Abstract
The purpose of the present research was to determine why some employees faced with high job demands feel fatigued, dissatisfied, and unmotivated, whereas others feel fatigued but satisfied and intrinsically motivated. It is argued and demonstrated that two job conditions, namely job control and job social support (Study 1), and the individual's goal orientation (Study 2) might explain why employees respond differently to high job demands. Survey data from a sample of 555 nurses suggest that job control in particular is effective in reducing fatigue in highly demanding jobs, whereas a high level of instrumental support was associated with intrinsic motivation. Study 2 among 322 university employees demonstrated that only when performance orientation was stronger and mastery orientation was weaker, were higher perceived job demands accompanied by a decline in job satisfaction. The managerial implications of these findings are discussed.
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