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Using a time-lagged multiple source field data (N = 198), we examined the effects of challenge and hindrance stressors on psychological strains, turnover intentions, and job performance. We also tested the moderating role of conscientiousness in the proposed relationships. Findings revealed that both challenge and hindrance stressors were positively related to psychological strains and turnover intentions. We found that conscientiousness acted as a double-edged sword. Workers with high conscientiousness maintained their performance levels when confronted with higher challenge and hindrance stressors. However, highly conscientious workers were more likely to leave their organizations when exposed to challenge stressors. Contrary to expectations, low conscientious workers had higher performance ratings when exposed to hindrance stressors.