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