Job Stress Performance controversy: An Empirical Assessment

Concordia University Canada
Organizational Behavior and Human Performance 03/1984; 33(1):1-21. DOI: 10.1016/0030-5073(84)90009-6
Source: PubMed


This study examined the relationship between job stress and employees' performance and withdrawal behavior among nurses (N = 440) in two hospitals in a metropolitan Canadian city on the east coast. Job stressors assessed included role ambiguity, role overload, role conflict, and resource inadequacy. Employees' performance was operationalized in terms of job performance, motivation, and patient care skill. Withdrawal behaviors assessed were absenteeism, tardiness, and anticipated turnover. Multiple regressions, curvilinear correlation coefficients, and canonical correlations were computed to test the nature of the relationship between stressors and the criterion variables of the study. In general, data were more supportive of the negative linear relationship between stress and performance than for positive linear or curvilinear relationship. However, the stressor role ambiguity did exhibit a monotonic nonlinear relationship with a number of criterion variables. Employees' professional and organizational commitment were proposed to moderate the stress-performance relationship. However, the data only partially supported the role of the moderators.

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    • "Hence, this paper intends to study the latter based on a variation of the YDL. The YDL is generally interpreted as predicting a negative quadratic relationship between arousal and performance (the ‗inverted-U' hypothesis), and that the optimal level of arousal for a more difficult task will be lower than for an easier task (Jamal, 1984; Jex, 1998). Although YDL originally demonstrated these relationships empirically in the context of a learning experiment, the use of a nonlinear arousal construct as an explanatory variable for human performance is a theoretically attractive notion for examining relationships. "
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    ABSTRACT: So much research has been conducted to test the relationship between stress and job satisfaction and job performance. The role of age and gender as potential moderators remains unclear. This study examines the moderating effects between stress and the effects on job satisfaction and performance relationship. A series of quantitative scales such as the Minnesota Satisfaction Questionnaire, Dyadic Adjustment Scale, and Yerkes-Dodson Law is implemented in the study to quantify the stressors, satisfaction, and performance. Thus, the developed hypotheses testing the relationship of the moderating effects whereby referring to the inverted U relationship of arousal stages.
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    • "Studies also suggest that effective time management reduces job stress, which can be an important impediment to job performance (e.g. Jamal, 1984). An important source of job stress in the workplace is the perception for an individual that what he or she needs to accomplish outpaces the time available (Schuler, 1979). "

    Journal of Educational Administration 09/2015; 53(6):773-793. DOI:10.1108/JEA-09-2014-0117
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    • "To be effective in their role-enhancing performance outcomes, HRD professionals must recognize the strong and well-understood connection between stress and performance ; in fact, HRD must actively manage stress in the organization. Consistently, researchers have found that negative stress leads to undesirable performance outcomes , including absenteeism (Manning & Osland, 1989), turnover (Jamal, 1984; Jung & Yoon, 2014; Mosadeghrad, Ferlie, & Rosenberg, 2011), and poor in-role behavior (Yavas, Babakus, & Karatepe, 2013). Recent meta-analytic results confirm the negative relationship between negative stress and both performance (Ford, Cerasoli, Higgins, & Decesare, 2011) and citizenship behaviors (Eatough, Chang, Miloslavic, & Johnson, 2011). "
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    ABSTRACT: Building on existing conceptualizations of stress, we present a model that provides an alternate explanation of the efficacy of human resource development (HRD) interventions. Unlike most stress research that emphasizes the negative side of stress, we view eustress—good stress—as a positive individual and organizational outcome. The HRD eustress model extends theory from the positive psychology and positive organizational behavior literature and positions a role for HRD in creating positive stress as a means to improve performance. We describe how HRD professionals can help challenge employees as a means of attaining individual goals and personal development.
    Human Resource Development Review 09/2015; 14(3):279-298. DOI:10.1177/1534484315598086
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