Role Of Job Control Research Articles

The Role of Job Control and Coping Strategies as Moderators in the Effect of Emotional Demands on Burnout in Health Workers

Health workers have jobs that have a heavy burden. Long and uncertain working hours and patients with various characteristics and diseases cause health workers to have high burnout levels. This study aims to see the role of job control and coping strategies as a moderator in the effect of emotional job demands on burnout. This research is a cross-sectional quantitative study with a sample of 142 health workers. This study uses instruments from the Oldenburg Burnout Inventory, Copenhagen Psychosocial Questionnaire II (COPSOQ II), Copenhagen Psychosocial Questionnaire, and Brief COPE Inventory (Coping Orientation to Problems Experienced). Data processing uses process macro moderation analysis by Andrew F. Hayes through the SPSS Program. The study results show that job control moderates emotional job demands and the exhaustion dimension of burnout. Meanwhile, coping strategies, problem-focused or emotion-focused coping moderates between emotional job demands and the burnout dimension of disengagement. The workplace of health workers can provide job control by the position and work of the workers, which are still within the limits of their authority and responsibility. Health workers can also be given activities or programs that can improve their coping skills, either those that focus on behavior or those that focus on emotions.

The Role of Job Control and Job Demands in Becoming Physically Active during the COVID-19 Pandemic: A Three-Wave Longitudinal Study.

Organizational studies suggest that certain psychosocial working conditions are liable to foster positive health outcomes, such as engaging in leisure-time physical activities. However, the psychosocial factors contributing to this improvement remain unexplored, particularly in the workplace and in the context of the decline observed in the physical activity level of the population worldwide. The objective of the study was to examine whether exposure to different combinations of psychosocial working conditions during the COVID-19 pandemic predicts the probability of becoming physically active among Quebec workers. Job demands, job control, and physical activity were assessed three times during the first year of the pandemic via an online questionnaire among physically inactive workers (n = 440). Logistic regression analyses were conducted to examine the associations between various combinations of psychosocial risks and physical activity. A total of 117 participants became physically active during the study. After controlling for covariates, active jobs increased the odds of becoming physically active, compared to high-strain jobs (OR = 2.57 (95% CI 1.13 to 5.87)). Having a highly demanding job may not negatively impact physical activity if workers have enough job control to achieve the required tasks.

Taking charge through shared leadership: a case of higher educational institutions

This investigation showcased shared leadership as a precursor of taking charge through underlying mechanism of job control, building on the complexity theory. The data were analysed by employing multiple mediation analysis, using 202 valid responses faculty members working in public sector higher educational institutions through cluster sampling. Our result indicates important contributory role of job control between shared leadership and taking charge behaviours. The findings offer implications for higher educational institutions on individual, group and organisation-wide level to improve the quality of services and combat with the prevalent challenges. Theoretically this study suggests new insights into the contextual antecedents and mediating mechanisms of taking charge behaviours.

Tunnel construction workers’ well-being: the role of job control and supervisor support

The construction industry is one of the most dangerous work environments, since it is characterized by numerous physical and psycho-social risk factors. Nevertheless, only a few studies have been conducted to analyze workers’ well-being within this sector. Drawing on the Job Demands-Resources model, this study aimed to investigate whether job resources (i.e. job control and supervisor support) could independently buffer the relationship between job demands (i.e. workload, emotional demands and work pace) and psycho-physical health among alpine transit tunnel construction employees. 96 workers employed in an Italian construction company filled in anonymous self-report questionnaires investigating: job demands, job resources and psycho-physical health. Descriptive analyses, analyses of variance and structural equation models were carried out. Workers who perceived higher job control and supervisor support were less likely to experience psycho-physical malaise, even in presence of high workload and work pace. Fostering job resources is crucial to design interventions aimed at maintaining or improving construction workers’ well-being.

The Determinants of Performance Appraisal Systems: A Note (Do Brown and Heywood's Results for Australia Hold Up for Britain?)

AbstractThis article offers a replication for Britain of Brown and Heywood's analysis of the determinants of performance appraisal in Australia. Although there are some important limiting differences between our two datasets — the Australia Workplace Industrial Relations Survey (AWIRS) and the Workplace Employment Relations Survey (WERS) — we reach one central point of agreement and one intriguing shared insight. First, performance appraisal is negatively associated with tenure: where employers cannot rely on the carrot of deferred pay or the stick of dismissal to motivate workers, they will tend to rely more on monitoring, ceteris paribus. Second, employer monitoring and performance pay may be complementary. However, consonant with the disparate results from the wider literature, there is more modest agreement on the contribution of specific human resource management practices, and still less on the role of job control.

The Determinants of Performance Appraisal Systems: A Note (Do Brown and Heywood's Results for Australia Hold Up for Britain?)

This paper offers a replication for Britain of Brown and Heywood’s analysis of the determinants of performance appraisal in Australia. Although there are some important limiting differences between our two datasets – the AWIRS and the WERS – we reach one central point of agreement and one intriguing shared insight. First, performance appraisal is negatively associated with tenure: where employers cannot rely on the carrot of deferred pay or the stick of dismissal to motivate workers they will tend to rely more on monitoring, ceteris paribus. Alternatively put, when the probability of job separation is greater, the influence of deferred compensation diminishes. Second, there is also some suggestion in the data that employer monitoring and performance pay may be complementary. However, consonant with the disparate results from the wider literature, there is more modest agreement on the contribution of specific HRM practices, and still less on the role of job control. Finally, there is no carry over to Britain of the structural determinants identified by Brown and Heywood.

The role of job control and job support in adjusting service employee's work-to-leisure conflict

Many tourism employees are increasingly confronted with rising work stress levels, especially work-to-leisure conflict (WLC). The Job Demand–Control–Support model performance in this study predicted service employees’ WLC and tested two job strain hypotheses (i.e., iso-strain and buffering hypotheses). With a structural equation modeling data of 380 service workers, relationships between job stress variables and WLC were examined. Evidence suggests that job demands, job controls, and supervisor support have significant and direct effects on WLC, based on the iso-strain hypothesis. Job control's and support's moderating effect in the buffering hypothesis were found to attenuate job demand's negative effect and drive coworker support buffering effect and lessen service workers’ WLC. Job design implications for the HR manager and employee stress management are discussed.

Do High Job Demands Increase Intrinsic Motivation or Fatigue or Both? The Role of Job Control and Job Social Support

Do High Job Demands Increase Intrinsic Motivation or Fatigue or Both? The Role of Job Control and Job Social Support

The Role of Job Control as a Moderator of Emotional Dissonance and Emotional Intelligence–Outcome Relationships

Job control may be defined as the latitude to make decisions and the freedom to select the most appropriate skills to complete the task. Emotional dissonance may be defined as the conflict between expressed and experienced emotions. In this study, job control and self-efficacy were theorized to jointly affect emotional dissonance. Individuals with high self-efficacy were found to be more satisfied under conditions of little job control, whereas those with low self-efficacy favored high job control. The impact of job control on emotional intelligence was also studied. Emotional intelligence may be defined as the set of skills that contribute to accurate self-appraisal of emotion as well as the detection of emotional cues in others and the use of feelings to motivate and achieve in one's life. Emotional intelligence and job control explained significant amounts of the variance in both job satisfaction and organizational commitment. Theoretical and practical implications are discussed.