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Presents a report of research which surveyed managers’ views on stress, their beliefs about stress interventions and who should be responsible for addressing job‐related stress problems. Stress management interventions have embedded in them a range of practices that offer opportunities for individual development and employee wellbeing. Equally, though, there is a strongly‐held belief that many interventions fall short, because they offer only a partial solution or fail to recognize the wider contextual‐structural issues within which organisational behaviour takes place. One reason for this may be that little attempt has been made to find out what managers understand by stress and the extent to which they think that their organisation has a responsibility to address problems of stress. Both qualitative and quantitative techniques were used to explore these issues, using a sample of 540 New Zealand managers. The results draw attention to a number of issues including: do managers’ views of stress reflect acknowledged definitions? Who should assume responsibility for managing stress? What do managers mean when they indicate that an intervention is effective? Are stress interventions any different from standard human resource practices and is there a role for theory in stress interventions?

The purpose of this research is to examining the effect of transformational leadership on work stress, organizational citizenship behavior (OCB) and turnover intention, examining the effect of work stress on OCB and turnover intention and examining the effect of OCB on turnover intention.

Data were collected using the survey method, with questionnaires and data analysis were done employing the WarpPLS with two approaches. This research finds the results of this study indicate that the higher the transformational leadership, the lower the work stress will be. The positive significant relationship might be because of direction or command given by the leaders to nurses at each meeting held regularly.

The results of this study indicate that the higher transformational leadership, the lower the turnover intention will be even though it is not significant. The results of this study indicate that the higher the work stress, the lower the OCB, although not significant.

Previous studies have not examined the relationship of the variables mentioned above, especially in Manado where the respondents have different cultures.

The focus is on the planning and implementation of stress interventions within trade union organisations in the UK. Case material from two trade union projects is presented, together with an overview of some of the key areas of potential stress in such organisational settings. In addition, an approach to stress diagnosis and management is outlined which does not separate the individual from the organisation in an artificial way. The emphasis is rather on the interactive processes which underpin individual and organisational existence. This theoretical stance has a number of implications for intervention strategies, and these are also outlined. A review of some of the key points which are relevant to the planning of stress interventions in the organisational setting is presented in conclusion.

The purpose of this paper is to examine the causal correlation between the work stress of immigration officers (IOs) and the cross-level effect of social support.

A multilevel model was used to analyze the quantitative data obtained from 231 IOs in Taiwan, who served as the research objects.

From the results of this study, it was found that a positive significant relationship existed between role conflict and work stress, as well as between work stress and job burnout. Also, cross-level context and moderating effect for the relationship between social support and work stress, as well as between social support, work stress and job burnout were obtained.

This study only considered IOs in airports and ports. Therefore, it is necessary to determine if other topics of organizational behavior, such as the leadership of supervisors, organizational climate and work values of IOs, have a positive moderating effect. In this regard, it is recommended that a longitudinal study should be conducted in the future.

Given the parallel processes of stress development and organisational changes towards increased managerialism, the purpose of this paper is to understand the way in which employees’ stress is perceived and managed in female- and male-dominated sectors, characterised by new management-oriented steering methods.

The paper is based on a thematic analysis of interviews with managers and employees at one Swedish female-dominated work setting and one male-dominated work setting. The paper offers an analysis of how managerial approaches to stress mediate the ways in which employees may come to govern their own subjectivity through stress-management practices. Drawing upon Foucault’s and Rose’s work on governmentality and freedom, these practices are understood as implicated in the everyday exercise of power over the self.

The main finding is that a logic emphasising proactivity was more prevalent at the female-dominated workplace, while a logic emphasising trust was most prevalent at the male-dominated workplace. Both logics perceive self-management and self-realisation as ways to manage stress, but in the proactive regime, self-management and self-realisation tend to turn into new modes of exploitation. Approaches to stress management in the proactive regime in fact seem to further diminish levels of discretion and control, which, according to previous research, are typically already low in female-dominated work.

Based on these findings, the study argues for the importance of combining a self-managerial approach with trust in order to avoid turning the individualisation of work into a source of stress at female-dominated workplaces.

The paper contributes to a more complex understanding of women’s work stress by highlighting its interconnection with a proactive stress management regime.

The purpose of this paper is to examine the causes and consequences of job stress in Malaysia and make a comparison between Western and Eastern perspectives.

A grounded theory approach was used to develop a lay representation of Malay people's descriptions of their experiences at work, including job stress. Interviews were conducted with 48 employees in Malaysia, using six semi‐structured interview questions adopted from Kinman and Jones and translated into the Malay language, as a guide.

Although most respondents perceived that individual factors play an important role in work stress, organizational factors seemed to be the dominant factor identified that contributes to work stress. Respondents also perceived the individual as key to stress reduction rather than management interventions. A new concept emerged in this study that was related to external factors impinging on work (such as globalization).

Organizations should formulate strategies to prevent job stress among employees. They must also be alert to the impact of external factors that are now common in the Malay workplace.

Research of job stress in employees in Eastern cultures is rare. The paper provides in‐depth preliminary research which will lead to further investigations of job stress in Eastern workplace settings.

In the present chapter, we explore how employee well-being changes over time, both linear and psychological during periods of economic instability. Moreover, we examine how employee job embeddedness (JE) buffers the effects of economic shocks on employee well-being, and how these buffering effects change employee perceptions of time. We theorize that employees with higher levels of JE psychologically experience economic shocks as occurring infrequently with the economically unstable period feeling quick, but employees with lower levels of JE psychologically experience economic shocks as occurring frequently with the economically unstable period feeling slow. Finally, we extend these relationships to account for the spread of employee well-being through social connections, both inside and outside of the work context. Because JE requires strong social connections, we theorize that the links component of embeddedness is responsible for economic shocks and employee well-being crossing over the work/nonwork boundary. We discuss the implications for our theoretical model.

Restructuring and downsizing are facts of life and impact on employees via higher stress levels. Describes how a high technology communications organization, Technet Ltd, underwent restructuring when it changed the focus of its businesses and how this affected customer service representatives and their assignments. Reports the results of research carried out to study stress in customer contact employees in the small and medium business offices at Technet Ltd. Describes how the current research was compared with two prior studies in 1989 and 1992, utilizing a modified version of the original questionnaire. Analyses the results according to the literature and the prior studies, and makes conclusions and recommendations.

Although a supportive workplace is increasingly considered important for employees' performance, much of the evidence remains speculative, for example, it lacks offsetting mechanisms. This study addresses circumstances when perceived support helps and when it hurts work performance, depending on the mediating effects of job autonomy, intrinsic motivation and job satisfaction under the boundary conditions of perceived helpfulness of social media platforms and felt stress.

This study collected data using a questionnaire protocol that was adapted and refined from the original scales in existing studies. The sample consists of 900 employees from the public healthcare industry in Vietnam. To test the hypotheses, the partial least squares (PLS) technique was used.

This study finds that job autonomy, intrinsic motivation and job satisfaction are important for the perceived support and work performance relationship in which perceived helpfulness of social media platforms plays a critical confounding role. The findings also confirm that felt stress negatively moderates the relationship between job satisfaction and work performance, weakening the effect job satisfaction has on employee work performance.

This study specifies the boundary conditions under which work performance is mostly affected while enhancing the understanding of how to reinforce intrinsic motivation and job satisfaction. The findings offer organizational and human resource management (HRM) scholars and practitioners a closer look at perceived helpfulness of social media platforms and support the suggestions that autonomy-supportive workplaces are superior.

This paper offers a model that illustrates the relationship between organizational structure, work stress and perceived strain based on the concept of bureaucratic orientation.

After a brief review of the stress and structure literatures, a number of propositions are developed concerning organizationally‐induced stressors that are fostered by mechanistic or organic structures. Next, a model is presented illustrating the impact of members' bureaucratic orientation on the organizationally induced stressor‐strain relationship.

It is argued that highly‐mechanized structures manifest different stressors for employees from highly organic structures. The model also demonstrates how organizationally‐induced stressors such as role conflict and ambiguity mediate the relation between structure and strain. However, the extent to which these stressors result in perceived strain is also dependent on employees' predisposition toward dominance, autonomy, achievement, ambiguity and control. Based on the model and propositions presented, conclusions and suggestions for future research are provided.

Noted implications include more flexible workplace rules for female executives to eliminate stress associated with work‐family conflict as well as improved effectiveness of social support and person‐organization fit based on individual bureaucratic orientation.

This paper uniquely advocates consideration of employee bureaucratic orientation and organizational structure in relation to person‐organization fit and work stress. The propositions offered are of value to practitioners and researchers due to their implications for fostering person‐organization fit and reducing work stress.