g others (Collins, 1993, pp. 29-38).
Stress-outcomes associated with occupational stressors both task and context) tend to vary widely. Workers may simply resort
to daydreaming or fantasizing. Alternatively, employees may react more actively by creating interpersonal and intraorganiza-tional conflicts involving escalating level of communication problems. Workers also may get sick or may terminate their relationship with the organization. These actions are just a few of literally dozens of stress-outcomes that may result from the effects of occupational stressors. Absenteeism and substance abuse are two additional high profile and easily identifiable outcomes of occupational stressors (Harris and Heft, 1992, pp. 239-266). Reductions in effectiveness, productivity, and communication are less easily identifiable outcomes of the effects of occupational stressors; however, such outcomes are among the most debilitating for both the organization and for the individual.
Occupationally-related stressors tend to vary from job to job and from organization to organization (Schaubroeck, 1993, pp. 1-25). One group of research studies developed three classifications of occupationally-related stressors. The first group included those stressors, which are common to a wide variety of jobs. This group included stressors such as customer demands, time constraints, and ineffective training. The second group included those stressors that are common to a wide variety of organizations. This group included stressors such as an absence of support from organizational superiors, non-
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