Extending the challenge-hindrance model of occupational stress: The role of appraisal

Webster, Jennica R.; Beehr, Terry A.; Love, Kevin G

doi:10.1016/j.jvb.2011.02.001

Cited by 473 publications

(648 citation statements)

References 35 publications

(45 reference statements)

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“…That the appraisal measurement methodology focused on the whole work situation (as in Ohly & Fritz, 2010) rather than appraisal of specific stressors (as in Webster et al, 2011) highlighted how daily variation in stressors was associated with day-level stress appraisals, and was more useful for examining relations between appraisals of one's situation and affective states experienced in that…”

Section: Strengths and Limitationsmentioning

confidence: 99%

“…While appraisal is assumed to be central to the challenge-hindrance framework, until recently (e.g., Webster, Beehr, & Love, 2011) work stressor appraisals were not actually measured within this body of literature. Instead, researchers have classified stressors as either challenges or hindrances based on their definitions and previous classifications (a top-down approach; e.g., Crawford et al, 2010), or by generating information about types of stressors from a secondary group of participants to inform the 6 measures (a bottom-up approach; e.g., LePine, LePine, & Jackson, 2004).…”

mentioning

confidence: 99%

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Hindrances are not threats: Advancing the multidimensionality of work stress.

Tuckey

Searle

Boyd

et al. 2015

Journal of Occupational Health Psychology

128

188

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Section: Strengths and Limitationsmentioning

confidence: 99%

mentioning

confidence: 99%

Hindrances are not threats: Advancing the multidimensionality of work stress.

Tuckey

Searle

Boyd

et al. 2015

Journal of Occupational Health Psychology

128

188

View full text Add to dashboard Cite

“…Appraisal theory assumes that people appraise aspects of the work environment as irrelevant, benign -positive, or stressful, and hence, as signaling good outcomes, such as opportunities for growth, or indicating loss or harm (Lazarus & Folkman, 1984). Research supports the roles of appraisals in affecting the perceptions of work characteristics (Webster, Beehr, & Love, 2011), as well as the role of individual factors in affecting these appraisals, including age (Stynen, Forrier, 13 Sels, & De Witte, 2013) and personality (Lin, Ma, Wang, & Wang, 2015). Second, individual factors affect the decision-making of those in formal authority, such as when the high performance of an employee motivates the manager to grant him or her greater job autonomy (Clegg & Spencer, 2007).…”

mentioning

confidence: 92%

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

Parker

Broeck

Holman

2017

ANNALS

156

154

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High quality work design is a key determinant of employee well-being, positive work attitudes, and job/organizational performance. Yet many job incumbents continue to experience deskilled and demotivating work. We argue that there is a need to understand better where work designs come from. We review research that investigates the factors that influence work design, noting that this research is only a small fragment of the work design literature. The research base is also rather disparate, spanning distinct theoretical perspectives according to the level of analysis. To help integrate this literature, we use a framework that summarizes the direct and indirect ways in which work design is shaped by the higher-level external context (global/ international, national and occupational factors), the organizational context, the local work context (work group factors), and individual factors. We highlight two key indirect effects: first, factors affect formal decisionmaking processes via influencing managers' work design-related motivation, knowledge, skills, and abilities (KSAs), and opportunities; and second, factors shape informal and emergent work design processes via influencing employees' work design-related motivation, KSAs and opportunities. By reviewing the literature according to this framework, we set the stage for more comprehensive theoretical development and empirical studies on the factors that influence work design. 3Work Design Influences A Synthesis of Multi-Level Factors that Affect The Design of WorkWork design refers to "the content and organization of one's work tasks, activities, relationships, and responsibilities" (Parker, 2014, p. 662). When work is designed so that it has motivating characteristics like job autonomy and social support, as well as reasonable levels of job demands, multiple positive individual and organizational outcomes arise. A vast amount of research shows that work design affects work stress, job satisfaction, performance, absenteeism, accidents, team innovation, company financial revenue, and more (e.g. see the meta analysis by Humphrey, Nahrgang, & Morgeson, 2007).Yet, despite extensive evidence about the benefits of well-designed work, there are still many poorly designed jobs in both advanced and developing economies. For example, in Europe, Lorenz and Valeyre (2005) reported that one third of workers had jobs that were deskilled or that involved excessive demands. Significant technological and societal change is also affecting work and organizing, yet we know little about how this change might affect people's work design (Parker, 2014). Both of these forces -the continued prevalence of poor quality work designs and the vast change occurring in work -highlight the importance of having a comprehensive, evidence-based understanding of the forces that affect work design.Such an understanding is currently lacking. In most theory and research pertaining to the design of jobs, work design is modeled at the start of a causal chain leading to outcomes via intermediary pr...

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“…Firstly, job satisfaction is a widely used measure of positive work stress outcomes (Podsakoff et al, 2007;Vandenberghe, Panaccio, Bentein, Mignonac, & Roussel, 2011;Webster et al, 2011). Secondly, it is particularly important in the retail industry since employee satisfaction in this sector can contribute to customer satisfaction (Heskett, Sasser, & Schlesinger, 1997).…”

Section: Challenge-related Stressors and Job Satisfactionmentioning

confidence: 99%

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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Extending the challenge-hindrance model of occupational stress: The role of appraisal

Cited by 473 publications

References 35 publications

Hindrances are not threats: Advancing the multidimensionality of work stress.

Hindrances are not threats: Advancing the multidimensionality of work stress.

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

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

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