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Work, psychological well-being and performance.

K Daniels1, C Harris

  • 1Sheffield University Management School, UK. k.daniels@sheffield.ac.uk

Occupational Medicine (Oxford, England)
|September 7, 2000
PubMed
Summary
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Psychological well-being shows some links to job performance, but work stressors have weaker connections. More research is needed to understand these relationships better for improved organizational outcomes.

Area of Science:

  • Organizational Psychology
  • Occupational Health Psychology

Background:

  • Work performance is influenced by employee psychological well-being and workplace stressors.
  • Existing research presents mixed findings on the direct impact of these factors on individual job performance.

Purpose of the Study:

  • To review the evidence linking psychological well-being and work stressors to various aspects of work performance.
  • To identify gaps in current research and suggest future directions for understanding these relationships.

Main Methods:

  • Systematic review of existing empirical studies on psychological well-being, work stressors, and job performance.
  • Analysis of research at both individual and organizational levels.

Main Results:

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  • Psychological well-being demonstrates a relationship with subsequent in-role performance.
  • Evidence for a causal influence of work stressors on job performance is less robust.
  • Relationships exist between stressors, well-being, and organizational citizenship behaviors, though often weak at the individual level.
  • Recent studies suggest stronger links between aggregate organizational well-being and overall organizational performance.

    • Conclusions:

    • Current models inadequately capture the nuances of well-being and work performance interactions.
    • Future research requires more specific models and sensitive methodologies to detect subtle variations and establish clearer causal pathways.