Work & Performance - knowledge clips
Work and performance – lecture 2 (knowledge
clip 1)
Basic principles
Theoretical models
1. DCS (demand-control-support model)
2. JD-R (job demand resources model)
3. DISC and DISC-R (demand induced strain compensation (recovery))
4. ERI
5. JCM (job characteristics model)
6. Vitamin Model
Demand-Control Model (Karasek, 1979)
- Job demands in this model are
mostly quantitative demands
(workload)
- Job control is for example
determent by their skill
decrement, number of skills
they need to use in their jobs
and the extent to which they
can decide themselves how to
do their job (autonomy)
- Two hypotheses
1. Strain: As job demands get
higher and job control gets
lower, strain increases. (red
arrow)
2. Active learning: As job demands get higher and job control gets
higher as well, there is more active learning on the job. (green
arrow)
Demand-Control-Support Model (an extension (uitbereiding) on
the demand-control model)
- = job demands can not only be buffered by job control, but also by
social support.
- High demands, low control
and low social support is
dangerous, provides extra
strain. This kind of jobs are
called iso-strained jobs
(isolated).
,The original JD-R model (Demerouti et al., 2001)
This model states that
job demands lead to exhaustion whereas job resources lower
disengagement. Exhaustion and disengagement are two aspects of burn
out.
- Job demands = characteristics of the work and working conditions
that are negative. For example, physical demands, emotional
demands, mental strain. Just every characteristic of the job that
requires effort.
- Job resources = positive job characteristics, such as autonomy,
social support, appreciation, learning opportunities and salaries.
Characteristics that help you to perform your tasks.
- Two processes in the original JD-R model
1. Overtaxing = high job demands lead to exhaustion
2. Withdrawal = low job resources lead to disengagement
The revised JD-R model (Schaufeli & Bakker, 2004)
- They considered burn out as one construct rather than two, as in de
the original model.
- They stated that job demands increase burn out and job resources
lower burn out.
, - They added work engagement as a positive psychological
counterpart of burn out through the model. States that job resources
increase work engagement.
- They also focus on work outcomes, such as health and productivity.
- They state that job demands, and job resources lead to work
outcomes through burn out and work engagement. So, burnout and
work engagement are the explanatory variables/mediators of the
relationships of job demand and job resources on one hand and work
outcomes on the other hand.
- Two processes in the revised JD-R model
1. Health impairment process = from job demand through burnout
to work outcomes
2. Motivational process = from job resources through work
engagement to work outcomes
Further revisions of the JD-R model
1. Job
demands also may influence work engagement, in positive
(challenges) and negative (obstacles) way.
2. Job demands and job resources may interact. Job resources may act
as a buffer on the negative effects of job demands. Vice versa
Final addition to the JD-R model: personal resources
- Personal resources = characteristics of the individual, that helps
them to fulfill their tasks. For example, high resilience, self-efficacy,
high self-esteem, optimism, etc.
- Personal resources can have an effect in five different ways
a. Regardless of the job demand and resources, the personal
resources can lower burnout or improve work engagement.
b. Moderate: Personal resources can also moderate between the
relationship of job demand and burnout and the relationship
between job resources and work engagement.
c. Mediate: Personal resources can also mediate. For example,
autonomy as a job resource, can lead to more self-efficacy and
that can lead to less burnout and more work engagement.
d. Personal resources may influence the job demands and the job
resources or the perception of them. For example, optimistic
people may see workload as a challenge rather than an obstacle.
Work and performance – lecture 2 (knowledge
clip 1)
Basic principles
Theoretical models
1. DCS (demand-control-support model)
2. JD-R (job demand resources model)
3. DISC and DISC-R (demand induced strain compensation (recovery))
4. ERI
5. JCM (job characteristics model)
6. Vitamin Model
Demand-Control Model (Karasek, 1979)
- Job demands in this model are
mostly quantitative demands
(workload)
- Job control is for example
determent by their skill
decrement, number of skills
they need to use in their jobs
and the extent to which they
can decide themselves how to
do their job (autonomy)
- Two hypotheses
1. Strain: As job demands get
higher and job control gets
lower, strain increases. (red
arrow)
2. Active learning: As job demands get higher and job control gets
higher as well, there is more active learning on the job. (green
arrow)
Demand-Control-Support Model (an extension (uitbereiding) on
the demand-control model)
- = job demands can not only be buffered by job control, but also by
social support.
- High demands, low control
and low social support is
dangerous, provides extra
strain. This kind of jobs are
called iso-strained jobs
(isolated).
,The original JD-R model (Demerouti et al., 2001)
This model states that
job demands lead to exhaustion whereas job resources lower
disengagement. Exhaustion and disengagement are two aspects of burn
out.
- Job demands = characteristics of the work and working conditions
that are negative. For example, physical demands, emotional
demands, mental strain. Just every characteristic of the job that
requires effort.
- Job resources = positive job characteristics, such as autonomy,
social support, appreciation, learning opportunities and salaries.
Characteristics that help you to perform your tasks.
- Two processes in the original JD-R model
1. Overtaxing = high job demands lead to exhaustion
2. Withdrawal = low job resources lead to disengagement
The revised JD-R model (Schaufeli & Bakker, 2004)
- They considered burn out as one construct rather than two, as in de
the original model.
- They stated that job demands increase burn out and job resources
lower burn out.
, - They added work engagement as a positive psychological
counterpart of burn out through the model. States that job resources
increase work engagement.
- They also focus on work outcomes, such as health and productivity.
- They state that job demands, and job resources lead to work
outcomes through burn out and work engagement. So, burnout and
work engagement are the explanatory variables/mediators of the
relationships of job demand and job resources on one hand and work
outcomes on the other hand.
- Two processes in the revised JD-R model
1. Health impairment process = from job demand through burnout
to work outcomes
2. Motivational process = from job resources through work
engagement to work outcomes
Further revisions of the JD-R model
1. Job
demands also may influence work engagement, in positive
(challenges) and negative (obstacles) way.
2. Job demands and job resources may interact. Job resources may act
as a buffer on the negative effects of job demands. Vice versa
Final addition to the JD-R model: personal resources
- Personal resources = characteristics of the individual, that helps
them to fulfill their tasks. For example, high resilience, self-efficacy,
high self-esteem, optimism, etc.
- Personal resources can have an effect in five different ways
a. Regardless of the job demand and resources, the personal
resources can lower burnout or improve work engagement.
b. Moderate: Personal resources can also moderate between the
relationship of job demand and burnout and the relationship
between job resources and work engagement.
c. Mediate: Personal resources can also mediate. For example,
autonomy as a job resource, can lead to more self-efficacy and
that can lead to less burnout and more work engagement.
d. Personal resources may influence the job demands and the job
resources or the perception of them. For example, optimistic
people may see workload as a challenge rather than an obstacle.
