School principals' workplace well-being: a multination examination of the role of their job resources and job demands

2020 ◽  
Vol 58 (4) ◽  
pp. 417-433
Author(s):  
Rebecca J. Collie ◽  
Helena Granziera ◽  
Andrew J. Martin
Keyword(s):  
Job Satisfaction ◽  
Path Analysis ◽  
Professional Learning ◽  
School Principals ◽  
Job Demands ◽  
Well Being ◽  
Interaction Effects ◽  
Job Resources ◽  
Occupational Commitment ◽  
Content Type

PurposeThe aim of this study was to examine the extent to which several workplace factors are implicated in school principals' well-being. Two job resources (i.e. participatory climate and collegial climate) and two job demands (i.e. barriers to professional learning and staff shortages) were investigated, along with two well-being outcomes (i.e. job satisfaction and occupational commitment). Interaction effects between the job resource and job demand variables were also tested.Design/methodology/approachData were from 5,951 principals in 22 Organization for Economic Co-operation and Development (OECD) countries that participated in the Teaching and Learning International Survey (TALIS) 2013. Path analysis of direct and interaction effects was tested, along with multigroup path analysis to determine any differences in results across nations.FindingsThe results showed that staff shortages and collegial climate predicted job satisfaction. All of the job resources and demands predicted occupational commitment. In addition, one interaction effect was significant showing that a participatory climate was especially important for occupational commitment under conditions of high staff shortages. The findings were similar across the 22 countries.Originality/valueThe study yields important knowledge about the cross-national salience of four job resources and demands that are associated with principals' well-being at work.

scholarly journals Impact of BYOD on organizational commitment: an empirical investigation

2019 ◽  
Vol 32 (2) ◽  
pp. 246-268 ◽  
Author(s):  
Melina Seedoyal Doargajudhur ◽  
Peter Dell
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Job Autonomy ◽  
Self Assessment ◽  
Content Type ◽  
Perceived Workload

PurposeBring your own device (BYOD) refers to employees utilizing their personal mobile devices to perform work tasks. Drawing on the job demands-resources (JD-R) model and the task-technology fit (TTF) model, the purpose of this paper is to develop a model that explains how BYOD affects employee well-being (through job satisfaction), job performance self-assessment, and organizational commitment through perceived job autonomy, perceived workload and TTF.Design/methodology/approachSurvey data from 400 full-time employees in different industry sectors in Mauritius were used to test a model containing 13 hypotheses using confirmatory factor analysis and structural equation modeling.FindingsThe SEM results support the hypothesized model. Findings indicate that BYOD indirectly affects job satisfaction, job performance and organizational commitment via job demands (perceived workload), job resources (perceived job autonomy) and TTF. Further, job resources influences job demands while TTF predicted job performance. Finally, job satisfaction and job performance self-assessment appear to be significant determinants of organizational commitment.Practical implicationsThe findings are congruent with the JD-R and TTF models, and confirm that BYOD has an impact on job satisfaction, job performance self-assessment and organizational commitment. This could inform organizations’ policies and practices relating to BYOD, leading to improved employee well-being, performance and higher commitment.Originality/valueThe expanded model developed in this study explains how employee well-being, performance and organizational commitment are affected by BYOD, and is one of the first studies to investigate these relationships.

Engaging leadership in the job demands-resources model

2015 ◽  
Vol 20 (5) ◽  
pp. 446-463 ◽  
Author(s):  
Wilmar B. Schaufeli
Keyword(s):  
Structural Equation ◽  
Work Performance ◽  
Online Survey ◽  
Job Demands ◽  
Well Being ◽  
Organizational Outcomes ◽  
Job Resources ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type

Purpose – The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement. Design/methodology/approach – An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling. Findings – It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications – The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance). Practical implications – Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership. Social implications – Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being. Originality/value – The study demonstrates that engaging leadership can be integrated into the JD-R framework.

scholarly journals Using the Job Demands–Resources Model to Evaluate Work-Related Outcomes Among Norwegian Health Care Workers

SAGE Open ◽  
2020 ◽  
Vol 10 (3) ◽  
pp. 215824402094743
Author(s):  
Sabine Kaiser ◽  
Joshua Patras ◽  
Frode Adolfsen ◽  
Astrid M. Richardsen ◽  
Monica Martinussen
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Service Quality ◽  
Health Care Professionals ◽  
Turnover Intention ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Work Related

The job demands-resources (JD-R) model was used to evaluate work-related outcomes among 489 health care professionals working in public health services for children and their families in Norway. In accordance with the JD-R model, the relationship of job demands and job resources with different outcomes (turnover intention, job satisfaction, and service quality) should be mediated through burnout and engagement. The results of the multilevel structural equation model analysis indicated good model fit: The χ2/degrees of freedom ratio was 1.54, the root mean square error of approximation was .033, and the Tucker Lewis index and comparative fit index were both .92. Job demands were positively associated with burnout; job resources were positively related to engagement and negatively related to burnout. Burnout was positively related to turnover intention and negatively related to job satisfaction and service quality. Engagement was inversely related to the outcome variables. Both job demands and job resources are important predictors of employee well-being and organizational outcomes.

An investigation of the relationship between lean and well-being based on the job demands-resources model

2019 ◽  
Vol 39 (12) ◽  
pp. 1295-1322 ◽  
Author(s):  
Andrea Roberto Beraldin ◽  
Pamela Danese ◽  
Pietro Romano
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Conclusive Evidence ◽  
Job Resources ◽  
Content Type ◽  
Positive Effects

Purpose The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion. Design/methodology/approach Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers. Findings SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement. Research limitations/implications The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand. Practical implications The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being. Originality/value By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

Are public employees more satisfied than private ones? The mediating role of job demands and job resources

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lourdes Gastearena-Balda ◽  
Andrea Ollo-López ◽  
Martín Larraza-Kintana
Keyword(s):  
Job Satisfaction ◽  
Job Demands ◽  
Working Hours ◽  
Job Resources ◽  
Public Employees ◽  
Public And Private ◽  
Content Type ◽  
Mediating Role ◽  
Employment Sector ◽  
Routine Work

Purpose This paper aims to compare job satisfaction in public and private sectors and the mediating role of several job demands and resources on the relationship between the employment sector and job satisfaction. Design/methodology/approach Drawing on the job demands-resources model, this study argued that differences in job satisfaction were explained largely by the job characteristics provided in each sector. Data comes from the quality of working life survey, a representative sample of 6,024 Spanish public and private employees. Findings This study revealed that public employees were more satisfied than private ones. This relationship was partially mediated by job demands and job resources, meaning that the public and private employment sectors provided different working conditions. Public employees, in general, had fewer demands and more job resources than private ones, which resulted in different levels of job satisfaction. Additionally, partial mediation indicated that public employees are more satisfied than private ones, despite accounting for several job demands and job resources. Research limitations/implications While the findings of this study highlighted the relative importance of job demands and job resources in affecting job satisfaction of public and private employees, the generalizability of the results to other countries should be limited as the study only used data from a single country. Practical implications A significant portion of the positive effect on job satisfaction of public employees is channeled through the lower levels of routine work and lower number of required working hours and through better job resources such as higher salary, more telework, greater prospects at work and more training utility. To improve job satisfaction, it is apparent that managers should pay special attention to things such as routine work, working hours, training and telework. Originality/value This paper contributes to the comprehension of how several job demands and resources simultaneously play a mediating role in explaining the relationship between the employment sector and job satisfaction.

Psychische vermoeidheid en plezier in het werk bij Vlaamse werknemers

2006 ◽  
Vol 22 (4) ◽  
Author(s):  
Joris Van Ruysseveldt
Keyword(s):  
Job Satisfaction ◽  
Representative Sample ◽  
Job Insecurity ◽  
Job Demands ◽  
Well Being ◽  
Learning Opportunities ◽  
Job Resources ◽  
Job Autonomy ◽  
Work Overload

Fatigue and job satisfaction among Flemish employees. An application on the JD-R model Fatigue and job satisfaction among Flemish employees. An application on the JD-R model Using the Job Demands-Resources (JD-R) model this study analyses differences in fatigue and well-being in a representative sample of Flemish employees (N = 12095). The JD-R model assumes that the prevalence of high job demands is associated with strain related phenomena such as fatigue, whereas the availability of job resources in the workplace enhances employee well-being. Jobs combining high job demands and low resources result in the most problematic levels of fatigue and employee well-being. Our analysis confirms the assumptions of this model. Work overload, emotional and physical demands, work-home interference and job insecurity are positively associated with fatigue and negatively with employee well-being. Job autonomy, quality of the relation with the supervisor and learning opportunities are negatively associated with fatigue and positively with employee well-being. Partial evidence is found for the buffer hypothesis: at high levels of work overload a rise in job autonomy reduces the level of fatigue and increases the level of employee well-being. Also our analysis shows that a combination of low job autonomy and few learning opportunities at workplace level are associated with extremely high levels of fatigue and very low employee well-being.

scholarly journals Entrepreneurial orientation and the job demands-resources model

2018 ◽  
Vol 47 (3) ◽  
pp. 745-764 ◽  
Author(s):  
Ralph Kattenbach ◽  
Simon Fietze
Keyword(s):  
Job Satisfaction ◽  
Entrepreneurial Orientation ◽  
Empirical Support ◽  
Job Demands ◽  
Job Resources ◽  
Future Research ◽  
Negative Effects ◽  
Cross Sectional ◽  
Content Type ◽  
Personal Resource

Purpose The purpose of this paper is to examine the influence of entrepreneurial orientation (EO) within the framework of the job demands-resources (JD-R) model. Design/methodology/approach The sample of N=597 white-collars in the German media and IT industry is drawn via the professional network XING. Cross-sectional mediator models are used to test the hypothesis. Findings The processes proposed by the JD-R model find empirical support. Job demands primarily cause exhaustion while job resources increase job satisfaction. Besides, job demands reduce job satisfaction and job resources lead to less exhaustion. An exception is found for cognitive workload which rather acts like a job resource. EO mediates these effects in a favorable way. High job resources foster EO, which in turn reduces exhaustion and enhances job satisfaction. For job demands, EO shows a negative mediation reducing the health-impairment process and increasing job satisfaction. Research limitations/implications Future research should broach the issue of adverse effects related to extreme employee entrepreneurship and potential negative effects. Practical implications Supporting and supervising an EO may help employees to cope with modern job profiles in agile organizations. Originality/value The findings provide support for a favorable mediating role of an entrepreneurial personal resource within the JD-R model. This knowledge may be used to consider individual work orientations and to organize work in a “healthy” way.

Authenticity at work – a job-demands resources perspective

2016 ◽  
Vol 31 (2) ◽  
pp. 483-499 ◽  
Author(s):  
U. Baran Metin ◽  
Toon W. Taris ◽  
Maria C. W. Peeters ◽  
Ilona van Beek ◽  
Ralph Van den Bosch
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Goodness Of Fit ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Content Type ◽  
Occupational Outcomes ◽  
The Relationship

Purpose – Previous research has demonstrated strong relations between work characteristics (e.g. job demands and job resources) and work outcomes such as work performance and work engagement. So far, little attention has been given to the role of authenticity (i.e. employees’ ability to experience their true selves) in these relations. The purpose of this paper is to explore the relationship of state authenticity at work with job demands and resources on the one hand and work engagement, job satisfaction, and subjective performance on the other hand. Design/methodology/approach – In total, 680 Dutch bank employees participated to the study. Structural equation modelling was used to test the goodness-of-fit of the hypothesized model. Bootstrapping (Preacher and Hayes, 2008) was used to examine the meditative effect of state authenticity. Findings – Results showed that job resources were positively associated with authenticity and, in turn, that authenticity was positively related to work engagement, job satisfaction, and performance. Moreover, state authenticity partially mediated the relationship between job resources and three occupational outcomes. Research limitations/implications – Main limitations to this study were the application of self-report questionnaires, utilization of cross-sectional design, and participation of a homogeneous sample. However, significant relationship between workplace characteristics, occupational outcomes, and state authenticity enhances our current understanding of the JD-R Model. Practical implications – Managers might consider enhancing state authenticity of employees by investing in job resources, since high levels of authenticity was found to be strongly linked to positive occupational outcomes. Originality/value – This study is among the first to examine the role of authenticity at workplace and highlights the importance of state authenticity for work-related outcomes.

scholarly journals Overeducation and job satisfaction: the role of job demands and control

2016 ◽  
Vol 37 (3) ◽  
pp. 456-473 ◽  
Author(s):  
Dieter Verhaest ◽  
Elsy Verhofstadt
Keyword(s):  
Job Satisfaction ◽  
Job Demands ◽  
Well Being ◽  
Educational Background ◽  
Skilled Workers ◽  
Content Type ◽  
Compensation Mechanisms ◽  
And Control ◽  
The Relationship

Purpose – The purpose of this paper is to investigate how job demands and control contribute to the relationship between overeducation and job satisfaction. Design/methodology/approach – The analysis is based on data for Belgian young workers up to the age of 26. The authors execute regression analyses, with autonomy, quantitative demands and job satisfaction as dependent variables. The authors account for unobserved individual heterogeneity by means of panel-data techniques. Findings – The results reveal a significant role of demands and control for the relationship between overeducation and job satisfaction. At career start, overeducated workers have less control than adequately educated individuals with similar skills levels, but more control than adequately educated employees doing similar work. Moreover, their control increases faster over the career than that of adequately educated workers with a similar educational background. Finally, demands have less adverse effects on satisfaction for high-skilled workers, irrespective of their match, while control moderates the negative satisfaction effect of overeducation. Research limitations/implications – Future research should look beyond the early career and focus on other potential compensation mechanisms for overeducation. Also the role of underlying mechanisms, such as job crafting, deserves more attention. Practical implications – The results suggest that providing more autonomy is an effective strategy to avoid job dissatisfaction among overeducated workers. Originality/value – The study connects two areas of research, namely, that on overeducation and its consequences and that on the role of job demands and control for workers’ well-being. The results contribute to a better understanding why overeducation persists. Moreover, they are consistent with the hypothesis that employers hire overeducated workers because they require less monitoring and are more able to cope with demands, although more direct evidence on this is needed.

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