Despoina Xanthopoulou, Arnold B. Bakker, Maureen F. Dollard, Evangelia Demerouti, Wilmar B. Schaufeli, Toon W. Taris and Paul J.G. Schreurs
The purpose of this paper is to focus on home care organization employees, and examine how the interaction between job demands (emotional demands, patient harassment, workload…
Abstract
Purpose
The purpose of this paper is to focus on home care organization employees, and examine how the interaction between job demands (emotional demands, patient harassment, workload, and physical demands) and job resources (autonomy, social support, performance feedback, and opportunities for professional development) affect the core dimensions of burnout (exhaustion and cynicism).
Design/methodology/approach
Hypotheses were tested with a cross‐sectional design among 747 Dutch employees from two home care organizations.
Findings
Results of moderated structural equation modeling analyses partially supported the hypotheses as 21 out of 32 (66 per cent) possible two‐way interactions were significant and in the expected direction. In addition, job resources were stronger buffers of the relationship between emotional demands/patient harassment and burnout, than of the relationship between workload/physical demands and burnout.
Practical implications
The conclusions may be particularly useful for occupational settings, including home care organizations, where reducing or redesigning demands is difficult.
Originality/value
The findings confirm the JD‐R model by showing that several job resources can buffer the relationship between job demands and burnout.
Details
Keywords
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The lifestyle of people who spend more time at work than they should at the expense of a fulfilling social and family life is aptly described in the proverb “All work and no play makes Jack a dull boy”. Of course the saying has its origins in a time when work and play were two distinct activities. Many employers still feel that the separation should be set in stone, especially with the arrival of that multitude of distractions the internet offers to people who are supposed to be working.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.
Details
Keywords
The purpose of this paper is to examine the possibility of an inverted U‐shaped relationship between job demands and work engagement, and whether social support moderates this…
Abstract
Purpose
The purpose of this paper is to examine the possibility of an inverted U‐shaped relationship between job demands and work engagement, and whether social support moderates this relationship.
Design/methodology/approach
This study uses 307 technical and information technology (IT) managers who responded to an online survey. Multiple regressions are employed to examine linear and curvilinear relationship among variables.
Findings
Overall, results support the applicability of the quadratic effect of job demands on employee engagement. However, only supervisor support, not colleague support, moderated the relationship between job demands and work engagement.
Originality/value
The paper is the first to shed light on the quadratic effect of job demands on work engagement. The findings have noteworthy implications for managers to design optimal job demands that increase employee engagement.