Relationships between Agile Work Practices and Occupational Well-Being: The Role of Job Demands and Resources

Abstract

Agile work practices have been adopted by most software development organizations and by many large organizations from other industries. The introduction of agile work practices is assumed to positively affect work characteristics and, in turn, well-being of employees. So far, there is only very little and methodologically limited empirical research on this topic. Based on job demands–resources theory, we developed and tested a model on the direct and indirect relationships between agile work practices, job demands and resources, and occupational well-being. Data were provided by 260 employees working in agile development teams who participated in two surveys that were approximately six weeks apart. Results of structural equation modeling provided support for the hypothesized model, suggesting that agile work practices have a negative indirect effect on emotional fatigue through lower job demands. At the same time, agile work practices also had a positive indirect effect on emotional engagement through higher job resources. Our research contributes to the literature by integrating agile work practices with job demands–resources theory, bridging an important gap between research and practice. Overall, the findings suggest that the implementation of agile work practices may have a positive impact on occupational well-being by improving employees’ perceptions of key work characteristics.

Agile project management as a stage for creativity: a conceptual framework of five creativity-conducive spaces

“…Additionally, there is a multitude of other empirical Agile project management and creativity research showing a connection between agile work practices and occupational well-being. Recent research by Rietze and Zacher (2022) suggests that agile work practices reduce the risk of emotional fatigue and increase emotional engagement; the study seems to support "the assumption that agile work practices provide a framework for more humane, motivating, and fulfilling work" (p. 17). The use of agile methods can also reduce work exhaustion by lowering both role ambiguity and role conflict in software developers, as it was determined by Venkatesh et al (2020).…”

Workforce Agility: Development and Validation of a Multidimensional Measure

“…In line with this, Mann and Maurer (2005) found that the amount of overtime decreased in projects that adopted an agile method as the new way of working and that the working mode shifted toward a more sustainable pace. Lastly, Rietze and Zacher (2022) found that agile work practices have a negative effect on emotional fatigue by lowering work demands and a positive effect on emotional engagement through higher job resources. As the current state of the literature is somewhat inconclusive, we will examine the relationship between workforce agility and well-being further in this research.…”

Impact of Employee Engagement on Company Performance: The Four-Box Business Model as a Moderator: Perspectives from the COVID-19 Pandemic

“…Trépanier et al (2014) incorporate physical demands such as carrying objectives into the content of job demands. According to Rietze and Zacher (2022), time constraints and work interruptions are challenging aspects of job demands. The resources primarily present all positive and supportive aspects of the job to facilitate work completion (Demerouti et al, 2001;Trépanier et al, 2014), such as work-related materials, organisational support, social support, and personal positive resources.…”