Job-Demand-Resources Model

Question 1

(1) Job Demands (stressors).

Answer 1

Job demands are one of the most common causes of workplace stress and psychological harm

Question 2

Job demands are…

Answer 2

“aspects of the job that require sustained physical or mental effort and are therefore associated with certain physiological and psychological costs”.

Question 3

Examples of job demands

Answer 3

• work load
• conflict with others
• future job insecurity

Question 4

Psychosocial factors refer to…

Answer 4

social, cultural, and/or environmental factors that might INFLUENCE an individual’s mind or behaviour.

Question 5

Psychosocial hazards in the workplace are…

Answer 5

any risks in the workplace that can cause physical or psychological harm.

Question 6

What are psychosocial hazards?*

Answer 6

• low job control
• poor support
• lack of role clarity
• poor organisational change management
• inadequate reward & recognition
• poor organisational justice
• traumatic events or materials
• remote or isolated work
• poor physical environment
• violence & aggression
• bullying
• harassments including sexual harassment
• conflict or poor workplace relationships or interactions.

Question 7

BURNOUT

Answer 7

a chronic state of work related psychological stress that is characterized by exhaustion (i.e., feeling emotionally drained and used up), mental distancing (i.e., cynicism and lack of enthusiasm), and reduced personal efficacy (i.e., doubting about one’s competence and contribution at work)

Question 8

Why are we looking into psychosocial factors at work?

Answer 8

There are financial and business advantages to improving employee health & well-being outcomes.

Question 9

What are the negative outcomes of poor working condition and burnout?

Answer 9

• sickness absence
• occupational injuries and accidents
• poor work performance
• reduced productivity

Question 10

EU Framework Directive 1989 (Organisations in the EU have a legal obligation to assess psychosocial risks and improve employees health & well-being).

Answer 10

• (1) employers should ensure that all
  workers receive health surveillance that includes psychosocial risks (Article 15)
• (2) employers are held responsible
  for preventing ill-health at work, and must take appropriate
  measures to make work healthier (Article 5).

Question 11

(2) Job Resources (good things)

Answer 11

“aspects of the job that may do any of the
following: (a) be functional in achieving work goals; (b)
reduce job demands and the associated physiological and
psychological costs; (c) stimulate personal growth and development”

Question 12

Examples of job resources

Answer 12

• support from others (which might help to achieve work goals)
• job control (which might reduce job demands)
• performance feedback (which may enhance learning)

Question 13

• job resources have an inherent motivational quality; they spark employee energy and make them feel engaged, which in turn leads to better outcomes.

Answer 13

Job demands are draining and do not spark employee energy.

Question 14

Every job includes demands, as well as resources :)

Answer 14

Job demands and job resources are categorised as job characteristics.

Burnout & work engagement are categorised as employee well-being.

Question 15

(3) Stress process

Answer 15

a stress process starts when there is excessive job demand and a lack of resources.

The mediating factor- burnout - results in negative outcomes for the individual (poor health) and organisation (poor performance).

Question 16

(4) Motivating Process

Answer 16

is triggered by an abundance of job resources

The mediating factor - work engagement - leads to positive outcomes such as organisational commitment, intention to stay, extra-role behaviour, employee safety, and superior work performance.

Question 17

NOTE: preventing burnout requires a lowering of job demands AND an increase in job resources. What does this mean for managers?

Answer 17

WE need to increase resources of social support, job control and feedback; when doing so, burnout is prevented & work engagement is fostered - as research shows an increase in resources solely sparks improvements in work engagement. Job demands keep work challenging which is important for maintaining work engagement, so we need some level of job demand to stop a lowering of work engagement. (e.g. a tight deadline may also stimulate performance).

Question 18

What is the evidence for using job characteristics to improve employee well-being?

Answer 18

The evidence is weak.

Question 19

(5) Personal resources

Answer 19

• self-efficacy (malleable)
• optimism (stable)
• organization based self-esteem

Question 20

(6) Engaging leadership

Answer 20

• Rooted in self-determination theory (autonomy, competence, and relatedness)
• engaging leadership may have an indirect effect on preventing burnout and increasing engagement by reducing demands, and increasing job resources respectively.
• inspiring leaders provide followers with organisational resources (value congruence, trust, justice), minimise organisational demands (circumvent bureaucracy & managing org. change),
• strengthening leaders provide followers with work resources (job control, use of skills, task variety), and development resources (performance feedback, career perspective) & MONITOR job demands (e.g., work overload, emotional demands, work-home interference).
• Engaged leaders connect their followers by providing social resources (good team atmosphere, role clarity)

Question 21

Summary of engaged leaders & JDR model

Answer 21

Engaged leaders reduced their followers’ job demands, which in turn, reduced their levels of burnout and they
SIMULTANEOUSLY increased their followers’ job resources, which in its turn, boosted their levels of work engagement.

Question 22

The JDR model indicates that managers can prevent employee burnout & increase work engagement. How so?

Answer 22

Well, the JDR model shows us that decreasing job demands, increasing job (and personal)
resources and stimulating ‘engaged’ leadership prevents burnout and increases work engagement.

Question 23

SO What do we need to assess in the workplace?

Answer 23

Since job demands and job resources spark the health impairment (stress)
and motivational processes, respectively their proper assessment is paramount.

Question 24

What does a proper assessment of Stress process and motivational process look like? (case example!)

Answer 24

Work engagement in the Hospitality Industry.