No abstract

The present study examined the relationship of job stress, job stressors, and Type-A behavior pattern with employees' job satisfaction, organizational commitment, psychosomatic health problems, and turnover motivation among full-time nurses (N = 215) working in a large Canadian hospital. Both job stress and stressors (role ambiguity, overload, conflict, and resource inadequacy) were significantly related to four outcome variables. Type-A behavior was associated with high job stress, high role ambiguity, conflict, resource inadequacy, and psychosomatic health problems. In addition, Type-A behavior was found to be an important moderator of the stress-outcome relationships. Implications of the findings for management and for future research are highlighted.

The present study examined the relationship of shiftwork and department-type with employees' job stress, stressors, work attitudes and behavioral intention. Data were collected by means of a structured questionnaire from nurses ( N = 1 148) working in eight hospitals in a large, metropolitan city in eastern Canada. One-way ANOVA, MANOVA and two-way ANOVA were used to analyze data. Results generally support the prediction that nurses working on fixed shifts were better off than nurses working on rotating shifts in terms of the dependent variables of the present study. The prediction that nurses working in non-intensive care departments were better off than nurses working in intensive care departments received mixed support at best. A few interaction effects of shiftwork x department-type on dependent variables were also noted,The impact of socio-demographic variablesage, marital status, cultural background (English-versus French-speaking) -on the above relationships were also analyzed, Results are discussed in light of the previous empirical evidence on shiftwork and departmen t-type.

The literature on routinization of work is both ambiguous and equivocal when its impact on quality of working life is considered. The classical management literature suggests that routinization of work has a positive influence on individual performance and by implication on the quality of working life resulting from the overall prosperity generated. However, more recent literature on job characteristics and job design argues that routinization of work has a negative impact on individual performance as it suppresses creative expression on the job. This paper suggests that these mixed findings are due to an inadequate theoretical grasp of the concept of routinization and presents empirical evidence which attempts to clarify the ambiguity. Data were collected from 1148 nurses working in anglophone hospitals in the greater Montreal area in the form of a field survey questionnaire. The results indicated that nurses who worked routine shifts perceived higher levels of quality of working life compared to those on non‐routine shifts. The results also indicated that nurses who experienced high routinization in job content perceived lower levels of quality of working life compared to those nurses who experienced low routinization in job content. Implications of these findings for future research are discussed.

Four types of relationships were proposed between job stress and performance: curvilinear/U-shaped, negative linear, positive linear, and no relationship between the two. Data were collected from middle managers (N = 227) and blue-collar workers (N = 283) employed in a large Canadian organization. Bivariate multiple regression and hierarchical multiple regression analyses generally supported the prevalence of a negative linear relationship between job stress and supervisory ratings of performance. Employees' organizational commitment significantly moderated over 50% of the relationships between job stress and measures of job performance in both managerial and blue-collar samples. Implications of the findings are discussed for future research in the area of job stress.