Do Job Autonomy and Self-Efficacy Jointly Determine the Strain Outcomes of Nonphysical Workplace Aggression? Testing the Demand-Control-Person Model Across Two Samples of Healthcare Providers

Abstract

ABSTRACT Workplace aggression is a widespread problem in healthcare organizations, bearing negative consequences for both workers and organizations. Drawing on the Demand-Control-Person (DCP) model, the current study investigated the joint moderating effect of job autonomy and self-efficacy on the relationship between nonphysical aggression by patients or their relatives and job burnout. A cross-sectional design based on two samples of healthcare providers was applied. The study sample included 217 nurses from a general hospital and 309 healthcare workers from a mental health hospital. Data were collected using self-reported questionnaires and analyzed using hierarchical multiple regression. A significant three-way interaction predicting depersonalization was revealed in both samples. Contrary to expectations, for employees with high self-efficacy beliefs, the association between nonphysical aggression and depersonalization was weaker under conditions of low, rather than high, job autonomy. Results further showed that the combination of low autonomy and high self-efficacy was associated with lower levels of depersonalization as nonphysical aggression increased, compared to the combination of low autonomy and low self-efficacy. The current results suggest the appraisal of both an external resource (job autonomy) and an internal resource (self-efficacy) as low may increase the risk for depersonalization in the face of high levels of nonphysical aggression by patients. They also suggest that self-efficacious employees may be better able to maintain an empathetic and positive attitude toward patients even when treated with disrespect when job autonomy is low and the burden of responsibility is relatively lighter.