Abstract
We investigated the effects of manipulated stress and implicit stress theory (IST) on performance appraisal. We conducted a 2 (stressed/ nonstressed participants) ×2 (high-and low-stress job of protagonists) experimental design on a sample of 81 middle-level managers. Managers in the high-stress jobs were rated as more committed and more burned out than managers in the low-stress jobs, as hypothesized. Interactive patterns demonstrated that stressed respondents evaluated the effectiveness of managers in the high-stress jobs as lower than that of the managers in the low-stress jobs. Nonstressed respondents evaluated the effectiveness of managers in the high-stress jobs as higher than that of managers in the low-stress jobs. Negative affectivity had no impact on reported stress and performance appraisal.
| Original language | English |
|---|---|
| Pages (from-to) | 753-766 |
| Number of pages | 14 |
| Journal | Journal of Social Behavior and Personality |
| Volume | 11 |
| Issue number | 4 |
| State | Published - 1996 |