Job resources as contributors to wellbeing

Demerouti, Evangelia; Heuvel, Machteld van den; Xanthopoulou, Despoina; Dubbelt, Lonneke; Gordon, Heather J.

doi:10.4324/9781315665979-19

Cited by 28 publications

(26 citation statements)

References 1 publication

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“…At the time of writing, the global situation is only worsening with restrictions still in place or being re-introduced in various locations. Not only can job resources allow employees to better handle the demands at work, the availability of job resources can also motivate employees to engage in goal attainment behaviours that contribute to the overall health of the workplace (e.g., work engagement; Demerouti, Van den Heuvel, Xanthopoulou, Dubbelt, & Gordon, 2017). Therefore, job resources can have both a protective and a motivational influence on employees.…”

Section: Introductionmentioning

confidence: 99%

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Effective Workplace Strategies to Support Employee Wellbeing During a Pandemic

Malinen¹,

Wong²,

Näswall³

2020

NZJER

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While the long-term impacts of the Covid-19 pandemic are yet to be realised, there is no doubt that the wellbeing of many are and will be affected. Workplaces have a major influence on people’s quality of life, and have the ability to impact employee wellbeing. Understanding how organisations can support employees’ wellbeing in a disaster context is essential for organisational and community recovery. In this paper, we make recommendations for organisational leaders based on past research on employee wellbeing in post-disaster context and on preliminary evidence from an ongoing study in the Covid-19 context. In the present study, we investigated what job resources employees found supportive during Aotearoa | New Zealand’s response to the Covid-19 pandemic and how these resources related to their hedonic and eudaimonic wellbeing at that time. Employees (n = 75) took part in an online survey, which included both open-ended and quantitative measures on job resources and wellbeing. Qualitative findings suggest that providing a sense of job security, effective communications, flexibility and job control, recognition of extra efforts to accommodate changes, individualised support to continue working, and expressing concern for employees’ health and wellbeing were salient job resources. The quantitative results largely supported these findings, although the strength of the relationships varied between the type of resources and the different conceptualisations of wellbeing. We conclude this paper by providing recommendations for how organisations can support their employees during this period of change and uncertainty.

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Section: Introductionmentioning

confidence: 99%

“…Previous research from non-disaster contexts have identified a range of protective and motivational job resources that support employees (Demerouti et al, 2017;Schaufeli & Taris, 2014). Importantly, the majority of these resources are within the control of organisational leaders to provide, often at relatively low resource cost.…”

Section: Introductionmentioning

confidence: 99%

Effective Workplace Strategies to Support Employee Wellbeing During a Pandemic

Malinen¹,

Wong²,

Näswall³

2020

NZJER

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“…The other protective factors (i.e., working seniority >7 years, job satisfaction and perceived positive life) were found, instead, ineffective to counteract its negative impact. This induced us to consider that healthcare organizations may effectively promote nurses' wellbeing by supporting and enhancing work resources (i.e., esteem and material rewards, job control, social support) (Demerouti, Van den Heuvel, Xanthopoulou, Dubbelt, & Gordon, 2017). From this perspective, data also revealed that the positive effects of work resources were able to persist even in high risky conditions (i.e., being female and adopting passive coping strategies) and in heavy load working situations (working full-time), as well as among nurses who perceive high levels of work-family interrole conflict, so providing further evidence reinforcing the effective protective role of work resources.…”

Section: Discussionmentioning

confidence: 99%

Work‐related stress and wellbeing among nurses: Testing a multi‐dimensional model

Vallone

Smith

Zurlo

2020

Japan Journal Nursing Sci

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Model developed by Mark and Smith in 2008, the study aims to propose and test a multi-dimensional model that combines work characteristics, individual characteristics, and work-family interface dimensions as predictors of nurses' psychophysical health. Methods: Self-report questionnaires assessing work characteristics (effort; rewards; job demands; job control; social support), individual characteristics (socio-demographic characteristics; coping strategies; Type A behavioral pattern; Type D personality), work-family interface dimensions (work-family interrole conflict; job and life satisfaction), and health outcomes (psychological disease; physical disease) were completed by 450 Italian nurses. Logistic regression analyses and Hayes' PROCESS tool were used to test the proposed model by exploring main, moderating and mediating hypotheses. Results: Findings confirmed the proposed theoretical framework including work characteristics, individual characteristics, and work-family interface dimensions as significant predictors of nurses' psychophysical disease. Specific main, moderating and mediating effects were found, providing a wide set of multiple risks and protective factors. Conclusions: The study allowed a broader understanding of nurses' workrelated stress process, providing a comprehensive tool for the assessment of occupational health and for the definition of tailored policies and interventions in public healthcare organizations to promote nurses' wellbeing.

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“…() proposed that in response to status‐ and affiliation‐based resources that subordinates (i.e., leaders in the context of our study) provide, bosses reciprocate in kind with status‐ and affiliation‐based resources such as socioemotional support, words of encouragement, and reputational effects that help subordinates deal with various work‐related issues. In turn, these resources allow leaders to better navigate the workplace, which increases their job satisfaction (Demerouti, Van den Heuvel, Xanthopoulou, Dubbelt, & Gordon, ). Furthermore, because bosses are motivated to maintain positive LLX relationships (Wilson et al., ), they are more likely to engage in behaviors that build loyalty and mutual obligation, such as endorsing the leader with positive evaluations that aid his/her attempts to mobilize upward in the organization and progress his/her career.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Stuck between a rock and a hard place: Contrasting upward and downward effects of leaders’ ingratiation

Kim

LePine

Chun

2018

Personnel Psychology

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Research indicates that leaders who engage in upward ingratiation, a specific form of impression management, develop positive relationships with their bosses, which in turn enhances leaders’ chances of achieving success at work. However, a more complete understanding of leaders’ ingratiation requires recognition that leaders have multiple audiences and that there may be negative unintended consequences of this behavior to at least one of these audiences. Specifically, upward ingratiation may reduce subordinates’ willingness to contribute to the organization through effective performance because it diminishes relationship quality between leaders and subordinates. To explore this issue, we develop and test a multilevel model that contrasts effects of leaders’ upward ingratiation on leader‐ and subordinate‐level outcomes through the quality of social exchange in the corresponding relationship. We test our predictions by conducting a multiwave, multisource field study with a sample of 91 leaders, 91 bosses, and 215 subordinates in South Korea. Our findings reveal that upward ingratiation is positively associated with indicators of leaders’ intrinsic and extrinsic success because it enhances leader–boss exchange quality (LLX). In contrast, leaders’ upward ingratiation negatively influences subordinates’ job performance because it diminishes leader–subordinate exchange quality (LMX). We also find that subordinates’ perceptions of leaders’ political skill mitigate the negative indirect relationship between upward ingratiation and subordinates’ job performance via LMX quality, and that our hypotheses apply to ingratiation but not to other forms of impression management. We discuss the theoretical and practical implications of our findings in relation to ingratiation specifically and to impression management more generally.

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Job resources as contributors to wellbeing

Cited by 28 publications

References 1 publication

Effective Workplace Strategies to Support Employee Wellbeing During a Pandemic

Effective Workplace Strategies to Support Employee Wellbeing During a Pandemic

Work‐related stress and wellbeing among nurses: Testing a multi‐dimensional model

Stuck between a rock and a hard place: Contrasting upward and downward effects of leaders’ ingratiation

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