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The purpose of this paper is to analyze the situational and dispositional determinants of job satisfaction in environments created by implementing employee-supportive lean.

The research uses a questionnaire to measure the determinants of job satisfaction (perceived job demands, perceived job autonomy and core self-evaluations) and job satisfaction. Afterwards, the paper proposes a conceptual framework and uses hierarchical multiple regression to test the relationships among perceived job demands, perceived job autonomy, core self-evaluations and job satisfaction. Additionally, the study describes the implementation of employee-supportive lean in four small companies using an action research approach.

The findings reveal that perceived job demands has a negative impact on job satisfaction. In addition, the authors find that perceived job autonomy and core self-evaluations have a positive impact on job satisfaction. Finally, the results show that core self-evaluations buffer the impact of perceived job demands on job satisfaction.

The present research underscores the importance of work and personal characteristics for employees’ job satisfaction in an environment created by implementing employee-supportive lean.

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.

Employees need a sustainable career to prolong their working lives. The ability, motivation and opportunity to work form an important basis for sustainable careers across the lifespan. However, over the lifespan of their careers employees are likely to experience several career shocks (e.g. becoming chronically ill or being fired) which might result in unsustainable trajectories. This study aims to contribute to the literature on sustainable careers by unraveling the process through which careers shocks relate to career (un)sustainability and what role perceptions of human resource practices play in the process.

Thirty-three in-depth retrospective interviews with participants of 50 years and older were conducted and analyzed using a template analysis.

Results showed that career shocks influence career sustainability through a process of changes in demands or changes in resources, which in turn, relate to changes in person–job fit. When person-job–fit diminished, the ability, motivation and opportunity to continue working decreased, whereas when person–job fit improved, the ability, motivation and opportunity to continue working improved as well. Organizations appear to be able to diminish the negative consequences of career shocks by offering job resources such as HR practices in response to career shocks.

A limitation of this study is the retrospective nature of the interviews, which could have resulted in recollection bias.

This study gives HRM practitioners insight into the HR practices that are effective in overcoming career shocks.

This study extends existing literature by including career shocks as possible predictors of sustainable careers.

The purpose of this paper is to explore the under-researched dynamics of gender, workplace support, and perceived job demands in two different contexts, the United States and India.

The paper draws from two studies conducted in different contexts (the United States and India) via different methodological approaches (quantitative and qualitative, respectively). In Study I of this paper, data was collected using questionnaires from a nationally representative sample of adult workers in the United States. In Study II, interviews were conducted with 48 workers in India, selected using convenience sampling.

It was found that both in the United States and India, women perceived considerably greater job demands than men. In terms of workplace support, both the studies found that workplace culture and supervisors’ support influenced the perception of job demands, but the same was not true for coworkers’ support, which mainly helped in coping rather than actually reducing the perception of job demands.

The article contributes to research by concluding that job demands as a construct are not clearly segregated from gender demands or expectations, especially in the way women “perceive” it. Women construct job demands as “job-family” demands and workplace support as “job-family” support. Moreover, being a woman in the workplace, women feel the “burden” of gender.

It would be useful for organizations and policy makers to understand that women remain “conscious” of their gender in the workplace, and for them, the meaning of job demands and workplace support are “job-family” demands and “work-family” support, respectively.

This research intends to contribute toward thinking about gender relations and empowerment of people within organizational and work settings from a new light.

The present study provides an alternative way of thinking about gender, job demands, and workplace support. Its value underlies in the way it raises the voices of women workers.

A Chinese proverb states: “Able people should do more work.” Although working hard is a common workplace phenomenon, does it lead to burnout in capable people? This study aims to examine the interactive effects of superior-perceived capability and subordinates’ self-efficacy on subordinate job demands, job involvement and burnout in frontline employees in the hospitality industry.

Data on 41 superiors and 161 subordinates from 16 hotels in Taiwan were collected. Hierarchical linear modeling is used to examine the research hypotheses.

The findings support the hypothesis that self-efficacy leads to high levels of burnout and job involvement. However, superior-perceived capability has no impact on subordinate job demand, job involvement or burnout. While job demands are positively related to the emotional exhaustion of burnout, job involvement is negatively related to depersonalization of burnout. In addition, job involvement partially mediates the relationship between self-efficacy and depersonalization of burnout.

Based on the job demands–resources theory, this study reveals the fresh point of view for the effect of self-efficacy on burnout. This paper explores the dark-side role of self-efficacy for burnout – higher self-efficacy leads to higher burnout – that is contrary to the findings from previous studies and hinges on Chinese cultural values. In addition, the current study provides guidelines for top managers to protect capable employees from burnout by enhancing intrinsic motivation and job involvement.

Bring your own device (BYOD) refers to employees utilizing their personal mobile devices to perform work tasks. Drawing on the job demands-resources (JD-R) model and the task-technology fit (TTF) model, the purpose of this paper is to develop a model that explains how BYOD affects employee well-being (through job satisfaction), job performance self-assessment, and organizational commitment through perceived job autonomy, perceived workload and TTF.

Survey data from 400 full-time employees in different industry sectors in Mauritius were used to test a model containing 13 hypotheses using confirmatory factor analysis and structural equation modeling.

The SEM results support the hypothesized model. Findings indicate that BYOD indirectly affects job satisfaction, job performance and organizational commitment via job demands (perceived workload), job resources (perceived job autonomy) and TTF. Further, job resources influences job demands while TTF predicted job performance. Finally, job satisfaction and job performance self-assessment appear to be significant determinants of organizational commitment.

The findings are congruent with the JD-R and TTF models, and confirm that BYOD has an impact on job satisfaction, job performance self-assessment and organizational commitment. This could inform organizations’ policies and practices relating to BYOD, leading to improved employee well-being, performance and higher commitment.

The expanded model developed in this study explains how employee well-being, performance and organizational commitment are affected by BYOD, and is one of the first studies to investigate these relationships.

International business travelers (IBTs) face daily challenges pertaining to the frequency and duration of travel. Following the outbreak of coronavirus disease (COVID-19), the study aims to draw upon the job demands-resources (JD-R) model and the literature on work–life balance (WLB) to examine how this crisis have disrupted IBTs routines and the implications for their WLB.

Data were collected in April 2020 with an online survey answered by 141 IBTs from different locations. The first set of analyses examined the perceived change in job-demands (i.e. business travel and workload) including stress and work–life difficulties following the outbreak of COVID-19. The second set of analyses tested the hypotheses that the perceived change in workload and stress predict IBTs' work–life difficulties, which, in turn, affect their WLB.

The results show that the decline in job-demands (i.e. business travel and workload) after the outbreak of COVID-19 was not enough to reduce IBTs' stress and ameliorate their work–life difficulties and WLB. Only respondents who experienced a decrease in workload, including less relational difficulties, reported a superior WLB.

The study widens the scope and relevance of global mobility studies in crisis settings by timely reporting the changes in job-demands, stress and work–life difficulties among IBTs following the outbreak of COVID-19. Additionally, the research extends the use of the JD-R model in the international context by advancing our knowledge of the interplay between contextual demands and job-demands in affecting IBTs' stress, work–life difficulties and WLB.

Why do some employees choose to prolong their working hours excessively? The current study tested how core self-evaluations (CSEs) might lead to workaholism and how perceived job demands might mediate this relationship.

Insights from the extant literature underpin the hypotheses on how CSEs would affect the development of workaholism through perceived job demands. A sample of 421 working people in China completed the online surveys, and the mediation model was tested using Mplus 7.0 (Muthén and Muthén, 1998–2012).

This study found that different components of CSEs influence workaholism in different ways. Specifically, generalized self-efficacy positively predicts workaholism, whereas emotional stability negatively predicts workaholism. Moreover, most aspects of CSEs (generalized self-efficacy, emotional stability and locus of control) influence workaholism via perceived job demands, specifically via perceived workload but not via perceived job insecurity.

The current study is the first to explore how individuals' fundamental evaluations of themselves (i.e. CSEs) relate to workaholism. The results are helpful for the prevention and intervention of workaholism in organizations.

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.

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.