Research on work stress and the ways individuals cope with it has a long tradition that has lasted for more than half a century and that has increased dramatically during the last few decades. Work stress is a phenomenon that has often been related to poor well-being at work and to psychosomatic complaints. Its relation to workers’ physical and mental health has also been established (Sonnentag and Frese, 2003). Moreover, stress has negative outcomes for companies because of absence behaviors and low performance. In fact, several authors have reported work stress to be a significant source of labor costs for companies (Cooper, Liukkonen, and Cartwright, 1996; Goetzel et al., 1998).

In recent times, labor markets, organizations, and the nature of work itself have experienced important transformations caused by globalization and social, economic, market, and technological changes. These changes have had an impact on work context, work activities, and workers’ health and well-being. In many facets working conditions have improved, but new risks, most of them of a psychosocial nature, have appeared or intensified. This emerging reality poses new demands and threats for workers and professionals, but it also offers new opportunities for development and personal fulfillment. Stress experiences can hamper employees’ well-being and health, but under certain conditions they can also have beneficial consequences. In fact, as pointed out by Selye (1956), an important distinction can be made between stress that is positive, labeled “eustress,” and negative stress, which is sometimes known as “distress.”