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  • Validation of the Job Demands-Resources model in cross-national samples: Cross-sectional and longitudinal predictions of psychological strain and work engagement

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    Author(s)
    Brough, Paula
    Timms, Carolyn
    Siu, Oi-ling
    Kalliath, Thomas
    O'Driscoll, Michael P
    Sit, Cindy HP
    Lo, Danny
    Lu, Chang-qin
    Griffith University Author(s)
    Brough, Paula
    Timms, Carolyn M.
    Year published
    2013
    Metadata
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    Abstract
    The Job Demands-Resources (JD-R) model proposes that employee health and performance are dependent upon direct and interacting perceptions of job demands and job resources. The JD-R model has been tested primarily with small, cross-sectional, European samples. The current research extends scholarly discussions by evaluating the full JD-R model for the prediction of psychological strain and work engagement, within a longitudinal research design with samples of Australian and Chinese employees (N = 9404). Job resources (supervisor support and colleague support) accounted for substantial variance, supporting the motivational ...
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    The Job Demands-Resources (JD-R) model proposes that employee health and performance are dependent upon direct and interacting perceptions of job demands and job resources. The JD-R model has been tested primarily with small, cross-sectional, European samples. The current research extends scholarly discussions by evaluating the full JD-R model for the prediction of psychological strain and work engagement, within a longitudinal research design with samples of Australian and Chinese employees (N = 9404). Job resources (supervisor support and colleague support) accounted for substantial variance, supporting the motivational hypothesis of the JD-R model. However, minimal evidence was found for the strain hypothesis of the JD-R model. The interactions of job demands and job resources were not evident, with only one from 16 interaction tests demonstrating significance. We discuss explanations for our findings. The implications of testing western-derived organizational behavior theories among employees employed in Asian regions, especially in regard to the increasing 'westernization' of many Asian organizations and their employees, are also discussed.
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    Journal Title
    Human Relations
    Volume
    66
    Issue
    10
    DOI
    https://doi.org/10.1177/0018726712472915
    Copyright Statement
    © 2013 The Author?. This is the author-manuscript version of the paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
    Subject
    Industrial and Organisational Psychology
    Business and Management
    Sociology
    Psychology
    Publication URI
    http://hdl.handle.net/10072/57315
    Collection
    • Journal articles

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