The scales of challenge and hindrance appraisals were psychometrically sound across multiple contexts. RESULTS highlight the merit of considering appraisal in stress research.

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This model extends the existing scholarship by proposing how the experience of stressors and adversity may have resilience-strengthening opportunities. The implication of this model is that engaging with stressors can have positive consequences for longer-term healthy emotional development if scaffolded in adaptive reflective practices.

This paper explores the potential for certain types of stressors to build resilience in the occupational setting. Using the challenge-hindrance stressor framework (Cavanaugh, Boswell, Roehling, & Boudreau, 2000), we propose that challenge stressors have the potential to promote the capacity for resilience, whereas hindrance stressors experienced in the workplace erode resilient functioning. Employing a 2-wave longitudinal design we examined the effects of challenge and hindrance stressors on psychological resilience and strain 3 months later. Two-hundred and 8 working adults (48.1% female) participated in both surveys. Findings indicated that Time 1 challenge stressors had a significant effect on psychological resilience 3 months later (Time 2). In contrast, Time 1 hindrance stressors positively predicted Time 2 strain and negatively predicted psychological resilience. Moreover, resilience mediated the relationship between Time 1 stressors and Time 2 strain. These results demonstrate the potential positive and negative impacts of workplace stressor types on psychological resilience, and provide an exploration of a mechanism through which challenge and hindrance stressors influence well-being. This analysis also investigated the role of resilience in moderating the relationship between hindrances and strain. Some evidence emerged for the moderating role of resilience in the hindrance-strain relationship. The implications of these findings and directions for future research are discussed. (PsycINFO Database Record

Personal resources are commonly examined as part o f the job demandsresources (JD-R) model, but unlike work resources, personal resources are rarely found to moderate the impact o f demands on well-being. The present study conceptualizes proactive coping (efforts directed toward the manage ment o f future stressors) as a personal resource within an expanded version o f the JD-R model that differentiates demands into 2 stressor categories: challenges and hindrances. We investigated the role o f proactive coping as a moderator o f the effects o f these 2 forms o f work demand on burnout and engagement. A measure o f proactive coping was developed from existing scales o f proactive work behavior. Results o f a cross-sectional survey o f 147 Australian employees showed that proactive coping moderated relations between challenge stressors and engagement, as well as relations between challenge stressors and burnout. No moderation effects were observed fo r hindrance stressors. The study highlights the value o f the expanded JD-R model, the merits o f proactive coping, and some o f the potential benefits o f developing employee proactivity.Proactive behavior involves anticipating future opportunities or prob lems, setting goals and planning how to achieve them, and implementing future-oriented plans in the face of obstacles