scholarly journals INSPIRED but Tired: How Medical Faculty’s Job Demands and Resources Lead to Engagement, Work-Life Conflict, and Burnout

2021 ◽  
Vol 12 ◽  
Author(s):  
Rebecca S. Lee ◽  
Leanne S. Son Hing ◽  
Vishi Gnanakumaran ◽  
Shelly K. Weiss ◽  
Donna S. Lero ◽  
...  
Keyword(s):  
Job Demands ◽  
Past Research ◽  
Well Being ◽  
Work Life ◽  
Medical Faculty ◽  
Interactive Effects ◽  
Job Resources ◽  
Negative Effects ◽  
Hospital Leadership ◽  
Work Life Conflict

BackgroundPast research shows that physicians experience high ill-being (i.e., work-life conflict, stress, burnout) but also high well-being (i.e., job satisfaction, engagement).ObjectiveTo shed light on how medical faculty’s experiences of their job demands and job resources might differentially affect their ill-being and their well-being with special attention to the role that the work-life interface plays in these processes.MethodsQualitative thematic analysis was used to analyze interviews from 30 medical faculty (19 women, 11 men, average tenure 13.36 years) at a top research hospital in Canada.FindingsMedical faculty’s experiences of work-life conflict were severe. Faculty’s job demands had coalescing (i.e., interactive) effects on their stress, work-life conflict, and exhaustion. Although supportive job resources (e.g., coworker support) helped to mitigate the negative effects of job demands, stimulating job resources (e.g., challenging work) contributed to greater work-life conflict, stress, and exhaustion. Thus, for these medical faculty job resources play a dual-role for work-life conflict. Moreover, although faculty experienced high emotional exhaustion, they did not experience the other components of burnout (i.e., reduced self-efficacy, and depersonalization). Some faculty engaged in cognitive reappraisal strategies to mitigate their experiences of work-life conflict and its harmful consequences.ConclusionThis study suggests that the precise nature and effects of job demands and job resources may be more complex than current research suggests. Hospital leadership should work to lessen unnecessary job demands, increase supportive job resources, recognize all aspects of job performance, and, given faculty’s high levels of work engagement, encourage a climate that fosters work-life balance.

scholarly journals Working Conditions, Work–Life Conflict, and Well-Being in U.K. Prison Officers

2016 ◽  
Vol 44 (2) ◽  
pp. 226-239 ◽  
Author(s):  
Gail Kinman ◽  
Andrew James Clements ◽  
Jacqui Hart
Keyword(s):  
Working Conditions ◽  
Emotional Exhaustion ◽  
Job Demands ◽  
Positive Association ◽  
Well Being ◽  
Work Life ◽  
Future Research ◽  
Behavior Based ◽  
And Behavior ◽  
Work Life Conflict

Although prison officers experience working conditions associated with work–life conflict, little research has explored this issue. This study draws upon the work–home resources model to investigate relationships between working conditions (demands and experiences of aggression) and time-based, strain-based, and behavior-based work–life conflict in U.K. prison officers ( N = 1,682). Associations between working conditions, work–life conflict, and emotional exhaustion were also examined. Two recovery behaviors (affective rumination and detachment) were considered as potential moderators of associations between working conditions and emotional exhaustion. High levels of all work–life conflict dimensions were found, which were related to working conditions and emotional exhaustion. Some evidence was found that higher rumination and lower detachment exacerbated the positive association between both job demands and aggression and emotional exhaustion. The implications of the findings for the well-being and professional functioning of prison officers are discussed, together with key areas for future research.

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.

HRD Interventions that Offer a Solution to Work-Life Conflict

2021 ◽  
Vol 23 (2) ◽  
pp. 142-152
Author(s):  
Emily Hammer
Keyword(s):  
Organizational Support ◽  
Well Being ◽  
Individual Performance ◽  
Performance Outcomes ◽  
Work Life ◽  
Performance Expectations ◽  
Employee Support ◽  
Support Mechanisms ◽  
Work And Life ◽  
Work Life Conflict

The Problem Balancing work and life can be difficult. In a new world of work amidst COVID-19, balancing work and life has become even more challenging. Employees are struggling to adjust their work-life obligations while maintaining performance expectations. Providing employee support to reduce stress and minimize adverse effects on performance outcomes requires employer action. The Solution HRD interventions are recommended as organizational support mechanisms. These interventions are designed to reduce stress produced by work life conflict, particularly during stressful organizational events. Through organizational support, employees are offered the opportunity to increase individual performance. The Stakeholders HRD and HRM professionals, scholars, organizational planners, organizational leaders and managers, and all others who have a vested interest in employee well-being.

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 Impact of Job Resources and Job Demands on Burnout among Physical Therapy Providers

2021 ◽  
Vol 18 (23) ◽  
pp. 12521
Author(s):  
Rupal M. Patel ◽  
John Bartholomew
Keyword(s):  
Secondary Trauma ◽  
Physical Therapists ◽  
Job Demands ◽  
Self Determination Theory ◽  
Psychological Needs ◽  
Basic Psychological Needs ◽  
Self Determination ◽  
Job Resources ◽  
Negative Effects ◽  
Workplace Interventions

Job burnout is a threat for physical therapists. Little research has been conducted to identify possible protective factors against burnout in this population. Accordingly, we utilized the job demands-resources (JD-R) model and self-determination theory to guide our examination of basic psychological needs as factors to predict burnout in physical therapists. One hundred and two licensed physical therapists completed surveys. Higher levels of autonomy, competence and relatedness predicted burnout, even after accounting for job demands. Job resources, such as the basic psychological needs outlined by the self-determination theory, along with perceived respect, buffer the negative effects of secondary trauma on burnout. The job resource of perceived respect also buffers the negative effects of the physical demands of the job on burnout. These findings suggest that while job demands can be difficult to change, increasing the fulfillment of job resources can help ameliorate burnout in physical therapists. The present findings highlight the need for workplace interventions which cultivate the satisfaction of the basic psychological needs of autonomy, competence, and relatedness to address burnout among physical therapists.

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.

scholarly journals Toward a Family-Friendly Academy: HRD’s Role in Creating Healthy Work–Life Cultural Change Interventions

2020 ◽  
Vol 22 (1) ◽  
pp. 11-22
Author(s):  
Barbara A. W. Eversole ◽  
Cindy L. Crowder
Keyword(s):  
Performance Management ◽  
Human Resource Development ◽  
Cultural Change ◽  
Well Being ◽  
Work Life ◽  
Organizational Policies ◽  
Professional Career ◽  
Promotion And Tenure ◽  
Family Friendly ◽  
Work Life Conflict

The Problem The ideal worker in the Academy devotes most of their lives to scholarly pursuits, which leaves little time for family. This problem leads to work–life conflict, which is particularly concerning for faculty members who are seeking promotion and tenure. Work–life conflict is most challenging in the case of academic mothers, who face professional career challenges in addition to work–life conflict. Rigid organizational policies and non-supportive cultures perpetuate the problem, particularly when the faculty member is an academic mother seeking promotion and tenure. The Solution Human resource development (HRD) interventions implemented at the individual, departmental, and institutional levels (e.g., training development, performance management, and career development initiatives) have been shown to reduce work–life conflict, improve overall well-being, and create a more family friendly environment. Organization development (OD) cultural change interventions aimed at changing the Academy to become more family focused and supportive of career flexibility are recommended. The Stakeholders Academic faculty, higher education administrators, HRD scholars, and practitioners.

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