The predicting role of self-efficacyin the Job Demands-Resources Model: A longitudinal study

Vera, María; Salanova, Marisa; Lorente, Laura Monsalve

doi:10.1174/021093912800676439

Cited by 48 publications

(53 citation statements)

References 36 publications

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“…In addition, studies using longitudinal designs support the motivational process indicating that there are reciprocal relationship between self-efficacy and job resources and engagement (Xanthopoulou et al, 2009). In similar line, Vera et al (2012) tested two processes: (1) motivational processes, in which high levels of self-efficacy enhance the perception of job resources, which in turn enhances engagement, and (2) erosion process, in which low levels of efficacy lead to the perception of more job demands, which produces burnout. Thus, employees with high self-efficacy perceive that they control the workplace effectively, and demands are seen as challenges and resources as being abundant and positive for accomplishing the task.…”

Section: Extension Of the Red Modelmentioning

confidence: 86%

“…Last, recent research indicates that self-efficacy plays a predicting role in the development of the motivational process and erosion process of burnout (Vera et al, 2012) and engagement Vera et al, 2012) at work. As a result, self-efficacy was shown to influence how the environment is perceived by having the power to produce the desired effects.…”

Section: Challenge and Hindrance Demandsmentioning

confidence: 99%

“…In addition, personal resources are important for coping with demands and to recover from job stress . In this regard, research has found that the self-efficacy plays a key role in coping with stress, and that job demands and resources mediated the relationship between self-efficacy, burnout (Consiglio, Borgogni, Alessandri, & Schaufeli, 2013;Vera, Salanova, & Lorente, 2012), and engagement (Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2007).…”

Section: Extension Of the Red Modelmentioning

confidence: 99%

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Professional Self-Efficacy as a Predictor of Burnout and Engagement: The Role of Challenge and Hindrance Demands

Ventura

Salanova

Llorens

2014

The Journal of Psychology

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126

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Registro de acceso restringido Este recurso no está disponible en acceso abierto por política de la editorial. No obstante, se puede acceder al texto completo desde la Universitat Jaume I o si el usuario cuenta con suscripción. Registre d'accés restringit Aquest recurs no està disponible en accés obert per política de l'editorial. No obstant això, es pot accedir al text complet des de la Universitat Jaume I o si l'usuari compta amb subscripció. Restricted access item This item isn't open access because of publisher's policy. The full--text version is only available from Jaume I University or if the user has a running suscription to the publisher's contents.

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Section: Extension Of the Red Modelmentioning

confidence: 86%

Section: Challenge and Hindrance Demandsmentioning

confidence: 99%

Section: Extension Of the Red Modelmentioning

confidence: 99%

See 1 more Smart Citation

Professional Self-Efficacy as a Predictor of Burnout and Engagement: The Role of Challenge and Hindrance Demands

Ventura

Salanova

Llorens

2014

The Journal of Psychology

Self Cite

170

126

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“…Furthermore, Cifre, Salanova, and Rodríguez-Sánchez (2011) conducted a quasi-experimental, longitudinal study to show that team redesign increased personal (professional efficacy and perceived competence) and job resources (climate of innovation), and the work engagement of employees in manufacturing companies. Similarly, Vera, Salanova, and Lorente (2012) showed the role of job and social resources among efficacy beliefs in predicting work engagement (job autonomy, social support climate) in a sample of 274 secondary school teachers from 23 schools. In the same line, Robertson and Huang (2006) also showed the effectiveness of interventions based on training related to job redesign on employees' perceived satisfaction and performance (individual perceptions, collaboration of the group, and effectiveness).…”

Section: Job and Organization (Re)design And Changing Work Placesmentioning

confidence: 99%

Positive Interventions in Positive Organizations

et al. 2013

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We describe how (positive) organizations can be enhanced from the framework of Positive Psychology, being healthy from a psychological point of view, as well as resilient in times of crisis and turmoil. Thus, Healthy & Resilient Organizations (HEROs) make systematic, planned, and proactive efforts to improve employees' and organizational processes and outcomes (Salanova, Llorens, Cifre, & Martínez, 2012). These efforts involve fostering healthy organizational resources and practices aimed at improving the work environment, especially during changing times. Despite its relevance in modern societies, research on how to develop HEROs is scarce. Therefore, in this article first we focus on its concept and the measurement, and then, we review the main research conducted on interventions to promote HEROs based on Positive Psychology from a collective (teams and organizations) and an individual (employee) point of view. Lastly, we develop a set of best practices on positive interventions in the organizational context. Key words: healthy organizations, organizational resilience, positive interventions. ResumenDescribimos cómo las organizaciones (positivas) pueden mejorar desde la Psicología Positiva, siendo saludables desde un punto de vista psicológico, y resilientes en tiempos de crisis y confusión. Las organizaciones saludables y resilientes (Healthy & Resilient Organizations -HEROs) hacen esfuerzos sistemáti-cos, planificados, y proactivos para mejorar la salud de sus empleados, y los procesos y resultados de la organización (Salanova, Llorens, Cifre, y Martínez, 2012). Estos esfuerzos incluyen fomentar recursos y prácticas organizacionales saludables para mejorar el trabajo, especialmente durante tiempos de cambios. A pesar de su importancia en las sociedades modernas, la investigación sobre cómo desarrollar HEROs es escasa. En este artículo revisamos su concepto y medida, así como las principales investigaciones sobre intervenciones para promover HEROs basadas en la psicología positiva, tanto a nivel colectivo (equipos y organizaciones) como individual (empleado). Por último, se describen cuáles son las "mejores prácticas" en materia de intervenciones positivas en el contexto organizacional.

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“…Entre las investigaciones recientes realizadas sobre la autoeficacia en el ámbito organizacional, destaca el estudio realizado por Vera et al (2012) que introduce a la autoeficacia como un recurso personal dentro del modelo JD-R. Estos autores siguen la línea de investigación expuesta por Xanthopolou, Bakker, Demerouti y Schaufeli (2007) quienes proponen una extensión del modelo mediante la introducción en el mismo de los recursos personales. Sus resultados muestran que los trabajadores con mayores creencias de autoeficacia perciben que tienen la capacidad y habilidades suficientes para afrontar las demandas laborales.…”

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El papel mediador de la Autoeficacia Profesional entre situaciones de Demandas de Rol y Salud Autopercibida

Sánchez

Fernández-Valera

Pedro

2017

PSYWRIT

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ResumenEl objetivo de este estudio es analizar las relaciones existentes entre las demandas de rol presentes en el puesto de trabajo, conflicto y ambigüedad de rol, la autoeficacia profesional y la salud autopercibida de acuerdo con el modelo Demandas-Recursos Laborales (JD-R model). Siguiendo los postulados de este modelo, la autoeficacia profesional tendría capacidad para mediar la relación entre las demandas de rol y la salud. Para verificar esta hipótesis, se obtuvieron datos de una muestra de 272 trabajadores de la Región de Murcia (M edad = 36.33, 47,5% mujeres). Los análisis de mediación se realizaron mediante el macro PROCESS para SPSS desarrollado por Hayes (2013). Los resultados mostraron que la autoeficacia profesional actúa como una variable mediadora en la relación entre las demandas de rol y el malestar autopercibido.Palabras clave: autoeficacia, demandas de rol, modelo JD-R, trabajadores. AbstractThe aim of this study was to investigate the relationship between role stress, professional self-efficacy, and self-perceived health using the Job Demands-Resources Model (JD-R model). The proposed model hypothesizes that professional self-efficacy mediates the relationship between role ambiguity and role conflict on the one hand, and self-perceived health on the other. To test this hypothesis, data were collected from 272 workers from southern Spain. Mediation analyses were performed using the macro PROCESS for SPSS developed by Hayes (2013). Results showed that role conflict, role ambiguity, and self-efficacy were significant predictors of self-perceived health. In addition, self-efficacy partially mediated the relationship between role stress and health.

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The predicting role of self-efficacyin the Job Demands-Resources Model: A longitudinal study

Cited by 48 publications

References 36 publications

Professional Self-Efficacy as a Predictor of Burnout and Engagement: The Role of Challenge and Hindrance Demands

Professional Self-Efficacy as a Predictor of Burnout and Engagement: The Role of Challenge and Hindrance Demands

Positive Interventions in Positive Organizations

El papel mediador de la Autoeficacia Profesional entre situaciones de Demandas de Rol y Salud Autopercibida

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