Topic
Job design
About: Job design is a research topic. Over the lifetime, 9218 publications have been published within this topic receiving 426180 citations.
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99 citations
TL;DR: In this paper, the authors examined the role of compassion satisfaction, conceptualized as a personal resource, in buffering the relationship between job demands and job strain and found that when compassion satisfaction was high, the effect of role overload on job strain was significantly reduced.
Abstract: Orientation: In work and organisational psychology, the adverse effects of job demands have often been demonstrated empirically for various indicators of job strain. Research purpose: Using the Job Demands-Resources (JD-R) model as a theoretical framework, the present study examined the role of compassion satisfaction, conceptualised as a personal resource, in buffering the relationship between job demands and job strain. Motivation for the study: Accordingly, four demanding aspects of the job (i.e. role overload, insufficiency, ambiguity and conflict) and one personal resource (i.e. compassion satisfaction) were used to test the central hypothesis that the interaction between (high) job demands and (low) personal resources produces the highest levels of anxiety and depression as indicators of job strain. Research design, approach and method: Hypotheses were tested amongst 122 military chaplains. Main findings: Results showed that compassion satisfaction partially moderated the relationship between job demands and job strain. More specifically, when compassion satisfaction was high, the effect of role overload on job strain was significantly reduced. However, the relationships between the other three role stressors and job strain were not offset by compassion satisfaction. Practical/managerial implications: The theoretical and practical implications of these findings for the JD-R model are discussed. Contribution/value-add: Despite the limitations of this study, the present findings still have important implications for future research and practice. Our findings highlight the fact that the empowerment of employees’ personal resources, as outlined in the JD-R model, may not only be of value for employees to thrive, but may also be particularly beneficial in terms of compassion satisfaction being viewed as a protective factor to adverse working conditions.
99 citations
TL;DR: This article investigated relationships among job involvement, values, personal background, participation in decision making, and job attitudes in manufacturing organizations, and found that job involvement was correlated with personal background and personal background.
Abstract: Interrelationships among job involvement, values, personal background, participation in decision making, and job attitudes were investigated in manufacturing organizations. Job involvement was foun...
99 citations
99 citations
TL;DR: In this paper, the authors evaluated the full JD-R model for the prediction of psychological strain and work engagement, within a longitudinal research design with samples of Australian and Chinese employees (N = 9404).
Abstract: The Job Demands-Resources (JD-R) model proposes that employee health and performance are dependent upon direct and interacting perceptions of job demands and job resources. The JD-R model has been tested primarily with small, cross-sectional, European samples. The current research extends scholarly discussions by evaluating the full JD-R model for the prediction of psychological strain and work engagement, within a longitudinal research design with samples of Australian and Chinese employees (N = 9404). Job resources (supervisor support and colleague support) accounted for substantial variance, supporting the motivational hypothesis of the JD-R model. However, minimal evidence was found for the strain hypothesis of the JD-R model. The interactions of job demands and job resources were not evident, with only one from 16 interaction tests demonstrating significance. We discuss explanations for our findings. The implications of testing western-derived organizational behavior theories among employees employed in Asian regions, especially in regard to the increasing 'westernization' of many Asian organizations and their employees, are also discussed.
99 citations