scholarly journals The role of job demands and job resources model on job related strain and safety behaviors: A research on blue-collar workers

Pressacademia ◽  
2019 ◽  
Vol 9 (9) ◽  
pp. 29-35
Author(s):  
Selahattin Kanten ◽  
Pelin Kanten ◽  
Merve G. Durmaz ◽  
Esra Burcu Kaya ◽  
Yigit Akkoyun
Keyword(s):  
Job Demands ◽  
Blue Collar ◽  
Job Resources ◽  
Safety Behaviors ◽  
Related Strain ◽  
Blue Collar Workers

Job Resources and Strengths Use in Relation to Employee Performance: A Contextualized View

2021 ◽  
pp. 003329412199778
Author(s):  
Luca Tisu ◽  
Andrei Rusu ◽  
Coralia Sulea ◽  
Delia Vîrgă
Keyword(s):  
Employee Performance ◽  
Job Demands ◽  
Job Resources ◽  
Conservation Of Resources ◽  
Role Clarity ◽  
Fine Grained ◽  
Strengths Use ◽  
Individual Strategies ◽  
Moderator Role

Job resources play a prominent role in employee performance literature, yet a fine-grained understanding of how resources are relevant for several performance types is still needed. Relying on the Job Demands-Resources and Conservation of Resources theories, the present study addresses this call in two ways. First, it examines the predictive effect of four job resources (i.e., role clarity, feedback, autonomy, and opportunities for development) on nine types of performance (i.e., proficiency, adaptivity, and proactivity as an individual, team, and organization member). Second, it tests the moderator role of strengths use in these relationships. Data was gathered from a sample of Romanian employees (N = 332) and analyzed via hierarchical multiple linear regression. The results indicate that the selected job resources are, indeed, predictors of different types of employee performance and not in a unitary manner. Role clarity and feedback appear to be the most relevant predictors for various performance types, while autonomy seems to be the least important. Also, strengths use moderates these relationships, but in a reinforcing manner only regarding opportunities for development. The interaction of strengths use with role clarity and feedback renders the latter two obsolete, indicating that individual strategies may act as substitutes for job resources. These findings add to the Job Demands-Resources theory's versatile nature and provide more clarity to practitioners who plan interventions to enhance specific performance types, taking individual strategies into account.

scholarly journals Employees’ Job Characteristics and Job Crafting Behavior: The Mediating Role of Perceived Opportunities to Craft

2018 ◽  
Vol 8 (4) ◽  
pp. 65
Author(s):  
Jessica Van Wingerden ◽  
Rob Poell
Keyword(s):  
Health Care Professionals ◽  
Structural Equation ◽  
Job Demands ◽  
Job Characteristics ◽  
Job Crafting ◽  
Job Resources ◽  
Mediating Role ◽  
Dutch Health ◽  
The Relationship

The present study was designed to gain knowledge about the relationship between job characteristics in the workplace (job demands and job resources), employees’ perceived opportunities to craft, and subsequently their actual job crafting behavior. Specifically, the potential mediating role of perceived opportunities to craft could shed better light on the mechanisms that lead employees to job craft in the context of particular work characteristics. We collected data among a group of Dutch health care professionals working in an organization that offers care for patient with mental disabilities (N=522). Participants of the study reported their job demands; workload, emotional demands and work-home interference, their job resources; role clarity, communication and team cohesion, their perceived opportunities to craft, and their job crafting behavior. We tested the hypothesized antecedents of job crafting perceptions and behavior model with structural equation modelling (SEM) analyses. Results indicated that perceived opportunities to craft mediates the relationship between job resources and employees actual job crafting behavior. The insights provided in this study do not only build on job crafting literature but are also helpful to understand which aspects of the workplace influence employees’ job crafting behavior. Therefore, these insights may be useful for the deliberate cultivation of job crafting behavior within organizations.

Emotionele arbeid en positieve werkuitkomsten: De rol van specifieke hulpbronnen in het werk

2006 ◽  
Vol 19 (4) ◽  
Author(s):  
Jan de Jonge ◽  
Maria C.W. Peeters ◽  
Pascale M. Le Blanc
Keyword(s):  
Health Care ◽  
Health Care Workers ◽  
Job Demands ◽  
Emotion Work ◽  
Job Resources ◽  
Work Outcomes ◽  
Care Workers ◽  
Emotional Demands ◽  
Positive Work

Emotion work and positive work outcomes: The role of specific job resources Emotion work and positive work outcomes: The role of specific job resources J. de Jonge, M.C.W. Peeters & P.M. Le Blanc, Gedrag & Organisatie, Volume 19, November 2006, nr. 4, pp. 345-367 This cross-sectional study among 826 health care workers examined the association between emotion work (defined as emotional demands) and positive work outcomes (i.e., creativity, active learning, and job challenge), and the moderating role of job resources on this relation. The hypotheses were tested with multivariate multiple regression analyses (LISREL 8.30), using cross-validation techniques. The results showed indeed that, compared with a non-match, a match between emotional demands and (emotional) resources increased the chance of positive work outcomes. So, to achieve positive work outcomes it seems to be important for job demands in general and for emotional demands in particular, that a correspondence exists between the kind of job resource and the kind of job demands. From a practical point of view, work-related interventions on emotion work should therefore focus on specific, emotional, job resources to stimulate positive work outcomes for health care workers.

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.

Personal Resources Influence Job Demands, Resources, and Burnout: A One-year, Three-wave Longitudinal Study

2016 ◽  
Vol 44 (2) ◽  
pp. 247-258 ◽  
Author(s):  
Yansong Wang ◽  
Jie Huang ◽  
Xuqun You
Keyword(s):  
Longitudinal Study ◽  
Job Demands ◽  
Job Burnout ◽  
Job Resources ◽  
Personal Resources ◽  
Mediating Role ◽  
One Year ◽  
The Relationship ◽  
Job Demands And Resources

Our purpose in this 1-year, 3-wave longitudinal study was to investigate the relationships among job demands, job resources, personal resources, and job burnout in a group of 263 Chinese employees. Specifically, we examined the mediating role of personal resources in the relationships between job resources and job burnout, and between job demands and job burnout, as well as the reversed effect of job burnout on job demands and job resources. The results showed that job demands positively affected job burnout, whereas job and personal resources negatively affected job burnout over a 6-month period. Further, personal resources mediated the relationship between job resources and job burnout, but not that between job demands and job burnout. In addition, job burnout had a reversed effect on job demands and job resources. Implications are discussed in relation to balancing job demands and resources, and avoiding job burnout by utilizing personal resources.

scholarly journals Antecedents of Psychological Contract Breach: The Role of Job Demands, Job Resources, and Affect

PLoS ONE ◽  
2016 ◽  
Vol 11 (5) ◽  
pp. e0154696 ◽  
Author(s):  
Tim Vantilborgh ◽  
Jemima Bidee ◽  
Roland Pepermans ◽  
Yannick Griep ◽  
Joeri Hofmans
Keyword(s):  
Psychological Contract ◽  
Job Demands ◽  
Job Resources ◽  
Psychological Contract Breach ◽  
Contract Breach

Test of the job demand resources model in Thailand

2019 ◽  
Vol 22 (1) ◽  
pp. 2-21
Author(s):  
Manjiri Kunte ◽  
Parisa Rungruang
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
Self Efficacy ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Personal Resources ◽  
Cross Sectional ◽  
Content Type

PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

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