During the past decade, there has been a growing interest in the literature on stress at work, from both theoretical and empirical perspectives (e.g. Cohen 1980; Cooper and Payne, 1988; Jackson and Schuler, 1985; Kahn and Byosiere, 1992). The experience of stress at work has been singled out as an important area of investigation because of its potential effect on the well-being and productivity of employees. Reviews of the literature have clearly indicated that a variety of work stressors such as role ambiguity, role conflict, and insuffient control and authority at work tend to be associated with psychological strains (e.g. burnout, psychosomatic complaints) as well as adverse behavioral (e.g. absenteeism, turnover) and physiological (e.g. blood pressure, heart rate) outcomes (see e.g. Cooper and Marshall, 1976; Fried, Rowland and Ferris, 1984; Jackson and Schuler, 1985; Shirom, 1989 for reviews). The severe implications of work stress have also led scholars and researchers to search for potential coping mechanisms to reduce the experiences of stress and strain at work. Among these mechanisms, emotional and instrumental social support have been the most extensively examined and appear to be beneficial for reducing stress and strain (Cohen and Wills, 1985; House, 1981). Yet, our knowledge concerning the issues of work stress its causes and effects as well as mechanisms utilized to cope with or overcome it appears to be incomplete. In particular, past research has failed to incorporate sufficiently relevant concepts and variables from other potentially related areas. Very little attention, for example, has been given in the work stress literature to relevant domains in the field of industrial relations (e.g. Bluen and Barling, 1988). The linkage between work stress and industrial relations can be discussed in relation to three subareas. More specifically, inherent in the field of industrial relations is the conflict or potential conflict over domains of work control between labor and management. While labor and management may show a high degree of cooperation, such cooperation typically results from outside threat of competition or depletion of resources, rather than cessation of the basic conflict between labor and management (e.g. Kochan and Katz, 1988; Lawler and Mohrman, 1987). Clearly, such inherent conflict between labor and management may affect the level of stress and strain experienced by both managers and workers (Hartley, 1992). Yet, to date, very little research has focused on how labor-management relation actually contribute to individual stress and strain at work. Moreover, the industrial relations literature has recognized the unique position of union officials because they act as an interface among management, union and rank and file (e.g.
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