A multigroup analysis of the job demands-resources model in four home care organizations.

The job demands-resources (JD-R) model was tested in a study among 3,092 employees working in 1 of 4 different home care organizations. The central assumption in the model is that burnout develops when certain job demands are high and when job resources are limited because such negative working conditions lead to energy depletion and undermine worker motivation and learning opportunities, respectively. A series of multigroup structural equation modeling analyses provide strong evidence for the JD-R model. Specifically, results showed that job demands are primarily and positively related to the exhaustion component of burnout, whereas job resources are primarily related to cynicism (negatively) and professional efficacy (positively). The theoretical and practical implications of the JD-R model are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Testing the robustness of the job demands-resources model.

[Correction Notice: An erratum for this article was reported in Vol 14(2) of International Journal of Stress Management (see record 2007-07240-008). Several corrections of errata in a paper by the authors published in the 2006 issue of the International Journal of Stress Management are presented: (1) The sentence beginning on page 385, line 16 should read "To avoid identification problems, the error variance of Organizational commitment and Emotional load were constrained using the formula (1 - α) × sigma2." (2) The sentence on page 385, line 18, should be deleted. (3) Degrees of freedom for M3 in Table 2 were incorrectly reported. The correct degrees of freedom were 54. The corrected table is provided.] According to the job demands-resources (JD-R) model, job demands and resources evoke two relatively independent processes: health impairment and employee motivation. The robustness of the JD-R model was tested in two different occupational samples, the first of 654 Spanish employees and the second of 477 Dutch employees. Structural equation modeling analyses provided partial evidence for the two processes. Multigroup analyses showed that the structural paths of the model were invariant across countries, although the strength of the relationships differed. We conclude that the basic structure of the JD-R model is maintained, even when applied in different national and occupational contexts, when using different ways of gathering data (computerized versus paper and pencil), and when using slightly different measures to assess the key variables of the model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

"Testing the robustness of the job demands-resources model": Erratum.

Reports an error in "Testing the Robustness of the Job Demands-Resources Model" by Susana Llorens, Arnold B. Bakker, Wilmar Schaufeli and Marisa Salanova (International Journal of Stress Management, 2006[Aug], Vol 13[3], 378-391). Several corrections of errata in a paper by the authors published in the 2006 issue of the International Journal of Stress Management are presented: (1) The sentence beginning on page 385, line 16 should read "To avoid identification problems, the error variance of Organizational commitment and Emotional load were constrained using the formula (1 - α) × sigma2." (2) The sentence on page 385, line 18, should be deleted. (3) Degrees of freedom for M3 in Table 2 were incorrectly reported. The correct degrees of freedom were 54. The corrected table is provided. (The following abstract of the original article appeared in record 2006-10511-007.) According to the job demands-resources (JD-R) model, job demands and resources evoke two relatively independent processes: health impairment and employee motivation. The robustness of the JD-R model was tested in two different occupational samples, the first of 654 Spanish employees and the second of 477 Dutch employees. Structural equation modeling analyses provided partial evidence for the two processes. Multigroup analyses showed that the structural paths of the model were invariant across countries, although the strength of the relationships differed. We conclude that the basic structure of the JD-R model is maintained, even when applied in different national and occupational contexts, when using different ways of gathering data (computerized versus paper and pencil), and when using slightly different measures to assess the key variables of the model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of personal resources in the job demands-resources model.

This study examined the role of three personal resources (self-efficacy, organizational-based self-esteem, and optimism) in the Job Demands-Resources (JD-R) model. The authors hypothesized that personal resources (1) moderate the relationship between job demands and exhaustion, (2) mediate the relationship between job resources and work engagement, and (3) relate to how employees perceive their work environment and well-being. Hypotheses were tested among 714 Dutch employees. Results showed that personal resources did not offset the relationship between job demands and exhaustion. Instead, personal resources mediated the relationship between job resources and engagement/exhaustion and influenced the perception of job resources. The implications of these findings for the JD-R model are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes.

In this article, we develop and meta-analytically test the relationship between job demands and resources and burnout, engagement, and safety outcomes in the workplace. In a meta-analysis of 203 independent samples (N = 186,440), we found support for a health impairment process and for a motivational process as mechanisms through which job demands and resources relate to safety outcomes. In particular, we found that job demands such as risks and hazards and complexity impair employees' health and positively relate to burnout. Likewise, we found support for job resources such as knowledge, autonomy, and a supportive environment motivating employees and positively relating to engagement. Job demands were found to hinder an employee with a negative relationship to engagement, whereas job resources were found to negatively relate to burnout. Finally, we found that burnout was negatively related to working safely but that engagement motivated employees and was positively related to working safely. Across industries, risks and hazards was the most consistent job demand and a supportive environment was the most consistent job resource in terms of explaining variance in burnout, engagement, and safety outcomes. The type of job demand that explained the most variance differed by industry, whereas a supportive environment remained consistent in explaining the most variance in all industries. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test.

We refine and extend the job demands–resources model with theory regarding appraisal of stressors to account for inconsistencies in relationships between demands and engagement, and we test the revised theory using meta-analytic structural modeling. Results indicate support for the refined and updated theory. First, demands and burnout were positively associated, whereas resources and burnout were negatively associated. Second, whereas relationships among resources and engagement were consistently positive, relationships among demands and engagement were highly dependent on the nature of the demand. Demands that employees tend to appraise as hindrances were negatively associated with engagement, and demands that employees tend to appraise as challenges were positively associated with engagement. Implications for future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Turnover intention and emotional exhaustion "at the top": Adapting the job demands-resources model to leaders of addiction treatment organizations.

Compared with the large literature on subordinate employees, there are few studies of emotional exhaustion and turnover intention for organizational leaders. There is little research that has extended the job demands-resources (JD-R) model of emotional exhaustion to leaders. In this study, the authors adapted the JD-R framework to analyze data collected from a sample of 410 leaders of addiction treatment organizations. The authors considered whether two job demands (performance demands and centralization) and two job resources (innovation in decision making and long-range strategic planning) were associated with emotional exhaustion and turnover intention. The authors also examined whether emotional exhaustion fully or partially mediated the associations between the job-related measures and turnover intention. The results supported the partially mediated model. Both job demands were positively associated with emotional exhaustion, and the association for long-range strategic planning was negative. Emotional exhaustion was positively associated with turnover intention. Centralization and innovation in decision making were also directly associated with turnover intention. Future research should continue to examine this theoretical framework among leaders of other types of organizations using more refined measures of demands and resources. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The influence of emotional dissonance and resources at work on job burnout among Chinese human service employees.

The authors extended Hobfoll's Conservation of Resources (COR) model to examine the influence of emotional dissonance and work resources on burnout among 392 Chinese human service employees. Bivariate correlation results showed that emotional dissonance correlated positively with display rules and burnout, but negatively with work resources, specifically, satisfactory work relations and job rewards. Results of structural equation modeling analyses supported the extension of the COR model to study the dissonance-resources-burnout association. In the revised model, display rules had a direct impact on emotional dissonance, which in turn influenced burnout indirectly through the mediation of work resources. Limitations of the study and implications for work stress management are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Work characteristics and sickness absence in burnout and nonburnout groups: A study of Swedish health care workers.

The aim of this study was to search for constellations of work characteristics that discriminate people who experience burnout from those who do not, and also from those who score high in exhaustion but not in disengagement, and vice versa. The study is based on data from 3,719 employees in a County Council in Sweden. Discriminant analysis revealed that four burnout categories (nonburnout, disengaged, exhausted, and burnout) related in different ways to self-reported work characteristics. The proportions of respondents with overtime, sickness absence, and sickness presence were higher in the burnout and the exhausted groups compared with the nonburnout group. The most common professions in the burnout group were, unexpectedly, dental nurses, secretaries, and service staff. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Early predictors of job burnout and engagement.

A longitudinal study predicted changes in burnout or engagement a year later by identifying 2 types of early indicators at the initial assessment. Organizational employees (N = 466) completed measures of burnout and 6 areas of worklife at 2 times with a 1-year interval. Those people who showed an inconsistent pattern at Time 1 were more likely to change over the year than were those who did not. Among this group, those who also displayed a workplace incongruity in the area of fairness moved to burnout at Time 2, while those without this incongruity moved toward engagement. The implications of these 2 predictive indicators are discussed in terms of the enhanced ability to customize interventions for targeted groups within the workplace. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Comparing two burnout interventions: Perceived job control mediates decreases in burnout.

This quasi-experimental study compared the effects of two rehabilitation interventions on burnout and perceived job conditions during a 1-year intervention among female white-collar workers. The participatory intervention (n = 20), involving rehabilitation activities that focused on the individual as well as on individual-organizational levels, assessed exhaustion, cynicism and perceived job control during a 1-year period. Increased job control served as a mechanism through which exhaustion and cynicism decreased in this intervention. The traditional intervention (n = 32), involving rehabilitation activities focusing mainly on the individual level, resulted in a reduction in time pressures during one year. Furthermore, both interventions improved perceived workplace climate. Compared to the traditional approach, the participatory intervention was a more effective strategy for treating burnout. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Reducing the negative effects of stress in teams through cross-training: A job demands-resources model.

The purpose of this study was to utilize the job demands-resources model to examine the direct and interactive effects of job demands and cross-training on cognitive, behavioral, and affective outcomes in teams. Results from 54 teams indicated that an increase in job demands reduced mental model accuracy and information allocation and increased tension among team members. Cross-training, on the other hand, increased mental model accuracy and decreased tension among team members. More importantly, the direct effects of cross-training were qualified by the interaction. When job demands were high, cross-trained teams evidenced higher mental model accuracy, more information allocation, and less tension than teams that were not cross-trained. Cross-training was less influential when job demands were low, indicating that cross-training acted as a resource to buffer the negative impact of job demands in teams. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Correctional psychologist burnout, job satisfaction, and life satisfaction.

Corrections is a stressful environment, but do correctional psychologists experience greater levels of occupational burnout and life stress than other public sector and nonpublic sector psychologists? Data collected from 203 doctoral level psychologists including correctional (CR; n = 44), Veteran's Affairs (VA; n = 56), public psychiatric hospital (PPH; n = 54), and university counseling centers (CC; n = 49) indicated that CR psychologists do experience significantly more occupational burnout relative to VA and CC psychologists. Furthermore, CR and PPH psychologists reported significantly less job satisfaction than CC psychologists. Although psychologists working in PPH settings reported significantly lower levels of life satisfaction than VA and CC psychologists this was not the case for CR psychologists. Professional identity related to occupational setting emerged as a significant predictor of occupational burnout. Implications of these findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

From inequity to burnout: The role of job stress.

This research examined burnout (i.e., emotional exhaustion, depersonalization, and lack of personal accomplishment) among 2 samples of Dutch teachers as a function of inequity and experienced job stress in 3 different exchange relationships (with students, colleagues, and the school). It was hypothesized that inequity would he linked to burnout through the stress resulting from this inequity. Analysis of a cross-sectional sample (N?=?271) revealed that this was indeed the case. Findings were replicated longitudinally using an independent sample of 940 teachers. It is concluded that the often-reported effect of inequity on burnout can partly be interpreted in terms of elevated levels of job stress. Implications of the findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Job Resources Buffer the Impact of Job Demands on Burnout.

This study tested and refined the job demands-resources model, demonstrating that several job resources play a role in buffering the impact of several job demands on burnout. A total of 1,012 employees of a large institute for higher education participated in the study. Four demanding aspects of the job (e.g., work overload, emotional demands) and 4 job resources (e.g., autonomy, performance feedback) were used to test the central hypothesis that the interaction between (high) demands and (low) resources produces the highest levels of burnout (exhaustion, cynicism, reduced professional efficacy). The hypothesis was rejected for (reduced) professional efficacy but confirmed for exhaustion and cynicism regarding 18 out of 32 possible 2-way interactions (i.e., combinations of specific job demands and resources). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sources of social support and burnout, job satisfaction, and productivity.

Social support has been identified as an important correlate of a variety of work outcomes. Support from different sources, including family, coworkers, and supervisors, was examined in 211 traffic enforcement agents (92 men, 119 women). Outcomes included subjective variables (burnout and job satisfaction) and an objective measure of productivity (number of summonses). Support was negatively associated with burnout and positively associated with satisfaction and productivity. A cluster of support variables accounted for 7% of the variance in burnout and productivity and 12% of the variance in job satisfaction. Family support was more closely associated with burnout than with satisfaction or productivity, whereas immediate supervisor support was related to satisfaction and productivity but not burnout. Results suggest that support may be associated with work-related outcomes through multiple pathways. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Emotional dissonance, burnout, and in-role performance among nurses and police officers.

Two studies including 108 nurses and 101 police officers tested the proposition that emotionally demanding interactions with recipients may result in emotional dissonance, which, in turn, may lead to job burnout and impaired performance. More specifically, on the basis of the literature on burnout and emotional dissonance, the authors hypothesized that emotional job demands would explain variance in burnout (i.e., exhaustion and cynicism/disengagement) through their influence on emotional dissonance. In addition, the authors predicted that emotional dissonance would be (negatively) related to in-role performance through its relationship with burnout. The findings of a series of structural equation modeling analyses supported both hypotheses. The implications for research and practice are discussed, as well as avenues for additional research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A personality trait-based interactionist model of job performance.

Evidence for situational specificity of personality job performance relations calls for better understanding of how personality is expressed as valued work behavior. On the basis of an interactionist principle of trait activation (R. P. Tett & H. A. Guterman, 2000), a model is proposed that distinguishes among 5 situational features relevant to trait expression (job demands, distracters, constraints, releasers, and facilitators), operating at task, social, and organizational levels. Trait-expressive work behavior is distinguished from (valued) job performance in clarifying the conditions favoring personality use in selection efforts. The model frames linkages between situational taxonomies (e.g., J. L. Holland's [1985] RIASEC model) and the Big Five and promotes useful discussion of critical issues, including situational specificity, personality-oriented job analysis, team building, and work motivation. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and leader effectiveness: A moderated mediation model of leadership self-efficacy, job demands, and job autonomy.

The trait theory of leadership is advanced by a joint investigation of the mediating role of (a) leadership self-efficacy (LSE = leader's perceived capabilities to perform leader roles) in linking neuroticism, extraversion, and conscientiousness with leader effectiveness and (b) the moderating role of job demands and job autonomy in influencing the mediation. Using K. J. Preacher, D. D. Rucker, and A. F. Hayes' (2007) moderated mediation framework, the authors tested the model (over a 2-year period) with matched data from 394 military leaders and their supervisors. Results showed that LSE mediated the relationships for neuroticism, extraversion, and conscientiousness with leader effectiveness. Moderated mediation analyses further revealed that LSE mediated the relationships for (a) all 3 personality variables for only those leaders with low job demands; (b) neuroticism and conscientiousness for only those leaders with high job autonomy; and (c) extraversion, regardless of a leader's level of job autonomy. Results underscore the importance of accounting for leaders' situational contexts when examining the relationships between personality, LSE, and effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Extending our understanding of burnout: Test of an integrated model in nonservice occupations.

C. L. Cordes and T. M. Dougherty (1993) provided a conceptual framework of job burnout in nonservice organizations. This study sought to determine the "fit" of that theoretical model within nonservice occupations. LISREL VIII was used to test this model on 165 participants, and the overall model fit the data well. Supervisory support moderated the relationships between the role conflict, role ambiguity, and quantitative role overload stressors and emotional exhaustion and between emotional exhaustion and depersonalization. Unexpectedly, role conflict, role ambiguity, and quantitative role overload had a positive impact on emotional exhaustion when supervisory support was high. As expected, participation had a negative association with depersonalization. Employees experiencing emotional exhaustion were more likely to feel nervous or tense at work. (PsycINFO Database Record (c) 2010 APA, all rights reserved)