Perceived Control and Work-Related Stress Mediate the Effects of Grit on Depression among Employees

Abstract

We developed and evaluated an interpersonal model of depression in employees, where passion and perseverance affect occupational stress and perceived control, which in turn affect risk of depression. The participants were employees of 18 private companies and local government organizations in Korea aged 19 to 65 years. A total of 11,422 participants completed questionnaires including the Korean version of the Grit scale, the occupational stress scale, the perceived control subscale in the perceived stress scale, and the Center for Epidemiologic Studies Depression Scale. Mediation analysis was performed to determine relationships among trait-level passion and perseverance, work-related stress, perceived control, and depression. Passion and perseverance preceded depression in employees. Higher occupational stress and lower perceived control mediated the association between passion and depression, and between perseverance and depression. Passion and perseverance exert preventive effects on depression by decreasing workplace stress and elevating perceived control. Future studies should investigate the effects of psychological characteristics on the development of depression in employees.

Organizational compassion and employee adversarial growth under various job control

“…They can determine the order and manner in which tasks are completed and identify individual responsibilities and job content (Huth and Chung-Yan, 2023 ). When employees are allowed to intervene and change the work process, it can reduce their negative reactions due to the lack of resources in the environment (Hobfoll, 2001 ; Ibrahim et al, 2019 ; Jung et al, 2023 ). Also, job control can enhance individual perceptions of wellbeing and job satisfaction (Fila et al, 2017 ; Ahmad and Maochun, 2019 ).…”

“…In the case of higher work intensity, employees with higher job control are more innovative at work (Dediu et al, 2018 ). In general, jobs with low work demands and high control opportunities generate less stress (Theorell et al, 1990 ; Jung et al, 2023 ). Although they may be affected by a lack of challenges, they still have opportunities for development.…”