S leep is an important activity that affects how people function in their day-to-day lives. Without good sleep, at work we can be emotionally reactive, unfocused, and unable to perform well (Banks & Dinges, 2007;Zohar et al., 2005). For this reason, researchers have been building a case for why companies should be interested in how employee sleep impacts job behaviors due to fatigue (Barnes & Watson, 2019;Mullins et al., 2014). Sleep issues are the most influential cause of work fatigue, especially 24 to 48 hours before employee work shifts (Dawson & McCulloch, 2005;Techera et al., 2016). Poor sleep is implicated in a diverse set of work problems, such as poorer work performance, unsafe work behaviors, lower work engagement, and more intentions to leave the organization (Henderson & Horan, 2021;Litwiller et al., 2017) In this chapter, we cover sleep and fatigue from an occupational health psychology (OHP) perspective with an emphasis on psychological processes among employees in field research (for reviews on physiological sleep processes, see Carskadon & Dement, 2005;Techera et al., 2016). We first provide an overview of common applied assessments of work fatigue and sleep concepts in organizational research. We then examine organizational strategies for addressing employee sleep and work fatigue issues, including organizational risk factors detrimental to sleep managing work fatigue arising from poor sleep during nonwork hours. We also discuss considerations for future research in each area.