Exploring the role of staffing needs in JD-R theory: evidence from public healthcare organizations

Abstract

Purpose To ensure employee well-being and productivity, understanding and managing job demands and resources is crucial. Job demand-resources (JD-R) theory offers insights into this interplay in public healthcare organization. This paper aims to explore the balance between staffing needs, job demands, job resources and job satisfaction. Design/methodology/approach This is a cross-sectional study, using both employees’ self-reported and administrative data on working hours. Through a comprehensive survey, the perceptions of 26,577 employees were assessed. Staffing needs were then also objectively assessed through the application of a national methodology, adding the organizational perspective to the field of analysis. Findings Results indicate that adequate staffing, as perceived by employees and calculated objectively, correlates with improved reasonable workload. The impact of staffing needs on job satisfaction is more nuanced, with excess staffing possibly diminishing satisfaction. Furthermore, a positive perception of equipment adequacy reduces discrepancies between perceived and objective staffing needs. Practical implications Accurately assessing staffing needs with objective data is vital to prevent burnout and boost job satisfaction. Healthcare organizations must address gaps between perceived and actual staffing, offer support and invest in resources like leadership and technical equipment to maintain a resilient, motivated workforce. Originality/value The originality and value of this study lie in the complementarity of self-reported and administrative data, which add empirical evidence on the effect of human resource management (HRM) policies on the micro-individual level. This study contributes to the growing body of literature on JD-R theory, highlighting the impact of job demands on job satisfaction and adding the value of staffing needs in shaping this relationship.

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