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.
|Number of pages||14|
|Journal||Journal of Social Behavior and Personality|
|State||Published - 1996|