Ozean Journal <strong>of</strong> Social Sciences 6(1), 2013Organizational health seems to <strong>in</strong>fluence <strong>job</strong> satisfaction directly and through <strong>job</strong> <strong>stress</strong>. The study corroborates<strong>the</strong> f<strong>in</strong>d<strong>in</strong>g by Arıkan (2011) who found out that organizational health has a direct <strong>effect</strong> on <strong>job</strong> satisfaction andGul (2007) who found out that <strong>job</strong> <strong>stress</strong> is a predictor <strong>of</strong> <strong>job</strong> satisfsction. The f<strong>in</strong>d<strong>in</strong>g that organizational healthalso has a <strong>job</strong> <strong>stress</strong>-mediated <strong>effect</strong> on <strong>job</strong> satisfaction is important as it shows that organizational health canaffect <strong>job</strong> satisfaction through different factors such as <strong>stress</strong>. Consider<strong>in</strong>g that <strong>stress</strong> which is seen as anemotional reaction to organizational events (Millward 2005) causes more <strong>stress</strong> for teachers compared to o<strong>the</strong>rpr<strong>of</strong>essions (Eres and Atanasoska 2011; Hargreaves 1999; Pi<strong>the</strong>rs 1995), study <strong>of</strong> its sources and results are <strong>of</strong>unique importance <strong>in</strong> terms <strong>of</strong> improv<strong>in</strong>g teachers’ performance. As can be seen <strong>in</strong> this study, organizationalhealth variables have an important <strong>effect</strong> on <strong>job</strong> <strong>stress</strong> which <strong>in</strong> turn affects <strong>job</strong> satisfaction. Thus, humanresources practices must focus on all dimensions <strong>of</strong> organizational health which has significant <strong>effect</strong>s on howemployees are affected by <strong>job</strong> <strong>stress</strong> and how <strong>the</strong>y are happy with <strong>the</strong>ir <strong>job</strong>s. S<strong>in</strong>ce educators are expected toexecute various and diverse activities while fac<strong>in</strong>g enormous volumes <strong>of</strong> <strong>in</strong>dividual, social and pr<strong>of</strong>essionalresponsibilities <strong>in</strong> today’s fast-paced world, which could lead to <strong>the</strong>ir experience <strong>of</strong> <strong>stress</strong> (Steyn and Kamper2006; Adams 2001), it could be stated that high levels <strong>of</strong> organizational health functions as a buffer<strong>in</strong>g systemlessen<strong>in</strong>g employees <strong>stress</strong> levels and <strong>in</strong>creas<strong>in</strong>g <strong>the</strong>ir <strong>job</strong> satisfaction.To improve organizational health means creat<strong>in</strong>g organizations not only surviv<strong>in</strong>g its environment but also astructure constantly us<strong>in</strong>g its abilities to cope with difficulties (Miles 1969). 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