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The study tested a model of relationships of work demands (work overload and misbehavior of the students) and personal resources (self-efficacy) with job outcomes (turnover intention and job crafting behavior), as well as the mediation of work engagement on those relationships. The sample consisted of 451 Brazilian teachers, male and female (70.7% female), with ages ranging from 20 to 69 years (M = 38.63; SD = 10.36). The data analysis was performed through structural equation modeling and the fit indices were adequate. The results showed that work engagement mediated self-efficacy relationships with turnover intention and job crafting behavior. These findings present evidence for the JD-R Theory, according to which the demands exhaust the worker's energy and produce negative outcomes at work, while the personal resources improve the work engagement and produce more positive outcomes. Training programs could be implemented to develop self-efficacy and attitudes of greater work engagement in the teachers, which could make them more proactive and guarantee that they continue in their jobs. [ABSTRACT FROM AUTHOR]

Copyright of Psychology: Science & Practice is the property of Faculty of Philosophy, "Ss. Cyril & Methodius" University in Skopje and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Aim: The aim of the study was to check whether there is a link between perinatal stress events, self-efficacy, and burnout in a group of midwives. According to the Job Demands-Resources model (JD-R model), perinatal stress events may be linked to burnout, and self-efficacy can play a mediating role in this connection. Design: A quantitative longitudinal study. Methods: The research involved 99 midwives working in the Polish public health service. Results: Stepwise regression analysis showed a direct relationship between perinatal stress events and emotional exhaustion (ß = 0.12; p = 0.02). The results of mediation analysis suggest that self-efficacy plays the role of mediator in the perinatal stress events - emotional exhaustion relationship (ß = -0.12; p < 0.001), and plays the role of suppressive variable in the perinatal stress events - disengagement from work relationship, (ß = -0.10; p = 0.008). Seniority acts as a moderator between perinatal stress events and exhaustion in the relationship mediated by self-efficacy (ß = 0.07; p = 0.04). Conclusion: The results confirm the assumptions of the JD-R model regarding the link between job demands, job resources, and occupational burnout. Perinatal stress events can be a predictor of exhaustion, especially when combined with low self-efficacy and limited seniority. [ABSTRACT FROM AUTHOR]

Research on the outcomes of leader humor has mainly focused on attitudinal or in-role behaviors, while proactive change-oriented behaviors have been neglected. Addressing these issues is important for scholars and practitioners to better understand how leader humor enables subordinates to behave proactively. By integrating the resource accumulation perspective and the motivational process of the Job Demands–Resources (JD-R) model, we frame leader humor as a socioemotional resource that can help employees to create other forms of resources, such as job resources (i.e., perceived organizational support). In turn, these job resources relate to employees’ motivations (i.e., work engagement) and behaviors (i.e., job crafting). We predict that leader humor is positively related to seeking resources and challenges and negatively associated with reducing demands through the serial mediating effects of followers’ perceived organizational support and work engagement. We test these hypotheses using an experimental design with a field sample in Study 1. Furthermore, we strengthen our hypotheses by replicating our results through a multiwave field study in Study 2. We consistently find: (1) a positive association between leader humor and followers’ perceived organizational support, (2) a positive link between followers’ perceived organizational support and work engagement, and (3) serial mediating effects of followers’ perceived organizational support and work engagement on the leader humor–job crafting link. The implications of the findings and future directions for research investigating leader humor and job crafting are discussed.

Orientation: Considering the negative and positive consequences of burnout and work engagement, respectively (i.e. concepts used in reference to well-being), for both workers and organisations, it is crucial to identify their antecedents in order to prevent burnout and foster work engagement. Research purpose: We investigated the mediating role of work-to-family conflict (WFC) and work-to-family enrichment (WFE) in the relationships between work environment (i.e. emotional load and workload as job demands; support and recognition from supervisors as job resources) and well-being (i.e. work engagement and burnout). The buffering effect of job resources in the job demands–WFC relationships was also tested. Motivation for the study: The present research tries to respond to recent recommendations in the field of work–family interface and burnout. Research approach/design and method: A total of 226 employees of a Belgian Federal Public Service were surveyed. Our cross-sectional research model was tested using structural equation modelling with Mplus. Main findings: Workload and support were related to WFC, whereas only recognition was related to WFE. Both WFC and WFE were related to work engagement and burnout. The two job resources buffered the workload–WFC relationship. Practical/managerial implications: Supervisors can increase WFE by recognising employees’ efforts and reduce WFC by promoting a supportive work environment and reducing the workload. By doing so, supervisors increase work engagement and decrease burnout, thus enhancing workers’ well-being. Contribution/value-addition: This study highlights that the two job resources operate in different ways regarding work-to-family interface: recognition activates the resource generation and motivational processes, whereas support operates in the resource depletion and health impairment processes. The role of supervisors is thus crucial in the emergence of workers’ well-being.

The aim of our review is to identify the key job resources and demands of nursing staff by integrating findings from previously published reviews along the lines of the JD-R model. Understanding these is highly relevant given the ever-increasing pressure in nursing work and the challenges of healthcare organizations in recruiting qualified staff. It is also an important step toward developing targeted workplace interventions. A comprehensive search of the literature identified 14 quantitative and qualitative reviews that were included in our integrative review of reviews. Thematic analysis identified three key job demands and six key job resources of nursing staff, namely work overload, lack of formal rewards, work-life interference, supervisor support, fair and authentic management, transformational leadership, interpersonal relations, autonomy and professional resources. Our results corroborate findings from previous reviews, expand the relevance and generalizability by considering a broader range of relevant health-related and motivational outcomes, and highlight the importance of leadership practices in nursing.

Copyright of La Medicina del Lavoro is the property of Mattioli 1885 SpA and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Research on the outcomes of leader humor has mainly focused on attitudinal or in-role behaviors, while proactive change-oriented behaviors have been neglected. Addressing these issues is important for scholars and practitioners to better understand how leader humor enables subordinates to behave proactively. By integrating the resource accumulation perspective and the motivational process of the Job Demands–Resources (JD-R) model, we frame leader humor as a socioemotional resource that can help employees to create other forms of resources, such as job resources (i.e., perceived organizational support). In turn, these job resources relate to employees' motivations (i.e., work engagement) and behaviors (i.e., job crafting). We predict that leader humor is positively related to seeking resources and challenges and negatively associated with reducing demands through the serial mediating effects of followers' perceived organizational support and work engagement. We test these hypotheses using an experimental design with a field sample in Study 1. Furthermore, we strengthen our hypotheses by replicating our results through a multiwave field study in Study 2. We consistently find: (1) a positive association between leader humor and followers' perceived organizational support, (2) a positive link between followers' perceived organizational support and work engagement, and (3) serial mediating effects of followers' perceived organizational support and work engagement on the leader humor–job crafting link. The implications of the findings and future directions for research investigating leader humor and job crafting are discussed. [ABSTRACT FROM AUTHOR]

Correlates of turnover intent among primary (N = 580) and secondary (N = 675), male (N = 254) and female (N = 999) teachers, were examined through the lens of the job demands-resources (JD-R) model. Multigroup structural equation modelling indicated that job demands (workload, student misbehaviour), and the personal demand of work–family conflict, were positively associated with emotional exhaustion—the core dimension of burnout. All demands indirectly related to turnover intent via emotional exhaustion. Among all teacher groups, no significant differences were found in level of emotional exhaustion or turnover intent, and only mild stress was reported as a result of student misbehaviour. Work–family conflict was the strongest predictor of emotional exhaustion for male and female teachers. Results suggest the JD-R as a promising theory for use in explaining job-related outcomes among Australian teachers, and that personal demands should be examined in addition to job demands within it. [ABSTRACT FROM AUTHOR]

Based on the Job Demands-Resources model (JD-R), the aim of this study was to verify work engagement and burnout prediction models in relation to self-efficacy and the following four job crafting strategies: increasing structural job resources, increasing challenging job demands, increasing social job resources, and decreasing hindering job demands. Data was obtained by using questionnaires. The sample comprised 178 employed participants between 20 and 58 years of age. The results indicated that crafting challenging demands (e.g., seeking extra tasks) and social job resources (e.g., asking for feedback on job performance) was positively associated with work engagement. Behavioral strategies connected with the avoidance of difficulties at work (decreasing hindering job demands), associated with younger age of employees in managerial positions, significantly contributed to burnout. Self-efficacy as a personal source partially mediated the relationship between increasing challenging job demands and work engagement. Participants in managerial positions indicated a higher level of job crafting, work engagement, and self-efficacy as opposed to individual contributors. The results of the study are practically applicable in organizations in the form of stimulations, management, and the support of those job crafting strategies that contribute to benefits on an individual and organizational level. [ABSTRACT FROM AUTHOR]

We examine the role of personal resources (hardiness) and personal vulnerability factors (external locus of control and helplessness) at work, among 430 teachers at private schools. Based on the Job Demands-Resources (JD-R) model and the conservation of resources theory, we parallel tested both motivational and health-impairment processes on the teachers' individual outcomes. The JDR model's motivational process was related to life satisfaction, and the health impairment process to perception of ill health. We hypothesize that hardiness will foster work engagement and that its role in the motivational process will be to mediate between job resources and work engagement. Then, we hypothesize that hardiness will prevent job burnout. Self-evaluations are expected to be activated by job burnout as an effect of its third dimension, inefficacy. We examine the mediational role of these self-evaluations between job burnout and ill health, and between job burnout and life satisfaction. The hypotheses are tested simultaneously using structured equation modelling. The results indicate that hardiness partially mediates the relationship between job resources and work engagement, and that hardiness reduces job burnout. Self-evaluations did not increase perception of ill health, but they did mediate the relationship between job burnout and life satisfaction. The findings show that hardiness plays the role of a personal resource in the motivational process and that it also has a preventive function against job burnout. Personal vulnerability factors, in the form of self-evaluations, were activated by job burnout, and their role was to significantly reduce life satisfaction. We discuss the implications of these findings. [ABSTRACT FROM AUTHOR]

The aim of our review is to identify the key job resources and demands of nursing staff by integrating findings from previously published reviews along the lines of the JD-R model. Understanding these is highly relevant given the ever-increasing pressure in nursing work and the challenges of healthcare organizations in recruiting qualified staff. It is also an important step toward developing targeted workplace interventions. A comprehensive search of the literature identified 14 quantitative and qualitative reviews that were included in our integrative review of reviews. Thematic analysis identified three key job demands and six key job resources of nursing staff, namely work overload, lack of formal rewards, work-life interference, supervisor support, fair and authentic management, transformational leadership, interpersonal relations, autonomy and professional resources. Our results corroborate findings from previous reviews, expand the relevance and generalizability by considering a broader range of relevant health-related and motivational outcomes, and highlight the importance of leadership practices in nursing. [ABSTRACT FROM AUTHOR]

Orientation: Considering the negative and positive consequences of burnout and work engagement, respectively (i.e. concepts used in reference to well-being), for both workers and organisations, it is crucial to identify their antecedents in order to prevent burnout and foster work engagement. Research purpose: We investigated the mediating role of work-to-family conflict (WFC) and work-to-family enrichment (WFE) in the relationships between work environment (i.e. emotional load and workload as job demands; support and recognition from supervisors as job resources) and well-being (i.e. work engagement and burnout). The buffering effect of job resources in the job demands–WFC relationships was also tested. Motivation for the study: The present research tries to respond to recent recommendations in the field of work–family interface and burnout. Research approach / design and method: A total of 226 employees of a Belgian Federal Public Service were surveyed. Our cross-sectional research model was tested using structural equation modelling with Mplus. Main findings: Workload and support were related to WFC, whereas only recognition was related to WFE. Both WFC and WFE were related to work engagement and burnout. The two job resources buffered the workload–WFC relationship. Practical/managerial implications: Supervisors can increase WFE by recognising employees' efforts and reduce WFC by promoting a supportive work environment and reducing the workload. By doing so, supervisors increase work engagement and decrease burnout, thus enhancing workers' well-being. Contribution/value-addition: This study highlights that the two job resources operate in different ways regarding work-to-family interface: recognition activates the resource generation and motivational processes, whereas support operates in the resource depletion and health impairment processes. The role of supervisors is thus crucial in the emergence of workers' well-being. [ABSTRACT FROM AUTHOR]

Objectives: Practitioners and organizational leaders are calling for practical ways to explain and monitor factors that affect workplace health and productivity. This article builds on the well‐established Job Demands‐Resources (JD‐R) model and proposes an empirically tested ratio that aggregates indicators of job resources and demands. In this study, we calculate a ratio of generalizable job resources and demands derived from the JD‐R model and then translate the ratio into the language of company stakeholders. Methods: We calculated a ratio based on measures applied in a large stress management intervention study (n = 2983) and report the findings from cross‐sectional analysis with health and productivity outcomes from same‐source and separate‐source data. Results: Findings showed a strong and unambiguous increase in health and productivity measures with each step of increase in the ratio. Loss in explained variance due to aggregation of two factors into a single ratio is small for measures which are known to be predicted by both factors simultaneously. Conclusions: A translation and visualization of the ratio that is accessible to practitioners and organizational leaders is presented and its use in companies discussed. [ABSTRACT FROM AUTHOR]

Research has evidenced that interventions to increase employees' resources and decrease their work demands can enhance their work engagement. Objective assess the efficacy of an intervention program based on job crafting behaviors on the job crafting behaviors and work engagement of teachers. The sample consisted of 82 public education teachers divided in two groups. The intervention group consisted of 41 male and female teachers (81 % female), while the comparison group also consisted of 41 male and female teachers (79.1 % female). At the end of the intervention, the scores of the participants in the intervention group on the work engagement and job crafting behaviors scales were significantly higher than the scores in the comparison group. The findings recommend the implementation of intervention programs based on the job crafting behaviors, enhancing the teachers' awareness of their demands and resources as a way to increase their work engagement. [ABSTRACT FROM AUTHOR]

Leadership styles offer relevant clues to the challenging issue of managing volunteers. In particular, we assume that leaders encouraging a collective dimension -- such as communal identity, recognition, and trust -- among followers can improve positive outcomes. The study aims to analyze the relationship between two key leadership behaviors and volunteer satisfaction, hypothesizing a mediating role of work engagement. The hypothesized relations were tested by using structural equation models in a group of 195 Italian volunteers. Results show that the two key leadership behaviors studied are positively associated to work engagement, which, in turn, is positively related to volunteer satisfaction. The relationships between the antecedents and outcome are totally mediated by work engagement. We explain our findings through the job demands-resources (JD-R) model. Training programs for leaders can be implemented on the basis of this study to enhance volunteers' well-being. [ABSTRACT FROM AUTHOR]

The study investigates if the job-demands resources (JD-R) model could be improved by including workaholism in its health impairment process. Salient predictors and antecedents of workaholism and work engagement are identified in a sample of 12170 employees at Norwegian universities and university colleges. Structural equation modeling suggested that job demands and job resources relate to workaholism and work engagement, respectively. The results also revealed that both workaholics and work-engaged employees put in more hours at work than was expected of them. We found that workaholism was negatively related to work-related health, whereas work engagement was positively related to work-related health. These findings support the notion of workaholism and work engagement as two different forms of working hard. Finally, we tested the buffer hypothesis that job resources would moderate the effect of job demands on workaholism. The moderations were in the expected direction, but effect sizes were weaker than those typically reported in previous investigations. In conclusion, the present study supports the expansion of including workaholism in the JD-R model.

Background: Apart from the workplace, drawing support from family and religion is critical to maintaining the well-being of high-technology employees. Relying on the job demands-resources model and the positive affective spillover effect, the aim of this study was to investigate the mediated relationship of family support, work engagement and subjective well-being, and the moderating effect of religious attendance on the mediated relationship. Methods: A cross-sectional research design was adopted. Mediation and moderated mediation were tested using the PROCESS macro v3.5 for the SPSS supplement. Purposive sampling was used for the distribution of questionnaires to high-technology employees in Taiwan. Results: Results from the data of 603 high-technology employees indicated that family support, work engagement, and subjective well-being exhibited a significant mediated relationship, and the mediated relationship was stronger among individuals with religious attendance experience. Conclusions: This study emphasizes the driving effect of family support on high-technology employee well-being and the moderating effect of religious attendance as a situational strength. We recommend closely attending to employee well-being because doing so is conducive to both the personal quality of life of employees and the sustainable development of organizations.

Cross-sectional studies suggest that Type D personality is a risk factor for work-related exhaustion and engagement, but longitudinal evidence is lacking. The present 3-wave study examined its longitudinal effects, taking into account existing job demands and resources, exhaustion, engagement, and neuroticism. Data were extracted from the LISS-panel, based on a random sample of the Dutch population. Hierarchical multiple regression analyses were conducted among respondents (N = 2273) who were employed during the 7-month study. Respondents worked in sectors varying from healthcare to industry. In the longitudinal analyses Type D personality was not a significant predictor for exhaustion/engagement over and above existing exhaustion/engagement, neuroticism, job demands and resources, in contrast to cross-sectional analyses. Job demands and resources explained a trivial proportion of variance of exhaustion and engagement in longitudinal analyses. Using the two elements of Type D personality (negative affectivity and social inhibition) did not change main findings. Existing exhaustion and engagement were significant and dominant predictors. We found no evidence to prove that Type D personality is relevant in the development of emotional exhaustion and engagement. Findings stress the necessity of longitudinal studies controlling for corresponding variables assessed earlier to prevent overestimations of effects. [ABSTRACT FROM AUTHOR]

The Problem: Although the current proliferation of employee engagement research in human resource development (HRD) has advanced our theoretical understanding of the nature of employee engagement and its importance, the scarcity of practical knowledge has circumscribed our understanding of how to assess, boost, and sustain employee engagement in workplaces. The Solution: Examining the life cycle of employee engagement theory, we determined that employee engagement is in the initial stages of becoming a formal theory. A better understanding of the application of employee engagement theory would facilitate the development of more effective interventions for building employee engagement and would, in turn, strengthen the etiology of employee engagement, which represents a complex interplay of multiple variables involving individual and environmental factors. Key Stakeholders: This study contributes to the HRD literature by elucidating the need for greater attention to the practical applications of employee engagement theory in HRD scholars and scholar-practitioners' future research and practice. [ABSTRACT FROM AUTHOR]

The study investigates if the job-demands resources (JD-R) model could be improved by including workaholism in its health impairment process. Salient predictors and antecedents of workaholism and work engagement are identified in a sample of 12170 employees at Norwegian universities and university colleges. Structural equation modeling suggested that job demands and job resources relate to workaholism and work engagement, respectively. The results also revealed that both workaholics and work-engaged employees put in more hours at work than was expected of them. We found that workaholism was negatively related to work-related health, whereas work engagement was positively related to work-related health. These findings support the notion of workaholism and work engagement as two different forms of working hard. Finally, we tested the buffer hypothesis that job resources would moderate the effect of job demands on workaholism. The moderations were in the expected direction, but effect sizes were weaker than those typically reported in previous investigations. In conclusion, the present study supports the expansion of including workaholism in the JD-R model. [ABSTRACT FROM AUTHOR]

The current research examined the role of perceived authentic leadership (AL), work overload (job demand), and autonomy on the job (job resource) in strain and motivational paths of the JD-R model. The sample of the present study was recruited through purposive sampling technique and it comprised 500 university teachers from Islamabad and the Punjab province. Decision Authority Subscale of Job Content Questionnaire (Karasek, 1985), Authentic Leadership Questionnaire (Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008), Quantitative overload subscale of Role Overload Scale (Dekker & Barling, 1995), Organizational Citizenship Behavior Scale (Williams & Anderson, 1991), Maslach Burnout Inventory-Educator Survey (Maslach, Jackson, & Leiter 1996), In-Role Performance Scale (William & Anderson, 1991), and Utrecht Work Engagement Scale (Schaufeli & Bakker, 2003) were used in the current research. Findings of structured equation modeling indicated that perceived AL positively predicted job autonomy, in-role performance, work engagement (WE), and extra-job execution, and contrarily anticipated job over-burden and burnout. Employment self-rule decidedly anticipated extra-job execution and WE and adversely anticipated burnout. Burnout was the negative predictor of in-role performance as well as extra-role performance. Burnout suppressed the negative effect of role overload on in-role performance. Job autonomy and role overload mediated the relationships of perceived AL with extra-role performance, burnout, and WE; and burnout mediated the relationships of perceived AL with in-job and extra-job execution. Implications of the results and proposals for future investigations have been reflected upon. [ABSTRACT FROM AUTHOR]

This study investigates how individual- and unit-level performance can be fostered by supervisors' behavioural styles (managerial coaching) and the personal relationship between supervisor and subordinate (leader–member exchange, LMX). The JD-R model holds that good leadership serves as a job resource and triggers a motivational process that will lead through work engagement to good performance. This study first introduces and validates novel measurement instruments for managerial coaching, LMX, and self-rated performance. Then, the study utilizes multilevel methodology (MSEM) to investigate the connections between study variables at the individual- and unit-level. A sample from two organizations (N = 655) was utilized in the measurement validation and a sample from multiple organizations (N = 879) in the hypothesis testing. Samples using self-rating measurements were collected from different Finnish organizations between 2011 and 2012. The results show that, while managerial coaching was connected more to the unit-level performance, LMX had stronger effect to the individual performance and work engagement, which was connected with the unit-level performance. Analysing two leadership constructs at the same time suggests that there are different mechanisms driving managerial coaching and the LMX relationship in the motivational process and towards good performance as the JD-R model proposes. The study also contributes to literature by introducing and validating measurement instruments. [ABSTRACT FROM AUTHOR]

Purpose The association between resources and work engagement has been well-established among different occupational groups. The purpose of this paper is to go one step further through the investigation of the relationship between personal (i.e. hardy personality) and job-related (i.e. opportunity for learning and development) resources and work engagement in the long run.Design/methodology/approach A two-wave longitudinal study was conducted on a sample of healthcare professionals working in a spinal cord and brain injury rehabilitation hospital located in northern Italy.Findings The results of cross-lagged structural equation modeling indicated the occurrence of reciprocal causal relationships between the study variables. In particular, personal and job-related resources were related to an increase in work engagement over the course of the study. The level of engagement displayed by participants, in turn, was positively related to their personal and job-related resources over time, thus revealing the occurrence of positive cycles in the workplace.Originality/value On the whole, these findings provide a deeper understanding of the role played by hardy personality as a personal resource able to promote employees' motivation and, at the same time, they advance the scientific knowledge concerning the construct of positive cycle. [ABSTRACT FROM AUTHOR]

Soldiering is defined as engaging behaviourally or cognitively into non-work-related activities during working hours with no intention of harming the employer, co-workers, and/or clients. The present study will investigate this phenomenon using the Job-Demands Resources Model. The proposed model will consider the influence of job demands and resources on soldiering, as well as the relationship of soldiering with employee wellbeing and performance. The data, collected via online questionnaires across seven European countries, will be analysed using structural equation modelling in order to explore the goodness-of-fit of the proposed model as well as its potential cross cultural variations.

Background: The COVID-19 pandemic has brought to light the prevalence of mental health issues among nurses. Work engagement (WE) is a concept that describes work-related positive psychological states and is of importance within mental health measures. There is, however, a lack of research on factors associated with the WE of nurses during the COVID-19 pandemic., Objective: We aimed to determine which factors are associated with WE among nurses during the COVID-19 pandemic using the job demands-resources (JD-R) model as a framework., Methods: A web-based cross-sectional survey was conducted among nurses working in acute care and psychiatric institutions in the prefectures of Chiba and Tokyo in Japan. The survey period occurred between August 8 and September 30, 2021, during a time when the number of patients with a positive COVID-19 infection increased. The 3-item version of the Utrecht Work Engagement Scale (UWES-3) was used to measure WE. Factors such as age, gender, years of experience, affiliated ward, COVID-19-related stress, financial rewards from the government and hospital, encouragement from the government and patients, and workplace social capital were assessed. A total of 187 participants were included in the final analysis. Multiple regression analysis was performed to examine the factors related to WE. Partial regression coefficients (B), 95% CI, and P values were calculated., Results: The mean overall score for the UWES-3 was 3.19 (SD 1.21). Factors negatively associated with UWES-3 were COVID-19-related stress on work motivation and escape behavior (Β -0.16, 95% CI -0.24 to -0.090; P<.001), and factors positively associated with UWES-3 were affiliation of intensive care units (Β 0.76, 95% CI 0.020-1.50; P=.045) and financial rewards from the government and hospital (Β 0.40, 95% CI 0.040-0.76; P=.03)., Conclusions: This study examined factors related to WE among nurses during the COVID-19 pandemic using the JD-R model. When compared with findings from previous studies, our results suggest that nurses' WE was lower than before the COVID-19 pandemic. Negative motivation and escape behaviors related to COVID-19 were negatively associated with WE, while there were positive associations with financial rewards from the government and hospital and affiliation with an intensive care unit. Further research into larger populations is needed to confirm these findings., (©Kei Muroi, Mami Ishitsuka, Tomoko Hachisuka, Itsuka Shibata, Tomohiko Ikeda, Daisuke Hori, Shotaro Doki, Tsukasa Takahashi, Shin-ichiro Sasahara, Ichiyo Matsuzaki. Originally published in JMIR Formative Research (https://formative.jmir.org), 03.11.2023.)

Purpose: Job crafting is a concept of contemporary relevance and a developmental intervention to organisational behaviour on job design. Job crafting has been defined as self-initiated change behaviours that employees engage in with the aim to align their jobs with their own preferences, motives and passion. The search for potential antecedents of job crafting point to the job characteristics related work by Warr (1987), originally identified twelve job characteristics that he regarded as 'work vitamins', is analysed from job demand resource model. Design/Methodology/Approach: To test the hypotheses, data was collected from a sample of 513 respondents (Manufacturing sector N= 259 and IT sector N = 254) in Chennai. The reliability and validity of the scale and the confirmatory factor analysis of each construct were established. The hierarchical multiple regression, statistical testing was employed to examine the research hypotheses formulated. Findings: This research has identified that four job features mainly supportive supervision, external pressure, valued social position and contact with others play a role in accounting for job crafting in the manufacturing sector. Similarly, in IT sector, job features opportunity for skill acquisition and utilisation and career outlook have been identified. Finally, the structural equation model by path analysis recommended a model fit for the proposed research model. Practical Implications: Adaptability, agility, relevance and incremental value are at the centre of an evolving employee value proposition. Insights from this research can help organisations to re-orient their developmental intervention with a goal, and train employees to craft their jobs in a way that fits them and the organisation better. Originality/Value: The study builds an extensive and integrative path model, clarifying the process of how antecedents' job features influence job crafting. It is one of the few research studies which has considered an unexplored variable - job crafting in Indian context. [ABSTRACT FROM AUTHOR]

This study used a person-centered approach to examine the across-time relationships between job demands and job resources on the one hand and employee well-being (burnout and work engagement) on the other. On the basis of the job demands-resources model and conservation of resources (COR) theory, increases in demands and decreases in resources across time were expected to result in unfavorable changes in well-being across time. The results of a 2-wave study among 172 nurses and 273 police officers showed several common patterns across both samples: (a) participants who experienced an increase of demands showed a significant increase in burnout, whereas participants who reported having low resources at both measurement times also showed a significant increase in burnout; (b) participants who experienced decreasing resources reported a significant increase in burnout and a significant decrease in engagement; (c) participants who were exposed to chronic low job resources in a highly demanding environment showed a significant increase in burnout; and (d) participants who were exposed to decreased job resources in a highly demanding environment showed a significant increase in burnout. [ABSTRACT FROM AUTHOR]