Work condition and effect on their performance. The research

Work overload

Work overload or also can be imposed as overburden,
is the situation in which someone has too much work to do.  Syed Saad
Hussain Shah, 2011 state that every employee faces work overload, stress at
work and personal life which eventually disturb their performance and job
satisfaction. Workload also can lead to employee stress.

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Occupational stress

According to Paktinat &
Rafeei, occupational stress is a major hazard for employees in the
workplace because it can disrupt their working life condition and effect on
their performance. The research found factors like work overload, lack of job security,
work relations with other employees is the example of occupational stress and
it has a significant impact toward job satisfaction.  

Employee Job Performance

Employee Job Performance is a defined whether an
employee perform their duties and responsibilities well or not. Also, it’s
related to the level of satisfaction of the workers regarding the job that they
perform. Job performance is the work related activities expected of an employee
and how well those activities were executed. 
Performance is the key to an organization’s success.

Poor working condition

Poor working condition is a situation that will
make the level of your performance low. It also will damage employee health and
safety risk.  Moreover, working condition refers to the working environment
and all current environments affecting to the employee in the workplace, for
example job time, work schedule, the rest of time and the level of noise. 

Role ambiguity

Role ambiguity is a situation when the employee is
unclear about his role in the job at the workplace.  Lee, 2010 has stated that the lack of
explanation or information regarding responsibilities, expectations and
expected behaviors for a position or concerning its scope, because it’s can
create role ambiguity.

Inadequate monetary reward

            According to Saqib
(2015) the balance between financial and non-financial rewards play a role in
increasing the level of job satisfaction, motivation and organizational
commitment is a proposition which is generally accepted without argument. When
we consider the Maslow’s2 motivation hierarchy, it is obvious that employers
would benefit by devising some type of non-monetary reward in cases where the
monetary compensation is already sufficient.