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Turnover of highly educated employees in the hospitality industry is growing rapidly. A predictor of turnover in the hospitality industry recently put forward, but not yet fully researched, is psychological strain. This chapter investigates the role of psychological strain and organizational support in relation to affective commitment and turnover intentions. The results show that both psychological strain and organizational support were found to be significant predictors of turnover intentions. The effect of organizational support was partly mediated by psychological strain and fully by affective commitment. No significant interaction effects with gender were found. As organizational support is a precursor of both psychological strain and intention to leave and is in the scope of influence of a hospitality company, it could be a starting point for reducing turnover.

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.

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.

The aim of this chapter is to provide a literature review on daily recovery during non-work time. Specifically, next to discussing theories that help us understand the process of recovery, we will clarify how recovery and its potential outcomes have been conceptualized so far. Consequently, we present empirical findings of diary studies addressing the activities that may facilitate or hinder daily recovery. We will pay special attention to potential mechanisms that may underlie the facilitating or hindering processes. Owing to the limited research on daily recovery, we will review empirical findings on predictors and outcomes of a related construct, namely need for recovery. We conclude with an overall framework from which daily recovery during non-work time can be understood. In this framework, we claim that daily recovery is an important moderator in the process through which job characteristics and their related strain may lead to unfavorable states on a daily basis.

This chapter examines employee learning behavior as a function of work characteristics. Karasek’s Demand-Control (DC) model proposes that high job demands and high job control are conducive to employee learning behavior. A review of 18 studies revealed that whereas most of these supported these predictions, methodological and conceptual shortcomings necessitate further study. Perhaps the most important weakness of the DC-based research on learning is that the conceptual foundations of the DC model regarding employee learning behavior are quite rudimentary, while the role of interpersonal differences in the learning process is largely neglected. The second part of this chapter explores the relationship between work characteristics and learning behavior from the perspective of German Action Theory (AT). AT explicitly discusses how work characteristics affect learning behavior and assigns a role to interpersonal differences. We conclude by presenting a model that integrates action-theoretical insights on learning with DC-based empirical results.

In this chapter, we discuss the impact of business trips on travelers and their families from the perspective of respite, thus embedding business trips in stress theories. We begin by reviewing the literature on respite and recovery. Focusing on the role of travelers’ resources, we relate the phenomenon of business trips to conservation of resources (COR) and job demands-resource (JD-R) theories. We then discuss the negative and positive characteristics and outcomes of business trips. We offer evidence from interviews with business travelers regarding the special characteristics and consequences of business trips. We summarize by addressing the question of whether business trips are a special kind of respite.

We examined how Conservation of Resources (COR) theory has been applied to work and stress in organizational settings. COR theory has drawn increasing interest in the organizational literature. It is both a stress and motivational theory that outlines how individuals and organizations are likely to be impacted by stressful circumstances, what those stressful circumstances are likely to be, and how individuals and organizations act in order to garner and protect their resources. To date, individual studies and meta-analyses have found COR theory to be a major explanatory model for understanding the stress process at work. Applications of COR theory to burnout, respite, and preventive intervention were detailed. Studies have shown that resource loss is a critical component of the stress process in organizations and that limiting resource loss is a key to successful prevention and post-stress intervention. Applications for future work, moving COR theory to the study of the acquisition, maintenance, fostering, and protection of key resources was discussed.

This chapter examines the role of leader workaholism in relation to their own and their followers’ well-being. We begin with an overview of workaholism, along with a description of how workaholism may relate to typical leader behaviors. We propose a conceptual model linking the various components of workaholism to leaders’ well-being and followers’ well-being. In our model, we propose that leaders’ workaholism can negatively influence their own well-being, and also their followers’ well-being through interindividual crossover of affective, cognitive, and behavioral components of workaholism. Furthermore, the negative well-being outcomes experienced by the workaholic leader can also crossover to the followers through interindividual strain–strain crossover. Several moderating factors of these relationships are discussed, as well as avenues for future research.