employee?
b. Dependent Variable: What are the factors responsible for low productivity in your
organization?

81“STRESS ON EMPLOYEE PERFORMANCE”
ANOVAa
Model Sum of
Squares
df Mean
Square
F Si
g.
1
Regr
ession 5.144 7 .735 .4
48
.8
69b
Resi
dual
142.68
8 87 1.640
Total 147.83
2 94
a. Dependent Variable: What are the factors responsible for low
productivity in your organization?
b. Predictors: (Constant), How far you agree that organization need to
organize workshops for motivating employees and practice to manage stress in
the workplace?, How far you agree that absenteeism in workplace can be
generated for affecting in stress?, How far you agree that organizations need to
focus on the job-related stress factors to generate potential productivity of the
organization?, How far you agree apathy/ loss of interest in work can be resulted
for being stressed in the workplace?, How far you agree that poor work relations
are one of the results for being stressed in work?, How far you agree that
organizations need to focus on improving morale of the employees?, How far you
agree that organization need to focus on career development as it can reduce
additional stress of an employee?
Coefficientsa
Model Unstandardized
Coefficients
Standar
dized
Coefficients
t Si
g.
B Std.
Error
Beta
1 (Constant) 3.508 .743 4.
724
.0
00
How far you
agree that absenteeism in
workplace can be
generated for affecting in
stress?
-.063 .094 -.072 -.6
68
.5
06
How far you
agree apathy/ loss of
interest in work can be
resulted for being
stressed in the
workplace?
-.018 .106 -.018 -.1
68
.8
67

82“STRESS ON EMPLOYEE PERFORMANCE”
How far you
agree that organizations
need to focus on the job-
related stress factors to
generate potential
productivity of the
organization?
.011 .101 .011 .1
05
.9
16
How far you
agree that organizations
need to focus on
improving morale of the
employees?
.056 .098 .063 .5
77
.5
66
How far you
agree that poor work
relations are one of the
results for being stressed
in work?
-.049 .101 -.053 -.4
86
.6
29
How far you
agree that organization
need to focus on career
development as it can
reduce additional stress
of an employee?
-.139 .111 -.150 -
1.256
.2
12
How far you
agree that organization
need to organize
workshops for
motivating employees
and practice to manage
stress in the workplace?
.037 .108 .041 .3
46
.7
31
a. Dependent Variable: What are the factors responsible for low productivity in your
organization?

83“STRESS ON EMPLOYEE PERFORMANCE”
Regression 2)
Model Summaryb

84“STRESS ON EMPLOYEE PERFORMANCE”
M
odel
R R
Square
Adjust
ed R Square
Std.
Error of the
Estimate
1 .4
17a
.17
4 .042 1.211
a. Predictors: (Constant), How far you agree that it
is important for an organization to focus on individual
stress as it generates low morale?, How far you agree job
related stress has a large impact on performance of an
employee in food and beverage industry?, How far you
agree that career development related stress affects on your
current performance?, How far you agree stressed in
workplace can bring several problems outside of the
workplace as well?, How far you agree psychological stress
of an employee affects the level of performance at the
workplace?, How far you agree that behaviour related stress
factors reduce productivity in your organization?, How far
do you agree individual need to be aware for not to be
stressed in work?, How far you agree instant decision
making skill can minimize work stress?, How far you agree
that there should be balance in working life and outside of
working life to minimize stress in work?, How far you
agree that management of the organizations have an
important role to mitigate stress in work?, How far you
agree increasing competition in market leads to more stress
in workplace?, How far you agree that effective
communication in workplace can be helpful to mitigate
stress in work?, How far you agree government has an
important role to set up working pressure in organizations
so that stress can be minimized?
b. Dependent Variable: How far do you agree that
stress has a great impact on employee performance in F&B
industry?
ANOVAa
Model Sum of
Squares
df Mean
Square
F Si
g.
1
Regr
ession 25.053 13 1.927 1.
315
.2
22b
Resi
dual
118.69
4 81 1.465
Total 143.74
7 94
a. Dependent Variable: How far do you agree that stress has a great
impact on employee performance in F&B industry?

85“STRESS ON EMPLOYEE PERFORMANCE”
b. Predictors: (Constant), How far you agree that it is important for an
organization to focus on individual stress as it generates low morale?, How far
you agree job related stress has a large impact on performance of an employee in
food and beverage industry?, How far you agree that career development related
stress affects on your current performance?, How far you agree stressed in
workplace can bring several problems outside of the workplace as well?, How far
you agree psychological stress of an employee affects the level of performance at
the workplace?, How far you agree that behaviour related stress factors reduce
productivity in your organization?, How far do you agree individual need to be
aware for not to be stressed in work?, How far you agree instant decision making
skill can minimize work stress?, How far you agree that there should be balance
in working life and outside of working life to minimize stress in work?, How far
you agree that management of the organizations have an important role to
mitigate stress in work?, How far you agree increasing competition in market
leads to more stress in workplace?, How far you agree that effective
communication in workplace can be helpful to mitigate stress in work?, How far
you agree government has an important role to set up working pressure in
organizations so that stress can be minimized?
Coefficientsa
Model Unstandardized
Coefficients
Standar
dized
Coefficients
t Si
g.
B Std.
Error
Beta
1 (Constant) -.123 .954 -.1
29
.8
97
How far you
agree instant decision
making skill can
minimize work stress?
.049 .089 .059 .5
53
.5
82
How far you
agree increasing
competition in market
leads to more stress in
workplace?
.010 .087 .012 .1
09
.9
14
How far you
agree stressed in
workplace can bring
several problems outside
of the workplace as
well?
.121 .088 .147 1.
377
.1
72

86“STRESS ON EMPLOYEE PERFORMANCE”
How far you
agree that management
of the organizations have
an important role to
mitigate stress in work?
.095 .099 .103 .9
66
.3
37
How far you
agree that there should
be balance in working
life and outside of
working life to minimize
stress in work?
.061 .088 .077 .6
97
.4
88
How far do you
agree individual need to
be aware for not to be
stressed in work?
.092 .091 .106 1.
003
.3
19
How far you
agree government has an
important role to set up
working pressure in
organizations so that
stress can be minimized?
-.101 .097 -.117 -
1.044
.2
99
How far you
agree that effective
communication in
workplace can be helpful
to mitigate stress in
work?
.282 .101 .306 2.
793
.0
07
How far you
agree job related stress
has a large impact on
performance of an
employee in food and
beverage industry?
.060 .102 .062 .5
83
.5
62
How far you
agree that career
development related
stress affects on your
current performance?
.183 .095 .202 1.
939
.0
56
How far you
agree psychological
stress of an employee
affects the level of
performance at the
workplace?
-.076 .091 -.088 -.8
38
.4
04

87“STRESS ON EMPLOYEE PERFORMANCE”
How far you
agree that behaviour
related stress factors
reduce productivity in
your organization?
.079 .093 .091 .8
42
.4
02
How far you
agree that it is important
for an organization to
focus on individual
stress as it generates low
morale?
.037 .093 .043 .3
98
.6
91
a. Dependent Variable: How far do you agree that stress has a great impact on employee
performance in F&B industry?

88“STRESS ON EMPLOYEE PERFORMANCE”
4.4 Analysis
The data gained from the survey indicates that adjusted T square value of dependent
variable is -0.43, which is less than 1. The factors related to it like absenteeism, apathy/loss of
interest in work have negative value. On the other hand, dependent variable represents positive
value. Thus, from the data obtained from above survey, it clearly indicates employee stress has a
significant impact on performance of the employees. This kind of stress also created
counterproductive behaviour in work. This might include changes in personality for employees,
disrespect towards customers or co-workers and exhibit extreme anger towards others. Then, at
some point of time, employees might start disregarding safety measures and company polices.
This leads to jeopardizing themselves or other people at workplace. Further, company might
suffer loss in revenue as customers stop frequenting their business since continual exposure
towards adverse effect of those types of employee stress. Hence, it is required to take effective

89“STRESS ON EMPLOYEE PERFORMANCE”
steps by the management of food and beverage companies in Malaysia in order to mitigate stress
in the workplace so that employees can deliver work efficiently.
4.5 Hypothesis
H0: Stress has an impact on employee performance
H1: Stress has any impact on employee performance
Based on the data obtained from survey and regression analysis on the findings, it can be
stated that stress has a significant impact on employee performance. Analyses of the workers’
opinions are subject to structure and culture of the organization and in addition deciding
efficiencies alongside the dedication by the same. The structure of the organization has impact
on employee performance.
4.6 Summary
From the above results generated in survey and interview, it can be clearly stated that it is
important for an organization to focus on mitigating stress of the employees. It has been found
that stress among the employees can reduce productivity and leads to be frustrated for the
organization. In this regard, organizations need to take effective steps like encouraging
communication with higher authorities. In addition, measures like providing adequate leaves and
facilities like childcare, healthcare service and maintaining overall work-life balance would be
helpful to mitigate stress among the employees.

90“STRESS ON EMPLOYEE PERFORMANCE”
Chapter 5: Conclusion and recommendations
5.1 Conclusion
The role of organization is important to be considered for stress and employee
performance. Conflicting demands in jobs may lead to work stress. Moreover, additional
responsibility for employees may be the issue for increasing stress that affects on the
performance of the employees. Career development is one of the major factors for stress and
employee performance. Lack of job security, under or overqualified for job are the factors for
work stress. Inadequate credit for accomplishments is responsible for work stress. Structure of
the organization and atmosphere can be the cause for stress and employee performance. Family
issues, money issues, life stages and health are responsible for creating stress in workplace. In
this perspective, the identified factors need to be effectively sorted out with proper and suitable
method so that employee can not feel stress in work and perform in better way.
5.3 Recommendations
 It is important to set up that business scopes in financial, infrastructural facilities
close to the employees of the organization.
 In addition, financial helps to the employees would be helpful to mitigate stress in
the workplace.
 The organizations need to support the staffs to obtain a safe and secured position
in the workplace.
 In addition, relations between authoritative structure and employees in the
organization would be helpful to mitigate stress in workplace. It is useful to

91“STRESS ON EMPLOYEE PERFORMANCE”
comprehend the elements of inspiration for people and groups to accomplish the
objective.
 It is also important to maintain work-life balance so that employees can lead
stress-free life and perform to their bets potential level.
5.3 Limitations and future scope
There was time limitation for the research and limited in Malaysia only while food and
beverage companies are operated in various countries across the world. Other hand, time-
limitation does not allow participation of larger sample sizes for doing better quality as well as
analysis. In addition, financial budget was also a constraint in the study.
Scope of the research for presence of restrictions could not be exploited in appropriate
way and level. However, the research could be helpful to the organizations to take necessary
actions for mitigating stress in the workplace. Moreover, for future researchers, the study could
be used as secondary source of data.

92“STRESS ON EMPLOYEE PERFORMANCE”
References
Abbas, M. and Raja, U., 2015. Impact of psychological capital on innovative performance and
job stress. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de
l'Administration, 32(2), pp.128-138.
Al-Kuwari, R.S., 2015. Nationality, Gender, and Sector Differences on Work-related Stress in
White-collar Employees in Qatar. Northcentral University.
Anthony‐McMann, P.E., Ellinger, A.D., Astakhova, M. and Halbesleben, J.R., 2017. Exploring
different operationalizations of employee engagement and their relationships with workplace
stress and burnout. Human Resource Development Quarterly, 28(2), pp.163-195.
Apadore, T.L.K. and Ramasamy, M., 2017. Factors Influence Turnover Intention In Commercial
Banks Malaysia: A Theoretical Model. Innovative Journal of Business and Management, 6(3),
pp.13-21.
Baron, R.A., Franklin, R.J. and Hmieleski, K.M., 2016. Why entrepreneurs often experience low,
not high, levels of stress: The joint effects of selection and psychological capital. Journal of
management, 42(3), pp.742-768.
Bennett, C.M., 2015. The Effects of Mindfulness on Employee Stress and Counterproductive
Work Behaviors (Doctoral dissertation, The Chicago School of Professional Psychology).
Bowen, A., 2016. Factors Leading to Motivational Decline among Team Members and the
Impact of Motivational Decline on Project Success. Northcentral University.
Brinkmann, S., 2014. Interview. In Encyclopedia of critical psychology (pp. 1008-1010).
Springer New York.

93“STRESS ON EMPLOYEE PERFORMANCE”
Lushey, C.J. and Munro, E.R., 2015. Participatory peer research methodology: An effective
method for obtaining young people’s perspectives on transitions from care to
adulthood?. Qualitative Social Work, 14(4), pp.522-537.
Cartwright, S. and Cooper, C.L., 2014. Towards organizational health: Stress, positive
organizational behavior, and employee well-being. In Bridging occupational, organizational and
public health (pp. 29-42). Springer, Dordrecht.
Chia, Y.M. and Chu, M.J., 2016. Moderating effects of presenteeism on the stress-happiness
relationship of hotel employees: A note. International Journal of Hospitality Management, 55,
pp.52-56.
Elder, C., Nidich, S., Moriarty, F. and Nidich, R., 2014. Effect of transcendental meditation on
employee stress, depression, and burnout: a randomized controlled study. The Permanente
Journal, 18(1), p.19.
Gallo, M.C., 2017. The Impact of Need for Affect and Personality on Relationship Conflict in
Groups (Doctoral dissertation, The Chicago School of Professional Psychology).
Hidayat, Z., 2016. pengaruh stres dan kelelahan kerja terhadap kinerja guru smpn 2 sukodono di
kabupaten lumajang. WIGA-Jurnal Penelitian Ilmu Ekonomi, 6(1), pp.36-44.
Hildebrandt, L.M., 2015. The relationship between scheduling type and conflict level in
caregiving organization teams.
Joseph, D.L., Jin, J., Newman, D.A. and O’Boyle, E.H., 2015. Why does self-reported emotional
intelligence predict job performance? A meta-analytic investigation of mixed EI.

94“STRESS ON EMPLOYEE PERFORMANCE”
Karimi, L., Leggat, S.G., Donohue, L., Farrell, G. and Couper, G.E., 2014. Emotional rescue:
The role of emotional intelligence and emotional labour on well‐being and job‐stress among
community nurses. Journal of advanced nursing, 70(1), pp.176-186.
Law, R., Wu, J. and Liu, J., 2014. Progress in Chinese hotel research: A review of SSCI-listed
journals. International Journal of Hospitality Management, 42, pp.144-154.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five
approaches. Health promotion practice, 16(4), pp.473-475.
M. Russell, L., 2014. An empirical investigation of high-risk occupations: Leader influence on
employee stress and burnout among police. Management Research Review, 37(4), pp.367-384.
Murphy, J.J., 2014. Leader support for physical activity: Effects on government employee stress
and job satisfaction(Doctoral dissertation, University of Phoenix).
Namin, B.H., 2016. Do Social Stressors Moderate the Effect of Polychronicity on Job
Performance? Evidence from Four and Five-Star Hotels (Master's thesis, Eastern Mediterranean
University (EMU)-Doğu Akdeniz Üniversitesi (DAÜ)).
Naumann, S., 2015. Pets in the Workplace: The Impact of Pet-Friendly Policies on Employee
Stress and the Mediating Role of Perceived Organizational Support (Doctoral dissertation,
Southern Illinois University at Edwardsville).
Page, D., Gilroy, M., Hurrion, E., Clark, L. and Wilkinson, S., 2017. Optimising early neonatal
nutrition using translational research methodology. Nutrition & Dietetics, 74(5), pp.460-470.

95“STRESS ON EMPLOYEE PERFORMANCE”
Petrou, P., Demerouti, E. and Schaufeli, W.B., 2015. Job crafting in changing organizations:
Antecedents and implications for exhaustion and performance. Journal of occupational health
psychology, 20(4), p.470.
Ratanasiripong, P., Kaewboonchoo, O., Bell, E., Haigh, C., Susilowati, I., Isahak, M.,
Harncharoen, K., Nguyen, T. and Low, W.Y., 2016. Depression, Anxiety and Stress among
Small and Medium Enterprise Workers in Indonesia, Malaysia, Thailand, and
Vietnam. International Journal of Occupational Health and Public Health Nursing, 3(2), pp.13-
29.
Saranani, F., 2015. Role conflict stress effect on the performance of the employees working in
public work department. The international journal of engeering and science, pp.1-10.
Setor, T.K., 2014, May. The effect of job stress on job performance amongst IT professionals:
the moderating role of proactive work behaviours. In Proceedings of the 52nd ACM conference
on Computers and people research (pp. 17-21). ACM.
Sonnentag, S. and Fritz, C., 2015. Recovery from job stress: The stressor‐detachment model as
an integrative framework. Journal of Organizational Behavior, 36(S1).
Soo, H.S. and Ali, H., 2015. The Impact of Leadership on Employee Stress at Commercial Bank
in Malaysia. ADVANCES IN GLOBAL BUSINESS RESEARCH Vol. 12, No. 1, ISSN: 1549-9332,
p.920.
Sykes, T.A., Venkatesh, V. and Johnson, J.L., 2014. Enterprise system implementation and
employee job performance: Understanding the role of advice networks. MIS quarterly, 38(1).

96“STRESS ON EMPLOYEE PERFORMANCE”
Ta, V. and Ickes, W., 2018. Empathic Accuracy: Unstructured Dyadic Interaction Paradigm (EA‐
UDIP). The Sourcebook of Listening Research: Methodology and Measures, pp.265-271.
Wang, H.J., Lu, C.Q. and Siu, O.L., 2015. Job insecurity and job performance: The moderating
role of organizational justice and the mediating role of work engagement. Journal of Applied
Psychology, 100(4), p.1249.
Whicher, D., Philbin, S. and Aronson, N., 2018. An overview of the impact of rare disease
characteristics on research methodology. Orphanet journal of rare diseases, 13(1), p.14.
Wiek, A. and Lang, D.J., 2016. Transformational sustainability research methodology.
In Sustainability Science (pp. 31-41). Springer, Dordrecht.
Wood, L.A., 2014. The United States at Work: A Cross-temporal Meta-analysis of Changes in
Employee Work Perceptions (Doctoral dissertation, University of Georgia).
Zhang, Y., LePine, J.A., Buckman, B.R. and Wei, F., 2014. It's not fair… or is it? The role of
justice and leadership in explaining work stressor–job performance relationships. Academy of
Management Journal, 57(3), pp.675-697.
Zou, P.X. and Sunindijo, R.Y., 2015. Research Methodology and Research–Practice
Nexus. Strategic Safety Management in Construction and Engineering, pp.180-213.

97“STRESS ON EMPLOYEE PERFORMANCE”
Appendices
Appendix 1
Main activities/ stages Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Topic Selection 
Data collection from secondary
sources
 
Creating layout 
Literature review   
Formation of the research Plan  
Selection of the Appropriate
Research Techniques
 
Primary data collection  
Analysis & Interpretation of Data
Collection
 
Findings of the Data 
Conclusion of the Study 
Formation of Rough Draft  
Submission of Final Work  
Table 1: Gantt chart
(Source: Created by the author)

98“STRESS ON EMPLOYEE PERFORMANCE”
Appendix 2
Survey questionnaire
1. How long you are working with your organization?
Options
6 months- 1 year
2 years-4 years
5 years-8 years
9 years-10 years
More than 10 years
2. How far do you agree that stress has a great impact on employee performance in F&B
industry?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
3. What are the challenges you have found while working in your organization?
Options
Staying involved and

99“STRESS ON EMPLOYEE PERFORMANCE”
motivated all time
Good staff attitude and
behavior
Dealing with change
Require new skills and
professional
development
Good communication
with customers
4. What are the factors can motivate to work?
Options
Financial reward
Personal satisfaction
Flexibility
Impact
Recognition
5. How far you agree instant decision making skill can minimize work stress?
Options
Strongly agree
Agree
Neutral

100“STRESS ON EMPLOYEE PERFORMANCE”
Disagree
Strongly disagree
6. How far you agree increasing competition in market leads to more stress in workplace?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
7. What the issues you faced while you are stressed in work?
Options
Conflict between team
members
Misbehave with
customers
Poor health condition
Less productivity
Not achieving daily
target

101“STRESS ON EMPLOYEE PERFORMANCE”
8. How far you agree stressed in workplace can bring several problems outside of the
workplace as well?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
9. How far you agree that management of the organizations have an important role to mitigate
stress in work?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
.
10. What are measures could be helpful to mitigate stress in work?
Options
Develop healthy
responses
Establish boundaries

102“STRESS ON EMPLOYEE PERFORMANCE”
Scheduling tasks
Effective
communication with
higher authorities
Complete work within
shift time
11. How far you agree that there should be balance in working life and outside of working life
to minimize stress in work?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
12. What are the problems you have faced in work while you are in stress?
Options
Depression and
anxiety
Not focused on work
Face health issues

103“STRESS ON EMPLOYEE PERFORMANCE”
Difficulty in team
work
Conflict between team
members
13. How far do you agree individual need to be aware for not to be stressed in work?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
14. How far you agree government has an important role to set up working pressure in
organizations so that stress can be minimized?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree

104“STRESS ON EMPLOYEE PERFORMANCE”
15. How far you agree that effective communication in workplace can be helpful to mitigate
stress in work?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
16. How far you agree job related stress has a large impact on performance of an employee in
food and beverage industry?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly
disagree
18. What is the organizational stress that has impact on your overall performance?

105“STRESS ON EMPLOYEE PERFORMANCE”
Options
Strongly agree
Agree
Neutral
Disagree
Strongly
disagree
19. How far you agree that career development related stress affects on your current
performance?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly
disagree

106“STRESS ON EMPLOYEE PERFORMANCE”
20. How far you agree psychological stress of an employee affects the level of performance at
the workplace?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly
disagree
20. How far you agree that behaviour related stress factors reduce productivity in your
organization?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly

107“STRESS ON EMPLOYEE PERFORMANCE”
disagree
21. How far you agree that it is important for an organization to focus on individual stress as
it generates low morale?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly
disagree
22. What are the outcomes seen when you are in stress?
Options
Absenteeism
Poor work
relations
Reduced

108“STRESS ON EMPLOYEE PERFORMANCE”
productivity
Low morale
Apathy/ loss of
interest in work
23. How far you agree that absenteeism in workplace can be generated for affecting in
stress?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly
disagree
24. What are the factors responsible for low productivity in your organization?
Options
Job related stress

109“STRESS ON EMPLOYEE PERFORMANCE”
Organizational stress
Career related stress
Psychological stress
Behavioral stress
25. How far you agree apathy/ loss of interest in work can be resulted for being stressed in the
workplace?
Options
Strongly agree
Agree
Neutral
Disagree
Strongly
disagree
26. How far you agree that organizations need to focus on the job related stress factors to
generate potential productivity of the organization?