Background & Aims: In today's complex world—especially amid skilled labor shortages—maintaining employee health and optimal job performance are vital to organizational success.
Job performance is influenced by both intrinsic and extrinsic motivational factors as well as occupational stress. Although stress can reduce productivity and performance, effective stress management may improve both.
Organizational diagnosis can help managers propose strategies to enhance performance and mitigate stress by systematically analyzing organizational conditions and identifying their sources. This study aimed to examine the relationship between organizational diagnosis, job stress, and job performance in an automotive manufacturing company.
Materials and Methods: This descriptive-analytical, cross-sectional study was conducted with a sample of ۱۵۰ employees selected using simple random sampling. Data were collected using demographic, occupational stress, and organizational diagnosis questionnaires. Statistical analyses were performed using t tests, one-way analysis of variance, multiple regression, and Pearson's correlation in SPSS software (version ۲۶).
Results: All participants were male, the majority were married (۸۴%), held a high school diploma (۶۰.۷%), and had an average work experience of ۱۰.۱۸ ± ۴.۴۹ years. The mean job performance score was relatively high (۱۳۳.۷۷ ± ۳۱.۰۷), while the mean job stress score was moderate (۳.۰۵ ± ۲.۲۴). The results of the multiple regression analysis indicated that the independent variables had a statistically significant overall effect on job performance (P < ۰.۰۵). Organizational diagnosis, particularly the training subscale, had a considerable positive impact on job performance. Although job stress did not have a statistically significant correlation, it negatively affected performance (P > ۰.۰۵).
Conclusion: Both organizational diagnosis and stress management are critical for enhancing job performance. Improvements in training and organizational conditions can help reduce stress and boost productivity. The findings suggest that employee performance is shaped not only by organizational structure but also by psychological conditions and stress levels.
