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June 2018 Vol.6 No.6

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Hasan A
Sheikh MA

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Merit Research Journal of Education and Review (ISSN: 2350-2282) Vol. 6(6) pp. 092-100, June, 2018

Copyright © 2018 Merit Research Journals

Original Research Article

Exploring Effect of Challenge – Hindrance Stress Model on Employee Engagement


Ali Hasan1, Muhammad Ramzan Mehar2*, Sana Arshad3, NimraSohail2 and Muhammad Atif Sheikh3


1PhD Scholar, Lecturer University of Sialkot, Pakistan
2Lecturer University of Sialkot, Pakistan
3Assistant Professor University of Sialkot, Pakistan

*Corresponding Author’s E-mail: ramzan_mehar@hotmail.com

Accepted June 23, 2018




The purpose of this research study is to explore the effect of challenge hindrance stress model on employee engagement. This study also objects to identify the role of psychological capital in employee engagement and challenge hindrance relationship. The data was collected from a target sample of 11 individuals through interview. The survey showed a response rate of 90% which means responses of 10 interviews were usable for the purpose of data analysis. Individual have potential gains from these challenge stressors, they are confident, hopeful, positive and constant as regard to the stressful incident, that they will overcome it with success and will accomplish their objectives. To achieve desired outcome they exercise their extreme efforts with energy and dedication. Henceforth it is hypothesized that psychological capital can help employees to take challenge stressors as potential gains and perform their work with engagement. Though our study does not recognize any fresh stress management practices, but our study does explain the possible benefits of detecting stressors as hindrances or challenges, and then applying renowned remedies selectively. On one side, managers could try to eliminate or reduce hindrances, as these kinds of demands do not appear to have any positive influences. We pointed that this idea stands in contrast to the inferences of the inverted-U viewpoint, which advises to the managers that up to some extent, all forms of stressors at work are fine. On other side, instead of eliminating or reducing challenge stressors (since there is positive relations with performance and motivation), in fact managers might rise levels of challenge stressors as long as practices to reduce the related strains are being used by them.

Keywords: Hindrance Stress, Employee’s engagement, Challenge stress, Psychological capital, Organizational performance












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