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.

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 Peran Conscientiousness sebagai Moderator dari Hubungan Job Resources dan Work Engagement Karyawan Information Technology (IT) pada PT. X

2017 ◽  
Vol 1 (1) ◽  
pp. 296
Author(s):  
Winoto Sugiarto ◽  
P. Tommy Y. S. Suyasa ◽  
Daniel Lie
Keyword(s):  
Social Support ◽  
Information Technology ◽  
Work Engagement ◽  
Job Demands ◽  
Job Resources ◽  
Probability Sampling ◽  
Utrecht Work Engagement Scale ◽  
Engagement Scale

Penelitian ini bertujuan untuk melihat peran dari conscientiousness sebagai moderator hubungan antara job resources dan work engagement yang ada pada PT. X khususnya pada unit kerja Information Technology (IT). Karyawan IT yang bekerja menunjukkan work engagement yang rendah, indikatornya adalah semangat, dedikasi dan kekhusyukan yang rendah terhadap pekerjaan. Partisipan diambil dari 72 karyawan IT yang terdiri dari developer dan support di PT. X. Teknik sampling menggunakan probability sampling. Pengambilan data dilakukan dengan cara menyebarkan kuesioner Utrecht Work Engagement Scale (UWES), Job-Demands Resources Questionnaire, dan NEO PI. Hasil penelitian menunjukkan bahwa job resources berelasi positif terhadap work engagement. Relasi positif antara job resources dan work engagement tidak berbeda antara partisipan yang memiliki conscientiousness tinggi dan partisipan yang memiliki conscientiousness rendah pada dimensi coaching dan opportunity for development. Namun peran conscientiousness sebagai moderator hubungan antara job resources dan work engagement terlihat pada dimensi feedback, social support dan autonomy. Keywords: work engagement, job resources, conscientiousness, moderator, karyawan IT

scholarly journals Positive organisation: The role of leader behaviour in work engagement and retention

2011 ◽  
Vol 37 (1) ◽  
Author(s):  
Fallen Mendes ◽  
Marius W. Stander
Keyword(s):  
Work Engagement ◽  
Psychological Empowerment ◽  
Intention To Leave ◽  
Role Clarity ◽  
Business Unit ◽  
Convenience Sample ◽  
Utrecht Work Engagement Scale ◽  
Managerial Implications ◽  
Value Add

Orientation: The positive organisation creates a framework in which its elements can be investigated in relation to the retention of talent.Research purpose: The aim of this study was to investigate if leader empowering behaviour can positively impact on role clarity, psychological empowerment and work engagement, with the final outcome being the retention of talent.Motivation for the study: In the ever changing work environment organisations place great emphasis on their human capital. The positive organisation utilises specific elements to optimise human capital’s potential. It is therefore important to identify the elements contributing to a positive organisation as well as the elements which lead to the retention of talent.Research design, approach and method: A survey research design was used. A convenience sample (n = 179) was taken from a business unit in a chemical organisation. The Leader Empowering Behaviour Questionnaire, Measures of Role Clarity and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Utrecht Work Engagement Scale and the Intention to Leave Scale were administered.Main findings: Leader empowering behaviour, role clarity and psychological empowerment predicted work engagement. Role clarity interacted with competence to affect employees’ dedication and interacted with the development of employees to affect absorption. Work engagement predicted employees’ intention to leave.Practical/managerial implications: Organisations should foster the elements of a positive organisation if they want to retain their talent.Contribution/value-add: The results of this research contribute to scientific knowledge about the effects of a positive organisation on retention.

scholarly journals An exploration of the prevalence and predictors of work-related well-being among psychosocial oncology professionals: An application of the job demands–resources model

2015 ◽  
Vol 14 (1) ◽  
pp. 33-41 ◽  
Author(s):  
Adrienne Turnell ◽  
Victoria Rasmussen ◽  
Phyllis Butow ◽  
Ilona Juraskova ◽  
Laura Kirsten ◽  
...  
Keyword(s):  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Psychosocial Oncology ◽  
Job Resources ◽  
Online Questionnaire ◽  
Work Related ◽  
Utrecht Work Engagement Scale ◽  
High Work ◽  
Job Demands And Resources

ABSTRACTObjective:Burnout is reportedly high among oncology healthcare workers. Psychosocial oncologists may be particularly vulnerable to burnout. However, their work engagement may also be high, counteracting stress in the workplace. This study aimed to document the prevalence of both burnout and work engagement, and the predictors of both, utilizing the job demands–resources (JD–R) model, within a sample of psychosocial oncologists.Method:Psychosocial-oncologist (N = 417) clinicians, recruited through 10 international and national psychosocial-oncology societies, completed an online questionnaire. Measures included demographic and work characteristics, burnout (the MBI–HSS Emotional Exhaustion (EE) and Depersonalization (DP) subscales), the Utrecht Work Engagement Scale, and measures of job demands and resources.Results:High EE and DP was reported by 20.2 and 6.6% of participants, respectively, while 95.3% reported average to high work engagement. Lower levels of job resources and higher levels of job demands predicted greater burnout, as predicted by the JD–R model, but the predicted interaction between these characteristics and burnout was not significant. Higher levels of job resources predicted higher levels of work engagement.Significance of results:Burnout was surprisingly low and work engagement high in this sample. Nonetheless, one in five psychosocial oncologists have high EE. Our results suggest that both the positive (resources) and negative (demands) aspects of this work environment have an on impact burnout and engagement, offering opportunities for intervention. Theories such as the JD–R model can be useful in guiding research in this area.

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.

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.

Challenge Demands, Hindrance Demands, and Psychological Need Satisfaction

2015 ◽  
Vol 14 (2) ◽  
pp. 70-79 ◽  
Author(s):  
Simon L. Albrecht
Keyword(s):  
Work Engagement ◽  
Job Demands ◽  
Self Determination Theory ◽  
Structural Equations ◽  
Need Satisfaction ◽  
Self Determination ◽  
Job Resources ◽  
Mediating Effects ◽  
Psychological Need ◽  
Practical Implications

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determination theory, the research also aimed to investigate the potential mediating effects that employees’ need satisfaction as regards their need for autonomy, need for belongingness, need for competence, and need for achievement, as components of a higher order needs construct, may have on the relationships between job demands and engagement. Structural equations modeling across two independent samples generally supported the proposed relationships. Further research opportunities, practical implications, and study limitations are discussed.

Job Demands, Job Resources, Burnout, Work Engagement, and Their Relationships

2017 ◽  
Vol 59 (4) ◽  
pp. 369-376 ◽  
Author(s):  
Anja Van den Broeck ◽  
Tinne Vander Elst ◽  
Elfi Baillien ◽  
Maarten Sercu ◽  
Martijn Schouteden ◽  
...  
Keyword(s):  
Work Engagement ◽  
Job Demands ◽  
Job Resources

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 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.

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