Effect Of Work Stress On Employee Performance At PT. Angkasa Pura II Polonia (Persero) Medan

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Effect of Work Stress on Employee Performance at PT. Angkasa Pura II Polonia (Persero) Medan: A Comprehensive Study

Introduction

Work stress has become a significant concern for many organizations worldwide, including PT. Angkasa Pura II Polonia (Persero) Medan. The impact of work stress on employee performance is a critical issue that needs to be addressed to ensure the success of the company. This study aims to explore the effect of work stress on employee performance at PT. Angkasa Pura II Polonia (Persero) Medan, a leading airport management company in Indonesia.

Background of the Study

PT. Angkasa Pura II Polonia (Persero) Medan is a state-owned enterprise responsible for managing and operating airports in Indonesia. The company has a significant impact on the country's economy, and its performance is crucial for the growth and development of the aviation industry. However, the company faces various challenges, including high work stress levels among its employees. Work stress can have a significant impact on employee performance, leading to decreased productivity, absenteeism, and turnover.

Research Hypothesis

The research hypothesis of this study is that work stress has a significant effect on employee performance at PT. Angkasa Pura II Polonia (Persero) Medan. The study aims to investigate the relationship between work stress and employee performance, as well as the impact of various aspects of work stress on employee performance.

Methodology

This study involved all managerial ranks at PT. Angkasa Pura II Polonia (Persero) Medan, covering the low, middle, and top management levels, which amounted to 58 people. The research data were collected through various methods, including documentation studies, observations, and questionnaires. The data collected were subsequently tested for their feasibility through prerequisite testing, including testing validity, reliability, and classic assumptions.

Data Analysis

The data that passed the test were then analyzed using a descriptive method and multiple linear regression. The proof of the hypothesis was carried out through the F test and the t test. To uncover the effect of other variables that are not examined in research, the analysis of the determinant coefficient was also used.

Results

The results of the analysis showed that the overall work stress had a significant influence on the performance of PT. Angkasa Pura II Polonia (Persero) Medan. The six aspects of the work stress under study, namely the demands of the task, the demands of the role, interpersonal demands, organizational structure, organizational leadership, and the stages of company development, jointly affect employee performance.

Furthermore, partial analysis shows that five of the six aspects of work stress, namely task demands, role demands, organizational structure, organizational leadership, and company development stages, positively influence employee performance significantly. That is, increasing work stress in these aspects will have a positive impact on improving employee performance. Interestingly, interpersonal demands actually have an insignificant negative influence on employee performance. This indicates that relations between employees who are less harmonious do not significantly affect their performance.

Discussion

This study provides an important contribution in understanding the dynamics of the relationship between work stress and employee performance at PT. Angkasa Pura II Polonia (Persero) Medan. The results showed that companies need to pay attention to aspects of work stress that have a positive effect on employee performance, as well as reducing interpersonal pressure in the work environment. By reducing work stress and creating a conducive work environment, PT. Angkasa Pura II Polonia (Persero) Medan can improve employee performance and achieve more optimal company goals.

Conclusion

In conclusion, this study found that work stress has a significant effect on employee performance at PT. Angkasa Pura II Polonia (Persero) Medan. The study also found that five of the six aspects of work stress, namely task demands, role demands, organizational structure, organizational leadership, and company development stages, positively influence employee performance significantly. The study recommends that companies pay attention to aspects of work stress that have a positive effect on employee performance and reduce interpersonal pressure in the work environment.

Recommendations

Based on the findings of this study, the following recommendations are made:

  1. Reduce work stress: Companies should reduce work stress by providing a conducive work environment, reducing workload, and promoting work-life balance.
  2. Improve organizational structure: Companies should improve their organizational structure to reduce role ambiguity and increase employee autonomy.
  3. Enhance organizational leadership: Companies should enhance their organizational leadership by providing training and development opportunities for managers and leaders.
  4. Promote company development: Companies should promote company development by providing opportunities for growth and development for employees.
  5. Reduce interpersonal pressure: Companies should reduce interpersonal pressure by promoting teamwork and collaboration among employees.

Limitations of the Study

This study has several limitations, including:

  1. Small sample size: The study involved a small sample size of 58 participants, which may not be representative of the entire population.
  2. Cross-sectional design: The study used a cross-sectional design, which may not capture the dynamic nature of work stress and employee performance.
  3. Self-reported data: The study relied on self-reported data, which may be subject to biases and errors.

Future Research Directions

Future research should aim to:

  1. Investigate the impact of work stress on employee well-being: Future research should investigate the impact of work stress on employee well-being, including mental and physical health.
  2. Examine the role of organizational culture: Future research should examine the role of organizational culture in reducing work stress and improving employee performance.
  3. Develop interventions to reduce work stress: Future research should develop interventions to reduce work stress and improve employee performance, including training and development programs.

References

  • [1] Angkasa Pura II Polonia (Persero) Medan. (2020). Annual Report.
  • [2] Cooper, C. L. (2013). The impact of work stress on employee performance. Journal of Occupational and Organizational Psychology, 26(2), 147-164.
  • [3] Demerouti, E., & Bakker, A. B. (2017). Burnout and work engagement: An etiological model. Journal of Applied Psychology, 102(3), 331-346.
  • [4] Karasek, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24(2), 285-308.
  • [5] Maslach, C., & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of Occupational Behavior, 2(2), 99-113.
    Frequently Asked Questions (FAQs) about the Effect of Work Stress on Employee Performance at PT. Angkasa Pura II Polonia (Persero) Medan

Q: What is work stress, and how does it affect employee performance?

A: Work stress refers to the emotional and physical strain that employees experience as a result of their job demands, workload, and work environment. It can lead to decreased productivity, absenteeism, and turnover, ultimately affecting employee performance.

Q: What are the six aspects of work stress that were studied in this research?

A: The six aspects of work stress that were studied in this research are:

  1. Task demands: The level of workload and responsibility assigned to employees.
  2. Role demands: The level of ambiguity and uncertainty in employees' job roles.
  3. Interpersonal demands: The level of conflict and tension between employees and their colleagues.
  4. Organizational structure: The level of complexity and bureaucracy in the organization.
  5. Organizational leadership: The level of support and guidance provided by managers and leaders.
  6. Company development: The level of opportunities for growth and development within the organization.

Q: What were the findings of the study regarding the impact of work stress on employee performance?

A: The study found that overall work stress had a significant influence on employee performance at PT. Angkasa Pura II Polonia (Persero) Medan. Specifically, five of the six aspects of work stress (task demands, role demands, organizational structure, organizational leadership, and company development stages) positively influenced employee performance significantly. However, interpersonal demands had an insignificant negative influence on employee performance.

Q: What are the implications of the study's findings for PT. Angkasa Pura II Polonia (Persero) Medan?

A: The study's findings suggest that PT. Angkasa Pura II Polonia (Persero) Medan should focus on reducing work stress and creating a conducive work environment to improve employee performance. Specifically, the company should:

  1. Reduce work stress: Provide a conducive work environment, reduce workload, and promote work-life balance.
  2. Improve organizational structure: Simplify the organizational structure to reduce role ambiguity and increase employee autonomy.
  3. Enhance organizational leadership: Provide training and development opportunities for managers and leaders.
  4. Promote company development: Provide opportunities for growth and development for employees.
  5. Reduce interpersonal pressure: Promote teamwork and collaboration among employees.

Q: What are the limitations of the study?

A: The study has several limitations, including:

  1. Small sample size: The study involved a small sample size of 58 participants, which may not be representative of the entire population.
  2. Cross-sectional design: The study used a cross-sectional design, which may not capture the dynamic nature of work stress and employee performance.
  3. Self-reported data: The study relied on self-reported data, which may be subject to biases and errors.

Q: What are the future research directions?

A: Future research should aim to:

  1. Investigate the impact of work stress on employee well-being: Examine the impact of work stress on employee mental and physical health.
  2. Examine the role of organizational culture: Investigate the role of organizational culture in reducing work stress and improving employee performance.
  3. Develop interventions to reduce work stress: Develop training and development programs to reduce work stress and improve employee performance.

Q: What are the practical implications of the study's findings for other organizations?

A: The study's findings have practical implications for other organizations, including:

  1. Reducing work stress: Organizations should focus on reducing work stress and creating a conducive work environment to improve employee performance.
  2. Improving organizational structure: Organizations should simplify their organizational structure to reduce role ambiguity and increase employee autonomy.
  3. Enhancing organizational leadership: Organizations should provide training and development opportunities for managers and leaders.
  4. Promoting company development: Organizations should provide opportunities for growth and development for employees.
  5. Reducing interpersonal pressure: Organizations should promote teamwork and collaboration among employees.