Ashley G. Jorgensen, E. Day, Jonathan T. Huck, Joseph Westlin, Kelsey A. Richels, Christopher Nguyen
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Emotion-Performance Relationships in the Acquisition and Adaptation of a Complex Skill: Are Relationships Dynamic and Dependent on Activation Potential?
ABSTRACT Although the importance of emotions to self-regulation has been noted in the extant literature, little empirical research has examined how fluctuations across a range of emotions are related to performance. Accordingly, this laboratory study of 214 undergraduates (58% male) learning a complex videogame examined the dynamics of within-person emotion–performance relationships during skill acquisition and adaptation. We observed the direction of relationships was consistent with the valence of emotions at both the within- and between-person levels. In addition, we observed dynamic relationships and an interplay between valence and activation potential. Dynamic relationships were observed for negative but not positive emotions. Activation potential made a difference for positive but not negative emotions. Implications for emotion control strategies in complex task learning are discussed.
期刊介绍:
Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.