Applying the job demands-resources model to reduce the aberrant behavior of bus drivers: Let them play a good social role

FinalidadeEste artigo compara a satisfação profissional nos sectores público e privado e o papel mediador de várias exigências e recursos de emprego na relação entre o sector do emprego e a satisfação profissional.Concepção/metodologia/abordagemCom base no modelo Job Demands-Resources (JD-R), defendemos que as diferenças na satisfação no emprego eram em grande parte explicadas pelas características do emprego fornecidas em cada sector. Os dados provêm do Inquérito à Qualidade da Vida Profissional (QWLS), uma amostra representativa de 6.024 funcionários públicos e privados espanhóis.ConclusõesO estudo revelou que os funcionários públicos estavam mais satisfeitos do que os privados. Esta relação foi parcialmente mediada por exigências e recursos de emprego, o que significa que os sectores público e privado de emprego proporcionavam condições de trabalho diferentes. Os funcionários públicos, em geral, tinham menos exigências e mais recursos de emprego do que os privados, o que resultou em diferentes níveis de satisfação no emprego. Além disso, a mediação parcial indicou que os funcionários públicos estão mais satisfeitos do que os privados, apesar de contabilizarem várias exigências de emprego e recursos laborais.Limitações/implicações da investigaçãoEmbora os resultados deste estudo tenham salientado a importância relativa das exigências e dos recursos do emprego para a satisfação dos trabalhadores públicos e privados, a generalização dos resultados para outros países deve ser limitada, uma vez que o estudo apenas utilizou dados de um único país.Implicações práticasUma parte significativa do efeito positivo na satisfação profissional dos funcionários públicos é canalizada através dos níveis mais baixos de trabalho de rotina e do menor número de horas de trabalho necessárias e através de melhores recursos laborais, tais como salários mais elevados, mais teletrabalho, maiores perspectivas no trabalho, e mais utilidade na formação. Para melhorar a satisfação profissional, é evidente que os gestores devem prestar especial atenção a coisas como o trabalho de rotina, horas de trabalho, formação, e teletrabalho.Originalidade/valorEste artigo contribui para a compreensão de como várias exigências e recursos laborais desempenham simultaneamente um papel de mediação na explicação da relação entre o sector do emprego e a satisfação profissional.

How the work environment contributes to employees' overall subjective well-being remains inadequately explored. Building upon the seminal Job Demands-Resources model, this study aims to test a complex model that combines leadership, job demands, and job resources, as factors contributing either indirectly (via job satisfaction) or directly to employees' subjective well-being (SWB). The cross-sectional data (N = 1,859) of the Belgian National happiness study (2020) were used. Leadership (satisfaction with leadership; perceived supervisor support), job demands (role conflict; job insecurity; work-private conflict; perceived working conditions), job resources (autonomy; relatedness; competence; skill utilization; personal growth), job satisfaction and subjective well-being (life evaluation; positive affect; negative affect) were assessed via self-report questionnaires. The proposed model investigates the direct impact of job demands and resources on SWB, as well as the indirect impact with job satisfaction as mediating factor, and was tested using the Structural Equation Modeling technique. Findings supported the proposed model. Both job demands and job resources have a direct relationship with SWB. Job resources are positively related to overall SWB, whereas job demands negatively affected SWB. Moreover, job resources are more strongly related to SWB compared to job demands. The demands and resources also indirectly contribute to employee's SWB via job satisfaction as job satisfaction appeared to mediate these relationships. The current study shows that both job demands and resources directly and indirectly contribute to employees' SWB. Creating a supportive and healthy work environment is thus of paramount importance in order to foster employees' SWB. In particular, investing in improving job resources may be a fruitful approach to promote employees' overall subjective well-being.

Purpose– The moderating roles of personal resources in the Job Demands-Resources (JD-R) model are relatively rarely examined, especially in non-western countries. The purpose of this paper is to investigate the moderating effect of a personal resource (i.e. intrinsic work value orientation) on the relationships between job demands, job resources, and job satisfaction among a large sample of Chinese employees from both mainland China and Taiwan.Design/methodology/approach– Structured questionnaire survey was carried out to collect data from 402 employees in mainland China and 306 employees in Taiwan.Findings– The authors found that intrinsic work value orientation amplified the negative relationship between work constraints (a job demand) and job satisfaction. Meanwhile, intrinsic work value orientation strengthened the positive relationship between autonomy (a job resource) and job satisfaction.Originality/value– This is one of the few studies that explored the role of personal resources in the JD-R model. One unique contribution of the study is that the authors extended the JD-R model to include the intrinsic work value orientation as a resourceful work value for Chinese employees in two major Chinese societies. Based upon the findings, the authors suggest that personal resources such as work value orientation should be taken into account in the research of the JD-R model. Managerial implications of the findings are also discussed.

The aim of this study was to explore the relationships between job demands, job resourses, personal resourses and job satisfaction and to assess the usefulness of the Job Demands-Resources (JD-R) model in the explanation of these phenomena. The research was based on a sample of 500 social workers. The "Psychosocial Factors" and "Job satisfaction" questionnaires were used to test the hypothesis. The results showed that job satisfaction increased with increasing job accessibility and personal resources (r = 0.44; r = 0.31; p < 0.05). The analysis of variance (ANOVA) indicated that job resources and job demands [F(1.474) = 4.004; F(1.474) = 4.166; p < 0.05] were statistically significant sources of variation in job satisfaction. Moreover, interactions between job demands and job resources [F(3,474) = 2.748; p <0.05], as well as between job demands and personal resources [F(3.474) = 3.021; p <0.05] had a significant impact on job satisfaction. The post hoc tests showed that 1) in low job demands, but high job resources employees declared higher job satisfaction, than those who perceived them as medium (p = 0.0001) or low (p = 0.0157); 2) when the level of job demands was perceived as medium, employees with high personal resources declared significantly higher job satisfaction than those with low personal resources (p = 0.0001). The JD-R model can be used to investigate job satisfaction. Taking into account fundamental factors of this model, in organizational management there are possibilities of shaping job satisfaction among employees.

The purpose of this study is to examine the relationship between contextual work-related factors on the one hand, in terms of job demands (i.e., risk factors) and job resources (i.e., protective factors), and work-family conflict (WFC) in teachers on the other. Building on the Job Demands-Resources (JD-R) model, we hypothesized that job demands, namely qualitative, and quantitative workload, are positively associated with WFC in teachers. Moreover, in line with the buffer hypothesis of the JD-R, we expected job resources, in terms of support from supervisor (SS), job autonomy (JA), and participation in decision making (PDM), to affect this association, which is expected to be stronger when job resources are low. The study was conducted in an Italian secondary school. Overall, 122 teachers completed a self-report questionnaire aimed at determining WFC, as well as job demands and resources. The hypothesized relationships were tested using moderated multiple regression. The results of this study largely support our predictions. First, both aspects of workload were positively associated with WFC. Secondly, job resources, including SS and PDM, buffered this association, which was stronger when resources were low. On the contrary, JA did not buffer the association between workload and WFC. Overall, the results of this study are consistent with the JD-R model and contribute to the understanding of work–family conflict among teachers. More specifically, our study suggests that teachers with high levels of job resources, namely SS and PDM, can effectively cope with job demands, in terms of both qualitative and quantitative workload, thus preventing negative consequences such as conflict between work and family domains. Interventions aimed at preventing WFC among teachers should encourage organizations to optimize the balance between job demands and resources, as well as the identification and training of the workers at risk of WFC.

Objectives Administrative staff in tertiary care hospitals often encounter high job demands such as increased workload, time pressure, and emotional stress. Job resources are essential for coping with these demands; however, an imbalance between demands and resources can lead to burnout, negatively impacting well-being, performance, and satisfaction. This study aimed to assess burnout prevalence and job satisfaction among administrative staff at a tertiary care hospital in Deralakatte, Mangalore, using the Job Demands-Resources (JD-R) model. Material and Methods Data were collected from 131 administrative staff using the Oldenburg Burnout Inventory (OLBI) and the JD-R questionnaire. Informed consent was obtained from all the participants. Statistical analyses were performed using SPSS version 29. Results The study found a significant association between high job demands and increased burnout, with 25.8% of the participants experiencing high exhaustion and 25% reporting high disengagement. Low job resources were associated with higher burnout rates, with 40% of the staff experiencing high exhaustion and 36.4% reporting high disengagement. Job satisfaction increased significantly with higher job demands (F = 17.881, p &lt; 0.01) and resources (F = 82.665, p &lt; 0.01). Conclusion The findings emphasise the need to manage job demands and enhance job resources to mitigate burnout and improve job satisfaction among administrative staff members. This study provides valuable insights into improving management practices in healthcare settings.

Bank DKI melakukan perubahan sistem kerja demi terjaganya produktivitas kerja selama Pandemi COVID-19 yang berpotensi mengurangi keterikatan kerja. Penelitian ini bertujuan melihat peran variabel job demand, job resources, job satisfaction, terhadap work engagement. Peneliti melakukan regresi terhadap variabel job demand, job resources, job satisfaction, dan work engagement. Mediasi dilakukan antara job demand dan job resources terhadap work engagement oleh job satisfaction. Purposive sampling dilakukan dengan jumlah 181 karyawan Bank DKI. Hasil penelitian menunjukkan bahwa seluruh variabel, baik job demand, job resources, dan job satisfaction signifikan memprediksi work engagement. Efek mediasi kepuasan terjadi baik pada variabel job demand maupun job resources. Bank DKI has changed the work system in order to maintain work productivity during the COVID-19 Pandemic so that it has the potential to reduce employee attachment. This study aims to see the role of variables of job demand, job resources, job satisfaction, and employee work engagement. Researchers regression of the variables of job demand, job resources, job satisfaction, and work engagement. Mediation is carried out between job demand and job resources for work engagement mediated by job satisfaction. Purposive sampling was carried out with a total of 181 employees of Bank DKI. The results showed that all variables, both job demand, job resources, and job satisfaction significantly predicted work engagement. The satisfaction mediation effect occurs both on the job demand and job resources variables.

Introduction: Healthcare systems increasingly move toward “value-based healthcare” (VBHC), aiming to further improve quality and performance of care as well as the sustainable use of resources. Evidence about healthcare professionals' contributions to VBHC, experienced job demands and resources as well as employee well-being in VBHC is scattered. This systematic review synthesizes this evidence by exploring how VBHC relates to the healthcare professional, and vice versa.Method: Seven databases were systematically searched for relevant studies. The search yielded 3,782 records, of which 45 were eligible for inclusion based on a two-step screening process using exclusion criteria performed by two authors independently. The quality of the included studies was appraised using the Mixed Methods Appraisal Tool (MMAT). Based on inductive thematic analysis, the Job Demands-Resources (JD-R) model was modified. Subsequently, this modified model was applied deductively for a second round of thematic analysis.Results: Ten behaviors of healthcare professionals to enhance value in care were identified. These behaviors and associated changes in professionals' work content and work environment impacted the experienced job demands and resources and, in turn, employee well-being and job strain. This review revealed 16 constructs as job demand and/or job resource. Examples of these include role strain, workload and meaning in work. Four constructs related to employee well-being, including engagement and job satisfaction, and five constructs related to job strain, including exhaustion and concerns, were identified. A distinction was made between job demands and resources that were a pure characteristic of VBHC, and job demands and resources that resulted from environmental factors such as how care organizations shaped VBHC.Conclusion and Discussion: This review shows that professionals experience substantial job demands and resources resulting from the move toward VBHC and their active role therein. Several job demands are triggered by an unsupportive organizational environment. Hence, increased organizational support may contribute to mitigating or avoiding adverse psychosocial factors and enhance positive psychosocial factors in a VBHC context. Further research to estimate the effects of VBHC on healthcare professionals is warranted.

BackgroundBuilding on the job demands–resources (JD–R) model and regulatory focus theory, this study examined how regulatory foci shaped the effects of different job demands and resources on both negative and positive workplace outcomes among medical staff.MethodsTwo independent studies (NStudy 1 = 267; NStudy 2 = 350) were designed for cross-validation. Participants completed a battery of measures evaluating job demands (workload, emotional demands, interpersonal stress), job resources (psychological safety, perceived organizational support, servant leadership), and well-being (job burnout, affective commitment, job satisfaction).ResultsMultiple linear regression analyses showed employees’ well-being was affected by job demands and resources through energetic and motivational processes, respectively. The deleterious effect of emotional demands on job burnout was pronounced in individuals with weak prevention focus (B = 0.392, standard error [SE] = 0.069, p < .001). Psychological safety (Study 1) and servant leadership (Study 2) had stronger positive associations with motivational outcomes among individuals with weak promotion focus than those with strong promotion focus (B = 0.394, SE = 0.069, p < .001; B = 0.679, SE = 0.121, p < .001; and B = 0.476, SE = 0.072, p < .001, respectively).ConclusionWe used two samples to examine and cross-validate the joint effects of job characteristics and personal traits on workplace well-being among Chinese medical staff. Although heterogenous, the results showed regulatory foci were especially important in determining the effects of job demands and resources on well-being when there was (autonomous) self-regulation in the workplace.

ABSTRACTThis study is an evaluation of a reorganisation of different services for children and their families in a Norwegian municipality. The main aim of the reorganisation was to improve interprofessional collaboration through integrating different social services for children and their parents. The evaluation was guided by the Job Demands-Resources Model with a focus on social and healthcare workers’ experiences of their work, including job demands and resources, service quality, and well-being at work. The survey of the employees was conducted at three measurement points: before (T1) and after (T2, T3) the reorganisation took place, and included between 87 and 122 employees. A secondary aim was to examine the impact of different job resources and job demands on well-being (burnout, engagement, job satisfaction), and service quality. A one-way ANOVA indicated a positive development on many scales, such as collaboration, work conflict, leadership, and perceived service quality, especially from T1 to T2. No changes were detected in burnout, engagement, or job satisfaction over time. Moderated regression analyses (at T3) indicated that job demands were particularly associated with burnout, and job resources with engagement and job satisfaction. Perceived service quality was predicted by both job demands and resources, in addition to the interaction between workload and collaboration. The reorganisation seems to have contributed to a positive development in how collaboration, work conflict, leadership, and service quality were evaluated, but that other changes are needed to increase worker well-being. The value of the study rests on the findings that support co-locating and merging services for children and their families, and that collaboration is an important resource for healthcare professionals.

Based on the job demands-resources (JD-R) model, this study employs fuzzy set qualitative comparative analysis and propensity score matching to explore the configurational effects of 658 Chinese officer-seafarers’ job demands (including social isolation and work—family conflict), onboard job resources (including the physical environment, communication facilities, entertainment facilities and social support) and onshore job resources (including reward system, shore-based support and career transformation support) on their job satisfaction and the effectiveness of configurations of the above for their retention intention. The results indicate, first, that combinations of job demands and job resources can achieve officer-seafarers’ job satisfaction. Second, shore-based support is a sufficient condition to promote officer-seafarers’ job satisfaction, while career transformation support can promote the job satisfaction of officer-seafarers who have job demands of high social isolation and high work—family conflict. Third, regardless of the job demands that officer-seafarers face, shipping companies may always find a combination of job resources that promotes their retention intention. The findings enrich the literature on officer-seafarers’ job satisfaction and retention intention, expand the application of JD-R model in the maritime field and provide a theoretical framework for shipping companies to formulate and adopt personalised management policies.

This longitudinal study examined whether employees can impact their own well-being by crafting their job demands and resources. Based on the job demands-resources model, we hypothesized that employee job crafting would have an impact on work engagement, job satisfaction, and burnout through changes in job demands and job resources. Data was collected in a chemical plant at three time points with one month in between the measurement waves (N = 288). The results of structural equation modeling showed that employees who crafted their job resources in the first month of the study showed an increase in their structural and social resources over the course of the study (2 months). This increase in job resources was positively related to employee well-being (increased engagement and job satisfaction, and decreased burnout). Crafting job demands did not result in a change in job demands, but results revealed direct effects of crafting challenging demands on increases in well-being. We conclude that employee job crafting has a positive impact on well-being and that employees therefore should be offered opportunities to craft their own jobs.

Animal shelter workers are at risk of poor wellbeing resulting from their work, with this potentially impacting employee performance and attrition. Using the Job Demands-Resources (JD-R) model as a theoretical framework, the study explored relationships between job demands, job resources, workplace wellbeing (exhaustion and engagement), performance, and intentions to leave. Use of job-crafting behaviors, and the extent that these behaviors predict wellbeing after controlling for the impact of job demands and resources, were also explored. Among the 142 participants surveyed, a range of job-crafting behaviors were reported. Consistent with the JD-R model, hierarchical regressions revealed job demands and resources accounted for 36.4% of the variance in work engagement and 36.2% of the variance in exhaustion. Job crafting predicted wellbeing in animal shelter workers after controlling for demands and resources and explained an additional 7.8% of the variance in work engagement and 5.9% of the variance in exhaustion. Work engagement, but not exhaustion, was related to performance, while both engagement and exhaustion were related to intentions to leave. The results suggest that job demands and resources impact wellbeing in animal shelter workers, affecting their performance and contributing to intentions to leave. Broad workplace interventions that build resources and minimize demands may, therefore, be effective in promoting wellbeing and performance in animal-shelter environments, which could potentially increase retention rates. Animal shelter workers make active adjustments to their work environment through job crafting, and these are linked to workplace wellbeing. Interventions that offer flexibility and encourage job crafting, particularly those that involve finding opportunities for growth and seeking feedback on performance, offer a useful bottom-up approach to complement top-down interventions.

BackgroundAfter the outbreak of the COVID-19 pandemic, employees in Europe increasingly worked from home. In the German public sector, many employees experienced working from home for the first time. Concurrently, employees could use job crafting activities to alter job demands and resources while working from home. This exploratory case study aims to shed light on how public service employees craft their job demands and job resources, and how they perceive job satisfaction and productivity while working from home during the COVID-19 pandemic. A novel theoretical approach is applied to explore crafting activities that target specific job demands and resources when working from home, using a combined framework of resource-based job crafting based on the Job Demands–Resources model and time-spatial job crafting.MethodsQualitative telephone interviews were conducted with employees from different public sectors in Germany between December 2021 and February 2022. According to the COREQ guidelines, the 12 semi-structured interviews were audio-recorded, transcribed verbatim, and content-analyzed using MAXQDA.ResultsThe results suggest that employees, who were new to working from home, developed personal crafting strategies for their flexible work environment. These strategies supported them in coping with hindering job demands (e.g., measures regarding work-related availability or interruptions) by optimizing their working conditions. Additionally, employees used strategies to increase their social resources (e.g., initiating meetings with colleagues) and structural resources (e.g., installing additional work equipment, planning of office days and working-from-home days). The use of given job resources and optimization of job demands are closely linked to the time-spatial demands fit. Thereby, the time-spatial demands fit is used to combine workplaces, work hours, or work tasks with the provided resources and demands to achieve an optimal work environment, which also facilitates employees' productivity and satisfaction.ConclusionThe results enrich the resource-based and time-spatial demand job crafting research by adding specific job crafting strategies utilized by public service employees. Furthermore, the results highlight job crafting strategies for enhancing job satisfaction and productivity when working from home in the post-pandemic world, thus offering valuable insights for researchers and practitioners.

Purpose: According to the Job Demands-Resources (JDR) model, engagement and job satisfaction may be produce by two types of working conditions: job demands (i.e. role stress) and job resources (i.e. self-efficacy). This study examines the role of role stress and work engagement as antecedents of job satisfaction in a sample of Spanish workers. Design/methodology/approach: This study comprised a sample of 435 Spanish workers. A cross sectional study was used to examine the relationship between role stress, work engagement and job satisfaction. Data were gathered based on personal administered questionnaires. Findings and Originality/value: Hierarchical multiple regression models have revealed that job satisfaction was significantly predicted by role stress and work engagement. Results support JDR model by showing that positive outcomes, such as job satisfaction can be predicted by motivational process and job demands. Research limitations/implications: The cross-sectional design cannot evidence of causal relationships. This study relies on self-reports, which might increase the risk of common method variance. Practical implications: On a practical level, the JDR model provides a framework for understanding motivating workplaces and engaged and satisfied employees. Originality/value: The JDR model could be useful in designing strategies for which engaged employees may be advantageous to improving the quality of services, while at the same time increasing employees’ job satisfaction and well-being.