JOB STRESS AND EMPLOYEES' PERSONAL FULFILLMENTS IN NIGERIAN BANKING ORGANISATIONS
Abstract
In this modern world, stress has become a global phenomenon that occurs in a variety of ways in every organization, irrespective of the profession. In today’s work life, employees are generally working longer hours as the rising levels of responsibilities require them to exert themselves even more strenuously to meet targets and raise expectations about their work performance. Banking is an inherently stressful profession characterized by long working hours, serious competition, ethical dilemmas, regulatory bottlenecks, and dealing with a diverse customer base.Hence, the thrust of this paper is to examine the effects of job stress on employees' personal fulfilments in Nigerian banking organizations, with the objectives of identifying the drivers of job stress and examining the coping strategies to managing job stress to enhance employees’ personal fulfilments. While adopting Two-Factor Theory of Job Satisfaction and the Person-Environment Fit Theory, a secondary method of data collection was utilized, in which books, journals, and internet-based articles were reviewed and their content analyzed. Based on the literature reviewed, the paper showed that inadequate resources to do the job, high demands, workload, time pressures, lack of job security, understaffing, technological revolution, role ambiguity, and role conflict, among others, were the major causes of job stress affecting bank employees. The paper also showed that headaches, eating disorders, sleep disturbances, fatigue, muscle aches and pains, anxiety, irritability, low morale, depression, alcohol and drug use, feeling powerless and isolation from family, friends, and co-workers, among others, were the major effects of job stress on the employees personal fulfilments in the Nigerian banking organizations. Based on these findings, it was concluded and recommended that managers should invite employees who think that they are being given jobs that are in contradiction with their skills and clarify their roles. They should facilitate an employee skill audit that will help to place employees that feel underutilized. Management should introduce stress management techniques into banking organizations. An Employee Assistance Program should be introduced for early identification and intervention of problems capable of causing stress e.t.c.
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