Maintain a High Level Of Performance!

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If emotionality serves as a drive state or motivating force, then it should be related to an individual's performance or level of productivity. Research has, in fact, consistently demonstrated the better performance of highly emotional individuals on a variety of tasks memory tasks, arithmetic problems, fine muscle tasks, etc.in the absence of pressure, and the better performance of emotionally stable individuals when pressure was present.

 

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This is the famous Yerkes-Dodson Law. Simply stated, it goes like this: energy output (or productivity) is higher at moderate levels of emotional arousal; too little emotional arousal is associated with low performance, and too much arousal is likewise associated with low performance.

So according to this law, highly emotional individuals would, in their normal resting state, perform much better than emotionally stable persons. This is because highly emotional individuals operate at a moderate level of emotional activation, whereas emotionally stable individuals in their normal resting state are at too low a level of activation to be very productive; in other words, they are insufficiently emotionally aroused to perform adequately in day-to-day activities.

Experiments have verified the higher level of performance of emotional persons. For example, in one experiment, which required individuals to memorize pairs of words presented at four-second intervals, the highly emotional group made significantly fewer errors than the emotionally stable group.

However, when the interval between presentation of the word pairs was dropped from four seconds to two seconds, the number of mistakes increased drastically for the highly emotional group but remained about the same for the low emotional group. This illustrates another characteristic of the relationship between emotionality and performance: The less pressure there is in the performance situation, the better the emotional persons will perform; on the other hand, as pressure increases, the emotionally stable group will soon come to outperform the highly emotional group. The reason is obvious. Pressure increases emotional arousal. Without pressure the highly emotional person is at an optimum drive level. With increasing pressure, the highly emotional group becomes too aroused. Emotion begins to cloud judgment and perfor­mance. For the stable group, however, pressure moves them to the intermediate level of arousal, the optimum level for performance.

These findings have relevance for everyday living. Highly emotional persons generally perform better in their day-to-day activities than emotionally stable individuals. But once pressure is added, the emotional individual's performance plummets (unless he is exceptionally competent). This law seems to apply in all areas: at work, in social encounters, and at school. I have observed from my experience giving individual intelligence tests that highly emotional individuals tend to do much better on the untimely portions of the tests, and their performance tends to decline on the timed parts; for stable individuals the reverse applies.

 

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Sara P. is a good example of a highly emotional individual who manages her life quite well in day-to-day activities and tends to do more poorly when pressures mount. An honor student in college, she held several office management jobs at which she had been given very high ratings. Once out of college, she was hired as a personnel assistant in the local office of a nationwide corporation.

Initially she was able to maintain a characteristically high level of performance. About four months after she began work there, however, the branch manager began to apply pressure to the personnel department because of a high turnover rate among the employees. The end result of this was that pressure was placed upon Sara to hire employees willing to accept low salaries and poor working conditions and yet be likely to remain on the job for long periods of time. Although this was an impossible task, Sara accepted it and set out to meet the demands. Needless to say, she was not successful. The which plummeted. Eventually she had to look for another job.

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