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Lectures/knowledge clips work & performance
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Lecture 1 Work & PerformanceWork aspects autonomy, challenges, responsibility, good equipment
Organization salary, colleagues, good atmosphere, training, work culture
Person Engagement, skills and knowledge, health condition, intrinsic motivation
Basic principles
1. Mutual relationship between work and health
2. Focus on person, work, organization
a. Occupational health, three different objectives (slides)
Focus of occupational health
- HRM, health promotion
o Cure
o Prevention
o Amplition
- Occupational Safety and Health (OSH)
o Job content
o Working conditions
- Organization (tries to combine work & person)
o Policy, culture
o Integration of HRM and OSH
,Knowledge clips lecture 2
2.1 intro & DCS
Theoretical models
1. DCS
2. JD-R
3. DISC and DISC-R
4. ERI
5. JCM
6. Vitamin model
Demand-control model (DC model, Karasek, 1979)
- Job control high or low
- Job demands high or low
- Passive jobs low job control & low job demands
- Active jobs high job control & high job demands
- Low strain jobs high job control & low job demands
- High strain jobs low job control & High jo demands
- Strain hypothesis as job demands get higher and job control gets lower the strain
increases
- Active learning hypothesis as job demands get higher and job control gets higher as
well there is more active learning on the job
Demand-Control-Support Model (DCS model)
- Extra factor: social support
- Job demands can be bettered by social
support
- Iso-strain jobs high demands, low
control and low support dangerous
work
, 2.2 JD-R model
Job demands resources model
- Original JD-R model (Demeroutie et al., 2001)
- Exhaustion and disengagemnet are two aspects of burn-out
- Job demands are characterist of the work that are negative (physical, emotional, etc.)
- Job resources are the positive job charateristics (help perfomere your tasks; autonomy
etc.)
- Overtaxing process high job demands lead
to exhaustion
- Withdrawal low job resources leads to
withdrawal of disengagement
The revised JD-R model (Schaufeli & Bakker, 2004)
- Burnout as one concept instead of two
- Work engagement a positive counterpart of burnout
- Work outcomes: health and productivity job demands and job resources lead to work
outcomes through burnout and work
engagement (explanatory variables)
- Health impairment process from job
demands through burn out to work outcomes
- Motivational process from job resources
trough work engagement to work outcomes
Further revisions of the JD-R model
- Job demands may also influence work
engagement positive (more workloador
negative
- Job demands and job resources interact
they possibly influence each other
Personal resources in the JD-R model
- Personal resources characteristic
of the individual that help the
individual to do their tasks (self-
efficacy, optimism, etc.)
A. Personal resources may directly
influence the risk on burn out and
the work engagement
B. Personal resources may moderate
the effects of job demands and job
resources on burn out and work
engagement
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