I have reviewed the accounting literature on the work stress--job performance and the authors of published articles did not write clearly on what theory they based their works. Hence I should like to know what theories do you know on this linkage. COR, E-P fit, transactional and cybernetic theories do not explicitly link work stress to job performance, for instance.
I do not know any such a theories but maybe the Job Demands-Resources (JD-R) model might helps? It is quite heuristic and flexible (see Taris, Schaufeli 2016)
If we understand job demands as a potential stressors:
"Job demands refer to those aspects of a job that require sustained physical and/or psychological effort and are therefore associated with certain physiological and/or psycho- logical costs"
Then
Based on JD-R we possibly might predict that work stres will act as a moderator in the relationship between job resources and performance.
Please find attached publication on JD-R model.
http://www.wilmarschaufeli.nl/new-publication-job-demands-resources-model/
Article An Evidence-Based Model of Work Engagement
Hi,
you can find the "Expectation Theory" also refer to Organizational Behavior by Stephen Robbins
Regards,
Amir
Dear Adrien, a long answer :
In the 1972 paper, Alchian&Demsetz write about ‘team spirit’ « If one could enhance a common interest in non-shirking in the guise of a team loyalty or team spirit, the team would be more efficient. » ‘Loyalty’ and ‘monitoring’ is logically the same in the model « Corporations and business firms try to instill a spirit of loyalty. This should not be viewed simply as a device to increase profits by overworking or misleading the employees, nor as an adolescent urge for belonging. It promotes a closer approximation to the employees potentially available true rates of substitution between production and leisure and enables each team member to achieve a more preferred situation. » If you consider ‘team spirit’ or ‘stress’, it is the same devices to get informations from every members by each other about their preference to ‘work’ (the ‘input’). But not about their ‘performance’ (the output) : « What is meant by performance ? Input energy, initiative, work attitude, perspiration, rate of exhaustion ? Or output ? It is the latter that is sought — the effect or output. But performance is nicely ambiguous because it suggests both input and output. It is nicely ambiguous because as we shall see, sometimes by inspecting a team member's input activity we can better judge his output effect, perhaps not with complete accuracy but better than by watching the output of the team. » (781-782, note 7). The ‘input’ (work) is a ‘proxy’ of the ‘output’ (performance), and ‘stress’ may be a way to push worker to reveal their preferences (shirk vs work).
In the 1983 paper, Cheung writes (at pp. 9-10) : ‘Had there been no costs of measuring and pricing performance there would be no firm, and the value of the social outputs would be maximal. But these costs do exist, and product market transactions decline as they are being partly superseded by factor-market contracts. The agency costs of a monitor, a director, or a manger — which are also transaction costs — rise as the costs of discovering prices fall. » The ‘firm’ is a proxy, as the market have costs ; but the device to reduce the costs of exchanges (the firm) is also a social (transaction) cost, viewed from a higher level. Here, stress exists because the employee do not have price-informations from the market, what they do is not priced, so they try to ‘fit’ or they may as well ‘shirk’ as — logically — stress can also be ‘a device to increase profits by overworking or misleading the employees’ (cf. A&D). For Cheung ’pricing by measurement of a proxy incurs extra costs of management and increased chance of decision errors and these costs rise as the price signals transmitted contain less information, thus requiring greater control of use rights delegated by input owners.’ (p. 19) As an entrepreneur, if you make decision errors, it’s better if the employee bear the cost ; stress may exist simply because the firm can’t do better than the market : markets do not fail, but markets have costs. The employee and the entrepreneur ‘share’ and accept the fact that ‘measuring and pricing performance’ have a cost, but they 'share and accept' to a certain limit. Stress is a ‘cost’ that also may rise as more people leave the product market for the factor market ; the price signals have less qualities, are a decreasing ‘common property resource’ (less a ‘prezzo commune', as it is written by Verri quoted by Marx).
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