Tugasan 6 - Job Stress
Tugasan 6 - Job Stress
Tugasan 6 - Job Stress
AZMAN Ismail
Faculty of Economics & Management, University Kebangsaan Malaysia
NORHAFIZAH Abu Hasan
Faculty of Economics & Management, University Kebangsaan Malaysia
YU-FEI (Melissa) Chin
Faculty of Economics & Management, University Kebangsaan Malaysia
YUSOF Ismail
Economics & Management Sciences, International Islamic University Malaysia
AINON JAUHARIAH Abu Samah
Faculty of Business Administration, UNITAR International University
Abstract:
This study was conducted to measure the relationship between job stress and
employee health. A survey method was employed to collect self-administered questionnaires
from employees in established universities in Sarawak, Malaysia. The outcomes of SmartPLS
path model revealed three important findings: first, role ambiguity was positively and significantly
related to employee health. Second, role conflict was positively and significantly related to
employee health. Third, role overload was positively and significantly related to employee health.
Statistically, the result demonstrates that the level of job stress has been an important predictor
of employee health in the studied organizations. The paper includes discussions, implications
and conclusion.
Key words: Role ambiguity, role conflict, role overload, employee health
1. Introduction
Stress is originally a subject of physics (on resistant) but the idea was
transferred to psychology (Michael, Court & Petal, 2009). It is viewed as a multidimensional construct and may be interpreted based on language and organizational
Independent Variable
Job Stress
Role ambiguity
Role conflict
Role overload
Employee Health
H2:
H3:
5. Results
Table 1 shows that close to sixty percent of respondents were female (56.6
percent), aged between 30 to 39 years old (46.2 percent), married with working spouse
(57.9 percent), possessed bachelor degree (49.7 percent), had less than two
dependents (43.4 percent), who rarely brought work home (42.2 percent), and had
served their current employer from 2 to 5 years (41.4 percent), had permanent and
confirmed positions (73.8 percent), and less than half of them belonged to
management and professional group (43.4 percent).
Table 1: Participant characteristics (n=145)
Respondent
Sub Profile
Percentage
Gender
Male
43.4
Female
56.6
<20
0.7
21 29
27.6
30 39
46.2
40 49
17.2
>50
8.3
Single
35.9
Age
Marital status
Education
Number of dependents
Length of service
Type of service
57.9
4.8
Widow/Widower
1.4
LCE/SRP/PMR
2.1
MCE/SPM
6.9
Diploma/STPM/HSC
13.8
Bachelor Degree
49.7
Masters Degree
22.8
Doctor of Philosophy
3.4
Others
1.4
43.4
3 to 6 persons
51
7 to 10 persons
4.8
0.7
16.6
2 6 years
41.4
7 11 years
22.8
12 16 years
9.7
17 21 years
5.5
4.1
73.8
9.7
11.7
4.8
Temporary
Job Group
43.4
15.9
33.1
7.6
AVE
Role
Ambiguity
Role
Conflict
Role
Overload
Role
Ambiguity
0.567
.745
Role Conflict
0.601
0.557
.678
Role Overload
0.722
-0.114
-0.234
.808
Employee
Health
0.813
0.517
0.463
-0.316
Employee
Health
.885
Table 3 shows the factor loadings and cross loadings for different constructs.
The correlation between items and factors had higher loadings than other items in the
different constructs, as well as the loadings of variables which were greater than 0.7 in
their own constructs in the model are considered adequate (Henseler et al., 2009). In
conclusion, the validity of measurement model fulfilled the criteria.
Table 3: The results of factor loadings and cross loadings for different
constructs
Construct / Items
Role
Ambiguity
Role
Conflict
Role
Overload
Employee
Health
Role Ambiguty
The tasks that I do are
related to my performance
appraisal evaluation.
0.753435
0.340244
-0.168433
0.383591
0.731735
0.518065
-0.167892
0.41297
0.750176
0.467118
-0.019266
0.375627
0.776116
0.345129
0.020353
0.38173
0.476765
0.804229
-0.290811
0.382605
0.377078
0.810437
-0.181611
0.415918
My supervisor accepts my
different working style if I can
meet his or her expectation.
0.477779
0.706116
-0.013586
0.238788
-0.08825
-0.208116
0.874257
-0.243293
-0.162173
-0.217186
0.821034
-0.261354
-0.046208
-0.173702
0.853011
-0.295432
0.472673
0.405652
-0.282027
0.916689
0.500385
0.453092
-0.320938
0.937487
0.421583
0.390299
-0.247683
0.849247
Role Conflict
Role Overload
Employee Health
Table 4 shows the results of reliability analysis for the instrument. The values of
composite reliability and Cronbachs Alpha were greater than 0.8, indicating that the
instrument used in this study had high internal consistency (Henseler et al., 2009;
Nunally & Benstein, 1994).
Composite Reliability
Cronbach Alpha
Role Ambiguity
0.840
0.745
Role Conflict
0.818
0.678
Role Overload
0.886
0.808
Employee Health
0.929
0.885
Mean
Standard
Deviation
1. Role Ambiguity
5.7
.60
2. Role Conflict
5.4
.80
.564
3. Role Overload
4. Employee
4.0
5.6
**
1.38
.73
**
-.12
**
.514
1
**
.-211
**
.442
1
**
-.309
Health
Figure 2 shows that the inclusion of role ambiguity, role conflict and role
overload had explained 35 percent of the variance in dependent variable. Specifically,
results of testing research hypothesis using SmartPLS path model produced three
important findings: first, role ambiguity was positively and significantly related to
employee health ((Beta=0.24; t=2.94), therefore H1 was supported. Secondly, role
conflict significantly was positively and significantly related to employee health
(Beta=0.37; t=4.51), therefore H2 was supported. Thirdly, role overload was positively
and significantly related to employee health (Beta=0.27; t=4.16), therefore H3 was
supported. In sum, this result confirms that high level of job stress has reduced the
level of employee health in the studied organizations.
Dependent Variable
R=0.39
H1 : B=0.24 (t=2.94)
Role Ambiguity
Employee Health
Role Conflict
Role Overload
H2 : B=0.37 (t=4.51)
H3 : B=0.27 (t=4.16)