The meaning of occupational stress items to survey respondents.

This study tested the effect of using the word stress in the measurement of self-reported occupational stressors and strains. Employees from two organizations responded to a questionnaire that included specific occupational stressors, strains, and 16 items in which the word stress was used. Survey respondents tended to interpret the word stress to refer both to employees' strains or reactions to the work environment and to job stressors or elements of the environment itself. Implications of these findings for occupational stress research are discussed.     

Extending the challenge-hindrance model of occupational stress: The role of appraisal

Interest regarding the challenge-hindrance occupational stress model has increased in recent years, however its theoretical foundation has not been tested. Drawing from the transactional theory of stress, this study tests the assumptions made in past research (1) that workload and responsibility are appraised as challenges and role ambiguity and role conflict are appraised as hindrances, and (2) that these appraisals mediate the relationship between these stressors and outcomes (i.e., strains, job dissatisfaction, and turnover intentions). For a sample of 479 employees, we found that although workload, role ambiguity, and role conflict could be appraised primarily as challenges or hindrances, they could also simultaneously be perceived as being both to varying degrees. Support was also found for a model in which primary appraisal partially mediated the stressor-outcome relationship.     

Moderating effects of perceived control and need for clarity on the relationship between role stressors and employee affective reactions

The authors examined the salience of perceived control and need for clarity as "buffers" of the adverse consequences of role stressors by using hierarchical regressions on role ambiguity and role conflict, with job satisfaction and psychological strain as the criterion variables. In a sample of U.S. and New Zealand employees, perceived control was directly associated with higher satisfaction and reduced strain but displayed no moderating effect on stressor-outcome relationships. Need for clarity, on the other hand, was a significant moderator of the relationship of role ambiguity and conflict to both satisfaction and strain; that finding suggests that researchers could give more attention to dispositional variables in examining the correlates of role stressors.     

Adaptation-level theory, opponent process theory, and dispositions: an integrated approach to the stability of job satisfaction

Research suggests that the stability of job satisfaction is partially the result of dispositions (J. J. Connolly & C. Viswesvaran, 2000; C. Dormann & D. Zapf, 2001; T. A. Judge & J. E. Bono, 2001a; T. A. Judge, D. Heller, & M. K. Mount, 2002). Opponent process theory (R. L. Solomon & J. D. Corbit, 1973, 1974) and adaptation-level theory (H. Helson, 1948) are alternative explanations of this stability that explain how environmental effects on job satisfaction dissipate across time. On the basis of an integration of these explanations, the authors propose that dispositions (a) influence employees' equilibrium or adaptation level of job satisfaction, (b) influence employees' sensitivity to workplace events, and (c) influence the speed at which job satisfaction returns to equilibrium after one is exposed to a workplace event. Research and applied implications are discussed.     

Satisfaction With Subordinates: A Neglected Research Issue Concerning Supervisors1

Satisfaction with subordinates, a relatively neglected facet of job satisfaction, was examined via questionnaires administered to both a sample of 37 retail store supervisors and a second sample of 58 bank supervisors regarding 274 of their subordinates. Functional relationships between supervisors and subordinates, in which subordinates help get things done in the workplace, were related to satisfaction with subordinates even after entity relationships (similarity between supervisors and subordinates on biodata and values) were controlled.     

Making use of professional development: Employee interests and motivational goal orientations

Vocational interests and goal orientation (GO) are examined for their potential influences on employees' decisions to engage in professional development and to apply the knowledge and skills gained from development activities in their jobs. Specifically, professional development, in the form of continuing professional education (CE), was examined for a variety of practicing healthcare professionals (N = 183), including physicians, nurses, and allied health professionals in the Midwest United States. Aspects of vocational interest theory (interests and congruence) and GO theory predicted CE outcomes (voluntary participation in CE beyond professional requirements and the application of CE learning at work). Further, employee GO mediated between interests and the application of CE learning at work, providing evidence of a work-specific motivational process linking interests with performance-related behavioral outcomes.     

A three-phase model of retirement decision making

The present article organizes prominent theories about retirement decision making around three different types of thinking about retirement: imagining the possibility of retirement, assessing when it is time to let go of long-held jobs, and putting concrete plans for retirement into action at present. It also highlights important directions for future research on retirement decision making, including perceptions of declining person-environment fit, the role of personality traits, occupational norms regarding retirement, broader criteria for assessing older workers' job performance, couples' joint decision making about retirement, the impact of self-funded and self-guided pension plans on retirement decisions, bridge employment before total withdrawal from the work force, and retirement decisions that are neither entirely forced nor voluntary in nature.     

Employee and Customer Perceptions of Service Quality in an Indian Firm

Nous présentons un modèle complétant les conceptions existantes de la relation entre employés et clients dans la domaine des services qui propose que la perception de l’efficacité du service par l’agent comme prédictive de l’efficacité du service perçue par le client. L’efficacité du service se réfère à la perception qu’ont les agents de répondre ou même d’aller au‐delà des attentes relatives au service de la part de l’organisation et des clients exteriors. Nous avons enquêté la relation entre l’efficacité du service, la maturité de l’équipe, et la qualité du service dans la filiale indienne d’une organisation internationale de produits de bureaux. Les agents de service appartenant à 18 équipes autonomes ont classé leur propre efficacitéà répondre aux attentes de la direction et des clients extérieurs. Les donées préexistantes sur la maturité de ces équipes étaient recueillies auprès l’organisation. 114 clients de la même société, choisi au hazard, évaluaient la qualité du service fourni, leur satisfaction de ce service et les effets attendus par le client. Nous avons trouvé des liaisons positives entre l’efficacité du service, la maturité du groupe et la qualité de service. Ces resultants servent à enrichir la littérature reliant les comportements des employés aux effets sur les clients pour les sociétés operant dans les economies émergeantes. We proposed a model complementing existing conceptions of the relationship between service employees and their customers, that proposes service effectiveness as an employee‐level predictor of customer‐perceived service quality. Service effectiveness refers to employees’ perceptions of meeting or even exceeding the service‐related expectations of the organisation and external customers. We investigated the relationship between service effectiveness, team maturity, and service quality in an Indian branch of an international office products organisation. Service employees belonging to 18 self‐managed teams rated their own effectiveness in meeting the expectations of management and external customers. Pre‐existing team maturity data for these teams were obtained from the organisation. Simultaneously, 114 randomly selected customers of the same company evaluated the quality of service provided, their satisfaction with the service, and intended customer outcomes. We found positive links between service effectiveness, group maturity, and service quality. These results also help extend the literature linking employee behaviors with customer outcomes to companies operating in emerging economies.     

Productive and Counterproductive Attendance Behavior: An Examination of Early and Late Arrival to and Departure From Work

Although previous research has examined late arrival to and early departure from work, little is known about early arrival and late departure. Using data from 227 participants employed in a number of different organizations, the current study found that early arrival, late arrival, early departure, and late departure represent four distinct constructs. Furthermore, early arrival and late departure loaded onto the same second-order factor as organizational citizenship behaviors and late arrival and early departure loaded onto the same second-order factor as counterproductive work behaviors. Additional analyses found that Conscientiousness and job attitudes predicted significant variance in each of these attendance behaviors. We also collected qualitative data from a second sample (N = 176), which found that early employees generally spend their extra time at work engaging in work-related activities.