The Influence of occupational stressors on job performance among bank employees in Kuala Lumpur and Shah Alam

Job performance is a way that person can show their ability and their skills in the organization. This is also a method or tool to know and to measure one employee's job in the organization and to make sure the employees are doing their job well. This also known as organizational psychology which deals at workplace. The purpose of this study is to investigate the influences of occupational stressors such Role Ambiguity (RA), Role Conflict (RC), Work Overload (WO) and Working Condition (WC) on job performance among bank employees in Kuala Lumpur and Shah Alam. The objective of this study is to identify the factors and understand the factors which is becoming more challenging in their daily task. This also to determine the relationship and the effects of the factors and job performance of the employees. This study administered the survey methodology for data collection from 3 banks located in Kuala Lumpur and 4 banks in Shah Alam were chosen as the sample for this study. A simple random sampling procedure was used to select respondents from the respective banks within the zone of Kuala Lumpur and Shah Alam. Five hypotheses were proposed in regards to the determinants of Job Performance. A structured questionnaires consisting of 30 questions were adopted from previous scholars for this study in order to measure four variables namely Role Ambiguity, Role Conflict, Work Overload and Working Condition. As of from 500 questionnaires handed out, only 369 were usable after the outlier assessment. The research was analyzed using descriptive as well as inferential statistics in order to measure the relationship of the variables and draw the inferences between the independent variables and the dependent variable. The research result indicated that there are strong relationships with role conflict and work overload. In the regression analysis, the data found that the role conflict and work overload have strong effects where the R square value is 36.8% towards the employee's job performance. In concluding the research, the management suggestions as well as suggestion for future research were discussed.