scholarly journals Quantifying the Evidence for the Absence of the Job Demands- and Job Control-Interaction on Workers' Well-Being: A Bayesian Meta-Analysis

2021 ◽  
Author(s):  
Karoline Huth ◽  
Greg Chung-Yan
Keyword(s):  
Negative Impact ◽  
Meta Analysis ◽  
Job Demands ◽  
Well Being ◽  
Open Science ◽  
Job Control ◽  
Job Resources ◽  
Theoretical Approaches ◽  
Level Data ◽  
Negative Effect

Central theories on occupational health postulate that job resources reduce the negative effect of job demands on workers' well-being. However, this postulation lacks support thus far; numerous empirical investigations have assessed several job resources and several workers' well-being but studies produced inconsistent results. Systematic reviews tried to summarize these inconsistencies, however, no studies could adequately synthesize the breadth of studies to derive an aggregated conclusion due to missing quantitative aggregation. This study evaluates the interaction between job control and job demands on well-being by applying a systematic literature search and quantifying results through a Bayesian meta-analytic approach. Both aggregated study findings and raw participant-level data were included in our study, resulting in 104 effect sizes of aggregate-level data and 14 participant-level datasets. Overall, the data provided strong evidence for the absence of the interaction between job demands and control. Longitudinal and non-linear research designs were also examined but did not alter this overall conclusion. Contrary to the postulations of wide-spread theories, job control does not reduce the negative impact of job demands on worker well-being. Alternative theoretical approaches and the need for more consistent and rigorous research standards, like open-science practices, are discussed.

scholarly journals Impact of Electronic Monitoring on Employees: A Meta-Analysis

2021 ◽  
Author(s):  
Rudolf Siegel ◽  
Cornelius J. König ◽  
Veronika Lazar
Keyword(s):  
Job Satisfaction ◽  
Electronic Monitoring ◽  
Negative Impact ◽  
Meta Analysis ◽  
Well Being ◽  
Negative Effect ◽  
And Performance ◽  
Relationship Of ◽  
Positive Effect ◽  
Small Positive Effect

Electronic monitoring is more and more widespread and affects many employees around the globe. The current meta analysis collected data of 59 independent samples (with 223 effect sizes) to estimate the effect of electronic monitoring on job satisfaction, stress, and performance. A random-effects model indicated a small negative effect of monitoring on job satisfaction, r=-.09, and a small positive effect on stress, r=.12. There was no relationship with performance, r=-.01. Even if the effects of monitoring on job satisfaction and stress are small, taking the large number of employees who are monitored for several hours a day into account, these effects may have a severe and negative impact on employees’ well-being. Performance maintenance is the main justification for the use of electronic monitoring, but the non-existing relationship of monitoring with performance questions the validity of this justification.

scholarly journals Stress of Dialysis Nurses—Analyzing the Buffering Role of Influence at Work and Feedback

2020 ◽  
Vol 17 (3) ◽  
pp. 802
Author(s):  
Maren Kersten ◽  
Sylvie Vincent-Höper ◽  
Albert Nienhaus
Keyword(s):  
Negative Impact ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Cognitive Stress ◽  
Stress Symptoms ◽  
Influence At Work ◽  
Dialysis Nurses ◽  
The Relationship

Dialysis nurses face complex and demanding working conditions. Due to demographic changes, the number of dialysis patients has increased, while the number of skilled personnel is expected to decrease, leading to tremendous increases in quantitative demands in the near future. Against the background of increasing workload, focusing on the provision of job resources is considered a promising approach because resources can buffer the negative effects of job demands. The aim of this study is to investigate whether different job resources—in particular influence at work and feedback—play a buffering role in the relationship between job demands and employee well-being. The study used a cross-sectional paper–pencil survey design. Data were collected from 951 dialysis nurses working in dialysis facilities in Germany between October 2010 and March 2012 using validated measures of quantitative job demands, job-related resources (influence at work and feedback), and cognitive stress symptoms. To test the moderating role of resources, we applied hierarchical regression analyses. The findings indicate that feedback buffers the relationship between quantitative demands and well-being; that is, the positive relationship between quantitative demands and cognitive stress symptoms was weaker when feedback was high. However, we found no buffering role of influence at work. The results suggest that feedback is a promising resource that may buffer the negative impact of quantitative demands on well-being of dialysis nurses. The findings offer new approaches for training nurses and implementing a feedback culture.

scholarly journals Abusive Supervision: A Systematic Review and New Research Approaches

2022 ◽  
Vol 6 ◽  
Author(s):  
Ivonne Gallegos ◽  
Joan Guàrdia-Olmos ◽  
Rita Berger
Keyword(s):  
Negative Impact ◽  
Meta Analysis ◽  
Abusive Supervision ◽  
Well Being ◽  
Economic Damage ◽  
Cross Sectional ◽  
Theoretical Approaches ◽  
Supervision Process ◽  
Increased Risk ◽  
New Research

Abusive leaders affect employees’ emotions and health and produce counterproductive behaviors that cause economic damage to organizations. The literature has focused predominantly on the antecedents of abusive supervision and its negative impact, providing knowledge on mechanisms that link abusive supervision to consequences for subordinates. There has been limited research on the supervisor perspective, on the group level, and on recovery. This review makes three contributions: first, we examine the theoretical approaches used by previous research studies to understand abusive supervision. Second, we analyze the types of mechanisms that explain how and when an abusive supervision process occurs. Third, we identify and discuss applied methodologies and limitations. Based on the preferred reporting items for systematic reviews and meta-analysis guidelines, and transactional well-being process perspective, we analyzed 171 empirical manuscripts and 239 samples between 2010 and July 2020. We identified a growth in abusive supervision research between 2018 and 2020 and found 101 different theories. Most of these theories view abusive supervision from a social, relational, or affective perspective, but seldom from an emotional perspective. We classified four types of mechanisms: simple relations between abusive supervision and antecedent-consequences (12), moderators (47), mediators (26), and a combination of mediators and moderators (86). We found that research has mostly been performed at the employee level or on dyads; studies that analyze the team level are rarely found. We identified two methodological problems: cross-sectional designs, which do not allow the analysis of its causality, and the increased risk of common method variance that may influence the results obtained via single-source data. In conclusion, the theories used have focused on employee perceptions, which have not enabled the broadening of the abusive supervision concept to include the supervisor’s perspective and a recovery-related perspective. Research on how and when abusive supervision occurs analyzed with complex mechanisms using emotional variables and appropriate daily methodologies has been scarce. We propose a theoretical expansion including emotional theories to uncover emotional consequences of abusive supervision and the recovery concept to provide a deeper insight into abusive supervision process. We contend that longitudinal and diary designs that include teams and supervisor levels are necessary.

scholarly journals How job resources influence employee productivity and technology-enabled performance in financial services: the job demands–resources model perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanna Nuutinen ◽  
Salla Ahola ◽  
Juha Eskelinen ◽  
Markku Kuula
Keyword(s):  
Survey Data ◽  
Emotional Exhaustion ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Job Control ◽  
Job Resources ◽  
Employee Productivity ◽  
Content Type ◽  
One Year

PurposeThis study aims to provide insight into the relationship between job resources (job control and possibilities for development at work) and employee performance, measured as employee productivity and technology-enabled performance, by examining the role of employee well-being (work engagement and emotional exhaustion).Design/methodology/approachThe data comprised two overlapping data sets collected from a large financial institution; Study 1 employed survey data (N = 636), whereas study 2 employed register data on job performance collected over a one-year period combined with survey data (N = 143). The data were analysed through structural equation modelling.FindingsStudy 1 indicated that job resources were positively associated with technology-enabled performance more strongly through work engagement than emotional exhaustion. Study 2 revealed that emotional exhaustion was associated with lower employee productivity, whereas work engagement was not. Furthermore, the results indicated that job control was related to higher productivity through a lower level of emotional exhaustion.Practical implicationsThe study's findings point to the importance of developing interventions that decrease emotional exhaustion.Originality/valueThis is one of the first studies to measure employee productivity longitudinally as a ratio of inputs (working time) to outputs (relevant job outcomes) over one year. This study contributes to the job demands–resources model (JD-R) literature by showing the importance of job control in fostering both employee productivity and more positive perceptions of technology.

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 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.

scholarly journals Keep the fire burning: a survey study on the role of personal resources for work engagement and burnout in medical residents and specialists in the Netherlands

BMJ Open ◽  
2019 ◽  
Vol 9 (11) ◽  
pp. e031053 ◽  
Author(s):  
Lara Solms ◽  
Annelies E M van Vianen ◽  
Tim Theeboom ◽  
Jessie Koen ◽  
Anne P J de Pagter ◽  
...  
Keyword(s):  
The Netherlands ◽  
Work Engagement ◽  
Psychological Capital ◽  
Job Demands ◽  
Psychological Flexibility ◽  
Well Being ◽  
Medical Residents ◽  
Job Resources ◽  
Survey Study ◽  
Personal Resources

ObjectivesThe high prevalence of burnout among medical residents and specialists raises concerns about the stressful demands in healthcare. This study investigated which job demands and job resources and personal resources are associated with work engagement and burnout and whether the effects of these demands and resources differ for medical residents and specialists.DesignIn a survey study among residents and specialists, we assessed job demands, job resources, personal resources, work engagement and burnout symptoms using validated questionnaires (January to December 2017). Results were analysed using multivariate generalised linear model, ordinary least squares regression analyses and path analyses.SettingFive academic and general hospitals in the Netherlands.ParticipantsA total number of 124 residents and 69 specialists participated in this study. Participants worked in the fields of pediatrics, internal medicine and neurology.ResultsThe associations of job and personal resources with burnout and work engagement differed for residents and specialists. Psychological capital was associated with burnout only for specialists (b=−0.58, p<0.001), whereas psychological flexibility was associated with burnout only for residents (b=−0.31, p<0.001). Colleague support (b=0.49, p<0.001) and self-compassion (b=−0.33, p=0.004) were associated with work engagement only for specialists.ConclusionThis study suggests that particularly personal resources safeguard the work engagement and lessen the risk of burnout of residents and specialists. Both residents and specialists benefit from psychological capital to maintain optimal functioning. In addition, residents benefit from psychological flexibility, while specialists benefit from colleague support. Personal resources seem important protective factors for physicians’ work engagement and well-being. When promoting physician well-being, a one-size-fits-all approach might not be effective but, instead, interventions should be tailored to the specific needs of specialists and residents.

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.

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