Organizational Stress, Job Satisfaction and Job Performance: Where Do We Go From Here?

Sullivan, Sherny E.; Bhagat, Rabi S.

doi:10.1177/014920639201800207

Cited by 265 publications

(186 citation statements)

References 71 publications

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“…Concerning motivational mediators, as Jex (1998) suggests, a stressor may affect performance by affecting antecedents of job performance such as the employee's commitment, motivation to invest effort, and motivation to maintain personal discipline. Emotional responses of employees to stressors such as emotional strain and job dissatisfaction may also serve as mediators (Fisher, 1980;Sullivan & Bhagat, 1992), and so are behavioral responses, which may include absenteeism (Gupta & Beehr, 1979), and involvement in work-related accidents that cause injury (Jones, 1990). Identifying specific variables that mediate the relationship between stressors and job performance could greatly improve our understanding of how stressors influence job performance.…”

Section: Theoretical Contributions and Future Research Directionsmentioning

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and role overload with performance, although in opposite directions; (c) the correlations obtained for published versus unpublished studies were not significantly different; and (d) using the Rizzo et al.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: Theoretical Contributions and Future Research Directionsmentioning

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

“…However, stress is not necessarily a negative phenomenon. Literature establishes two major types of stress: eustress (good stress) and distress (bad stress) (Fevre et al, 2003;Sullivan and Bhagat, 1992). In terms of eustress perspective, job stress occurs when employees' knowledge, skills, abilities and attitudes can cope with or match to their work demands and pressures in organizations.…”

Section: Job Stressmentioning

confidence: 99%

Interpersonal trust, stress and satisfaction at work: an empirical study

2014

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STRUCTURED ABSTRACTPurpose. Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress as a mediator variable. Findings. Our findings show that interpersonal trust has a positive effect on job satisfaction, and that job stress partially mediates this relationship. Furthermore, interpersonal trust is negatively related to job stress, which in turn is negatively related to job satisfaction.Research limitations/implications. Despite the pertinence and size of the database used in the study, it is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. 2Practical implications. Cultivating a climate of trust may provide organizations with a strategy to improve levels of mental well-being and satisfaction among their employees.Originality/value. This research explains why interpersonal trust has a positive effect on job satisfaction. Our conceptualization of trust implies risk assumption and low risk perception; low perception of risk is presumed to reduce job stress, and in turn, increase job satisfaction. We also put forward reasons for why 'excessive' interpersonal trust has been related to negative effects on job satisfaction. 'Excessive' trust might infer high risk perception, which might increase job stress, and in turn decrease job satisfaction.

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“…As is typical in the phenomenon of emotional contagion (Pugh 2001), these emotional correlates of job satisfaction are typically not consciously controlled by the employee. As an example, the level of experienced job stress has been shown to be a negative correlate of job satisfaction (e. g., Sullivan and Bhagat 1992). Thus, a highly dissatisfied sales person will exhibit a significant level of emotional tension that will be felt by the customer (e.…”

Section: Basic Hypothesismentioning

confidence: 99%

The Link Between Salespeople’s Job Satisfaction and Customer Satisfaction in a Business-to-Business Context: A Dyadic Analysis

2004

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Although it has frequently been argued that the job satisfaction of a company’s employees is an important driver of customer satisfaction, systematic research exploring this link is scarce. The present study investigates this relationship for salespeople in a business-to-business context. The theoretical justification for a positive impact of salespeople’s job satisfaction on customer satisfaction is based on the concept of emotional contagion. The analysis is based on a dyadic data set that involves judgments provided by salespeople and their customers collected across multiple manufacturing and services industries. Results indicate the presence of a positive relationship between salespeople’s job satisfaction and customer satisfaction. Furthermore, the relationship between salespeople’s job satisfaction and customer satisfaction is found to be particularly strong in the case of high frequency of customer interaction, high intensity of customer integration into the value-creating process, and high product/service innovativeness.

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Organizational Stress, Job Satisfaction and Job Performance: Where Do We Go From Here?

Cited by 265 publications

References 71 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

Interpersonal trust, stress and satisfaction at work: an empirical study

The Link Between Salespeople’s Job Satisfaction and Customer Satisfaction in a Business-to-Business Context: A Dyadic Analysis

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