Job control, work pressure and health effects

1998 ◽  
Author(s):  
F. R. H. Zijlstra ◽  
P. Carayon
Keyword(s):  
Health Effects ◽  
Job Control ◽  
Work Pressure ◽  
Control Work

Relationship between job control, work pressure and strain: Studies in the USA and in The Netherlands

Work & Stress ◽  
1999 ◽  
Vol 13 (1) ◽  
pp. 32-48 ◽  
Author(s):  
Pascale Carayon ◽  
Fred Zijlstra
Keyword(s):  
The Netherlands ◽  
Job Control ◽  
Work Pressure ◽  
The Usa ◽  
Control Work

Team Pay Inequality: Pay Disparity in Large Teams Increases Employee Turnover by Reducing Job Control.

2018 ◽  
Author(s):  
Jon Jachimowicz ◽  
Christopher To ◽  
Oliver P Hauser
Keyword(s):  
Financial Services ◽  
Employee Turnover ◽  
Large Scale ◽  
Job Attitudes ◽  
Organizational Outcomes ◽  
Job Control ◽  
Organizational Attribute ◽  
Pay Dispersion ◽  
Pay Inequality ◽  
Control Work

Pay dispersion is a core organizational attribute, but its’ relationship to employee turnover is relatively unclear. We propose this is the case because prior research suffers from two limitations: (1) it neglects how pay dispersion impacts employees’ psychological attitudes toward their job, and (2) it assumes that teams are homogenous, disregarding that variations in team characteristics shape how employees experience pay dispersion. The current research addresses these shortcomings by drawing on job demand-control theories to investigate how pay dispersion shapes employees’ job attitudes, and explicitly incorporates one aspect of team heterogeneity, team size variations. More specifically, our core proposition is that team pay inequality, i.e., the pay dispersion of employees within a team, reduces employees’ job control—their perceived capability to control work—particularly when teams are larger. This, in turn, makes it more likely employees in large unequal teams leave their organization. Two unique large-scale archival and survey datasets from a technology (N = 881) and financial services company (N = 22,816) provide support for our hypotheses. The current research thus offers a novel perspective on pay dispersion: salary differences within teams fundamentally shape employees’ job attitudes—particularly their job control—and thus determine important organizational outcomes.

Dimensions of Job Control in Computerized and Traditional Office Work and Its Health Effects

1995 ◽  
Vol 1 (1) ◽  
pp. 29-41 ◽  
Author(s):  
Maria Widerszal-Bazyl ◽  
Dorota Żołnierczyk
Keyword(s):  
Health Effects ◽  
Job Control ◽  
Office Work

Job Control, Work Intensity, and Work Stress

2013 ◽  
pp. 115-141
Author(s):  
Gallie Duncan ◽  
Zhou Ying
Keyword(s):  
Work Stress ◽  
Job Control ◽  
Work Intensity ◽  
Control Work

Federal Agencies to Study Health Effects of BPA

2010 ◽  
Vol 43 (2) ◽  
pp. 10
Author(s):  
ELIZABETH MECHCATIE
Keyword(s):  
Health Effects ◽  
Federal Agencies

HUMAN EXPOSURE TO MERCURY: A CRITICAL ASSESSMENT OF THE EVIDENCE OF ADVERSE HEALTH EFFECTS

1996 ◽  
Vol 49 (3) ◽  
pp. 221-270 ◽  
Author(s):  
Hope E. Ratcliffe, G. Marie Swanson, Law
Keyword(s):  
Health Effects ◽  
Human Exposure ◽  
Critical Assessment ◽  
Adverse Health Effects ◽  
Adverse Health

Daily Fluctuations in Work Engagement

2014 ◽  
Vol 19 (4) ◽  
pp. 227-236 ◽  
Author(s):  
Arnold B. Bakker
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Research Evidence ◽  
Organizational Outcomes ◽  
Reciprocal Relationship ◽  
Proactive Behavior ◽  
Negative Events ◽  
Daily Work ◽  
Work Pressure ◽  
Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

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