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Writing Clearly
Published in Ben Lennox Kail, Robert V. Kail, Effective Writing for Sociology, 2023
Ben Lennox Kail, Robert V. Kail
Sometimes sprawl resists all the techniques we've mentioned in the past few pages. In that case, there's no shame in splitting the long, sprawling sentence into two shorter, crisper sentences.According to the Job Demands–Resources model, employee burnout is more common when jobs demand constant physical or mental effort, but burnout is less common when jobs are seen as stimulating, challenging, and fulfilling, which explains why engaged employees often describe a hard day's work as satisfying rather than exhausting.
Managing and Preventing Employee Burnout
Published in Cary L. Cooper, Psychological Insights for Understanding COVID-19 and Work, 2020
As we discussed in Chapter 4, the job demands-resources model provides us with additional insight into understanding how job demands and resources can affect engagement and burnout (Bakker and Demerouti 2007; Bakker, Demerouti, & Sanz-Vergel, 2014; Demerouti et al., 2001; Demerouti & Cropanzano, 2010; Schaufeli & Salanova, 2014). If you recall, job demands can be divided into challenges and hindrances; challenges are supportive of engagement, and hindrances can lead to burnout. Importantly, job hindrances can include role and interpersonal conflicts, emotional demands, bureaucratic barriers, and insufficient funds or staffing. Job resources have been shown to increase engagement and decrease burnout (Crawford et al., 2010); in other words, not having sufficient job resources can lead to burnout. This includes resources such as autonomy on the job, informative feedback that helps your employee improve performance, opportunities for employees to participate in making decisions, especially those that affect them, and support from you, the manager. Of course, we have prev iously discussed a variety of performance management actions you can take relative to job demands and job resources that foster engagement rather than contribute to employee burnout. Next, we explore additional actions you can take, particu larly the importance of promoting recovery and encouraging detachment.
Health Impairment Process in Human Service Work
Published in Dorota Żołnierczyk-Zreda, Emotional Labour in Work with Patients and Clients, 2020
The study results have largely confirmed the job demands–resources model. Emotional job demands were not directly related to depression but led to it indirectly through increased job burnout. The buffering role of personal resources has only partially been supported by the empirical evidence. Among the tested moderation effects, only the relation between the hiding emotions job demand and job burnout was confirmed. The obtained results, apart from cognitive values, offer useful information for psychological practice. The results show that strengthening individual worker resources can be part of prevention programs, including coping with stress and reducing the risk of burnout among persons employed in social mission occupations.
Work conditions as predictors of Swedish occupational therapists’ occupational balance
Published in Scandinavian Journal of Occupational Therapy, 2023
Carita Håkansson, Annika Lexén
The results of the present study showed that reasonable demands (workload) and reasonable resources (control and reward) predicted high occupational balance. According to the job demands-resources model [31], people can meet demands if they have the resources they need. In contrast, they can be stressed even by simple requirements if they do not have the resources to manage the situation and do not receive any support. Previous studies have shown that high demands and insufficient resources predict psychological disease [32] and higher burnout rates [33]. Taken together, it seems that a workplace, where the employees have a manageable level of demands in relation to the available resources, enables the employees to perceive high occupational balance. Both have been shown to be associated with absent or negligible stress symptoms among occupational therapists [2].
Working environment, work engagement and mental health problems among occupational and physical therapists
Published in Scandinavian Journal of Occupational Therapy, 2023
Steffen Torp, Linn Therese Jacobsen Bergheim
The WHO [3] definition of health includes not merely the absence of disease and infirmity but also physical, mental and social well-being. Nevertheless, most research on health among employees has used diseases as their outcome measures and not so much positive health measures related to the different types of well-being [4,5]. In the context of work, it has been argued that work engagement may serve as a positive health measure because it is closely related to happiness and productivity and because the environmental resources of the workplace drive engagement [6,7]. Engagement has also the potential of preventing mental disorders such as depression and anxiety [8]. According to the job demands–resources model [9], two distinct processes lead to poor health and to positive organisational outcomes: the energetic process and the motivational process [10]. The energetic process is driven by job demands (such as quantitative and qualitative demands and role conflict) leading to burnout and ultimately poor health and diseases. The motivational process is driven by job resources (such as decision authority, social support and meaningful work), leading to work engagement, which results in positive organisational outcomes (such as identification with the workplace, intention to stay in work and high productivity). It seems reasonable that the motivational process may also result in workers feeling healthier.
Australian bus drivers’ perspectives of passenger hostility: A qualitative study
Published in Journal of Workplace Behavioral Health, 2022
Samantha Ferguson, Elia Jade Edwards, Melanie Davis, Jason I. Racz, Nicholas Buys, Graham Bradley
Customer hostility is one of several social and emotional stressors encountered by service industry workers. Other stressors involve aspects of the tasks performed by workers and the environmental and organizational context in which this work takes place. One model that captures a broad range of factors that impinge upon worker well-being is the Job Demands-Resources model (JD-R; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). This model proposes that workers are likely to experience burnout (i.e., exhaustion and disengagement) when performing jobs that are high in demands and low in resources. Job demands refer to taxing organizational, social, or physical factors such as high workload, time pressure and oppressive physical environments. Job resources are factors such as social support, autonomy, control, and feedback that mitigate the impacts of job demands, and enhance worker engagement.