Chip Hunter and Sherry Thatcher: Job Performance

Mike interviews Chip Hunter and Sherry Thatcher about their study of the effects of stress on job performance among employees in a bank that had recently undergone a restructuring. They found that the effects of stress on performance depended upon the employees’ levels of commitment and job performance. For employees who were highly committed and/or had high levels of job experience, stress led to higher performance. In contrast, for employees who had low levels of commitment and/or job experience, stress led to lower job performance.

Chip Hunter

Chip Hunter is the Procter & Gamble Bascom Associate Professor of Management and Human Resources in the School of Business at the University of Wisconsin-Madison. He received his PhD in industrial relations and human resources at MIT.

Sherry Thatcher

Sherry Thatcher received her PhD at the Wharton School of Business and is currently an independent scholar.

Recommended further readings:

  • Cappelli, P. 1999. The new deal at work: Managing the market-based employment relationship. Boston: Harvard Business School Press.
  • Hunter, L.W., & Thatcher, S.M.B. 2007. Feeling the heat: Effects of stress, commitment, and job experience on job performance. Academy of Management Journal, 50: 953-968.
  • Jex, S.M. 1998. Stress and job performance: Theory, research, and implications for managerial practice. Thousand Oaks, CA: Sage.

Michael Johnson

Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via mdj3@u.washington.edu