The impact of an additional nurse assistant during evening shifts on nurses’ perceptions of job demands, job resources and well‐being

Purpose The purpose of this paper is to demystify the role of the personal resource of psychological capital (PsyCap) in the job demands-resources model. The theory suggests that personal resources directly influence perceptions of job demands, job resources, and outcomes. Alternatively, personal resources may moderate the impact of job demands and job resources on outcomes. Design/methodology/approach A survey of 401 nurses working in the Australian healthcare sector explores the relations among PsyCap, job demands and resources, and psychological well-being and work engagement. Findings The results suggest that PsyCap directly influences perceptions of job demands and resources and that it directly influences the outcomes of well-being and engagement. Furthermore, job demands and job resources mediate the relation of PsyCap with well-being and engagement, respectively. Research limitations/implications The moderation effect of PsyCap was not supported, which suggests that PsyCap relates to perceptions as opposed to being a coping mechanism. This finding therefore narrows the scope of personal resources in this important model. Originality/value The importance of this study lies in its exploration of various ways that personal resources can influence this dominant model and in analyzing the global construct of PsyCap as opposed to some of its constituent parts.

Job demands-resources and employee health and well-being

Career Development International ◽

10.1108/cdi-05-2013-0058 ◽

2014 ◽

Vol 19 (1) ◽

pp. 101-122 ◽

Cited By ~ 12

Author(s):

Marieke van den Tooren ◽

Jeroen de Jong

Keyword(s):

Job Insecurity ◽

Job Demands ◽

Well Being ◽

Employee Health ◽

Job Resources ◽

Temporary Workers ◽

Content Type ◽

Permanent Workers ◽

The Impact ◽

Health And Well Being

Purpose – The aim of this paper is to investigate whether the main propositions of the job demands-resources (JDR) model are moderated by type of contract (i.e. temporary contract vs permanent contract). Design/methodology/approach – Survey data were collected in a large, heterogeneous sample from different countries, sectors, and jobs (n=3,845). Hypotheses were tested by means of multilevel analyses. Findings – Results showed moderate support for the main effects of job demands (job insecurity and time pressure) and job resources (autonomy and social support) and weak support for the buffer effect of job resources in the prediction of job satisfaction and general health. The impact of contract type on the main propositions of the JDR model appeared to be weak. Yet, the evidence that was found suggests that temporary workers may be more tolerant to job insecurity and more likely to benefit from the buffering role of autonomy than permanent workers. Originality/value – This is the first study to investigate whether the relation between job demands and job resources and employee health and well-being differs for permanent workers and temporary workers.

Engaging leadership in the job demands-resources model

Career Development International ◽

10.1108/cdi-02-2015-0025 ◽

2015 ◽

Vol 20 (5) ◽

pp. 446-463 ◽

Cited By ~ 80

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.

Does an intrinsic work value orientation strengthen the impact of job resources? A perspective from the Job Demands–Resources Model

European Journal of Work and Organizational Psychology ◽

10.1080/13594321003669053 ◽

2011 ◽

Vol 20 (5) ◽

pp. 581-609 ◽

Cited By ~ 48

Author(s):

Anja Van den Broeck ◽

Joris Van Ruysseveldt ◽

Peter Smulders ◽

Hans De Witte

Keyword(s):

Job Demands ◽

Value Orientation ◽

Job Resources ◽

Work Value ◽

The Impact