Occupational Stress

Peter Y. Chen, PhD, was awarded a doctoral degree in 1991 from the University of South Florida with a major in industrial and organizational psychology. He is a professor of psychology at Auburn University, a fellow of the Society for Industrial and Organizational Psychology, past editor of the Journal of Occupational Health Psychology, and past president of the Society for Occupational Health Psychology. He has published more than 100 articles and two books, and his work has been cited over 10,000 times. One of his articles was deemed one of the eight most influential papers in the Journal of Organizational Behavior. In addition, he was ranked 29th among the most-cited authors between 2000 and 2004, in 30 management journals. The overarching aim of his research is to understand the process of change at the individual, organizational, community, and industry levels, and to develop ways to facilitate changes, with the goal of building a healthy workplace and society.

Dedication
Preface
1 Description
1.1 Terminology
1.1.1 Occupations
1.1.2 Occupational Stress
1.1.3 Job Stressors
1.1.4 Causal Relations: Job Stressors and Strains
1.1.5 Consequences of Job Stressors
2 Theories and Models
2.1 Role Stress Theory
2.2 Transactional Theory
2.3 Person-Environment Fit Theory
2.4 Job Demands-Resources Theory
2.4.1 Effort-Reward Imbalance Model
2.4.2 Demands-Control Model
2.4.3 Demands-Control-Support Model
2.4.4 Job Demands-Resources (JD-R) Theory
3 Job Stressors and Their Impacts
3.1 Role Conflict and Role Ambiguity
3.1.1 Role Overload
3.1.2 Illegitimate Tasks
3.2 Work-Family Conflict
3.3 Workload
3.3.1 Workplace Telepressure
3.4 Lack of Control or Autonomy
3.5 Organizational Constraints
3.6 Organizational Justice
3.7 Organizational Politics
3.8 Workplace Mistreatment
4 Preventive Interventions
4.1 Promoting Recovery From Work
4.2 Improve Well-Being by Job Crafting
4.3 Supervisor as a Change Agent
4.3.1 Family-Supportive Supervisor Behaviors
4.3.2 Supportive Supervisor Behaviors and Job Crafting
4.3.3 Improve Well-Being by Reducing Workplace Mistreatment
4.4 Redesigning Work to Promote Job Control
4.5 A Final Note
5 Case Vignette
6 Further Reading
7 References
8 Appendix: Tools and Resources