This study proposes that self-reported work stress among U.S. managers is differentially related (positively and negatively) to work outcomes depending on the stressors that are being evaluated. Specific hypotheses were derived from this general proposition and tested using a sample of 1,886 U.S. managers and longitudinal data. Regression results indicate that challenge-related self-reported stress is positively related to job satisfaction and negatively related to job search. In contrast, hindrance-related self-reported stress is negatively related to job satisfaction and positively related to job search and turnover. Future research directions are discussed.

Communication technologies have made it increasingly feasible for employees to stay connected to work when not in the office. Yet we have little understanding of the implications for important aspects of work and work life. This study investigates how the use of communication technologies beyond normal work hours relates to work-related attitudes and work-to-life conflict. Results found that employees with higher ambition and job involvement were more likely to use communication technologies after hours. Furthermore, use of communication technologies after hours was associated with the employee's work-to-life conflict as reported by the employee and a significant other of the employee.

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Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect.

As advances in communication technologies have made organizations more easily connected to their workforce outside of normal work hours, there is increased concern that employees may experience heightened work-nonwork conflict when away from the office. The current study investigates the effects of electronic communication received during nonwork time using an experience sampling methodology to examine withinperson relationships among elements of electronic communication (affective tone, time required), emotional responses (anger, happiness), and work-to-nonwork conflict in a sample of 341 working adults surveyed over a seven-day period. Hierarchical linear modeling results suggested that both affective tone and time required were associated with anger, but only affective tone was associated with happiness. Further, anger was associated with work-to-nonwork conflict and mediated the effects of affective tone and time required on work-to-nonwork conflict. Results also revealed cross-level moderating effects of abusive supervision and communication sender together, as well as segmentation preference. Implications of these findings for future theorizing and research on electronic communication during nonwork time are discussed.

In this study, the authors contribute insight into the temporal nature of work attitudes, examining how job satisfaction changes across the 1st year of employment for a sample of organizational newcomers. The authors examined factors related to job change (i.e., voluntary turnover, prior job satisfaction) and newcomer experiences (i.e., fulfillment of commitments, extent of socialization) that may strengthen or weaken the job satisfaction pattern. Results of a study of 132 newcomers with data collected at 4 unique time periods show a complex curvilinear pattern of job satisfaction, such that satisfaction reached a peak following organizational entry and decreased thereafter. However, examination of moderating factors revealed that individuals who reported less satisfaction with their prior job and those having more positive experiences on the new job, such as greater fulfilled commitments and a higher degree of socialization, were most likely to experience this pattern. Findings from this study offer important implications for theory and research on changes in newcomer attitudes over time as well as practical insight on key factors that shape the pattern of job attitudes as individuals enter and experience a new workplace.

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