scholarly journals Integrating psychosocial safety climate in the JD-R model: A study amongst Malaysian workers

2011 ◽  
Vol 37 (2) ◽  
Author(s):  
Mohd A. Idris ◽  
Maureen F. Dollard ◽  
Anthony H. Winefield
Keyword(s):  
Structural Equation ◽  
Safety Climate ◽  
Job Demands ◽  
Population Based ◽  
Working Environment ◽  
Job Resources ◽  
Cross Sectional ◽  
Managerial Implications ◽  
Value Add ◽  
Job Demands And Resources

Orientation: Job characteristics are well accepted as sources of burnout and engagement amongst employees; psychosocial safety climate may precede work conditions.Research purpose: We expanded the Job Demands and Resources (JD-R) model by proposing psychosocial safety climate (PSC) as a precursor to job demands and job resources. As PSC theoretically influences the working environment, the study hypothesized that PSC has an impact on performance via both health erosion (i.e. burnout) and motivational pathways (i.e. work engagement).Motivation for the study: So far, integration of PSC in the JD-R model is only tested in a Western context (i.e. Australia). We tested the emerging construct of PSC in Malaysia, an Eastern developing country in the Asian region.Research design, approach and method: A random population based sample was derived using household maps provided by Department of Statistics, Malaysia; 291 employees (response rate 50.52%) from the State of Selangor, Malaysia participated. Cross-sectional data were analysed using structural equation modelling.Main findings: We found that PSC was negatively related to job demands and positively related to job resources. Job demands, in turn, predicted burnout (i.e. exhaustion and cynicism), whereas job resources predicted engagement. Both burnout and engagement were associated with performance. Bootstrapping showed significant indirect effects of PSC on burnout via job demands, PSC on performance via burnout and PSC on performance via the resources-engagement pathway.Practical/managerial implications: Our findings are consistent with previous research that suggests that PSC should be a target to improve working conditions and in turn reduce burnout and improve engagement and productivity.Contribution/value-add: These findings suggest that JD-R theory may be expanded to include PSC as an antecedent and that the expanded JD-R model is largely valid in an Eastern, developing economy setting.

scholarly journals Job demands and resources of workers in a South African agricultural organisation

2015 ◽  
Vol 13 (1) ◽  
Author(s):  
Doris N. Asiwe ◽  
Carin Hill ◽  
Lené I. Jorgensen
Keyword(s):  
Agricultural Sector ◽  
Survey Design ◽  
Job Demands ◽  
Negative Consequences ◽  
Validity And Reliability ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Managerial Implications ◽  
Value Add ◽  
Job Demands And Resources

Orientation: Understanding the job demands and resources experienced by workers in an agricultural organisation.Research purpose: The objective of this study was to examine the validity and reliability of the Adapted Job Demands and Resources Scale (AJDRS) as well as to establish prevalent job demands and resources of employees in an agricultural organisation. Demographic differences were also investigated.Motivation of the study: The agricultural sector of any national economy plays a very important role in the overall welfare of the country. Identifying the prevalent job demands and resources in an agricultural organisation is therefore of paramount importance since the negative consequences of employees experiencing very demanding jobs with few resources have been well documented in stress literature.Research approach, design and method: A cross-sectional survey design was used. The sample consisted of 443 employees in an agricultural organisation. The AJDRS was used to measure the research variables.Main findings: The findings of this research show evidence for the factorial validity and reliability of the AJDRS. Statistical differences were found with regard to the job demands and resources experienced by employees in different positions.Practical/managerial implications: Interventions to improve the perceived job demands and resources in the organisation should focus on physical resources (equipment).Contribution/value-add: This study contributes to knowledge concerning the job demands and resources that are prevalent in an agricultural organisation in South Africa.

scholarly journals Workplace bullying: A perspective from the Job Demands-Resources model

2011 ◽  
Vol 37 (2) ◽  
Author(s):  
Anja Van den Broeck ◽  
Elfi Baillien ◽  
Hans De Witte
Keyword(s):  
Work Environment ◽  
Structural Equation ◽  
Workplace Bullying ◽  
Job Demands ◽  
Point Of View ◽  
Job Resources ◽  
Interpersonal Behaviour ◽  
Managerial Implications ◽  
Value Add ◽  
The Individual

Orientation: Workplace bullying is characterised as a counterproductive interpersonal behaviour, yielding severe consequences for both the individual and the organisation. The occurrence of workplace bullying is often attributed to a stressful work environment.Research purpose: The purpose of the study was to test the work environment hypothesis by applying the Job Demands-Resources model to workplace bullying. We expected job demands and job resources to relate to both perpetrators’ and actors’ reports of workplace bullying.Motivation for the study: We aimed to extend the outcomes examined in the Job Demands- Resources model to a specific form of counterproductive interpersonal behaviour, namely workplace bullying. From the point of view of the literature on bullying, we aimed to substantiate the well-known work environment hypothesis with empirical data.Research design, approach and method: We applied structural equation modelling on questionnaire data of a large heterogeneous sample of Flemish employees (N = 749).Main findings: Job demands and job resources interacted in the prediction of perpetrators’ reports of bullying: job demands associated positively to perpetrators’ reports of bullying particularly under the condition of high job resources. Job demands related positively to targets’ reports of bullying, while job resources related negatively. These associations were (partially) mediated by emotional exhaustion.Practical/managerial implications: These results suggest that workplace bullying may indeed be reduced by good job design, that is, by limiting the job demands and increasing job resources. Particular prevention plans may be developed for exhausted employees, as they are vulnerable to workplace bullying, in terms of both becoming perpetrators and victims.Contribution/value-add: This study attests to the predictive validity of the JD-R model for perpetrators’ and targets’ reports of workplace bullying. The findings also underline the complex and multi-causal nature of workplace bullying.

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 The Job Demands–Resources model: Challenges for future research

2011 ◽  
Vol 37 (2) ◽  
Author(s):  
Evangelia Demerouti ◽  
Arnold B. Bakker
Keyword(s):  
Safety Climate ◽  
Job Demands ◽  
Well Being ◽  
Work Place ◽  
Future Research ◽  
Special Issue ◽  
Quantitative Studies ◽  
Managerial Implications ◽  
Value Add ◽  
And Performance

Motivation: The motivation of this overview is to present the state of the art of Job Demands–Resources (JD–R) model whilst integrating the various contributions to the special issue.Research purpose: To provide an overview of the JD–R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being. Moreover, the studies of the special issue were introduced.Research design: Qualitative and quantitative studies on the JD–R model were reviewed to enlighten the health and motivational processes suggested by the model.Main findings: Next to the confirmation of the two suggested processes of the JD–R model, the studies of the special issue showed that the model can be used to predict work-place bullying, incidences of upper respiratory track infection, work-based identity, and early retirement intentions. Moreover, whilst psychological safety climate could be considered as a hypothetical precursor of job demands and resources, compassion satisfaction moderated the health process of the model.Contribution/value-add: The findings of previous studies and the studies of the special issue were integrated in the JD–R model that can be used to predict well-being and performance at work. New avenues for future research were suggested.Practical/managerial implications: The JD–R model is a framework that can be used for organisations to improve employee health and motivation, whilst simultaneously improving various organisational outcomes.

scholarly journals Assessing the organisational and individual strengths use and deficit improvement amongst sport coaches

2013 ◽  
Vol 39 (2) ◽  
Author(s):  
Frederick W. Stander ◽  
Karina Mostert
Keyword(s):  
Structural Equation ◽  
Research Approach ◽  
Cross Sectional ◽  
Strengths Use ◽  
Managerial Implications ◽  
Value Add ◽  
Relationship Of ◽  
Sport Coaches ◽  
The Relationship ◽  
Sport Coaching

Orientation: The orientation of this study is towards strengths use and deficit improvement and the relationship with engagement.Research purpose: To (1) determine whether adapted versions of the Strengths Use and Deficit Improvement Questionnaire (SUDIQ) and Utrecht Work Engagement Scale (UWES) are valid and reliable, (2) determine the relationship of the SUDIQ dimensions in the nomological net, and (3) test a structural model.Motivation for the study: To gain a better understanding of the outcomes of following a balanced approach within a sport coaching context.Research design, approach and method: A cross-sectional research approach was used. An availability sample (N = 364) of teachers occupying roles as sport coaches from various schools across three provinces in South Africa was used. Structural equation modelling was used to test the factor structures and the structural model.Main findings: The results indicated a valid factor structure for the adapted SUDIQ and UWES. Relationships between the SUDIQ dimensions and job and personal resources were positive and significant. Individual strengths use was the strongest predictor of engagement. Individual deficit improvement and organisational strengths use were also significant predictors. Organisational deficit improvement did not significantly predict engagement.Practical/managerial implications: Evidence suggests the adapted SUDIQ and UWES can be utilised effectively in a sport coaching environment. Organisational strengths use is also important in managing engagement levels of sport coaches.Contribution/value-add: Valid and reliable measures were provided for use in a sport coaching environment. It substantiates the outcomes that can be gained by following a combined approach based on strength and deficit.

scholarly journals Investigating strengths and deficits to increase work engagement: A longitudinal study in the mining industry

2018 ◽  
Vol 16 ◽  
Author(s):  
Pule Mphahlele ◽  
Crizelle Els ◽  
Leon T. De Beer ◽  
Karina Mostert
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Longitudinal Design ◽  
Mining Industry ◽  
Total Sample ◽  
Job Resources ◽  
Strengths Use ◽  
Managerial Implications ◽  
Perceived Organisational Support ◽  
Value Add

Orientation: The motivational process of the Job Demands-Resources (JD-R) model indicates that job resources are the main predictors of work engagement. Previous research has found that the two job resources perceived organisational support (POS) for strengths use and POS for deficit correction are also positively related to work engagement. However, the causal relationships between these variables have not been investigated longitudinally.Research purpose: To determine if POS for strengths use and POS for deficit correction are significant predictors of work engagement over time.Motivation for the study: In the literature, empirical evidence on the longitudinal relationships between work engagement and specific job resources, namely POS for strengths use and POS for deficit correction, is limited.Research design, approach and method: A longitudinal design was employed in this study. The first wave elicited a total of 376 responses, while the second wave had a total sample size of 79. A web-based survey was used to measure the constructs and to gather data at both points in time. Structural equation modelling was used to investigate the hypotheses.Main findings: The results indicated that both POS for strengths use and POS for deficit correction are positively related to work engagement in the short term. However, only POS for deficit correction significantly predicted work engagement over time.Practical and managerial implications: The results provide valuable insights to organisations by providing knowledge regarding which approach influences work engagement levels of their employees in the short and long term.Contribution or value-add: The study contributes to the limited research on what job resources predict work engagement over time.

scholarly journals Effects of Job Demands, Job Resources, and Workaholism on Overwork: A Cross-Sectional Survey in China

2020 ◽  
Author(s):  
XIN WANG ◽  
Jing YANG ◽  
Yoritoshi NAGAI
Keyword(s):  
Structural Equation ◽  
Job Demands ◽  
Task Demands ◽  
Job Resources ◽  
Working Relationships ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Intermediary Role ◽  
The Common ◽  
Job Content

Abstract Background Overwork has become the common for some employees in China. The ‘Healthy China 2030’ plan mandates prevention of excessive overtime, making serious overwork was not advocated. Meeting new regulations requires clarification of the factors influencing overwork; however, Chinese researchers have not thoroughly examined ‘overwork’ and few proven models are available for addressing its relationship to job demands, job resources, and workaholism. Methods This study analysed these factors and overwork among employees in Chinese companies. A total of 1047 employees completed the Workers Fatigue Accumulated Degree by Self-Diagnostic Questionnaire (WFAD-SQ) for Assessment of Workers' Accumulated Fatigue to measure the degree of overwork; Workaholism Battery (WorkBAT) was applied to evaluate workaholism; the Job content qualifications (JCQ) were adopted to survey job demands–resources. Results Structural equation modelling (SEM) verified the effects shown, indicating job resources significantly negatively affect and job demands positively affect overwork. Workaholism demonstrated a significant intermediary role between job demands-resources and overwork. The SEM results indicate job demands-resources have both direct and indirect effects on overwork, and task demands, psychological requirements, and colleague support are the primary positive protective predictors for overwork. Conclusions The findings indicate the importance of employers strictly enforcing overtime rules, ensuring staffs’ rights for rest, and establishing harmonious working relationships between employees.

scholarly journals Investigating the reversed causality of engagement and burnout in job demands-resources theory

2013 ◽  
Vol 39 (1) ◽  
Author(s):  
Leon T. De Beer ◽  
Jaco Pienaar ◽  
Sebastiaan Rothmann
Keyword(s):  
Structural Equation ◽  
Longitudinal Design ◽  
Negative Relationship ◽  
Job Demands ◽  
Supervisor Support ◽  
Managerial Implications ◽  
Major Attention ◽  
Value Add ◽  
Proactive Measures ◽  
Over Time

Orientation: Reversed causality is an area that has not commanded major attention within the South African context, specifically pertaining to engagement, burnout and job demands resources. Therefore, this necessitated an investigation to elucidate the potential effects.Research purpose: To investigate the reversed causal hypotheses of burnout and engagement in job demands-resources theory over time.Motivation for the study: Organisations and researchers should be made aware of the effects that burnout and engagement could have over time on resources and demands.Research design, approach and method: A longitudinal design was employed. The availability sample (n = 593) included participants from different demographic backgrounds. A survey was used to measure all constructs at both points in time. Structural equation modelling techniques were implemented with a categorical estimator to investigate the proposed hypotheses.Main findings: Burnout was found to have a significant negative longitudinal relationship with colleague support and supervisor support, whilst the negative relationship with supervisor support over time was more prominent. Engagement showed only one significant but small, negative relationship with supervisor support over time. All other relationships were statistically non-significant.Practical/managerial implications: This study makes organisations aware of the relationship between burnout and relationships at work over time. Proactive measures to promote relationships at work, specifically supervisor support, should be considered in addition to combatting burnout itself and promoting engagement.Contribution/value-add: This study provides insights and information on reversed causality, namely, the effects that engagement and burnout can have over time.

scholarly journals The Job Demands-Resources model as predictor of work identity and work engagement: A comparative analysis

2011 ◽  
Vol 37 (2) ◽  
Author(s):  
Roslyn De Braine ◽  
Gert Roodt
Keyword(s):  
Work Engagement ◽  
Job Demands ◽  
Target Population ◽  
Job Resources ◽  
Work Identity ◽  
Utrecht Work Engagement Scale ◽  
Multiple Regression Models ◽  
Managerial Implications ◽  
Value Add ◽  
Shed Light

Orientation: Research shows that engaged employees experience high levels of energy and strong identification with their work, hence this study’s focus on work identity and dedication.Research purpose: This study explored possible differences in the Job Demands-Resources model (JD-R) as predictor of overall work engagement, dedication only and work-based identity, through comparative predictive analyses.Motivation for the study: This study may shed light on the dedication component of work engagement. Currently no literature indicates that the JD-R model has been used to predict work-based identity.Research design: A census-based survey was conducted amongst a target population of 23134 employees that yielded a sample of 2429 (a response rate of about 10.5%). The Job Demands- Resources scale (JDRS) was used to measure job demands and job resources. A work-based identity scale was developed for this study. Work engagement was studied with the Utrecht Work Engagement Scale (UWES). Factor and reliability analyses were conducted on the scales and general multiple regression models were used in the predictive analyses.Main findings: The JD-R model yielded a greater amount of variance in dedication than in work engagement. It, however, yielded the greatest amount of variance in work-based identity, with job resources being its strongest predictor.Practical/managerial implications: Identification and work engagement levels can be improved by managing job resources and demands.Contribution/value-add: This study builds on the literature of the JD-R model by showing that it can be used to predict work-based identity.

Organizational resources, organizational engagement climate, and employee engagement

2018 ◽  
Vol 23 (1) ◽  
pp. 67-85 ◽  
Author(s):  
Simon Albrecht ◽  
Emil Breidahl ◽  
Andrew Marty
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Job Resources ◽  
Equation Modeling ◽  
Organizational Resources ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Engagement ◽  
Positive Direct

Purpose The majority of job demands-resources (JD-R) research has focused on identifying the job demands, job resources, and personal resources that influence engagement. The purpose of this paper is to assess the significance of proposed associations between organizationally focused resources, organizational engagement climate, and engagement. Design/methodology/approach The authors tested a model proposing that six specific organizational resources would have positive associations with organizational engagement climate, and positive direct and indirect associations with job resources and employee engagement. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were conducted on cross-sectional survey data provided by 1,578 employees working in a range of different organizations. Findings The CFA and SEM analyses yielded good fit to the data. As proposed, all six organizational resources were positively associated with organizational engagement climate. Four were positively associated with job resources, and two were positively associated with engagement. Organizational engagement climate was positively associated with job resources and employee engagement. Significant indirect relationships were also observed. Research limitations/implications Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. Overall, the results contribute new insights about what may influence engagement, and highlight the importance of organizational engagement climate as a motivational construct. Practical implications The research offers up potentially useful measures of six organizational resources and a measure of organizational engagement climate that can complement and broaden the current focus on job-level diagnostics. As such, targeted management action and survey feedback processes can be used to identify processes to build sustainable organizational engagement capability. Originality/value No previous research has identified a comprehensive set of organizational resources, operationalized organizational engagement climate, or examined their relationships within a JD-R context. The results suggest that the JD-R can perhaps usefully be extended to include more organizationally focused constructs.

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