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The present study examined the relationship of job stress and Type‐A behavior pattern with employees' job satisfaction, turnover intention, absence behavior, organizational commitment, psychosomatic health problems, and happiness in life. Data were collected by means of a structured questionnaire from full‐time employed Muslims (N = 325) living in Canada and United States of America. Pearson correlation and moderated multiple regression were the statistical techniques employed to analyze data. Results generally supported the prediction that job stress will be significantly related with the dependent variables. Type‐A behavior was found to be related with only a few dependent variables. In addition, Type‐A behavior was found to be an important moderator of job stress and outcome relationships. Implications of the findings for management and for future research are highlighted.

The importance of various support sources to the experience of work and non‐work life balance is a well‐documented factor. This study investigate the differential impact of the support of work colleagues, workplace supervisors, non‐work friends, spouse/partner, and extended family on employees’ perceptions of the balance between their work and family life commitments. The sample of an Irish working cohort (n=170) indicated that after having a young child (6 years of age) the next significant predictor of experienced work interference with family life was spouse‐partner instrumental support. Spouse‐partner social support did not have an impact on experienced work interference in family life. The support of co‐workers and workplace supervisors did not influence experienced work‐family conflict. How and why positive spouse‐partner instrumental support should lead to elevated work‐family conflict are discussed.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

This longitudinal panel study examined the relationship of three dimensions of control (personal, job and organizational) assessed in the initial phase of a hospital amalgamation on nurses’ reactions two years later during the amalgamation period. The participants were 179 full‐time nurses employed in four community hospitals being amalgamated into two. Nurses reported low organizational control, a finding consistent with the sense of powerlessness frequently associated with nurses. The hypothesis that the three types of control would differentially predict nurses’ reactions to the hospital amalgamation was supported. Personal control significantly predicted changes in perceived co‐worker support and help‐seeking coping over the amalgamation period. Job control significantly predicted changes in perceived supervisor support and direct action coping (putting more effort into doing one’s job) over the amalgamation period. Organizational control significantly predicted changes in perceived hospital support and trust in the hospital over the amalgamation period. The findings indicate the need to include more than one dimension of control in investigations of nurses’ sense of powerlessness and the importance of matching the type of control to outcome variables.

There is clear recognition of the relationship between social support and mental health (e.g., Kessler, & McLeod, 1985; Turner, 1981; Winefield, 1979), general health outcomes (e.g., Berkman, 1986; Cohen 1988; DiMatteo & Hays, 1981), work stress (Ganster, Fusilier, & Mayes, 1986), burnout (Etzion, 1984), work adjustment, and work performance (e.g., Fisher, 1985; Ford 1985; House, 1981). Despite the clear correlation between support and more positive outcomes in all these domains, the causal mechanisms and nature of the relationships remain a matter of debate and for research to answer.

Attempts to validate Rotter’s locus of control scale with a sample of religious not‐for‐profit leaders. Uses a questionnaire sent to 558 senior pastors of Arkansas Southern Baptist churches. Findings are consistent with other reseachers who have highlighted some deficiencies in the scale and many resppondents struggled to answer some sections. Suggests that the scale should be re‐evaluated with less items.

Conflict theory and research largely ignored the possible relationships between conflict at work, and individual health, well‐being, and job satisfaction. We present a model that argues that poor health and well‐being can trigger conflict in the workplace, and reduce the extent to which conflict is managed in a constructive, problem solving way. The model further proposes that conflict, especially when managed poorly, can have negative long‐term consequences for individual health and well‐being, producing psychosomatic complaints and feelings of burnout. We review research evidence and conclude, among other things, that the model is more likely to hold up when conflict involves relationships and socio‐emotional, rather than task‐related issues. Avenues for future research and implications for policy and organizational design are discussed.

The dual‐career phenomenon has become increasingly prevalent worldwide. For couples juggling multiple demands, this lifestyle often generates stresses and strains at home and at work, which can have negative consequences for organizations. Most empirical research into this lifestyle often generates stresses and strains at home and at work, which can have negative consequences for organizations. Most empirical research into this lifestyle has been conducted in the United States and Britain, and very little has been carried out in Australia. This particular study, based on data from an Australian sample of 62 lawyers and accountants, analysed the antecedents of work‐family conflict among dual‐career couples. The results confirm that overload, role conflict and role conflict significantly effect work‐family conflict. To enhance labour productivity and organisational effectiveness, therefore, human resource managers need to take account of the potential for dual‐career overload and conflict, and respond flexibly to dual‐career employee status.

The main purpose of this study is to link work‐family conflict, quality of work and non‐work lives, quality of life and social support (supervisor and spouse supports). Specifically, it seeks to address three different roles of social support that have theoretical and empirical support and the mediating roles of quality of work life and quality of non‐work life.

The SEM‐based approach has been used to study supervisor and spouse supports as moderators between work‐family conflict and quality of life; independent variables of work‐family conflict; independent variables of quality of life. The study has been carried out in Malaysia.

The main findings are: work‐family conflict has relationship with quality of life; quality of work life and non‐work life are “partial” mediators between work‐family conflict and quality of life; and, among the various roles of social support, its role as an independent variable of quality of life gives the best results.

The research is based on a cross‐sectional study conducted in Malaysia and addresses only the spouse and supervisor supports as components of social support.

The research has developed a comprehensive model linking work‐family conflict, quality of work and non‐work lives, and quality of life and has studied the role of social support.