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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.

This study aimed to examine the antecedents, correlates, and consequences of burnout among higher education faculty in Saudi Arabia using the theoretical framework of the job demands-resources model.

Using a quantitative research design, a cross-sectional survey was employed to collect data from faculty members across multiple Saudi universities. The constructs were measured using validated scales, and data analysis included exploratory factor analysis, Pearson correlation analysis, factorial ANOVA, and multiple regression.

The study identified moderate levels of burnout, confirming a significant positive relationship with role conflict and a negative relationship with internal locus of control. Burnout significantly contributed to depression, insomnia, and turnover intentions. However, no significant relationship was found between burnout and workplace conflict when controlling for other variables.

The study's findings can inform policymakers and academic administrators about measures to alleviate faculty burnout, thus contributing to healthier academic work environments aligned with Saudi Arabia's Vision 2030 goals.

This research extends the job demands-resources model within the context of higher education institutions in Saudi Arabia, offering nuanced insights into burnout dynamics among university faculty in this region. Despite the model's robustness, the absence of a significant relationship between burnout and workplace conflict signals the need for a more intricate understanding of burnout's antecedents and consequences.

Extensive research has demonstrated the influence of job resources on mitigating the impact of high job demands on individual well-being. Still, little is known about how individuals use job resources to cope. This study advances job demands-resources (JD-R) theory by investigating the process of job resource utilization from a coping perspective.

This study is based on in-depth interviews with 32 Chinese senior executives using a Critical Incident Technique (CIT) for data collection and thematic analysis for data analysis.

Data analysis reveals a 2x2 matrix model of resource utilization, highlighting the relevance of internal and external job resources in coping and resource creation.

The findings suggest that work stress intervention should look beyond the organizational domain and assist senior executives in exploring and developing external resources for coping. Additionally, organizations should equip senior executives with sufficient support to create new job resources that effectively manage complicated job demands.

The results of this study extend the understanding of job resources by distinguishing internal and external job resources. It also provides a dynamic view of resource utilization, emphasizing the role of job crafting in creating adaptable job resources to meet job demands.

This study aims to examine the relationship between abusive supervision and workplace incivility using a dual theoretical framework. First, it draws on the ego depletion theory to investigate the relationship between abusive supervision and incivility by exploring the mediating role of ego depletion. Second, it integrates the job demands–resources model with the ego depletion theory to examine how perceived co-workers’ support functions as a buffer in mitigating the effects of ego depletion on incivility.

The authors tested our moderated mediation model using hierarchical linear modeling through an experience-sampling study based on data collected from a participants across five consecutive workdays.

The findings reveal employees subjected to abusive supervision are more likely to experience a depletion of self-regulatory resources. Moreover, the authors found a positive association between ego depletion and workplace incivility, suggesting that diminished self-control resulting from abusive supervision contributes to a higher likelihood of engaging in uncivil workplace behaviors. In addition, perceived coworkers’ support emerged as a significant moderating factor that attenuates the indirect impact of abusive supervision on workplace incivility through ego depletion. Specifically, when perceived coworkers’ support is high, the negative influence of abusive supervision on ego depletion, and subsequently, on workplace incivility, is mitigated.

By exploring ego depletion as the underlying mechanism and boundary conditions imposed by perceived coworker support on the relationship between abusive supervision and workplace incivility, this research contributes to a nuanced understanding of the intricate dynamics of this relationship. Based on the research findings, the authors advocate that organizations should establish and integrate support services, such as counseling and employee assistance programs, to reduce the emotional turmoil caused by abusive supervision.

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.

This study aims to discuss relationship between job resources and employees adaptive job performance. Using the job demands-resource (JD-R) theory, the paper examines the mediating role of work engagement in the relationship between job resources and adaptive job performance. The study also explores the moderating role of psychological contract fulfillment.

The study is based on data gathered from 254 employees of hospitality sector in Pakistan through a Web-based survey. The statistical verification conducted through using partial least squares structural equation modeling.

Findings has confirmed that job resources positively related to employees’ adaptive job performance. Furthermore, the mediation effect is explained by employees’ work engagement. Interestingly, employee psychological contract fulfillment moderated the positive relationship between job resources and employees’ work engagement.

The present study expands the previous research that validates the assumptions of job demand-resources theory into hospitality employees to harness job resources with employees’ engagement and performance as well as highlight the role of psychological contract fulfillment.

This study motivated by humanistic care aims to identify hospitality frontline employees’ alienation in Taiwan during the COVID-19 pandemic, and based on the job demands-resources (JD-R) model, the mediating role of alienation between job characteristics and organizational citizenship behavior (OCB) is discussed.

The authors drew on the JD-R model to delineate the mechanisms by which job demands (including emotional dissonance and work–home conflict) and job resources (including job support, training and possibility for career development) affect OCB through employees’ alienation. This study adopted snowball sampling and purposive sampling to conduct a questionnaire survey aimed at Taiwanese hospitality frontline employees. A total of 373 valid questionnaires were retained, and structural equation model was used to test the research hypotheses.

The results revealed that job demands of emotional dissonance and work–family conflict positively affect alienation; job resources of job support, training and possibility for career development negatively affect alienation; alienation negatively affects OCB; and alienation mediates the relationship between job characteristics and OCB fully.

Considering that alienation plays a full mediating role between job characteristics and organizational outcomes, this study put forward specific suggestions on how to increase job resources and reduce job demands to weaken alienation and further improve organizational performance in management practices. And practical implications were provided to help hospitality human resource management deal with the issue of talents retention. In addition, “work authenticity” should be introduced as a mediator in the future research. “Work authenticity” reflects employees’ positive working life state and is the opposite of “alienation.” The effectiveness of employees’ positive and negative working life state in communicating job characteristics and organizational outcomes can be compared.

The specific alienation experience of hospitality frontline employees is defined. Moreover, by introducing the alienation theory, this study demonstrates the health impairment path of JD-R model and suggests that job characteristics affect OCB through the full mediation of alienation.

本研究以人文关怀为动机, 明确了COVID-19疫情期间台湾酒店一线员工的异化状态, 并基于工作需求-资源理论模型, 探讨了异化在工作特性与组织公民行为之间发挥的中介作用。

笔者运用工作需求-资源模型以阐释工作需求（包括情绪失调和工作-家庭冲突）和工作资源（包括工作支持、培训和职业发展潜能）透过员工的异化影响组织公民行为的机制。本研究采用滚雪球抽样和目的性抽样的抽样方式, 对台湾酒店一线员工开展问卷调查; 留存有效问卷373份, 并采用结构方程模型对研究假设进行检验。

本研究揭示了情绪失调和工作-家庭冲突的工作需求正向影响异化; 工作支持、培训和职业发展潜能的工作资源对异化产生负面影响; 异化对组织公民行为产生负面影响; 异化在工作特性与组织公民行为的关系中起完全中介作用。

综合异化在工作特性与组织成果之间起着完全的中介作用, 本研究就管理实践中如何增加工作资源和减少工作需求以减弱异化并进一步提高组织绩效提出了具体建议, 以此帮助酒店人力资源管理部门处理留住人才的问题。此外, 应引入反映员工积极工作状态的“工作真实性”（即“异化”的对立面）作为中介, 比较员工积极和消极工作状态在沟通工作特性和组织成果上的有效性。

本研究明确了酒店一线员工具体的异化体验。此外, 透过引入异化理论, 本研究实证了工作需求-资源模型的健康损害路径, 并揭示了工作特性通过异化的完全中介作用影响组织公民行为。

Este estudio motivado por la atención humanística identificó la alienación de los empleados de primera línea de la hostelería en Taiwán durante la pandemia de COVID-19 y, basándose en el modelo de exigencias laborales-recursos (JD-R), se analizó el papel mediador de la alienación entre las características laborales y el comportamiento de ciudadanía organizacional fue discutido.

Nos basamos en el modelo JD-R para delinear los mecanismos por los que las exigencias del puesto de trabajo (incluida la disonancia emocional y el conflicto entre el trabajo y el hogar) y los recursos del puesto de trabajo (incluido el apoyo laboral, la formación y la posibilidad de desarrollo profesional) afectan a la organización. Del comportamiento ciudadano (OCB) a través de la alienación de los empleados. Este estudio adoptó el muestreo de bola de nieve y el muestreo intencional para realizar una encuesta por cuestionario dirigida a los empleados de primera línea de la hostelería taiwanesa. Se obtuvieron 373 cuestionarios válidos y se utilizó un modelo de ecuaciones estructurales para probar las hipótesis de la investigación.

Los resultados revelaron que las demandas laborales de disonancia emocional y conflicto trabajo-familia afectan positivamente a la alienación; los recursos laborales de apoyo al trabajo, formación y posibilidad de desarrollo profesional afectan negativamente a la alienación; la alienación afecta negativamente al comportamiento de ciudadanía organizacional; la alienación media totalmente la relación entre las características laborales y el comportamiento de ciudadanía organizacional.

Teniendo en cuenta que la alienación desempeña un papel mediador total entre las características del puesto de trabajo y los resultados organizativos, este estudio presentó sugerencias específicas sobre cómo aumentar los recursos del puesto de trabajo y reducir las exigencias del mismo para debilitar la alienación y mejorar aún más el desempeño organizacional en las prácticas de gestión. Y se aportaron implicaciones prácticas para ayudar a abordar la cuestión de retención de talentos en la gestión de los recursos humanos en la hostelería. Además, la “autenticidad del trabajo” debería introducirse como mediador en la investigación futura. La “autenticidad laboral” refleja el estado de vida laboral positivo de los empleados y es lo contrario de la “alienación”. Se puede comparar la eficacia del estado de vida laboral positivo y negativo de los empleados en la comunicación de las características del trabajo y los resultados organizacionales.

Se define la experiencia específica de alienación de los empleados de primera línea de la hostelería. Además, mediante la introducción de la teoría de la alienación, este estudio demuestra la trayectoria de deterioro de la salud del modelo JD-R, y sugiere que las características del puesto de trabajo afectan al comportamiento de ciudadanía organizacional a través de la mediación total de la alienación.

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.

COVID-19 placed millions of employees under work-from-home/telework. Employers intend extending telework for the long-term, anticipating business benefits. But the benefits are impacted by employees' well-being/ill-being, which is affected by the satisfaction of psychological needs. In turn, need satisfaction is influenced by employees' personal/job attributes. As work-from-home's blended environment disrupts routines, the satisfaction of the psychological need for structure or routines was examined in this study, along with the effect of personal/job attributes.

Cross-section primary data were collected from 500 teleworking information technology employees from India and analysed using partial least squares structural equation modelling. Vigour and exhaustion represented well-being and ill-being. Telework self-efficacy, standardised job, technology assistance and supervisor social support were the determinants or personal/job attributes. Need for structure satisfaction was the mediator.

Telework self-efficacy, technology assistance and supervisor social support were positively associated with structure satisfaction. In turn, structure satisfaction was related positively with vigour and negatively with exhaustion, and thus mediated between personal/job attributes and vigour/exhaustion. Standardised job did not affect vigour, exhaustion or structure satisfaction.

Need for structure is mostly studied as a trait, with implications of greater/lesser preference for structure examined. However, this work acknowledges structure as a basic ubiquitous need. Everyone needs some structure. Hence, need for structure is researched from the novel perspective of its satisfaction. This paper also uniquely combines job demands–resources model which identifies personal/job attributes, with concepts of epistemic which posit the need for structure.

This study aims to use event system theory and job demands–resources (JD-R) model to examine the double-edged sword effect of event strength of Beijing Winter Olympics (BWO) on volunteers’ in-role performance and proactive behavior as mediated by work overload and meaningfulness.

The sample included 193 volunteer–leader dyads working at one BWO venue. The authors conducted a multitime and multisource study using Mplus 8 to examine the hypotheses.

Volunteers’ perceived BWO event strength was positively related to work overload, which reduced in-role performance and proactive behavior. Volunteers’ perceived BWO event strength was also positively related to work meaningfulness, which promoted in-role performance and proactive behavior. Perceived organizational support served as a moderator by mitigating the positive relationship between perceived BWO event strength and work overload; however, it did not strengthen the positive relationship between perceived BWO event strength and work meaningfulness.

This study developed a comprehensive model of how BWO event strength affected volunteers’ performance from the perspective of event system theory and the JD-R model, which enriches theoretical application and research in the context of mega sport events.

本研究运用事件系统理论和工作需求-资源(JD-R)模型, 探讨了2022年北京冬奥会（BWO）事件强度通过工作负荷和工作意义感知进而对志愿者角色内绩效和主动性行为的双刃剑效应。

我们在冬奥会场所之一实施了多时点、多来源的收集数据的方式, 最终样本包括193份志愿者-领导配对数据, 并使用Mplus 8来检验我们的假设。

志愿者感知的BWO事件强度与工作负荷呈正相关, 进而会降低他们的角色内绩效和主动性行为。志愿者感知的BWO事件强度与工作意义感也呈正相关, 进而会促进他们的角色内绩效和主动性行为。感知的组织支持通过弱化BWO事件强度与工作负荷之间的正相关关系, 进而调节了志愿者的角色内绩效和主动性行为; 然而, 感知的组织支持并没有强化BWO事件强度与工作意义感之间的正相关关系。

本研究结合事件系统理论和JD-R模型, 发展了一个BWO事件强度对志愿者绩效表现影响的综合模型, 丰富了有关大型体育赛事志愿者的理论应用和研究。

Este estudio utiliza la teoría del sistema de eventos y el modelo de demandas de trabajo-recursos (JD-R) para examinar el efecto de doble filo de la fuerza del evento de los Juegos Olímpicos de Invierno de Pekín (BWO) sobre el rendimiento en el rol y el comportamiento proactivo de los voluntarios, mediado por la sobrecarga laboral y la significatividad del trabajo.

Nuestra muestra incluyó 193 díadas de voluntarios-líderes que trabajaban en una sede de BWO. Realizamos un estudio multitemporal y multifuente utilizando Mplus 8 para examinar nuestras hipótesis.

La intensidad percibida por los voluntarios en los eventos de BWO también se relacionó positivamente con la significación del trabajo, que promovió el rendimiento en el rol y el comportamiento proactivo. Además, el apoyo organizativo percibido sirvió como moderador al mitigar la relación positiva entre la intensidad percibida del evento BWO y la sobrecarga de trabajo; sin embargo, no reforzó la relación positiva entre la intensidad percibida del evento BWO y la significatividad del trabajo.

Este estudio desarrolló un modelo integral de cómo la fuerza del evento BWO afectaba al rendimiento de los voluntarios desde la perspectiva de la teoría del sistema de eventos y el modelo JD-R, lo que enriquece la aplicación teórica y la investigación en el contexto de los megaeventos deportivos.