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Summary of the Knowledge Clips from Work & Performance (Exam material) - SHOP Master

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Work and Performance

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Universiteit Utrecht (UU)

Very exhaustive summary. It includes: -All the information from the Knowledge clips -Extra comments and examples from the live lectures

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Geupload op 10 april 2022
Aantal pagina's 14
Geschreven in 2021/2022
Type Samenvatting

organizational psychology
utrecht university
work and performance
performance
work psychology
shop
knowledge clips
uu
social health and organizational psychology

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W&P Lecture 1:
IMPORTANT THEORETICAL MODELS
DC/DCS: demand - control model / demand-control-support model (Karasek, 1979)
It distinguishes between job demand (mostly concerned with quantitative demands
such as workload, work conflicts and work/role ambiguity) and job control (number of
skills they need to use in their job and the extent to which they can decide and be
autonomous). They both can be low or high:
 Low demands and low control are passive jobs (e.g. receptionist)
 High demands and high control are active jobs (e.g. medical doctor)
 Low demand and high control are low strain jobs (e.g. photographer)
 High demands and low control are high strain jobs (e.g. a high school teacher)
There are two hypotheses for this model:
1. The strain hypothesis states that as demands get higher and control lower
strain increases.
2. The active learning hypothesis states that as demand gets higher and control
gets higher there is more active learning.
An extension of the model is the DCS model, which states that social support plays a
great role too, and it states that as demands get higher that can certainly lead to high
strain but it is specially the case when job control is low and there is little social
support. These types of jobs are called ISO-strain jobs (e.g. psychiatric nurse)
*Draw model*
JD-R: Job-demand-resources model (Demerouti et al. 2001)
It states that job demands lead to exhaustion and job resources lower disengagement.
Low engagement and exhaustion are two aspects of burnout. Job demands are seen as
a negative characteristic of your job, on the other hand, resources are the positive
characteristics such as salary and learning opportunities. There seem to be two
processes going on in this model:
1. The overtaxing process states that high job demands lead to exhaustion
2. The withdrawal process states that low job resources lead to withdrawal and
disengagement
However, there was a revision of this model in which they considered burnout as one
rather two concepts. Furthermore, they believed that work resources increased
engagement. They also focused on job outcomes such as health and productivity and
they believed that job demand and job resources lead to those outcomes through
burnout or job engagement. There seem to be two processes involved:
1. Health impairment process: job demands – burnout – (negative) work
outcomes

, 2. Motivational process: Job resources – work engagement – (positive) work
outcomes
Later revisions of the model added interactions between such concepts, for instance,
job demands could also positively affect job engagement or there could be a link
between job demands and job resources for instance when job demands are high job
resources could work as a buffer (buffer effect) for the negative impact of high job
demands. Similarly, another type of interaction could occur, a crossover effect.
Another important addition was the personal resources, which are the individual
characteristics that help individuals carry out a task (self-teem, resilience, self-efficacy
and optimism). They are very important because they might directly affect stress and
well-being. E.g. optimistic people may be less likely to burn out because job demands
would have less impact on them and they will not see them as a threat but more as a
challenge and even increase job engagement leading to positive work outcomes.
In practice JDR: the job can be improved by changing the balance between job and
demand. Burnout and work engagement explain how job demands and job resources
influence work outcomes. Early burnout and low engagement can be early warnings of
negative work outcomes, when observed they should be changed in order to increase
motivation and well-being.
*Draw model*
DISC/DISC-R: demand induced compensation model/recovery (De Jonge and Dormann,
2003)
It states that job demands induce strain but they can be compensated by resources.
There are two principles in this model:
1. The multidimensionality between JD and JR, since they can be cognitive,
emotional or physical.
2. The match, which suggests that when JD and JR are matched, the health effects
are stronger. There is also a triple match, which occurs when JD, JR and JO are
on a similar dimension.
An extended version of the model includes recovery as a way to counterbalance JD
(such as breaks, good night’s sleep, good rest, longer holidays or detaching from work
in your free time). Recovery seems to be more affected when they match the job
demands (e.g. physical detachment vs emotional detachment vs cognitive detachment
– Not going to the gym after a physical day or gaming after an office day). However,
detachments (especially cognitive detachments) from work may lower your motivation
at work so it is a double-edged sword.
In practice: There are different kinds of demands (head, hand and heart) and there
should be treated differently, recovery and detachment should match the type of job
demand in order to make affect JO and JP.
*Draw model*

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