Job attitude

About: Job attitude is a research topic. Over the lifetime, 15268 publications have been published within this topic receiving 668786 citations.

How job demands, resources, and burnout predict objective performance: A constructive replication

Abstract: The present study uses the Job Demands-Resources model (Bakker & Demerouti, 2007) to examine how job characteristics and burnout (exhaustion and cynicism) contribute to explaining variance in objective team performance. A central assumption in the model is that working characteristics evoke two psychologically different processes. In the first process, job demands lead to constant psychological overtaxing and in the long run to exhaustion. In the second process, a lack of job resources precludes actual goal accomplishment, leading to cynicism. In the present study these two processes were used to predict objective team performance. A total of 176 employees from a temporary employment agency completed questionnaires on job characteristics and burnout. These self-reports were linked to information from the company’s management information system about teams’ (N71) objective sales performance (actual sales divided by the stated objectives) during the 3 months after the questionnaire data collection period. The results of structural equation modeling analyses did not support the hypothesis that exhaustion mediates the relationship between job demands and performance, but confirmed that cynicism mediates the relationship between job resources and performance suggesting that work conditions influence performance particularly through the attitudinal component of burnout.

Job insecurity in temporary versus permanent workers: Associations with attitudes, well-being, and behaviour

Abstract: Recent research suggests that the relationship between job insecurity and psychological outcomes is more negative among permanent compared with temporary workers. We investigate possible interaction effects between job insecurity and type of contract (temporary versus permanent) for various psychological outcomes (job satisfaction, organizational commitment, life satisfaction, and self-rated performance), some of which have received little attention. We aim to explain these interaction effects, while taking into account the heterogeneous nature of temporary workers in terms of tenure, employment prospects, and wish to do temporary employment. We argue that permanent workers expect higher levels of job security; job insecurity breaches permanent workers’ but not temporary workers’ expectations. This may relate to unfavourable outcomes. Similarly, the heterogeneous nature of temporary workers may relate to job security expectations and thus to reactions to job insecurity. This study was conducted o...

A Job Demands–Resources Approach to Public Service Motivation

Abstract: This article uses job demands-resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day-to-day basis.

Occupational differences in the work–strain relationship: Towards the use of situation-specific models.

Abstract: Throughout the history of occupational stress research, numerous models have been postulated in an attempt to explain the work-strain relationship (e.g. Ivancevich & Matteson, 1980; Quick & Quick, 1984; Tetrick & LaRocco, 1987). One of the most influential and well-known models is the demand-control theory. The model was developed by Karasek (1979), who proposed that the joint effects of ‘demands’ and the ‘range of decision-making freedom available to the worker’ (i.e. job control) were important in predicting strain outcomes. A key aspect of the model is the interactive relationship between job demands and job control. Karasek & Theorell (1990) argue that the risk of psychological strain and physical illness increases in a demanding job only when these demands occur in interaction with low job control.

Job engagement, job satisfaction, and contrasting associations with person-job fit.

Abstract: Forms of well-being vary in their activation as well as valence, differing in respect of energy-related arousal in addition to whether they are negative or positive. Those differences suggest the need to refine traditional assumptions that poor person-job fit causes lower well-being. More activated forms of well-being were proposed to be associated with poorer, rather than better, want-actual fit, since greater motivation raises wanted levels of job features and may thus reduce fit with actual levels. As predicted, activated well-being (illustrated by job engagement) and more quiescent well-being (here, job satisfaction) were found to be associated with poor fit in opposite directions--positively and negatively, respectively. Theories and organizational practices need to accommodate the partly contrasting implications of different forms of well-being.