Impact of Stress on Employees Performance at Banking Sector of Azad Jammu and Kashmir, Muzaffarabad, Pakistan

Academy of Education and Social Sciences Review Vol. 5 No. 4 | November, 2025 | 537 - 547 ISSN (p): 2790-8348 | ISSN (e): 2789-6781 DOI: https://doi.org/10.5281/zenodo.17768571 Impact of Stress on Employees Performance at Banking Sector of Azad Jammu and Kashmir, Muzaffarabad, Pakistan Syeda Qudsia Naqvi1 Department of Psychology University of Azad Jammu and Kashmir, Muzaffarabad, Pakistan Jaweria Musawar2 Department of Psychology Pearl Valley Post Graduate College Bagh Azad Jammu and Kashmir, Muzaffarabad, Pakistan Syeda Farah Naqvi3 Department of Physical Therapy and Rehabilitation Sciences University of Azad Jammu and Kashmir, Muzaffarabad, Pakistan How to Cite: Naqvi, S. Q., Musawar, J., & Naqvi, S. F. (2025). Impact of Stress on Employees Performance at Banking Sector of Azad Jammu and Kashmir, Muzaffarabad, Pakistan. Academy of Education and Social Sciences Review, 5(4), 537–547. https://doi.org/10.5281/zenodo.17768571 Publisher’s Note: International Research and Publishing Academy (iRAPA) stands neutral with regard to jurisdictional claims in the published maps and institutional affiliations. Copyright: ©2025 | Academy of Education and Social Sciences Review published by International Research and Publishing Academy (iRAPA) This is an Open Access article published under the Creative Commons Attribution 4.0 International (CC BY 4.0) (https://creativecommons.org/licenses/by/4.0) Creative Commons Attribution (CC BY): lets others distribute and copy the article, to create extracts, abstracts, and other revised versions, adaptations or derivative works of or from an article (such as a translation), to include in a collective work (such as an anthology), to text or data mine the article, even for commercial purposes, as long as they credit the author(s), do not represent the author as endorsing their adaptation of the article, and do not modify the article in such a way as to damage the author's honour or reputation. 06-46-AESSR-6310-1128 Published online: 30 November 2025 View related articles Submit your article to this journal Naqvi, Musawar & Naqvi Vol. 5 No. 4 (November, 2025) 538 INTRODUCTION Stress is a reality in the contemporary workplace, especially in a busy, competitive environment such as the banking sector (Nabi et al., 2022). With organizations aiming at higher productivity, better quality of service and greater competitiveness, employees are often required to work under strict deadlines, high accuracy and unpredictable work pressures. The cumulative pressure of these demands has been known to cause occupational stress, which has now been identified as a significant hazard to employee wellbeing and general organizational performance (Akhtar et al., 2018). Occupational stress may be defined as the adverse physical and emotional reaction that occurs when job demands exceed an individual’s coping capacity (Khalique et al., 2018). It can be caused by a range of factors, including work overload, time pressure, job insecurity, low autonomy, ineffective relationships with supervisors, and role conflict. Such stressors may cause emotional exhaustion, decreased concentration, job dissatisfaction and other psychosomatic symptoms when they are long-standing. Employee performance, on the other hand, is defined as the extent to which employees perform job-related duties, meet organizational goals, and contribute to work outcomes (Aman-Ullah & Mehmood, 2023; Khalid et al., 2020). It covers aspects like efficiency in tasks, productivity, quality of service and organizational citizenship behaviours. The relationship between occupational stress and employee performance is a widely researched area and typically indicates a negative relationship. As demonstrated in numerous empirical studies, high levels of stress may negatively affect decision-making, shorten attention span, undermine creativity, and disrupt interpersonal functioning, all of which eventually result in poor job performance (Ahsan et al., 2009). Although stress can, in some cases, be a motivator, when it is constant and unmanaged, it can lead to burnout, absenteeism, low morale, and high turnover intentions (Imtiaz & Ahmad, 2009). Therefore, stress management is not only a health issue for employees but also a key to maintaining high performance and organizational development. Occupational stress is intensified in Azad Jammu and Kashmir (AJK) due to socio-economic and institutional limitations specific to the region (Khalique et al., 2018). The banking sector in AJK has witnessed stable growth. It is an important pillar of the region’s economic development. However, its employees frequently face significant challenges, including low staffing levels, technological backwardness, a lack of training platforms, and inflexible managerial systems. Political instability and resource scarcity are other factors that increase the stress levels of banking professionals (Ouedraogo et al., 2022). Moreover, mental health awareness and workplace wellness programs are not yet fully developed in this area. Thus, employees cannot find the support systems they need to cope effectively. Abstract This study aimed to investigate the relationship between perceived stress and employee performance, along with the moderating role of gender among bank employees (from private and public sector banks) in Azad Jammu and Kashmir (AJK). Standardised scales were used to assess perceived stress, its subcomponents (perceived helplessness and lack of self-efficacy), and employee performance. Descriptive statistics, Pearson correlation, independent-samples t-tests, and moderation analysis were conducted to analyse the data. The results revealed a significant negative correlation between perceived stress and employee performance, confirming that higher stress levels are associated with decreased work performance. Significant gender differences were found, with female employees reporting higher perceived stress than male employees. Moreover, gender moderated the relationship between perceived stress and employee performance, indicating that the negative impact of stress was more substantial for females. These findings emphasise the importance of implementing gender-sensitive stress management strategies in the banking sector. The study contributes to the literature by exploring gender as a moderating factor. It suggests that future research examine other potential moderating variables, such as work-life balance or organisational support. Overall, the research highlights the need for targeted interventions to enhance employee well-being and optimise performance under stressful work conditions. Keywords Banking sector Employee performance Moderation analysis Perceived stress Workplace stress 539 Impact of Stress on Employees Performance at Banking Sector of AJK Vol. 5 No. 4 (November, 2025) Although banks are significant to AJK’s economic growth, there is still no empirical research on the impact of occupational stress on employee performance in this region. The study of the dynamics of stress in the banking sector of AJK is essential not only to safeguard employees’ psychological well-being but also to ensure sustained service delivery, customer satisfaction, and the organization’s sustainability. Thus, the given study aims to fill this research gap by investigating how occupational stress influences the work of bank employees in AJK. LITERATURE REVIEW Employee Performance and Stress Employee performance is generally understood as the efficiency and effectiveness with which individuals perform job-related tasks and support organizational targets (Akhtar et al., 2018). It includes the dimensions of task performance, timeliness, quality, and teamwork behaviour. Employee performance is negatively correlated with high stress levels, which, in most cases, lead to a lack of focus, poor decisionmaking, low productivity, absenteeism, and high error rates (Ahsan et al., 2009). A study by Imtiaz and Ahmad (2009) found that stress significantly affects an employee’s ability to perform his duties on time and accurately, particularly in a high-workload, low-managerial-support work setting. Likewise, Khalid et al. (2020) found that job stress significantly reduced performance measures among bank workers in Pakistan, leading to lower job satisfaction and organisational commitment. Banking Sector and Stress: A High-Pressure Environment Banking is known to be one of the most stressful occupations because of a performance-based culture, regulatory requirements, and the responsibility of managing sensitive financial transactions. According to research by Ouedraogo et al. (2022), banking professionals reported experiencing significant pressure due to unrealistic targets, the lack of work-life balance, and technological transformations. The same research found that stress contributed to burnout, poor service quality, and employee turnover. In addition, organizational behaviours such as unclear job descriptions, inadequate support systems, and poor communication contribute to stress in the banking industry. Jam et al. (2011) state that such circumstances create a toxic environment that undermines innovation, teamwork, and overall employee morale. Stress not only affects individuals but also interferes with teamwork and the organization. Demographic and Regional Considerations Several studies have also examined the demographic variation in stress levels, including age, gender and job experience. For example, younger workers and less experienced workers are more prone to stress because their coping strategies are not well developed (Shahu & Gole, 2008). Moreover, differences in stress perception and management styles by gender have been reported across different work environments (Khalid et al., 2020). Although the available literature on the topic primarily focuses on urban or industrial areas, occupational stress in underdeveloped or remote regions such as Azad Jammu and Kashmir (AJK) remains under-researched (Shakil & Butt, 2023). In these areas, the lack of resources within institutions, restricted access to professional development, and socio-political unrest can increase workplace stress. However, there is little empirical data on the effects of stress on employee performance in the banking industry of AJK. Theoretical Framework This study is informed by the Transactional Model of Stress and Coping by Folkman and Lazarus (1986), which provides a psychological perspective on how people view and manage work-related stress. This theory views stress as a process or an interaction between the individual and the environment, rather than a direct stimulus or an automatic response. The model states that when people are faced with potentially stressful events, they experience two kinds of cognitive appraisals: primary appraisal, in which they determine whether the event is harmful, threatening, or challenging, and secondary appraisal, in which they determine the resources they must deal with the perceived demands. Stress arises when people Naqvi, Musawar & Naqvi Vol. 5 No. 4 (November, 2025) 540 feel they lack sufficient resources to meet the demands the environment places on them (Aman-Ullah & Mehmood, 2023). This model is especially applicable to the interpretation of stress within the organizational environment, particularly in sectors such as banking, where there is always pressure to meet set performance goals while juggling multiple tasks, time constraints, and customer demands. Employees in such stressful jobs often experience periods when the pressure exceeds their capacity, leading to high levels of stress that may adversely affect their performance. Poor performance can manifest as low productivity, high absenteeism, low motivation, and increased decision-making errors. The transactional model also explains why some employees remain high-performing under pressure: those who perceive the same stressors as controllable or who have more coping resources (social support, skills, or institutional support) are better positioned to handle the challenges of work life. The implementation of this model in the framework of Azad Jammu and Kashmir (AJK) is especially significant because banking professionals in this area tend to work in environments with fewer resources, a slower technological base, and fewer opportunities to develop professionally. Such limitations can reduce their capacity to meet job requirements, leading to increased stress and poor job performance. In addition, cultural stigma on stress and mental health can also lead to employees not seeking help, thereby worsening the issue. In this context, the present study aims to investigate how employees in the banking sector of AJK perceive and respond to work-related stressors, how these stressors affect their job performance, and which organizational or personal resources can buffer their effects. This study will adopt a methodological approach to the complex interaction between work stress and employee performance in a regional, occupation-specific context, grounded in Lazarus and Folkman’s theory. Rationale The current research is of great importance both in theory and in practice. Occupational stress has been identified as one of the most significant factors in determining employees’ health and productivity. However, its effects are often undermined by organizational policies, particularly in developing countries. This study contributes to the fields of organizational psychology, human resource management, and occupational health by addressing the impact of stress on employee performance in the banking industry of Azad Jammu and Kashmir (AJK). It not only identifies the main stressors affecting workers in this industry but also provides a better understanding of how these stressors worsen job performance, motivation, and efficiency. For banking institutions, the study is beneficial, as it provides information that can be applied to enhance employee well-being and productivity and reduce turnover. The findings have the potential to guide managers and HR professionals in creating targeted interventions, such as stress management training, mental health support systems, workload modification, and organizational transformation, to establish a healthier work environment, as they highlight the relationship between stress and performance. In turn, these improvements can enhance customer service quality, minimize operational errors, and improve long-term sustainability in banking operations. This is a particularly significant study in the case of AJK. The area faces unique socio-economic and infrastructural pressures that may increase work-related stress but are seldom studied in popular research. Research on AJK’s banking employees highlights an underrepresented population and provides specific recommendations to policy-makers, banking managers, and government officials. It fosters a culture of mental health at the workplace and advocates culturally sensitive, evidence-based approaches to improving employee resilience and performance. Therefore, the research not only helps employees and banking institutions in AJK but also serves as an example for other under-researched areas in Pakistan and other countries. Research Objectives • To identify the primary sources of occupational stress among bank employees in AJK. 541 Impact of Stress on Employees Performance at Banking Sector of AJK Vol. 5 No. 4 (November, 2025) • To evaluate the relationship between occupational stress and employee performance. • To examine how demographic variables such as age, gender, experience, and job role influence this relationship. • To suggest practical interventions and organizational strategies for stress management in the banking sector of AJK. Hypotheses H1: There is a significant relationship between stress and employee performance in the banking sector of AJK. H2: Male and female employees differ significantly in their levels of workplace stress. H3: Gender will moderate the relationship between perceived stress and employee performance METHODOLOGY The study used a cross-sectional research design to investigate the relationship between stress and employee performance among bank employees in Azad Jammu and Kashmir (AJK). The design is suitable for studying the correlation between variables at one point in time. Participants were recruited through convenience sampling. A sample of 100 employees (N = 100) was selected from different banks in Azad Jammu and Kashmir. The sample consisted of 50 men and 50 women aged 20 to 40 years. Inclusion Criteria • age range between 20 and 40 years • Female and male workers Exclusion Criteria • People with physical or mental disability Operational Definitions of Variables Stress As defined by Cohen et al. (1983), stress is the extent to which individuals feel that the demands in their lives are overbearing. It consists of physical, psychological, and emotional reactions to work demands beyond an employee’s coping resources. Employee Performance According to Wiedower (2002), employee performance entails observable behaviours and actions related to fulfilling assigned work responsibilities and roles within an organisation. It encompasses workplace efficiency, communication, goal alignment, and task accomplishment. Instruments In this study, two standardized instruments were employed: Demographics Information Sheet Background information, including name, age, gender, marital status, socio-economic status, whether the subject had a physical or mental health condition, and whether the subject was exposed to a traumatic event in the past 6 months, was collected on a self-developed demographic sheet. PSS-10 Perceived Stress Scale The Perceived Stress Scale was developed by Cohen et al. (1983). The Perceived Stress Scale (PSS) is Naqvi, Musawar & Naqvi Vol. 5 No. 4 (November, 2025) 542 the predominant psychological instrument for assessing stress perception (Cohen et al, 1983). It assesses the extent to which a circumstance in an individual’s life is seen as stressful. These programs aim to understand how respondents perceive their lives as unexpected, unmanageable, and overwhelming. The scale includes direct enquiries about the current level of stress experienced. PSS is intended for community samples with a minimum of junior high school education (Cohen et al, 1983). These issues are comprehensible, and the alternative answers are readily understandable. Furthermore, these enquiries are broadly applicable, lacking material tailored to any sub-population. Respondents were asked about the frequency of their feelings in each instance. The measure comprises 10 items using a 5-point Likert scale, with 0 = never and 4 = frequently. Perceived helplessness (items 1, 2, 3, 6, 9, and 10) - an assessment of an individual’s perceived lack of control over their circumstances or emotional responses. Lack of selfefficacy (items 4, 5, 7, and 8). Employee Performance Scale: Leadership Communication of Corporate Vision This is a 17-item scale adapted by Wiedower (2002) to measure employees’ effectiveness in performing their roles and their alignment with organizational objectives. The 5-point Likert scale is used to rate items with Never (1) and Very Often (5). The scale’s reliability coefficient is reported as 0.739, and its validity coefficients range from 0.501 to 0.713. Procedure Participants were invited from different public and private banks in AJK through convenience sampling, after obtaining formal permission from the relevant banking authorities. Participants were informed about the study’s purpose and signed an informed consent form. The self-administered questionnaires were used to collect the data and comprised the Perceived Stress Scale (PSS-10) and the Employee Performance Scale - Leadership Communication of Corporate Vision (Wiedower, 2002). Participants were guaranteed confidentiality and anonymity. The questionnaires took about 10-15 minutes to complete during the break time, so as not to affect the work. The data were entered into SPSS, cleaned, coded, and analysed. Ethical Consideration Data collection was done after obtaining ethical approval. Participants were informed of the study’s purpose, that their participation was voluntary, and that they could opt out at any time without repercussions. All the participants signed informed consent. Responses were maintained in strict anonymity and confidentiality, and the collected data were used only for the research. The participants were not subjected to any physical, emotional, or psychological harm during the process. Statistical analysis Data analysis was conducted using the Statistical Package for the Social Sciences (SPSS) version 26. Descriptive statistics (mean, standard deviation, and frequencies) were used to summarise demographic data and core study variables. The relationship between perceived stress and employee performance was analysed using Pearson’s Product-Moment Correlation. A linear regression analysis was also conducted to identify the predictive effect of stress on employee performance. All the statistical tests were done at the p < .05 level. RESULTS & FINDINGS Table 1 Demographic Characteristics of the Study Participants Categories f % Gender Male 48 48% Female 52 52% Age 20 – 29 50 50% 30 – 39 50 50% 543 Impact of Stress on Employees Performance at Banking Sector of AJK Vol. 5 No. 4 (November, 2025) A series of statistical tests was conducted to investigate gender differences, the correlation between key psychological variables, and the moderating effect of gender on the relationship between stress and employee performance at the Bank of AJK. Table 1 provides descriptive analysis indicating that the sample comprised 48 per cent male and 52 per cent female participants, and that there was equal representation between the 20-29 and 30-39 age groups. Table 2 Psychometric Properties of the Study Variables Variables k a M SD Perceived stress 10 .81 2.94 0.19 Perceived helplessness 6 .72 3.12 0.22 Lack of self-efficacy 4 .75 2.67 0.19 Employee performance 17 .91 3.09 0.15 k = Number of items, a = Cronbach’s Alpha, M = Mean, SD = Standard Deviation The values of internal consistency reliability (Cronbach’s alpha) were acceptable to high across all scales, ranging from 0.72 to 0.91 (Table 2). Means for perceived stress, perceived helplessness, lack of self-efficacy, and employee performance were 2.94 (SD = 0.19), 3.12 (SD = 0.22), 2.67 (SD = 0.19), and 3.09 (SD = 0.15), respectively. Table 3 Pearson Moment Correlation Among the Study Variables Variables PS PH LSS EP PS - PH .86** - LSS .59** .32** - EP -.45** -.48** -.40** - PS = Perceived stress, PH = Perceived helplessness, LSS = Lack of self-efficacy, EP = Employee performance Correlation analysis (Table 3) indicated that there was significant positive correlation between perceived stress and perceived helplessness (r = .86, p < .01) and lack of self-efficacy (r = .59, p < .01). The three psychological variables, however, were negatively correlated with employee performance, with r = -.45, p <.01 and r = -.48, p <.01 when it comes to perceived stress and helplessness respectively, and r = -.40, p <.01, when it comes to lack of self-efficacy. Table 4 Independent Sample t-test of Gender Differences in the Study Variables Variables Male (N = 48) Female (N = 52) t p Cohen’s d M SD M SD PS 2.88 .18 3.01 0.21 3.26 .001*** .64 PH 2.76 0.20 2.91 0.22 2.85 .005*** .56 LSS 2.71 0.16 2.89 0.17 3.76 <.001*** .74 EP 3.11 0.15 3.06 0.13 2.04 .04* .41 Independent sample t-tests (Table 4) showed that the female employees had a significantly higher stress (M = 3.01, SD = 0.21) compared to the male employees (M = 2.88, SD = 0.18), t(98) = 3.26, p = .001, with a medium effect size (d = 0.64). The same significant differences were found in perceived helplessness, lack of self-efficacy, and employee performance, with females scoring higher on stress-related variables and performing slightly lower than males. It is worth noting that the effect sizes ranged from small to large (Cohen’s d = 0.41-0.74), indicating significant gender differences in workplace experiences. Naqvi, Musawar & Naqvi Vol. 5 No. 4 (November, 2025) 544 Table 5 Moderation Analysis of Gender in the Relationship between Perceived Stress and Employee Performance Variables B SE βt p Constant 3.02 .15 19.87 .000 Perceived stress -.28 .08 -.45 -3.68 .000*** Gender (mod) -.14 .09 -.18 -1.57 .120 Interaction effect -.21 .09 -.21 -2.24 .027* Lastly, a moderation analysis (Table 5) was conducted to investigate the moderating effect of gender in the relationship between perceived stress and employee performance. The primary effect of perceived stress was significant (beta = -.45, p < .001), indicating that higher stress was associated with lower employee performance. Although gender was not a significant predictor (beta = -.18, p = .120), the interaction between stress and gender was significant (beta = -.21, p = .027), implying that the adverse effect of stress on performance was more noticeable among female employees. This affirms gender as a major moderator in the stress-performance relationship. Discussion The findings of the present study support Hypothesis 1, establishing a significant correlation between perceived stress and employee performance among banking-sector employees in AJK. The correlation analysis showed a statistically significant negative relationship between the two variables (r = -.45, p < .01), indicating that higher stress levels are associated with lower employee performance. The multiple regression analysis also lends credence to this finding, revealing that perceived stress significantly predicted employee performance (0.45, p < .001) and explained a significant proportion of the variance in employee performance outcomes. Thus, hypothesis 1 can be accepted, as the data support the view that there is a strong inverse correlation between workplace stress and performance within the population. The negative correlation between stress and employee performance is well-documented in the literature. It has been discovered that stress, especially chronic, hampers cognitive abilities, decreases concentration, and demotivates a person, all of which have a direct effect on work efficiency (Leka et al., 2003). Goswami (2015) finds that occupational stress negatively correlates with employee performance in the banking industry due to the pressure-filled environment and customer-oriented job positions, leading to emotional exhaustion and performance loss. On the same note, Sharma and Devi (2011) observed that stress levels among bank employees were a significant predictor of low job involvement and organizational productivity. These results align with the current study and support the idea that stress management is a key to maintaining employee performance in high-demand professional environments such as banking. The results of the current research confirm Hypothesis 2, indicating a statistically significant difference in workplace stress levels between genders. Based on the results of the independent-samples t-test shown in Table 4, female employees reported higher stress (M = 3.01, SD = 0.21) than male employees (M = 2.88, SD = 0.18), with a t-value of 3.26 and p = .001. The effect size (Cohen’s d = 0.64) indicates a moderate to significant difference. These findings indicate that gender is a decisive factor that determines the experience of stress at the workplace, whereby the female employees in the banking sector of AJK experience higher levels of perceived stress. Occupational and organizational psychology has documented gender differences in stress at the workplace. Studies indicate that women are more likely to experience occupational stress because of the two-sided roles (professional and domestic), low chances of career advancement, and discrimination at work (Gyllensten & Palmer, 2005). Sharma and Devi (2011) state that in the South Asian context, female employees are under more stress at the workplace because of cultural expectations, a lack of support, and job-role conflicts. In addition, Misra and McKean (2000) discovered that women are more 545 Impact of Stress on Employees Performance at Banking Sector of AJK Vol. 5 No. 4 (November, 2025) likely to evaluate stressors negatively and experience more stress than men in the same position. These results are consistent with the present study’s findings and confirm the need for gender-sensitive stress management interventions in high-stress industries such as banking. The findings affirm Hypothesis 3 as gender plays an important moderating role in the association between perceived stress and employee performance in the banking sector of AJK. The interaction between perceived stress and gender was significant (B = -0.21, 0 = -0.21, p = .027), as indicated in Table 5, suggesting that the relationship between stress and performance varies across gender. Although perceived stress was negatively related to employee performance (B = -0.28, 0 = -0.45, p < .001), the moderation analysis indicated that the negative relationship between stress and performance was stronger among female employees than among male employees. This implies that gender is a moderating or intensifying element in the effect of stress on workplace functioning. The findings of the existing literature support the role of gender as a moderator of stress-performance dynamics. Karatepe (2013) asserts that gender-based stress appraisal and coping strategies may affect the translation of stress into job outcomes. Women, especially those in male-dominated occupations such as banking, have a greater emotional workload, work-life conflict and organizational impediments, which can compound the adverse consequences of stress on performance (Kinman & Jones, 2008). According to Nelson and Burke (2000), the psychological resources of employees are affected by the organizational structures and gender roles, and this results in varied outcomes when under stress. Therefore, the study’s moderating effect of gender is consistent with the existing literature, which highlights the subtle interplay among stress, gender, and performance in high-stress situations. CONCLUSION The research paper has explored the relationship between perceived stress and employee performance in the banking industry of Azad Jammu and Kashmir, with reference to gender differences and moderating effects. The results showed that greater stress severity, especially perceived helplessness and incompetence, is closely linked to poor employee performance. Furthermore, gender turned out to be an important moderator, and female employees were more negatively affected by stress on their performance. These findings emphasize the importance of gender-sensitive stress management programs and organizational policies that value employees’ well-being to maintain productivity. Limitations and future suggestions Although the study is of great value, several limitations should be noted. The study was based on a relatively small, geographically restricted sample of the banking industry in AJK, which may limit the external validity of the findings. In addition, the cross-sectional design limits inference about causal relationships. There is also the possibility of response bias in self-reported measures. Future studies are recommended to increase sample sizes across different regions and sectors, use longitudinal or experimental designs to examine causality, and include additional moderating variables, such as organizational culture, emotional intelligence, or coping styles. In addition, qualitative approaches help deepen understanding of the gendered experience of workplace stress. Implications The study’s results have several practical and theoretical implications for organizational psychologists, HR professionals, and bank management in Azad Jammu and Kashmir (AJK) and elsewhere. To begin with, the strong negative correlation between employee performance and perceived stress is an eye-opener that underscores the urgent need for stress-reduction measures in the banking industry. Companies must focus on workplace wellness, such as mindfulness training, stress management courses, and flexible working, to reduce employees’ stress levels and improve productivity. Second, the significant gender differences and the moderating effect of gender imply that stress has different effects on male and female employees. A universal solution to employee well-being might not work. A more inclusive and supportive