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The ethical principles that potential tourism/hospitality employees bring to this industry have, only in the last decade or so, begun to receive research scrutiny. Fundamental ethical beliefs, it is suggested, are likely to have wideranging implications in regard to issues such as management style and workstress problem‐solving, particularly in the face of perceived indifference or injustice among prospective employers and supervisors. Ethical beliefs accompanying prospective employees are likely to be attended by expectations regarding the validity and efficacy of particular workstress problem‐solving strategies perceived to be displayed by tourism industry management. This study has examined four basic ethical principles that are at the core of optimal employee functioning: efficiency, reliability, Initiative and hardwork; the paper has also examined a range of perceived tourism industry management workstress response strategies among a sample of potential tourism industry employees, particularly as those perceptions may be mediated by basic workplace ethical beliefs. Major perceived workstress problem‐solving responses by tourism industry management were found to involve the enhancement of workplace trust, workplace communication, and global management change within the workplace. More highly rated ethical ideals involved showing initiative and responsibility, whereas lower rated ideals were efficiency and hardwork. It was also revealed that ideal ethical ratings for initiative, responsibility and efficiency were higher than perceived ethical expectations among tourism industry management; potential tourism industry employees rated hardwork lower than they believed tourism industry management would so do. The response of trust emerged as the most valued of the workstress alleviation responses, and was found to be associated with most of the ethical principles. The global management change response was also found to be associated with similar ethical principles, though to a lesser degree; the communication workstress response was also found to be a prominent management workstress response expectation, though was not revealed to be predictive of the four workplace ethical principles. Implications of these findings for human resource management operations within the tourism/hospitality industry, and for further research directions, are presented.

Suggests that female funeral service practitioners (FSPs), in particular, may be exposed to a combination of classic healthcare stressors (e.g. shift work, work/family balance), unique funeral industry stressors, and stresses associated with working in non‐traditional occupations. Explores the relationships betweeen the stressors, perceived stress and two m ental health outcomes: anxiety and depression. Suggests that there needs to be both direct and indirect relationships between these. Expands the knowledge regarding the types of work and non‐work stressor that can affect mental health outcomes among women working in onn‐traditional occupations. Comments that this information should be particularly useful as women are increasingly entering historically male‐dominated fields.

This paper seeks to analyse the results of a case study conducted in 2008/2009 investigating workplace stress in a further education college library service.

Results from questionnaires and a series of semi‐structured interviews held with library staff are analysed and discussed in the paper.

Librarians reported that interaction with students can be stressful or enjoyable, depending on context. The need to control noise levels, modify student behaviour and balance the needs of different user groups are cited as stressors. The results also show that the library staff exhibit a degree of humour and self‐awareness in their work and employ a range of methods to cope with stress.

Repeating the study more widely amongst a range of differing library services would add credibility to the findings.

This study shows that positive stress may motivate librarians to engage actively with students and thus create job satisfaction. Negative stress may be managed by measures such as zoning and flexible governance.

The study contributes to knowledge and understanding of stress in the library profession by contributing a case study of stress in the college sector.

Based on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.

This study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.

The paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.

This study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.

The following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.

The results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.

This study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

All major contracts in social life, including the work contract, are based on the principle of reciprocity. A fair balance between the costs invested in cooperative activities and the gains received in turn is a prerequisite of a trustful social exchange and individual well being. Conversely, failed reciprocity in terms of high cost and low gain elicits strong negative emotions and associated stress responses. The model of effort-reward imbalance has been developed to identify conditions of failed reciprocity in social contracts, with a particular focus on work, and to predict reduced well being and increased illness susceptibility as a consequence of this exposure. This chapter describes the theoretical foundation of this model and its measurement. Moreover it summarizes empirical evidence on adverse effects on health derived from epidemiological and laboratory investigations. Finally, some policy implications of this new evidence are discussed.

This chapter evaluates a model of the organizational context of burnout with direct reference to a new measure, the Areas of Worklife Scale (AWS). The model proposes a structured framework for considering six areas of worklife – workload, control, reward, community, fairness, and values – that have resonated through the literature on burnout over the previous two decades. The chapter presents extensive data on the AWS, testing a model of the six areas’ interrelationships as well as their overall relationship to the three aspects of burnout. The results of these analyses are discussed in reference to the psychometric qualities of the measure and the implications of a structured approach to work environments for future development of research on burnout. Implications for developing workplace interventions are also considered.

The study explored whether an asynchronous short online course in mental health well-being and resilience for healthcare workers (HCWs) showed improved self-reported results among participants during the second wave of the COVID-19 pandemic.

A descriptive cross-sectional study evaluated the course outcomes using the 10-item Connor and Davison's Resilience Scale, the World Health Organization's WHO-five well-being index and self-developed questions. Data were collected via online questionnaires before and after course completion.

A total of 1 301 HCWs participated. The highest proportion of participants was from South Africa (SA) (93.7%) and females (78.7%). Analysed mean pre- and post-training scores showed increased scores in all five domains: knowledge, confidence in course outcomes, behaviour, resilience and well-being. Confidence in the course outcomes was the only common significant construct for both well-being and resilience. Mindfulness activities (β = 0.12, 95%CI [0.032, 0.213], p = 0.008) and self-care behaviours (β = 0.14, 95%CI [0.035, 0.241], p = 0.009) were significant predictors of participants' well-being. Coping mechanisms for stress (β = 0.12, 95%CI [0.036, 0.21], p = 0.006) and connecting with a social support network (β = 0.085, 95%CI [0.0007, 0.17], p = 0.048) were significant predictors of participants' resilience. Those working in the private sector, those working in clinical settings and those who were female showed significant associations with well-being and resilience.

The results are self-reported data which may be susceptible to social desirability and acquiescent effects. There are no guarantees that positive effects observed during this study are sustained over time. The study sample was selective in that it excluded those who did not consent for the use of their data and those who did not complete the course.

The research is noteworthy as literature shows that female HCWs tend to have worse mental health outcomes than males in the same field. Online learning can enable HCWs to conveniently access mental health education, accommodate their work commitments and explore topics that are potentially stigmatising.

The purpose of this paper is to investigate gender differences in burnout, style of coping and the availability of peer support among high‐tech engineers

A longitudinal study investigated gender differences in burnout, style of coping and the availability of peer support among high‐tech engineers, an interesting occupational group from a gender perspective both because of the masculine culture of the engineering profession and the many prejudices against women engineers. Both the masculine culture and the prejudices help explain the paucity of women engineers and predict high levels of burnout among them.

The paper's findings supported this prediction. They revealed a significant gender difference in burnout, with women engineers reporting higher levels of burnout than men. The gender differences in burnout were interpreted as related to other findings: women's greater tendency to utilize emotion‐focused coping, their smaller peer support and greater work–family conflict.

In addition to their implications for gender theory and research and for burnout theory and research, the paper's findings point to the need to encourage and support the small and unique group of women engineers.

The purpose of this paper is to examine relationships between cross-cultural adjustment and stress of expatriate employees with families in a multinational corporation and identify common stressors reported during international transitions.

This study utilized both quantitative and qualitative methods through an online survey based tool. The CernySmith Assessment captured the statistical measures of objective adjustment scales along with written in, subjective stressor responses from a sample of expatriates.

Overall subjective stress level was negatively correlated with all five objective adjustment domains (organizational, cultural, relational, behavioral, and personal). Seven stressor categories (cultural, occupational, relational, historical, crisis, spiritual, physical) demonstrated statistically significant negative relationships with overall adjustment. Regression analysis indicated expatriate adjustment was predicted by spiritual, occupational, and support stressors. Write-in stressor responses provided specific expressions of individual stress challenges, strains, and hassles that support predicted relations according to the Family Adaptation and Adjustment Response model.

This study provides a snapshot of objective adjustment interacting with subjective stress for expatriate employees from a single international organization during a specific time period.

These findings provide insights to organizations and human resource development professionals as well as to expatriates and their families on how stress impacts expatriate adjustment. It also highlights the need for support mechanisms to ease transitions and reduce stressors.

This paper aims to examine whether employability activities are driven by employee learning motives and their perception of learning opportunities.

Data were collected using a closed questionnaire survey from three different profit organizations (N = 405). Hypotheses were tested through hierarchical multiple regression analysis.

Hierarchical regressions showed that the learning motive “personal development” had a positive relationship with “perceived learning opportunities” and “employability activities,” as hypothesized. “Perceived learning opportunities” did not mediate the relationship between the learning motive “personal development” and “employability activities.” No relationships were found among the learning motives “social pressure,” “perceived learning opportunities” and “employability activities”.

This study is among the first to investigate the motives that employees must engage in individual learning paths. It attempts to predict their self-reported employability activities based on these motives and on the learning opportunities that employees perceive.