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The purpose of this paper is to investigate the effect of job demand, job control, and supervisory support on stress among nurses in China, Japan, Argentina, and the Caribbean using the Job demand‐control (JDC) and the Job demand‐control‐support (JDCS) models.

The authors have employed a comparative research design, cross‐sectional survey methodology with convenient random sampling, and a commonly used statistical analytic strategy.

The results highlight that job demand, job control, and supervisory support are important variables in understanding stress among nurses. This has been corroborated in China, Japan, Argentina, and the Caribbean. Based on their findings and what is available in the literature, the authors report that the JDCS model has universal significance albeit it works somewhat differently in different contexts.

This study's contribution comes from its comparative nature, theoretical anchor, its use of one of the most popular models of stress, its focus on a profession that is demonstrably stressed, its use of common measures and an established analytic strategy. The study's findings underscore the cross‐cultural usefulness and application of the JDCS model along with its threshold and substitution effects and limiting conditions.

The purpose of this paper is to follow the call of researchers to take intrapersonal resources into account when trying to understand the influence of interpersonal resources by investigating the interplay of social support and self-efficacy in predicting job performance of people with disabilities.

Data were collected in an Israeli call center employing mostly people with disabilities. The independent and moderator variables were assessed by an employee survey. To avoid common source bias, job performance was rated by the supervisors four weeks after conducting the survey. Hierarchical regression analysis was used to test the hypotheses.

The first main effect hypothesis, stating a positive relationship between social support and job performance was conditionally supported (p=0.06). The relationship between self-efficacy and job performance did not gain support. In line with the extended support buffer hypothesis, the job performance of low self-efficacious employees increased with higher levels of social support. The interference hypothesis, postulating a negative effect of social support under the condition of high levels of self-efficacy, was not supported.

The results indicate that employees with disabilities differ in the level of social support they need in order to reach high levels of job performance. Instead of a one-size-fits-all-approach, organizations should take individual levels of self-efficacy into account and offer support accordingly in order to unleash the full working potential.

This is the first known empirical investigation examining the role of individual differences in the need of social support among employees with disabilities.

The aim of this paper is to investigate how social exchanges modify the relationship between psychological contract breach and work performance. It aims to present two concurrent hypotheses, based on theoretical interaction effects of social exchanges (conceptualized as social exchange relationships, POS, and trust).

Data were collected from a sample of 266 employees in a service sector company in the USA. Regression analysis was used to explore the moderating effects of social exchanges on the relationships between psychological contract breach and work performance (operationalized as in‐role behaviors and organizational citizenship behaviors).

It was found that the negative relationship between psychological contract breach and work performance was moderated by social exchanges, such that the relationship was stronger for employees with high social exchange relationship, perceived organizational support, and trust.

The data were collected cross‐sectionally, and thus causal inferences have to be made with caution. Moreover, the data were collected from a single source. The study shows that the relations between contract breach and outcomes are moderated by the existing relationship between employee and organization.

Although organizations may invest in long‐term relationships with their employees, psychological contract breaches have a profound impact on work performance. Therefore, organizations should diminish perceptions of contract breach; for instance by providing realistic expectations.

The paper provides new theoretical insights on how social exchange can have two distinct effects on the breach‐outcomes relations. It shows that social exchanges moderate the relations between contract breach and work performance.

Departing from the Job Demands‐Resources (JD‐R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand.

Participants were 818 faculty members within six faculties of a Dutch university. Data were analyzed using multilevel analyses with faculty as the grouping variable.

For the job demands, results show that emotional demands, but not workload, are negatively related to more favorable evaluations of organizational change. Regarding job resources, results show that support from the supervisor, job control, and opportunities for professional development is associated with more favorable evaluations of organizational change. Moreover, job control and support from the supervisor buffered the negative relationship between emotional demands and favorable evaluations of organizational change.

One of the clear implications of this study is that organizations should try to provide their employees with adequate resources together with the ascertaining of jobs with low job demands such that people can fulfill their job without severe adverse working outcomes. If it is impossible to reduce or optimize specific demands, additional job resources should be provided.

The finding that job resources are important in shaping evaluations of organizational change perceptions is consistent with the idea that employees with enough resources will be motivated to do their job and to be motivated to participate in change processes. Employees, who perceive their work environment and their job as highly resourceful, are more likely to anticipate into a pending change effort.

The purpose of this paper is to clarify the relationship between employees’ perception of their jobs and attitudes by investigating the effect of job resources (i.e. social support) on the relationship between job demands (i.e. workload, role ambiguity) and job-related well-being (i.e. efficacy, job satisfaction) among government employees.

Data were obtained from federal government employees responding to the 2012 Federal Employees Viewpoint Survey (US Office of Personnel Management, 2012). To test the hypotheses, hierarchical regression analyses were conducted.

Results revealed that social support served to mitigate feelings of inefficacy and simultaneously enhanced job satisfaction among employees experiencing work overload or role ambiguity, which supports the buffer hypothesis.

Since this study analyzes data collected by OPM, some items could not be modified, and using a limited number of items could be a limitation of this paper. Given that there has been a research stream linking public service motivation to work attitudes in the field of public management, the current study suggests there may be additional factors (i.e. job demands and resources) to enhance public sector employees’ work attitudes.

This study suggests the importance of government agencies adopting management strategies that encourage higher levels of social support from supervisors or colleagues in order to increase employees’ positive attitudes toward organizations.

This study focuses specifically on public sector employees, a population that has received limited attention in this area.

The purpose of this paper is to examine the mediating and moderating roles of perceived supervisor legitimacy in the association between perceived supervisor motivating styles and subordinate functioning. Specifically, based on Self-Determination Theory (SDT), two supervisory motivating styles were examined: the autonomy-supportive style, characterized by nurturing employees’ inner motivational resources, and the controlling style, in which supervisors pressure their employees to behave in specific manager-directed ways. Legitimacy was defined according to the Relational Model of Authority (RMA).

An online survey was administered to a sample of 252 employees. Moderation and mediation analyses were conducted to test the hypotheses.

The autonomy-supportive motivating style, but not the controlling style, was linked to employee work-related outcomes (i.e. job satisfaction, commitment, engagement, burnout, and depression) through perceived legitimacy. Legitimacy buffered the negative impact of the controlled orientation on burnout and depression.

Taken together, the results suggest that legitimacy as a resource may be enhanced by autonomy support and can also minimize the harmful consequences of controlling supervisory behaviors. The theoretical implications of integrating SDT with RMA and the practical implications of these findings are discussed.

The purpose of this paper is to examine the role of emotional intelligence (EI) as a buffer to job stressors on employee adjustment.

Based on the job demands resources model, this study examined 306 nurses in the healthcare sector to test a model of job stressors, EI, and their interactions nursing adjustment outcomes (i.e. job satisfaction and psychological health). The hypothesized model predicted that higher trait EI would act as a buffer to the potential negative effects of stressors on employee adjustment. Two-way moderated hierarchical multiple regression analyses was used to test the model in addition to interaction effects.

The results of this study revealed mixed results in terms of the expected main effects of EI and the five significant moderating effects. While some interactions support a buffering hypothesis; contrary to expectations, a buffering effect was also found for those with low EI.

The findings enable a better understanding how EI moderates the effects of stressors on important work outcomes in healthcare. Additionally, the implications from this study allows healthcare administrators and managers to improve staffing and work outcomes through identifying and selecting staff who are characterized by higher trait EI or alternatively, train staff in self-awareness and dealing with emotional behaviors.

HR managers could focus on selecting staff, who possessed higher trait EI for roles where overload and ambiguity are endemic to the job performed. Training could also be used to enhance EI among managers to focus on self-awareness and dealing with emotional behaviors.

This study makes several contributions to understanding how EI moderates the relationships between work stressors and workplace adjustment and wellbeing.

Post 1991, given the advent of liberalization and economic reforms, the Indian telecom sector witnessed a remarkable growth in terms of subscriber base and reduced competitive tariff among the service providers. The purpose of this paper is to estimate the impact of regulatory announcements on systemic risk among the Indian telecom firms.

This study employed a two-step methodology to measure the impact of regulatory announcements on systemic risk. In the first step, CAPM along with the Kalman filter was used to estimate the daily β (systemic risk). In the second step, event study methodology was used to assess the impact of regulatory announcements on daily β derived from the first step.

The results of this study indicate that regulatory announcements did impact systemic risk among telecom firms. The study also found that regulatory announcements either increased or decreased systemic risk, depending upon the type of regulatory announcements. Further, this study estimated the market-perceived regulatory risk premiums for individual telecom firms.

The regulatory risk premium was either positive or negative, depending upon the different types of regulatory announcements for the telecom sector firms. Thus, this study contributes to the theory of literature by testing the buffering hypothesis in the context of Indian telecom firms.

The study findings will be useful for investors and policy-makers to estimate the regulatory risk premium as and when there is an anticipated regulatory announcement in the Indian telecom sector.

This is one of the first research studies in exploring regulatory risk among the Indian telecom firms. The research findings indicate that regulatory risk does exist in the telecom firms of India.

Organizational approaches to racial inequality have provided contextual insight into a host of traditional stratification outcomes (e.g., hiring, earnings, authority). This chapter extends the organizational approach by drawing on the health-stress framework to explore how organizational context affects experiential and health-related outcomes – discrimination, social support, and psychological distress. Drawing on a sample of Black workers in the United States, we examine the relationship between workplace racial composition and psychological distress, as well as two potential mediators – racial discrimination and workplace social support. Our findings reveal that psychological distress is similar for Black workers in token (<25% Black coworkers), tilted other race (25–49.99% Black coworkers), and tilted same race (50–74.99% Black coworkers) job contexts. Workers in Black-dominated jobs (>75% Black coworkers), however, experience significantly less psychological distress than other compositional thresholds, net of individual, job, and workplace characteristics. This relationship is not explained by either racial discrimination experiences or supervisor and coworker social support. This finding suggests that researchers need to theorize and examine other protective factors stemming from coworker racial similarity.

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.