Association of Job Demands with Work Engagement of Japanese Employees: Comparison of Challenges with Hindrances (J-HOPE)

Akiomi Inoue · Norito Kawakami · Akizumi Tsutsumi · Akihito Shimazu · Koichi Miyaki · Masaya Takahashi +6 more

44 citations0/0 files storedPLoS ONE

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Workplace Health and Well-being Workaholism, burnout, and well-being

Abstract

OBJECTIVES: Recent epidemiological research in Europe has reported that two groups of job demands, i.e., challenges and hindrances, are differently associated with work engagement. The purpose of the present study was to replicate the cross-sectional association of workload and time pressure (as a challenge) and role ambiguity (as a hindrance) with work engagement among Japanese employees. METHODS: Between October 2010 and December 2011, a total of 9,134 employees (7,101 men and 1,673 women) from 12 companies in Japan were surveyed using a self-administered questionnaire comprising the Job Content Questionnaire, National Institute for Occupational Safety and Health Generic Job Stress Questionnaire, short 10-item version of the Effort-Reward Imbalance Questionnaire, short nine-item version of the Utrecht Work Engagement Scale, and demographic characteristics. Multilevel regression analyses with a random intercept model were conducted. RESULTS: After adjusting for demographic characteristics, workload and time pressure showed a positive association with work engagement with a small effect size (standardized coefficient [β] = 0.102, Cohen's d [d] = 0.240) while role ambiguity showed a negative association with a large effect size (β = -0.429, d = 1.011). After additionally adjusting for job resources (i.e., decision latitude, supervisor support, co-worker support, and extrinsic reward), the effect size of workload and time pressure was not attenuated (β = 0.093, d = 0.234) while that of role ambiguity was attenuated but still medium (β = -0.242, d = 0.609). CONCLUSIONS: Among Japanese employees, challenges such as having higher levels of workload and time pressure may enhance work engagement but hindrances, such as role ambiguity, may reduce it.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 44 citations exist upstream.

References

1992A power primer.2001The job demands-resources model of burnout.1979Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign 2002The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach 2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 2006The Measurement of Work Engagement With a Short Questionnaire 2006Method Variance in Organizational Research 2005Burnout and work engagement among teachers

Cited by

2017Contributions of Work-Related Stress and Emotional Intelligence to Teacher Engagement: Additive and Interactive Effects 2016The Association of Workplace Social Capital With Work Engagement of Employees in Health Care Settings 2016Validation of the Japanese version of the job crafting scale 2020Challenge Stressors, Work Engagement, and Affective Commitment Among Chinese Public Servants

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.