Unifying the challenge-hindrance and sociocognitive models of stress

We put forth a theoretical unification of 2 of the more popular theories of job stress: challenge-hindrance and the sociocognitive models of stress, to explain the process by which stress impacts performance. In Study 1, we manipulated challenge (n = 98) and hindrance stress (n = 96) and measured its effect on perceived stress, on-task effort, negative affective thoughts, and decision-making performance. The relationship between perceived stress and performance was fully mediated by on-task effort and negative affective thoughts. In Study 2, we manipulated stressor strength by randomly assigning participants to a pervasive time pressure (n = 48) or no time pressure (n = 47) condition. Compared with the no time pressure condition, the pervasive time pressure significantly reduced performance and increased perceived stress. Across the 2 studies, we identified a boundary condition of the challenge-hindrance model in that the severity of the stressor influenced the extent to which people perceive a stressor as a challenge or a hindrance and relationships with performance. Furthermore, individual differences in perceived stress had a stronger impact on performance than the actual stressors in the weaker situation (no time pressure). Our results demonstrate the advantage of uniting the sociocognitive model of stress with its emphasis on individual differences in stress perceptions with the challenge-hindrance model and its distinction between positive and negative stressors.