Integrative work design for telework practices: lessons learned from the COVID-19 pandemic in Thailand

Orientation: Mining companies are major sources of employment in South Africa. Withstanding the challenges that the mining industry faces, maintaining work engagement of employees is essential to success in this context.Research purpose: To investigate the mediating effect of job and personal resources (in parallel and serial) in the relationship between the job demands and work engagement of employees at two iron-ore mines in a remote South African locale.Motivation for the study: Most South African research on work engagement in the mining industry focuses on the role of job resources. There is a lack of research investigating the influence of both job and personal resources in the relationship between job demands and mineworkers’ work engagement.Research approach/design and method: Data were collected using questionnaires from 238 employees working for two open-pit iron-ore mines. Three mediating relationships were investigated using variance-based structural equation modelling.Main findings: The results indicate that job and personal resources (in parallel) partially mediated the relationship between job demands and work engagement, with personal resources having a stronger effect than job resources. In addition, job and personal resources (in serial) partially mediated the relationship between job demands and work engagement but not as strongly as personal resources (in parallel).Practical/managerial implications: Despite job demands, mineworkers’ work engagement can be increased by investing in interventions and a work environment that enhances job and personal resources (such as mindfulness and psychological capital).Contribution/value add: The study bridges a specific gap in the literature by exploring the role of both job and personal resources (i.e., mindfulness and psychological capital) in the relationship between mineworkers’ job demands and work engagement. No previous studies explored these variables in combination in the South African mining industry.

Introduction: The growth of gig work has transformed the contemporary labor market, provided flexibility and independence but also subjected workers to high stressors like job insecurity, economic uncertainty, and irregular workloads. Gig workers work in various sectors, such as ridesharing, food delivery, freelancing, and on-demand services, and usually encounter distinctive occupational hazards. Gig Workers' Well-being (GWW) Model, based on the Job Demands-Resources (JD-R) model and Psychological Capital (PsyCap) theory, presents a systematic approach to understanding job demands and resources and their effect on stress resilience, mental well-being, and job performance among gig workers. This research explores how resilience interventions can reduce stress and improve work engagement and productivity among gig workers. Objectives: The main aim of this research is to create and test a multi-dimensional stress resilience framework that explains the dynamic interaction of multiple influences on wellbeing among gig workers. More specifically, the research intends to explore how job demands can intensify burnout while job resources promote work engagement, and to investigate the dual nature of gig-related factors that can benefit or detract from job performance. Furthermore, the study aims to investigate the contribution of technostress in exacerbating burnout, evaluate the effectiveness of boundary management in enhancing work engagement, and identify the degree to which resilience is responsible for enhanced job performance. Through this holistic examination, the study aims to offer detailed insights into the stress and coping processes in the gig economy, ultimately guiding strategies to enhance the wellbeing and performance of gig workers. Methods: A qualitative research design was used to obtain rich insights into the well-being of gig workers. A stratified random sampling strategy provided representative diversity across work categories, demographics, and geographic regions. Data were collected through structured online questionnaires distributed through LinkedIn, social media groups, and gig work platforms. The questionnaire contained validated scales assessing stress levels, financial security, work-life balance, resilience, and well-being. 400 questionnaires were distributed and 338 returned (84.5% response rate). After excluding incomplete or invalid responses, the final sample of 323 gig workers was analyzed. Statistical analysis using IBM SPSS 25.0, including correlation and regression analysis, was conducted to examine the relationships between job demands, burnout, resilience, and work engagement. Results: Correlation analysis indicated significant relationships between the most important variables. Job demands were positively correlated with job resources (r =.900, p <.01), indicating that as stressors, resource needs also increased. Burnout had significant correlations with job demands (r =.489, p <.01) and technostress (r =.804, p <.01), supporting the negative effect of workload unpredictability. Regression analysis showed that job demands strongly predicted burnout (β = 0.489, R² = 0.239, p <.000), whereas job resources positively affected work engagement (β = 0.415, R² = 0.172, p <.000). Gig-specific factors also significantly contributed to the formation of job performance (β = 0.368, R² = 0.135, p <.000). In addition, technostress strongly raised levels of burnout (β = 0.476, R² = 0.227, p <.000), whereas resilience helped job performance to the extent of β = 0.499, R² = 0.289, p <.000, highlighting its significance when managing stress. Conclusions: The results highlight the intricate interaction between job demands, resilience, and performance in the gig economy. Digital stressors and high job demands are sources of burnout, which is detrimental to well-being. Nevertheless, job resources such as autonomy, skill development, and social support improve work engagement and reduce stress. The GWW Model highlights the importance of resilience in mediating stress outcomes and proposes that interventions like boundary management, adaptive coping, and financial security programs can enhance mental health and performance. Policy measures should aim to augment gig workers' access to social security, training, and mental health care. By building resilience, gig platforms can establish a more sustainable and supportive work culture, guaranteeing long-term well-being and productivity.

Organisations within the banking industry are increasingly confronted with attraction and retention challenges within their Information Technology (IT) divisions, driven by an increase in demand for skilled resources within the market. Therefore, the primary objective of the study was to explore the impact of job resources and job demands on work engagement and employee turnover intentions within the IT division of a South African bank. The Job Demands-Resources (JD-R) model was applied as theoretical framework to identify the unique job resources and job demands driving work engagement and turnover intentions of employees within this highly specialised section of the South African banking industry. Quantitative data was collected from 239 IT professionals via a self-administered, web-based survey measuring work engagement, job demands and resources, and turnover intentions. After confirmation of the factor structures of each of the variables, the direct and indirect relationships between the variables were analysed. The results indicate statistically significant relationships between job resources, work engagement and turnover intentions. Job demands moderated the relationship between job resources and work engagement, whilst work engagement mediated the relationship between job resources and turnover intention. By applying the JD-R model as a theoretical framework for the study, the unique job resources and job demands as drivers of work engagement and turnover intentions of IT employees could be highlighted to direct the development of focused work engagement and retention strategies.

BackgroundResearch shows that leaders influence the health and well-being of employees, by being either a buffer or major source of employee’s work stressors. Various leadership behaviors and their relation to employee outcomes have been examined. Yet, a satisfactory explanation of how leaders’ behavior influences health has not been found. A new line of research investigates the construct of “health-oriented leadership”, that is, the health awareness of leaders towards themselves (“self-care”) and towards their employees (“staff-care”). It is hypothesized that this health-orientation has a direct effect on both leader’s and employees’ health, as well as an indirect effect mediated by their working conditions.MethodsData were derived from four company research projects, that involved employee and leader surveys on work, health, and well-being. The sample consisted of 50 teams, with 191 leaders and 604 team members. To test the relation between a leader’s self-care and his/her engagement, exhaustion, as well as staff-care, multiple regression analyses and mediation analyses were conducted. The relation between a leader’s staff-care, the team’s job resources and demands, and the individual employee outcomes engagement and exhaustion were tested with multilevel analyses.ResultsRegression analysis showed that the stronger a leader’s health-orientation towards him/−herself (“self-care”), the stronger was the health-orientation towards his/her employees (“staff-care”). A leader’s self-care was also associated with higher work engagement and lower exhaustion and this relation was mediated by his/her job resources and demands, respectively. Multilevel analysis showed that a leader’s staff-care was associated with employee work engagement and exhaustion, and that this relation was mediated by team-level job resources and demands, respectively.ConclusionsThe health-orientation of leaders relates to their own as well as their teams’ engagement and exhaustion, which is partly mediated by job demands and resources. Thus the construct of health-orientation may prove worthy of further exploration. For practical conclusions, this study provides support for researching not different leadership styles with very specific facets, but a general orientation towards health, which can be implemented into coaching and consulting sessions for organizations.

The responsibilities of nurse managers are complex. Their actions are crucial to providing the best possible care to patients and to the success of health care organizations. Thus, nurse managers’ work engagement is essential. However, understanding of the antecedents of nurse managers’ work engagement is lacking. The job demands–resources theory posits that work engagement is contingent upon job resources and demands. Therefore, the aim of this study was to explore which job demands and resources exert a major influence on nurse managers’ work engagement. Considering the literature, job resources and demands potentially relevant to nurse managers’ work engagement were identified. To investigate the associations between these potential antecedents and nurse managers’ work engagement, the study employed a cross-sectional survey. The dataset for analyses comprised 408 nurse managers in Germany and was analyzed by multiple linear regression. The study variables accounted for 26% of the variance in nurse managers’ work engagement. Positive associations were detected between the job resource of empowering leadership and nurse managers’ work engagement. Regarding job demands, lack of formal rewards and work–life interferences had negative effects on work engagement. The findings suggest that the job demands–resources theory can explain nurse managers’ work engagement. However, not all job resources and demands considered were determined to be influential. In conclusion, empowering leadership should be promoted in the work environment of nurse managers. Nurse managers should be provided engaging financial and nonfinancial rewards. Work–life interferences should be systematically mitigated.

Research on the prospective association of job demands and job resources with work engagement is still limited in Asian countries, such as Japan. The purpose of the present study was to investigate the prospective association of job demands (i.e., psychological demands and extrinsic effort) and job resources (i.e., decision latitude, supervisor support, co-worker support, and extrinsic reward), based on the job demands-control (JD-C) [or demand-control-support (DCS)] model and the effort-reward imbalance (ERI) model, with work engagement among Japanese employees. The participants included 423 males and 672 females from five branches of a manufacturing company in Japan. Self-administered questionnaires, including the Job Content Questionnaire (JCQ), the Effort-Reward Imbalance Questionnaire (ERIQ), the nine-item Utrecht Work Engagement Scale (UWES-9), and demographic characteristics, were administered at baseline (August 2009). At one-year follow-up (August 2010), the UWES-9 was used again to assess work engagement. Hierarchical multiple regression analyses were conducted. After adjusting for demographic characteristics and work engagement at baseline, higher psychological demands and decision latitude were positively and significantly associated with greater work engagement at follow-up (β = 0.054, p = 0.020 for psychological demands and β = 0.061, p = 0.020 for decision latitude). Having higher psychological demands and decision latitude may enhance work engagement among Japanese employees.

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.

Purpose The purpose of this study is to shed light on the job resources and demands of employees working in virtual teams and the impact of these job factors on their work engagement levels. Specifically, the authors focus on identifying the differing significance of employee job resources and demands on their virtual work engagement levels. Design/methodology/approach A qualitative approach grounded on abductive analysis is used to arrive at the findings. The methods for data collection include participant observation and semistructured interviews of 27 software engineers in the Indian information technology sector, working with virtual teams. Findings The authors identified the virtual-work-induced job demands and resources. Primarily, the authors found 14 job factors related to high and low levels of individual virtual work engagement, and classified them under eight aggregate dimensions: psychosocial hurdles, collaboration challenges, leadership and operational issues, dehumanization under job demands, supportive leadership, personal resources, alternate sources of income and learning goal orientation under job resources. Consequently, the authors built an importance–frequency work engagement map based on how these job factors are related to low and high levels of work engagement. Research limitations/implications This study’s qualitative nature limits the generalizability of the findings. Hence, further studies are encouraged to corroborate the findings. There is also a possibility of the social desirability bias that could have affected the results as participants may have perceived an element of risk in sharing all their honest feelings and perceptions. This may have especially been the case for those with higher status or positions in the company. Practical implications The findings suggest practical measures either to engage employees in their free time or to improve loyalty. There is a clear potential for the organization and virtual leader to communicate effectively about the expected goals, arrange informal interactions and reduce scrutiny of monitoring, thereby increasing the remote workers’ resources. Originality/value The originality of this study comes from multiple factors. First, the authors highlight ta contextual adaptation of the job demands-resources (JD-R) model into a virtual team context. By extension, the authors examine “how much” does both the job resources and demands contribute to the wellbeing of the employees working in virtual teams. Second, the authors construct an importance–frequency work engagement map (specifically for the virtual work context) based on the findings, which categorizes the observed resources and demands into four quadrants. The authors propose that this map could be a possible extension to the JD-R model, highlighting the differing significance of each resource and demand to employee work engagement.

To identify the factors influencing work engagement among psychiatric nurses. Work engagement is an essential outcome that promotes nurses' performance, but studies investigating its influencing factors remain limited in psychiatric settings. We hypothesized that job resources and personal resources positively predict psychiatric nurses' work engagement and have a particularly positive impact on engagement when job demand is high. This cross-sectional study included 425 Japanese psychiatric nurses. Data regarding demographics, job resources, personal resources (emotional intelligence), job demand (patients' attitude towards nurses) and work engagement were collected followed by data analysis using hierarchical multiple regression. Reward, supervisor support, nurse-physician collaboration, other-emotion appraisal and use of emotions were positively related to work engagement. Patients' unpleasant attitude towards nurses boosted the association of reward and supervisor support with work engagement. Certain job resources, empathic ability and self-motivation ability may enhance work engagement. Furthermore, reward and supervisor support may be particularly useful when psychiatric nurses face patients' unpleasant attitude. For enhancing psychiatric nurses' work engagement, nursing leaders should educate nurses' skills related to empathy and self-motivation, consider whether nurses are confronted with patients' unpleasant attitude, and improve the job resources.

Work engagement within hospitals may be impacted by job demands and job stress, underscoring the necessity to augment work resources as a protective measure. Initial investigations conducted at Hospital X have revealed a deficiency in work engagement, particularly in the absorption aspect. This study seeks to assess the effects of job demands and job resources on work engagement, with job stress serving as a mediating factor. Employing a quantitative survey methodology with a cross-sectional design, the study involved 104 inpatient nurses as participants. The method used is the Three Box Method and statistical analysis. The findings indicate that work engagement escalates with increased job resources, while higher job demands correlate with decreased work engagement. Furthermore, enhancing job resources has the potential to alleviate job stress, whereas elevated job demands are associated with heightened job stress levels. Notably, work engagement diminishes with escalating job stress. Through the mediation of job stress, job resources, and job demands, there is a discernible impact on work engagement.

This study examines the factors that influence Innovative Work Behaviour (IWB) among employees in Indonesian startups with Flexible Work Arrangements (FWA). Job demands (JD), job resources (JR), and work engagement (WE) were examined for their influence on innovative work behaviour (IWB). Data collection techniques included a survey of 258 startup employees undergoing FWA. Data processing techniques utilise SmartPLS 4.0, and sampling techniques were convenience. The results of the study accepted the hypothesis that job demands (JD) have a negative effect on work engagement (WE), while JD is not related to IWB; hence, this hypothesis was rejected. Conversely, JR has been proven to have a positive effect on both WE and IWB, and all related hypotheses are accepted. In addition, WE also has a positive effect on IWB. This study concluded that the innovative behaviour of employees in Indonesian startups, under flexible working arrangements, is influenced by work engagement (WE). Employee work engagement, under flexible working arrangements, also functions as a full mediating factor on the influence of job demands on innovative behaviour, and a partial mediating factor on the influence of job resources on employees’ innovative behaviour. These findings confirm the JD-R theory in explaining employee innovative behaviour, highlighting the importance of managing employee work engagement (WE) to address the challenges of an uncertain organisational environment in Indonesian startups.

ObjectiveTo investigate to what extent work engagement mediates the relationships of job resources with work ability, and to what extent burnout mediates the relationships of job demands and resources with...

Job demands, resources, and stress among staff in after school programs: Neighborhood characteristics influence associations in the job demands-resources model

Job demands–job resources (JD-R) model, work engagement, and well-being of cruise ship employees

Key drivers of nurse burnout and work engagement in Europe: A cross-sectional dominance analysis.