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This research aims to examine the impact of job stress on the organizational commitment of a random, representative sample of coordinators in the Israeli educational mentoring organization PMP. Organizational commitment, including affective, continuance and normative commitment, refers to worker relations in the organization, and how these relations influence the employee's well‐being, behavior and contribution to the organization.

The study used three questionnaires to investigate the influence of the stress variable and its cumulative effects to predict the coordinators' organizational commitment, among 131 PMP coordinators from six different PMP branches around Israel.

The findings revealed that stress hinders the coordinators' sense of emotional commitment. As the stress level rises, the coordinators' sense of belonging decreases. Another finding was that the stress in the coordinators' job does not influence their overall continuance commitment. Strong continuance commitment was found in two categories: role expectations that were not compatible with the role requirements, and the second, unwillingness to leave the job in the middle of the year. In addition, the research indicated that job stress is not related to the PMP coordinators' normative commitment. They felt loyalty to the organization based on the faith that this work is the right thing to do.

The importance of the research lies in the highlighting of stress as an essential factor influencing work and performance in organizations, together with the mitigating influence of organizational commitment. These results could help organizations to better understand the influence of organizational commitment and to manage its implications more effectively. It is suggested that further research should investigate whether those working in educational settings have greater normative commitment than workers in other fields.

The purpose of this paper is to investigate the moderating roles of two distinct styles of coping and decision latitude on the relationship between three facets of role stress and psychological strain in six national contexts.

The objective of the research is to examine the relative predictive efficacies of three theory specific moderators in six countries which differ on the cultural dimension of individualism‐collectivism. The data are analyzed using moderated regression analysis.

The results show that problem‐focused coping is a better moderator in the individualistic countries and that emotion‐focused coping is a better moderator in the collectivistic contexts. None of the three moderators moderate the relationships in Germany and South Africa – the two countries which had scores in the mid‐range of the individualism‐collectivism continuum. Findings are discussed for their significance into the interplay of cultural variations and coping with work stress in predicting psychological strain or distress on the job.

Practical implications for managing human resources in various subsidiaries of multinational and global organizations are discussed.

This paper confirms existing theories and expands the authors’ understanding of role stress and psychological strain in different cultural contexts.

The authors present a quantitative analysis of the effect that organizational change has on work stress, work attitudes and perceptions, and cognitive utilization in a task.

First, the authors study the role organizational change has on work stress, attitudes and perceptions, including the role of attitudes toward change. The authors do so by examining differences across employees who are and are not undergoing change, as well as across two change phases. Second, the authors take advantage of the ongoing organizational change to study how people's anxiety about such change affects their cognitive utilization. They use an innovative approach to measure attention disengagement in a cognitive utilization task – a proxy for task-related performance – through a letter detection exercise. Third, the authors examine the role of work stress and change-related anxiety on attention disengagement among employees undergoing change. For this test, they use two organizational change-related texts to function as an anxiety-inducing and a calming-inducing prime.

Organization change is associated with higher work stress, lower job satisfaction and perceptions of institutional effectiveness and support. Further, organizational change-related anxiety adversely affects cognitive utilization, showing that employees undergoing change have higher attention disengagement relative to those not experiencing change. Among employees undergoing change, those receiving an anxiety-inducing prime show better cognitive utilization (lower attention disengagement) than those receiving the calming-inducing prime.

The rare merger of two public universities provides a natural experiment and a source of exogenous variation to examine the effects of radical organizational change on employees' attitudes, perceptions and task performance.

The purpose of the study was to examine the relationship between officer perceptions of fit in their organization and stress (organizational and operational), overall job satisfaction and turnover contemplation (within the last 6 months).

The authors used cross-sectional survey data from a sample of 832 officers from two Midwest police departments to examine the relationships between fit, stress and work-related attitudes.

Perceived stress and organizational fit were strong predictors of overall job satisfaction and turnover contemplation; organizational fit accounted for the most variation in stress, satisfaction and turnover contemplation. Organizational stress partially mediated the relationship between organizational fit and job satisfaction and organizational fit and turnover contemplation.

More research is needed to identify predictors of organizational fit perceptions among police officers.

Findings indicate that agencies should pay close attention to the organizational culture and structure when trying to address issues of officer well-being and retention. Further, the person−environment framework can be a useful tool in examining police occupational outcomes.

The authors findings contribute to research on officer stress by exploring perceptions of organizational fit as a predictor of stress and unpacking how officer stress matters to important work outcomes, including job satisfaction and thoughts of turnover, by considering stress as a mediator between organizational fit and these work outcomes.

A review of the literature suggests that law enforcement agencies adopted a paramilitary model of management based on little empirical evidence supporting the suitability of this model. Moreover, relatively little is known about the effects of prior military service experience on the work events experienced by police officers. This paper will examine the effects of prior military service experience on exposure to organizational and field work events, and perceptions of stress among these events. The results show that more military experience did not significantly predict fewer organizational work events and lower perceptions of stress, or more field work events and greater perceptions of stress. More years of police experience and section assignment predicted fewer field work events, although perceptions of stress were not significantly lower. These results are discussed, as they compare with salient demographic variables found to influence work stress in police officers.

This study aimed to explore prevalent characteristics of organizational culture (OC) and common sources of work stress in a Taiwanese work context. The authors also aimed to analyze how characteristics of OC may be linked to stressors.

A qualitative methodology of focus group discussions was adopted.

Four characteristics of OC were identified, including: family‐kin, informal work obligations, organizational loyalty and subgroup involvement. Job characteristics, home‐work interface, interpersonal relationships and career development were identified as common sources of work stress. Content analysis revealed that characteristics of OC could either alleviate or aggravate stress, depending on employees' perception and attribution. Double‐coding analysis indicated that stressors related to job characteristics seem particularly linked to informal work obligation but not to organizational loyalty as characteristics of OC.

The exclusive reliance on qualitative methodology is a limitation of the present study. However, the results have both theoretical and practical implications. The authors note that Western findings regarding OC may not generalize completely to a different culture and the Taiwanese context supports distinctive features of OC and work stressors. Consequently, any effective corporate stress interventions should be formulated taking the core cultural values and practices into account.

The in‐depth and culture‐sensitive nature is a major thrust of the present study, and the focus on the link between OC and stress is a rare effort in the Pan‐Chinese cultural context.

Stress has been a common phenomenon among the working professionals. The stress has been known to affect the job satisfaction level, health outcomes, affect burnout through the physiological, emotional, behavioral and cognitive processes resulting in to low performance. This study aims to identify the factors determining organizational stress among women workers in the garment industry in India and to develop and validate a contextual scale for organizational stress among women workers in the garment industry in India.

This study consisted of women workers who were employed in garment manufacturing companies. The data has been collected through a structured questionnaire, which identifies the factors leading to stress. The respondents of the study included women workers employed in the garment manufacturing units in and around Bangalore. An exploratory factor analysis was conducted and the model fit was tested using confirmatory factor analysis.

The measurement scale for the organization stress of women workers in the garment industry was found to be highly reliable and valid for conducting the study in any Indian garment industry. The analysis identified the factors as follows: job-related factor, organization-related factor, social factor and personal factor.

Due to limited access to the population, which is the women workers, the authors have not been able to collect a large sample data. The sample size is the limitation of the study.

Organizational stress have has been shown to have a detrimental effect on the health and well-being of employees. Organizations need to step up their effort to integrate emotional well-being, conducive work environment, workloads and job responsibilities, social connectedness and job satisfaction with their efforts to support the physical health and mental health of the workers.

The study is one of its kind with a focus on women workers in the garment industry in India. The study highlights the factors that result in stress among women workers who have not been studied in past research studies. The strategies to cope with organizational stress in such a work requirement is different and very challenging, making it unique for practitioners.

The purpose of this paper is to investigate the moderating influence of organizational climate in the relationship between job stress and intent to stay.

This study has used a non-probability sampling design for data collection. A semi-structured questionnaire has been prepared and a street survey has been carried out at popular public places in Macau.

This study shows that stressful employees working in organizations characterized by unsupportive organizational climate had far less desire to stay with the organization than those working in organizations with supportive organizational climate.

Street intercept survey is a technique of convenience sampling. This makes it difficult to generalize the study’s findings to the entire population.

Few studies to date have paid attention to the influence of organizational climate between job stress and intent to stay. The multi-industry context from which the data are collected suggests that the results and findings are useful to managers and practitioners from across a broad range of business sectors.

In implementing evolutionary or revolutionary change, considering people-related issues is critical. Based on the shared mental model (SMM) and occupational stress theory, the purpose of this paper is to clarify the relationship between change perception and change commitment by investigating the moderating effect of organizational-level SMM and individual-level work stress.

This research tested the direct cross-level effect of change perception on change commitment, and the cross-level moderation analysis. The data collected from small and medium-sized enterprises in Taiwan, and sampled 1,201 employees in 267 firms.

Change perception would relate positively to change commitment. Moreover, the SMM positively moderated the relationship between change perception and change commitment. In addition, a significant negative-moderated relationship is found. There is a positive relationship between change perception and change commitment at low level of work stress. However, there is the opposite effect when work stress is high.

The generally understanding of the employees’ attitudes and behaviors in organizational change, especially to investigate the moderating factors at cross-level analysis is limited. The results provide a basis for successful employees’ change commitment, and the authors propose that both organizational- and individual-level moderating effects need to be considered.

The purpose of this paper is to examine the moderating role of Type A/Type B personality on job stress-work and non-work outcomes. While research on the etiology of this predisposition has become important in recent years, there seems to be a lack of agreement regarding its exact moderating effects on important work and non-work outcomes.

Data collected from US-based organizations were analyzed using moderated regression analyses.

The results of the study reveal that Type A personality moderates the relationships between job stress and job satisfaction, job involvement and personal life satisfaction. Findings indicate that individuals with Type A personalities do not necessarily experience concomitant decreases in these outcome measures when organizational stress increases.

Although there has been an increased interest on the significance of Type A/Type B personality in the area of human stress and cognition, there is no consensus in the literature as to how it might act as a moderator or buffer of the effects of work stress on organizationally and personally valued outcomes. By examining the moderating role of these personality dispositions, our study provides important insights for organizational stress literature.