Affect and Performance in Organizational Settings

Abstract

The recent literature on affect and performance in organizations is reviewed. The evidence suggests that affect is a stronger predictor of job performance than is job satisfaction. Job performance can be predicted from both dispositional (i.e., long-term) and state (i.e., short-term) affect. Pleasant affect is associated with new dimensions of performance such as extra-role proficiency. The evidence suggests that pleasant affect leads to strong performance, and also that strong performance leads to pleasant affect. Recent literature concerning psychological mechanisms linking affect and performance suggests that pleasant affect and unpleasant affect might be associated with strong performance on different dimensions. Suggestions for future research on the affective correlates of job performance are presented.