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Job Resources (job + resource)
Selected AbstractsManaging job stress in nursing: what kind of resources do we need?JOURNAL OF ADVANCED NURSING, Issue 1 2008Marieke Van Den Tooren Abstract Title.,Managing job stress in nursing: what kind of resources do we need? Aim., This paper is a report of a study to investigate the functionality of different kinds of job resources for managing job stress in nursing. Background., There is increasing recognition that healthcare staff, and especially nurses, are at high risk for burnout and physical complaints. Several researchers have proposed that job resources moderate the relationship between job demands and job-related outcomes, particularly when there is a match between the type of demands, resources, and outcomes. Method., Based on the Demand-Induced Strain Compensation Model, cross-sectional survey data were collected between November 2006 and February 2007 by a paper-and-pencil questionnaire. The final sample consisted of 69 nurses from a Dutch nursing home (response rate 59·4%). Data were analyzed by hierarchical regression analyses. Results., High physical demands had adverse effects on both physical complaints and emotional exhaustion (i.e. burnout), unless employees had high physical resources. A similar pattern was found for high physical demands and emotional resources in predicting emotional exhaustion. The likelihood of finding theoretically-valid moderating effects was related to the degree of match between demands, resources, and outcomes. Conclusion., Job resources do not randomly moderate the relationship between job demands and job-related outcomes. Both physical and emotional resources seem to be important stress buffers for human service employees such as nurses, and their moderating effects underline the importance of specific job resources in healthcare work. Job redesign in nursing homes should therefore primarily focus on matching job resources to job demands in order to diminish poor health and ill-being. [source] Resource reservations with fuzzy requestsCONCURRENCY AND COMPUTATION: PRACTICE & EXPERIENCE, Issue 13 2006T. Röblitz Abstract We present a scheme for reserving job resources with imprecise requests. Typical parameters such as the estimated runtime, the start time or the type or number of required CPUs need not be fixed at submission time but can be kept fuzzy in some aspects. Users may specify a list of preferences which guide the system in determining the best matching resources for the given job. Originally, the impetus for our work came from the need for efficient co-reservation mechanisms in the Grid where rigid constraints on multiple job components often make it difficult to find a feasible solution. Our method for handling fuzzy reservation requests gives the users more freedom to specify the requirements and it gives the Grid Reservation Service more flexibility to find optimal solutions. In the future, we will extend our methods to process co-reservations. We evaluated our algorithms with real workload traces from a large supercomputer site. The results indicate that our scheme greatly improves the flexibility of the solution process without having much affect on the overall workload of a site. From a user's perspective, only about 10% of the non-reservation jobs have a longer response time, and from a site administrator's view, the makespan of the original workload is extended by only 8% in the worst case. Copyright © 2006 John Wiley & Sons, Ltd. [source] Using the job demands-resources model to predict burnout and performanceHUMAN RESOURCE MANAGEMENT, Issue 1 2004Arnold B. Bakker The job demands-resources (JD-R) model was used to examine the relationship between job characteristics, burnout, and (other-ratings of) performance (N = 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra-role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes. © 2004 Wiley Periodicals, Inc. [source] Managing job stress in nursing: what kind of resources do we need?JOURNAL OF ADVANCED NURSING, Issue 1 2008Marieke Van Den Tooren Abstract Title.,Managing job stress in nursing: what kind of resources do we need? Aim., This paper is a report of a study to investigate the functionality of different kinds of job resources for managing job stress in nursing. Background., There is increasing recognition that healthcare staff, and especially nurses, are at high risk for burnout and physical complaints. Several researchers have proposed that job resources moderate the relationship between job demands and job-related outcomes, particularly when there is a match between the type of demands, resources, and outcomes. Method., Based on the Demand-Induced Strain Compensation Model, cross-sectional survey data were collected between November 2006 and February 2007 by a paper-and-pencil questionnaire. The final sample consisted of 69 nurses from a Dutch nursing home (response rate 59·4%). Data were analyzed by hierarchical regression analyses. Results., High physical demands had adverse effects on both physical complaints and emotional exhaustion (i.e. burnout), unless employees had high physical resources. A similar pattern was found for high physical demands and emotional resources in predicting emotional exhaustion. The likelihood of finding theoretically-valid moderating effects was related to the degree of match between demands, resources, and outcomes. Conclusion., Job resources do not randomly moderate the relationship between job demands and job-related outcomes. Both physical and emotional resources seem to be important stress buffers for human service employees such as nurses, and their moderating effects underline the importance of specific job resources in healthcare work. Job redesign in nursing homes should therefore primarily focus on matching job resources to job demands in order to diminish poor health and ill-being. [source] How changes in job demands and resources predict burnout, work engagement, and sickness absenteeismJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2009Wilmar B. Schaufeli The present longitudinal survey among 201 telecom managers supports the Job Demands-Resources (JD-R) model that postulates a health impairment process and a motivational process. As hypothesized, results of structural equation modeling analyses revealed that: (1) increases in job demands (i.e., overload, emotional demands, and work-home interference) and decreases in job resources (i.e., social support, autonomy, opportunities to learn, and feedback) predict burnout, (2) increases in job resources predict work engagement, and (3) burnout (positively) and engagement (negatively) predict registered sickness duration ("involuntary" absence) and frequency ("involuntary" absence), respectively. Finally, consistent with predictions results suggest a positive gain spiral: initial work engagement predicts an increase in job resources, which, in its turn, further increases work engagement. Copyright © 2009 John Wiley & Sons, Ltd. [source] Occupational stress in (inter)action: the interplay between job demands and job resourcesJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2005Natasja van Vegchel The present study addresses theoretical issues involving different interaction effects between job demands and job resources, accompanied by a thorough empirical test of interaction terms in the demand,control (DC) model and the effort,reward imbalance (ERI) model in relation to employee health and well-being (i.e., exhaustion, psychosomatic health complaints, company-registered sickness absence). Neither the DC model nor the ERI model gives a clear theoretical rationale or preference for a particular interaction term. Hierarchical regression analyses were conducted among 405 nursing home employees and cross-validated in a comparable sample (N,=,471). Results including cross-validation showed that only a multiplicative interaction term yielded consistent results for both the DC model and the ERI model. Theoretical as well as empirical results argue for a multiplicative interaction term to test the DC model and the ERI model. Future job stress research may benefit from the idea that there should be a theoretical preference for any interaction form, either in the DC model or in the ERI model. However, more research on interactions is needed to address this topic adequately. Copyright © 2005 John Wiley & Sons, Ltd. [source] | ||||||||||