Managing job performance, social support and work-life conflict to reduce workplace stress

Abstract

Purpose Workplace stress costs £3.7bn per annum in the UK and in excess of $300bn per annum in the USA. The purpose of this paper is to examine the existence, strength and direction of relationships between perceptions of social support, work–life conflict, job performance and workplace stress in an Irish higher education institution. Design/methodology/approach The selected theoretical framework consisted of a combination of reward imbalance theory, expectancy theory and equity theory. An organizational stress screening survey instrument was used to survey the staff (n = 1,420) of an academic institution. Multiple linear regression analysis was used to evaluate the relationships between the independent variables (social support, work–life conflict, job performance), the covariates (staff category, direct reports, age, gender), and the dependent variable (workplace stress). Findings The results showed a negative correlation between social support and workplace stress, a positive correlation between work–life conflict and workplace stress, and a negative correlation between job performance and workplace stress (p < 0.05). The results also revealed significant relationships between the covariates direct reports and gender and the dependent variable workplace stress. Practical implications The findings from this research can trigger an organizational approach where educational leaders can enable workplace change by developing and implementing social support and work–life strategies, and potential pathways to reduce levels of workplace stress and improve quality of life for employees and enhance performance. Originality/value The examination and establishment of particular relationships between social support, work–life conflict and job performance with workplace stress is significant for managers.

Social capital, social support and perceived stress in college students: The role of resilience and life satisfaction

“…Research on students' stress has paid little attention to social determinants, such as social capital and social support (see literature review) and the possibility that they may impact differently upon stress needs to be examined. As (a) social capital and social support have been associated with reduced stress (Foy, Dwyer, Nafarrete, Hammoud, & Rockett, 2019), (b) social capital and social support have been associated with higher resilience and life satisfaction (McKibbin et al, 2016; Singh & Singh, 2020) and (c) resilience and life satisfaction have been negatively associated with reduced stress (Abolghasemi & Varaniyab, 2010; Moksnes, Eilertsen, Ringdal, Bjørnsen, & Rannestad, 2019), it seemed reasonable to assume that social capital/social support will be associated with perceived stress through resilience and life satisfaction.…”

Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

“…Working time has always been a source of conflict in industrial relations (e.g. Alves et al, 2007;Foy et al, 2019).…”

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

“…The degree of conflict at work also affects conflicts between work and family life [75]. Social support from a supervisor or colleagues allows reducing the impact of workplace stress that affects performance degradation [76]. Socializing newly recruited employees allows them to be integrated into the collective and reduces fluctuation and employees´turnover.…”