Journal of Occupational Health Psychology 

About: Journal of Occupational Health Psychology is an academic journal published by American Psychological Association. The journal publishes majorly in the area(s): Occupational stress & Job satisfaction. It has an ISSN identifier of 1076-8998. Over the lifetime, 919 publications have been published receiving 124625 citations.

Adverse health effects of high-effort/low-reward conditions.

Abstract: In addition to the person-environment fit model (J. R. French, R. D. Caplan, & R. V. Harrison, 1982) and the demand-control model (R. A. Karasek & T. Theorell, 1990), a third theoretical concept is proposed to assess adverse health effects of stressful experience at work: the effort-reward imbalance model. The focus of this model is on reciprocity of exchange in occupational life where high-cost/low-gain conditions are considered particularly stressful. Variables measuring low reward in terms of low status control (e.g., lack of promotion prospects, job insecurity) in association with high extrinsic (e.g., work pressure) or intrinsic (personal coping pattern, e.g., high need for control) effort independently predict new cardiovascular events in a prospective study on blue-collar men. Furthermore, these variables partly explain prevalence of cardiovascular risk factors (hypertension, atherogenic lipids) in 2 independent studies. Studying adverse health effects of high-effort/low-reward conditions seems well justified, especially in view of recent developments of the labor market.

The Job Content Questionnaire (JCQ): an instrument for internationally comparative assessments of psychosocial job characteristics.

Abstract: This article consists of three parts. Part 1 discusses the Job Content Questionnaire (JCQ), designed to measure scales assessing psychological demands, decision latitude, social support, physical demands, and job insecurity. Part 2 reports the cross-national validity, for men and women, of the JCQ scales in six broadly representative populations from four advanced industrial societies: the United States, Canada, the Netherlands and Japan. JCQ scale means, standard deviations, reliabilities and correlations are compared. Part 3 reviews comparison of the intercountry and interoccupation differences in the scales, discusses specific scales issues and discusses the implications of the study for interpretation of psychosocial job asessment questionnaires.

Emotion regulation in the workplace: a new way to conceptualize emotional labor.

Abstract: The topic of emotions in the workplace is beginning to garner closer attention by researchers and theorists. The study of emotional labor addresses the stress of managing emotions when the work role demands that certain expressions be shown to customers. However, there has been no overarching framework to guide this work, and the previous studies have often disagreed on the definition and operationalization of emotional labor. The purposes of this article are as follows: to review and compare previous perspectives of emotional labor, to provide a definition of emotional labor that integrates these perspectives, to discuss emotion regulation as a guiding theory for understanding the mechanisms of emotional labor, and to present a model of emotional labor that includes individual differences (such as emotional intelligence) and organizational factors (such as supervisor support).

Job demands-resources theory: taking stock and looking forward

Abstract: The job demands-resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001-2010), and discuss how the model matured into JD-R theory (2011-2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning. (PsycINFO Database Record

Job resources buffer the impact of job demands on burnout

Abstract: This study tested and refined the job demands–resources model, demonstrating that several job resources play a role in buffering the impact of several job demands on burnout. A total of 1,012 employees of a large institute for higher education participated in the study. Four demanding aspects of the job (e.g., work overload, emotional demands) and 4 job resources (e.g., autonomy, performance feedback) were used to test the central hypothesis that the interaction between (high) demands and (low) resources produces the highest levels of burnout (exhaustion, cynicism, reduced professional efficacy). The hypothesis was rejected for (reduced) professional efficacy but confirmed for exhaustion and cynicism regarding 18 out of 32 possible 2-way interactions (i.e., combinations of specific job demands and resources). During the past three decades, many studies have shown that unfavorable job characteristics may have a profound impact on job stress and burnout. For example, research has revealed that work overload, lack of autonomy, emotional demands, lowsocial support, and role ambiguity can all lead to feelings of exhaustion and negative, callous attitudes toward work (for reviews, see Lee & Ashforth, 1996; Schaufeli & Enzmann, 1998). Although these previous studies have produced a long list of possible antecedents of burnout, theoretical progress has been limited. The present study tries to increase our insight in the causes of burnout by extending the job demands–resources (JD-R) model (Bakker, Demerouti, De Boer, & Schaufeli, 2003; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The central hypothesis tested is that burnout is the result of an imbalance between job demands and resources, and that several job resources may compensate for the influence of several job demands on burnout. Evidence for this contention would offer organizations a clear tool for competitive advantage, because proof for such moderating effects implies that employee well-being and productivity may be maintained, even when it is difficult to reduce or redesign job demands.