DO HIGH JOB DEMANDS INCREASE INTRINSIC MOTIVATION OR FATIGUE OR BOTH? THE ROLE OF JOB CONTROL AND JOB SOCIAL SUPPORT.

Abstract

In this study, we used Karasek’s demand-control-support model to determine whether either job control or job social support or both can reduce signs of fatigue and simultaneously enhance intrinsic motivation among employees facing high job demands. Survey data on 555 nurses suggest that job control in particular reduces fatigue in highly demanding jobs, whereas high levels of instrumental support produce elevated levels of intrinsic motivation, regardless of the level of job control and job demands. In order to become successful or even more successful, today’s work organizations need to maximize the use of their employees’ actual and potential skills. More than ever before, organizations in both the private and public sector are introducing new forms of work and organizational design and management, such as total quality management, lean production, and empowerment (Parker & Wall, 1998). These initiatives may enhance intrinsic motivation and inspire employees to learn and develop the skills they need to meet increasing job demands, but simultaneously the initiatives may raise levels of job strain and other negative healthrelated outcomes among employees, generating significant costs in terms of sickness, lost time, and low productivity (Parker & Sprigg, 1999; Theorell & Karasek, 1996). Building on the demand-controlsupport model (DCS model) developed by Karasek and his associates (Karasek, 1979; Karasek & Theorell, 1990), the present study examines job conditions that minimize job strain and maximize intrinsic motivation in highly demanding jobs. The interaction between job demands and control has been studied frequently with respect to job strain (e.g., Ganster & Fusilier, 1989; Karasek, 1979; Schaubroeck & Merritt, 1997; Theorell & Karasek, 1996; Wall, Jackson, Mullarkey, & Parker, 1996; Xie, 1996), but has been largely neglected with respect to work motivation. Moreover, the role of job social support in the interaction between demands and control has drawn little empirical attention as far as job strain is concerned, and no empirical or theoretical attention with regard to intrinsic motivation (cf. Parker & Sprigg, 1999; Van der Doef & Maes, 1999). The present study contributes substantially to management theory and empirical knowledge by focusing on intrinsic work motivation and, more specifically, by examining the interaction between job demands, job control, and job social support on fatigue and intrinsic motivation simultaneously.