Evidence for the Impact of Organisational Resources Versus Job Characteristics in Assessments of Occupational Stress Over Time

Abstract

Considerable evidence demonstrates the importance of both job demands and job resources in the prediction of employee health and motivational outcomes. However, scant empirical evidence explains how broader organisational factors can also have an impact on these outcomes. Utilising the job demands‐resources (JD‐R) model as a theoretical explanation of occupational stress, we examined the impact of employees’ alignment with their organisation's strategic objectives (strategic alignment) in predicting long‐term occupational health outcomes. The sample consisted of 1,601 police officers employed in one Australian police service, who completed two self‐report surveys over 12 months. Results of the study indicated that strategic alignment was the only resource to reduce psychological strain, and to increase work engagement over time. Job demands were not found to be significantly associated with either psychological strain or work engagement over time. There was also no evidence of the moderating effects of job resources on health and motivational outcomes. The theoretical and practical implications of the inclusion of strategic alignment as an organisational resource are discussed.

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