The Impact of Occupational Stress on Employee Performance

THE IMPACT OF OCCUPATIONAL STRESS ON JOB PERFORMANCE OF
TRENDY WEAR (PVT) LTD
DISSANAYAKA MUDIYANSELAGE MOHAN CHINTHAKA DISSANAYAKA
(08/MS/015)
B.SC. MARKETING MANAGEMENT
FACULTY OF MANAGEMENT STUDIES
SABARAGAMUWA UNIVERSITY OF SRI LANKA
2014

2
A ‘Supervised Independent Study’ Submitted to the Faculty of Management Studies,
Sabaragamuwa University of Sri Lanka in Fulfilment of the Requirements for the
Special Degree of Bachelor of Science in Marketing Management
(08/MS/015)
© 2014 D.M.M.C.DISSANAYAKA

I
PERMISSION TO USE
In presenting this Supervised Independent Study in fulfilment of the requirements for
a Bachelor of Science in Marketing Management degree from Sabaragamuwa
University of Sri Lanka, I agree that the university library may make it freely
available for inspection. Further agree that permission for the copying of this
Supervised Independent Study in any manner, in whole or in part, for scholarly
purposes may be granted by my supervisor or, in their absence, by the dean of the
Faculty of Management Studies. It is understood that any copying or publication or
the use of this Supervised Independent Study or parts thereof for financial gains shall
not be allowed without my permission. It is also understood that due recognition shall
be given to me and to Sabaragamuwa University of Sri Lanka for any scholarly use
which may be made of any material from my thesis.
Request for permission to copy or to make any other use of materials in this
Supervised Independent Study, in whole or in part, should be addressed to:
Dean
Faculty of Management Studies
Sabaragamuwa University of Sri Lanka
P.O. Box 02, Belihuloya – 70140
SRI LANKA

II
Faculty of Management Studies
Sabaragamuwa University of Sri Lanka
CERTIFICATION OF SUPERVISED INDEPENDED STUDY
We, the undersigned, certify that
Candidate for the special degree of
Bachelor of Science in Marketing Management
Has presented his Supervised Identified Study entitled
As it appears on the title page and the front cover of the Supervised Identified Study
That the said Supervised Identified Study is acceptable in form and content and
displays a satisfactory knowledge of the field of study as demonstrated by the
candidate through the oral examination held on
July 31, 2014
………………………………………………. ……………………
Chairman for Viva Signature
………………………………………………. ……………………
Head of Department Signature
………………………………………………. ……………………
First Examiner Signature
………………………………………………. ……………………
Second Examiner Signature

III
DECLARATION
I, Dissanayaka Mudiyanselage Mohan Chinthaka Dissanayaka declare that this
Supervised Independent Study and the work presented in it are my own and it has
been generated by me as the result of my own original research.
Title of Supervised Independent Study:
THE IMPACT OF OCCUPATIONAL STRESS AND ITS EFFECTS ON JOB
PERFORMANCE OF TRENDY WEAR (PVT) LTD
I confirm that:
This work was done wholly or mainly while in candidature for a research degree at
this university; Where any part of this Supervised Independent Study has previously
been submitted for a degree or any other qualification at this university or any other
institution, this has been clearly stated; Where I have consulted the published work of
others, this is always clearly attributed; Where I have quoted from the work of others,
the source is always given. With the exception of such quotations, this Supervised
Independent Study is entirely my own work; I have acknowledged all main sources of
help; Where the Supervised Independent Study is based on work done by myself
jointly with others, I have made clear exactly what was done by others and what I
have contributed myself; Either none of this work has been published before
submission.
………………………… …………………………
Signature of Student Date
Supervisor’s Recommendation:
This is to certify that this Supervised Independent Study has been prepared by
D.M.M.C.Dissanayaka under my supervision.
…………………………
Signature of Supervisor
………………………………………………… …………………………
Name of Supervisor Date

IV
ABSTRACT
Almost all the employees of Trendy Wear (PVT) Ltd Katupotha are target oriented
and work with high job pressure. This research attempts to identify whether there is
an impact of Occupational Stress and its effects on job performance of Trendy Wear
(PVT) Ltd. Because theoretically, behavioural scientists have explained that the
relationship between Occupational Stress and Job Performance is a negative one.
Thus 211 employees were selected using random sample method from Trendy Wear
(PVT) Ltd Katupotha. Sample is taken from department wise and job categories wise.
A questionnaire was circulated to collect primary data about employees’ responses
regarding occupational stress. The questionnaire consists of six parts as part A, B, C,
D, E and F with Five point Likert scale was used to choose the appropriate level of
coping. The scale of measurement was based on scores to response categories to some
rules and the said responses were quantified. The collected data such as sources of
stress, effect of tress and perceived Job Performance were analysed using descriptive
statistic such as mean, median and standard deviation and also SPSS and MS- Excel.
Since this study involves formulation and testing of hypotheses with a view to
establish the correlation between the independent and dependant variable, it is needed
more reliable and original data. Therefore, further correlation analysis was done to
demonstrate the relationship between the level of job stress and job performance and
to test the significance of differences of each of the dimensions of stress. Conclusions
and recommendations are stated based on this analysis. According to the correlation
significant value of correlation table, there was no impact of occupational stress on
employee performance. That mean performance has been influenced by factors other
than occupational strass. Therefore, it is recommended to carry out further research
base on other factors that had influenced to employer performance
Key word: Trendy Wear (PVT) Ltd, Occupational Stress, Effects of Stress, Sources of
Stress, Job Performance.

V
ACKNOWLEDGEMENTS
Plenty of obstacles were there when the researcher was completing this report and
there were many, who supported.
First of all I wish to make my special thanks to my Academic Supervisor Mr
H.M.C.G. Bandara, Senior Lecture in Department of Marketing Management,
Sabaragamuwa University of Sri Lanka who directed me toward the goal with
correcting my shortfalls.
And also I thankfully acknowledge the continuous advice and guidance given by
Mrs.L.A.C.Sajeewani, Senior Lecture in Department of Marketing Management and
Coordinator of Practical Training Unit, Sabaragamuwa University of Sri Lanka
I would like to express my thanks to my Training Supervisor Mr. M.M.J.Bandara,
Manager of the Human Resource Management Division and Mr. Chandana Liyanage,
Factory Manager in Trendy Wear (PVT) Ltd-Katupotha.
My heartfelt thank should be given to my beloved parents for their dedication and
encouragement throughout the study.
Finally my sincere thanks to all of my colleagues and the employees of Trendy Wear
(PVT) Ltd For support extended to me.

VI
TABLE OF CONTENTS
PERMISSION TO USE................................................................................................. I
CERTIFICATION OF SUPERVISED INDEPENDED STUDY ................................II
DECLARATION .........................................................................................................III
ABSTRACT.................................................................................................................IV
ACKNOWLEDGEMENTS..........................................................................................V
LIST OF TABLES.......................................................................................................IX
LIST OF FIGURES ......................................................................................................X
LIST OF ABBREVIATIONS......................................................................................XI
CHAPTER ONE : INTRODUCTION...........................................................................1
1.1 Background Study................................................................................................1
1.2 Research Problem.................................................................................................2
1.3 Hypothesis............................................................................................................3
1.4 Objectives of the Study ........................................................................................3
1.5 Significance of the Study .....................................................................................4
1.6 Limitation of the Study ........................................................................................4
1.7 Chapter Organization ...........................................................................................5
CHAPTER TWO: LITERATURE REVIEW................................................................6
2.1 Theoretical Framework ........................................................................................6
2.1.1 Definition of Stress........................................................................................6
2.2 Nature of Stress....................................................................................................7
2.3. Types of Stress ....................................................................................................8
2.3.1. Short Term Stress .........................................................................................8
2.3.2. Long Term Stress..........................................................................................8
2.4 Effects of Stress....................................................................................................8
2.4.1 Mental Consequences....................................................................................9
2.4.2 Social Consequences ...................................................................................10
2.4.3 Physiological Consequences........................................................................11
2.5 Job Performance.................................................................................................13
2.6 Factors Intrinsic to the Job .................................................................................14
2.7 Managing Stress.................................................................................................16

VII
CHAPTER THREE : METHODOLOGY ...................................................................18
3.1 Research Site......................................................................................................18
3.2 Conceptualization and Operationalization .........................................................19
3.2.1 Conceptualization........................................................................................19
3.2.2 Operationalization .......................................................................................20
3.3 Research Approach ............................................................................................21
3.4 Research Design.................................................................................................21
3.4.1 Procedure of Data Collection ......................................................................22
3.4.2 Population, Sample And Sample Determination.........................................23
3.4.3 Research Instruments...................................................................................24
3.4.4 Validity and Reliability ...............................................................................25
3.4.5 Data Presentation & Analyze ......................................................................25
3.5. Time Frame and Access to Research Site.........................................................28
CHAPTER FOUR: ANALYSIS AND DISCUSSION................................................29
4.1 Data Presentation................................................................................................29
4.1.1 Gender Category..........................................................................................29
4.1.2 Age Category...............................................................................................30
4.1.3 Education Category .....................................................................................30
4.1.4 Marital Status...............................................................................................31
4.1.5 Department Category...................................................................................32
4.1.6 Position Category ........................................................................................32
4.1.7 Service with the Company...........................................................................33
4.2 Data Analysis .....................................................................................................34
4.2.1 Mean Value of Descriptive Statistics ..........................................................34
4.2.2 Reliability of the Questionnaire...................................................................35
4.2.3 Validity........................................................................................................35
4.2.4 Correlation of Job Performance Vs Variables.............................................36
4.3 Regressions Analysis..........................................................................................37
4.3.1 Model Summary ..........................................................................................37
4.3.2 ANOVA Test...............................................................................................37
4.3.3 Regression Model........................................................................................38
4.4 Hypothesis testing ..............................................................................................40
4.5 Discussion ..........................................................................................................41

VIII
4.5.1 Effect of stress on job performance.............................................................41
4.5.2 The level of Occupational Stress of Trendy Wear. .....................................42
CHAPTER FIVE: CONCLUSION..............................................................................43
5.1 INTRODUCTION..............................................................................................43
5.2 CONCLUSIONS................................................................................................43
REFERENCE...............................................................................................................45
BIBLIOGRAPHY........................................................................................................48
APPENDIXES.............................................................................................................49
Appendix A – Mission and Vision...........................................................................49
Appendix B – Questionnaire....................................................................................50
Appendix C – Sample size .......................................................................................54
Appendix D – Correlation Analysis.........................................................................55
Appendix E – Descriptive Analysis .......................................................................556
Appendix F – Factor Analysis...............................................................................557
Appendix G – Multiple Regression Analysis.........................................................558

IX
LIST OF TABLES
3.1 Operationalization…………………………………………………..…...20
3.2 Sampling Composition……………………………………….………….25
4.1 Mean Value …………………….…………………………………….....42
4.2 Reliability………………………….…………………...………………..35
4.3 KMO (Validity)……………………………………………….…………36
4.4 Correlation. ……………………………………………………………...37
4.5 Model Summery…………………………………………………………38
4.6 ANOVA………………………………………………………………....38
4.7 Hypothesis Testing...……………………………………………….…....41

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LIST OF FIGURES
3.1 Conceptual Framework…………………………………………..……..20
3.2 Time Frame of the Study……………….………………………….……29
4.1 Gender Composition………………………………………………….…30
4.2 Age Composition………………………………………………………...31
4.3 Education Qualification…………………………………………………32
4.4 Marital Status……………………………………………………………32
4.5 Department Composition………………………………………………...33
4.6 Position Composition……………………………………………………34
4.7 Service of Company…………………………………………………….34
5.1 Impact of Occupational Stress on Performance………………………...46

XI
LIST OF ABBREVIATIONS
ILO - International Labour Organization
USA - United States of America
UK - United Kingdom

1
CHAPTER ONE
INTRODUCTION
1.1 Background Study
Occupational stress has been a great concern to both employees and other
stakeholders of organizations. Occupational stress researchers agree that stress is a
serious problem in many organizations (Cooper and Cartwright, 1994). The cost of
occupational stress is very high in many organizations in recent times. For instance,
the International Labour Organization (ILO) reports that inefficiencies arising from
occupational stress may cost up to 10% of a country‘s GNP (Midgley, 1996).
Occupational stress is defined as the perception of a discrepancy between
environmental demands and individual capacities to fill these demands (Topper, 2007;
Vermut and Steensma, 2005; Ornels and Kleiner, 2003). Christo and Pienaar (2006)
for example, argued that the causes of occupational stress include perceived loss of
job, and security, sitting for long periods of time or heavy lifting, lack of safety,
complexity of repetitiveness and lack of autonomy in the job.
In addition, occupational stress is caused by lack of resources and equipment; work
schedules (such as working late or overtime and organizational climate are considered
as contributors to employees stress) Occupational stress often shows high
dissatisfaction among the employees, job mobility, burnout, poor work performance
and less effective interpersonal relations at work (Manshor, Rodrigue, and Chong,
2003). Johnson (2001) similarly argued that interventions like identifying or
determining the signs of stress, identifying the possible causes for the signs and
developing possible proposed solutions for each signs are required.

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Therefore, this research will try to find out the effects of occupational stress on job
performance and interventions that can be applied by Management and employees to
manage stress effectively at Trendy Wear (Pvt) Ltd. To acquire a deeper
understanding of the variable (occupational stress) we will first consider the broader
topic of stress in general and then zero in on the variable within the context of Trendy
wear (Pvt) Ltd.
1.2 Research Problem
The current turbulent environment in which some workers conduct their work
requires that organizations examine their practices. Today every organization
continuously are striven to gain a competitive position over other competitor. Because
of intensified competition, rapid market changes, technical innovation etc. bring work
environment more and more complex and dynamic. It is a problem face by all
organization worldwide. For the organization, job stress of its workers means a
workforce that is demotivate and uncommitted to high quality performance. The
effects of stress are evidenced as low productivity, increased errors in their
performance, high medical bills, lateness to work and increased sick leaves. Despite
the extremely negative effects of occupational stress on the human body and work
performance, sometimes Trendy Wear (Pvt) Ltd not being an exception has not put in
any concrete measures to address these stress-related conditions that negatively
affects productivity. Furthermore, there has not been a conscious establishment of a
linkage between occupational stress and its negative effect on productivity.
Employee satisfaction directly affects to the employees’ performance and work
quality. (Ornels and Kleiner, 2003). Even though due to long working hours, meeting
tighter deadline, heavy workload, heavy responsibilities, poor rewards on
performance etc. majority of employees suffer from job stress. But profitability of the
organization is based on customer satisfaction. Employee performance is a critical
factor in fulfilling customer needs (Johnson 2001). Therefore, the research study
purposely focuses on occupational stress experienced by staff of the Trendy wear
(pvt) ltd.
The research problem can thus be start as follows:
What is the impact of Occupational stress on job performance of employees of
Trendy wear (PVT) Ltd?

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1.3 Hypothesis
Based on the below model the following hypothesis have been formulated, which
are proposed to test in this study.
H0 - There is no impact between employee’s performances & Mental consequences
H1 - There is impact between employee’s performances & Mental consequences
H0 - There is no impact between employee’s performances & Social consequences
H2 - There is impact between employee’s performances & Social consequences
H0 - There is no impact between employee’s performances & Physiological
consequences
H3 - There is impact between employee’s performances & Physiological
consequences
H0 - There is no impact between employee’s performances & Emotional
consequences
H4 - There is impact between employee’s performances & Emotional consequences
1.4 Objectives of the Study
The objective of this study is:
Main objective
1. To examine the impact of Occupational stress on workers in the performance
of their job.

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1.5 Significance of the Study
Stress Management is important to healthy functioning of organizations as it seeks
to increase productivity since one can clearly focus on tasks, better memory,
improved immune system and better blood pressure. In Trendy Wear (Pvt) Ltd,
occupational stress is not being given the attention it deserves and so very little has
been done as far as assessing the role of stress on job performance within
organizations. It is in the light of this that this study is deemed important, as it will:
 Create awareness among managers on the need to provide the required
platform to help staff deal with their stresses.
 It contributes to the development of the country by its overall performance
including successful financial performance, job opportunities and the
contribution towards corporate social responsibility.
Trendy Wear (Pvt) Ltd as a whole reflects on occupational stress. Therefore it is
significant to identify the impact of occupational stress on employees’ performance
and what are the dimensions to which stress significantly contributes in Trendy Wear
(Pvt) Ltd.
1.6 Limitation of the Study
There can be different constraints for the current study.
 Time Confined - In making sure that the research goes well more time will be
used. Time is not a luxury and it can at some point cause some hindrance to
accurate data.
 Confidentially of information -Participant of the study may not be keen to
provide information. This may cause the research some waste time.
 Unwillingness to participant to the personal - Some of the respondents not
are willing to join such study because they believe it is waste of time and
energy.
 The study was focus on four dimension of stress only. Quantity and quality of
the job, Lack of job satisfaction, Social relationship and Domestic factors.
However other dimension such as individual stresses, Personnel illness,
changing in financial standing, family event, changing living condition etc.
Which are complex in nature have been exclude form the study although may

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have a significant impact on the job stress in order to reduce complexity of the
study.
 It was also assumed that all questions were equaled important and hence on
weight was given. The questionnaire used for the study was fairly long and
some respondents showed sign of reluctance to complete it. Sings the identity
of the respondents was not expected it was assumed that they give their actual
filings.
 The scale used to measure the variable was five point Likert type scales. If
seven scales had been used instant, a more accurate measure could have been
expected. In order to make the analysis less complex this was avoided.
1.7 Chapter Organization
The entire study is divided into five (5) chapters. Chapter one gives a general
introduction about the study, while chapter two focuses on some theoretical
frameworks and reviews of related literature about the subject. The chapter three
presents the methodology, research design, population and sample used in the data
collection. Chapter four analyses, summarizes and presents the data for the study. The
final chapter provides a summary of findings, conclusion and makes recommendation
for the solution of the problem studied.

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CHAPTER TWO
LITERATURE REVIEW
2.1 Theoretical Framework
Theories help us to understand underlying process and on that basis, choose an
effective course of action According to Richard and Krieshok, (1989), ―theory is
coherent group of assumption put forth to explain the relationship between two or
more observable facts. Valid theories enable us to predict what will happen under
certain situations. It is a truism that no matter the degree of the grasp of a principle,
the history and theories of any field help us to apply them to actual cases. The theories
relevant in the study of occupational stress and its effects on job performance include
the followings; stimulus-based, interactional, person-environment fit, role overload
and role theory.
2.1.1 Definition of Stress
According to Robbins (2004), stress is a dynamic condition in which an individual
is confronted with opportunity, constraint or demand related to what he desires and
for which the outcome is perceived to be both uncertain and important. From this
definition one can say that stress is not necessarily bad, it also has a positive value
when it offers potential gain.
Moorhead and Griffen (1998) also defined stress as a person’s adaptive response to
a stimulus that places physical and psychological demands on a person.
Similarly, Sherman, Bahlander and Snell (1996), also defined stress as any
adjustive demand on an individual caused by physical, emotional or mental factors
that requires coping behaviour.

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Also Taylor, S. (1995), describes stress as a negative emotional experience
accompanied by predictable biochemical, physiological, cognitive and behavioural
changes that are directed either toward altering the events or accommodating its
effects.
From the above definitions and descriptions stress can best be seen as excessive
demands that affect a person physically and psychologically. Thus the mental or
physical condition that results from perceived threat or danger and the pressure to
remove it.
2.2 Nature of Stress
One believes that stress is a complex phenomenon because it is not tangible so it
cannot be overtly touched. According to Bowing and Harvey (2001), stress occurs
with the interaction between an individual and the environment, which produces
emotional strain affecting a person’s physical and mental condition. Stress is caused
by stressors, which are events that create a state of disequilibrium within an
individual. These authors also stated that the cost of too much stress on individuals,
organizations, and society is high. Many employees may suffer from anxiety disorders
or stress-related illnesses. In terms of days lost on the job, it is estimated that each
affected employee loses about 16 working days a year because of stress, anxiety or
depression.
According to Ritchie and Martin (1999), for years stress was described and defined
in terms of external, usually physical, forces acting on an individual. Later it was
suggested that the individual’s perception of, and response to, stimuli or events was a
very important factor in determining how that individual might react, and whether or
not an event will be considered stressful. These authors further contended that most
researchers acknowledged that both external and internal factors affect stress. They
viewed stress as a response to external or internal processes, which reach levels that
strain physical and psychological capacities beyond their limit.
According to Blumenthal (2003), for thousands of years, the bodies of
cavemen/women were primed to deal with the harsh rigours of their environment. In
the face of danger a rush of adrenaline would prepare cave dwellers to either fight or
run for their lives. In the face of adversity, muscles and nerves were charged for

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sudden movement, heart rates would increase, blood would course through the veins
with sugar released into the blood stream. The flight or fight response would ready
them for action: powerful hormones epinephrine and nor epinephrine, released by the
adrenal glands, endowed humans with enhanced alertness, strength and energy.
Thousands of years later humans live in the same bodies and possess the same human
brains but in a world with completely different stressors and hassles. While few
humans may face danger from wild animals and unsuccessful hunting, urban life is
equally demanding. The urban environment is rife with stressors (such as pollution,
noise, violence, traffic) that stimulate the nervous system into a flight or fight
response but it is only in rare instances that an aggressive or vigorous physical
response is appropriate.
2.3. Types of Stress
2.3.1. Short Term Stress
Acute (short-term) stress is the body's instant response to any situation that
seems demanding or dangerous. Your stress level depends on how intense the stress
is, how long it lasts, and how you cope with the situation.
2.3.2. Long Term Stress
Chronic (long-term) stress is caused by stressful situations or events that last
over a long period of time. The problem of long term stress is more associated with
fatigue, moral and health than with short term stress.
2.4 Effects of Stress
Arnold and Feldman (1986) define stress as "the reactions of individuals to new or
threatening factors in their work environment." (p. 459) since our work environments
often contain new situations, this definition suggests that stress in inevitable. This
definition also highlights the fact that reactions to stressful situations are
individualized, and can result in emotional, perceptual, behavioral, and physiological
changes.
Personal factors are often a source of stress. These include career related concerns,
such as job security and advancement, as well as financial and family concerns.
Holmes, T. H. and Rahe, R. H. (1967) constructed a scale of forty-three life events,

9
and rated them according to the amount of stress they produce. The most notable
feature of their instrument is that many positive life changes (i.e., marriage,
Christmas, vacations, etc.) are substantial sources of stress. Generally, stress appears
to be a result of any change in one's daily routine.
Some studies have reported that males seem to be more prone to stress-related
illness than females. Men report more ulcers and have a higher rate of heart attacks
than women (Albrecht, 1979). Other studies have found no differences. Friedman and
Rosenman (1974) found that Type A women suffered from cardiovascular diseases
and heart attacks as often as their male counterparts. Women in managerial positions
suffer heart attacks at the same rate as men in similar positions. (Albrecht, 1979) In a
recent study, Lawless (1992) reported that women suffered fifteen percent more stress
related illnesses than men. They also thought about quitting their jobs more often, and
reported a higher incidence of burnout. Lawless proposed that this is the result of
unequal pay scales and a failure of organizations to adopt policies sensitive to family
issues. As more women enter the work force, the effects on their health are becoming
increasingly apparent. It may be that past differences between males and females are
the result of their experience in the work force, and unrelated to gender per se.
There are four major effects on stress to employees. Those are categorized as follows,
2.4.1 Mental Consequences
Factors include the outcome of the stress in the form of feeling
Examples of difficulties in concentrating for any length of time, difficulties in
situation making, difficulties in absorbing new information, tend to worry about many
things, having negative thought and feel less confident in doing things that used to do.
Matthews (2001)
 Subjective effects: stress leads to anxiety, depression, frustration,
fatigue and low self-esteem.
 Behavioral effects: stress leads to accident proneness, substance abuse,
impaired speech, restlessness and forgetfulness.
 Cognitive effects: stress affects our thought process, leading to a
difficulty or fear of making decisions, forgetfulness, hypersensitivity,

10
mental blocks and difficulty concentrating or thinking clearly. This
may be intensified by substance abuse.
 Physiological responses: begin in the brain and spread to organs
throughout the body. Catecholamine from the adrenaline medulla
causes the kidneys to raise blood pressure and the liver to release sugar
into the blood pressure and the liver to release sugar into the blood
stream. The pituitary gland stimulates the release of corticosteroids,
which helps to resist stress but, if in the system for a prolonged period
of time, suppresses the immune system. These responses are adaptive
for dealing with stress in the form of ‘fight or flight” but this response
is rarely useful in urban work, instead the accumulation of stress
products in the body is immune-suppressive playing a part in
degenerative processes and disease.
In conclusion, Frost (2003) believed that when organizational leaders recognize
emotional pain when it occurs and act to intervene, potentially lethal situations in the
workplace could be reversed.
2.4.2 Social Consequences
We can experience multiple stressors arising from the demands of the different
social role we occupy, such as parent, spouse, caregiver, and employee.
Some examples of social stressors include deadlines, financial problems, job
interviews, presentations, disagreements, presentations, disagreements demand for ur
time and attention loss of a loved one, divorce and co-parenting. According to
Blumenthal (2003) social consequences effect can be shown as follows. Behavioural
effects: stress leads to accident proneness, substance abuse, impaired speech,
restlessness and forgetfulness.
Poor interpersonal relationships are also a common source of stress in
organizations. Arnold and Feldman (1986) cite three types of interpersonal
relationships that can evoke a stress reaction: 1) too much prolonged contact with
other people, 2) too much contact with people from other departments, and 3) an
unfriendly or hostile organizational climate.

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Desseler (2000) was of the opinion that for organizations job stress consequences
included reductions in the quantity and quality of job performance, increased
absenteeism and turnover, increased grievances and health care costs. A study of
46,000 employees concluded that stress and depression may cause employees to seek
medical care for vague physical and psychological problems and can in fact lead to
more serious health conditions. The health care costs of the high-stress workers were
46% higher than those of their less stressed co-workers.
According to Levin-Epstein, M (2002) stress on the job took its toll on non-profits:
lost time from work, deflated productivity, low staff morale, turnover and higher
health care costs.
Carroll, M. and Walton, M. (1997) further defined work related stress as the
psychological state that represents an imbalance or mismatch between people’s
perceptions of the demand on them and their ability to cope with these demands.
According to Frost (2003) the frequency with which hardworking, valuable
employees have negative experiences in the workplace or hear bad news that leaves
their hopes dashed, their goals derailed, or their confidence undermined. The sources
of the pain vary, but much of it comes from abusive managers, unreasonable company
policies, disruptive co-workers or clients, or from poorly managed change. It is a by-
product of organizational life that can have serious negative effects on individuals and
their organizations, unless it is identified and handled in healthy and constructive
ways.
2.4.3 Physiological Consequences
Situation and circumstances affecting our body can be experienced as
physiological stressors.
Examples of physiological stressors include rapid growth of adolescence,
menopause, illness, aging, giving birth, accidents, lack of exercise, poor nutrition, and
sleep disturbances.
Blumenthal (2003) viewed stress as anything that upsets people’s ability to
maintain critical variables (which can be social, psychological, spiritual or biological
in nature) within acceptable limits. The experience of stress involves an event that is

12
demanding or resources as well as the subjective feeling of distress experienced in its
face. An event could be experienced as stressful if people appraised (evaluated) it as
distressing. Whether an event is experienced as stressful depends on a person’s
psychosocial orientation with things like culture, spirituality, values, beliefs and past
experiences influencing the appraisal. Events that are appraised as being
overwhelming, threatening, unsatisfying or confliction are more likely to be
experienced as stressful.
Blumenthal (2003) differentiated different physical effects of stress as follows:
Effects on health: prolonged exposure to stress has profound and detrimental
effects on health. Among possible complications stress may exacerbate or play a role
in causing ailments like asthma, amenorrhea, coronary heart disease, chest pains,
diarrheic, dyspepsia, headaches, migraines, diabetes mellitus, ulcers and decreased
libido. In a world where AIDS is frighteningly prevalent people need to be aware that
stress is immune-suppressive. HIV breaks down a person’s immune system, which
leaves them vulnerable to potentially fatal infections and diseases.
Job stress can have a substantial negative effect on physical and emotional health.
Williams and Huber (1986) provide a comprehensive list of the symptoms of stress.
These are: "constant fatigue, low energy level, recurring headaches, gastrointestinal
disorders, chronically bad breath, sweaty hands or feet, dizziness, high blood pressure,
pounding heart, constant inner tension, inability to sleep, temper outbursts,
hyperventilation, moodiness, irritability and restlessness, inability to concentrate,
increased aggression, compulsive eating, chronic worrying, anxiety or
apprehensiveness, inability to relax, growing feelings of inadequacy, increase in
defensiveness, dependence on tranquilizers, excessive use of alcohol, and excessive
smoking." (p. 246) Furthermore, job stress can make people more susceptible to major
illnesses. High stress managers are twice as prone to heart attacks as low stress
managers. (Rosenman and Friedman, 1971)
Many situations in organizational life can be stressful. These include: 1) problems
with the physical environment, such as poor lighting or excessive nose, 2) problems
with the quality of work such, as lack of diversity, an excessive pace, or too little
work, 3) role ambiguities or conflicts in responsibilities, 4) relationships with

13
supervisors, peers, and subordinates, and 5) career development stressors, such as lack
of job security, perceived obsolescence, and inadequate advancement.
2.4.4 Emotional Consequences
Factor include outcome of job stress in the form of emotion
Examples of Emotional consequences temper and feel tense and unable to relax,
more boodle than usual, feel funky and anxiety.
Levin-Epstein (2002) also noted the most common indicators of stress as feeling
overwhelming and burn out. Emotional and physical exhaustion often accompany
such feelings, he further emphasized that employers as implementers of stress-
endangering policies and procedures, should help employees manage their stress
especially if it affects job performance.
Many situations in organizational life can be stressful. These include: 1) problems
with the physical environment, such as poor lighting or excessive nose, 2) problems
with the quality of work such, as lack of diversity, an excessive pace, or too little
work, 3) role ambiguities or conflicts in responsibilities, 4) relationships with
supervisors, peers, and subordinates, and 5) career development stressors, such as lack
of job security, perceived obsolescence, and inadequate advancement.
Recent studies have found evidence of dangerous physical changes attributed to
prolonged stress. One New York study reported a twenty gram increase in heart
muscles of those suffering from job stress. There was a significant "thickening of the
heart's left ventricle, or chamber, a condition that often precedes coronary heart
disease and heart attacks." (Pieper, C., 1990) Omni magazine (March, 1991) wrote
about a series of experiments with rats to examine the physiological effects of
prolonged stress. The researchers found that there was actually a loss of neurons in
the hippocampus section of their brains. The article concluded with a warning that
there is some evidence of a similar neuron loss occurs in humans
2.5 Job Performance
Performance can be described in general as amount come of an employee and also
can be viewed from different perspective such as productivity, output, efficiency,
effectiveness and many other variables related to the task.

14
At low level of stress, individual are not activated for high performance similarly.
At high level of stress individual expand their energy coping with stresses rather than
directing efforts to word enhancement of performance. Thus performance is high
when a moderate amount of stress is present. Under amount moderate stress,
individuals are not only activated to performance, but devote substantial energy to
words performance, enhancement rather than coping in with stresses. Repetti (1990),
McGronogle and Kessler (1990), agree with Arnold, Robertson and Cooper (1993) in
talking about the causes or sources of stress. Arnold, Robertson and Cooper (1993),
identified five major causes of work stress as: factors intrinsic to the job, role in the
organisation, relationships at work, career development and organizational structure
and climate.
Frost (2003) is also of the opinion that apart from quitting, which carries its own
set of costs to the company, acts of revenge, sabotage, theft, vandalism, withdrawal
behaviours, spreading gossip or generally acting cynical or mistrustful can all
represent direct or indirect costs to the organization.
2.6 Factors Intrinsic to the Job
Explain the factors intrinsic to the job, to include:
 Poor Working Conditions
This talks about the physical surrounding of the job which include high level of
noise, high or low lighting, fumes, heat, poor ventilation systems, smells and all the
stimuli which bombard a worker’s senses and can affect his moods and overall mental
state. Also, the physical design of the workplace comes under poor working
condition. If an office is poorly designed, with personnel who require frequent contact
spread throughout, it creates poor communication networks and develops in poor
working relationships which can cause stress to employees.
 Shift Work
This is where workers have jobs which require them to work in shifts, some of
which involves working staggered hours, which affects a worker’s blood temperature,

15
metabolic rate, blood sugar levels, mental efficiency, sleep patterns, resulting in
hypertension, mild diabetes and peptic ulcers.
 Long Hours
The long working hours required by many jobs appear to take a toll on employees’
health and also making them suffer a high rate of stress. This means many individual
workers and some medics who may have no sleep for thirty-six (36) hours or more
may find that both their quality of work and they themselves suffer.
 Risk And Danger
A job which involves more risk and danger put employees in higher stress level.
This is because when an employee is constantly aware of potential danger and he is
prepared to react immediately, this results in rush, respiration changes and muscles
tension which are all seen as potentially threatening long-term health.
 New Technology
The introduction of new technology into the work environment has required
workers to adapt continually to new equipment, systems, and ways of working. Thus
leading to a great source of pressure at work on the worker. For instance, a boss
trained in the latest methods may be extra burden for an employee trained in the old
ways and this may increase his stress level.
 Work Under-Load
This describes the problem of employees not being sufficiently challenged by their
jobs. Job under-load is associated with repetitive routine, boring and under-
stimulating work which causes a lot of stress for employees who find themselves in
such situations. This means when employees are not given work which challenges
their abilities and capabilities they suffer high level of stress.
 Work Overload
This is where the employee has too much work to do because of imposition of
datelines which often causes stress in employees.

16
2.7 Managing Stress
According to Robbins (2004), stress can be managed in two approaches; the
individual and organizational approaches.
He said the individual approach include exercise. That is the employees can
manage stress by walking, riding bicycles, attending aerobic classes, practicing yoga,
jogging, swimming, playing tennis and swatting squash balls. Most runners and
fitness addicts admit that, it is very hard to focus on job stress when one is trying to
complete vigorous workout.
Again, he said individuals can manage stress through relaxation. This is because,
when employees relax the response for stress will be reserved in the human mind-
body system. Individuals can reduce tension through relaxation techniques such as
meditation, hypnosis and biofeedback. The objective is to reach a state of deep
relaxation in which the employee feels physically relaxed, somewhat detached from
the immediate environment and detached from body sensations. Relaxation exercises
reduce employee’s heart rates, blood pressure and other physiological indicators of
stress.
Another way to reduce stress individually is opening up. A healthy response to this
moments or periods of personal crisis is to confide in others. Employees may not find
it easy to discuss difficult personal traumas with others, but self-disclosure can reduce
the level of stress and give them more positive outlook on life. Also honest entries on
a regular basis in a diary may accomplish the same thing.
He also went further to explain the organization approach to stress management
which include training programmes for employees, ensuring effective upward and
downward communication in the organization, improvement in personnel policies
such as (good welfare packages, incentives, pension schemes), good job design,
improvement in the physical work environment, and also management should provide
technical support to employees.
In the same view, Lucey, and Brian, M. (1994) said stress can be managed in an
organization through increasing employees autonomy in their job, increase or
decrease personal responsibility, allow more flexible working hours – by the used of

17
flexi – time, job rotation and transfers, provide better working conditions, including
social/fitness clubs etc. and institute a counselling service.
Also Claude and Cole (1992) suggested that in order to manage work stress
effectively, management should consider doing the following:
 Provide work which allows some personal choice in the way it is
carried out and the sequence in which it is carried out.
 Encourage employees participation in decisions which affect them
 Set clear goals and targets and provide adequate feedback on
performance
 Induct new recruits thoroughly
 Provide training as an on-going updating process
 Provide consistent rewards for effective output
 Review performance gaps at the time of occurrence
 Provide opportunities for employees to try new duties and different
tasks.
 Design job to have even work pressures
 Encourage group working procedures and friendly work relations
 Provide secure and fair personnel practices
 Ensure work environment is free of hazards
This implies that if these approaches and measures outlined above are carefully
implemented it could go a long way to minimize the level of stress on employees.
From the beginning to the end of this chapter, we found the existence of work
stress, it causes and effects. The evidence indicates that stress can be either a positive
or a negative influence on employees output. For many people, low to moderate
amount of stress enable them to perform their jobs better by increasing the work
intensity, alertness and ability to react. However, a high level of stress, or even a
moderate amount sustained over a long period, eventually takes its toll on employees
and pressure tends to decrease general performance and job satisfaction.

18
CHAPTER THREE
METHODOLOGY
3.1 Research Site
Trendy Wear (PVT) Ltd established in 1973. Ramya Weerakoon is the owner of
the company. It was commenced as a domestic business venture in Batik with the
workshop employing no more than four workers; by 1978 Ramya batiks and
handicrafts adventure to the exports with clothing and handicraft traditional and
modern designs manufactured a workshop in a fifteen people and launch the business
as Ramya Apparels (PVT) Ltd in 1987. The commercial production of garment,
which commence with 35 machines and fifty employees manufacture outwear for the
export market. Since there was an opportunity to create enterprise which stay
generations to come, Ramya Apparel decided to expand the work force and obtain to
expertise of a large corporate body. In 2003 restructuring and redeveloping Ramya
Apparel (Pvt) Ltd, because of that it changes in to Trendy wear Pvt. Ltd. It specialized
in high quality ladies’ and children garment and all factories are certified to meet
international manufacturing standards with ISO 9001-2008. Today direct work force
of the garment is over 1000 employees, with the market that reaches across the globe
(USA, UK, France, Australia and Switzerland). Main buyers of these countries are
Connected Apparels, ENC, Jones, Polo, Tiniwear. Trendy wear has grown in to a
multinational multiplied enterprise that is dedicated excellence.
The latest extension of Ramya holdings implements another two sub sections,
Ramya Horticulture and Green bungalow. In 2003, the garment was established under
the Company Act No.17 of 1987 and named as Trendy wear (pvt) Ltd, now it has
been governed under Company Act No.07 of 2007.

19
Today, the company owned five factories in at kadawatha, Adikarigama, Delgoda,
Katupotha and Wellawa. Direct workforce of over 4000 people employed in those
garments. Kadawatha branch is the main branch among those five branches. Trendy
wear in Katupotha was established in15th October of 2003. At that, time there was
only 150 machines and 200 employees. Today it has expanded the workforce around
1000 with 600 machines. Trendy wear in Katupotha is the second largest garment in
Ramya Holdings.
3.2 Conceptualization and Operationalization
3.2.1 Conceptualization
The broader concept of stress and the conceptual framework on which from
research was based. Presenting the dimensions of derived from the study has
strengthened the concept that job stress is multidimensional in nature. Hypothesis was
started on the relationship of occupational stress to employee performances. This
presents the issued and objectives arising from the research problem and
conceptualization framework that based on the literature review.
Figure: 3.1 Conceptual framework of the study
Adapted from Matthews G. (2001) and developed for the research
Job performance
Independent variable Dependent variable
Mental consequences
Social consequences
Physiological consequences
Emotional consequences

20
3.2.2 Operationalization
Table 3.1: Operationalization
Construct Dimension Indicator
Question
Number
Mental
Work overload Mantel imbalance 12
Peaceful mind
Mantel stability
Depression
13
14
Feel less confident less confident about decisions 15
Negative thought
Anorexia
Disappointment
Less Confident
16
18
19
Absorbing new
information
Absorbing new information 17
Social
Job uncertainty Job uncertainty 20
Personal life style Personal life style 21
Tension Tension 22
Sociable Sociable 23
Physiologic
al
Tiredness Tiredness 24
Leisure disturbances
25
30
Lack of exercise
Physical problems 26
27
Illness
Continues headache
Closeness with management
28
32
Working capacity Working capacity 29
Accidents Accidents 31
Emotional
Relax
Fear about mistakes
Insufficient free time
Tiredness of the staff
33
35
36
Fear for work Angry with the staff 34

21
Less confidence about my work 39
Anxiety Anxiety 35
Positive thinking Optimism 37
Job
Performanc
e
Productivity
Completion of daily work
Less wastage
Ability to complete all work
40
43
50
Efficiency
Completion of daily target
Punctuality
Completion work safety
41
45
48
Effectiveness
Accurate working procedure
Less conflict with peers
Contribution to developed good
working environment
42
46,
49
Philosophy Good vision 44
Source: Construct by the researcher 2014

21
3.3 Research Approach
According to Rajasekar, Philominathan & Chinnathambi, (2013) quantitative
research use statistical methods with the collection of data based on a theory or
hypothesis or experiment followed by the application of descriptive or inferential
statistical methods. Also, analytical research often extends the descriptive approach to
suggest or explain why or how something is happening (Rajasekar, Philominathan &
Chinnathambi, 2013).
Therefore researcher used quantitative methods to conduct the research and the
research comes under quantitative descriptive nature.
Researcher mainly focused on deduction approach rather than induction approach
because “Deductive research moves from general ideas/theories to specific particular
& situations” Martin Sedgley, (2007).
Through the research, researcher attempts to test the developed theory as well as
accept or reject the established hypothesis and come to a conclusion with reference to
Trendy Wear (Pvt) Ltd.
3.4 Research Design
Research design according to Cooper (1994) is a plan that promotes systematic
management of data collection. Design and methodology dictate what is needed to
answer your research questions. The study adopts the cross-sectional survey method
as its research strategy. As noted by Topper (2007), survey is a systematic method for
gathering information from a sample of individuals for the purposes of describing the
attributes of the larger population of which the individuals are members.
The cross-sectional was chosen because it studied the research problem at a point
in time and not within a longer period (longitudinal). This method is considered useful
because the problem of study cannot be directly observed. Thus, the effect of
occupational stress on job performance among employees of Trendy Wear (PVT) Ltd
cannot be directly observed.

22
3.4.1 Procedure of Data Collection
“Most research projects require some combination of secondary and primary data
sources to answer the research questions and to meet research objectives” (Cooper
1994)
3.4.1.1 Data Type
The researcher has used both primary and secondary data sources to collect data.
 Primary data
The primary data has collected mainly from the units of sample
through a questionnaires, direct observations and informal interviews.
 Secondary data
The secondary data has collected through company Human Resources
department and work-study department (performance records,
turnover, absenteeism report and other reports).
3.4.1.2 Data Collection
The primary data were collected through the questionnaires. The questionnaires
have designed especially to achieve the research objective. The questionnaire consists
of six part (Refer Appendix II).
The register of staff members was obtained from the human resource department.
And the questionnaires were distributed as per the table 3.2. Copies of the
questionnaire were personally handed over to respondents I the morning. After end of
day, researcher went back and collected the answered questionnaires because the
respondents may forget to fill the questionnaire or misplace them entirely.
The questions were thoroughly explained to the respondents after copies of the
questionnaire were distributed to them. The purpose was to help the respondents
understand the relevance of the research and provide their independent views on the
questionnaire items given them. To have a valid and a reliable data, the researcher
ensured that the questionnaires were well prepared which allowed error minimization.
The questionnaire had close-ended questions where respondents were asked to tick
the appropriate answer.

23
3.4.2 Population, Sample And Sample Determination
Cooper (1994) described the population of a research as the study of a large group
of interest for which a research is relevant and applicable.
Employees of Trendy Wear (Pvt) Ltd Katupotha constitute the target population
for this research. All the departments of the Trendy wear garment comprising of
Executives and non-executives staff took part in the exercise. Therefore, the
population of the study is 1000 employees of Trendy Wear (Pvt) Ltd, Katupotha.
The sample population is a subset of the entire population, and inferential statistics
is to generalize from the sample to the population (Cooper 1994).
Sample sizes of 211 respondents used for the study. The sample size was
determined using Creative Research Systems (American Marketing Association /
American Association for Public Opinion Research) simplified formula corrected to
proportion to determine the sample size for the study.
Sample Size =
Z 2
* (p) * (1-p)
c 2
Z = Z value (e.g. 1.96 for 95% confidence level)
p = percentage picking a choice, expressed as decimal (.5 used for sample size
needed)
c = confidence interval, expressed as decimal
3.4.2.1 Sampling Technique: Random Sampling Method
The random sampling method was used to select participants for the study. The
random sampling technique is a way of selecting respondents which determines how
to select members of a population that will be studied. The below table 3.2 indicates
how the sample was selected randomly.

24
Table 3.2: Sample Composition
Department No of employees
Training unit 15
Cutting Dep. 41
Production Dep. 102
Stores 10
Quality Dep. 15
HR & administration 6
Maintenance Dep. 10
Cleaning Dep. 8
Merchandising Dep. 4
Total 211
3.4.3 Research Instruments
Closed-ended questionnaire was designed for the respondents. The questionnaires
were divided into six sections to capture the critical areas spelt out in the objectives
for the study as follows,
 Part A - Demographic data
 Part B - Mental Consequences
 Part C – Social Consequences
 Part D – Physiological Consequences
 Part E – Emotional Consequences
 Part F – Job Performance
Questionnaire was translated into Sinhala in order to understanding of the
respondents. The measurement used in this paper is the Likert Scale Method of
summated ratings. It consists of statements where respondents indicate their degree of
agreement or disagreement on a five- point scale -Strongly Disagree, Disagree,
Neither Agree nor Disagree, Agree, and Strongly Agree.
The questionnaires were administered personally and the contents explained to
some staff who requested to be guided. A total of 211 questionnaires were distributed
to Employees of Trendy Wear (PVT) Ltd. In addition, interviews were conducted to

25
help clarify and gain a deeper understanding of some of the responses of respondents.
The response rate was 100% of the total questionnaires administered. Structured
interview guides were used to gather further information from respondents.
3.4.4 Validity and Reliability
3.4.4.1 Reliability of the Questionnaire
Sekaram, U. (2006) The Cronbach’s alpha value method used to check whether the
questionnaire developed by the researcher especially for this research purpose,
measures the variables reliably. If the corresponding alpha value of a given set of
questions is greater than 0.7 or closer to accepted minimum level 0.70, the researcher
can conclude that the set of questions used to measure a particular variable is reliable.
Mean value calculates to identify whether the factor affects the problem or not. If
the mean value scored more than 3.00 on a 5-point Likert scale, it indicates there is no
high impact for the problem. If the mean value scored less than 3.00 on a 5-point
Likert scale, then there is an impact for the problem.
Standard deviation value calculated to identify the variation among answers
provided by respondents. If standard deviation value is more than 1.00, then there is a
big difference among respondents. If the value is less than 1.00, then respondents
gave similar answers.
3.4.4.2 Validity- Sampling Adequacy Test (Kaiser –Meyer- Olkin / KMO)
According to Malhotra, N. (2004) KMO sampling adequacy is an index used to
examine the appropriateness of the research instrument. High values (between 0.5 –
1.00) indicates validity is ensured. Values below 0.5 imply that validity is not
ensured, this value indicates the generalizability of the sample to the population.
3.4.5 Data Presentation & Analyze
Analysis is a research technique for making replicable and valid references from
data to their context. The researcher searches for structures and patterned regularities
in the text and makes inferences on the basis of the regularities (Richard and
Krieshok, 1989).

26
The Statistical Package for Social Sciences (SPSS 17) was used to analysis the
data. Tables and other statistical inferences were made from the data gathered.
Representations like charts, pie charts etc. was used to ensure easy and quick
interpretation of data. Responses were also expressed in percentages. Data from the
completed questionnaire was checked for consistency. The items in the questionnaire
were grouped based on the responses given by the respondents and coded for easy
usage of the Statistical Package for Social Sciences (SPSS). This method was used
because it is the best instrument to identify, compare, describe and reach a conclusion.
The data was analysed in consonance with the set objectives of the study as indicated
below:
 Multiple Regressions Analysis
Multiple Regression Analysis is used to analysis the data. In statistics, regression
analysis is a collective name for techniques for the modelling and analysis of
numerical data consisting of values of a dependent variable and one or more
independent variables. The dependent variable in the regression equation is modelled
as a function of the independent variables, corresponding parameters (“constants")
and an error term. Most commonly regression analysis estimates the conditional
expectation of the dependent variable given the independent variables that is the
average value of the dependent variable When the independent variables are fixed,
commonly the focus is on a quintile, or other location parameter of the conditional
distribution of the dependent variable give the independent variables.
In all cases, the estimation target is a function of the in variable called the
regression function. In regression analysis, the variation of the dependent variable
around the regression function can describe by the probability distribution. Regression
analysis is also used to understand which among the independent variables are related
to the dependent variable, and to explore the forms of these relationships.

27
Equation of multiple regressions modal can be written as follows,
Y = β0 + β1ϰ1 + β2ϰ2 + ……. + βnϰn
= Dependent variable
= Intercept of the equation
= Variable 1
= Variable 2
= Other factors
 The Coefficient of Correlation
The correlation is one of the most common and most useful statistics. It is the
degree of association between two variables. In this analysis we can see how will
variables are correlated. The coefficients of correlation (r) lie between -1 and +1.
If the Pearson’s coefficient of correlation is close to 1 (> 0.5) with a high
significant level (F< 0.05) then, there is a strong positive relationship between the two
variables.
If the Pearson’s coefficient of correlation is close to -1 (> - 0.5) with a high
significant level (F< 0.05) then, there is a strong negative relationship between the
two variables.
If the Pearson’s coefficient of correlation is close to 0 (<-0.5 or –0.5) with a high
significant level (F< 0.05) then, there is a positive or negative relationship between
the two variables, but not so strong.

28
3.5. Time Frame and Access to Research Site
Week
Activities
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Study the
Organization
Literature Review
Problem
Identification
Research Proposal
Research
Methodology
Data Collection
Data Analysis
Conclusion
Preparing
Appendices
Finalizing
Expected Actual Time
Figure: 3.3 Time frame of the study

29
CHAPTER FOUR
ANALYSIS AND DISCUSSION
4.1 Data Presentation
The collected demographic data were presented using pie charts
4.1.1 Gender Category
Figure 4.1: Gender Composition of Sample
Source: Survey Data 2014
According to Figure 4.1 the sample of the study consist of 61 of male respondents
and as a percentage 29% from the total sample. There are 150 female respondents in
the sample; it is 71% from the sample.
29%
71%
Gender Category
MALE
FEMALE

30
4.1.2 Age Category
Figure 4.2: Age Composition of the Sample
According to Figure 4.2 above, the sample of this study is categorized in to four
age categories and the highest number of respondents is within 25-34 age categories
(55%). 27% of the respondents of the sample are between 16-24 years. And there are
18% of the respondents are between 35-54 years. The lowest number of respondents
to this study is from 45-54 age categories (5%).
4.1.3 Education Category
As per the bellow mentioned pie chart there are 1% graduated employees, 9%
diploma holding employees and most of the employees educational qualification is up
to Advance Level examination, as a percentage 54% from the total sample. 36% of
the employees in the sample are educated up to Ordinary Level examination.
27%
55%
13%
5%
Age Category
16-24 Years
25-34 Years
35-44 Years
45-54 Years

31
Figure 4.3: Education Qualification of the Sample
4.1.4 Marital Status
According to below Figure there are 69% of married employees and 31%
employees are single in selected sample of Trendy Wear (Pvt) Ltd.
Figure 4.4: Marital Status of the Sample
36%
54%
9%
1%
Education Qualification
O/ LEVEL
A/ LEVEL
DIPLOMA
GRADUATE
31%
69%
Marital Status
SINGLE
MARRIED

32
4.1.5 Department Category
As Figure 4.2, highest number of respondents (48%) of the sample is from the
Production Department. In addition to that, 19% of the respondents from the Cutting
Department & 7% from the Quality department and Training Unit and rest
departments are distributed in 19% of the sample.
Figure 4.5: Department Composition of the Sample
4.1.6 Position Category
According to below Figure researcher can identify that 66% of the sample consist
of Machine Operators. The rest of the sample consist with 11% Supervisor, 10%
Helpers, 6% in charge and others employees and 1% Managers.
7%
19%
48%
5%
7%
3% 5%
4%
2%
Department Composition
Training unit
Cutting Dep.
Production Dep.
Stores
Quality Dep.
HR & administration
Maintenance Dep.
Cleaning Dep.
Merchandising Dep.

33
Figure 4.6: Position of Employees
4.1.7 Service with the Company
Figure 4.7: Service with the Company
10%
66%
11%
6%
1%
6%
Position of Employees
Helper
Machine Operator
Supervisor
In charge
Managers
others
26%
20%36%
11%
7%
Job Tenure
Below 1 Year
Below 2 Year
Below 3 Year
Below 4 Year
Above 5 Year

34
Above figure shows the tenure of employees with Trendy Wear (PVT) Ltd. 36% of
the employees has served the company 3 years and 26% of employees have a service
period of less than one year. 20% of the employees have served the company 2 years.
11% of employees are 4 years and 7% are more than five years. According to the
figure 4.6, 93% employees are less than 5 years, hence researcher conclude that most
of employees dose not stay for a longer time period with Trendy Wear (PVT) Ltd.
4.2 Data Analysis
This part of the study consists with the factors affecting to the job performance.
Multiple regression analysis and correlation analysis was used to achieve the
objective of the current study. There is one regression to identify the factors. Number
of variables was used for multiple regression analysis.
According to this analysis, job performance was the depended variables and
independent variables were mental consequences, Social consequences, Physiological
consequences, Emotional consequences.
4.2.1 Mean Value of Descriptive Statistics
Table 4.1: Mean Value
N Minimum Maximum Mean Std. Deviation
MentalConsequences 211 1.88 3.25 2.6629 .50625
SocialConsequences 211 2.25 4.75 3.5095 .79126
PhysiologicalConsequences 211 1.89 3.67 2.8399 .45902
EmotionalConsequences 211 2.25 3.88 3.0652 .50567
JobPerformance 211 2.09 3.55 2.8470 .40934
Source: Survey data 2014

35
4.2.2 Reliability of the Questionnaire
The reliability analysis was carried out to find out the reliability of the current
study. The results of the analysis are presented in the Table 4.1
Table 4.2: Reliability
Variables subjected to the
reliability test
Alpha
values
Comment No. of Items
1 Mental consequences 0.763 Acceptable 8
2 Social consequences 0.805 Acceptable 4
3 Physiological consequences 0.750 Acceptable 9
4 Emotional consequences 0.773 Acceptable 8
5 job performance 0.697 Acceptable 11
According to the findings all this reliability statistics has reached the reliability
requirement. Mental consequences received 0.763 alpha values and it is more than
0.65 which denote high reliability. As well as Social consequences also extend the
reliability requirement. When we take Physiological consequences in to our
consideration its alpha value is exactly 0.750 and it is also more than to 0.65.
Emotional consequences received 0.773 alpha values and it is more than 0.65 which
denote high reliability. Finally dependent variable job performance received 0.697 it
also denote reliability. According to U. Sekaran and R. Bougie (2012) the acceptable
level of reliability is Cornbach alpha value of 0.5, consequently in the current study
all the variables exceed the acceptable level of reliability. Hence it can be concluded
that the reliability of the research instrument, questionnaire is ensured.
4.2.3 Validity
Construct validity of the research instrument can be measured using the Kaiser-
Meyer- Olkin (KMO) measure of sample adequacy. The value of 0.691 indicates the
generalizability of the sample to the population. The result of the KMO sample
adequacy test is presented in table 4.3

36
Table 4.3: KMO (Validity)
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .691
Bartlett's Test of Sphericity Approx. Chi-Square 951.940
df 10
Sig. .000
4.2.4 Correlation of Job Performance Vs Variables
Table 4.4 Correlation
Correlation coefficient (r) measures the linear relationship between two variables. The
value of r can range from -1 to +1. When the four variables have positive correlation
coefficient, an increment of one variable can lead to a likely increase in the value of
the second variable.
When considering about the pearson’s correlation coefficient, there is a significant
positive relationship between Mental Consequences and Job performance (r = 0.615,
P = 0.000).
Social consequences and job performance of employees of Trendy Ware (Pvt) Ltd has
a positive relationship at a 95% significance level. The relationship is a moderately
positive relationship (r = 0.571, P = 0.000).
Independent variable
Dependant variable
Mental
Consequenc
es
Social
Consequenc
es
Physiological
Consequences
Emotional
Consequenc
es
Job
Performan
ce
Pearson
Correlation
.615**
.571**
.819**
.364**
Sig. (2-tailed) .000 .000 .000 .000

37
There is a strongly positive relationship between psychological consequences and job
performance. ( r = 0.891, P = 0.000).
The emotional consequences has a low positive relationship with employee job
performance of Trendy Ware (Pvt) Ltd ( r =0.364, P = 0.000)
4.3 Regressions Analysis
4.3.1 Model Summary
Table 4.5: Model summery
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .887a
.787 .783 .19084
The R Square value represent the validity of the model according to the data specially
for this study the R Square value is 0.787, indicates that model collectively explain
78.7% of the total variability of the model with 21.3% error terms for example
rewards, commitment, personality.
4.3.2 ANOVA Test
Table 4.6: ANOVA
Model Sum of Squares df Mean Square F Sig.
1
Regression 27.685 4 6.921 190.045 .000a
Residual 7.502 206 .036
Total 35.188 210
According to the ANOVA test significant valve of Regression model is 0.000.
Therefore, this regression model of the study is significant.

38
4.3.3 Regression Model
Researcher can write regressions equation as follows by using independent and
dependent variables.
Y= β0+ β1X1+ β2X2+ β3X3+ β4X4+ et
Y = Job Performance
β0 = Intercept
X1 =Mental consequences
X2 =Social consequences
X3 =Physiological consequences
X4 =Emotional consequences
According to SPSS output regressions equation can be written as follows.
Y = 1.116 + 0.430X1 + 0.143X2 + 0.577X3 – 0.507X4
Y Job Performance = 1.116 + 0.430 Mental + 0.143 Social + 0.577 Physiological – 0.507 Emotional
 0.430X1 - Mental consequences
According to the Regression analysis output, there is a positive relationship between
mental consequences & Employee’s Performance. That was when Mental
consequences change by one unit then the Employee’s Performance increase by
0.430 assuming other factors remains constant.
Y = β0 + β1X1
Y = 1.116 + 0.430X1
 0.143X2 - Social consequences

39
There is a positive relationship between Social consequences & Employee’s
Performance. That was when Social consequences change by one unit then the
Employee’s Performance changed by 0.143 assuming other factors remains constant.
Y = 1.116 + β2X2
Y = 1.116 + 0.143X2
 0.577X3 - Physiological consequences
There is a positive relationship between Physiological consequences & Employee’s
Performance. That was when Physiological consequences increase by one unit then
the Employee’s Performance increase by 0.577 assuming other factors remains
constant.
Y = 1.116 + β3X3
Y = 1.116+ 0.577X3
 – 0.507X4 - Emotional consequences
According to the Regression analysis output, there is a negative relationship between
Emotional consequences & Employee’s Performance. That was when Emotional
consequences change by one unit then the Employee’s Performance changed by -
0.507 assuming other factors remains constant. It implies when Emotional
consequences decreased by one unit then the Employee’s Performance increased by -
0.507
Y = 1.116 + β4X4
Y = 1.116– 0.507X4

40
4.4 Hypothesis testing
Table 4.7: Hypothesis testing
Variable Pearson
correlation
P value Decision
Mental consequences 0.615 0.000 H0 Rejected
Social consequences 0.571 0.000 H0 Rejected
Physiological consequences 0.819 0.000 H0 Rejected
Emotional consequences 0.364 0.000 H0 Rejected
 Mental consequences
According to the correlation table, there is a positive correlation between mental
consequences; the correlation coefficient is 0.615 at the 0.01 significant level.
Therefore it is highly correlated with the Employee’s Performance. It has a strong
relationship since the value is more than 0.5. This result implies when the mental
consequences are increased, the Employee’s Performance also will be increased. This
result is consistent with the hypothesis of H1 & therefore the researcher has to reject
the null hypothesis of H0 & accept H1 in relation to the mental consequences.
 Social consequences
The correlation matrix demonstrate that the correlation between Social
consequences and the Employee’s Performance as 0.571 at the 0.01 significant level.
According to that, when the Social consequences are increased, the Employee’s
Performance also will be increased. This result is consistent with the hypothesis of H2
& therefore the researcher has to reject the null hypothesis of H0 & accept H2 in
relation to the Social consequences.
 Physiological consequences
Regarding Physiological consequences, it has positive relationship with
Employee’s Performance, which having 0.819 of positive correlation at 0.01
significant level. It is a significant relationship, because this relationship is significant

41
at the 0.01 significant level. It has a strong relationship since the value is more than
0.5. According to that, when the Physiological consequences are increased, the
Employee’s Performance also will be increased This result is consistent with the
hypothesis of H3 & therefore the researcher has to reject the null hypothesis of H0 1
in relation to the Physiological consequences & accept H3.
 Emotional consequences
According to the correlation table, there is a positive correlation between
Emotional consequences; the correlation coefficient is 0.364 at the 0.01 significant
levels. According to that, when the Emotional consequences are increased, the
Employee’s Performance also will be increased. This result is consistent with the
hypothesis of H4 & therefore the researcher has to reject the null hypothesis of H0 &
accept H4 in relation to the mental consequences.
4.5 Discussion
The interpretation was provided for the Occupational Stress towards the Job
performance. Under this part researcher discuss about all analysis method that use to
analyse data of this research.
4.5.1 Effect of stress on job performance
As well as according to pearson correlation significant value is 0.615.so there is
significant relationship between Mental cconsequences and Job Performance. As the
coefficient values of 0.430 this is the 2nd
highest affecting factor to job performance.
As well as pearson correlation significant value is 0.571.so there is significant
relationship between Social cconsequences and Job Performance. Coefficient value of
social consequences is 0.143 according to the regression analysis; it shows the 3rd
highest affecting factor job performance.
relationship between Physiological cconsequences and Job Performance. According
to regression value 0.577 physiological cconsequences is the most affecting factor to
the employee job performance.
relationship between Emotional cconsequences and Job Performance. As the

42
coefficient value of -.507 this is the lowest affecting factor to job performance and it
shows negative relationship with job performance.
4.5.2 The level of Occupational Stress of Trendy Wear.
According to the table 4.1, mean values for Mental Consequences for job
performance are 2.66.less than mid-point 3.5 on a 5 point likers and it standard
deviation values are less than 1.
According to the table 4.1, mean values for Social consequences for job
performance are3.50 and it more than mid-point 3.5 on a 5 point likers and it standard
deviation values are less than 1.
According to the table 4.1, mean values for Physiological Consequences for job
performance are 2.83 and it is less than mid-point 3.5 on a 5 point likers and it
standard deviation values are less than 1.
According to table 4.1, The grand mean value of Emotional consequences are
3.06.that value is below to midpoint 3.5 on a 5-point liker scale and the overall
standard deviation value scored and it is less than 1.

43
CHAPTER FIVE
CONCLUSION
5.1 INTRODUCTION
This chapter presents the conclusion and recommendation supported by the data
analysis.
5.2 CONCLUSIONS
The construct, stress, has been studied over past years and considered as a critical
factor that determine the performance of employees. Thus, understanding and
evaluating the concept of stress has become an important concept in the current
business world. Theories suggest that stressful condition have a detrimental effect on
the behavior of the people which leads to organizational inefficiency and ineffective.
These stresses could arise both at work and at home.
The intention of this study was to explore the stressors prevalent in the workplace
and also to examine the relationship between job stress and performance.
Theoretically, behavioral scientists have explained that the relationship between job
stress and performance is a negative one. From the study it was evident that stress
does have a significant impact on performance.
With the literature background this study tried to

44
Stress
Performan
ce
Good Stress Distress
Figure 5.1 Impact of Occupational stress on performance
Adapted from Nixom P. (1979)
According to Figure 5.1 stress level and performance of employees are average or
moderate level. Theoretically when stress is moderate, performance must be high. But
according to study performance has shown average. That means there other factors
that contribute to performance other than occupational stress.
Mean value and Standard Deviation of Mental consequences are 2.662 and 0.506
respectively. The mean value indicates that respondents’ response is average value.
That is they neither agree nor disagree that they have stress related to mental
consequences. Mean value and Standard Deviation of Social consequences are 3.509
and 0.791 respectively. That mean respondents have average response about Social
consequences. Mean value and Standard Deviation of Physiological consequences are
2.839 and 0.459 respectively. That mean respondents have average response about
Physiological consequences. The mean value of Emotional consequences is 3.065 and
Standard Deviation is 0.505 that also average response value.
This value indicates that respondents have average view about above factors.
The mean value of employee performance is 2.847 that mean, respondents reflect
an average performance level.

45
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48
BIBLIOGRAPHY
 Opatha, H.H.D.N.P (1995), Sewamandala Kalamanakaranaya, Sri
lanka,Colombo

49
APPENDIXES
Appendix A – Mission and Vision
Mission
Our mission as a World Class manufacturer of Garments, is to produce garments of
utmost quality at competitive prices, while employing the use of our skilled
workforce, superior raw materials and adhering to ethical and social standards of the
highest level.
Vision
Trendy Wear Pvt. Ltd. seek to achieve the established objectives by utilizing our
resources economical, while lessening the impact on the environment, and making
steady contributions to the socio-economic development of the country.

50
Appendix B – Questionnaire
ප ය j [ √ ] ලක=ණ .
ප (A)
1. S% :-
[ ] S% [ ]
2. :-
15-24 [ ] 25- 34 [ ] 35- 44 [ ] 45- 54 [ ] 55ට [ ]
3. අධHdපන
 අ. ප . . ( . ප ) [ ]
 අ. ප . . (උ. ප ) [ ]
 Od [ ]
 උප Od [ ]
 න [ ]
4. න
 iyhl [ ]
 කS% ක [ ]
 ප Ël [ ]
 අxශ ප%OdKS [ ]
 ක ක [ ]
 න [ ]
5. ක / අ ක :- අ ක [ ] ක [ ]
6. ප න Kන :- 0- [ ] 1- [ ] 2- [ ] 3- [ ] 4 ඊට [ ]
7. f.A ක / :- ක [ ] න ක [ ]
8. ක :-
 10,000- 20,000 [ ]
 20,001 – 30,000 [ ]
 30,001 – 40,000 [ ]
 40,001 – 50,000 [ ]
 50,001 ඊට [ ]
9. ක ප K ක < (අ )
1 - අ [ ] 2- [ ] 3- [ ] 4 - [ ] 5 - [ ] 5ට - [ ]

51
10. d dන ට ට (km)
10 - අ [ ] 11-20 [ ] 21-30 [ ] 31-40 [ ] 41 -50 [ ] 51 ට [ ]
11. d ට ප KS ට න ප% න ධH ක
 න ප ප% න ක [ ]
 ප! ක ක [ ]
 ප ප% න ක [ ]
(B)
ප ය j [ √ ] ලක=ණ .
1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.
12. d ක H න ක නH ට ක
ප න hd fkyelS.
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
13. ක H K ක ක න ට අප .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
14. ට න ක H ක Ë ට න .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
15. ක H න ට න ට න ක.
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
16. ක .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
17. අ ක ශ අ .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
18. ff ක ක න <s කන
ප .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
19. ට ක <s ක ප , න ට .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
(C)
ප ය j [ √ ] ලක=ණ .
1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.
20. ක ප .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
21. fප! ක අ ප න ට
න ක.
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

52
22. ff ක K ට න ප%ශ ශ xඛHd .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
23. න ක ශ% ට අක අ ට ක .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
න ක ට (D)
ප ය j [ √ ] ලක=ණ .
1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.
24. ට ප කට ක .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
25. ප ප න ට ප î .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
26. ට ශ ක න
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
27. ශ ක න ක .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
28. d ට .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
29. ට න .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
30. අ D ප න න .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
31. අන ට න .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
ප න ක ට (E)
ප ය j [ √ ] ලක=ණ .
1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.
32. /lshdfõ න ට < ප < ක ක ` ප
ට අ :d .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
33. fõ < අ ප ( ) ශ .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
34. ක ක ` ක න ට නa .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
35. ක ක ප% න .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

53
36. ට කd H ප න .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
37. ට N S ට ප .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
38. ට න Y ක ප න න Y
ප අ; .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
39. ක න කd H න ප .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
ප න ක ට (E)
ප ය j [ √ ] ලක=ණ .
1- එ `. 2- එ `. 3- ධH a 4- එ `. 5- එ `.
40. ff ක ප කd H ක ක.
1- [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
41. ff ක ට න ක න d ට .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
42. න කS% ප පd ක% අ න ක ට
කd H ක ක.
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
43. d කd H අ න අප d අ .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
44. ට ශන ( ) .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
45. ට d ට ප fKන w ට ට
.
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
46. ට ක ` කට ට
d la .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
47. ක ක ` ට ක .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
48. ක H උපø Ëd ට
.
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
49. ප ප න ට , උප ක .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]
50. නට ක H න කd H ට ප%%
Ë අ ට න .
1 - [ ] 2- [ ] 3- [ ] 4- [ ] 5- [ ]

55
Appendix D – Correlations Analysis
Correlations
MentalCo
nsequenc
es
SocialCon
sequences
Physiologi
calConseq
uences
Emotion
alConse
quences
JobPerfor
mance
MentalConsequenc
es
Pearson
Correlation
1 .816**
.594**
.842**
.615**
Sig. (2-tailed) .000 .000 .000 .000
N 211 211 211 211 211
SocialConsequence
s
Pearson
Correlation
.816**
1 .581**
.824**
.571**
Sig. (2-tailed) .000 .000 .000 .000
N 211 211 211 211 211
PhysiologicalCons
equences
Pearson
Correlation
.594**
.581**
1 .486**
.819**
Sig. (2-tailed) .000 .000 .000 .000
N 211 211 211 211 211
EmotionalConsequ
ences
Pearson
Correlation
.842**
.824**
.486**
1 .364**
Sig. (2-tailed) .000 .000 .000 .000
N 211 211 211 211 211
JobPerformance Pearson
Correlation
.615**
.571**
.819**
.364**
1
Sig. (2-tailed) .000 .000 .000 .000
N 211 211 211 211 211
**. Correlation is significant at the 0.01 level (2-tailed).

56
Appendix E – Descriptive Analysis
Descriptive Statistics
N Minimum Maximum Mean
Std.
Deviation
MentalConsequences 211 1.88 3.25 2.6629 .50625
Valid N (listwise) 211
SocialConsequences 211 2.25 4.75 3.5095 .79126
Std.
Deviation
PhysiologicalConsequen
ces
211 1.89 3.67 2.8399 .45902
Std.
Deviation
EmotionalConsequences 211 2.25 3.88 3.0652 .50567
JobPerformance 211 2.09 3.55 2.8470 .40934
Factor Analysis

57
Appendix F – Factor Analysis
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
.691
Bartlett's Test of
Sphericity
Approx. Chi-Square 951.940
Df 10
Sig. .000
Communalities
Initial Extraction
MentalConsequences 1.000 .841
SocialConsequences 1.000 .809
ces
1.000 .654
EmotionalConsequences 1.000 .701
JobPerformance 1.000 .610
Extraction Method: Principal Component
Analysis.
Total Variance Explained
Comp
onent
Initial Eigenvalues Extraction Sums of Squared Loadings
Total
% of
Variance Cumulative % Total
% of
Variance Cumulative %
1 3.616 72.321 72.321 3.616 72.321 72.321
2 .898 17.967 90.288
3 .223 4.468 94.756
4 .187 3.747 98.503
5 .075 1.497 100.000
Extraction Method: Principal Component Analysis.

58
Component Matrixa
Component
1
MentalConsequences .917
SocialConsequences .900
ces
.809
EmotionalConsequences .837
JobPerformance .781
Extraction Method: Principal
Component Analysis.
a. 1 components extracted.
Appendix G – Multiple Regression Analysis
Model Summary
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .887a
.787 .783 .19084
a. Predictors: (Constant), EmotionalConsequences,
PhysiologicalConsequences, SocialConsequences,
MentalConsequences
ANOVAb
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 27.685 4 6.921 190.045 .000a
Residual 7.502 206 .036
Total 35.188 210
a. Predictors: (Constant), EmotionalConsequences, PhysiologicalConsequences,
SocialConsequences, MentalConsequences
b. Dependent Variable: JobPerformance

59
Coefficientsa
Model
Unstandardized
Coefficients
Standardiz
ed
Coefficient
s
t Sig.
Collinearity
Statistics
B Std. Error Beta
Toleranc
e VIF
1(Constant) 1.116 .100 11.113 .000
MentalConsequences .430 .055 .532 7.831 .000 .224 4.457
SocialConsequences .143 .033 .276 4.327 .000 .254 3.942
PhysiologicalConseq
uences
.577 .037 .647 15.655 .000 .606 1.649
EmotionalConsequen
ces
-.507 .054 -.626 -9.341 .000 .230 4.340
a. Dependent Variable: JobPerformance

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