Dr. Fernandez et Pl. Perrewe, IMPLICIT STRESS THEORY - AN EXPERIMENTAL EXAMINATION OF SUBJECTIVE PERFORMANCE INFORMATION ON EMPLOYEE EVALUATIONS, Journal of organizational behavior, 16(4), 1995, pp. 353-362
Implicit theories lead individuals to make assumptions about one trait
based on their knowledge of another trait. These assumptions can be p
articularly costly to organizations if they bias performance evaluatio
ns. Two studies experimentally examined Implicit Stress Theory (IST) u
sing a 2 (high and low stressor) x 2 (high and low performance) design
across three dependent variables: ratings of effectiveness, commitmen
t, and burnout. Results from a sample of MBA students and a sample of
practicing managers showed that employees in a high-stressor job were
rated as more effective, committed, and burned out than employees in a
low-stressor job when performance was indicated using subjective desc
riptive anchors. Interactive patterns in the manager sample demonstrat
ed that the biasing effects were more pronounced for low performing em
ployees.