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Given the increasing global focus of many aspects of our society, researchers have taken significant steps in understanding the impact of culture on various psychological states. This review focuses on the stressor–strain relationships within the context of cross-cultural and cross-national studies. Using research findings from the United States as a baseline, we identify common and unique themes concerning the stressor–strain relationships between different countries, and clarify the differences between cross-national and cross-cultural studies. Furthermore, we consider cross-cultural and cross-national occupational stress research from an individual differences perspective. We encourage future studies to adopt this perspective and carefully consider the implications of cultural values on occupational stress research at the individual, group, and country levels.

With the spread of information communication technologies (ICTs) at work, online voice has become an emerging form of employee voice. Online voice is a double-edged behavior for organizations and employees. The purpose of this paper is to examine a model in which online voice is positively correlated with workplace cyberbullying and to examine the moderating role of chronic job strain and moral efficacy on that correlation.

A total of 760 cases from 152 full-time Chinese workers in public sector employment were collected through the experience sampling method.

The results showed that online voice is positively correlated with workplace cyberbullying on a daily basis. Chronic job strain amplifies this relationship, while moral efficacy buffers it. Furthermore, the amplifying effect of chronic job strain is mediated by a lack of moral efficacy.

This research has implications for understanding the boundary conditions of the relationship between online voice and workplace cyberbullying.

Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders’ narcissism and employee’s organizational cynicism. Specifically, the authors take a relational approach by introducing employee’s psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders’ narcissism and employee’s cynicism is also considered.

The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model.

The statistical results of this study supported the positive effect of leaders’ narcissism on employee’s cynicism as well as the mediating effect of employee’s psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders’ narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low.

The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism.

As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders’ narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism.

We develop a conceptual model, based on person-environment fit theory, which explains how employee age affects occupational strain and well-being. We begin by explaining how age directly affects different dimensions of objective and subjective P-E fit. Next, we illustrate how age can moderate the relationship between objective P-E fit and subjective P-E fit. Third, we discuss how age can moderate the relationships between P-E fit, on one hand, and occupational strain and well-being on the other. Fourth, we explain how age can impact occupational strain and well-being directly independent of P-E fit. The chapter concludes with implications for future research and practice.

In many countries, both the number of older people in need of care and the number of employed caregivers of elderly relatives will increase over the next decades. The purpose of this paper is to examine the extent to which perceived organizational, supervisor, and coworker support for eldercare reduce employed caregivers’ strain and weaken the relationship between eldercare demands and strain.

Survey data were collected from 100 employed caregivers from one organization.

Results showed that eldercare demands were positively related to strain, and perceived organizational eldercare support (POES) was negatively related to strain. In addition, high POES weakened the relationship between eldercare demands and strain.

The cross-sectional design and use of self-report scales constitute limitations of the study.

POES is a resource for employed caregivers, especially when their eldercare demands are high.

This research highlights the relative importance of different forms of perceived support for reducing employed caregivers’ strain and weakening the relationship between eldercare demands and strain.

Recent years have seen an explosion in the study of emotions in organizations, and although emotions play a central role in the job stress process, their role is largely neglected in empirical stressor–strain studies. Our chapter aims to build consensus in the literature by showing that discrete emotions provide a mechanism through which stressors exert their impact on well-being. By examining a larger domain of stressors, emotions, and well-being, we begin to develop and expand upon the nomological network of emotions. In an effort to build on the job demands–resources (JD-R) model, which includes both job demands (i.e., negative stimuli such as time pressure) and resources (i.e., positive stimuli such as autonomy), we include both negative and positive discrete emotions with the expectation that negative emotions will generally be linked to demands and positive emotions will be linked to resources. We also propose that there may be circumstances where demands trigger negative discrete emotions and lead to greater experienced strain, and conversely, where resources arouse positive discrete emotions, which would positively affect well-being. The model in our chapter sheds light on how discrete emotions have different antecedents (i.e., job demands and resources) and outcomes (e.g., satisfaction, burnout, performance), and as such, respond to calls for research on this topic. Our findings will be of particular interest to organizations where employees can be trained to manage their emotions to reduce the strain associated with job stressors.

Leader high performance expectation (LHPE) as a performance management practice is becoming more common in today’s business environment, with managers setting ambitious goals to motivate employees to excel at their jobs. This study aims to critically examine LHPE as a performance management practice within contemporary organizations, focusing on whether LHPE has opposing effects on employee performance and health, as well as how servant leadership can improve the benefits of LHPE while lowering its costs.

A path analysis of data from a three-wave survey of 416 full-time employees was used to test our hypotheses.

LHPE has opposing effects on employees via two distinct pathways: motivational effects on employee performance via harmonious work passion and strain effects on employee health via work strain. In the face of LHPE, servant leadership can assist in achieving a mutual gain between employee performance and health.

This study contributes uniquely to the field of employee relations by offering a comprehensive analysis of LHPE’s dual effects. It moves beyond traditional views that focus on singular outcomes, providing a deeper understanding of how LHPE can both motivate and strain employees. Highlighting servant leadership’s role signifies a novel approach to managing LHPE’s complexities, presenting valuable insights for HR practitioners and organizational leaders. This research underlines the importance of balancing performance expectations with employee well-being, aligning with modern perspectives on positive employment relationships.

The COVID-19 pandemic forced many employees to work from home, resulting in new demands that might cause older workers to reevaluate their retirement decisions. Building on the extended Job Demands-Resources model, which explains work-related outcomes in times of crisis, this study investigated the change in older workers’ intention to continue working during COVID-19 and the role of ICT-related strain and social support during teleworking.

A two-wave longitudinal study was conducted among 1,406 older workers (i.e. 50 years or older). Data were collected before the COVID-19 pandemic (2019: T1) and during the pandemic (2021: T2). In total, 967 older workers completed the survey at both waves.

Older workers’ nearing retirement experienced a decline in intentions to continue working during the pandemic, while intentions of older workers further away from their retirement increased. At T2, the negative relationship between telework intensity and the intention to continue working was mediated by ICT-related strain. Perceived social support at work seems to buffer the negative impact of telework intensity on ICT-related strain.

This study provides valuable insights into factors that may stimulate older workers' workforce participation by investigating effects of ICT-related strain and social support during telework. Organizations can implement interventions that enhance job resources and reduce job demands during telework to help mitigate ICT-related strain and postpone retirement.

This chapter summarizes a meta-analysis of 72 studies (N= 20,701) that link customer mistreatment (abusive, nasty, and rude behavior of customers toward employees) to psychological, attitudinal, and behavioral strains. Results showed that customer mistreatment related significantly to a variety of psychological and attitudinal strains (emotional exhaustion, emotional strain, job (dis)satisfaction, turnover intentions, perceived organizational support, and supervisor support) and behavioral strains (reduced customer service performance and counterproductive work behavior (CWB) directed toward organizations and customers). These results were similar to those found with general mistreatment, suggesting that mistreatment by organizational outsiders might have similar effects to mistreatment from organizational insiders. These results suggest a clear association of mistreatment with strains, but recent work is discussed that questions the typical assumption that mistreatment leads to CWB rather than the reverse.

While the phenomenon of technostress has received significant attention from researchers in recent years, empirical findings concerning the consequences of specific forms of techno-stressors have remained scattered and contradictory. The authors aim to integrate the conclusions of previous studies to understand the effects of specific techno-stressors on strain and job performance.

This study employs meta-analytic techniques to calibrate the findings of 67 studies investigating more than 63,100 employees.

In general, not all techno-stressors have adverse effects. In particular, techno-uncertainty does not impact job performance. In addition, relative weight analyses reveal the relative importance of techno-complexity and techno-insecurity as predictors of both strain and job performance. Finally, this study finds that the effects of specific techno-stressors on job performance vary depending on research participants' gender, educational attainment and employment status.

First, this study provides a more nuanced view of the effects of specific techno-stressors. Second, this research clarifies the relative importance of specific techno-stressors as predictors of strain and job performance. Finally, this study reveals the moderating effects of demographic variables on the relationships between specific techno-stressors and job performance.