A Theory of Workplace Anxiety

WAY BACK IN 1948, W.H. Auden won the Pulitzer Prize for a book-length poem titled ‘The Age of Anxiety’. Little did he know how pervasive anxiety would become in the next century. This topic has never resonated more strongly with respect to the workforce. Workplace anxiety — defined as ‘feelings of nervousness, uneasiness and tension about job-related performance’ — is influenced by both individual differences and contextual factors, and therefore it appears at both dispositional and situational levels.

Research indicates that 40 per cent of Americans report feeling anxious during the work day, and 72 per cent of people who experience daily anxiety report that it interferes with their work and personal lives. These statistics raise serious concerns, as general levels of workplace anxiety have substantial implications for employees and organizations in terms of lower levels of job performance, risk-taking and unethical behaviour. Daily fluctuations in anxiety are also a concern, as they can lead to higher levels of counterproductive behaviour and turnover.

To date, the literature on anxiety has focused on its dark side, showing that anxious individuals possess ‘cognitive schemas’ or ways of thinking that define certain situations as threatening. These individuals constantly scan the environment for signs of threat, making them prone to heightened distractibility.

However, the research also presents an interesting puzzle: On the one hand, it shows that anxiety can conjure up distressing thoughts and have detrimental effects on performance. On the other, it shows