CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Employee performance has been described in many ways; ability to

achieve targets, realize goals, attain benchmarks. Most commonly

people immediately talked of job performance as what a person did

at work.

Different stages of job as well the complexity of a job also affected

the overall performance of the jobholder. This could mean that job

performance as a construct could be defined in different ways

depending on the different stages and complexities of the job

Sarmiento and Beale ( 2011). Sarmiento and Beale, (2011) noted

job performance resulted from two elements, abilities and skills

(natural or acquired) that an employee possessed, and motivation to

use them in order to perform a better job.

If performance was simply defined as ―all of the behaviour

employee engaged in at work, the definition would be slightly

misleading because at times people might be engaging themselves in

work which had no relation to their job performance (e.g. making

personal phone calls). More appropriate way then was as suggested

by Campbell, 1990; according to which job performance was stated

1
as a collection of behaviour employees engaged in at work, as long

as that behaviour contributed to the attainment of organizational

goals. It was intuitive to draw a link between behaviour and

performance. Linking behaviour and performance meant, trying

to predict as to what type of behaviour led to what type of

performance e.g. creativity in an employee and relating it to future

performance. However, the ability to attain acceptable performance

levels can be hampered greatly by stress which employees face

while discharging their duties.

Stress is a mental and physical condition, which affects an

individual‟s performance, effectiveness, personal health and quality

of work. Job stress victims experienced lowered quality of work life

and job satisfaction. The harmful and costly consequences of stress

demonstrated the need for strategies to limit stressors within the

organization. Organizations that did not adopt strategies to manage

and alleviate stress found their employees looking elsewhere for

better opportunities.The workplace of the 21st century is a fast-

placed, dynamic, highly stimulating environment which brings a

large number of benefits and opportunities to those who work within

it. The over changing demands of the working place can affects the

level of stress and performance of employees. (Issa, et al 2009, Al-

Khasawnel and Futa, 2013, Santiago 2007). Stress is a universal

2
element experienced by employees around the globe. Stress has

become major problem for employer particularly in developing

nations whose the employer doesn’t realise the impact of stress on

employee performance which ultimately results in critical

managerial dilemmas. (Giga and Hoel, 2003). Excessive stress is

considered to be the one of the main factors affecting employer’s

performance. Who related stress is considered to be the product of

an imbalance between environmental demand and individual

capabilities (Paul, Elem &Verhant, 2010).

In today’s world, stress has become a worldwide phenomenon which

occurs in various forms in every work place. In today’s work life,

employees are generally working for longer hours; as the rising

levels of responsibilities require them to extent themselves even

more strenuously to meet rising expectations about works

performance. Stress is a common element in any kind of job and

persons have to face it in almost every aspect of life. (Ekieenabor,

2016).

Lately, there is a problematic increase in cases of stress management

among employees, which have led to declining interest in their jobs,

less commitment and growing impatience among the top managers.

This is mainly due to the competitive nature of the job environment,

shift in work demands and economic hardship owing to the

3
economic recession. This is perhaps the general trend which

indicates declining performance. People differ dramatically in the

type of events they interpret as stressful and the way in which they

respond to such stress. Stress is also an inevitable component in

human life. Some stress is essential and promotes personal growth

but excessive stress or an inappropriate way of coping with stress

brings about negative results hence burnout. (Pflans& Ogle, 2016).

Today many organizations and employees are experiencing the

effect of stress on work performance. The effects of stress can be

either positive or negative. What is perceived as positive stress by

one person may be perceives situations differently.

In Nigeria, stress has been enrooted in the daily endeavour of both

the employee and employed so much that it has become a big

phenomenon in the society and which much attention is not being

paid on and which inevitably affects the attitudes and performance

of both the employed and unemployed. Most individuals experience

stress due to the job they are doing which demands their presence

for too long hours, this is particularly common in the banking

industry, where workers are made to work like machine and no

attention is paid to work whether their lives are motivated. Aside

from stress, Employee performance is a major key factor that

4
hasimmerses impact on employee, for the needs of the individual

employee for whom it is intended. (Nwachukwu, 2009).

However, these research works is aimed to discuss effect of stress

management, on employee performanceon . (A study of Eco Bank

Nig. PLC Gusau Zamfara). In these chapter, the research work is

introduce, objectives, statement of the problems, hypothesis,

research questions are stated and historical background traced and

definition of terms are all discussed.

1.2 STATEMENT OF THE PROBLEM

Many organizations, especially banks in the world are witnessing an

alarming increase of the negative effects of stress on employee

performance. (Henry & Evans 2016). Most organizations with the

aim of affiancing higher performance and up saddling employees

with over load of work on order to meet deadline, and this might

have psychological and physical effects on the employees. This may

result in something contrary to what the organization want to

achieve (Mark, 2017).

Empirically, the relationship between stress and employee

performance have not been resolved. Alam, Gouher and Shafigur

(2015) and Usman and Muhammed (2014) studies revaled that there

is significant negative relationship between job stress and employee

5
performance in the banking sector. Therefore the problem of this

research can be stated as follows:

1. Is there any relationship between stress management and

employee performance?

2. Is there any relationship between employee motivation and

their level of performance?

3. Can stress affect employee performance?

4. Can adequate motivation of employees lead to employee

performance?

1.3 OBJECTIVE OF THE STUDY

in the banking industry with particular reference to Eco bank PLC of

Nigeria, Gusau branch. The objectives include:

1. To establish the relationship that exists between stress and

employee performance.

2. To ascertain how stress effect employee performance.

3. To identify how employees motivation improve their level

of pearformance.

1.4 RESEARCH QUESTION

1. What is the relationship between stress and employee

performance?

6
2. Does any relationship exist between employee motivation

and performance?

3. How does employee motivation improve their level of

performance?

1.5 RESEARCH HYPOTHESIS

1. There is no relationship between stress and employee

performance.

2. There is no significant relationship between employee

stress and their performance.

3. There is no significant relationship between motivating

employee and their job performance.

1.6 SIGNIFICANT OF THE STUDY

The purpose of the study was to find out the effects of stress

management, on employee performance.

1. The study is significant to the management of banking

industry in Nigeria mostly especially in order to carry out

its responsibility and have full knowledge of what could

hinder the optimum performance of employee in an

organization.

2. This study also is of importance to academicians as it

provides useful material for reference and future research

7
 since stress management and performance is a continuous

phenomenon that still requires more studies.

3. Academically, it would add to the existing knowledge on

stress management and its effect on employee performance.

1.7 LIMITATION OF THE STUDY

The major problem/limitation of these research worksincludes:

1. Time: Time factor has to do with the constraints posed by

the school calendar and time frame attach to the submission

of this work.

2. Financial Constraints: These involve lack of finance for

printing typing and downloading journals.

3. Data filtering: lack of respondents willingness to give

accurate data due to fear or doubt about the information

require from him/her, due to security reason.

1.8 SCOPE OF THE STUDY

branch Zamfara State. The study focuses on the effect of stress

management on employee performance.

1.9 HISTORICAL BACKGROUND

Eco bank PLC Gusau branch is one among other bank in theGusau

that provide a market for buyers and sellers of money market

instrument. This branch of the bank come into existence in the

8
month of February 6th, 2006 attached to this branch is an automated

teller machine (ATM) which could be used for withdrawals,

purchase or recharge cards, online debiting and crediting and other

services. Also this branch of Eco bank PLC is linked up with every

other branch of the bank via the internet is known as open office.

The staff capacity of the branch is presently 25 including the

branch manager and the branch head of operation. The branch

manager is known as Alhaji Yusuf Garba while, the name of

the head of operation manager is AliyuBabatunde. The bank is

located at Sani Abacha way along Gvt. House GusauZamfara

State.

1.10 DEFINITION OF TERMS

1. STRESS: means a physical chemical or emotional factor

that cause bodily of mental tension

2. EFFECT: A change produces by an action or a cause, a

result or an outcome.

3. EMPLOYEES: A person who work for somebody or for a

company in return of wages.

4. JOB: A paid position of regular employment.

5. PERFORMANCE: An action or achievement, considered

in relation to how successful.

9
6. ORGANIZATION: A group of people who work together

in an organized way for a share purpose.

7. TASK: A piece of work that has been given to someone.

8. WORK PLACE:A designated space or area used to

perform or executive at work.

10
 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 INTRODUCTION

This chapter is intended to cover the basic theoretical concept

of the subject matter. “The effect of stress management,

employee motivation or employee performance”, to work and

look at various schools of thought, how they view stress

management, employee motivation and employee

performance

2.2 CONCEPT OF STRESS

The term stress was first employed in a biological concept by

the endocrinologist Hens Selye in the 1930s. He later

broadened and popularized the concept to include

inappropriate physiological response to any demand. In his

usage stress refers to a condition and the stressor to the

stimulus causing it. It covers a wide range of phenomenon

from mile imitation to drastic dysfunction that may cause

serve health breakdown. (Wikipedia website, 2015).

According to Robins, (2014) stress is a dynamic condition in

which an individual is confronted with opportunity,

constraints or the demand related to what he desire and for

11
which the outcome is perceived to be both uncertain and

important. Moorhead’s and Griffen, (2002) also define stress

as a person’s adaptive response to a stimulus that places

physical and psychological demands on a person. Similarly,

Sherman, Bahlander and Srell (2003) also defined stress as

any adjusted demandon an individual caused by physical,

emotional or mental factors that require coping behaviour.

In addition, TayhorDhelley, (2002) describes stress as a

negative emotional experience accompanied by predictable

biochemical, physiological, cognitive and behavioural changes

that are directed either toward altering the events or

accommodating its effects.

Again, Bennett (2004) defines stress as a wide collection of

physical and psychological symptoms that results from

difficulties experienced by an individual while attempting to

adapt to an environment. This means the potential for stress

exists when an environmental situation presents a demand

threatening to exceed a person’s capabilities and resources.

2.2.1 EFFECTS OF STRESS ON EMPLOYEE

Sengupta, (2007), stated that stress may cause physiological,

behavioural or even psychological effects:

12
 Physiological: Hormone release triggers fight or flight

response of humans. These hormones help them to either

fight harder or run faster. They increase heart rate, blood

pressure, prolonged stress increase the tension that is put on

the affinities. It also affects the immune system which is

cold and flu illness usually show up during exams

 Behavioural: may cause people to be jumpy, excitable, or

even irritable. The effects of stress may cause some people

to drink or smoke heavily, neglect exercise or proper

nutrition, or ever use either the television or the computer.

 Psychological: The response to stress may decrease the

ability to work or interact effectively with other people, and

be less able to make good decisions.

2.2.2 EFFECTS OF STRESS ON THE

ORGANIZATIONAL OVERALL PERFORMANCE

Starting a new job would likely to be very stressful if the

person felt inexperienced, unable to cope with workload,

uncomfortable around their bosses or colleagues and

unstipulated by their work. On the other hand, a person

entering an area of work where they felt competent, supported

by their colleagues and stimulated, would be more than

stressful.

13
According to Lufthansa, (2005). Besides the potential stressors

that occurred outside the organization, there were also those

that were associated with the organization. Although an

organization is made up of groups of individuals, were also

more macro level dimensions, unique to an organization that

contains potential stressor.

DCS Samuel (2007) is of the opinion that at the organizational

level, research has found that work related stresses may be

responsible for organizational outcomes such as define in

performance, dissatisfaction, lack of motivation and

commitment and an increase in absenteeism and turnover.

Desseler (2004) alluded that there were two main sources of

job stress; environmental and personal. He was of the opinion

that effects of stress on organization include reductions in the

quality and quality of job performance.

However, Bowin and Herlley (2007) summarized factors

leading to stress in the organization as follows:

1. Little control of the work environment

2. Lack of participation in decision-making

3. Uncontrolled changes in policy

4. Sudden reorganizations and unexpected changes in work

schedules.

14
 5. Conflict with other people (subordinates, superiors, peers)

and other department.

6. Lack of feedback

7. Not enough time to do expected duties

8. Ambiguity in duties.

2.2.3 EFFECTS OF STRESS ON EMPLOYEE performance

Mathis and Jackson, (2004). Suggested that to measure

organizational human resource performance one has to consider

labour cost, or the total labour cost per unit of output. The authors

further stated performance depends on three (3) factors which are

ability to do the work, level of effort and support given to that

person. The relationship of these factors, widely acknowledge in

management literature, is that performance (p) is the result of Ability

(A) times Effort(E) time support(S), that is: (P= xExS).

performanceis diminished if any of these factors are reduced or

absent. Simply put by chase and Aguilana (2005), performance is

measured in terms of outputs per labour hour. performance is all the

actions that bring a company closer to its goals.

2.2.4 STRESS MANAGEMENT AND STRATEGIES

Folksman (2009) opines that stress management is the need of the

hour, however hard we try to go beyond a stress situation; life seems

15
to find new ways of stressing us out plaguing us with anxiety

attacks. Moreover, be it anxiety, mind-body exhaustion or our erring

attitudes, we tend to overlook the causes of stress, its effects and

how to manage stress adequately. In such unsetting moments, we

often forget that stressors, if not escapable, are fairly manageable

and treatable.

Stress management refers to interventions designed to reduce the

impact of stressors in the workplace. These can have an individual

focus, aimed at increasing an individual‟s ability to cope with

stressors. The goal of stress management is to help the individual to

manage the stress of everyday life. According to Bruce (2013) stress

management is a proven group of techniques for modifying stress,

producing thoughts, relaxing away physical and emotional tension

and learning how to make changes to our environment (or situation)

whenever possible. Effective stress management can help us to

resolve conflicts with others assertively and confidently become

better problem solvers in the face of life‟s demands and to

appreciate the helpfulness of exercise and recreation.

Selye (2011) asserts that “It all seems ominous for individuals and

organization. Life is demanding, fast paced and often unpredictable

but we are more adaptable than most of us realize. Stress

management is effective because it teaches people skills for

16
reversing the “stress response”. Through stress management, we

learn where our real control lies and how to manage stress

effectively.

Newman (2009) postulates that a major component of stress

management is cognitive restructuring or changing the way we

think. Our beliefs are the lens through which we look at life. If the

expectations we have for ourselves, others and the work do not

match reality, we will experience cognitive dissonance. Stress

management courses and programs also teach people about the role

of exercise and diet in healthy live, how to confidently and

assertively express our desires in stressful situations, ways to be

better managers of our time and resources and finally making our

work more meaningful and productive. Furthermore, learning about

stress management is a vital step to preventing many health

problems associated with it. Stress management deals with the

reduction of stress and various stressors in our daily lives.According

to Robbins (2007), stress can be managed in two (2) approaches, the

individual approach include exercise, relation, walking, riding

bicycles, attending Arabic classes, practicing yoga, jogging,

swimming and playing tennis. While the organization approach to

stress management includes training programmes for employees,

ensuring effective upward and downward communication in the

17
organization, improvement in personnel policies, good job design,

improvement in the physical work environment, and also

management should provide technical support to employees.

In the same view, Lucey (2011) said stress can be managed in an

organization through increasing employees autonomy in their job,

increase personal responsibility allow more flexible working hours,

job rotation, and transfers, provide better working conditions.

Also, Clande and Cole (2001) suggested that in order to manage

stress effectively, organizations should consider doing the following:

 Provide work which allows some personal choice in the

way it is carried out and the sequence in which it is carried

out.

 Encourage employee’s participation in decisions which

affect them.

 Set clear goals and targets and provide adequate feedback

on performance.

 Induct new recruit thoroughly.

 Provide training as an on-going updating process

 Provide consistent rewards for effective output.

 Review performance gaps at the time of occurrence

18
  Provide opportunities for employees to try new duties and

different tasks.

 Design job to have even work pressures.

 Encourage group working procedures and friendly work

relations.

 Provide secure and fair personal practices.

 Ensure work environment in free of hazards.

However, according to Agrawa (20011), stress management

strategies refer to the interventions designed to reduce the

effect of stress in the work place. These can have an employee

focus, aimed at increasing and employee ability to cope with

stress, or can also have an organization focus, and attempt to

remove stress in the workplace. Stress management strategies

could be positive or negative. The positive ones as exercise,

relation, etc. while the negative ones are unhealthy behaviours

such as smoking, drinking alcohol, dry abuse, violence, etc.

(Gulwadi, 2009).

2.2.5 TYPES OF STRESS

According to Taylor Shelly (2002) stated that, there are four (4)

major types of stress. They include:

19
A. Chronic stress: she describes his type of stress as unrelenting

demands and pressures for seemingly interminable periods of

time. Chronic stress is the type that wears the individual down

day after day and year after year with no visible escape. It

grinds away at both emotional and health of the individual

leading to breakdown and even death.

B. Acute stress: this type of stress is the most common and most

recognizable form of stress. It is the kind of stress which the

individual knows exactly why he is stressed;acute stress

usually does not cause serves or permanent damage to the

body.

C. Traumatic Stress: it is a severe stress reaction that results from

a catastrophic events or intense experience such as a natural

disaster, sexual assault life-threatening accident, or

participation in a combat. Here, after the initial shock and

emotional fallout, many trauma victims gradually begin to

recover. Common symptoms of this type of stress are

flashbacks or nightmares about the trauma, etc.

D. Episodic Acute Stress: She went further to explain episodic

acute stress as where the individual experiencing this type of

stress lives are very chaotic, out of control and they always

seems to be facing multiple stressful situation. They are

20
 always in a rush, always late, always taking on too many

projects, handling too many demands. If an individual is prove

to episodic acute stress, he may not know it or admit it.

2.3 CONCEPT OF MOTIVATION

The term motivation was originally derived from the Latin word

“Movere” which means “to move”. According to Nwachukwu

(2009) works motivation is the process or announcing enthusiasm in

an employee so that he can perform his duties with pleasure and

high interest in pursuance of the organizational and his personal

goals. Motivation here is considered to be important in an

organization in order to increase employee’s performance for higher

performance. Bonuses and salary increment as part of financial

reward are seen as motivating factors which encourage employee’s

performance that led to higher performance. Motivation is an

internal psychological process whose presence or absence is inferred

from observed performance.

2.3.1 MOTIVATIONAL STRATEGIES

can be used to influence, please and get what is desired. As pointed

out partier on organization difference in their approach towards

motivating their employee. This difference may be as a result of the

following:

21
 i. Differences in need of their subordinates and the

differences in the environment.

ii. There also the difference of motivation styles preferred by

organization.

iii. This is also no one best way to motivate as it differs

with individuals.

2.4 THEORETICAL FRAMEWORK

Systemic Stress: Selye's Theory

According to Karanja, (2012) the popularity of the stress

concept stems largely from the work of the endocrinologist

Hans Selye. In a series of animal studies he observed that a

variety of stimulus events (e.g., heat, cold, toxic agents) applied

intensely and long enough are capable of producing common

effects, meaning not specific to either stimulus event. (Besides

these nonspecific changes in the body, each stimulus produces,

of course, its specific effect, heat, for example, produces

vasodilatation, and cold vasoconstriction.) According to Selye,

these nonspecifically caused changes constitute the

stereotypical, i.e., specific, response pattern of systemic stress.

Selye 2016) defines this stress as `a state manifested by a

22
syndrome which consists of all the nonspecifically induced

changes in a biologic system.'

This stereotypical response pattern, called the `General

Adaptation Syndrome' (GAS), proceeds in three stages.

(a) The alarm reaction comprises an initial shock phase and a

subsequent counter shock phase. The shock phase exhibits

autonomic excitability, an increased adrenaline discharge, and

gastro-intestinal ulcerations. The counter shock phase marks the

initial operation of defensive processes and is characterized by

increased adrenocortical activity. (b) If noxious stimulation

continues, the organism enters the stage of resistance. In this

stage, the symptoms of the alarm reaction disappear, which

seemingly indicates the organism's adaptation to the stressor.

However, while resistance to the noxious stimulation increases,

resistance to other kinds of stressors decreases at the same time.

(c) If the aversive stimulation persists, resistance gives way to

the stage of exhaustion.

The organism's capability of adapting to the stressor is

exhausted, the symptoms of stage (a) reappear, but resistance is

no longer possible. Irreversible tissue damages appear, and, if

23
the stimulation persists, the organism dies. Although Selye, fails

to take into account coping mechanisms as important mediators

of the stress–outcome relationship, his theory serves to explain

the detriments of stress of interventions are not made in time

to rescue the stressed individuals. This theory indirectly

underpins the importance of stress management strategies to

avoid employees reaching the irreversible stage when the stress

is more advanced. With adequate intervention measures that are

applied in time, employees‟ commitment may be restored and

therefore their Productivity.

2.4.1 TRANSACTIONAL MODEL OF STRESS

There is a significant amount of research into stress (Aviget at, 2009,

Shimazu et at, 2010). The transactional model of stress address the

stress process as an on-going relationship between the individual and

the environment, where individual perceptions and interpretations of

the immediate environments play a control role in creating

psychological stress (Edwards, 2000, Lazarus and Folkman 2003).

Stress occurs when the perceived in the work environment exceed

the person’s perceived resources over time (Lazarus, 2004).

According to transactional theory, the consequences of work stress

will differ between individuals, as they are mediated by two

24
subjective elements appraisals and coping. A central assumption in

transactional theory is that the process is recursive, such that the

coping activities and the resulting psychological stress will feed

back to the appraisal processes and change the perceptions of both

the environments and the individual resources. Consequently, time is

an important factor in the theory as perception and evaluations of the

work environment and thereby stress may change as a result of

coping affordsover time (Edwards &Lazarus, 2004).

2.4.2 SYSTEMIC STRESS: SELYE’S

The population of the stress concept stems largely from the work of

the endocrinologist Hans Selye. In a series of animal studies he

observed that a variety of stimulus events (e.g. heat. Cold, toxic

agents) applied intensely and long enough are capable of producing

common effects, meaning not specific to either stimulus event.

According to Selye, these non-specifically caused changes constitute

the stereotypical, i.e. specific, response pattern of systemic stress.

Selye (1976, P.64) defines this stress as a state manifested by a

syndrome which consist of all the non-specifically induced changes

in a biologic system. Although selye, fails to take into account

coping mechanisms as important mediators of the stress outcome

relationship, this theory serves to explain the detriments of stress of

interventions are not made in time to rescue the stressed individuals.

25
This theory indirectly underpins the stress management and ways to

avoid employees reaching the irreversible stage when the stress is

more advanced with adequate intervention measures that are applied

in time, employee’s commitment may be restored and therefore their

performance.

2.4.3 PSYCHOLOGICAL STRESS LAZARUS THEORY

Two concepts are central to any psychological stress theory:

appraisal, i.e.individual’s evaluation of the significance of what is

happening for their wellbeing and coping, i.e.individual’s effort in

thought and action to manage specific demands (Lazarus, 2003). In

this theory, stress is regard as a relational concept;i.e. stress is not

defined as a specific kind of external stimulation or a specific pattern

of physiological, behavioural, or subjective reactions. Instead, stress

is viewed as a relationship (transaction) between individuals and

their environment. Psychological stress refers to a relationship with

the environment that the person appraises as significant for his or her

wellbeing and in which the demand tax or exceed available coping

resources (Lazarus &Falkman 2003). This definition points to two

processes as central relations within the person environment

transaction: cognitive appraisal and coping.

In this theory, work place stress is viewed as conflict between an

individual and his perception on an acceptable workplace

26
environment. If the workplace environment is not considered

acceptable by the employees, there is a possibility of reduction in

their commitment to the organizational goals and hence a reduction

in performance.

2.4.4 THEORY OF MOTIVATION

There are a number of writers on motivation theories, but these

research centres their attention on:

1. Maslow’s theory

2. Herzberg two-factor theory

3. Theory x and y. (Nwachukwu, 2009).

A. A BRAHAM MASLOW’S THEORY

The theory of Maslow was brought out by the need to increase

workers’ performance during World War II. He published a theory

of motivation in 1943 in which he proposed that people’s behaviour

is determined by a wide variety of needs.

He explained that there is hierarchy of needs where by the needs are

many and that employee’s act to fulfil the needs that are yet to be

satisfied. According to him, human beings is perpetually wanting

animals and when need on a lower level have been satisfied at least

in part a person begins to strive for the next level on the laded

hierarchy of need.

Maslow’s need hierarchy

27
 Self-Actualisation (Accomplishment need)

 Esteem needs (Self-Confidence, recognition, status)

 Social needs (needs to belong accepted in the society)

 Safety needs (needs for protection from injury, job security)

 Physiological needs (needs for food, shelter, thirst, etc.)

1. Physiological Needs: These are needs that are at lowest and

most important needs for everybody. These needs are

necessary for sustaining human life. They include food,

shelter, and drinks, etc.

2. Safety Needs: they are needs concerned with the protection

of individual from harm or danger and the fear of loss of

job by joining trade unions shows how employees try to

satisfy needs of this kind.

3. Social Needs: They are the needs to belong somewhere and

be accepted by others.The need to be loved and have

friends for one to have some form of belonging at least for

solidarity sake.

4. Esteem Needs: these are primary needs for Age, status, etc.

the needs help in high esteem by others to feel that one is

important and a wordy personality.

5. Self-Actualization: This is the ultimate level of needs which

desires to become everything one is capable of becoming.

28
 The implication of the above theory is that managers

wanting desired performance from in employee must study

the hierarchy. Also know the specific need of employee and

human endeavour to satisfy them.

B. HERZBERG’S TWO FACTOR THEORY

This theory was propounded by Fredrick Herzberg’s in 1981.

Frederick Herzberg’s two dimensional theory of motivations

and dissatisfies have received enough publicity in the area of

motivation. These two-factor theories have often been called

“motivation maintenance Theory”, “motivation hygiene

theory”, or “Dual factor theory”.

Motivators: According to Hertzberg, the motivators are:

1. Achievements

2. Recognition

3. Responsibility

4. Advancement

5. Work itself

6. Growth

These are factors that will include an individual to put forth

adequate effort in the accomplishment of organizational gaols.

Hygiene factors or Dissatisfies: The dissatisfies are:

1. Relationship with supervisors

29
 2. Working condition

3. Relationship with peers

4. Personal life

5. Compensation (money)

6. Status

7. Security

8. Relationship with subordinates

C. THEORY X AND Y.

The Heorist of founder of this is MC Gregory (1960). These

theory states that, subordinate are influence in attitude to work

by their human behaviour and nature.

 THEORY X

This one state that the average person or worker is negative

and so dislike work, and must be forced to meet the require

effort set from that, the average workers has the following

attitude among others:

i. Laziness

ii. Responsibility

iii. Self-centred

iv. Security oriented

30
 This theory therefore sees man generally representing

everything negative. So, managers have to be firm and strict to

make the employees to do their work. They need to be forced

to carryout directives and it is only when this is done that good

result can be obtained; some managers make use of the

authoritarian leaders.

 THEORY Y

This one held on positive view in that, it states that an average

worker has a lot of potentiality, which need to be utilized it

calls for human relations to solve all man’s problem.

It maintains that if a worker is lazy, and irresponsible, there

must be certain condition that makes him to be so. To this end,

the organization needs to end out why and then attempt to

remove the cause. It therefore state that workers need

minimum be left alone and be given only the necessary

encouragement to do their job. So it believes that employees

are never lazy, irresponsible, and self-centred, etc. for this

reason managers need to study the employees and improve

their conditions and do everything possible to make them

behave positively.

2.5 EFFECT OF MOTIVATION

31
Motivating Employees to complete their job duties at a

satisfactory or better level can be challenging. Employee’s

performance to complete their job duties at a satisfactory or

better level can be challenging. Employee performance

increase when they are motivated. Employees who are not

immensely motivated do not have the drive to improve on

their performance. (Luancerich, 2010).

2.6 EMPIRICAL STUDIES

Base on Employee findings it is concluded that job stress is a

real challenge for employees who are working in banking

industries in Nigeria. According to Kienabor (2016), they

variables which causes stress and effect employee

performance were lack of reward, inflexibility in work hours,

personal issues, low control over work environment.

These results indicate that there is an effect of stress

management, and motivation on employee performance.

Also, Robbing (2014) concluded that increase in stress effect

morale, performance, organizational efficiency, absenteeism

and profitability for both individual and the organization. The

problem for Businesses today knows how to determine

stressful areas in their organizations and how to use

32
constructive confrontation methods to reduce stress and

improve efficiency.

Majority of Authors in the literature review reflected stress as

posing threat to performance and also casting organizations

immensely. However some also acknowledge that individuals

react Uniquely to similar stressors.

Finally base on these premises, I concur to the fact that stress

management and motivation have effect on employee

performance. Because of the human factors (employee) is only

resource which utilized in other to achieve organizational

objectives, and base on the case study, there is a high level

influence of stress and motivation on employee performance.

33