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The relationship between employees, co-workers, and the company is crucial because it determines its success in achieving its goals. This engagement is strongly influenced by job demands and work resources at the company, affecting how employees feel about their workplace’s physical, psychological, and mental conditions. High job demands with supportive work resources can increase employee motivation and create an employee’s high commitment to the company. Digitalizing all human resources information systems will make it easier for employees to achieve their work targets, so digitalization has a role in strengthening or weakening the influence of work demands and resources on employee engagement. The concept is that existing job demands should be balanced with the availability of appropriate job resources to minimize or even eliminate psychological disturbances and improve employee health. This physically and psychologically healthy condition greatly supports the ability of employees to use digital technology in the human resources management (HRM) process.

This paper aims to investigate how perceived working conditions affect employee performance, including safety compliance and task performance, through employee well-being (i.e. job satisfaction) in the context of the coal mining sector in China.

This paper uses the job demands-resources model to test the relationships between working conditions, including job demands (work pressure as a challenge demand and perceived risks and hazards in the workplace and ineffectiveness of the safety system as hindrance demands), job resources (interpersonal harmony), job satisfaction and performance. This study adopts a two-wave design with a three-month lag to reduce possible common method bias.

Employees who experienced high level of challenge demands, e.g. time pressure workload, reported higher levels of task performance, and this positive relationship seemed to be robust. There is a direct effect of perceived ineffectiveness of the safety system on task performance, while the relationship between perceived risks and hazards and task performance was fully mediated by job satisfaction. Challenge demands, i.e. work pressure, did not impact much on employees’ well-being, and thus job satisfaction did not mediate the relationship between work pressure and performance. Perceived ineffectiveness of the safety system was negatively associated with safety compliance. This result is not surprising since a lack of effective safety system reflects management’s ignorance of workplace safety, which demotivates employees to enact safe behaviors. In contrast, the presence and implementation of an effective safety system would be interpreted by employees as management exhibiting a high level of commitment. Work pressure was positively not negatively related to safety compliance. One possible explanation for this finding is that the effects of work pressure on safety compliance behaviors might be dependent on contextual factors such as safety climate. Interpersonal harmony moderated the relationships between work pressure and employee performance (both safety compliance and task performance) and the relationship between perceived risks and hazards and task performance, but the role of interpersonal harmony appeared more complex. There was no significant correlation between challenging job demands and individual employee performance when there were higher levels of interpersonal harmony. The relationship between perceived risks and hazards, a hindrance job demand and task performance became positive as interpersonal harmony increased but negative as interpersonal harmony decreased.

This paper provides a robust integrative theoretical framework that better explains the various types of job demands and job resources in the working environment of coal mining sector in China and their relationships to employee performance. The findings also offer valuable guidance for managers trying to identify effective ways to enhance employee performance and safety in the workplace.

To better understand employees’ preferred extent for working from home (WFH) setting that implies physical distance from clients and co-workers and enhanced physical proximity to others at home, this study, relying on job-demands resources (J-DR) theory, aims to investigate the relationships between this preference with both the perceived increase in emotional job demands and the exposure to childcare demands. Thus, this study aims to investigate the mediating role of perceived job difficulty in the relationship between emotional job demands and the preferred extent for WFH, and the moderating role of gender in the relationship between the number of children and the preferred extent for WFH.

A total of 239 employees who began WFH during the pandemic completed an online survey. Structural equation modelling was conducted to analyse the data and test the hypotheses.

As expected, an increase in emotional job demands had a significant negative indirect association with the preferred extent for WFH, through perceived increase in job difficulty. Furthermore, the number of children was negatively related to the preferred extent for WFH among male but not female employees.

The findings provide insights for promoting employees’ preferred extent for WFH.

The study points to a relationship between emotional job demands and employee attitudes towards WFH in terms of increased job difficulty and the preferred extent for WFH. It also points to the need to investigate the interaction between sex and number of children to understand employees’ preferred extent for WFH.

Building on the premise that the CEO position is complex and challenging, and drawing on research on upper echelons, executive job demands and emotions, this study explores how chief executive officers' (CEOs’) perceptions of job-associated difficulty can influence negative emotional displays and subsequently hamper firm innovation. Additionally, the authors explore how CEOs with higher levels of emotional intelligence might mitigate the influence of job demands on negative emotional displays.

The authors conducted a two-stage survey with a sample of CEOs and top management team members from 120 small- and medium-sized firms operating in multiple industries in Colombia.

The authors found that CEOs' perceptions of job demands are positively associated with CEOs' displays of negative emotions, which in turn are negatively associated with firm innovation. The authors also find that two dimensions of emotional intelligence (self-appraisal and regulation) weaken the influence of CEO perceptions of job demands on CEO negative emotional displays.

The authors advance a novel perspective on the challenges of leading organizations by explaining the emotional implications of the CEO position, underscoring their repercussions for important organizational outcomes such as innovation and suggesting potential ways CEOs can handle the emotional consequences of their position.

Drawing on the job demands-resources (JD-R) model, this study aims to examine which job demands individuals with diagnosed mental illness perceive to be most challenging as they navigate the workplace, why this is the case and which resources individuals tend to mobilize to meet these demands.

The authors draw on 257 qualitative surveys filled out by individuals with mental illness in various parts of the world.

The findings show that job demands that are common in today's workplace such as a high workload and a stressful environment are considered challenging by individuals with mental illness. Further, the authors show that this is the result of the ideal worker norm consisting of the need to be a steady performer that is confident, resilient and social with which the performer cannot comply on the one hand and the particularities of this population, such as performers' self-perceived low self-esteem, sensitivity to stress, fluctuating symptoms and difficulties with the social aspects of organizational life on the other hand.

The study points to the unique challenges of individuals with mental illness in the workplace and highlights the role human resource management (HRM) can play in providing support to allow this population to meet the demands of one's job more easily and thrive at work.

Working remotely in a COVID-19-induced lockdown has been challenging for both organisations and their employees; studies report that job demands changed, and teleworkers experienced increased burnout. This paper explores the negative employee outcomes that this work arrangement brings along and offers possible solutions to counter such negative outcomes since they could be detrimental to the much-touted future of work.

The study adopted a time-lagged longitudinal design and collected two-waved data from 403 quaternary sector employees. The data were analysed using structural equation modelling and model-21 in PROCESS macro for SPSS.

Findings affirm that employees experienced increased job demands during this crisis. Employees reported an increase in turnover intention because of burnout caused by increased job demands. However, increased task interdependence alone did not have any effect on turnover intention. The perceived organisational task support (POTS) was found to forestall the negative effect of job demands on burnout, and employee resilience (ER) buffered the burnout and turnover intention relationship.

Providing remote work task support and boosting resilience among employees will help in doing away with the negative effects of teleworking. However, managers shall prioritise reducing job demands for teleworkers.

The linkage between work factors and turnover intention is well established. Drawing on the event system theory and using the COVID-19 context, the present study added to the existing knowledge by studying the role of job demands (workload pressure and task interdependence) on turnover intention through the mediation of burnout. The study goes beyond the existing literature by accounting for POTS as a first-level moderator between job demands and burnout relationship, and ER as a second-level moderator between burnout and turnover intention relationship.

This paper aims to show the role of employees’ self-regulation in defining the effect of job demands on employees’ burnout. Moreover, the paper also highlights the importance of a high-performance work system (HPWS) on the relation between job demands and employee self-regulation.

Data has been collected from public sector hospital nurses through a survey strategy following a time-lagged approach. This data has been analysed to validate the measure and to test the hypotheses through structural equation modelling.

Results of this study indicate that job demands affect employees’ burnout through adaptive regulation (recovery) and maladaptive regulation (self-undermining). Adaptive regulation minimizes while maladaptive regulation supports this effect. Moreover, results also highlight the role of HPWS in mitigating the negative impact of job demands on adaptive regulation.

This study serves as a guide for managers to minimize the burnout of their subordinates in the face of increasing job demands. This study also emphasizes the use of HPWS in organizations so that the burnout of the employees may be decreased by increasing adaptive self-regulation or recovery.

This study enriches the literature on the job demand resource theory by showing how employee job demands, employee self-regulation (psychological processes) and HPWS (organizational processes) collaborate to determine the extent of job burnout of employees.

Digital labor platforms (DLPs) are transforming the nature of the work for an increasing number of workers, especially through extensively employing automated algorithms for performing managerial functions. In this novel working setting – characterized by algorithmic governance, and automatic matching, rewarding and punishing mechanisms – gig-workers play an essential role in providing on-demand services for final customers. Since gig-workers’ continued participation is crucial for sustainable service delivery in platform contexts, this study aims to identify and examine the antecedents of their working outcomes, including burnout and engagement.

We suggested a theoretical framework, grounded in the job demands-resources heuristic model to investigate how the interplay of job demands and resources, resulting from working in DLPs, explains gig-workers’ engagement and burnout. We further empirically tested the proposed model to understand how DLPs' working conditions, in particular their algorithmic management, impact gig-working outcomes.

Our findings indicate that job resources – algorithmic compensation, work autonomy and information sharing– have significant positive effects on gig-workers’ engagement. Furthermore, our results demonstrate that job insecurity, unsupportive algorithmic interaction (UAI) and algorithmic injustice significantly contribute to gig-workers’ burnout. Notably, we found that job resources substantially, but differently, moderate the relationship between job demands and gig-workers’ burnout.

This study contributes a theoretically accurate and empirically grounded understanding of two clusters of conditions – job demands and resources– as a result of algorithmic management practice in DLPs. We developed nuanced insights into how such conditions are evaluated by gig-workers and shape their engagement or burnout in DLP emerging work settings. We further uncovered that in gig-working context, resources do not similarly buffer against the negative effects of job demands.

This study aims to adapt and validate the Job Crafting Scale (JCS), a measure based on the conceptualization of job crafting of the job demands–resources theory, for a sample of Portuguese workers and to test its psychometric properties regarding validity (factor, convergent, discriminant, and criterion) and reliability.

Two subsamples (n1 = 315 and n2 = 329) of Portuguese workers aged 18 years old and over participated in this research. Exploratory factor analysis and confirmatory factor analysis were used to assess the factor structure.

The results indicated that the Portuguese version of the JCS, with 18 items, has a factor structure composed of four-correlated factors. Furthermore, the results demonstrated the existence of factor, discriminant, and criterion validity, as well as reliability.

This study provides a job crafting measure adapted to the Portuguese language that can serve as a diagnostic tool for workers and organizations.

Este estudio tuvo como objetivo adaptar y validar la Job Crafting Scale (JCS), una medida basada en la conceptualización de job crafting de la Teoría de Demandas-Recursos, para una muestra de trabajadores portugueses y probar sus propiedades psicométricas en cuanto a validez (factor, convergente, discriminante y de criterio) y confiabilidad.

En esta investigación participaron dos submuestras (n1 = 315 y n2 = 329) de trabajadores portugueses de 18 años o más. Se utilizó un análisis factorial exploratorio y un análisis factorial confirmatorio para evaluar la estructura factorial.

Los resultados indicaron que la versión portuguesa del JCS, con 18 ítems, tiene una estructura factorial compuesta por cuatro factores correlacionados. Además, los resultados demostraron la existencia de validez factorial, discriminante y de criterio, así como confiabilidad.

Este estudio proporciona una medida de job crafting adaptada a la lengua portuguesa que puede servir como herramienta de diagnóstico para trabajadores y organizaciones.

Este estudo teve como objetivo adaptar e validar a Job Crafting Scale (JCS), uma medida baseada na conceptualização de job crafting da Teoria das Exigências-Recursos, numa amostra de trabalhadores portugueses e testar as suas propriedades psicométricas quanto à validade (fatorial, convergente, discriminante e de critério) e fiabilidade.

Duas subamostras (n1 = 315 e n2 = 329) compostas por trabalhadores portugueses com 18 ou mais anos foram recolhidas. Foram utilizadas uma análise fatorial exploratória e uma análise fatorial confirmatória para analisar a estrutura fatorial.

Os resultados obtidos indicaram que a versão portuguesa da JCS, composta por 18 itens, possui uma estrutura fatorial composta por quatro fatores correlacionados. Além disso, os resultados demonstraram a existência de validade fatorial, discriminante e de critério, bem como de fiabilidade.

Este estudo fornece uma medida de job crafting adaptada para a língua portuguesa que pode servir como ferramenta de diagnóstico para trabalhadores e organizações.

The purpose of this study is to investigate the complexity of how demands and stress are mitigated to enhance employee performance in remote working arrangements.

A time-lagged snowball sample of 223 full-time remote working adults in the United States participated in an online survey. Data were analyzed using R 4.0.2 and structural equation modeling.

Results suggest remote job resources involving organizational trust and work flexibility increase performance via serial mediation when considering information communication technology (ICT) demands and work–life interference (WLI). The findings provide insights into counterbalancing the negative aspects of specific demands and stress in remote work arrangements.

This study provides insights for managers to understand how basic job resources may shape perspectives on demands and WLI to impact performance. Specific to remote working arrangements, establishing trust with the employees and promoting accountability with their work flexibility can play an important part in people and their performance.

This study contributes theoretically to the literature by evidencing how components of the E-Work Life (EWL) scale can be used with greater versatility beyond the original composite measurement because of the job-demand resource (JD-R) framework and conservation of resources theory (COR). This study answers several calls by research to investigate how ICT demands and WLI play a complex role in work performance.