The validity of Hackman and Oldham's Job Characteristics Model was assessed by conducting a comprehensive review of nearly 200 relevant studies on the model as well as by applying meta-analytic procedures to a large portion of the data. The evidence indicated that the available correlational results are reasonably valid in light of the issues examined. Results tended to support the multidimensionality of job characteristics, but there was less agreement on the exact number of dimensions. The corrected correlational results of the meta-analysis indicated that job characteristics related both to psychological and behavioral outcomes. Concerning psychological states, the results tended to support their mediating (e.g., intervening) role between job characteristics and personal outcomes. The pattern of correlations between the job characteristics and psychological states was less supportive of the model. Meta-analytic results demonstrated that most of the cross-study variance was due to statistical artifacts. True variance across studies was found for the job characteristicsperformance relationship, however, and subsequent analyses suggested that growth-need strength moderates this relationship. Implications for potential revisions of the model and for practice are discussed.

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We quantitatively integrated 169 samples (N= 35,265 employees) that have been used to investigate the relationships of the following 7 work‐related stressors with job performance: role ambiguity, role conflict, role overload, job insecurity, work–family conflict, environmental uncertainty, and situational constraints. Overall, we obtained a negative mean correlation between each job performance measure and each stressor included in our analyses. As hypothesized, role ambiguity and situational constraints were most strongly negatively related to performance, relative to the other work‐related stressors. Analysis of moderators revealed that (a) the negative correlation of role overload and performance was higher among managers relative to nonmanagers; (b) publication year moderated the relation of role ambiguity and role overload with performance, although in opposite directions; (c) the correlations obtained for published versus unpublished studies were not significantly different; and (d) using the Rizzo et al. scale of role ambiguity and role conflict decreased the magnitude of the correlations of these stressors with performance, relative to other scales. Theoretical contributions, future research directions, and practical implications are discussed.

A quantitative and qualitative review of existing literature on working hours and health was carried out. Meta‐analyses were performed on 21 study samples. Results indicated small, but significant positive mean correlations between overall health symptoms, physiological and psychological health symptoms, and hours of work. Qualitative analysis of 12 other studies supported these findings of a positive relationship between hours of work and ill‐health. Different factors which may obscure the relationship between health and hours of work are discussed, together with other moderating influences. Taking these into account it is proposed that the results of the meta‐analyses together with the qualitative analysis offer support for a link between hours of work and ill‐health.

We quantitatively integrated 169 samples (N = 35,265 employees) that have been used to investigate the relationships of the following 7 workrelated stressors with job performance: role ambiguity, role conflict, role overload, job insecurity, work-family conflict, environmental uncertainty, and situational constraints. Overall, we obtained a negative mean correlation between each job performance measure and each stressor included in our analyses. As hypothesized, role ambiguity and situational constraints were most strongly negatively related to performance, relative to the other work-related stressors. Analysis of moderators revealed that (a) the negative correlation of role overload and performance was higher among managers relative to nonmanagers; (b) publication year moderated the relation of role ambiguity and role overload with performance, although in opposite directions; (c) the correlations obtained for published versus unpublished studies were not significantly different; and (d) using the Rizzo et al. scale of role ambiguity and role conflict decreased the magnitude of the correlations of these stressors with performance, relative to other scales. Theoretical contributions, future research directions, and practical implications are discussed.Psychosocial stressors at work represent a ubiquitous and multifaceted phenomenon (Lazarus, 1993); several theoretical frameworks predict that they affect employee attitudes and behaviors (Jex & Crossley, 2005). Most past meta-analytical reviews of these relationships focused only on the linkages of role conflict and role ambiguity with job performance, none of