International webinar: Job resources and relationships with job engagement and job satisfaction

FREE for SOM Members (please log in on the SOM website first). 

Moderator: Prof. Dr Dragan Mijakoski

Presenters: Prof. Dr Jovanka Karadzinska-Bislimovska, Prof. Dr Jordan Minov, Prof. Dr Sasho Stoleski, Prof. Dr Dragan Mijakoski

Brief of talk:

Job demands are defined as physical, psychological, social, or organizational aspects of the job that require sustained physical and/or psychological (cognitive and emotional) effort or skills and are therefore associated with certain physiological and/or psychological costs. А development of work-related stress and burnout could result from such emotional experiences. However, the research in recent years is focused towards positive workplace psychology.

Job resources represent all physical, psychological, social, or organizational aspects of the job that reduce job demands and associated costs, and are functional in achieving work goals. Certain job resources, such as teamwork, supervisor support, participation in decision making, opportunities for career, status, and salary advancement, innovative work climate, or workplace challenges could stimulate personal growth, learning, and development of the worker.

Job Demands-Resources (JD-R) Model of burnout describes the energetic process of overtaxing leading from high job demands into emotional exhaustion and downward adjustment of performance targets (depersonalization and reduced job engagement). Additionally, the motivational process involves lack of job resources that buffer dealing effectively with high job demands and emphasize mental withdrawal or disengagement. Nevertheless, job resources increase the willingness of workers to dedicate their efforts to the work tasks. In such context, a positive outcome could be found with engaged workers who are satisfied with their job and have a low tendency to leave the organization.

Job engagement is defined as a positive work-related state of mind and the core components of this psychological phenomenon are vigour (high levels of energy and mental resilience while working) and dedication (sense of significance, enthusiasm, inspiration, pride, and challenge). The studies have shown that job engagement is a separate phenomenon that could function independently of burnout and assume that high job demands and workers’ efforts result in burnout and poor health. On the opposite, available job resources lead to higher job engagement and workers who are satisfied with their job. Similarly to other job resources, job crafting is significantly related to job engagement and job satisfaction.

Job crafting is defined as an employee-driven physical and cognitive changes which individuals make in the work task or relational boundaries of their work. There are three types of crafting: task crafting (shaping the number, aims, or kind of job tasks), relational crafting (modifying the social features and interactions of the job), and cognitive crafting (changing the way employees think about their jobs). In the context of JD-R Model, employees may change their levels of job demands and job resources in order to align them with their own abilities and preferences. The aforementioned changes could increase both job satisfaction and job engagement.

Chair: Rikard Moen

FREE for SOM Members (please log in on the SOM website). You will then be sent the join link.