Psychosocial job strain and productivity in human service workers: A test of the demand‐control‐support model

Dollard, Maureen F.; Winefield, Helen R.; Winefield, Anthony H.; Jonge, Jan de

doi:10.1348/096317900167182

Cited by 136 publications

(118 citation statements)

References 41 publications

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“…Consistent with this reasoning, Demerouti et al (2001) and Dollard et al (2000) reported that jobs combining high demands with high control produced the highest levels of personal accomplishment (a subscale of the Maslach Burnout Inventory (Maslach and Jackson, 1986) that reflects feelings of competence and successful achievement in one's work). In a carefully designed study, Parker and Sprigg (1999) found main effects of job control and job demands on perceived mastery (a measure tapping whether one felt able to resolve selected job-related problems) and role breadth self-efficacy (a concept reflecting one's confidence regarding carrying out a range of proactive or interpersonal tasks).…”

Section: Active Learning: What Do We Know?mentioning

confidence: 75%

“…De Jonge, Van Breukelen, Landeweerd & Nijhuis (1999), De Jonge, Dollard, Dormann, Le Blanc & Houtman (2000 and Dollard, Winefield, Winefield & De Jonge (2000) found in three studies among health care and human service workers that active jobs produced the highest levels of job satisfaction. The results of two other studies are not entirely consistent with the learning hypothesis.…”

Section: Active Learning: What Do We Know?mentioning

confidence: 98%

“…Typical items are 'I know how to deal with my students' problems effectively' and 'I have accomplished many worthwhile things in this job' (0 0/'never', 60/'every day'), a was .87 at Time 1 and .89 at Time 2, respectively. Analogues of the PA scale for use in other professions were employed by Demerouti et al (2001) and Dollard et al . (2000) in their studies addressing the active learning hypothesis.…”

Section: Job Controlmentioning

confidence: 99%

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Learning new behaviour patterns: A longitudinal test of Karasek's active learning hypothesis among Dutch teachers

et al. 2003

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This investigation deals with the active learning hypothesis in Karasek and Theorell's (1990) job demands-control model. The active learning hypothesis holds that high levels of learning and selfefficacy will occur among incumbents of high job demands/high job control jobs, whereas low levels of learning and self-efficacy will be found in low demands/low control jobs. This study tested these notions in the context of a two-wave study conducted over a period of one year among 876 Dutch teachers. Regression analysis revealed that job demands had a lagged negative (rather than a positive) effect on learning and self-efficacy; as expected, job control had a positive effect. Thus, the highest levels of learning and self-efficacy were found among incumbents of high control/low demands jobs (and not among incumbents of high control/high demands jobs). Further, the effects of changes in work characteristics on changes in learning behaviour and self-efficacy were examined, providing additional evidence that especially the transition from a low demands/low control to a high demands/ low control job is associated with a strong deterioration of learning and self-efficacy. It is concluded that future research should address the interrelationships between learning and strain, preferably using longitudinal designs.

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Section: Active Learning: What Do We Know?mentioning

confidence: 75%

Section: Active Learning: What Do We Know?mentioning

confidence: 98%

Section: Job Controlmentioning

confidence: 99%

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Learning new behaviour patterns: A longitudinal test of Karasek's active learning hypothesis among Dutch teachers

et al. 2003

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“…But too much of a good thing is not necessarily a good thing. It can lead to burnout, high levels of dysfunctional stress, and emotional exhaustion (Dollard, Winefield, Winfield & Jonge, 2000;Xie & Johns, 1995), as well as to the loss of non-work identity (Rouseeau & Arthur, 1999). How, then, do C-bAEs' participants keep from becoming their own worst enemies?…”

Section: Work Loadmentioning

confidence: 99%

Complexity-Based Agile Enterprises: Putting Self-Organizing Emergence to Work

Dyer

Ericksen

2010

The SAGE Handbook of Human Resource Management

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Organizations competing in hypercompetitive marketplaces have two possible paths to potential success. They can attempt to transform traditional bureaucracies into more nimble, adaptable, and resilient entities, which clearly is the path most traveled. Or they can try pathbreaking, which involves adopting a completely different organizational paradigm: the complexity-based agile enterprise (C-bAE). C-bAEs have no a priori hierarchies, no a priori organizational structures, and no a priori business strategies. They rely instead on ongoing interactions among self-organizing participants operating at the edge of chaos to form and reform, strategize and re-strategize on the fly. Does this work? We don't know for sure, although there is some solid theory and a little bit of evidence to suggest that it might -that under the proper conditions, these progressive dynamics may well engender a stream of novel and yet coherent products, services, and solutions capable of delivering a series of temporary competitive advantages and, thus, the possibility of long-term survival. This paper explores the promise, with particular emphasis on the process of mobilizing or creating the conditions that foster the constant co-creation of emergent organizational forms and innovative outputs.

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“…Podrška od strane kolega se odnosi na to koliko su zaposleni prijateljski nastrojeni i podržavajući, dok se podrška od nadređenih odnosi na to koliko oni ohrabruju svoje zaposlene da podržavaju jedni druge (Dollard, Winefield, Winefield, & de Jonge, 2000). Sa jedne strane, prisustvo kolega koji podržavaju i dobijanje povratnih informacija od nadređenog povećavaju verovatnoću da će se postići radni ciljevi (Schaufeli & Bakker, 2004).…”

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Zahtevi Posla I Resursi Na Radu Kao Prediktori Izgaranja Na Radu I Radne Angažovanosti: Glavni I Interaktivni Efekti

Radošević

Jelić

Matanović

et al. 2018

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Sprovedeno istraživanje ima za cilj da proveri na koji način zahtevi posla, kontrola nad radom i socijalna podrška predviđaju blagostanje zaposlenih. Na osnovu modela Zahtevi-kontrola, Zahtevi-kontrola-podrška i Zahtevi-resursi konstruisan je hipotetski model za potrebe istraživanja koji razlikuje četiri tipa poslova -tzv. aktivne, nisko stresne, visoko stresne i pasivne poslove. Postavljene su hipoteze koje se odnose na glavne, kao i interaktivne efekte zahteva i resursa u predviđanju izgaranja na radu i radne angažovanosti. Uzorak se sastojao od 206 ispitanika oba pola (63% žena), a instrumenti koji su korišćeni u istraživanju su Upitnik karakteristika posla (UKP), Skala radne angažovanosti (UWES-9) i Skala izgaranja na radu (WB). Rezultati ukazuju na to postoje značajni glavni efekti radnih zahteva na izgaranje, kao i resursa na radu na izgaranje i radnu angažovanost. Suprotno očekivanjima, nije otkriven efekat interakcije radnih zahteva i resursa na radu u predviđanju izgaranja i radne angažovanosti. U terminima hipotetskog modela pokazano je da su radno najangažovaniji zaposleni na tzv. aktivnim i nisko stresnim poslovima. Takođe, pokazano je da zaposleni na tzv. nisko stresnim poslovima izgaraju manje u poređenju sa ostala tri tipa. Dobijeni rezultati su prodiskutovani u kontekstu polaznih teorijskih modela, a date su i smernice za buduća istraživanja.Ključne reči: zahtevi posla, resursi na radu, izgaranje, radna angažovanost, Model zahtevi-resursi 2 Rad je finansiran od strane Republičkog ministarstva prosvete, nauke i tehnološkog razvoja, pod brojem 179022

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Psychosocial job strain and productivity in human service workers: A test of the demand‐control‐support model

Cited by 136 publications

References 41 publications

Learning new behaviour patterns: A longitudinal test of Karasek's active learning hypothesis among Dutch teachers

Learning new behaviour patterns: A longitudinal test of Karasek's active learning hypothesis among Dutch teachers

Complexity-Based Agile Enterprises: Putting Self-Organizing Emergence to Work

Zahtevi Posla I Resursi Na Radu Kao Prediktori Izgaranja Na Radu I Radne Angažovanosti: Glavni I Interaktivni Efekti

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