Search results

The purpose of this paper is to gain more insight into the well‐being, health and performance of young intermediate educated employees. First, employees with low education (9 years or less), intermediate education (10‐14 years of education), and high education (15 years or more) are compared on a number of factors related to well‐being, health, and performance at work. Second, determinants of well‐being, health and performance are examined for the intermediate educated group, based on the Job Demands‐Resources model.

Data from The Netherlands Working Conditions Survey 2007 are used: the largest working conditions survey in The Netherlands. ANOVAs with post hoc Bonferroni corrections and linear regression analyses are used for the analyses.

Young intermediate educated employees differ from high educated employees with regard to job demands, job resources and health. They report less demands, but these demands still have an effect on well‐being and performance. They also report less resources, while these resources are important predictors of their health and performance: both directly and indirectly via job satisfaction and emotional exhaustion.

Cross‐sectional data are used and the theoretical model is tested using regression analyses. In a follow‐up study, longitudinal data and structural equation modelling will be used.

The study adds to the limited knowledge on young employees with intermediate education and gives insight into the processes that are important for their well‐being, health, and performance. The study shows that this group deserves the attention of both researchers and professionals.

This study aims to examine the correlates of burnout among primary school teachers working with public schools in Chhattisgarh-India.

Data were collected from 713 teachers using a questionnaire survey. Using partial least square path modeling, this study tests the proposed measurement and structural model.

The study confirmed that general job demands and emotional job demands in a school environment significantly correlated with burnout, which, in turn, has increased somatic symptoms and decreased pro-social behavior among teachers. However, the association of burnout with absenteeism was insignificant. Emotional intelligence (EI) was found to buffer the adverse associations of general job demands and emotional job demands on burnout.

The findings of this study demonstrate that EI has buffering effects on high job demands that consequently reduce burnout. This will help educators and policymakers in shaping and formulating effective policies and practices to deal with burnout.

Earlier studies exploring burnout of primary school teachers, especially in the Indian context, had focused exclusively on demographic factors. This study is an early attempt to understand the impact of contextual factors on burnout thereby helping in designing appropriate interventions thereof. This study additionally rationalizes the unexplored association of burnout with pro-social behavior among educators.

Drawing upon the job-demands resources and the job demands-control-support model, the authors examined the buffering effect of health-oriented leadership (HoL) in terms of staff care on the relationship between job demands and employee health and job satisfaction.

Cross-sectional data from two studies (N1 = 314 and N2 = 260) were analyzed using moderation analyses.

Study 1 showed that staff care mitigates the effect of job demands on strain and health complaints. Study 2 found that staff care also buffered the effect of job demands on general health and job satisfaction.

Particularly under high job demands, staff care is an important resource for employees' health and satisfaction. Organizations should promote leaders' staff care.

Findings provide further evidence for the beneficial role of leaders in terms of HoL.

The paper aims to focus on underpinning the moderating role of work meaningfulness in alleviating the impact of general job demands on burnout directly and via work–family conflict by drawing on the conservation of resources theory.

Survey methodology was used for this study, using standardized instruments to assess general job demands, meaningfulness, work–family conflict and burnout. The survey was administered to school teachers (n = 800), and the data set was analyzed through SmartPLS 4.0.

This study ascertained that work meaningfulness moderated the relationship between general job demands and burnout. This study also found that general job demands under conditions of low work meaningfulness positively affected burnout through work–family conflict, thereby validating the moderated mediation model.

While several studies have established the relationship between general job demands, work–family conflict and burnout, to the best of the authors’ knowledge, this is the first study that examined the moderating role of work meaningfulness in the relationship, where work meaningfulness has emerged as a suitable moderator in lowering the impact of job demands on burnout via a work–family conflict. This study contributes to the extant literature on work meaningfulness and adds utility to practice.

The opposite of absenteeism, presenteeism, is the phenomenon of employees staying at work when they should be off sick. Presenteeism is an important problem for organizations, because employees who turn up for work, when sick, cause a reduction in productivity levels. The central aim of the present study is to examine the longitudinal relationships between job demands, burnout (exhaustion and depersonalization), and presenteeism. We hypothesized that job demands and exhaustion (but not depersonalization) would lead to presenteeism, and that presenteeism would lead to both exhaustion and depersonalization over time.

The hypotheses were tested in a sample of 258 staff nurses who filled out questionnaires at three measurement points with 1.5 years in‐between the waves.

Results were generally in line with predictions. Job demands caused more presenteeism, while depersonalization was an outcome of presenteeism over time. Exhaustion and presenteeism were found to be reciprocal, suggesting that when employees experience exhaustion, they mobilize compensation strategies, which ultimately increases their exhaustion.

These findings suggest that presenteeism can be seen as a risk‐taking organizational behavior and shows substantial longitudinal relationships with job demands and burnout.

The study suggests that presenteeism should be prevented at the workplace.

The expected contribution of the manuscript is not only to put presenteeism on the research agenda but also to make both organizations and scientists attend to its detrimental effects on employees' wellbeing and (consequently) on the organization.

Extant research has paid considerable attention to the effects of enterprise social media (ESM) on employees' work attitudes and outcomes, yet the authors know little about the influence of job demands arising from the implementation of ESM. Drawing on resource allocation theory, the purpose of this study is to unravel how ESM-related job demands influence employee outcomes.

This study conducts a two-wave time-lagged survey of 223 employees from 53 teams in 14 financial service firms in China to test the conceptual model.

The findings of this paper indicate that ESM-related job demands have indirect effects on employee outcomes (i.e. job satisfaction and work–family conflict), and emotional exhaustion plays an intermediary role in these relationships. Specifically, ESM-related job demands have a U-shaped effect on emotional exhaustion.

This study combines job demands with ESM research and clarifies the mechanism behind how ESM-related job demands at different intensity affect employee outcomes from a new perspective. Moreover, this study’s findings suggest several beneficial courses of action for managers to take advantage of ESM.

The aim is to expand the challenge-hindrance framework and develop a coherent theoretical framework that explains individual differences in the way small business owners appraise their job demands. Literature has shown that dealing effectively with job demands leads to competitive advantage and depends on individual appraisals.

For this qualitative study, 20 in-depth interviews were analyzed using a partially grounded theory approach.

Open and axial coding revealed a broader range of demands than have hitherto been studied, related to actions rather than job characteristics. Selective coding confirmed expectations based on the Conservation of Resources Theory that appraisals of demands differ between business owners and change over time depending on role identities, and material, social, personal and energy resource levels, via the valence (identities) and degree of anticipated outcomes. Business owners appraised certain demands as challenging when they were co-occurring with other demands usually categorized as challenges, whereas these same demands were appraised as hindering when co-occurring with demands usually categorized as hindrances.

The results imply that appraisals can be influenced by societal context, life events, processes of formal and informal learning, personal growth and aging. These topics would be interesting avenues for future research.

The results of this study challenge our understanding of job demands in general and current categorizations of job demands as challenges versus hindrances in specific, by providing an in-depth, contextualized and dynamic view of the appraisal of demands related to owning and running a business.

The purpose of this paper is to focus on home care organization employees, and examine how the interaction between job demands (emotional demands, patient harassment, workload, and physical demands) and job resources (autonomy, social support, performance feedback, and opportunities for professional development) affect the core dimensions of burnout (exhaustion and cynicism).

Hypotheses were tested with a cross‐sectional design among 747 Dutch employees from two home care organizations.

Results of moderated structural equation modeling analyses partially supported the hypotheses as 21 out of 32 (66 per cent) possible two‐way interactions were significant and in the expected direction. In addition, job resources were stronger buffers of the relationship between emotional demands/patient harassment and burnout, than of the relationship between workload/physical demands and burnout.

The conclusions may be particularly useful for occupational settings, including home care organizations, where reducing or redesigning demands is difficult.

The findings confirm the JD‐R model by showing that several job resources can buffer the relationship between job demands and burnout.

The present study follows the conflicting outcomes perspective of Human Resources Management (HRM) and examines the effects of employees' perceptions of high performance work systems (HPWS) on job demands (role conflict, role ambiguity and work pressure) and work engagement (vigor and dedication).

Structural Equation Modeling (SEM) was used on a sample of 524 front-line employees across three Greek manufacturing companies.

The findings show that HPWS is negatively associated with all three job demands. Hence, the “critical perspective” is not supported. In turn, role conflict and role ambiguity reduce employees' work engagement, although the third job demand included in the study (work pressure) showed a positive relationship on dedication. Last but not least, this study calculates HPWS as both a system and as subsets of HRM practices, and provides useful insights regarding the differences between the two different measurement methods.

The present study brings further empirical evidence in the HRM field by examining whether HPWS is good or bad for employee well-being. Moreover, the findings underscore the detrimental impact that job demands may have on employees' work engagement, and highlights the fact that HPWS might not necessarily be a “win-win” scenario for employees and employers.

This study follows the most recent developments in the HRM literature and examines the dark (negative) approach of HPWS in the Greek manufacturing sector. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and ultimately employees' work engagement.