To read the full version of this content please select one of the options below:

Test of the job demand resources model in Thailand

Manjiri Kunte (Department of Organizational Behavior, College of Management, Mahidol University, Bangkok, Thailand) (STRR Engineering Co. Ltd, Bangkok, Thailand)
Parisa Rungruang (Department of Organizational Behavior, College of Management, Mahidol University, Bangkok, Thailand)

International Journal of Organization Theory & Behavior

ISSN: 1093-4537

Article publication date: 11 March 2019

Abstract

Purpose

The purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.

Design/methodology/approach

In this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.

Findings

The results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.

Research limitations/implications

This study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.

Originality/value

This is the first study employing the job demands resources model in a cross-sectional study in Thailand.

Keywords

Citation

Kunte, M. and Rungruang, P. (2019), "Test of the job demand resources model in Thailand", International Journal of Organization Theory & Behavior, Vol. 22 No. 1, pp. 2-21. https://doi.org/10.1108/IJOTB-03-2018-0036

Publisher

:

Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited