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Karasek's (1979) job demands-control model is the earliest and most cited model relating work design to occupational stress. The key assumption of this model is that low levels of work-related decision latitude (i.e. job control) combined with high workloads (i.e. job demands) can lead to poorer physical and mental health. [19]
Evidence for the dual process: a number of studies have supported the dual pathways to employee well being proposed by the JD-R model. It has been shown that the model can predict important organizational outcomes (e.g. [9] [10] [3] Taken together, research findings support the JD-R model's claim that job demands and job resources initiate two different psychological processes, which ...
One example is the study of Bakker, Demerouti and Dollard ([36]), showing that work roles interfered with family roles when work overload and emotional demands increased. In turn, the intimate partner experienced a higher level of demands at home (e.g., an overload of household tasks), as a result of the negative behaviors of the employee.
This model was expanded into the demand-control-support model that suggests that the combination of high control and high social support at work buffers the effects of high demands. [ 60 ] As a work demand, workload is also relevant to the job demands-resources model of stress that suggests that jobs are stressful when demands (e.g., workload ...
In surveying health care workers, the Centers for Disease Control and Prevention found that 1 in 2 people felt burned out in 2022, compared to 1 in 3 people who reported burnout levels in 2018 ...
Job control is a person's ability to influence what happens in their work environment, in particular to influence matters that are relevant to their personal goals. Job control may include control over work tasks, control over the work pace and physical movement, control over the social and technical environment, and freedom from supervision.
In contrast, burnout represents a negative employee possessing elements of anxiety, depression, and work-related stress. Engagement increases as job resources like knowledge of safety are present. On the other hand, burnout increases when more job demands are present without the buffering effects of job resources.
Some studies have found that remote work increases worker productivity [141] and leads to higher supervisor ratings of performance and higher performance appraisals. [67] However, another study found that professional isolation in remote workers led to a decrease in job performance, especially for those who spent more time remote working and ...