Downsizing and surviving employees' engagement and strain: The role of job resources and job demands

Dlouhy, Katja; Casper, Anne

doi:10.1002/hrm.22032

Cited by 29 publications

(22 citation statements)

References 100 publications

(247 reference statements)

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“…The JD–R model illustrates that job resources, for example, providing a supportive environment and possessing safety knowledge, have a negative impact on burnout (Bakker et al, 2004; Dlouhy & Casper, 2021). A supportive environment, including social support and providing a climate of safety, can make employees feel safe and secure.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Employers and employees can work together to improve workplace safety and protect employee health (Wachter & Yorio, 2014). According to the JD–R model, workplace safety practices (WSPs) are job resources that can help reduce employees' burnout and enhance their JP (Bakker et al, 2004; Dlouhy & Casper, 2021). During COVID‐19, WSPs can aid in the reduction of mental health issues among employees by diminishing the perceived fear of an external risk and increasing feelings of psychological safety, resulting in reduced avoidance coping behavior and improved JP (Lee, 2021; Sasaki et al, 2020; Vu et al, 2022; Yuan et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis

Vo‐Thanh

Chi

et al. 2022

Human Resource Management

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While prior studies in human resource management have investigated how employee outcomes have been affected in high-risk workplaces, this study stands out by examining this issue through the role played by COVID-19 as a specific stressor. We explained how employees' perceived health risks due to COVID-19 (CV19PHR) and perceived workplace safety practices (PWSPs) affected job performance via burnout and how PWSPs moderated the CV19PHR-burnout and CV19PHR-JP relationships. We also examined how mindfulness moderated the direct effects of CV19PHR and PWSPs on burnout and JP and the indirect effects of CV19PHR and PWSPs on JP via burnout. We performed three studies using an explanatory sequential mixed-method design. In study 1, a three-phase survey with 987 respondents was conducted to test the hypotheses. In study 2, by analyzing verbatim from 22 informants, the findings of study 1 and some main points concerning mindfulness and PWSPs were explained. In study 3, using data from 12 informants, we investigated how COVID-19 affected individuals differently compared with other high-risk workplaces and whether the impact of COVID-19 on individuals was curvilinear. We demonstrated that employees' CV19PHR was positively correlated with burnout, negatively influencing JP. Moreover, PWSPs reduced burnout, which adversely affected JP. Interestingly, PWSPs positively moderated the CV19PHR-burnout relationship but not the CV19PHR-JP relationship. We also found that mindfulness moderated the CV19PHRburnout and PWSPs-burnout relationships. Furthermore, mindfulness significantly moderated the mediating effects of burnout on the CV19PHR-JP and PWSPs-JP relationships. K E Y W O R D S burnout, COVID-19, job performance, mindfulness, perceived health risks, perceived workplace safety practices 1 | INTRODUCTION COVID-19 has had adverse social, economic, and human consequences (International Labor Organization, 2020), causing anxiety, fear, and stress in individuals (Dryhurst et al., 2020). Unlike previous pandemics, such as Ebola or Severe Acute Respiratory Syndrome (SARS), COVID-19 is asymptomatic and has a high mortality rate.When faced with a disaster causing many deaths, workers become more appreciative of life and adopt more prosocial behaviors toward society and coworkers (Grant & Wade-Benzoni, 2009;. COVID-19 is also a more chronic episode that will trigger relatively long-term impacts on employee attitudes and behaviors and "cool,"Thinh-Van Vu, Tan Vo-Thanh, and Hsinkuang Chi contributed equally to this study.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis

Vo‐Thanh

Chi

et al. 2022

Human Resource Management

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“…Though there are some related instances (e.g. Rai, 2018; Rai et al , 2017; Dlouhy and Casper, 2020; Mussagulova, 2020) of some hypothesized moderating (including job demands, job resources and work engagement) and mediating mechanisms (including job resources or component of it, work engagement and outcomes) in the past research (e.g. Ghosh et al , 2016; Rai et al , 2018; Rai and Maheshwari, 2020), yet, an outline of the complete process combining all identified the job resources (i.e.…”

Section: Review Of Literature Theory and The Hypothesesmentioning

confidence: 99%

“…Moreover, few studies have also studied the moderation mechanism featuring interaction of job resources and job demands in predicting work engagement to explore the buffering role of job resources in the engagement–job demand relationship (e.g. Dlouhy and Casper, 2020). Despite the availability of a number of cross-sectional and longitudinal researches in recent years that aimed at advancing scholars' understanding on how job resources and job demands may affect favourable individual- and organizational-level outcomes, the observations by Schaufeli and Taris (2014) in their “Critical Review of the Job Demands-Resources Model” still remain valid.…”

Section: Introductionmentioning

confidence: 99%

Exploring the interrelationship among job resources, job demands, work and organizational engagement

Rai

Chawla

2021

IJPPM

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PurposeThis study aims to test the hypothesized moderated mediation process combining job resources, job demands, work engagement, job satisfaction and organizational engagement, which proposes that work engagement can be considered as a mediator between the relationship of job resources with job satisfaction and organizational engagement, and such mediation effect is moderated by level of job demand.Design/methodology/approachData were collected from Junior Management Grade–Scale I officers of 442 branches of 27 public sector banks situated across four States in North India. The final responses stood at 704. Regression analyses was performed through the SPSS macro (developed by Preacher and Hayes, 2004) for testing of H1 and H2 on the mediation effects. H3 was tested by moderated hierarchical regression analysis. The last two H4 and H5 proposing the moderated mediation mechanism were examined in lines with the four conditions suggested by Muller et al. (2005) and Preacher et al. (2007).FindingsIt is suggested that job demands should ideally be adequate and job resources ample to deal with the former, because a suitable fit between these two aspects is related to work engagement, which would further contribute positively to job satisfaction and organizational engagement.Originality/valueThere is dearth of research hypothesizing the moderated mediation process proposing job demands as a moderator in job resources, work and organizational engagement and other work-related outcome relationships. Resting on various propositions and of job demands–resources (JD-R) model, and empirical outcomes of the studies of JD-R perspective, and research gaps identified, this study attempts to propose a unique model of engagement hypothesizing a moderated mediation process, where work engagement might be a mediator between the relationship of job resources with job satisfaction and organizational engagement; such mediation effect is moderated by the level of job demands.

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“…are swift, and the complexity of consumer needs must be answered with business innovation. Supervisor relationship is the support from superiors at work, including emotional (empathy, acceptance of ideas, and caring), informative (providing feedback on work performance or guidance), and material (financial budget, resources, and technology) to increase employees' motivation, performance and effectiveness (Dlouhy & Casper, 2021;Eva, Meacham, Newman, Schwarz, & Tham, 2019;Hsieh & Wang, 2015;Pohl & Galletta, 2017). The supervisor relationship has implications for employee engagement (Ibrahim, Suan, & Karatepe, 2019;Jonsdottir & Kristinsson, 2020;Jose & Mampilly, 2015).…”

Section: Introductionmentioning

confidence: 99%

How Great are Implication Factors for Employee Engagement in Application-Based Technology Company?

Azmy¹

2022

Binus Business Review

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Dimensions of organizational culture, training and development, job environment, and supervisor relationship have implications for employee engagement. Employee engagement is needed to produce high-quality work results in the application company. The purpose of the research was to analyze the factors with implications for employee engagement. The research objective was an application-based technology company in Indonesia. The sampling approach used a stratified method. Then, the number of respondents was 100 people. Meanwhile, the analysis method applied Partial Least Square (PLS). The results reveal that four variables have implications for employee engagement. The training and development dimension has the highest implications for employee engagement. The company must implement organizational culture in accordance with its core business values. Then, the conduciveness of the work environment must be increased to provide a positive psychological effect for employees. Similarly, supervisor relationships must be well maintained to monitor the work process. These four variables prove that the application-based technology company needs an increase in employee engagement to generate new business ideas. Innovation and creativity can be generated through employee engagement. The conclusion is that application-based technology company must pay attention to the application of culture organization and the sustainability of training and development programs, provide a comfortable job environment, and maintain supervisor relationships with their employees.

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Downsizing and surviving employees' engagement and strain: The role of job resources and job demands

Cited by 29 publications

References 100 publications

The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis

The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis

Exploring the interrelationship among job resources, job demands, work and organizational engagement

How Great are Implication Factors for Employee Engagement in Application-Based Technology Company?

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