Relationship of Job Stress to Job Performance: A Study of Managers and                 Blue-Collar Workers

Jamal, Muhammad

doi:10.1177/001872678503800502

Cited by 136 publications

(96 citation statements)

References 41 publications

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“…The theoretical model that explains the expected negative relation between hindrance-based stressors and performance is the negative linear model, which postulates that stressors are detrimental to job performance (e.g., Allen, Hitt, & Greer, 1982;Jamal, 1984Jamal, , 1985Kahn & Byosiere, 1992). Several theoretical arguments are provided in the literature to support this type of stressor-performance linkage.…”

Section: The Relationship Between a Stressor And Job Performancementioning

confidence: 99%

A Meta-Analysis of Work Demand Stressors and Job Performance: Examining Main and Moderating Effects

Gilboa

Shirom

Fried

et al. 2013

From Stress to Wellbeing Volume 1

240

348

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We quantitatively integrated 169 samples (N = 35,265 employees) that have been used to investigate the relationships of the following 7 workrelated stressors with job performance: role ambiguity, role conflict, role overload, job insecurity, work-family conflict, environmental uncertainty, and situational constraints. Overall, we obtained a negative mean correlation between each job performance measure and each stressor included in our analyses. As hypothesized, role ambiguity and situational constraints were most strongly negatively related to performance, relative to the other work-related stressors. Analysis of moderators revealed that (a) the negative correlation of role overload and performance was higher among managers relative to nonmanagers; (b) publication year moderated the relation of role ambiguity and role overload with performance, although in opposite directions; (c) the correlations obtained for published versus unpublished studies were not significantly different; and (d) using the Rizzo et al. scale of role ambiguity and role conflict decreased the magnitude of the correlations of these stressors with performance, relative to other scales. Theoretical contributions, future research directions, and practical implications are discussed.Psychosocial stressors at work represent a ubiquitous and multifaceted phenomenon (Lazarus, 1993); several theoretical frameworks predict that they affect employee attitudes and behaviors (Jex & Crossley, 2005). Most past meta-analytical reviews of these relationships focused only on the linkages of role conflict and role ambiguity with job performance, none of

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Section: The Relationship Between a Stressor And Job Performancementioning

confidence: 99%

A Meta-Analysis of Work Demand Stressors and Job Performance: Examining Main and Moderating Effects

Gilboa

Shirom

Fried

et al. 2013

From Stress to Wellbeing Volume 1

240

348

View full text Add to dashboard Cite

show abstract

“…As stressors have an activating function, they can increase arousal to a level optimal for performance; but once arousal exceeds this optimal level, performance deteriorates, resulting in an inverted U-shaped curve. Empirical support for the inverted U-shaped relationship outside the laboratory is limited (e.g., Anderson, 1976;Srivastava & Krishna, 1991); often, there is more evidence for a linear negative relationship than for a curvilinear relationship between stressors and performance (Jamal, 1984(Jamal, , 1985. However, this is not surprising considering that the optimal level of arousal depends on the type of task and on the individual (McGrath, 1976(McGrath, , p. 1353.…”

Section: Stressors and Performancementioning

confidence: 99%

Rethinking the effects of stressors: A longitudinal study on personal initiative.

Fay¹,

Sonnentag²

2002

Journal of Occupational Health Psychology

170

147

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This study examined the relationship between stressors at work and personal initiative (PI), one proactive concept of extra-role performance. Using a control theory framework to describe the stress process, the authors hypothesized that stressors should be positively related to PI. This departs from findings of negative relationships between stressors and other types of performance.Furthermore, curvilinear relationships were tested. The analyses, based on 4 measurement waves of a longitudinal field study with 172 to 193 participants, showed that stressors were positively related to subsequent changes in PI; there was no support for a curvilinear relationship.There is a large amount of theorizing and empirical literature about organizational stress and its effects on health and well-being. Although of no less importance, the number of studies on the impact of organizational stress on performance is comparatively smaller. At least two recent trends should draw our attention to the stress-performance issue. First, in the face of an increasing pressure for high performance as a result of increasing worldwide globalization and competition, the stress-performance relationship is of practical importance. On the one hand, continuous high performance requirements could make individuals more susceptible to stress-related mental and physical health impairments; on the other hand, actually performing successfully might have a positive impact on health.

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“…Dunk (1993) andJamal (1985) report the relationship between managerial performance and JRT to be negative.…”

Section: Job-related Outcomesmentioning

confidence: 99%

The Effect of Organisational Culture Perceptions on the Relationship Between Budgetary Participation and Managerial Job-Related Outcomes

Subramaniam

Ashkanasy

2001

Australian Journal of Management

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Pre-printLater published as Organizational culture perceptions, budgetary participation and managerial job-related outcomes. Australian Journal of Management, 26,[35][36][37][38][39][40][41][42][43][44][45][46][47][48][49][50][51][52][53][54]. AbstractThis study examines the impact of managers' perceptions of their organisational culture (OC) on the relationship between budgetary participation and managerial job-related outcomes, operationalised as managerial performance and job-related tension (JRT). We hypothesised that the relationship between budgetary participation and job-related outcomes would depend on managers' perceptions of innovation and attention to detail.Data from 114 managers supported predictions that increasing budgetary participation would lower JRT for managers perceiving a high emphasis on innovation within their OC, regardless of their perceptions of an emphasis on attention to detail. When managers perceived low innovation, however, their perception of level of attention to detail had a significant effect on the relationship between budgetary participation and JRT. More specifically, increasing budgetary participation was found to decrease JRT for managers who perceived low innovation and low attention to detail. For managers who perceived low innovation and high attention to detail, however, this effect was attenuated. Finally, the positive relationship between budgetary participation and managerial performance was not found to be affected significantly by managers' OC perceptions. Key words:Budgetary participation, organisational culture, contingency model, jobrelated tension, managerial performance, interactions, regression analysis, innovation, attention to detail Acknowledgement: The authors acknowledge with thanks Ferdinand Gul, Lokman Mia, and Chris Guilding for their contributions and encouragement. We also thank the reviewers and participants at the 1997 ABO Research Conference, and two anonymous reviewers for their comments on an earlier draft of this paper. The support and willing participation of the respondents is also acknowledged with thanks. Pre-printLater published as Organizational culture perceptions, budgetary participation and managerial job-related outcomes.

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Relationship of Job Stress to Job Performance: A Study of Managers and Blue-Collar Workers

Cited by 136 publications

References 41 publications

A Meta-Analysis of Work Demand Stressors and Job Performance: Examining Main and Moderating Effects

A Meta-Analysis of Work Demand Stressors and Job Performance: Examining Main and Moderating Effects

Rethinking the effects of stressors: A longitudinal study on personal initiative.

The Effect of Organisational Culture Perceptions on the Relationship Between Budgetary Participation and Managerial Job-Related Outcomes

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