The Impact of Work Stress and the Work Environment in the Organization: How Job Satisfaction Affects Employee Performance?

Research 
to date regarding job satisfaction such as comfort, love of work and working 
conditions are still a priority used in improving performance results. This is 
associated with too much workload. Unable to complete work due to stress 
factors, and less supportive work environment conditions. Managers just give 
up, but believe they can overcome, and finish. Several other organizations also 
faced the same thing. Therefore, the purpose of this study is to prove that job 
satisfaction can change the impact of work stress and work environment 
conditions on the performance of government employees in the Field of 
Appointment and Retired Employees in the Office BKN Region II Surabaya. This 
study uses an explanatory method by distributing questionnaires to 43 
government employees in the Field of Appointment and Retired Employees in the 
Office BKN Region II Surabaya, and path analysis as the analysis technique. The 
results of the research findings show that work stress and work environment are 
able to increase employees’ performance positively and give job satisfaction as an important role that 
employees can accept in achieving their performance. On the other hand, work 
stress and work environment conditions can indirectly improve performance by 
providing job satisfaction. This is because the manager’s closeness with employees, always interacting, 
there is a concern, and the relationship between members in the work 
environment can bring comfort, thereby reducing stress. Conversely, employees 
feel like the job itself after obtaining satisfaction, and the results of their 
performance can be better.


Introduction
Employees have an important role as pengerak in the organization, in the end being able to produce the work performance achieved. Performance is a target or task given to an individual to complete it in the use of limited resources including time constraints (Altangerel et al., 2015). Work performance is behavior that is relevant to organizational goals, in individual control and is measurable, observable, developed, and others (Viswesvaran and Ones, 2000). This helps to identify and solve problems faced by employees in their work (Mackey and Johnson, 2000). Although employee performance has a contribution to the organization, it also has benefits for organizational goals. Problems that have become a phenomenon in organizations, especially service organizations in the government personnel environment, show that their performance is not in accordance with organizational expectations, the results have not reached the maximum.
The failure to improve employee performance in the organization is often constrained by employee satisfaction factors, the element of dissatisfaction with the work itself, due to work stress problems and an unsupportive work atmosphere or environment. This is because the work done is not in accordance with the wishes of the employee so that the work done cannot provide satisfaction with the work being done. Job satisfaction is the general attitude of an individual towards his work, a man with the level of job satisfaction high showed a positive attitude towards the job, a man less satisfied with the job done, this indicates a negative attitude toward the job (Robbins and Coulter, 2012).
Assessment of how the role of employees' job satisfaction can meet organizational goals. So far, employee satisfaction is still being discussed in organizations as an act of liking and disliking while on the job. Job satisfaction as an individual thing, each individual has a different level of job satisfaction according to the wishes and value systems they adhere to (Handoko, 2011), and the extent to which employees' job satisfaction fulfills their desires (Jayaweera, 2015). The higher the individual employee likes their job, the higher the level of satisfaction (Kurniawaty et al., 2019). Employee satisfaction whose assessment is higher with the activities carried out, is felt according to the wishes of individual employees, the higher the satisfaction achieved with their work activities (Rivai Zainal et al., 2018), while Safrizal (2013) states that job satisfaction has a direct influence on performance profession. This study calls job satisfaction having a positive influence in improving employee performance (Agustiningsih et al., 2016;Safaria, 2016). This shows that high-low job satisfaction has an influence on employee performance, and a positive relationship with employee job satisfaction is followed by increased performance results achieved (Saranya, 2014;Inuwa & Muhammad, 2016;Shaju and Subhashinim, 2017). Employees who have high satisfaction have better performance in carrying out their duties than those who are dissatisfied with their work (Rachman, 2017).
Employee satisfaction does not only depend on the work itself but the work-Journal of Human Resource and Sustainability Studies load of employees that is not in accordance with the existing reality, so it has an impact on stress. According to Kreitner and Kinicki (2012) that behavioral, physical, and psychological responses can result in stressors or stressors. Because job stress has a significant influence in providing employee satisfaction with their work (Setyono et al., 2007), it is different from Kurniawaty et al. (2019); Jehangir et al. (2011), Mansoor et al. (2011), and Suhanto (2009 state that employee work stress has decreased when carrying out work activities even though the results are forced to obtain significant satisfaction, while the study of Venkataraman and Ganapathi (2013) also states that they are identical, but in stressful conditions, the physical environment has a significant positive impact because they are able to do activities in generating satisfaction with their work. This is synonymous with the study of Ur-Rehman et al. (2012); Essiam et al. (2015); and Riaz et al. (2016) are able to provide job satisfaction for the organization, while Khuong and Yen (2016) state that employee performance results decrease due to high work activity load, and this shows that work stress has a direct effect on employees which has an impact on decreasing work results, and the expected job satisfaction has not been able to improve job performance (Safrizal, 2013).
Stress problems are still felt when employees are getting bored. This is a challenge for organizational leaders. The more problems faced in the organization, the higher the risk of the workload faced by employees, such as work environment conditions, higher competitive characteristics, unable to utilize time optimally, uncontrollable factors, insufficient space to work, demands excessive demand from stakeholders, and others (Hall and Savery, 1986;Nasurdin et al., 2004). This is confirmed that employee dissatisfaction has already been experienced, because of the conditions with the work environment where the comfort as a workplace is not yet fulfilled. Therefore the work environment plays a major role in employee job satisfaction because it has a significant influence (Agbozo et al., 2017;Abualrub et al., 2016), and a healthy work environment is characterized by physical and psychological conditions, procedures, structures, relationships, and policies, which positively affects employee satisfaction, motivation, and performance in the workplace (Singh et al., 2011). A work environment that has all physical aspects of work, work physicology, and work regulations can affect job satisfaction and results (Schultz and Schultz, 2010), and the positive effect can increase employee satisfaction in carrying out work activities (Alif, 2015;Raziq and Maulabakhsha, 2015). While this paper confirms that there is an important influence on performance, because the performance results on the features of the physical environment can be shown from the accumulating evidence that the physical environment in which a person works can affect performance and job satisfaction (Brill et al., 1985;Clements-Croome, 2000;Davis, 1984;Dolden and Ward, 1986;Newsham et al., 2004;Vischer, 2007). Therefore, problems that exist in organizations, especially services for personnel, can be identified by raising several research questions including: 1) How does job stress affect job satisfaction? Journal of Human Resource and Sustainability Studies 2) How does the work environment affect job satisfaction?
3) How does job satisfaction have an effect on employees performance? 4) How does job stress affect employees performance? 5) How does the work environment affect employees performance? 6) How does job stress affect employees performance through job satisfaction? 7) How does the work environment affect employees performance through job satisfaction?

Work Stress
Stress, as a response brought about by various external events, can take the form of positive experiences or negative experiences (Selye, 1976;Jagaratnam and Buchanan, 2004), and job stress is a model of emotional conditions and psychological reactions that occur in response to conditions inside and outside organization (Greenberg and Baron, 2010). Stress occurs due to individual interactions with other individuals. The occurrence of stress has a negative impact on the individual employee and the organization in general. The stress problems faced by employees are the nature of the job itself, which demanded employees to face the various types of behavior and individual characteristics of people (Azmi et al., 2016). According to Bashir and Ramay (2010), that stress is the force, pressure, or tension experienced by a person who is against the forces and tries to maintain their original state, while Robbins and Coulter (2012) say there is a close relationship between stress and performance. At certain stages, stress can increase employee performance, conversely the higher the stress level will have an impact on employee performance decline. Therefore, the stress problems faced by employees in an organization can be studied with several indicators including task demands, role demands, and personal demands (Robbins, 2008).

Work Environment
The work environment has been known as everything that is around workers, and affects employees in carrying out their duties (Nitisemito, 2015). Because the work environment has a significant influence on employee performance (Muchtar, 2016;Nadeem and Ahmad, 2017), and this emphasizes management to consider the conditions of the employee's work environment in order to be able to produce positive performance effects. The higher the conditions for a comfortable work environment in providing employee satisfaction, the higher the results of achieving performance (Widyaningrum and Rachman, 2019). Because the work environment is influenced by several factors that cause the decline in work activities in achieving performance, including noise, office furniture, ventilation and light factors, and should get more attention (Al-Omari and Okasheh, 2017), while the condition of decreasing employee work results in some organizational work environments are less supported by salary and benefits facilities, work relationships (Thyssen, 2010). According to Nitisemito (2015) Journal of Human Resource and Sustainability Studies that work environment factors are used as identification to improve work results, including a pleasant work atmosphere, an authoritarian level of employee superiors at work, having talent for opportunities to advance, calm atmosphere, sharing information in groups, and the atmosphere of the room or place where they work.

Job Satisfaction
Job satisfaction done by someone "likes or dislikes" the work being carried out can have a positive or negative impact, such as the type of work, work atmosphere, and interpersonal relationships (Gibson et al., 2011). According to Halkos and Bousinakis (2017), employee satisfaction can be greater, if you have a healthy workplace and employee welfare, while dissatisfaction brings very negative results for the company, while Robbins and Judge (2018) suggest that job satisfaction is also a positive feeling about work resulting from a broad characteristic evaluation. Another study by Adigun et al. (2017) revealed that job satisfaction has a significant effect both on employee performance. Conclusively, this job has tested the level of employee performance in relation to their level of satisfaction at the job. Likewise Abdulkhaliq and Mohammadali (2019) et al. (2015) revealed that the relationship is positive and significant between job satisfaction and employee performance, and in fact, it can contribute in terms of performance so as to experience an increase in employee job satisfaction. This is indicated by the positive relationship between job satisfaction for the salary payment system, the type of work itself, promotion opportunities, organizational conditions, leadership style and physical conditions with employee performance.
As the view of Robbins (2008) uses five measurement indicators, among others; satisfaction with superiors; satisfaction with colleagues; job satisfaction; satisfaction with promotional opportunities; and satisfaction with income.

Performance
Performance is the strength of organizational performance management. Rachman et al. (2020) that performance management is the overall activity carried out to improve the performance of an organization or company, including the performance of each individual employee and work group in their work. This helps to identify and solve problems faced by employees in their work (Mackey and Johnson, 2000). According to Mathis and Jackson (2011), stating what employees do or don't do, and Dessler (2013), assumes performance management as a unique, goal-oriented and sustainable way of assessing and managing employee performance. Therefore, Robbins and Coulter (2012) assess the performance of organizational employees through quality, quantity, timeliness, effectiveness and independence for work. Although employee performance is a contribution to the organization, it also has many benefits. Because employees carry out duties and responsibilities that contribute to the achievement of their work Journal of Human Resource and Sustainability Studies (Robbins and Judge, 2018). This is done so that the desire of the organizational leadership can control the work results of employees. How high can produce quality work for the resulting performance. Because the achievement of high employee performance results is able to produce maximum work (Rachman, 2017), while Mangkunegara (2017) states performance is a work of quality, and quantity achieved by individual persons regarding the responsibilities and work tasks assigned by the organization.
This study was conducted to examine the effect of work environment and job stress on job satisfaction which has an impact on the performance of the employees of the Appointment and Retired Regional Offices of the Office BKN Region II Surabaya, so that the researchers provide an overview of the conceptual design of the research as shown in Figure 1 below.

Research Methods
The research design is used to detail important procedures in obtaining information about the sample needed in the preparation and the problems that must be solved in the research (Rachman, 2018). This research using an explanatory method because it aims to explain the causes of the relationship between variables by testing hypotheses (Rachman, 2018). A sample of 43 government employees in the Field of Appointment and Retired Employees in the Office BKN Region II Surabaya. In addition to testing the instrument, it also analyzes the data using a path analysis model to prove the phenomenon of the influence of independent variables on the dependent variable directly or indirectly (Rachman, 2019).

Results and Discussion
Data analysis on the measurement of each variable indicator item can be fulfilled if it has a Corrected Item-Total Correlation > 0.30, the validity can be accepted or rejected, as shown in Table 1 Table 2 below.
Based on Table 2, the indicated standardized coefficients beta on the variables of job stress of employees of the government of 0.538, and its effect is also shown on the value of t = 5.889 with a significant level of 0.000 < 0.05. The results of this analysis state that job stress has a positive and significant direct effect on job satisfaction. The positive effect of work stress faced by government employees in carrying out their work activities has brought significant job satisfaction even though the workload faced is quite high but is able to complete it well.
This cannot be separated from the continuous support and supervision of   Okasheh (2017), because the work environment that is considered to be able to produce comfort and calm without any disturbance is not positively accepted so that the performance results have not been able to show satisfactory results.
From Table 2 (2017), that the job satisfaction that is the expectation of employees has been fulfilled, the work is carried out according to their abilities and expertise to produce positive results for their work, so that the performance achieved by employees is in line with the quality and ability to complete their work effectively, high level, independence of work, and the timeliness of carrying out the tasks assigned by the organization.
From Table 2 (2013), that work stress that is a burden from tasks carried out to meet organizational goals is able to produce performance because organizational leaders always provide appropriate satisfaction and in accordance with what employees expect so as to avoid feeling anxious, disappointed, feeling, mental or bored with the work that is a burden. On the other hand, the results of this study do not support the research of Jehangir et al. (2011), Hanim (2016, and Ajayi (2018), because the work stress that becomes the workload of employees is not in line with organizational goals, so that job satisfaction is not optimal has not been able to significantly improve employee job performance.
From  (2017), that a comfortable work environment and calm at work can change employee behavior, be more enthusiastic, focus on work, and without being bored with the work itself, although it is considered burdensome, so that the job satisfaction obtained at the job is able to increase the results of its performance.

Conclusion
The importance of the discussion of job stress, work environment, job satisfaction and employee performance of the government in this research need to have a special attention for the organization. Practically, in the environment of the Appointment and Retirement of government employees, in the Office BKN Region II Surabaya has shown a high contribution to changes and improvements in the work performance it has achieved. This contribution has a relationship between variables and the workload of employees, so that it can produce positive Journal of Human Resource and Sustainability Studies performance because the services provided for the appointment and retirement of government employees can be handled appropriately and smoothly. This is due to the closeness of the leadership to its members, what is done as a responsibility of monitoring, directing and supporting the ideas of its members. The closer the leadership interacts with its members, the better the employee's (members') attention and relationship with everyone in the organization, so that the work stress load experienced does not increase significantly. On the other hand, employees feel more comfortable with their working conditions, cooperation with peers, and with the work itself so that the resulting job satisfaction is better, and is able to improve the results of their performance. Likewise with the work environment which is the main need for employees in carrying out work activities so far, there are no obstacles found, employees feel comfortable, calm and disturbances around the workplace seem to enjoy. The conditions are more comfortable, the availability of work-related facilities is sufficient to satisfy employees' feelings of self, and the perceived job satisfaction increases enthusiasm and excitement at work. The better the needs provided by the organization in giving satisfaction to employees, the better the employees will get comfort, calmness and freedom from all disturbances that hinder the implementation of their work. Therefore, the positive influence of work stress and work environment that can affect employee performance in integrity with various things that is produced cannot be separated from employee job satisfaction in carrying out their duties.

Recommendations
The results and discussion of the research, it is hoped that the leadership of the organization will understand what employees face with the work that has been done. Employees should avoid the occurrence of work stress and turn into comfort. It needs attention and support who can always interact and provide things that can satisfy employees' work in improving the performance of the work done. In addition, the organization also needs to provide support for work conditions that are calmer, more comfortable without the hassle of causing employees to worry and provide facilities for working conditions that are more comfortable so that employees pay more attention to job satisfaction. By itself, employees are able to produce better performance.

Research Limitations
This research was conducted to understand and reveal the results of the work performance of government employees in the Office BKN Region II Surabaya.
The sample used in this study is limited to the Field of Appointment and Retirement of Employees in the Office BKN Region II Surabaya from 4 (four) fields, because in the field under study has an important role in providing services to employees who have met the requirements as new employees or pre-service until retirement. Therefore, the researcher chose this field because it has duties and Journal of Human Resource and Sustainability Studies responsibilities in providing services to all employees so that it can be completed with high work results, and on time. As for further research, researchers should be able to design different models with different analyzes, if the same object can be developed again according to the needs of the organization.

Conflicts of Interest
The author declares no conflicts of interest regarding the publication of this paper.