Occupational Stress and Employee Performance: A Case Study of Kenya National Highways Authority (KeNHA)

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dc.contributor.authorMahiri, Esther
dc.contributor.authorBula, Hannah Orwa
dc.date.accessioned2018-04-03T12:36:10Z
dc.date.available2018-04-03T12:36:10Z
dc.date.issued2016
dc.descriptionResearch Articleen_US
dc.description.abstractOrganizational structure is the formal system of task and job reporting relationships that determines how employees use resources to achieve organizational goals. Organization structure can be a source of occupational stress especially where the pattern of jobs, roles, rules and regulations, constrain the individual’s range of choices in how to do the job. The work organization is often composed of six major components. These components are: scheduling (e.g., work-rest schedules, hours of work, shift work); job design (e.g., task complexity, required skill/ effort, worker control); interpersonal (e.g., relationships with supervisors and co-workers); career concerns (e.g., job security, growth opportunities); management style (e.g., participatory management practices, teamwork); and organizational characteristics (e.g., climate, culture).These components can be part of the sources of occupational stress within an organization. This study examined the relationship between occupational stress and employee performance at the Kenya National Highway Authority (KeNHA). The specific objective of the study was to examine the effects of working relationships on the employee performance at KeNHA. The study utilized the descriptive research design and structured questionnaire to collect the data. The data was analyzed through the use of SPSS in which both the descriptive and inferential statistics were extracted. In the context of standard means, the study found out that occupational stress affects Work relationships negatively (4.5478), interpersonal relationship in the organization affects the efficiency of the employees (4.0124), and the relationship with the supervisors and colleagues affect the productivity of the employees in the organization (3.9748). Others include organization keeping employees well informed on matters important to them (2.3145), Communication across all levels in this organization is good (2.4154), occupational stress in the organization is the cause of most of the conflicts among employees (3.5412), and occupational stress is the main cause of conflicts between the employees and their supervisors (3.8451). The study concluded that was significant statistical (positive) relationship between working relationships and employee performance at KeNHA.en_US
dc.identifier.citationInternational Journal of Education and Research Vol. 4 No. 1 January 2016en_US
dc.identifier.issn2411-5681
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/18278
dc.language.isoenen_US
dc.publisherContemporary Research Centeren_US
dc.subjectEmployee Performanceen_US
dc.subjectOccupational Stressen_US
dc.titleOccupational Stress and Employee Performance: A Case Study of Kenya National Highways Authority (KeNHA)en_US
dc.typeArticleen_US
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