The social response of one individual to another is obviously determined, in part, by his perceptions and evaluations of that other A particularly important aspect of these perceptions is the nature of inferences made by the perceiver about the locus of phenomenal causality for the various motives and behaviors of the other What Heider (2) has termed the "causal unit," which the perceiver constructs from knowledge of an event and its perceived agent, may be a determinant of his future perception of the agent and/or a fimction of his previous perception of him When we attribute, correctly or incorrectly, some "good" deed to a person, this may contnbute to our perception of the person himself as "good " If we have prior information which has led to the perception that he is not a good person, the causal unit we construct may be quite different we may suspect some ulterior motive, suppose that he was forced to perform the good act, or we may not construct the unit at all (deny that he performed the act) This process of causal attribution usually involves some inference about the motivation of the other person (perhaps as to its locus, and perhaps about its nature), and our interaction with or evaluation of the other person may vary in predictable ways along with the type of "causality" attnbuted Both Heider and Simmel (8) and Michotte (4) have demonstrated how the perceiving subject imputes causality to the movements and collisions of geometncal objects m the visual field, and the former writers clearly indicated how the attribution of causality for such mechanical events influences the interpretations of the events themselves Studtes by Thibaut, Coules, and Robinson (described m S) and Thibaut and Riecken (8), although not explicitly concemed with the perception of social

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Studies on workplace stress have been conducted in various occupational environments. However, published reports exploring occupational stress in the military are rare. This study examines occupational stress in the Canadian Forces within the framework of social role theory and its relation to employee health, job satisfaction, and organizational commitment. Of interest were the psychological resources (e.g., individual coping skills, workplace leadership, and perceived organizational support) that have the potential to alter the perception of work stress and/or alleviate its association with individual and organizational outcomes. Regression analyses indicated a negative association between occupational role stress and both individual (strain) and organizational (job satisfaction and organizational commitment) wellbeing. No moderating effects were found for coping strategies, workplace leadership, or perceived organizational support, although these factors had direct relationships with both individual and organizational well-being. The results are discussed in terms of the potential of organizational resources and role stress to cascade across organizational levels.

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