Abstract

This study investigates the relationship between stress management practices and employee performance in transport agencies in Buea, Cameroon. Given the critical role that effective employee performance plays in operational efficiency and customer satisfaction, this research aims to identify how various stress management strategies, including Employee Assistance Programs (EAPs), time management skills, and organizational support systems, influence employee productivity and job satisfaction. The study focuses on transport agencies in Buea, where high levels of workplace stress have been reported, primarily due to infrastructural challenges and rapid urbanization.

A sample of 20 transport agencies was selected using simple random techniques, and data were collected through structured questionnaires. Both quantitative and qualitative data analysis methods, including regression analysis, were employed to explore the connections between stress management practices and performance metrics such as employee turnover rates and job satisfaction levels.

Findings indicate that effective stress management practices significantly enhance employee performance, leading to reduced turnover and increased productivity. The study recommends the importance of implementing comprehensive stress management strategies, providing training in coping mechanisms, and fostering a supportive work environment to improve overall employee well-being and operational effectiveness within transport agencies in Buea.

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Stress management has become a critical area of focus in organizational studies, particularly in high-pressure sectors like transport agencies. Employees in these industries frequently experience elevated stress levels due to tight deadlines, heavy workloads, and the need for rapid decision-making. Research indicates that workplace stress can lead to a 50% increase in absenteeism and a 75% decrease in productivity (Kahn &Byosiere, 1992). Implementing effective stress management practices is essential for improving employee performance and overall organizational health (Leka&Houdmont, 2010).

Globally, workplace stress is recognized as a significant issue. The World Health Organization (WHO) reported that stress-related disorders cost the global economy over $1 trillion annually in lost productivity (WHO, 2020). A survey by the American Institute of Stress found that 83% of US workers experience work-related stress, with 50% reporting that stress affects their performance (American Institute of Stress, 2021). Organizations that implement comprehensive stress management programs often report a 20-30% improvement in employee productivity (Parker et al., 2018).

In Europe, workplace stress has prompted various initiatives aimed at enhancing employee well-being. The European Agency for Safety and Health at Work (EU-OSHA) found that nearly 28% of workers in the EU report experiencing stress regularly (EU-OSHA, 2014). Countries such as Sweden and the Netherlands have integrated stress management into workplace culture, achieving a 15% increase in employee retention rates as a result of these initiatives (Häusser et al., 2011).

 

In the United States, the issue of workplace stress has garnered increased attention, especially following the COVID-19 pandemic. A survey by the American Psychological Association revealed that 79% of employees reported stress during the pandemic, with 67% indicating that their stress levels had risen compared to pre-pandemic measures (American Psychological Association, 2021). Transport agencies are increasingly adopting stress management practices such as mindfulness training, which studies show can lead to a 31% reduction in stress levels and a corresponding increase in job satisfaction (Gonzalez-Morales et al., 2019).

In Africa, the recognition of stress management as a key component of employee performance is evolving, although many organizations still lack formal programs. A study indicated that 60% of African workers report high levels of job-related stress, influenced by cultural factors and economic instability (Ogunyemi et al., 2020). There is a critical need for transport agencies in Africa to develop tailored stress management strategies that align with local cultural contexts.

In Cameroon, particularly within the transport sector, employee stress is a growing concern. Research shows that 45% of employees in this sector experience chronic stress due to inadequate resources and support (Ndiaye, 2021). The lack of effective stress management practices contributes to high turnover rates, which are estimated to be around 30% annually in this industry. Addressing stress management could lead to enhanced employee performance and reduced turnover.

Buea, as a significant urban center in Cameroon, faces unique challenges related to employee stress in its transport agencies. Local studies indicate that 55% of transport workers in Buea report high stress levels, primarily due to infrastructural challenges and rapid urbanization (Mouiche et al., 2022). Implementing   targeted   stress   management   practices, such   as    employee assistance programs and stress reduction workshop, has the potential to improve job performance by up to 25%, fostering a healthier work environment.

1.2 Statement of the Problem

In Buea’s transport sector, employee performance is vital for ensuring operational efficiency and customer satisfaction. However, the high prevalence of stress among employees in transport agencies poses a significant challenge to their productivity and overall job satisfaction. Various factors contribute to this stressful environment, including tight deadlines, heavy workloads, and the unpredictable nature of transport logistics. As a result, employees often experience burnout, increased absenteeism, and high turnover rates.

Research indicates that chronic stress negatively impacts cognitive functions, decision-making abilities, and interpersonal relationships among employees (Kahn & Byosiere, 1992). In the context of transport agencies, where effective communication and timely responses are crucial, these stress-related effects can severely undermine operational performance. Local studies reveal that over 55% of transport workers in Buea report elevated stress levels, primarily due to infrastructural challenges and rapid urbanization (Mouiche et al., 2022).

Despite the clear link between stress and employee performance, there is a notable lack of effective stress management practices within these transport agencies. This gap not only affects employee well-being but also compromises the overall productivity and service quality of transport operations in Buea. Addressing these stressors through targeted interventions is essential for enhancing employee performance and fostering a healthier work environment in the transport sector.

Despite the clear link between stress and employee performance, there remains a significant gap in the implementation of effective stress management strategies within transport agencies in Cameroon and specifically in Buea. This lack of intervention not only affects employee well-being but also compromises the overall productivity and efficiency of transport services.

1.3 Research Question

1.3.1: Main Research Question

What is the effect of stress management practices on employee performance in transport agencies in Buea?

1.2.2 Specific Research Question

1. What is the effect of Employee Assistance Programs (EAPs) on employee performance in transport agencies in Buea?
2. What is the relationship between time management skills and employee performance in transport agencies in Buea?
3. What role do organizational support systems play in enhancing employee performance in transport agencies in Buea?

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