The idea of Motivation isn't new in the field of Human asset administration.

A few researchers
have characterized and seen this term in a few fields and they have given distinctive
implications to Motivation of worker. Notwithstanding, a few of these definitions indicate
comparable thoughts. From the point of view of psychology research, human study and
economy, Motivation explains one reason or numerous that make a person to get occupied with
a particular conduct (Bratton and Gold, 2007). From this unique situation, an individual can be
affected by a few drives and major needs, for example, nourishment and want for a condition of
being an object can be incorporated into this purpose behind inspiring a person to act in a
particular way or to play out specific undertakings. Then again, the idea of Motivation alludes to
extraneous together with inherent components that makes a man to take particular activities
(Adair, 2009).

Literature

2.1 Overview

This section introduces a review of literature of the subject. The reason of the writing review
was to give a snap on what has so far been done and what is still required to be done. Tayie,
(2005) is of the view that the literature reviews provide board context of the study, this clearly
elaborates that what is within the scope of the involved study and at the same time justifies
such conclusions. In this manner, this part centers on talking about the ideas of job stress and
employees ‘job performance. The section covers, reasonable definitions, empirical studies,
theories, research gap and also conceptual model of the study.

Dimension of Job Stress

it is contended by Sibisi,(2012) that job stress has two primary dimensions: Physiological and
mental pressure. Physiological pressure is seen as a physiological reaction of the body to various
upsetting causes at the working environment (Manning, 1986). This may comprise of
physiological reactions, for example, a cerebral pain, stomach torment, heart palpitation and
rest issue. Mental pressure is viewed as a passionate reaction which has its starting point from
jolt in the working environment. This may involve enthusiastic reactions, for example,
uneasiness, sadness, burnout, touchiness and dissatisfaction (Haybatollahi, 2009).

2.3.2.8 Measurement of Job Stress

Zyl, (2002) requires an appropriate strategy for estimating stress in the work place. Zyl, (2002)
recommends that, stress level and reasons of stress, ought not be connected, but rather ought
to be estimated mutually. A variety of methods of measuring stress has been recognized by (Zyl,
2002).

That the most imperative strategies which can be utilized to measure job stress are the
utilization of physiological dimension where by reactions of an individual to stress (as an
indication of stress) can be inspected. Perception is another strategy by which a man can be
presented to distressing conditions where his or her conduct would then be able to be watched.
Self assessment questionnaire is displayed as another methods for estimating job stress;
questionnaires can be used in a variety of forms. Frequently utilized structures are the
Semantic scale and the Likert Scale. Through semantic scale, conceivable stressors inside the
work place can be communicated in articulations of a scope of sentiments. In Likert Scale
numeric esteems gave to things can give an indication of the measure of stress experienced.
Different strategies for estimating stress are non-structured interview and behavioral indicators.

Theories of Work Stress

An assortment of studies have recognized particular models that they accept assumed an essential part

in building up the hypothetical foundation for analyzing work stress. With the end goal of this

examination the accompanying two hypotheses are: the job demands-control model (Karasek,

1979) and Role theory (Kahn, et al. 1964).

The Job Demands-Control Theory (JD-C)

This theory concludes that work stress takes place the time when job demands are high and job decision

control is low (Hsieh, et al. 2014). The Job Demand-Control (JD-C) model is basically build on the

proposition that the relations between job demands and job control is the key to explaining performance

outcomes (Karasek, 1979). It is also concluded by the Karasek, the demand-control theory can

successfully foresee job performance. The theory has been used in various studies on effects of job

stress on employees’ job performance, for example, Ahmed ( 2013).

2.4.2 The Role Theory

According to Kahn, et al. (1964) role theory was developed in the 1960s and this theory provides

information into the processes that distress the physical and emotional state of employees which in turn

affects their workplace behavior. The employee work place behavior is directly connected to their work

performance (Ahmed & Ramzan, 2013).

One of the basic aspect of the role theory is that , the employees is not stressed from his original

occupation rather he is stressful due to different role he has to play. Layne (2001) described six roles that

felt were stressful in spite of an individual’s actual occupational choice. These six roles include: (i) role

ambiguity; (ii) role insufficiency; (iii) role overload; (iv) role boundary; (v) responsibility; and (vi) physical

environment.

2.5.3 Relationship between work Stresses and Employee Performance

Al-Omar (2003), Azizollah, et al. (2013), Kazmi, et al. (2008), Lutfi (2013) and Muaza (2013) examined the

relationship between job stress and employee performance in hospital context. Data were obtained

through questionnaire and analyzed using the statistical methods including descriptive statistics,

spearman, correlation and multiple regressions. The analysis showed strong support for the hypothesis

that there is an inverse relationship between job stress and job performance indicating that job stress in

hospital environment result into low job performance.

Another study was carried out by AbuAlRub (2004) on the effects of job stress on job performance

among hospital nurses in Jordan. Data was collected using a structured questionnaire after which
descriptive statistics, Pearson product moment correlations and hierarchical regression techniques were

used to analyze the data. The finding show a curvilinear (U-shaped) relationship between job stress and

job performance; nurses who reported moderate levels of job stress performed their jobs less well than

those who reported low or high levels of job stress.

Moreover, studies conducted by Manzoor, et al. (2011), Kazmi &Amjad (2008) and Kula (2011) focused

on the impact of work stress on the performance of the employees. Structured questionnaire was used

in data collection and descriptive and correlation analyses were conducted to check the relationship

between stress and performance. The findings of the studies revealed that job stress does not impact

employees’ job performance. In Tanzania Mkumbo, (2014) conducted a study on work stress; the study

investigated the prevalence of and factors causing work stress among academic staff in public and

private universities. The results shows that work stress is a common event among institutions of higher

education with its related outcome such low job satisfaction, which is likely to affect staff’s efficiency.

References:

Tayie S. (2005). Research methods and writing research proposal: Cairo. Published by center for

advancement of postgraduate studies research.

Bratton, J., and Gold, J. (2007), “Human Resource Management: Theory and Practice”, Palgrave
Macmillan, London. pp. 112

Adair, J. (2009), “The John Adair Leadership Library: Leadership and Motivation: 75

The Fifty-Fifty Rule and the Eight Key Principles of Motivating Others”, Kogan Page, London. pp. 101
Sibisi, S.C. (2012). Occupational stress, job satisfaction, work engagement and the mediating role of
social support among nurses at public hospital in Durban: Master Thesis. University of KwaZulu-Nata

Manning, M. R. (1986). Occupation stress: Its causes and consequences for job performance: Journal of

Applied Psychology, 71(4), pp.618-629.

Haybatollahi, S. M. (2009). Work stress in the nursing profession. An evaluation of organization causal

attribution: Department of Social Psychology, University of Helsinki.

ZYL, E.V. (2002). The Measurement of work Stress within South African Companies: A Luxury or

Necessity? SA Journal of Industrial Psychology, 28(3), pp 26-31.