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Effect of Job Stress and Job Satisfaction on Performance: an Empirical Study


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Effect of Job Stress and Job Satisfaction on Performance: An Empirical Study
Rashmi Shahu, S.V. Gole Department of Management Technology RKN Engineering College Nagpur, India ( (

Volume 2, Number 3 September 2008, pp. 237-246

Occupational stress is commonly acknowledged to be a critical issue for managers of private manufacturing companies. This study attempts to fill part of this void in literature by examining the relationship between job stress, job satisfaction and performance among 100 managers of private manufacturing firms. The study’s findings suggest that higher stress levels are related to lower performance whereas higher job satisfaction indicates higher performance. The main objective was to see if there was any relationship between job performance, job satisfaction and job stress & to preface model for the same. The research was assessed by using various instruments. Keywords: Job Satisfaction, Job Stress, Job Manufacturing Firms, Occupational Stress Index Performance, Private

1. Introduction
1.1 Job Performance in Relation to Job Satisfaction In the field of Industrial / Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance (Judge, Thoresen, Bono, & Patton, 2001). Landy (1989) described this relationship as the “Holy Grail” of Industrial psychology. Research linking job performance with satisfaction and other attitudes has been studied since at least 1939, with the Hawthorne studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001), it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction. However, since 1955, Judge et al. (2001) cited that there are other studies by Locke (1970), Schwab & Cummings (1970), and Vroom (1964) that have shown that there

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