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The purpose of this research is to more deeply understand how stress impacts the physical and mental health of employees and what management can do to attenuate the impact of stress on employee health. While the relationship between stress and employee health has received some empirical support in the literature (e.g. Cooper and Cartwright, 1994), less is known about workplace variables that may mitigate the negative effects of stress on health. This study aims to contribute to the literature by exploring three important workplace variables that could lessen the negative effects of stress on health.

A diverse group of employees from two healthcare organizations in the United States of America were surveyed about their work environments, job stress, mental health and physical health. Hierarchical regression analyses were used to investigate three unique workplace mitigators of the stress-health relationship.

Results support perceived organizational support, procedural justice and managerial perspective-taking as variables that serve to make individuals hardier to the health consequences of stressful work. However, different moderating processes seem to account for mental health (perceived organizational support) and physical health (perspective-taking), while procedural justice mitigates the effect of stress on both mental and physical health.

This study contributes to an enhanced understanding of the relationships between stress and mental and physical health in the workplace. In particular, three workplace factors associated with managerial practices were identified that organizations can utilize to protect employees from the negative health consequences of stressful work. These findings can assist managers and organizations who are interested in improving employee health.

The COVID-19 pandemic presents an unprecedented case of organisation–environment interaction in the occupational settings. Using Palmer and colleagues (2003) model of work stress, this study aims to examine the influence of COVID-19 stress on employee performance and psychological well-being. Furthermore, drawing on conservation of resources theory (Hobfoll, 1989), the role of trust in management and psychological capital as moderators has also been explored.

Data were collected from the service sector employees (N = 507) using purposive sampling technique.

Structural equation modelling analysis revealed the negative impact of COVID-19 stress on employee performance and psychological well-being; moderated by trust in management and psychological capital, respectively.

The proposed conceptual model contributes to the stress management literature by providing an understanding of how COVID-19-related stress impacts employee behaviour in organisational context. The present study considers the COVID-19 stress as bio-psycho-socioeconomic challenge that impacts and determines nearly all the activities of the individuals, groups and organisations at a global scale.

The findings of the studies offer several managerial implications pertaining to performance and well-being at workplace especially during such crisis characterised by the elements of uncertainty and ambiguity. Identification of the personal resources would prove beneficial for the management in devising and implementing customised interventions for employees and the organisation. Since the pandemic has impacted each individual differently, human resource managers should remind their employees to be vigilant about self-care and take advantage of their health care benefits, particularly with regards to mental health.

The proposed conceptual model contributes to the workplace stress management literature by providing an understanding of how COVID-19-related stress impacts employee outcomes in the organisational context. Furthermore, identifying personal resources would prove beneficial for the management in devising and implementing customised interventions at the workplace.

The aim of the study is to test the integrated model involving work stress, office clutter and employee performance with the moderating roles of training and self-discipline (SD) after the re-opening of the banks after the COVID-19 wave.

The study used 333 respondents from banking industry, whose responses were recorded using a closed ended questionnaire. The authors used partial least square path anaysis to analyze the data.

Work stress significantly increases office clutter, which harms the employees’ performance. Moreover, SD and training significantly improve employees’ performance by reducing work stress and thereby office clutter. There are various mechanisms through which both these factors reduced stress and office clutter.

The employee’s performance can be enhanced with lower levels of office clutter. The office clutter can be managed through having lower levels of stress and providing people with training and inculcating SD among them. A greater understanding of the factors that count toward office clutter might help bank managers and employees to address the issues related to their performance.

The authors have proposed a new framework involving conservation of resources theory for the employees’ performance. They posit employees’ performance is an organizational resource, which can be conserved as well as enriched both by employers and employees through their own contribution.

Reports on a study which utilized responses from 442 employees working in 23 different Saudi organizations to assess stress levels and their differences with respect to nationality (Saudis, Arabs, Asians and Westerners), age, tenure, type of organization (public, semi‐private, private), and organizational size (small, medium, large). The findings suggest that: the main source of stress for employees working in private organizations is the lack of knowledge about their performance evaluation results, while this is not the case for employees working in public organizations; Saudi employees have the highest levels of stress, with Arabs second, Asians third, while Westerners (Europeans and North Americans) registered the lowest levels of stress; employees who are less than 30 years old experience the highest levels of stress; employees with six‐to‐ten years of experience show the highest levels of stress; and there is a significant inverse relationship between educational level and stress level.

This study examines the effect of occupational stress on turnover intention of employees working in the banking industry. The authors examine the mediating effects of service climate and emotional regulations of the employees in the relationship between occupational stress and intention to leave the organization.

This study followed stratified sampling technique for data collection from employees of ten commercial banks based on the banks' financial performance of top 5 and bottom 5 out of 27 banks. Data were collected at 2 stages, first from 465 employees for occupational stressors and second from 408 employees among the participants in the first stage for turnover intention, service climate and emotional regulation. Harman’s one-factor test was conducted to examine the common method bias. Confirmatory factor analysis (CFA), regression analysis and Preacher and Hayes Process Macro approach were used to examine mediation effect.

Three factors, namely workload (WL), role ambiguity and growth opportunity expectations were identified as the occupational stressors in the banking industry, predicting a positive relation of overall occupational stress to the intention to turnover. Service climate and the employees’ emotion regulation ability mediate the relationship between stress and turnover intention. Results also revealed no significant role of control variables in predicting occupational stress and turnover intention.

This study implies that the WL, role ambiguity and growth opportunity expectations of the employees cause stress in employees which may lead to have turnover intention. In order to get success in competitive environment, managers of banking industry can address stressors by enhancing service climate and formulating policies and programs to strengthen the emotion regulation which is evidence to strengthen the reciprocity approach of social exchange theory in employees’ commitment.

This study contributes to the social exchange theory and attempts to fulfill the gaps in empirical research on personnel psychology, human capital\ and organization management in developing countries.

The main purpose of this study is to explore the influence of self-esteem and role stress on job performance in the hotel businesses. Moreover, the research aims to discover which role stress factors, i.e. role ambiguity, role conflict and role overload, have the most detrimental effect on an employee’s role stress in the hotel businesses.

To achieve the above aim, four sets of hypotheses were proposed: the first looked into the effect of role stress, which consists of role ambiguity, role conflict and role overload on job performance, and the second focused on the effect of employees’ self-esteem on job performance. A questionnaire was used and participants were drawn from 227 hotel employees in Kusadasi, Turkey. To empirically test these hypotheses, structural equation modeling was implemented.

The outcome of the study indicated three patterns: role ambiguity and role conflict are negatively associated with job performance; role overload and self-esteem are positively associated with job performance; and role ambiguity creates more role stress than role conflict or overload.

The research findings suggest that some practical methodology should be introduced to improve employees’ job performance and diminish role stress. For instance, hotel managers should decrease role ambiguity and conflict, employ personnel with high self-esteem and prioritize reducing role overload rather than reducing role ambiguity or role conflict.

The research findings suggest that both role stress and self-esteem are important factors influencing job performance in hotel management. This paper aims to identify some important steps to increase job performance. Thus, our study should prove to be of great value to those in hotel management.

This paper aims to explore the influences of leadership and work stress on employee behavior, and the moderating effects of transactional and transformational leadership on the relationship between work stress and employee negative behavior.

Using convenience sampling method, the authors investigated employees from 20 firms in different places and industries, and 347 valid questionnaires were collected. SPSS18.0 statistical analysis software was used for reliability and validity analysis, descriptive statistics, correlation analysis and hierarchical regression analysis to test the hypothesis.

The empirical results show that there is a positive correlation between work stress and employee negative behavior. Transformational leadership has negative impacts on work stress and employee negative behavior, whereas transactional leadership has positive influences. Moreover, transactional leadership strengthens the influence of work stress on employee negative behavior, whereas transformational leadership has no moderating effect.

First, enterprises should take employees’ stress tolerance into account in selection and recruitment, and enhance stress management. Second, by demonstrating inspirational vision and personal charisma, open leadership style, rather than short-term transactional behavior, will motivate subordinates more effectively. Finally, distribution system should be improved to achieve principle and procedural justice.

The paper extends the research on employee behavior by investigating the impacts of leadership and work stress. According to Chinese social, economic and cultural characteristics, this research examines the influence of contemporary Chinese mindset and pluralistic values on employee behavior. Open leadership is proposed as a new leadership style, which contributes to improving leadership behavior and preventing negative behavior in workplace.

This paper aims to examine employee perceptions of the labor market in the employee turnover intention model and explores how different situations outside work (labor market conditions) play a role in employee-organizational membership. In addition, it also examines the mediating role of commitment in the relationship between stress and the turnover model.

Data were collected from 628 private school teachers working in the economically depressed state of J&K (India), which were randomly selected. Confirmatory factor analysis was used for validation of a scale. Structural equation modeling and PROCESS by Hayes was used to test the hypothesized relationships between the study variables.

The antecedents of occupational stressors contribute negatively toward employees’ psychological state resulting in undesirable employee-organizational relationships such as high turnover intentions and low organizational commitment. Nevertheless, lack of external job opportunities compels employees to maintain organizational membership, even though against the stressful working environment.

This study while acknowledging the inherent limitations, questionnaires are susceptible to and single sectional nature of the study poses limitations.

The practical implication explains that the employee and organization relationship is governed more by external economic conditions than by the psychological feelings of the employees toward the organization (organizational commitment). As also, the moral system of employees, as well as their feelings toward the noble profession makes them feel morally exalted and this binds them to the membership of the organization.

This study mainly focuses on, to understand if and how the conditions of the labor market relate to the employees’ attitudes. This would enable us to gain more insights to the systematic relations of employees’ attitudinal variables such as occupational stress, organizational commitment and employee turnover intentions.

This study aims to investigate the theoretical relationships between job stressors, psychological stress and coping strategies in the context of the global travel and tourism crisis faced by the airline industry.

An online cross-sectional survey was designed to obtain empirical data from airline employees in South Korea and Hong Kong. A total of 366 airline employees participated in the survey through convenience sampling method.

The structural equation modeling findings indicated that work schedule and demand; job insecurity and financial concerns; and role conflict played a significant role in creating psychological stress, which, in turn, determined emotion-oriented coping. The influence of the identified job stressors on psychological stress was significantly different between South Korean and Hong Kong airline employees.

The study demonstrates ways in which airline employees react to stressful work circumstances to avoid loss of resources. Furthermore, it highlights the role that psychological stress plays in influencing airline employees to direct attention to emotion-oriented coping mechanisms.

In view of the immense impact of the COVID-19 pandemic on the global airline industry, this study expands the role of job stressors in a peculiar and unprecedented work environment in the airline industry and accentuates the varying effects job stress may have on coping strategies from the perspective of airline employees in an Asian culture.

Research on workplace stress measurements varied without much accuracy and effectiveness. The purpose of this paper is to introduce a new quantitative assessment tool emWave Pro Plus (Institute of HeartMath) and compare heart rate variability (HRV) results with the Personal and Organizational Quality Assessment (POQA) and the Perceived Stress Scale (PSS).

This research opted for a correlational study which involves 85 full-time employees who were working at least 40 h per week in a large corporation participated in this study. The POQA and PSS were used to correlate with HRV.

Astonishing findings emerged in this study. Significant positive correlations were found between emotional stress and HRV, and between intention to quit and HRV. In other words, the researchers have to make sense the following surprising findings: the higher the emotional stress an employee faces, the healthier they are. Healthier employees may have higher intentions of quitting their jobs. The surprising results may be attributed to personality, culture, emotional regulation and age among others.

This research fulfills an identified need to validate quantifiable stress measurements especially in a corporate environment. The research also shows promising results, and future studies should continue to tap into HRV as an objective measure of mental health and workplace stress.