Information and communication technologies (ICTs) are rapidly becoming indispensable organizational tools. Though the benefits of such technologies have been trumpeted, recent research has examined the unique pressures that may be introduced through the lens of a construct called workplace telepressure, defined as an urge for and preoccupation with quickly responding to ICTs (e.g., email). The current study further explores the workplace telepressure construct as a unique contributor to measures of workplace well-being over and above perceived workplace demands and individual differences, introducing new constructs into the study of workplace telepressure. Furthermore, the study critically evaluates the term "telepressure" as applied to the underlying construct, as "pressure" may connote a perception of external force being placed on an individual, whereas the definition offered by past research identifies a preoccupation and urge to respond immediately to ICT messages, which may be internally generated. Finally, the ability of workplace telepressure to account for unique variance in workplace subjective well-being measures is investigated.

This article explains how key practices pertaining to the psychologically healthy workplace can be used to develop a comprehensive approach to stress management in contemporary organizations. Specifically, we demonstrate the ways in which employee involvement, recognition, work-life balance, health and safety, and growth and development practices can be used to assist in the reduction of work stress and the proactive management of strain. Although many organizations strive to establish a positive environment conducive to work and well-being, identifying where to begin can often seem like a daunting task. Currently, many stress management efforts emphasize individual-level interventions that are simply implemented alongside existing organizational practices. We propose that a broader perspective allows for a better understanding of the stress process, resulting in the ability to consider a wider range of changes to organizational processes. Combining knowledge regarding psychologically healthy workplace practices, stress management intervention levels and the personal resource allocation framework, we present a comprehensive framework for approaching workplace stress management, which can be tailored to the unique needs of various organizations, departments and employees. By adopting this broader perspective, we believe organizations can more strategically address employee stress, resulting in more effective stress management and a profound impact on stress-related outcomes.

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Corporate and public interest in the relationship between individual well-being and organizational performance has been on the rise in recent years. One topic that has received significant attention with regard to performance decrements is productivity loss that occurs either through absenteeism (i.e., a failure to attend work) or presenteeism (i.e., when employees show up to work but, due to either physical- or mental-health factors, are not able to perform at full capacity). Although researchers and practitioners acknowledge that productivity loss can result from either physical- or mental-health decrements, most research, especially research in the presenteeism context, either focuses on physical-health decrements or confounds the 2. In 2 studies we examine the potential differences in productivity loss that occur due to mental-health, as opposed physical-health, decrements. While a moderate relationship exists between them, both factors contributed uniquely to the explanation of other key well-being constructs (i.e., satisfaction with work-life balance, emotional exhaustion, work engagement, depression, life satisfaction, and turnover intentions). Productivity loss due to mental-health decrements appears to be more associated with cognitive/emotional work-related outcomes, while productivity loss due to physical-health decrements demonstrates little to no relationship with those outcomes. However, both may manifest themselves psychologically in the form of depression, which subsequently links them to other well-being outcomes.

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