Pindek Shani
Department of Human Services, University of Haifa, Haifa, Israel.
Front Psychol. 2020 Jul 16;11:1617. doi: 10.3389/fpsyg.2020.01617. eCollection 2020.
Job performance and job stress are widely studied phenomena in occupational research. However, most literatures on the relationship between work stress and job performance conceptualize job stress as an antecedent of performance, in line with the stress-performance framework, and do not examine what happens to the well-being of the employees after the performance was appraised as poor. In the current theoretical paper, I argue that task underperformance is a source of stress (i.e., stressor) for the employee and, as such, can affect a wide range of employee outcomes. Task underperformance is conceptualized as comprised of two main types: acute/episodic underperformance, such as a mistake or an accident (e.g., medical error and service failure), and chronic task underperformance, such as not achieving the expected work products over time, with an interplay between these types. The source of the appraisal (objective, supervisor-rated, and self-rated underperformance) is also considered. Several disjoint literatures are then integrated in order to explain how underperformance is expected to result in subsequent decrements to employee well-being. At the chronic underperformance level, the following literatures are included: self-efficacy, negative effects of performance feedback, and stress experienced when the basic need for competency is frustrated or when underperformance presents a threat to the self-image. At the acute/episodic level, affective and cognitive outcomes are explored, and examples are drawn from several industries including service failures and medical errors. The interplay between the two types of underperformance, acute/episodic and chronic, is discussed, and then relevant moderators are offered. One notable moderator is the occupation-level consequences of error, which likely affects most if not all outcomes. Finally, the discussion includes potential theoretical and practical implications for this conceptualization, as well as some methodological considerations for future research in this area.
工作绩效和工作压力是职业研究中广泛探讨的现象。然而,大多数关于工作压力与工作绩效关系的文献都将工作压力概念化为绩效的前因,这与压力-绩效框架一致,并且没有考察在绩效被评估为不佳后员工的幸福感会发生什么变化。在当前的理论论文中,我认为任务表现不佳是员工压力的一个来源(即压力源),因此会影响员工的一系列结果。任务表现不佳被概念化为主要由两种类型组成:急性/偶发性表现不佳,例如一个错误或一次事故(如医疗差错和服务失误),以及慢性任务表现不佳,例如长期未达成预期的工作成果,且这两种类型之间存在相互作用。同时也考虑了评估的来源(客观的、上级评定的和自我评定的表现不佳)。然后整合了几类不相关的文献,以解释表现不佳如何导致员工幸福感随后下降。在慢性表现不佳层面,纳入了以下文献:自我效能感、绩效反馈的负面影响,以及当能力基本需求受挫或表现不佳对自我形象构成威胁时所经历的压力。在急性/偶发性层面,探讨了情感和认知结果,并从包括服务失误和医疗差错在内的多个行业中举例说明。讨论了急性/偶发性和慢性这两种表现不佳类型之间的相互作用,然后提出了相关的调节因素。一个值得注意的调节因素是错误的职业层面后果,它可能会影响大多数甚至所有结果。最后,讨论包括了这种概念化的潜在理论和实践意义,以及该领域未来研究的一些方法论考量。