Abstract
The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (−0.594), job satisfaction (0.746), and burnout (−0.408), while role stress is correlated with burnout (0.953) and job satisfaction (−0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (−0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being.
Highlights
Reforms in the public sector have been a constant of the last 20 years, and there has been a particular focus on developing human factors [1]
Bakker [4] states that people who want to change the world for the better often pursue a professional career in public service and are sometimes characterised by a ‘general altruistic motivation to serve the interests of a community of people, a state, a nation or humankind’ [5]
The Job Demands-Resources (JD-R) [11] model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout [12]. This framework is of great interest to Positive Organisational Psychology (POP) since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands [13]
Summary
Reforms in the public sector have been a constant of the last 20 years, and there has been a particular focus on developing human factors [1]. Bakker [4] states that people who want to change the world for the better often pursue a professional career in public service and are sometimes characterised by a ‘general altruistic motivation to serve the interests of a community of people, a state, a nation or humankind’ [5]. These employees face environments characterised by changes in performance expectations, high work demands, a hierarchical structure and bureaucratisation of work processes [6]; these factors tend to lead to the significant deterioration of employee well-being [7]. Public Health 2019, 16, 1792; doi:10.3390/ijerph16101792 www.mdpi.com/journal/ijerph
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