One hundred sixty licensed morticians were surveyed to examine differences among business owners, managers, and employees on the relations proposed by G. F. Koeske and R. D. Koeske's (1993) stressor-strain-outcome model. Forty-eight percent of the morticians were owners, 16% were managers, and 36% were employees. Owners had less social support from work-related sources and perceived lower levels of role ambiguity and role conflict, less emotional exhaustion, and higher levels of job satisfaction and professional satisfaction than did nonowners. Social support from work-related sources and ownership each moderated the relationship between emotional exhaustion and job satisfaction but not between emotional exhaustion and professional satisfaction. Emotional exhaustion partially mediated the effect of stressors on job satisfaction and professional satisfaction.

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This study adopted a person-organization fit framework to examine (a) whether employees' perceptions of organizational strategy for adaptation predicted their commitment to their organization and their intentions to stay and (b) whether these 2 relationships were moderated by perceived job alternatives. Support was found for both hypotheses. Specifically, when there are numerous perceived job alternatives, employees who perceive a misfit between their company's strategy and their preferred strategy were less committed to their organization and less likely to stay than their fit counterparts.

As the environment within which organizations act continues to change and becomes increasingly competitive, maintaining an organizational climate that supports change and encourages creativity is a key objective for organizational leaders. This article examines the relationship between leadership style (transformational, transactional, laissez-faire) and members' perceptions of the psychological climate for organizational change readiness and psychological climate for organizational creativity. Results indicate that transformational leaders have a direct positive relationship with psychological climate for organizational change readiness and organizational creativity, while laissez-faire leaders have a negative relationship.

The current conflicts in Afghanistan and Iraq present unique risk factors for military personnel that increase the likelihood of psychological distress and concomitant consequences related to trauma. Several studies have found that the stress brought about by financial difficulties, unemployment, and the need to renegotiate roles and responsibilities with spouses following discharge increases the likelihood of relationship strain and even intimate partner violence in the veteran population. This study was undertaken to determine the challenges related to maintaining healthy relationships for college student veterans who have served in the armed forces since September 11, 2001. Psychological distress, substance use, and hypermasculine attitudes were explored as risk factors for intimate violence. Social support was found to be a protective buffer against psychological aggression. However, approximately a third of college student veterans reported low social support along with symptoms of distress, placing them at elevated risk of partner abuse. The current article explores models for predicting risk of perpetrating aggression in college student veterans and concludes that culturally tailored programs and services are needed.