Work, psychological well-being and performance

Abstract

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 wellbeing 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.