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Based on role theory, this paper seeks to investigate the impact of HR devolution characteristics (number of devolved HR tasks), characteristics of the HR devolution context (level of support from the HR department, and presence of institutionalised incentives to perform the allotted HR tasks well), and personal characteristics of the front‐line managers (HR competency) on front‐line managers' perceptions of two HR role stressors, i.e. HR role ambiguity and HR role overload.

The paper uses a sample of 169 front‐line managers from 47 organisations. The results are based on two moderation regression analyses, taking into account the nested nature of the observations.

The results suggest that the execution of a high number of HR tasks does not lead to the occurrence of HR role stressors among front‐line managers. However, for the HR department it is important to create an appropriate environment in terms of giving HR support and advice to line managers, and training line managers regarding their HR competencies.

This research opens up interesting lines of inquiry regarding the conditions under which the partnership between the HR department and line management can be successful.

The paper provides HR practitioners with insights into the conditions needed to avoid perceptions of HR role stressors among front‐line managers.

The paper applies role theory in a new context, i.e. the HR role of front‐line managers.

The purpose of this paper is to investigate the impact of role stressors (role ambiguity, role conflict and role overload) on change readiness and in turn their effects on the withdrawal process. In addition, it explores the moderating role of colleague support in the relationship between role stressors and change readiness.

Data were collected from health care workers (n=457) in a large Canadian hospital undergoing large scale change.

The results revealed that role ambiguity and role conflict had a significant negative association with change readiness. Change readiness was related to turnover intentions which was related to higher levels of absenteeism and actual turnover. Change readiness partially mediated the relationship between role ambiguity and turnover intentions but not for role conflict and role overload. Turnover intentions partially mediated the relationship between change readiness and actual turnover but not for absenteeism. Role conflict had a direct rather than an indirect effect via change readiness on turnover intentions. Finally, colleague support moderated the relationship between all three role stressors and change readiness.

Little is known about the limiting factors of change as well as the factors that protect against them. The authors identify role stressors as a limiting factor for change and highlight their impact on change readiness and the overall withdrawal process. The results, however, also show that some demands are more commonly experienced by health care workers thereby not posing a threat to their change readiness. Colleague support is identified as a coping mechanism for mitigating against the detrimental effects of role stressors.

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.

The aim of this paper is to evaluate the impact of total quality management (TQM) practices on role stressors in Iranian manufacturing SMEs in order to determine the relationship between the multidimensionality of TQM practices and role ambiguity, role conflict and role overload.

Questionnaires are administrated to 410 employees of 100 different manufacturing SMEs in Iran.

The results support important negative association among some of TQM practices (such as employee involvement, information analysis, process management, supplier management, strategic planning and customer focus) and role conflict, role ambiguity, role overload. By utilizing multiple regression analysis, information analysis, supplier management, employee involvement, process management, customer focus, strategic planning are found to have significant and negative relationship with role stressors. Leadership and human resource focus are found to have significant and positive relationship with role stressors.

This model is perfect for practical usage by SME managers to estimate the perceptions of role stressors of employees in TQM oriented firms. The findings recommend that manufacturing should look into ways of improving the major roles of TQM practices in order to decrease the negative role stressors of employees.

TQM practices emerge to be related to role stressors (role ambiguity, role conflict and role overload), attending to an obvious noticeable gap in the previous studies of TQM and the psychological welfare of employees.

This study aimed to explore the relationship between job insecurity and unsafe behaviour in human–machine collaboration, as well as investigating the mediating roles of emotional exhaustion and moderating roles of psychological detachment.

The authors followed the stressor-detachment model to build our research model. The authors selected manufacturing and service industry employees as samples, and designed three independent studies using the time-lagged method for SPSS and AMOS to test the hypotheses.

The results indicated that emotional exhaustion mediated the relationship between the two types of job insecurity and unsafe behaviours among service industry employees, while psychological detachment moderated the effect of qualitative job insecurity on emotional exhaustion. In manufacturing, psychological detachment moderated the effect of quantitative job insecurity on emotional exhaustion, while emotional exhaustion mediated the relationship between quantitative job insecurity and unsafe behaviours.

The authors enhance understandings of how individual employee characteristics and the work environment jointly influence employees' levels of emotional exhaustion and likelihood of engaging in unsafe behaviours under the stressor-detachment model.

The authors suggest an important role of psychological detachment in human–machine collaboration. The authors also that organisations and managers could encourage employees not to check work-related emails on weekends to achieve full detachment.

This study contributes to both the stressor-detachment model and job insecurity literature. In addition, it investigates the role of detachment and emotional exhaustion by employees in human–machine collaboration.

The literature on expatriation rarely considers environmental stressors beyond cultural differences or interaction adjustment from the standpoint of host country nationals (HCNs). The authors develop a typology of expatriate–HCN interaction adjustment in response to a call to investigate the conditions under which pandemic stress facilitates cohesion or division among culturally diverse colleagues.

The typology is based on Berry’s acculturation model, developed with conservation of resources theory and extended with the dual-concerns problem-solving framework from the conflict management literature.

The authors propose that expatriate and HCN perceptions of resource adequacy to cope with pandemic stress shape their choice of adjustment mode, and that contextual resources, including those provided by the organization, are critical. An Integration adjustment mode characterized by perceptions of adequate contextual resources and collaborative problem-solving is proposed to be most beneficial in the context of a pandemic to foster cohesion among culturally diverse colleagues, while a Separation mode characterized by perceptions of inadequate contextual resources and competitive problem-solving is proposed to foster division. Theoretical and practical contributions are provided.

The study takes a novel interdisciplinary approach to develop a contextualized typology of interaction adjustment between expatriates and HCNs. It contributes to the literature on managing multinational enterprise stakeholders in high-risk environments and offers insights into the formulation of international HRM policies and practices during a pandemic that are applicable to other high-risk contexts.

This study aims to examine the role of trust in management and state government in mitigating the relationships between individual- and state-level stressors and well-being during the COVID-19 pandemic.

Data were collected from a US sample still working during the first wave of infections (N = 437) and was supplemented with objective state-level data. Data were analyzed using hierarchical regression modeling with the PROC MIXED procedure with SAS software to incorporate both individual- and state-level variables.

Results indicated that individual-level stressors (work and family role overload) were positively associated with stress; however, the relationship between family role overload and stress was mitigated among those with high trust in state government. Results indicated that state-level stressors (infection rates and population density) were not associated with stress; however, the relationship between state population density and stress was positive among those with low trust in management and negative among those with high trust in management.

This study highlights the need for organization and government leaders to build trust before and during crisis situations, as well as engage in a collaborative approach to managing stressors in crisis situations.

This study highlights the importance of expanding the focus of employee trust across organizational boundaries for understanding employee well-being during a crisis situation. This study also demonstrates the cross-over effects of trust, such that organization leaders can protect workers from community stressors, while government leaders can protect workers from family stressors.

The purpose of this study is to explore the role of core self‐evaluations (CSE) as a coping resource in customer service roles.

Questionnaires were administered to 265 service providers, measuring CSE, burnout, social stressors involved in interaction with customers (perceived customer negative behaviors and emotional regulation performed by service providers) and coping resources (service orientation and social support).

The results show that CSE is negatively related to service provider burnout as reflected in depersonalization and emotional exhaustion, and positively related to a sense of accomplishment. CSE was also negatively related to perceived customer negative behaviors and to emotional regulation. The results show a partial mediation effect of emotional regulation on the relationship between CSE and burnout. Service orientation and social support were found to interact with CSE and enhance its effect on social stressors.

The use of a non‐randomized sample might bias the results.

The results can inform managerial practices designed to enhance service providers' resources of coping with role stressors.

The study introduces a fundamental personality trait, CSE, to the area of service and shows its effect on burnout through its relationship with situational stressors and interaction with coping resources.

The purpose of this paper is to develop a conceptual model to examine the multidimensionality of total quality management (TQM) practices and its impact on role stressors.

The background of TQM philosophy and theory of role stressors serve as starting‐points to develop the conceptual model. From the extensive literature review, six practices of TQM and two components of role stressors were identified to construct the model.

The model based on TQM with respect to role stressors provides a basis for assessing the level of role conflict and role ambiguity under which the use of different aspects of TQM should be retained or revised. This finding suggests that TQM is not a panacea that can be unthinkingly applied, but must be practised with a clear sense of the impact on role stressors.

Given that role stressors are often detrimental to organizational functional efficiency, it is appropriate for management to invest time and effort to diagnose effects of implementation of TQM practices on role stressors. For this analysis, this model will prove valuable.

This conceptual model provides an insightful foundation for the analysis of multidimensionality of TQM practices on role stressors. The model examines the independent influences of TQM practices on role stressors and treats role conflict and role ambiguity as dependent variables. This design stands in contrast to other researchers' study of conflict and ambiguity as independent variables.

The purpose of this paper is to investigate the relationships among role stressors, social support, and employee deviance. Specifically, this study explores the relationships of role stressors (i.e. role conflict, role ambiguity, and role overload) to interpersonal and organisational employee deviance. Furthermore, this study examines the moderating role of social support (from supervisors and coworkers) on the above relationships.

Data were collected from 326 paired samples of sales and customer service employees as well as their immediate supervisors in Taiwan.

Role conflict had a positive relationship with both organisational and interpersonal deviance. Role ambiguity was positively, while role overload was negatively related to organisational deviance, respectively. Role ambiguity was more strongly related to organisational than to interpersonal deviance. Coworker support had a significant moderating effect on the role overload – interpersonal deviance relationship.

Organisations may implement policies and programs, such as clarification of job responsibility, provision of performance feedback and training in stress coping techniques, to lessen the negative effect of role conflict, and role ambiguity on employee deviance.

This study contributes to the literature in several ways. First, this study extends prior research on stressor-performance relationship by investigating the effect of role stressors on two forms of employee deviance (interpersonal deviance and organisational deviance) in a collectivist cultural context (i.e. Taiwan). Second, this study demonstrates that work-related characteristics (e.g. role stressors) have different degrees of effect on interpersonal and organisational deviance. Third, this research offers explanations on why there is little support for the moderating effect of social support on the stressor-deviance relationship.