The Effects of Occupational Stress on the Management of an Organization

Abstract

Occupational stress is an important issue not only for the researchers but also for the employees and managers at work. This study aims to determine the effects of occupational stress on job satisfaction, intention to leave and absenteeism. A sample of 100 employees in the Companies Commission of Malaysia, a statutory body regulating companies and businesses was recruited to participate in the study. A questionnaire was used to collect information on demographics, stress, job satisfaction, intention to leave and absenteeism. Pearson correlation and Multiple Linear Regression was used to examine the relationships between different variables. The results show that occupational stress does not have a direct effect on the intention to leave and absenteeism. In contrast, occupational stress has a direct negative effect on job satisfaction. Furthermore, job satisfaction has negative effects on the intention to leave and absenteeism. In conclusion, the authors recommend the following to management: (a) increasing job satisfaction by reducing employee occupational stress, and (b) that by reducing stress, the organization can reduce the levels of intention to leave and absenteeism among employees. Contribution/ Originality: The study contributes to the existing literature regarding the effect of occupational stress on job satisfaction, intention to leave and absenteeism, particularly in Malaysia. The present study highlighted the importance of reducing occupational stress with the aim to minimize employees' intention to leave and absenteeism and increase their job satisfaction.

Occupational stress for employee turnover intention: mediation effect of service climate and emotion regulation

“…OS was examined and retained a significant positive association with turnover intention, and the results indicate an increasing chance of leaving the organization because of increased stress to employees (Husain et al, 2015). This result contradicts with findings of Wen et al (2020) as they reported that stress does not motivate employees to resign their job immediately and the findings of Yahaya et al (2019) in which they found no direct significant relationship between occupational stress and turnover intention in the different economies than Nepal. These This study revealed a significant relationship between service climate and occupational stress, declaring positive service climate causes to decrease occupational stress.…”

“…Organizations with high turnover rates have a direct loss of their business as they transfer their competencies and business ideas to other organizations. Employee turnover intention has a significant relationship with job satisfaction (Mwesigwa et al, 2020), job security (Ghandi et al, 2017;Chung et al, 2017), role ambiguity (Wen et al, 2020;Erera-Weatherley, 1996), WL (Wen et al, 2020), occupational stress (Yahaya et al, 2019) and growth opportunity (Busari et al, 2017). These research findings indicate that prior studies were focused on identification of occupation stress and their impact on workplace paying less attention on the relationship of serial mediation.…”

“…We adapted all the latent variables from the literature and contextualized for banking jobs and are aware of maintaining the theme of statements. For the validity of the construct, we primarily adapted items from different research works like turnover intension Carayon et al (2006), occupational stress (Yahaya et al, 2019), WL (Wen et al, 2020), growth opportunity (Busari et al, 2017), service climate (Liang et al, 2019) and emotion regulation (Tamir and Mauss, 2011). As concluded by Finstad (2010), seven-point Likert items can be more accurate, easier to use and a better reflection of a respondent's true evaluation, and we adapted all items in seven-point Likert scale and conducted an Exploratory Factor Analysis (EFA) to ensure the face validity of contextualized statements of the constructs.…”

“…It is a perceived discrepancy between individual capabilities and environmental demands, i.e. stressors (Beheshtifar and Nazarian, 2013) and creates chronic condition to employee's workplace situation (Yahaya et al, 2019) such as extra pressure on responsibilities, work conditions, performance expectations and growth opportunity expectations (Byrne and Espnes, 2008). Two common occupational stressors as identified by Chappell and Novak (1992) and Hannan et al (2001) are work overload and role ambiguity.…”

“…, 2020; Erera-Weatherley, 1996), WL (Wen et al. , 2020), occupational stress (Yahaya et al. , 2019) and growth opportunity (Busari et al.…”