Stress as a Catalyst: The Influence of Wellbeing and Emotional Intelligence on Employee Performance

Aziz Ahmed; Dr Ghulam  Muhammad; Farhad  Jalali; Fahad  Riaz; Dr Aamir Feroz  Shamsi; Uzma  Omer

Authors

Aziz Ahmed Ishrat Husain Pakistan Institute of Living and learning (PILL), Karachi, Pakistan Author https://orcid.org/0009-0004-2027-2203
Dr Ghulam Muhammad Muhammad Ali Jinnah University (MAJU), Karachi, Pakistan Author https://orcid.org/0000-0002-6110-5119
Farhad Jalali Ishrat Husain Pakistan Institute of Living and learning (PILL), Karachi, Pakistan Author https://orcid.org/0009-0001-6487-1388
Fahad Riaz Ishrat Husain Pakistan Institute of Living and learning (PILL), Karachi, Pakistan Author https://orcid.org/0009-0007-4893-328X
Dr Aamir Feroz Shamsi Bahria University, Karachi, Pakistan Author https://orcid.org/0009-0009-6883-0338
Uzma Omer Ishrat Husain Pakistan Institute of Living and learning (PILL), Karachi, Pakistan Author https://orcid.org/0009-0000-3685-580X

Keywords:

Job stress, emotional intelligence, job performance, well-being, work culture, environment

Abstract

Background of the study: Recent World Health Organization (WHO) studies indicate that nearly 12 billion workdays lose value annually due to psychological burdens, resulting in a $1 trillion loss in productivity. The study's primary objective is to evaluate the integrated model of employee job performance regarding job stress, well-being, and emotional intelligence within mediated and moderated settings, utilising the JD-R theory framework.
Methodology: The study used 379 respondents from the service sector of Pakistan who opted for a purposive sampling technique. Responses were recorded using a closed-ended questionnaire with partial least square path analysis to analyse the data.
Results: Job stress increases employees' performance with well-being as a mediator, according to this study. In contrast, emotional intelligence had no substantial moderating effect. However, previous studies indicate that emotional intelligence helps employees handle pressure in desperate situations, improving performance.
Conclusions: The study showed that workplace dynamics are strongly interconnected, allowing managers to view job stress as a catalyst for improving employee performance while keeping an eye on well-being. Although emotional intelligence is not moderate, it can drive employees to meet their goals. Thus, managers may have long-term organisational success by adopting these findings and creating a workplace that emphasises productivity and human experience.

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