essors (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 competitive wage structures, poor job descriptions, and ineffective organizational motivational strategies. The third group of stressors were thos
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