Social stress under inferior performance comparison: Motivational and behavioral responses to social-evaluative threat and the moderating role of employee mindset.

Abstract

Performance comparisons are ubiquitous and natural at work and can be potent sources of social stress for employees. Drawing on social comparison and social self-preservation theories, the present research identifies perceived lower performance as a social stressor and investigates a dual mechanism through which individuals with relatively low performance engage in social self-preservation responses. We argue that perceived lower performance is likely to elicit social-evaluative threat, which, contingent on individuals' growth or fixed mindset, triggers either an upward assimilative or contrastive motive. Upward assimilative motive leads to self-improvement initiatives (i.e., learning from higher performers). Upward contrastive motive leads to self-protection strategies (i.e., withdrawal behavior, performance appraisal accusation). The results of a multitime survey (N = 371), an online experiment (N = 394), and a classroom-based observational study (N = 183) largely provide support for the hypotheses. Insights into theory, practice, and future research are addressed. (PsycInfo Database Record (c) 2026 APA, all rights reserved).