Study On The Stress-performance Mechanism

The relationship between stress and performance has drawn the attention ofcompanies and scholars. However, such relationship has been controversial. Resultsfrom studies that utilized the dominant inverted U-shaped relationship theory toexplain the magnitude of stress vary. In essence, these studies have failed to explainthe effects of stress on performance. Therefore, Cavanaugh et al. divided generalstress into challenge stress and hindrance stress based on differences in theindividual perceptions of stress. This two-dimension stress theory, which hasproposed in the recent decade, has not been fully recognized and studied, and severalissues have yet to be addressed. These issues include identifying the dimensions ofthe theory, confirming the relationship between the two subordinates of stress andjob performance, defining the mechanism that operates between the two kinds ofstress and job performance, and establishing the factors the process be subjected to.These issues have not been addressed thus far. Therefore, the current studyinvestigated the different effects of challenge stress and hindrance stress on jobperformance and the mechanic function of job engagement between the two. Thisstudy also tested the moderating effect of tenure on stress and engagement as well asthe moderated effects of tenure on the mediation effects of job engagement betweenthe two kinds of stress and job performance.The study collected179questionnaires from several large companies inShenzhen City. The results indicate that engagement mediates between challengestress/hindrance stress and performance and that tenure positively moderates therelationship between challenge stress/hindrance stress and job engagement,Furthermore, tenure positively moderates the mediation of job engagement betweenstress and performance. Corresponding management recommendations have beenformulated based on the results and the characteristics of the respondents.