Work, psychological well-being and performance.
Evidence is reviewed on work performance as a consequence of both psychological well-being and work stressors. There is evidence that some forms of psychological well-being are related to subsequent in-role performance, although the evidence for a causal influence of work stressors on job performance is much weaker. There is also evidence for relationships between some job stressors or well-being and organizational citizenship behaviours. In general, research conducted at the individual level, indicates only weak or provisional relationships. A small number of recent studies indicate stronger associations between average levels of well-being in an organization and organizational performance. It is concluded that more detailed and specific models of well-being and work performance need to be developed. These models need to be tested using methods that can more easily detect subtle variations in well-being and work performance.
Daniels
K
K
Sheffield University Management School, UK. k.daniels@sheffield.ac.uk
Harris
C
C
D000223:Adaptation, Psychological; D006304:Health Status; D006801:Humans; D007588:Job Satisfaction; D008603:Mental Health; D016272:Occupational Health; D013315:Stress, Psychological / Q000523:psychology