The Interaction of Job Stress and Social Support: A Strong Inference Investigation.

Seers, Anson; McGee, Gail W.; Serey, Timothy T.; Graen, George B.

doi:10.2307/255975

Cited by 123 publications

(52 citation statements)

References 17 publications

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“…This coping hypothesis suggests that job resources supply strategies for dealing with job demands and therefore have less motivational potential when job demands are absent Seers et al, 1983). This hypothesis was supported by the results of Study 2 which specifically found a significant positive effect of the latent interaction variable (resources x demands) on work engagement.…”

Section: Question 4: How Does the Interplay Of Job Resources And Job mentioning

confidence: 62%

“…More recently the JD-R model has been extended to propose a motivational hypothesis whereby job resources have a stronger relationship with motivational outcomes in the face of high job demands. This coping hypothesis suggests that job resources supply strategies for dealing with job demands, and therefore are less of a concern to individuals experiencing little to no demands in their job Seers, McGee, Serey & Graen, 1983).…”

Section: Question 4: How Does the Interplay Of Job Resources And Job mentioning

confidence: 99%

“…Similarly, found that job resources buffered and mitigated the negative relationship between pupil misbehaviour and teacher work engagement. This coping hypothesis presented by the JD-R model suggests that job resources supply strategies for dealing with job demands, and are less of a concern to individuals experiencing little to no demands in their job Seers et al, 1983). Therefore, the motivational potential of 'active jobs' (Karasek & Theorell, 1990) stems from their ability to combine demanding work with adequate resources.…”

Section: The Job Demands-resources Model and Lean Manufacturingmentioning

confidence: 99%

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Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

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Section: Question 4: How Does the Interplay Of Job Resources And Job mentioning

confidence: 62%

Section: Question 4: How Does the Interplay Of Job Resources And Job mentioning

confidence: 99%

Section: The Job Demands-resources Model and Lean Manufacturingmentioning

confidence: 99%

See 1 more Smart Citation

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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show abstract

“…This highlights the fact that one's co-worker should be helping the employee to overcome the stressful situations which is a part of the social support required from the co-worker. The study conducted by Seers, McGee, Serey, and Graen (1983) found a relationship between coworker social support and job stress which aimed to identify whether social support acts more as a shield against stress or a means of coping with stress. These facts stress that while job stress can be viewed as an impediment to socialisation, co-worker support would act as a shield against it facilitating better socialisation.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Does Organisational Socialisation Resembles Employee Orientation? Or is There More to It? (A Comprehensive Review of Literature)

Nishanthi

2017

IJHRS

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The concept of organisational socialisation has been widely tested in the international context as well as in local context with the view that it is a process where novel candidates are familiarised to the current organisational setting. Hence, it is viewed as an orienting programme. However, it is worthwhile to examine whether the process of organisational socialisation is a mere employee orienting programme or whether there is more to it than this. This viewpoint is assessed below through a comprehensive literature review.

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“…En encourageant et en prenant en considération les besoins socio-émotionnels des salariés, le supérieur instaure un climat de « sécurité psychologique » (Mathieu, Gilson et Ruddy, 2006 : 99). Le soutien managérial a un effet positif sur le bien-être des salariés (Beehr, 1985 ;Fisher, 1985) et apparaît être une ressource importante pour affronter le stress au travail (Seers et al, 1983 ;Cummins, 1990). À ce titre, le soutien du supérieur exercerait un rôle modérateur, de « tampon » (Beehr et Drexler, 1986), susceptible d'affaiblir, voire d'éliminer, l'impact des caractéristiques stressantes du travail sur les réactions négatives des salariés (House, 1981).…”

Section: Le Soutien Managérial Perçuunclassified

L’effet de l’habilitation sur la performance adaptative des employés

Charbonnier-Voirin¹,

Akremi²

2011

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Les résultats d’une étude menée auprès de 390 employés, obtenus à l’aide de la méthode des équations structurelles, mettent en lumière une influence positive de l’habilitation du supérieur sur la performance adaptative des subordonnés. Les résultats montrent également que la perception d’un soutien de la direction favorise la réussite de l’habilitation du supérieur, en agissant comme une ressource émotionnelle valorisée par les employés dans leur stratégie d’adaptation.Si les recherches antérieures ont généralement focalisé leur attention sur les antécédents individuels de la performance adaptative, l’étude de l’influence des pratiques managériales sur ce type de performance est en revanche délaissée. Dans cette perspective, l’objectif de cet article est d’explorer l’effet de l’habilitation du supérieur (managerial empowerment) sur la performance adaptative au travail, processus visant à accroître l’étendue du pouvoir des individus et leurs capacités à contrôler leur travail. Les cas d’échec des pratiques d’habilitation nous conduisent également à étudier les conditions sous lesquelles ces pratiques peuvent faciliter le développement de la performance adaptative.Face à la complexification des situations de travail, la capacité des employés à apprendre de nouvelles compétences, à interagir avec divers acteurs et à s’adapter à de nouveaux contextes est devenue essentielle pour la compétitivité des entreprises. Ces comportements au travail, regroupés sous le nom de performance adaptative, sont désormais considérés comme un facteur crucial pour permettre aux organisations d’atteindre leurs objectifs dans un environnement marqué par le changement continu, la complexité et l’incertitude. Ce construit est encore peu étudié.Results, obtained using structural equation modeling on a sample of 390 French employees, supported our hypotheses. They highlighted the positive effect of managerial empowerment on adaptive performance. In addition, results showed that empowerment was more strongly related to adaptive performance when perceived supervisor support was high.The primary aim of this study is to examine the effect of managerial empowerment on employees’ adaptive performance. Failures of empowerment practices also suggest the need to study the boundary conditions under which managerial empowerment can facilitate adaptive performance.As the nature of work is changing, employees’ adaptive performance (employees’ ability to work creatively, learn new skills, and adapt to diverse social contexts and new environments) becomes a prominent factor that helps organizations attain their objectives. Previous research has mainly focused on individual differences as predictors of adaptive performance. In contrast, the role of managerial variables in promoting adaptive performance has been overlooked.Los resultados de una e...

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The Interaction of Job Stress and Social Support: A Strong Inference Investigation.

Cited by 123 publications

References 17 publications

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Does Organisational Socialisation Resembles Employee Orientation? Or is There More to It? (A Comprehensive Review of Literature)

L’effet de l’habilitation sur la performance adaptative des employés

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