The role of the employees' individual resources in the perception of the work overload

Anna Pluta · Aleksandra Rudawska

22 citations0/0 files storedJournal of Organizational Change Management

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 Stress and Burnout Research

Abstract

Purpose The contemporary world's pressure, oriented on flexibility and quick actions, has permanently changed work characteristics. Taking the employees' perspective into account, it seems important to identify whether and which of the employees' individual resources help them cope with those job demands. Therefore, the main research question is what is the relation between holistically conceptualised employees' individual resources and perceived work overload? Design/methodology/approach Based on the literature on individual resources and job demands, the authors test for relations between three components of individual resources (physical, emotional, spiritual potentials) and job characteristics (work variability and work diversity) and the perceived work overload. Data were collected using a survey method amongst 336 Polish knowledge workers. Findings The results partially supported the posed hypotheses. Both work variability and work diversity relate positively to work overload. Only the physical potential is related directly and negatively to perceived work overload. The spiritual potential relates indirectly to work overload through work diversity. The authors also found that age moderates the relation between physical and spiritual potential and overload. Research limitations/implications Human resource management (HRM) practitioners and supervisors need to consider the level of employee's individual resources, especially when dealing with older employees and their physical resources. Originality/value This study contributes to research on the causes of work overload perception by identifying the role of individual resources and employees' age, thereby indicating that taking care of those resources could be another way of preventing occupational burnout in demanding work conditions.

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 — 22 citations exist upstream.

References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1989Conservation of resources: A new attempt at conceptualizing stress.1979Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign 2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 2016Job demands–resources theory: Taking stock and looking forward.2001Crafting a Job: Revisioning Employees as Active Crafters of Their Work 1998The Job Content Questionnaire (JCQ): An instrument for internationally comparative assessments of psychosocial job characteristics.2006The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work.

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.