Back to basics: Re-examination of Demand-Control Theory of occupational stress

Beehr, Terry A.; Glaser, Katherine; Canali, Kristophor G.; Wallwey, Dee A.

doi:10.1080/02678370110067002

Cited by 118 publications

(101 citation statements)

References 38 publications

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“…Nevertheless, this is largely consistent with previous literature which finds that despite the strong main effects of job demands and control, the hypothesised interactions are often not supported (e.g., Beehr et al, 2001;McClenahan et al, 2007). Second, our study of Chinese retail employees adds value to this general prediction by providing evidence that these effects occur through both direct and moderating linkages.…”

Section: Theoretical and Empirical Implicationssupporting

confidence: 80%

“…This is consistent with prior studies that use time urgency and workload as measures of challenge-related stressors (Beehr et al, 2001;Boswell et al, 2004; Page 18 of 41 Podsakoff et al, 2007;Webster et al, 2010). However, in terms of interactive effect, while both employee involvement and challenge-related stressors were found to strongly and positively influence perceptions of job satisfaction, the hypothesised two-way interaction (Hypothesis 2) did not further strengthen the positive relationship between perceived challenge-related stressors and job satisfaction.…”

Section: --------------------------Insert Table 5 and Figure 1 About Hesupporting

confidence: 80%

“…However, evidence for the relationship between challenge type stressors and job satisfaction is inconclusive. While some studies report a positive effect (Beehr, Glaser, Canali, & Wallwey, 2001;Boswell, Olson-Buchanan, & LePine, 2004;LePine et al, 2005;Podsakoff et al, 2007;Webster, Beehr, & Christiansen, 2010), others find the relationship to be negative or insignificant (e.g., de Lange, Taris, Kompier, Houtman, & Bongers, 2004;Doest & Jonge, 2006). Thus, we believe it is important to provide further evidence of the additive and interactive effects of challenge stress upon job satisfaction.…”

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confidence: 99%

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Karasek's (1979) Job Demand-Control model, we investigated an important institutional characteristicorganisational ownership -as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1,838 Chinese retail sector employees China, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognize the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper's concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China. IntroductionConsiderable attention has been devoted to the study of workplace stress and job satisfaction; topics of major concern to both human resource (HR) researchers and practitioners. Karasek's (1979) seminal Job Demand-Control (JDC) model has served as a key theoretical basis to explain the effects that work demands have on job satisfaction (Häusser, Mojzisch, Niesel, & Schulz-Hardt, 2010;Podsakoff, LePine, & LePine, 2007). In the JDC model, work demands are viewed as stressors, while control is seen as a moderator of stress. The model hypothesises that jobs characterised by high demands and low control threaten individuals' mental and physical well-being, while those that combine high demands with high control positively affect these dimensions (Karasek, 1979). Furthermore, Karasek maintains that the interaction between demands and control should be more predictive than the additive effects of high demands and low control upon employees' well-being, including job satisfaction.Yet, while empirical studies have provided consistent support to the direct effects of job demands and control upon job satisfaction (for example, see meta-analyses by LePine, Podsakoff, & LePine, 2005;Podsakoff et al., 2007), the suggested interactive effect of job demands and control upon job satisfaction (Karasek, 1979), has received limited and even contradictory support (Häusser et al., 2010). While some research supports the buffering hypothesis, which suggests that high levels of job control or social support can buffer against the negative effect of a demanding job (Brown, Pitt-Catsouphes, McNamara, & Besen, 2014;...

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Section: Theoretical and Empirical Implicationssupporting

confidence: 80%

Section: --------------------------Insert Table 5 and Figure 1 About Hesupporting

confidence: 80%

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confidence: 99%

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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“…Some variablessuch as high demands-may be stressful and be associated with a higher risk of stress symptoms. At the same time, however, dealing with high demands may well enhance feelings of accomplishment, self-esteem, and job satisfaction (48). This aspect has not yet received due attention in the literature.…”

Section: Semmermentioning

confidence: 97%

Job stress interventions and the organization of work

Semmer¹

2006

Scand J Work Environ Health

270

135

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“…The usage of self-report measures can lead to inflated correlations attributed to common method variance (Beehr et al, 2001). The scale for measuring gender harassment in this study was inspired by Ås (1978).…”

Section: Discussionmentioning

confidence: 99%

Exploring gender harassment among university teachers and researchers

Muhonen

2016

Journal of Applied Research in Higher Education

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Purpose -The study examined the prevalence of gender harassment and how it was related to different organisational factors, ill-health and job satisfaction among women and men working as university teachers and researchers. Methodology -A Web questionnaire was conducted in a university college in South Sweden. The final sample consisted of 322 participants, 186 women and 136 men. Findings -The results showed that gender harassment was more prevalent among women than men, and among senior lecturers and professors than lecturers. Gender harassment was associated with high job demands, less fair leadership style of the immediate manager, and job dissatisfaction for both women and men. For women, there was also an association between gender harassment, ill-health and gender of the immediate manager. For men, poorer social organisational climate was related to gender harassment, but contrary to women, gender harassment was not related to the gender of the immediate manager. Research limitations/implications -Even though the research was conducted only in one university, the results imply that gender harassment can have negative consequences for teachers and researchers. As the immediate manager's leadership style seems to be associated with the occurrence of gender harassment, universities should take this into consideration in their leadership programs. Originality/Value -The paper highlights gender harassment, a subtle form of sexual harassment, among university teachers and researchers.

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Back to basics: Re-examination of Demand-Control Theory of occupational stress

Cited by 118 publications

References 38 publications

Challenged and satisfied: the role of organisational ownership and employee involvement

Challenged and satisfied: the role of organisational ownership and employee involvement

Job stress interventions and the organization of work

Exploring gender harassment among university teachers and researchers

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