A model of job stress that focuses on organizational and job-related stress is presented. Job stress is conceived of as a first-level outcome of the organization and job; it is a feeling of discomfort that is separate and distinct from second-level outcomes or consequences of job stress. The second-level outcomes may include varying levels of satisfaction, organizational commitment, motivation, and performance. A partial test of the model examines relationships between hypothesized stressors and experienced job stress. Survey data obtained from 367 managers of a large restaurant chain were used with the results generally supporting the model. Factor analysis supported the concept that job stress is multidimensional. Two distinct dimensions of job stress were identified: time stress and anxiety. Both job stress dimensions were significantly related to each of the model's five organizational stressor categories, but not all of the independent variables within the categories were significantly related to job stress. Moreover, the specific stressors associated with each dimension of job stress proved to be substantially different. Interest in the phenomenon of work-related stress has increased markedly during the last few years, as indicated by several reviews of the literature, a number of books, and a rash of public seminars promoting different approaches to stress control (

A lack of agreement exists in the motivation literature concerning appropriate definitions of the terms intrinsic and extrinsic outcomes and inconsistencies are prevalent when specific outcomes are classified as of one or the other type. This situation led to the hypothesis that the concepts of intrinsic and extrinsic are unclear and confusing to industrial and organizational psychologists. This hypothesis was tested by taking a survey of randomly selected members of Division 14 of the American Psychological Association in which surveyed members were asked to define the terms intrinsic and extrinsic and to classify 21 outcomes as either intrinsic, extrinsic, or both. The results of the survey provide support for the confusion hypothesis. Implications of the findings for further conceptual and empirical work are discussed.

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Recent research suggests that well-designed employee health management programs (EHMPs) can enhance employee health as well as a number of important organizational outcomes. The purpose of this article is to further our understanding of EHMPs and their effects on organizations. To do so the authors define EHMPs and discuss their history, examine motivations for organizations establishing EHMPs, review EHMP outcome research, discuss linkages between EHMP and the human resource management (HRM) function, analyze the mechanisms by which EHMPs influence important HRM outcomes, and address EHMP implementation challenges. Recommendations for future research are presented.

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