Testing the effort-reward imbalance model among Finnish managers: The role of perceived organizational support.

Kinnunen, Ulla; Feldt, Taru; Mäkikangas, Anne

doi:10.1037/1076-8998.13.2.114

Cited by 127 publications

(130 citation statements)

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“…Thirdly, our study tested the cross-lagged effects of OC and ERI indicators by using the well-validated ERI scale (7, see also 15,20,30). This indeed brought new insights to the dynamics of the theoretical ERI model and its measurement by showing the significance of OC as the antecedent of the ERI indicators.…”

Section: Feldt Et Almentioning

confidence: 79%

“…The ERI scale is a psychometrically well-justified measure (7,11) and its theoretically based factor structure has found to be valid in different countries including Finland (15,20,30). Effort is assessed in the ERI scale with five items (eg, "I have constant time pressure due to a heavy work load").…”

Section: Methodsmentioning

confidence: 99%

“…High ERI has been found to associate with increasing risks of cardiovascular diseases (for a review, see 7,9), mortality (eg, 10), poor general mental health (11), and higher psychological distress (12). High ERI has also been found to associate with work-related outcomes such as emotional exhaustion at work (13,14) and turnover intentions (15).…”

Section: The Effort-reward Imbalance Modelmentioning

confidence: 99%

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Overcommitment as a predictor of effort–reward imbalance: evidence from an 8-year follow-up study

Feldt¹,

Hyvönen²,

Mäkikangas³

et al. 2016

Scand J Work Environ Health

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Overcommitment as a predictor of effort-reward imbalance: evidence from an 8-year follow-up study by Feldt T, Hyvönen K, Mäkikangas A, Rantanen J, Huhtala M, Kinnunen UThe present study makes a significant contribution to job strain research by showing that employees' perceptions of failed reciprocity (effort-reward imbalance) can have their origins in their intrinsic overcommitment. We suggest, when implementing interventions, organizations should take into account the dynamic nature of employees' job strain experiences, and particularly the role of individual differences in overcommitment. Affiliation 309Original article Scand J Work Environ Health. 2016;42(4):309-319. doi:10.5271/sjweh.3575 Overcommitment as a predictor of effort-reward imbalance: evidence from an 8-year follow-up study Objective The effort-reward imbalance (ERI) model includes the personal characteristic of overcommitment (OC) and the job-related characteristics of effort, reward, and ERI, all of which are assumed to play a role in an employee's health and well-being at work. The aim of the present longitudinal study was to shed more light on the dynamics of the ERI model by investigating the basic hypotheses related to the role of OC in the model, ie, to establish whether an employee's OC could be a risk factor for an increased experience of high effort, low reward, and high ERI at work. Results Three cross-lagged structural equation models (SEM) were estimated and compared by using full information maximum likelihood method: (i) OC predicted later experiences of effort, reward, and ERI (normal causation model), (ii) effort, reward, and ERI predicted later OC (reversed causation model), and (iii) associations in normal causal and reversed causal models were simultaneously valid (reciprocal causation model). The results supported the normal causation model: strong OC predicted later experiences of high effort, low reward and high ERI. MethodsConclusions High OC is a risk factor for an increased experience of job strain factors; that is, high effort, low reward, and high ERI. Thus, OC is a risk factor not only for an employee's well-being and health but also for an increasing risk for perceiving adverse job strain factors in the working environment.

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Section: Feldt Et Almentioning

confidence: 79%

Section: Methodsmentioning

confidence: 99%

Section: The Effort-reward Imbalance Modelmentioning

confidence: 99%

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Overcommitment as a predictor of effort–reward imbalance: evidence from an 8-year follow-up study

Feldt¹,

Hyvönen²,

Mäkikangas³

et al. 2016

Scand J Work Environ Health

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“…The simple sum score (which forms the work ability index) rates each person on a scale of 7 (very poor work ability) to 49 (excellent work ability). This score has also been classified into the following four categories of work ability: (i) poor (values 7-27), (ii) moderate (values 28-36), (iii) good (values [37][38][39][40][41][42][43], and (iv) excellent (values [44][45][46][47][48][49]. However, in our study, the continuous sum score was used.…”

Section: Methodsmentioning

confidence: 99%

Development trajectories of Finnish managers’ work ability over a 10-year follow-up period

Feldt¹,

Hyvönen²,

Mäkikangas³

et al. 2009

Scand J Work Environ Health

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“…POS was negatively related to thoughts about quitting a job as a result of negative acts in the workplace. Similarly, Kinnunen, Feldt and Makikangas (2008) found that POS was negatively related to the likelihood of leaving an organisation and the frequency of thoughts about leaving the organisation. Accordingly, 'a social network and social support are valuable resources that not only enable individuals to cope with a wide variety of extant stressors but may also facilitate proactive coping efforts' (Aspinwall & Taylor, 1997, p. 421).…”

Section: Perceived Organisational Support and Turnover Intentionmentioning

confidence: 96%

The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa

Schalkwyk¹,

Els²,

Rothmann

2011

SA j. hum. resour. manag.

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Orientation: Because workplace bullying has detrimental consequences on the profitability, work quality and turnover intention of organisations, this phenomenon should be addressed. Perceived Organisational Support (POS) was explored since factors such as role clarity, job information, participation in decision-making, colleague support and supervisory relationships might act as buffers against workplace bullying, subsequently influencing the turnover intention of the organisation.Research purpose: To investigate the role of POS as moderator in the relationship between workplace bullying and turnover intention across sectors in South Africa.Motivation for the study: Workplace bullying is a worldwide concern and it is unclear whether perceived organisational support moderates the relationship between workplace bullying and turnover intention.Research design, approach and method: A cross-sectional survey approach with a quantitative research design was used (N = 13 911). The South African Employee Health and Wellness Survey (SAEHWS) was administered to explore the experiences of bullying behaviour, POS and turnover intention.Main findings: Bullying by superiors is more prevalent than bullying by colleagues. A positive relationship exists between workplace bullying and turnover intention. Role clarity, participation in decision-making and supervisory relationship moderates the relationship between bullying by superiors and turnover intention.Practical/managerial implications: This study creates an awareness of the prevalence of workplace bullying in the South African context so that sufficient counteraction can be encouraged.Contribution/value-add: This study contributes to the limited research regarding workplace bullying in the South African context by quantifying the relationships between workplace bullying POS and turnover intention.How to cite this article: Van Schalkwyk, L., Els, C., & Rothmann, S. (Jr). (2011). The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 9(1), Art. #384, 13 pages. http://dx.doi.org/10.4102/sajhrm.v9i1.384

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Testing the effort-reward imbalance model among Finnish managers: The role of perceived organizational support.

Cited by 127 publications

References 46 publications

Overcommitment as a predictor of effort–reward imbalance: evidence from an 8-year follow-up study

Overcommitment as a predictor of effort–reward imbalance: evidence from an 8-year follow-up study

Development trajectories of Finnish managers’ work ability over a 10-year follow-up period

The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa

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