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Models of occupational health
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Lecture notes of 31 pages for the course Occupational Health Psychology at UVT
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MODELLEN OCCUPATIONAL HEALTHS2: Siegrist → high-effort/low-reward conditions
High-effort/low-reward imbalance stressful no reciprocity and adequate exchange.
PE fit → relation between objective and subjective components of work and people:
1. Misfit between person’s abilities and demands of the job (skills)
2. Misfit between person’s goals or aspirations and the supplies offered by the work environment
(pro environment – applying at Shell).
The appraisal of misfit triggers coping mechanisms and related strain reactions.
DC model interpretation of control construct depends on the particular focus of respective studies.
Three different approaches for control as a/an:
1. Objective characteristic, reflecting the extent to which design of work tasks allows for control
2. Subjective evaluation about extent to which the work situation is amenable to control
3. Generalized belief about the extent to which important outcomes are controllable.
Need for control cognitive, emotional, motivational components within the global concept of type A
behavior that are suspected of triggering enhanced arousal in demanding situations.
High need for control tend to misjudge demanding stimuli. In the long run exhaustion and
physiologic breakdown.
Lack of control inhibits learning. Strain-induced inhibition of learning, further increases arousal by
impairing confidence and self-esteem.
Effort-Reward model
Lack of reciprocity between costs and gain (high-
cost/low-gain) a state of emotional distress with
special propensity to autonomic arousal and
associated strain reactions.
No status control if the continuity of crucial social
roles is interrupted or lost and are assumed to produce emotional distress.
Differences between DC and Effort-Reward model difference between costs of adaptation to two
conditions of low control. (1) Less costly to adapt to lower task control than to lower status control. (2)
Emphasis on status control reflects the growing importance of fragmented job careers, job instability,
redundancy and forced occupational mobility. Concern about status control may override concerns
about task control.
High-cost/low-gain (1) two different sources of high effort at work; extrinsic and intrinsic source.
(2) Expectancy value theory of motivation rational choice to achieve/maintain a balance between
energy consumption and reward experience.
Cognitive theory of emotion cognitive appraisal or evaluation of an experienced stressor precedes
any form of emotional response. Negative emotions are the result of a multistage appraisal process.
Negative affect common reaction to conditions that exceed a person’s coping abilities and thus
threaten the self.
Negative affect resulting from high effort + low rewards autonomic arousal and stress-related
physiological responses
Negative affect + low reward influences mood, motivation, and behavioral decision making.
,High-cost/low-gain most likely occurs in occupations that have a low level of occupational status control.
Stressful experience bodily dysfunction and disease
- Recurrent autonomic activation following the experience of effort-reward imbalance at work is
expected to tax the cardiovascular and hormonal systems involved in these responses.
- As a consequence of long-term taxing, cardiovascular and hormonal reactions to acute
challenges may be compromised
- Exposure to high level of chronic effort-reward imbalance at work is associated with reduced
maximal cardiovascular and hormonal responsiveness to acute mental stress
High demand + low job security, worsening job conditions and cumulative workload chronic work
stress.
S2: Bakker → JDR model
Job demands lead to sleeping problems, exhaustion, impaired health
Job resources lead to job-related learning, work engagement, organizational commitment.
Job-stress models: DC model and Effort-Reward imbalance model.
Job strain imbalance between demands and resources. DC model job strain results from high
demands and low job control. If you can decide for yourself, you’re not experiencing strain.
Buffer control can moderate negative effects of high demands on well-being job control is only
partly able to buffer impact of job demands on well-being.
Over-commitment excessive striving and strong desire of approval and esteem, and may moderate
the effort-reward imbalance and well-being.
JDR model
Job demands physical, psychological, social, or
organizational aspects of the job that require
sustained physical and/or psychological effort or
skills and are therefore associated with certain
physiological and/or psychological costs may
turn into stressors when meeting demands requires
high effort without recovery
Job resources physical, psychological, social, or
organizational aspects of the job that are either/or:
1. Functional in achieving work goals.
2. Reduce job demands and the associated physiological and psychological costs.
3. Stimulate personal growth, learning, and development.
Conservation of resources theory prime human motivation is directed towards the maintenance and
accumulation of resources.
Underlying psychological processes in development of strain and motivation:
Health impairment process poorly designed jobs or chronic demands exhaust employees’ mental
and physical resources and may therefore lead to the depletion of energy and to health problems.
Motivation job resources have motivational potential and lead to high work engagement, low
cynicism, and excellent performance.
- Intrinsic job resources fulfill basic human needs (autonomy, competence, relatedness (SDT)).
- Extrinsic according to the effort-recovery model, work environments that offer many
resources foster the willingness to dedicate one’s efforts and abilities to the work task.
, Social support most well-known situational variable as a potential buffer against job strain.
Job demands were unique predictors of burnout and indirectly of absence duration.
Job resources were unique predictors of organizational commitment, and indirectly of absence spell.
Combining health impairment process and motivation (additive) when both job demands and
resources are high, we expect employees to develop strain and motivation. When both are low we
expect the absence of strain and motivation.
Demands-resources (interaction) when job resources are low, the lowest level of motivation is found
for the high demands-low resources condition. And an average motivation for the low-low constellation
Job stress and motivation can be outcomes as well as predictors of job demands and resources, such
that higher stress and impaired motivation result in less favorable working conditions over time.
1. Employees who experience job stress or disengagement may, as a result of their own behavior,
create additional demands and fewer resources
2. Job demands and resources may also be affected by employees’ perceptions of the working
environment. Depressed people assess their environment more negatively and contribute to a
more negative climate
If job resources buffer the effect of job demands on strain organizations: enhance job resources
without altering the level of job demands
S3: Schaufeli → workaholism, burnout and work engagement
“Workaholic-triad”, consisting of work involvement, drive, and work enjoyment.
- Real workaholics high in involvement, high in drive, and low in enjoyment.
- Work enthusiasts high in involvement and enjoyment, and low in drive (engaged workers)
- Disenchanted workers low in involvement and enjoyment, and high in drive (burned-out
workers) scored highest on exhaustion and cynicism (burnout dimensions)
Workaholism
1. Working excessively hard (behavior)
2. The existence of a strong, irresistible inner drive (cognitive).
Workaholism an addiction excessive and persistent behavior with harmful consequence.
Workaholism related to excess working time, job demands, positive work outcomes
(organizational commitment), poor quality of social relations and health problems (distress)
Burnout three dimensional construct that consists of:
1. Exhaustion depletion or draining of mental resources
2. Cynicism indifference or a distant attitude towards one’s job
3. Lack of professional efficacy evaluate one’s work performance negatively, resulting in feelings
of insufficiency and poor job-related self-esteem
- Negatively related to job satisfaction and organizational commitment.
- Adverse impact on home/family life (negative spill-over hypothesis). No conclusive evidence
Burnout is unrelated to excess working time, but is related to job demands (work overload), lack
of resources (social support, job control), job dissatisfaction, poor organizational commitment,
poor quality of social relationships, and mental and physical health problems (distress,
depression, anxiety, psychosomatic complaints, exhaustion)
Work engagement sense of energetic and effective connection with work activities and able to deal
well with demands of their job. A positive, fulfilling, work-related state of mind that is characterized by:
1. Vigor high levels of energy and mental resilience while working, the willingness to invest
effort in one’s work, and persistence also in the face of difficulties
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