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The study examined differences between voluntary and involuntary Canadian (N = 224) temporary help employees (THEs). The hypotheses stated that compared to involuntary THEs, voluntary THEs, particularly those who see it as a long‐term employment arrangement, are more satisfied and involved and less stressed. Results supported most of the hypotheses. Long‐term THEs were higher in overall satisfaction and in two of three measures of facet satisfaction. They were also lower in role conflict and role ambiguity. Analyses rule out the possibility that the results merely express adaptation of attitudes to imposed employment realities. It was also found that involuntary THEs prefer long assignments with a single client‐company whereas voluntary THEs prefer the variety associated with short‐term assignments. Few male (21.5 per cent of the sample) and female differences in outcome measures were found. Implications for client companies, for human resource agencies, and for individual employees are suggested.

Pre‐relocation measures as well as measures collected subsequent to it were used to predict employees’ post‐relocation adaptation in a case where an entire plant relocated its premises. The distance between the old and the new site did not require home relocation, with the result that the change was deemed less of a “family issue” than an essentially work and organizational change. The sample consisted of 176 employees, for whom matched before and after questionnaires were available. Pre‐relocation measures included demographics, justification of management’s decision to relocate, and positive and negative emotional reactions to the move. In addition, measures of perceived changes were taken after the move. The three post‐relocation adaptation measures were work satisfaction, loyalty to the organization, and relocation satisfaction. Findings are discussed in the light of previous findings, although most of that research dealt with individual as opposed to plant relocation, and of very few studies dealing with post‐relocation variables.

Plant relocation (PR) is a major organisational change, ostensibly focused only upon geographical transfer, but in fact having broad‐spectrum accompanying effects. A conceptual analysis of PR is presented, supplemented by data from 35 interviews with managers and union leaders of organisations having recently relocated. PR is viewed as a catalytic process of turbulent change, radiating upon organisational structures, social processes, and external environmental systems. The uncertainty and turbulence created by PR are shown to affect management‐worker relations, as well as the interrelationships among employees and the distribution of power within the organisation. The potentials of PR as an opportunity for organisational growth and revitalisation on the one hand, and as a period of crisis and turmoil, on the other, are presented. Some general guidelines are proposed for the effective planning and management of relocation.

The past few years have seen an increase in studies on the effects of commuting stress on various measures of strain. In particular, commuting impedance, a combination of time and distance between home and work, has been suggested as the independent variable that best describes the commuting experience. As demographic characteristics have been hypothesized as affecting strain, data were collected on personal variables and mode of transportation. Presents results from subjects in the present study consisting of 200 employees of a service organization near Tel Aviv, Israel. Whereas results verified the impact of commuting impedance on strain measures related to the commuting experience, the association between personal variables and strain was found to be inconsistent. Although the subjects were drawn from one organization only, they manifested many of the commuting patterns observed in other western nations. Proposes several suggestions for investigating the relationship among commuting stress and strain variables in future studies.