TOURISM INDUSTRY
2.2 The impact of stress on employee performance
Based on Cartwright and Cooper (1997)'s, the dynamics of stress symptoms and illnesses caused by job stress are shown in Table 2.
Moving on to job stress, it can affect employee performance as in Azizah (2007)’s. The research also explained the sources of stress which are summarized in Table 3.
Furthermore, if employees feel the measures on individual differences stressors, it will result in low rates of employee satisfaction and possibly lead to low output of the employees. Organizational stressors may also cause employee stress and ultimately affect the employee's performance (Finney, Stergiopoulos, Hensel, Bonato, & Dewa, 2013). The organizational framework that companies leaders seek is the system that provides leaders with the ability to engage in decision making.
Following the findings of Ivancevich and Donnelly Jr (1975) in Gibson et al. (2012), those who are in an organizational structure that provides opportunities to participate in decision making and low levels of bureaucracy will experience higher job satisfaction, lower stress levels
121 and achievement better. Leaders who like to exert authority, build an
environment of tension, discomfort, and even fear within subordinates, imposing pressure in the form of demands to complete tasks with requirements and amounts that are impossible or difficult to accomplish, and exercising very strict oversight can trigger stress subordinates and eventually damage the organisation concerned.
Further empirical studies that support that job stress affects employee performance is research conducted by Hermita (2011) as cited in Muchlis (2015), Sari (2019), Meilitza (2009), Rahayadi (2017), Riyanni and Herawati (2018), Nurul (2019), and ANGGRAENI and Zakky (2020).
From the 8 studies, all stated that job stress or work pressure significantly influence employee performance either partially or simultaneously with other variables. Only research conducted by Sari (2019) that partially work stress does not affect employee performance. Most of the dominant work stress is caused by individual factors. Only research conducted by Hermita (2011) is the most significant result is caused by the group stressor factor.
Additionally, work tension makes career satisfaction not to be reached Yeh (2013). Existing job satisfaction with employees can be positively correlated with improving employee performance. In research conducted by Ismail, Yao, and Yunus (2009), Tunjungsari (2011), Du, Leung, Fu, and Ransdell (2012), Tongchaiprasit and Ariyabuddhiphongs (2016), Suhanto (2009), Styawahyuni and Yuniari (2014), Pratama and Sriathi (2015), Putra and Wibawa (2014) and Wijaya and Sudibya (2014) about the effect of job stress on job satisfaction, it was found that work stress variables affect job satisfaction.
Even in the study of Tongchaiprasit and Ariyabuddhiphongs (2016), Suhanto (2009), Styawahyuni and Yuniari (2014), Pratama and Sriathi (2015), and Putra and Wibawa (2014), the results have a negative and significant effect. This implies that the higher or greater work stress level can contribute to the lower or reduce job satisfaction, which may contribute to a decline in employee productivity.
In the Petrović, Jovanović, Marković, Armenski, and Marković (2014)'s, which included gender factors, it was observed that gender influences did not affect the high and low effects of work stress on job satisfaction.
In different perspective conducted by Riani and Putra (2017), which used the dependent variable of turnover intention, the result showed that work stress had a positive impact on turnover intention.
122 Nevertheless, not all job conditions will necessarily affect employees
'efficiency. At low or moderate work pressures as in the study of Azizah (2007), it shows a positive relationship with employee performance. This agreed by Bhui et al. (2016) saying it ensures that the degree of stress induced by individual stressors, group stressors and organizational stressors on workers is at a small to moderate point, ensuring that it does not overlap with the function of workers but rather enhances the efficiency of employees.
This is in line with what was expressed by Robbins and Judge (2006) who argues that ‘the presence of work pressure does not in itself broadcast lower performance’. Evidence shows that pressure can have a positive or negative effect on employee performance. For many people the level of pressure is low to moderate, allowing them to do their jobs better, by increasing alertness and the ability to react. Similarly, if the pressure level is high or even moderate but prolonged, the performance will eventually decline.
Tewksbury and Higgins (2006) argue that there is a direct relationship between work pressure and performance, a large amount of research has investigated the relationship of work pressure with a performance presented in the pressure-performance model (U inverse relationship) namely Yerkes Padson's law. The inverted U pattern shows the relationship between pressure level (low-high) and performance (low- high). If there is no pressure, plus there are often no job problems and thus performance continues to decline (Kurniawan, 2016).
Kurniawan (2016) explained the model of Yerkes Padson's law as if pressure increases, productivity continues to improve as pressure allows workers to utilize more resources to fulfil their job demands. This is a positive motivation that enables workers to adapt to job challenges.
Finally, the pressure reaches a stable point which is roughly following the ability of employee achievement. Furthermore, if the pressure becomes too large, performance will begin to decline because the pressure interferes with the work implementation. Employees lose the ability to control it. The most extreme result is that performance becomes zero, employees become no longer able to work, despair, quit or refuse to work to avoid pressure.
Based on research conducted by Wijaya and Sudibya (2014), it is mentioned that the impacts of work stress are:
1) Job stress tends to make employee performance will decrease.
123 2) Employee performance will not be optimal if experiencing heavy
pressure at work.
3) Job stress tends to make employees lazy to work so often absent 4) Employees often leave work without permission due to uncomfortable
working conditions.
5) Employees have a desire to quit the job because the burden is quite heavy.