The impact of job-role stressors and affective wellbeing on managers’ performance

This research investigated the impact of role stressors and job related affective well-being on various aspects of managers’ performance. There is general support for a ‘Happy Productive Worker Hypothesis’ in the academic and practitioner literature. A refined version of this hypothesis focusses on managers’ happiness and job performance. Key detractors (role stressors) and motivators (happiness) on managers’ performance were used to determine what artefacts promote and detract from positive and negative managerial behaviour. Data was collected using an online survey of Western Australian managers’ in private, public and third sector settings to test the hypothesised relationships. The impact of managers’ job related stressors, to determine the level of managers’ state and trait affect and affective job satisfaction on their performance.