To read the full version of this content please select one of the options below:

Managing job performance, social support and work-life conflict to reduce workplace stress

Tommy Foy (University of Limerick, Limerick, Ireland)
Rocky J. Dwyer (College of Management and Technology, Walden University, Minneapolis, Minnesota, USA)
Roy Nafarrete (College of Management and Technology, Walden University, Minneapolis, Minnesota, USA)
Mohamad Saleh Saleh Hammoud (College of Management and Technology, Walden University, Minneapolis, Minnesota, USA)
Pat Rockett (University of Limerick, Limerick, Ireland)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 28 March 2019

Abstract

Purpose

Workplace stress costs £3.7bn per annum in the UK and in excess of $300bn per annum in the USA. The purpose of this paper is to examine the existence, strength and direction of relationships between perceptions of social support, work–life conflict, job performance and workplace stress in an Irish higher education institution.

Design/methodology/approach

The selected theoretical framework consisted of a combination of reward imbalance theory, expectancy theory and equity theory. An organizational stress screening survey instrument was used to survey the staff (n = 1,420) of an academic institution. Multiple linear regression analysis was used to evaluate the relationships between the independent variables (social support, work–life conflict, job performance), the covariates (staff category, direct reports, age, gender), and the dependent variable (workplace stress).

Findings

The results showed a negative correlation between social support and workplace stress, a positive correlation between work–life conflict and workplace stress, and a negative correlation between job performance and workplace stress (p < 0.05). The results also revealed significant relationships between the covariates direct reports and gender and the dependent variable workplace stress.

Practical implications

The findings from this research can trigger an organizational approach where educational leaders can enable workplace change by developing and implementing social support and work–life strategies, and potential pathways to reduce levels of workplace stress and improve quality of life for employees and enhance performance.

Originality/value

The examination and establishment of particular relationships between social support, work–life conflict and job performance with workplace stress is significant for managers.

Keywords

Acknowledgements

The authors thank Dr Tommy Foy for providing the seminal research, which significantly contributed to development of the paper.

Citation

Foy, T., Dwyer, R.J., Nafarrete, R., Hammoud, M.S.S. and Rockett, P. (2019), "Managing job performance, social support and work-life conflict to reduce workplace stress", International Journal of Productivity and Performance Management, Vol. 68 No. 6, pp. 1018-1041. https://doi.org/10.1108/IJPPM-03-2017-0061

Publisher

:

Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited