Should I Stay, or Should I quit?

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.

Animal shelter workers are at risk of poor wellbeing resulting from their work, with this potentially impacting employee performance and attrition. Using the Job Demands-Resources (JD-R) model as a theoretical framework, the study explored relationships between job demands, job resources, workplace wellbeing (exhaustion and engagement), performance, and intentions to leave. Use of job-crafting behaviors, and the extent that these behaviors predict wellbeing after controlling for the impact of job demands and resources, were also explored. Among the 142 participants surveyed, a range of job-crafting behaviors were reported. Consistent with the JD-R model, hierarchical regressions revealed job demands and resources accounted for 36.4% of the variance in work engagement and 36.2% of the variance in exhaustion. Job crafting predicted wellbeing in animal shelter workers after controlling for demands and resources and explained an additional 7.8% of the variance in work engagement and 5.9% of the variance in exhaustion. Work engagement, but not exhaustion, was related to performance, while both engagement and exhaustion were related to intentions to leave. The results suggest that job demands and resources impact wellbeing in animal shelter workers, affecting their performance and contributing to intentions to leave. Broad workplace interventions that build resources and minimize demands may, therefore, be effective in promoting wellbeing and performance in animal-shelter environments, which could potentially increase retention rates. Animal shelter workers make active adjustments to their work environment through job crafting, and these are linked to workplace wellbeing. Interventions that offer flexibility and encourage job crafting, particularly those that involve finding opportunities for growth and seeking feedback on performance, offer a useful bottom-up approach to complement top-down interventions.

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

This study aimed to investigate the levels of burnout and work engagement among home care workers in Switzerland and to test their association with job demands and job resources. We conducted a multi-centre, cross-sectional survey in the German-speaking part of Switzerland with a convenience sample of seven home care agencies. Data were collected between September 2017 and January 2018. We assessed burnout with the Maslach Burnout Inventory (MBI) and work engagement with the Utrecht Work Engagement Scale (UWES) as well as job demands (overtime, work-family conflicts, experienced aggression and work stressors) and job resources (predictability, staffing, teamwork, leadership, collaboration, social support, sense of community, feedback). To investigate the levels of burnout and work engagement, we applied descriptive statistics. Based on Bakker and colleagues' Job Demands-Resources model, we used a path analysis to test the associations of job demands and job resources with burnout and work engagement. We analysed data from 448 home care workers (response rate 61.8%, mean age 44years (SD 13.2), 96% female). The frequency of burnout in our sample was low, while that of work engagement was high. Job demands correlated positively with emotional exhaustion (β=.54, p<.001) and negatively with work engagement (β=-.25, p<.001). Job resources correlated negatively with emotional exhaustion (β=-.28, p<.001) and positively with work engagement (β=.41, p<.001). Work-family conflicts and work stressors correlated strongest with emotional exhaustion, whereas social support and feedback were found to correlate strongest with work engagement. Improvements to the home care work environment might enhance work engagement and reduce burnout. Corrective interventions could focus on reducing specific aspects of job demands, such as work-family conflicts and work stressors, as well as on increasing aspects of job resources, especially social support and feedback.

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.

Objectives The purpose of this study was to investigate the job demands and job resources of public health nurses based on the Job Demands-Resources (JD-R) model, and to build a model that can estimate turnover intention based on job demands and job resources.Method By adding 12 items to the existing questionnaire, the author created a questionnaire consisting of 10 factors and 167 items, and used statistical analysis to examine job demands and job resources in relation to turnover intention.Results Out of 2,668 questionnaires sent, 1993 (72.5%) were returned. Considering sex-based differences in occupational stress, I analyzed women's answers in 1766 (66.2%) mails among the 1798 valid responses. The average age of respondents was 41.0±9.8 years, and the mean service duration was 17.0±10.0 years. For public health nurses, there was a turnover intention of 9.2%. The "job demands" section consisted of 29 items and 10 factors, while the "job resources" section consisted of 54 items and 22 factors. The result of examining the structure of job demands and job resources, leading to turnover intention was supported by the JD-R model. Turnover intention was strong and the Mental Component Summary (MCS) is low in those who had many job demands and few job resources (experiencing 'burn-out'). Enhancement of work engagement and turnover intention was weak in those who had many job resources. This explained approximately 60% of the dispersion to "burn-out", and approximately 40% to "work engagement", with four factors: work suitability, work significance, positive work self-balance, and growth opportunity of job resources.Conclusion This study revealed that turnover intention is strong in those who are burned out because of many job demands. Enhancement of work engagement and turnover intention is weak in those with many job resources. This suggests that suitable staffing and organized efforts to raise awareness of job significance are effective in reducing turnover intention.

Objective This research examined the work-related ill- and well-being of Finnish sport coaches and the associations of job demands and resources with burnout and work engagement. Our study was based on the Job Demands-Resources (JD-R) model. The JD-R model proposes that job demands relate especially to burnout and job resources relate especially to work engagement. Methods Finnish coaches (N = 499) within top-level sports completed a questionnaire measuring burnout, work engagement, job demands and resources. Results The results of hierarchical regression analyses showed that burnout was explained with job demands, but also lack of job resources added the explanation rate almost equally. The most important single contributor to burnout was lack of positive challenge at work. Work engagement was explained by job resources, from which positive challenge at work together with mastery of work were the strongest contributors. In addition, decision demands contributed slightly to the explanation of work engagement. Conclusions The results suggest that in the work of sport coaches, job resources or lack of them are more essential than job demands to explain both burnout and work engagement.

Recently, studies have shown that work engagement is associated with high level of work–family conflict. However, little is known about the factors that can moderate this relationship. Using job demands–resources model as a theoretical framework, this study examined the moderating roles of job demands and resources in the relation between work engagement and work–family conflict among a sample of 156 working mothers in Nigeria. Their ages ranged between 24 and 39 years ( M = 34.09; SD = 7.49). Data were analyzed using moderated hierarchal regression analysis. Results showed that work engagement was positively related to work–family conflict. Job demands and resources significantly moderated the relationship between work engagement and work–family conflict, such that highly work engaged working mothers who experience high job demands with high job resources reported low work–family conflict. The findings suggest that organizations can reduce the negative effect of work engagement on work–family conflict among their employees by reducing or optimizing job demands and providing adequate job resources.

The present study sheds light on social workers’ working conditions in highly demanding settings and examines the associations between their perceived job demands, resources, resilience, personal burnout, and work engagement. A cross-sectional quantitative online survey was conducted with employees in social work institutions of independent and public sponsors providing help for refugees and homeless persons. The study participants were 243 social workers (68.8% female and 31.3% male) from four federal states in Germany. Correlations between social workers’ job demands, resources, burnout, and work engagement were confirmed in accordance with the Job Demands–Resources model. Results of the structural equation modelling revealed significant positive effects of employees’ job demands on their personal burnout, but no significant effects on their work engagement. The meaning of work as a job resource was significantly positively related to work engagement and negatively related to burnout. Although resilience did not moderate the relationship between employees’ job demands and burnout, it had a significant negative effect on burnout and a positive effect on work engagement. The results indicate a need for the development of health promotion measures for social workers in homeless and refugee aid. Structural approaches should target the reduction of employees’ job demands to diminish their potentially health-depleting effects. Of equal importance, behavioural measures should foster employees’ meaning of work and resilience, since both resources showed beneficial effects on their work engagement and were negatively related to burnout.

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.

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.

The purpose of this study is to examine the relationship between contextual work-related factors on the one hand, in terms of job demands (i.e., risk factors) and job resources (i.e., protective factors), and work-family conflict (WFC) in teachers on the other. Building on the Job Demands-Resources (JD-R) model, we hypothesized that job demands, namely qualitative, and quantitative workload, are positively associated with WFC in teachers. Moreover, in line with the buffer hypothesis of the JD-R, we expected job resources, in terms of support from supervisor (SS), job autonomy (JA), and participation in decision making (PDM), to affect this association, which is expected to be stronger when job resources are low. The study was conducted in an Italian secondary school. Overall, 122 teachers completed a self-report questionnaire aimed at determining WFC, as well as job demands and resources. The hypothesized relationships were tested using moderated multiple regression. The results of this study largely support our predictions. First, both aspects of workload were positively associated with WFC. Secondly, job resources, including SS and PDM, buffered this association, which was stronger when resources were low. On the contrary, JA did not buffer the association between workload and WFC. Overall, the results of this study are consistent with the JD-R model and contribute to the understanding of work–family conflict among teachers. More specifically, our study suggests that teachers with high levels of job resources, namely SS and PDM, can effectively cope with job demands, in terms of both qualitative and quantitative workload, thus preventing negative consequences such as conflict between work and family domains. Interventions aimed at preventing WFC among teachers should encourage organizations to optimize the balance between job demands and resources, as well as the identification and training of the workers at risk of WFC.

Considering the Job Demands-Resources (JD-R) model, this study investigated the relation between job demands, job resources and turnover intention among persons with multiple sclerosis (pwMS) as an example of chronic disease. We hypothesized that job demands and job resources are related to turnover intention, as mediated by work engagement, burnout, and MS-related work difficulties. Moreover, we assumed that MS-related work difficulties mediate the relationship between job demands/job resources and burnout and between job resources and work engagement. Using cross-sectional data (N=360) of pwMS from the Swiss MS Registry, structural equation modelling was applied. The results confirm the JD-R model can be related to turnover intention among pwMS. Moreover, MS-related work difficulties mediated the relationship between job demands and burnout, between job resources and work engagement, and between job resources and burnout. The findings suggest that there may be benefit in applying and adapting the JD-R model for people with a chronic disease such as MS. This group of people might benefit from the promotion of job resources and a reduction in job demands, leading to changes in work engagement, burnout, and MS-related work difficulties and thus to an increased likelihood to stay at work.

The aim of this study was to gain insight in the importance of job demands and resources and the validity of the Job Demands Resources Model across sectors. We used one-way analyses of variance to examine mean differences, and multi-group Structural Equation Modeling analyses to test the strength of the relationships among job demands, resources, burnout, and work engagement across the health care, industry, service, and public sector. The four sectors differed in the experience of job demands, resources, burnout, and work engagement, but they did not vary in how (strongly) job demands and resources associated with burnout and work engagement. More attention is needed to decrease burnout and increase work engagement, particularly in industry, service, and the public sector. The Job Demands-Resources model may be helpful in this regard, as it is valid across sectors.

PurposeWith a growing number of older workers in the labor force, cultivating an age-friendly working environment becomes increasingly important. Inspired by the job demands–resources (JD-R) model, this study aims to investigate whether the negative effects of perceived age discrimination (PAD) on work-related outcomes would be explained by job resources and demands.Design/methodology/approachA total of 333 Hong Kong Chinese employees aged 40 and above (M = 46.62, SD = 6.21; 60% female) completed an online survey that covered measures on workplace age discrimination, job resources and demands, work engagement, intention to stay and work strain.FindingsPAD at work was associated with reduced job resources and increased job demands. The results of the mediation analyses showed support from supervisor and coworkers could account for the effects of PAD on work engagement and intention to stay, whereas emotional demand or workload could explain the effects of PAD on work engagement and work strain.Practical implicationsThe findings of this research unveil the underlying mechanisms between age discrimination and work-related outcomes through job resources and job demands. Cultivating a supportive organizational climate toward older employees and offering awareness-based training programs are necessary to mitigate age biases in the workplace.Originality/valueBuilding on the JD-R model, this study revealed the possible mechanism underlying the negative effects of PAD. Perceptions of age discrimination decrease older workers' job resources and increase their job demands, subsequently lower their work engagement and intention to stay and increase their work strain.