Journal of Business Issues

ISSN: 2985-4911
E-ISSN: 2985-4695
VOLUME 2, NO 1, 2023
PP: 69-77

THE EFFECT OF WORKLOAD AND WORK STRESS ON

BANK EMPLOYEES PERFORMANCE IN NORTH KOLAKA REGENCY

Sasmita
Master of Management, Faculty of Economics and Business, Hsanuddin University
;sasmita42672@gmail.com

Abstract
Humans as the driving force of the company is the main factor as the existence of the company
depends on the people involved behind it. The company's achievements cannot be separated
from the good performance of each of its employees. Employees who have good performance
will encourage the company to achieve its goals well too. Conversely, employees with poor
performance will affect the stability of the company. Some of the factors that can affect
performance include the level of workload given by the company to its employees and the job
satisfaction felt by employees towards their work. This study aims to analyze the effect of
workload and job satisfaction on employee satisfaction. The research method uses a cross-
sectional study design. The research began in April-May 2023 at a bank in North Kolaka
Regency. The number of samples used was 82 respondents obtained from the Slovin formula
and selected using accidental sampling technique. Data collection was measured using a
questionnaire with a Likert scale which was filled in directly by the respondents. Data were
analyzed using the Chi-Square test and Multiple Logistic Regression test. The test results show
that there is an influence of workload and job satisfaction on bank employee satisfaction in
North Kolaka Regency. The company should pay attention to the suitability of the
responsibilities given to employees and always meet the needs of employees so that they can
produce good performance and in accordance with company goals. The number of samples
used was 82 respondents obtained from the Slovin formula and selected using accidental
sampling technique. Data collection was measured using a questionnaire with a Likert scale
which was filled in directly by the respondents. Data were analyzed using the Chi-Square test
and Multiple Logistic Regression test. The test results show that there is an influence of
workload and job satisfaction on bank employee satisfaction in North Kolaka Regency. The
company should pay attention to the suitability of the responsibilities given to employees and
always meet the needs of employees so that they can produce good performance and in
accordance with company goals. The number of samples used was 82 respondents obtained
from the Slovin formula and selected using accidental sampling technique. Data collection was
measured using a questionnaire with a Likert scale which was filled in directly by the
respondents. Data were analyzed using the Chi-Square test and Multiple Logistic Regression
test. The test results show that there is an influence of workload and job satisfaction on bank
employee satisfaction in North Kolaka Regency. The company should pay attention to the
suitability of the responsibilities given to employees and always meet the needs of employees
so that they can produce good performance and in accordance with company goals.
Keywords:
workload; job satisfaction; performance; employee

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A. INTRODUCTION

In today's highly competitive era, every company management must be able to

develop the company by holding various ways that are structured in programs to
improve employee performance. Many factors are involved in improving company
performance. One essential factor that must be considered by the company in
achieving its goals is the factor of Human Resources (HR). Humans as the driving force
of the company is the main factor because the existence of the company depends on
the people involved behind it. Management of human resources is crucial in achieving
goals. (Nasta, 2020).
The success of the company is inseparable from the good performance of every
employee. Performance is the result or degree of success of a person as a whole in
performing a task within a given period of time, compared to various options such as
job standards, specifications, or mutually agreed predetermined standards (Rivai and
Basri, 2005). . A person's performance is affected by their physical condition. A healthy
person has a strong immune system, which eventually translates into a passion for
productivity and vice versa. Performance is feedback on things like ability, fatigue,
deficiencies, and potential, which in turn helps to set Goals, Paths,
Results for individual employees varied markedly. High-performing employees
encourage companies to better achieve their goals. On the contrary, underperforming
employees can affect the stability of the company. If the problem is not properly
resolved, it will hinder the achievement of the company's goals. Factors that affect
performance include the workload imposed on employees by the company and the
employee's job satisfaction.
Workload is the amount of activities a person or group of people have to do
under normal circumstances in a given period of time. Workload is the process of
analyzing the time it takes a person or group of people to complete the tasks of a job
or group of positions (work unit) under normal conditions (Haryono, 2004).
Permendagri No. 12 of 2008 states that workload is the amount of work that a
position/organizational unit has to undertake and is the product of workload and time
criteria. When a worker's skill falls below the job's requirements, it creates a sense of
boredom at work, which reduces employee productivity.
Competitors of other banks are increasingly becoming competitors, triggering
an increasing workload for the bank's employees. Increased competition will make
employees work harder to achieve their goals, and it turns out that employees already
have their own stress and stress beforehand. This results in an increased workload for
the employee for the job role assigned by the company. Work overload that does not
match the skills of the workforce as well as physical fatigue resulting in reduced
quality of work, reduced concentration, self-control and accuracy of work, resulting in
substandard work (Irawati and Carollina, 2017).
Job satisfaction is an emotional state in which employees perceive their jobs as
comfortable or uncomfortable. Job satisfaction has a significant impact on
performance. When someone has high job satisfaction, it has a huge impact on their
performance, and vice versa. Employee dissatisfaction occurs when employees feel
that what they are doing does not compare to what they are getting from the company.
Dissatisfaction can also arise when employees are not valued in the company they
work for. This dissatisfaction is reflected in negative employee attitudes towards the

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company, such as high absenteeism and high turnover rates, leading to delays in the
company's vision and mission.
David Mack's theory. Clelland noted in Mangkunegara (2015) that one of the
characteristics of people with high achievement motivation is that they feel some
satisfaction when the work is very easy. This means that people with high job
satisfaction also perform better when it comes to getting work done. Therefore, if a
company manages to increase the job satisfaction of its employees, the company will
reap many benefits such as getting jobs done faster, reducing losses, reducing costs,
etc. Conversely, employees with low job satisfaction are difficult to achieve good
results, and are easily forced to give up when problems arise (Daud, 2010).
Based on Octavianti and Hamni's (2022) study on employees of PT Inkabiz Indonesia,
showing that job satisfaction and workload have a positive and significant
simultaneous impact on employee performance, the hypothesis test score is
determined by the value F-count > F-table or ( 117,574 > 3.13). In addition, further
research was conducted on the performance of PT employees. Airmas Perkasa found
that job satisfaction has a positive and significant impact on employee performance,
but workload has a negative and significant impact on employee performance (Sagita
& Assa, 2019). Based on the above description, the authors were interested in
investigating the impact of patient trust and hospital facilities on inpatient satisfaction
at Hasanuddin University Hospital.

Conceptual Models
Performance is said to be very influential in the company because it serves to
identify whether workers are doing a good job or vice versa. Performance is a process
with a focus on achieving goals that ensures organizational procedures are designed
to maximize individual, team and organizational output. Then performance can be
identified as the effectiveness of employee activities that contribute to the realization
of the company's goals. (Suryani & Foeh, 2019). To improve employee performance,
good management is required to inline with the company's plans, one of which can be
done to manage employee performance, namely workload and job satisfaction must
be managed and paid attention to (Kartikasari and Irbayuni, 2022).
.
Burden
Work
Performance

Satisfaction
Work

Picture1:Conceptual framework

B. RESEARCH METHOD

Location and Research Design

This study used an observational method with a cross-sectional design. This
research was conducted in April-May 2023 at a bank in North Kolaka Regency. .

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Population or Samples
The population in this study were bank employees, totaling 452 people. A total
of 82 employees were sampled in this study obtained from the Slovin formula and
selected using the accidental sampling technique.
Data Collection Method
Data collection was carried out by direct research in the field. Data were
obtained through 3 questionnaires, namely questionnaires about workload, job
satisfaction, and performance which were filled directly by the respondents.

Data Analysis Method

Data processing and analysis was carried out using SPSS with bivariate analysis using
the Chi-Square test to see the relationship between the independent and dependent
variables with α = 0.05, as well as multivariate analysis using the Multiple Logistic
Regression test to see the independent variables that have the most influence on the
dependent variable. The research results will be presented in the form of tables and
narratives.
C. RESULTS

Tabel-1:Distribution of employees based on age, education level, and years of service

Characteristics of Respondents
Characteristics of Respondents
Respondents (n) (%)
Age
Young (<35 Years) 49 59,8
Old (≥35 Years) 33 40,2
Level of education
SENIOR HIGH SCHOOL 8 9,8
D3/S1 61 74,4
S2 13 15,8
Years of service
Old (> 5 years) 56 68.3
New (≤5 years) 26 31,7
Total 82 100%
Source:Primary Data, 2023

Table 1 shows the characteristics of respondents by age group, mostly

dominated by the young age group of 49 respondents (59.8%). Based on the level of
education, it showed that there were more patients with D3/S1 education level,
namely 61 respondents (74.4%). Then seen from the length of service, it shows that
employees are most dominated by employees who have worked for more than 5 years,
namely as many as 56 respondents (68.3%).

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 Table-2.The Relationship between Workload and Job Satisfaction with
Performance of Bank Employees in North Kolaka Regency
Employee performance
Total P-
Variable Good Not good
values
n % n % n %
Workload
Tall 16 26,3 45 73,7 61 74,4 0.004
Low 13 61.9 8 38,1 21 25,6
Job satisfaction
Satisfied 31 77.5 9 22.5 40 48,9 0.027
Not satisfied 29 69,1 13 30,9 42 51,1

Based on table 2, the results of the bivariate analysis show that of the 61
respondents who have a high workload, the majority of respondents produce poor
performance, namely 45 employees or 73.7%. In addition, of the 42 employees who
were dissatisfied with their jobs, the majority of respondents produced poor
performance, namely 13 employees or 30.9%. Then the results of the chi-Square test
obtained that the workload variable is significantly related to employee performance
with p-value = 0.004 <0.05, so it can be concluded that there is an influence between
workload and the performance of bank employees in North Kolaka Regency. Whereas
for the variable job satisfaction with employee performance, the results of the chi-
Square test with p-value = 0.027 <0.

Table-3. Results of Multivariate Analysis of the Most Influential

Variables
Performance of Bank Employees in North Kolaka Regency
std. (95% CI)
Variable Coef Wald p-values OR
Error Lower Upper
Workload 1,472 0,562 6,678 0.011 5,724 1,715 6,727
Job
1,273 0,678 4,725 0.033 3,138 1,273 5,832
satisfaction
Table 3 shows that the factor that most influences the performance of bank
employees in North Kolaka Regency is the workload variable with p=0.011 and OR =
5.724. These results indicate that workload has a greater effect of 5.724 on the
performance of bank employees in North Kolaka Regency.

D. DISCUSSION
The research was conducted at a bank in North Kolaka Regency. A total of 82
respondents were used as samples in this study. This research was carried out in April-
May 2023. Based on the results obtained, the characteristics of the respondents were
based on age, level of education, and years of service. Employees in the younger age
group dominate this study, namely 49 respondents (59.8%). Then, on average, 61
respondents (74.4%) had a D3/S1 education level, and 56 respondents (68.3%) had
worked as bank employees for more than 5 years.

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a. The Effect of Workload on the Performance of Bank Employees in North Kolaka
Regency
Workload igreatly iinfluences iemployee iperformance, iand idetermines ithe
iperformance iand iwages iof ian iemployee ibased ion iwork itargets iachieved, iso
ithat iemployees ihave ia ipositive iassessment iof ithe inumber iof itasks idemand
ior iactivities ithat imust ibe icompleted iwithin ia icertain itime. iIf ithese
iemployees ihave ia ipositive iperception, ithey iwill iperceive ithe iworkload ias ia
ichallenge iat iwork iso ithat ithey iare imore iserious iat iwork iand iproduce
isomething iuseful ifor ithemselves iand ithe icompany iwhere ithey iwork.
iConversely, iif inegative iperceptions iarise, iworkload iis iconsidered ias iwork
ipressure itherefore iit ican iaffect iemployee iperformance, ihas ia inegative
iimpact ion ihimself iand ithe icompany iwhere ihe iworks i(Elfadilla, i2018)
The iresults iof ithis istudy iindicate ithat ithe iworkload ivariable ihas ia
isignificant ieffect ion iperformance ibased ion ithe ichi-Square itest iwith ip-value
i= i0.004 i<0.05 iwhich imeans ithe ihypothesis iis iaccepted. iThis imeans ithat
iworkload iaffects ithe iperformance iof ibank iemployees iin iNorth iKolaka
iRegency. iWorkload iis ialso iconsidered ito iimprove iemployee iperformance. iIf
ia iworker iis iable ito icomplete iand iadapt ito ia igiven inumber iof itasks, ithen
ithis idoes inot ibecome ia iworkload. iHowever, iif ithe iworkforce iis inot
isuccessful ithen ithese itasks iand iactivities ibecome ia iworkload i(Samana,
i2022).
The isame iresearch iwas iconducted iby iOmela i(2021), ishowing ithat
iworkload ihas ia ipositive iand isignificant ieffect ion ithe iperformance iof
iemployees iof iPT iBank iMandiri i(Persero), iTbk iMedan iImam iBonjol iArea.
iAnother istudy iconducted ion iKawan iMalang iPeople's iCredit iBank i(BPR)
iemployees, iobtained ian iR-square ivalue iindicating ithat ithe iworkload ivariable
iaffects iemployee iperformance i(Aisah, i2022). iIn iaddition, iresearch ion iBank
iNagari iSyariah iPadang iBranch iemployees ishows ithat ibased ion ithe
ihypothesis itest iit ishows ithat ithe iworkload ivariable ihas ia ipositive iand
isignificant ieffect ion iemployee iperformance i(Yulianti, iet ial., i2022).
Inappropriate iworkload, iwill icause icustomer icomplaints iabout ithe
iservices iprovided. iCustomer icomplaints iarise ibecause ithe iservice ireceived
idoes inot imeet iexpectations. iLike ihaving ito iwait ia ilong itime iand
iunsatisfactory iservice iresults. iToo imuch iworkload ican ialso iresult iin
iemployees ibeing itoo itired iwhich ican icause iillness. iThis ihas ia ibad ieffect ion
ithe ismooth irunning iof ithe icompany's iwork ibecause ithe iabsentee ilevel iis
itoo ihigh, iso iit ican iaffect ithe icompany's ioverall iperformance i(Irawati iand
iCarollina, i2017).

b. The Effect of Job Satisfaction on Bank Employee Performance in North Kolaka

Regency
Job isatisfaction ireflects ia iperson's ifeelings itowards ihis iwork iwhich ican
ibe iseen ifrom ithe iattitude iof iemployees itowards iwork iand ieverything iin ithe
iwork ienvironment. iIn iaddition, ijob isatisfaction ialso ihas ia ipivotal imeaning
ifor iself-actualization iof iemployees. iEmployees iwho ireceive igood ijob
isatisfaction iusually ihave igood irecords iof iattendance, iwork iturnover iand
iwork iperformance icompared ito iemployees iwho idon't iget ijob isatisfaction.

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Journal of business Issues
 iJob isatisfaction ihas ia ivery iimportant imeaning ito iprovide ia iconducive
isituation iin ithe icompany ienvironment. i(Suardi, i2019).
The iresults iof ithis istudy iindicate ithat ithe ivariable ijob isatisfaction ihas
ia isignificant iinfluence ion iperformance ibased ion ithe ichi-square itest iwith ip-
value i= i0.027 i<0.05 iwhich imeans ithe ihypothesis iis iaccepted. iThis imeans
ithat ijob isatisfaction iaffects ithe iperformance iof ibank iemployees iin iNorth
iKolaka iRegency. iJob isatisfaction ireflects ia iperson's ifeelings itowards ihis
iwork. iThis ican ibe iseen iin ithe ipositive iattitude iof iemployees itowards iwork
iand ieverything ithat iis ifaced iin iterms iof ijob isatisfaction, iemployees iwho ido
inot ireceive ijob isatisfaction iwill inever iachieve ipsychological isatisfaction iand
ieventually iwill iarise ithe inegative iattitudes ior ibehavior ithen icause
ifrustration, iconversely iemployees iwho isatisfied iwill ibe iable ito iwork iwell,
ienthusiastically, iactively, iand ibe iable ito iobtain ihigh iachievement icompared
ito ithe iemployee iwho idoes inot ireceive ijob isatisfaction i(Octavianti iand
iHammi, i2022)
The isame iresearch iwas iconducted iby iMaulidiyah i(2020), ishowing ithat
ijob isatisfaction ihas ia ipositive iand isignificant ieffect ion iperformance iof
i34.4% ifor iBank iIndonesia irepresentative iemployees iin iJember. iAnother
istudy iconducted ion iJKN ipatients iat iPadjonga iDaeng iNgalle iHospital, iTakalar
iRegency, ifound ithat ijob isatisfaction ihas ia ipositive iand isignificant ieffect ion
iemployee iperformance iat iPT. iBPR iSedana iMurni iis i0.438 ior i43.8% i(Wirya,
iet ial., i2020). iIn iaddition, iresearch ion iemployees iof iPT. iBank iSyariah
iMandiri, iPalembang iSimpang iPatal iBranch, ishows ithat ithe ijob isatisfaction
ivariable isimultaneously ihas ia isignificant ieffect ion iperformance i(Marisa,
i2020).
Job isatisfaction ineeds ito ibe iconsidered iby icompany imanagers, iif
iemployees ifeel isatisfied iin icarrying iout itheir iwork ithen iit ican iencourage ito
imaximize ithe iemployee's iperformance. iEmployees iwho iare isatisfied iwith ithe
iwork ithey iare idoing ihave ia igreater ipossibility iof italking ipositively iabout
ithe icompany, ihelping iothers iand imaximizing itheir ijob iperformance
i(Robbins, i2006). iJob isatisfaction ibasically idepends ion iwhat ia iperson iwants
ifrom ihis ijob iand iwhat ithey iget. iThe imost idissatisfied ipeople iare ithose iwho
iwant ithe imost, ibut iget ilittle, iwhile ithe imost isatisfied iare ithe ipeople iwho
iwant ia ilot iand iget iit. iThis imeans ithat icompanies imust ipay iattention ito ithe
ilevel iof iemployee ineeds.

E. CONCLUSION
Based on the results of the study it can be concluded that workload and job
satisfaction have a significant influence on the performance of bank employees in
North Kolaka Regency. In addition, workload is the variable that most influences the
performance of bank employees in North Kolaka Regency. We recommend that the
company should pay attention to the appropriateness of the responsibilities given to
employees and always meet the needs of employees so that they can produce good
performance and in accordance with company goals.

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