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The aim of this paper is to investigate whether the main propositions of the job demands-resources (JDR) model are moderated by type of contract (i.e. temporary contract vs permanent contract).

Survey data were collected in a large, heterogeneous sample from different countries, sectors, and jobs (n=3,845). Hypotheses were tested by means of multilevel analyses.

Results showed moderate support for the main effects of job demands (job insecurity and time pressure) and job resources (autonomy and social support) and weak support for the buffer effect of job resources in the prediction of job satisfaction and general health. The impact of contract type on the main propositions of the JDR model appeared to be weak. Yet, the evidence that was found suggests that temporary workers may be more tolerant to job insecurity and more likely to benefit from the buffering role of autonomy than permanent workers.

This is the first study to investigate whether the relation between job demands and job resources and employee health and well-being differs for permanent workers and temporary workers.

The purpose of this paper is to examine the mediating role of organizational commitment in the relationship between job demands and job search behavior. The study also explores the moderating role of worker cooperatives in the relationship between job demands and organizational commitment. There is little extant research on the relationships of job demands with employee behaviors, and the roles of worker cooperatives in those relationships.

Using the multi-level moderated mediation model, this study analyzed surveys conducted in capitalist firms and worker cooperatives in the metropolitan area of Seoul in 2016.

This study provided evidence that organizational commitment mediated the relationship between job demands and job search behavior in the total sample. The findings revealed that worker cooperatives moderated the relationship between job demands and organizational commitment. In other words, while the negative relationship between job demands and organizational commitment was significant in capitalist firms, it was not maintained in worker cooperatives.

This study provides implications on how job demands are related to job search behavior, and how worker cooperatives may alleviate the adverse effects of job demands on employee attitudes and behaviors. A potential limitation of the present study is that individual-level variables were measured by self-reports.

While previous studies on the JDR model have examined the interaction between job demands and individual levels of resources, the current study investigated the interaction between job demands and organizational levels of resources.

Due to the fact that most employees have been forced to work remotely during the lockdown resulting from the COVID-19 pandemic, there is great concern about how to alleviate increased stress among employees through human resource (HR) practices. Drawing upon the job demands-control (JDC) model and the job demands-resources (JDR) model, this study empirically investigated the direct effect of HR practices on employee stress in enforced remote work and the mediating role of sources of stress (SoS) and sense of control (SoC).

Data were collected through an online survey platform called Wenjuanxing from March 15 to 22, 2020 in Hubei, China and from April 22 to 29, 2022 in Shanghai, China. Respondents scanned the QR code on WeChat to enter the platform. A total of 511 valid questionnaires were received with a response rate of 75.4%. After controlling demographic variables, the authors used the mediation modeling and PROCESS tool to test the proposed hypotheses.

HR practices negatively affect stress in enforced remote work among employees. Both SoS and SoC partially mediate the relationship between HR practices and stress. HR practices can alleviate stress via decreasing SoS and enhancing SoC, respectively. Moreover, employee care and training are found to be two key factors of HR practices to help employees alleviate stress in enforced remote work.

Lockdown as an extreme external condition has brought great challenges in employee work arrangement as well as HR practices. Although the relationship between HR practices and job stress was studied previously, there is a lack of research on the effects of HR practices on stress in enforced remote work due to lockdown. It advances knowledge on HR practices' stress-reducing effect in the context of remote work and provides suggestions for HR practitioners on ways of alleviating employee stress in remote work.

The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands.

The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change.

There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC).

This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change.

The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change.

This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.

Innovative use of enterprise systems (ES) by employees is essential for organisations to benefit from huge investments in such systems. Drawing on job demands-resources (JDR) theory, this study explores how stressors (i.e. challenge and hindrance stressors) influence employees' innovative use of ES, as well as considering the moderating effects of IT mindfulness.

Data were collected from a longitudinal survey of 152 employees in a large financial service company in China. Hierarchical multiple regression was used to test the research model.

Results showed that challenge stressors exerted a positive effect and hindrance stressors had no significant effect on innovative use of ES. Furthermore, we found that IT mindfulness weakened the positive effect of challenge stressors and the negative effect of hindrance stressors on innovative use of ES.

This study is among the first to extend the research of innovative use of ES by considering two types of stressors based on the JDR theory. Besides, new insights are provided on how to promote employees' innovative use of ES in the post-acceptance stage according to the different levels of IT mindfulness of employees.

This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relationship between job satisfaction and creativity and between job satisfaction and service performance.

Dyadic data utilizing 122 responses from FLEs and their managers were obtained from FLEs working with a major financial services firm in India. Structural equation modeling and PLS were used to assess the hypothesized relationships.

The negative relationship between role conflict and job satisfaction is reduced at higher levels of FLE self-monitoring and FLE-manager trust. Furthermore, FLE manager identification accentuates the effect of job satisfaction on creativity and service performance.

Organizations should invest in developing FLEs' personal and job-related resources to reduce the deleterious effects of role conflicts on FLEs' job outcomes. Specifically, managers should hire FLEs who are high in self-monitoring while enhancing FLE-manager trust and FLE-manager identification.

Role conflict is inevitable in a service job and can have serious negative downstream consequences. Hence, the study explores the important contextual factors that can help an organization develop policies to reduce the negative effects of role conflict.

While diversification within organisations is seen by many to be a strategic move, there is conflicting evidence about what makes diverse teams successful. The purpose of this paper is to highlight a range of complex, and in some cases contradictory, research contributions towards several key areas of diversity within teams, and to propose a framework for integrating existing approaches and clarifying inconsistencies in this domain.

A literature review was conducted to explore several key areas of surface and deep-level diversity in teams, with the discussion included in this paper highlighting many of the inconsistencies and complexities associated with this research domain.

This review highlights the need for future research to look at the effects of surface and deep-level diversity simultaneously, over time, across multiple levels and with a broad range of contextual moderators, to examine their impact on a range of outcomes.

In order to account for the complexities within diversity research, the authors propose the use of the job demands-resources (JDR) model which suggests possible explanations for inconsistent findings and bridges the gap between commonly used theoretical perspectives.

It has been hypothesized that perceived contract fulfilment is positively associated with affective commitment, leading also to reduced turnover intentions, and with mental health, and that these relationships are fully mediated by work engagement. Employing the job demands resources (JDR) model, the purpose of this study is to examine the motivational and health‐enhancing properties driven by perceived employer psychological contact fulfilment.

The hypotheses were tested in a sample of 178 Finnish employees using structural equation modelling.

The hypotheses were supported. Perceived psychological contract fulfilment had both motivational (psychological contract → work engagement → affective commitment → reduced turnover intentions) and health‐enhancing (psychological contract → work engagement → mental health) effects.

The findings highlight the centrality of perceived psychological contract fulfilment to employees, and the importance of work engagement as a positive affective‐cognitive state at work.

The purpose of this paper is to investigate the consequences of experiencing social isolation in a context of dirty work. Relying on an integration of the job demands-resources model (Schaufeli and Bakker, 2004) with the social identity approach (Ashforth and Kreiner, 1999), the paper posits that perceived social isolation prevents the development of defense mechanisms that could counter the occupational stigma, and thus tends to increase perceptions of stigmatization, and to decrease perceptions of the prosocial impact of their work. Through these two perceptions, perceived social isolation indirectly affects emotional exhaustion and work engagement.

Research hypotheses are tested among a sample of 195 workers in the commercial cleaning industry who execute physically tainted tasks.

Results support the research model. Perceived prosocial impact mediates the negative relationship between perceived social isolation and work engagement, and perceived stigmatization mediates the positive relationship between perceived social isolation and emotional exhaustion.

This research contributes to the dirty work literature by empirically examining one of its implicit assumptions, namely, that social isolation prevents the development of coping strategies. It also contributes to the literature on well-being and work engagement by demonstrating how they are affected by the social context of work.

The present paper is the first to study the specific challenges of social isolation in dirty work occupations and its consequences.

The purpose of this paper is to integrate work values research with the Job Demands–Resources model to assess the role that work value orientations play in self-employed workers’ subjective well-being.

The paper analyzes unique data on freelancers participating in an online labor market (n=9,984).

Intrinsic work values are associated with greater subjective well-being, whereas extrinsic work values are associated with lower subjective well-being. Consistent with the buffer hypothesis, intrinsic work value orientation reduces the negative effect of working hours on worker’s well-being, and extrinsic orientation enhances the negative effect.

This paper calls into question the importance of working conditions relative to worker values when assessing the role that job demands and resources play in the new economy. As work becomes more demanding and employment relations more flexible, personal resources such as work value orientations may become increasingly important for worker’s well-being.