The effects of JDC model on burnout and work engagement: A multiple interaction analysis

This study investigated the moderating effects of functional social support (emotional and instrumental support) on the relationship of job demand control with burnout and work engagement. In total, 297 frontline employees from a hotpot restaurant franchise in China were surveyed. The results indicated emotional support, such as caring and inspiration, mitigated the adverse effects of high demand/low control on burnout and work engagement. Instrumental support, such as giving suggestions and solving problems, only mitigated the adverse effects of burnout. Further, the high demand/low control/low emotional support work condition was the most unfavourable for work engagement and burnout; while high demand/low control/low instrumental support was the most unfavourable condition for burnout. The theoretical and managerial implications of this research have been provided to gain a deeper insight into functional social support in the job demand control model.     

An Evaluation of Flexible Workday Policies in Job Shops*

Job shops have long faced pressures for improvement in a challenging and volatile environment. Today's trends of global competition and shortening of product life cycles suggest that both the challenges and the intensity of market volatility will only increase. Consequently, the study of tactics for maximizing the flexibility and responsiveness of a job shop is important. Indeed, there is a significant body of literature that has produced guidelines on when and how to deploy tactics such as alternate routings for jobs and transfers of cross‐trained workers between machines. In this paper we consider a different tactic by adjusting the length of workdays. Hours in excess of a 40‐hour week are exchanged for compensatory time off at time and a half, and the total amount of accrued compensatory time is limited to no more than 160 hours in accordance with pending legislation. We propose several simple flexible workday policies that are based on an input/output control approach and investigate their performance in a simulated job shop. We find significant gains in performance over a fixed schedule of eight hours per day. Our results also provide insights into the selection of policy parameters.     

Midwives’ job satisfaction and intention to leave their current position in developing regions of Ethiopia

BackgroundThe aim of this research was to analyze midwives’ job satisfaction and intention to leave in developing regions of Ethiopia.MethodsA facility-based cross-sectional study was conducted amongst 107 midwives in four developing regions of Ethiopia. All midwives who were working in 26 health facilities participated in the study. A structured self-administered questionnaire, and in depth key informant interview guides, were used to collect data. Job satisfaction was measured by nine dimensions and intention to leave their current position was measured using three questions.ResultsMore than two-thirds (67%) of the midwives were female, with a mean age of 26.1 (sd ± 4.2) years old. Less than half (45%) of the midwives were satisfied with their job, less than half (42%) were satisfied with ‘work environment’ and less than half (45%) were satisfied with ‘relationship with management’ and ‘job requirements’. Relatively better satisfaction rates were reported regarding ‘professional status’, of which more than half (56%) of midwives were satisfied, followed by more than half (54%) of midwives being satisfied with ‘staff interaction’. Almost two-fifths (39%) of midwives intended to leave their current position.ConclusionJob dissatisfaction and intention to leave rates amongst midwives in developing regions in Ethiopia are a source of concern. The majority of midwives were most dissatisfied with their working environment and issues related to payment. Their intention to leave their current position was inversely influenced by job satisfaction. The introduction of both financial and nonfinancial mechanisms could improve midwives’ job satisfaction, and improve retention rates within the profession.     

Digitalization in public relations—Changing competences: A longitudinal analysis of skills required in PR job ads

Digitalization has affected working practices in the field of public relations over the past two decades. Consequently, the skills and competences that are expected from public relations professionals are theorized to have undergone stark changes, with obvious implications for educators, role perceptions, and the professionals themselves. Job postings provide information about these changes by describing the skills employers expect and desire from applicants. To date, only a few studies have used this source of information, and these mostly concern the U.S. market using small samples of job postings. The purpose of this study is to enrich our understanding of how digitalization has impacted the skillsets required of public relations practitioners through the longitudinal automated semantic analysis of 62,391 public relations job postings published in Austria and Germany between 2015 and 2020. The analysis shows an increase in the number of hard skills demanded in PR in this region over the past five years. This change is particularly pronounced with respect to digital skills, thus underlining the importance of digitalization in public relations. The detailed and up-to-date findings describing what the job market is currently looking for and how it is changing will be useful for educators in developing and aligning PR curricula and advanced training programmes.     

Conceptualizing Effects of Office Information Systems: A Methodology and Application for the Study of Alpha,Beta, and Gamma Changes*

This article applies the concepts of alpha, beta, and gamma changes to test whether the implementation of a new office information system with networking capabilities changes the way organizational members conceptualize office work. The traditional approach (t-test) was used to measure alpha change and indicated little change in how effectively the respondents felt they performed eight generic office activities before implementation (T1) and nine months after implementation (T2). However, considerable change was detected between effectiveness reported at T1 and a retrospective assessment of T1 effectiveness reported at T2 (called “then” assessments). Strong change was also detected between “then” assessments and T2 effectiveness reported at T2, indicating beta change. Multiple hierarchical tests showed that most of the change was actually gamma change; the T2 and the “then” factor structures and covariances differed significantly. This study supports propositions that using computers to accomplish organizational work may be associated with different conceptualizations of work, which may create ambiguity and uncertainty if training and management policies do not respond appropriately. Finally, this study provides an expanded version of a prior solution to detecting alpha, beta, and gamma changes.     

Unfair,uncertain, and unwilling: How decision-making unfairness and unclear job tasks reduce problem-focused voice behavior,unless there is task conflict

In an attempt to expand extant literature devoted to employees' voice behavior, the current research unpacks the connection between their experience of procedural unfairness, such that organizational decision-making lacks transparency, and their problem-focused voice behavior. In this link, the authors predict that job ambiguity functions as a mediator, and coworker task conflict takes a moderating role. Survey data, collected among employees in a large Portuguese retail organization, affirm that perceptions about unfair decision policies can curtail employees’ propensities to raise their voice about organizational failures, because they develop the belief that their employer is failing to provide sufficient job-related information. If they can exchange conflicting viewpoints with others though, this detrimental process might not proceed. Organizations should take care to avoid accusations of unclear job roles, because they create a route by which frustrations about opaque decision-making can escalate into employee complacency; they also should encourage productive idea clashes within their ranks to help block that route.     

结构式团体在临床护士心理压力调解中的应用

目的探讨应用结构式团体在临床护士心理压力调解中的改善效果。方法选择临床护士60例,均为2020年06月~2020年12月间我院在册在岗内科病区护士,依据护士入科先后顺序采取分组,即前期入科护理人员30例采取自我调节方式应用心理压力,观察组为后期入科护理人员30例,采取结构式团体干预模式进行心理压力调节,对比护士不同调节方式下,情绪分值变化及对自我职业的倦怠评分、心理健康状态评分,并采取科室设计的满意度问卷展开评估。结果由自评量表结果所示,观察组护理人员在干预前焦虑、抑郁分值均无明显变化(P>0.05),干预后观察组护理人员焦虑、抑郁分值有所下降,与对照组呈鲜明对比(P<0.05)。职业倦怠量表测评结果所示,观察组护理人员情绪衰竭、工作态度、个人成就感三个维度的分值均低于对照组,差异显著(P<0.05)。由科室自我设计满意度问卷所示,观察组对自我工作满意度较高,与对照组比值差异明显(P<0.05)。两组在SCL-90量表测评下,观察组护理人员各项指标得分低于对照组(P<0.05)。结论结构式团体在临床护士心理压力的调解中的应用效果值得肯定,可改善职业倦怠感,提高工作效率。     

Expansion-oriented job crafting and employee performance: A self-empowerment perspective

Taking a self-empowerment perspective, we investigated the mediating impact of psychological empowerment on the relationship between expansion-oriented job crafting behaviors (seeking resources and seeking challenges) and job performance. We also examined the moderating role of perceived overqualification on the proposed mediation model. Data were collected from 519 employees and their direct supervisors who work in 69 small and medium-sized enterprises (SMEs) in Turkey. As the data had a nested structure, we used hierarchical linear modeling (HLM) to analyze the multi-level data. The results show that psychological empowerment mediates the relationship between expansion-oriented job crafting behaviors and job performance. The analyses also provide support for the moderating impact of perceived overqualification. The conditional indirect effect of seeking challenges on job performance is stronger for those employees who feel overqualified for their jobs.     

Job satisfaction and sustainability of midwives working in caseload models of care: An integrative literature review

BackgroundDemand for caseload midwifery care continues to outstrip supply. We know little about what sustains midwives working in caseload models of care.AimThis review systematically identifies and synthesises research findings reporting on factors which contribute to job satisfaction, and therefore the sustainability of practice, of midwives working in caseload models of care.MethodsA comprehensive search strategy explored the electronic databases CINAHL Plus with Full Text, MEDLINE, PubMED, Cochrane Database of Systematic Reviews, and Scopus. Articles were assessed using the Crowe Critical Appraisal Tool. Data analysis and synthesis of these publications were conducted using a narrative synthesis approach.FindingsTwenty-two articles were reviewed. Factors which contribute to the job satisfaction and sustainability of practice of midwives working in caseload models are: the ability to build relationships with women; flexibility and control over own working arrangements; professional autonomy and identity; and, organisational and practice arrangements.ConclusionInsights into the factors which contribute to the job satisfaction and sustainability of practice of midwives in caseload models of care enables both midwives and healthcare administrators to more effectively implement and support midwifery-led caseload models of care which have been shown to improve outcomes for childbearing women.