THE RELATIONSHIP BETWEEN OCCUPATIONAL STRESS MANAGEMENT AND EMPLOYEE PERFORMANCE IN URBAN AUTHORITIES IN UGANDA: A CASE OF KAMPALA CAPITAL CITY AUTHORITY

Abstract

The purpose of the study was to establish the relationship between occupational stress management and employee performance in urban authorities in Uganda with specific reference to Kampala Capital City Authority. The study was guided by three objectives namely: to establish the relationship between organization climate stressors and employee performance in KCCA; to investigate the relationship between role stressors and employee performance in KCCA and to establish the relationship between career development stressors and employee performance in KCCA. The study used a cross sectional survey design, used both qualitative and quantitative data collected from a total of 145 respondents. The study revealed a non-significant negative relationship between organizational climate stressors and employee performance. The study further revealed a significant positive relationship between role stressors and employee performance. In addition, a non-significant negative relationship was established between career development stressors and employee performance thus the presence of career development stressors in an organisation would result into poor employee performance. The study findings showed that occupational stress management is paramount for improved employee performance and in general terms, occupational stressors need to be managed to foster employee performance. From the study, it is concluded that organizational climate stressors reduce employee productivity which affects employee performance and the organization’s output as a whole while role stressors foster employee performance and career development stressors have an adverse effect to employee performance in an organization. Study recommendations included KCCA management putting occupational stress control mechanisms. Training plans need to be reviewed while supervisors should have good working relations with their subordinates. Finally, KCCA managers need to develop clear programs for fostering staff career development.