The present study examined the notion that task performance serves as a source of physiological activation in the work setting. Specifically, it is proposed that individuals performing highly in terms of both quantity and quality of performance will demonstrate higher levels of physiological activation than lower performing participants. 120 undergraduate students in psychology performed a clerical editing task after which pulse rate was taken as a measure of physiological activation. The results support the effects of task performance on activation.
Get full access to this article
View all access options for this article.
References
1.
BeehrT. A.NewmanJ. E.Job stress, employee health, and organizational effectiveness: a facet analysis, model, and literature review. Personnel Psychology, 1978, 31, 665–699.
2.
BeehrT. A.SchulerR. S.Stress in organizations. In RowlandK. M.FerrisG. R. (Eds.), Personnel management. Boston: Allyn & Bacon, 1982. Pp. 390–419.
3.
CaplanR. D.JonesK. W.Effects of work load, role ambiguity, and type A personality on anxiety, depression, and heart rate. Journal of Applied Psychology, 1975, 60, 713–719.
4.
HackmanJ. R.OldhamG. R.Development of the Job Diagnostic Survey. Journal of Applied Psychology, 1975, 60, 159–170.
McGrathJ. E.Stress and behavior in organizations. In DunnetteM. D. (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand McNally, 1976. Pp. 1351–1395.
7.
RyanT. A.Work and effort: the psychology of production. New York: Ronald Press, 1947.
8.
SchulerR. S.Definition and conceptualization of stress in organizations. Organizational Behavior and Human Performance, 1980, 25, 184–215.
9.
SchwabD. P.CummingsL. L.A theoretical analysis of the impact of task scope on employee performance. Academy of Management Review, 1976, 1, 85–96.
10.
ScottW. E.Activation theory and task design. Organizational Behavior and Human Performance, 1966, 1, 3–30.
