JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW1

Authors


  • 1

    The authors gratefully acknowledge the valuable comments of an anonymous reviewer.

Requests for reprints should be sent to John Newman, State Farm Insurance Companies, One State Farm Plaza, Bloomington, Illinois, 61701. Terry Beehr is now in the Department of Psychology at Central Michigan University, Mt. Pleasant, Michigan.

Abstract

Job stress (and more generally, employee health) has been a relatively neglected area of research among industrial/organizational psychologists. The empirical research that has been done is reviewed within the context of six facets (i.e., environmental, personal, process, human consequences, organizational consequences, and time) of a seven facet conceptualization of the job stress–employee health research domain. (The seventh facet, adaptive responses, is reviewed in the forthcoming second article of this series.) A general and a sequential model are proposed for tying the facets together. It is concluded that some of the major problems of the research in this area are: confusion in the use of terminology regarding the elements of job stress, relatively weak methodology within specific studies, the lack of systematic approaches in the research, the lack of interdisciplinary approaches, and the lack of attention to many elements of the specific facets.

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