1,592 publications from this institution
No abstract is provided for this article.
a tab delimited flat file (SDRF file) describing the experimental details for human fractionation samples for the standard protocol of the HeliScopeCAGE protocol
According to the job demands–resources (JD–R) model, job demands and resources evoke two relatively independent processes: health impairment and employee motivation. The robustness of the JD–R model was tested in two different occupational samples, the first of 654 Spanish employees and the second of 477 Dutch employees. Structural equation modeling analyses provided partial evidence for the two processes. Multigroup analyses showed that the structural paths of the model were invariant across countries, although the strength of the relationships differed. We conclude that the basic structure of the JD–R model is maintained, even when applied in different national and occupational contexts, when using different ways of gathering data (computerized versus paper and pencil), and when using slightly different measures to assess the key variables of the model.
This study examined the structure of occupational well‐being among 1,252 Dutch teachers. Building on Warr (1994) and Ryff (1989), a multidimensional model for occupational well‐being (including affective, cognitive, professional, social and psychosomatic dimensions) was proposed and tested. Confirmatory factor analysis supported the distinction between these dimensions. A second‐order factor analysis revealed that affect was the most central dimension, supporting earlier conceptualizations of subjective well‐being that mainly focused on affect.
In this field study a preliminary social exchange model was proposed that related perceived inequity in the employment relationship to subsequent absenteeism and turnover intention. From an equity perspective, it was hypothesized that absenteeism and turnover intention are indirectly related to perceived inequity in the exchange relationship with the organization, mediated by feelings of resentment and poor organizational commitment. By employing covariance structure modelling, the model was tested among mental health care professionals (N = 90). The results demonstrated that the relationship between perceived inequity and turnover intention was fully mediated by poor organizational commitment, which was, in turn, partially triggered by feelings of resentment that were associated with perceived inequity. In contrast, there was a strong direct link between inequity in the employment relationship and absenteeism, not mediated by resentment and poor organizational commitment. It was concluded that absenteeism and turnover intention can both be considered to be withdrawal reactions to perceived inequity, but that the two reactions differ in their underlying dynamics. The implications of these findings were discussed. Keywords: AbsenteeismTurnover IntentionInequityOrganizational Commitment
This article proposes a theoretical perspective on teacher burnout that is based on the principles of social exchange. More specifically, it is argued that burnout results from a lack of reciprocity; that is, from a mismatch between investments and outcomes. Typically, burned-out teachers have given too much long and received too little too late. According to social exchange theory, lack of reciprocity may develop at three levels: at the interpersonal level in the relationships with students, at the team level in the relationships with colleagues, and the organizational level in the relationship with the school. A series of colleagues, and at the organizational level in the relationship with the school. A series of empirical studies among teachers showed that, indeed, the balance of give and take is disturbed, particularly as far as the interpersonal and organizational levels are concerned. Furthermore, lack of reciprocity at all three levels of social exchange is associated with both distress and withdrawal. More specifically, a generic effect is observed; when the balance of give and take is disturbed at any level of social exchange emotional exhaustion develops, the core symptom of burnout. In addition, specific withdrawal effects are observed for each level of social exchange: lack of reciprocity with students results in depersonalization, the second hallmark of burnout; lack of reciprocity with colleagues results in withdrawal from colleagues; and lack of reciprocity with the school results in psychological (reduced organizational commitment) and behavioral (sickness absenteeism) withdrawal from the school
Wilmar Schaufeli es profesor de psicologia del trabajo y las organizaciones en la Universidad de Utrecht en Holanda y profesor distinguido en la Universidad de Leuven en Belgica. Fue listado como el profesor mas productivo por la revista holandesa para la psicologia y sus zonas fronterizas (1993-1995). En 2010 la Academia Europea de Psicologia de la Salud Ocupacional lo distinguio como «fellow» por su destacada carrera y sus contribuciones al campo. Esta en el puesto 22 de los academicos mas importantes en el campo de la administracion y tambien se encuentra en la lista de «las mentes cientificas mas influyentes en el mundo» por su alto numero de citas en Thomson Reuters. Actualmente es reconocido por su creacion del moderno concepto de «Engagement» y por ser autor de la escala «Utrecht Work Engagement Scale (UWES)». La presente entrevista se realizo en Mexico por el autor del presente (AJ) en el 2010 durante su vista como conferencista magistral en el 3er congreso de factores psicosociales en el trabajo organizado por la Red de Investigadores sobre Factores Psicosociales del Trabajo en la Ciudad de Mexico.
No abstract is provided for this article.
Purpose – The purpose of this paper is to differentiate between two types of job resources (i.e. task resources and social resources) and extends the job demands-resources (JD-R) model with a typically Chinese form of social exchange – guanxi exchange – to increase its applicability in the Chinese context. Design/methodology/approach – Multigroup structural equation analysis was used to test the hypotheses in two cross-sectional Chinese samples of 463 police officers and 261 nurses. Findings – Results supported the distinction between social resources and task resources. Social resources were positively related to engagement and organizational commitment (for police officers), task resources were positively related to engagement (for both nurses and police officers), organizational commitment (for police officers), and negatively to burnout (for police officers). Guanxi exchange with supervisors was positively associated with social resources (for both nurses and police officers), task resources (for nurses), and organizational commitment (for police officers). Moreover, guanxi exchange was positively related with work engagement in both nurses and police officers. Unexpectedly, guanxi exchange was positively related with burnout in police officers. Research limitations/implications – Due to its cross-sectional design, longitudinal replication of the findings is desirable in order to establish causality. Practical implications – The effects of informal interpersonal relations (i.e. guanxi exchange) on employees’ well-being and organizational commitment should be acknowledged, especially when developing strategies to reduce burnout and increase work engagement. Originality/value – For the first time, task resources and social resources are distinguished and a Chinese traditional concept ( guanxi exchange) is integrated into the JD-R model.
