Beyond the individual: A systematic review of the effects of unit-level demands and resources on employee productivity, health, and well-being.

Abstract

Creating sustainable employment—that is, a condition in which employees remain productive but also enjoy good health and well-being—is a challenge for many organizations. Work environment factors are major contributors to these employee outcomes. The job demands–resources model categorizes work environment factors into demands versus resources, which are, respectively, detrimental versus beneficial to employee outcomes. Although conceptualized as workplace factors, these job characteristics have been studied mostly at an individual level. Therefore, their roles at the supraindividual level (i.e., any work-unit level above an individual, such as group or organization) for employee productivity, health, and well-being remains unclear. The aim of this systematic review is to synthesize evidence concerning job resources and job demands at the supraindividual level and their relationships to productivity, health, and work-related well-being. The review covers articles published through December 2018. In total, 202 papers met the inclusion criteria. We found stronger support for the beneficial roles of supraindividual job resources than for the detrimental roles of job demands for productivity and work-related well-being. Regarding health, most of the relationships were found to be nonsignificant. To conclude, this review demonstrates that, at the supraindividual level, the motivational path has received more support than the health impairment path. Based on these findings, we provide recommendations for further research and practice.

Role of work breaks in well-being and performance: A systematic review and future research agenda.

“…Qualitative reviews require an in-depth understanding of articles; as such, we excluded studies that were published in languages other than English. While this approach is consistent with both quantitative and qualitative review studies (e.g., Park & Martinez, 2022; Roczniewska et al, 2022), we acknowledge that it might lead to omitted samples. Second, as evident from our review, there is a high level of heterogeneity among studies in terms of their different operationalizations of work breaks.…”

How Resilience and Wellness Behaviors Affected Burnout and Academic Performance of First-Year Pharmacy Students During COVID-19

“…9 Forms of organizational support likely to benefit all students include training faculty and administrators in follower-supportive leadership behaviors, increasing opportunities for faculty and peer social support, building social capital (eg, transparency and fairness in school policies, student voice in organizational decisions), and providing students with greater autonomy in their learning. 10 Students of color are likely to derive additional benefit from an organizational climate of belonging and increased diversity among faculty and staff, as they are more likely to seek support from people who have faced similar experiences on account of their race. 8 Wellness behaviors tended to decrease over time, but these trends did not correspond to decreases in resilience.…”

Does organisational politics always hurt employee performance? Moderating–mediating model

“…As a result, decrease in job satisfaction also results in lower employee performance. Confirmation for this mechanism explaining the phenomenon in JD-R theory in question was presented by Roczniewska et al (2022). Based on a systematic review of existing studies, they showed that escalating demands not only result in negative effects on strain, but there is a reduction in job satisfaction that leads to a reduction in employee performance (in-role and extra-role behaviours).…”