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This paper examines the relationship between the role characteristics, organizational characteristics and stress in a sample of employee assistance program (EAP) administrators. In addition, variables which the organizational literature suggests "buffer" the relationship of antecedents with stress are considered. The results indicate that the role, organizational, and intervening variables have unique effects on stress, rather than fitting a buffering model. The perceptions of status and autonomy held by the program administrator, as well as structural characteristics of the workplace, all contribute significantly to an understanding of reported stress.

The authors examined the effect of procedural justice climate, defined as a distinct group-level cognition about how the work group as a whole is treated, on work group performance in a sample of 34 work groups from two organizations. They hypothesized that the relationship between procedural justice climate and performance is indirect, operating through helping behavior. Group-level helping behavior fully mediated the relationship between procedural justice climate and perceived performance. However, the same results were not found when financial performance data were used as a measure of work group performance. Implications for the study's findings are discussed.

The organizational literature includes a number of studies examining the relationship between satisfaction and commitment. In all, the discrepant findings characteristic of this research seem to be a function of both the range of independent variables used by researchers to model the satisfaction-commitment relationship and the choice of satisfaction-commitment measures. We argue generally that justice judgments are central to the development of satisfaction and commitment. Specifically, the literature suggests that procedural justice is closely related to "global" evaluations of systems, leaders, and institutions (e.g., commitment); whereas distributive justice is closely linked to evaluations of "specific" personally relevant outcomes (e.g., facet satisfaction). Four competing models linking distributive and procedural justice to employee satisfaction and commitment were tested using confirmatory analytic techniques. Results suggest that, when considering the role of justice judgments, satisfaction and commitment are causally independent. Implications for both managerial practice and further research are discussed.

In the past 20 years special interest groups have increased efforts to de-stigmatize alcoholism through improving the image of the alcoholic and medicalizing alcoholism. Among specific initiatives is the effort to implement work-based employee assistance programs (EAPs) to identify alcoholic employees through job performance decrements and guide them to appropriate treatment resources. In this analysis, two issues are examined. First, we measure the degree to which the disease model of alcoholism is accepted among those working with alcoholics in job-based programs, those variously charged with administering EAPs. Second, we measure attitudes toward the employment of recovering alcoholics in the EAP field. Results indicate that recovery from alcoholism, the role of "co-alcoholic," and the occupational setting of the EAP administrator each affect the attitudes regarding the disease concept of alcoholism and the appropriateness of recovering alcoholics working in the EAP field.

Teams of academic coauthors can be conceptualized as self-designing work groups, an infrequently studied but increasingly prevalent group structure. This research note considers issues surrounding how management scholars form collaborative teams, provide effort toward completion of research projects, evaluate colleagues'efforts, and decide whether to pursue further collaborative opportunities with them. The findings indicate that withholding effort occurs in self-designing groups, such as research collaborations, and that the emotional bonds that group members form with colleagues play a key role in whether they decide to work together again, as well as in how they react to perceptions that a coauthor withheld effort.