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Algorithmic management (AM) as key enabler for managing workforce in food delivery services has recently raised growing concerns about workers' occupational well-being (OWB). Existing studies mainly emphasize negative impacts of AM on workers' OWB, e.g., stress due to constant tracking. Contrastingly, a few studies show positive aspects of AM, e.g., receiving personalized real-time feedback. Getting to the root of these opposing findings, we use the job demands-resources (JD-R) model as primary theoretical lens to abductively analyze AM-specific job demands (AM-JD) and AM-specific job resources (AM-JR). Based on semi-structured interviews with 16 food delivery riders in Germany, this study paints a nuanced picture of AM, e.g., by identifying AM-JRs, that help to mitigate AM-JDs. We further find that job crafting, i.e., proactively changing work-related boundaries, increases AM-JRs and workers' OWB. Drawing on our results, we present the integrated DYNAMO Model, which shows novel dynamic relationships between AM, OWB, and job crafting. [ABSTRACT FROM AUTHOR]

This study aims to examine the model of job demands and resources on employees' job performance by using factor analysis approach. Using a sample of 183 employees, the study investigated four variables of job demands including quantitative, problem solving, attention and responsibility demands and five variables of job resources including skill variety, task significance, task identity, job security and feedback via factor analysis approach. Confirmatory factor analyses in the sample supported the superiority of the proposed model and the results suggest that the scales of model are valid instruments for testing the model of job demands and resources. [ABSTRACT FROM AUTHOR]

The aim of the present paper is to examine the role of job demands on employees' work engagement. There are four antecedents of work engagement including quantitative, problem solving, attention and responsibility demands. The antecedents of the present study were proposed to enhance employees' work engagement. The data of this study have been collected from a group of employees of Somaliland telecommunication sector through questionnaire survey. The data were analysed using SmartPLS. The findings revealed that job demands and its second order construct have negative significant impact on employees' work engagement. [ABSTRACT FROM AUTHOR]

This paper examines the role that job demands play on self-employed worker psycho-social health outcomes. Using unique data on internet freelancers (N = 9,984), we integrate the Job Demand Control model with the Job Demands-Resources model for understanding worker health to assess the role that intrinsic and extrinsic work values play in self-employed workers' perceived stress, emotional exhaustion, and reports of satisfaction with work-life balance. Consistent with previous scholarship, intrinsic work orientation reduces the negative effect of working time on satisfaction and stress, and extrinsic orientation enhances the negative effect. Our paper calls into question the importance of worker context relative to worker values when assessing the role that job demands and resources play on worker psycho-social outcomes. [ABSTRACT FROM AUTHOR]

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The purpose of the present research was to determine why some employees faced with high job demands feel fatigued, dissatisfied, and unmotivated, whereas others feel fatigued but satisfied and intrinsically motivated. It is argued and demonstrated that two job conditions, namely job control and job social support (Study 1), and the individual's goal orientation (Study 2) might explain why employees respond differently to high job demands. Survey data from a sample of 555 nurses suggest that job control in particular is effective in reducing fatigue in highly demanding jobs, whereas a high level of instrumental support was associated with intrinsic motivation. Study 2 among 322 university employees demonstrated that only when performance orientation was stronger and mastery orientation was weaker, were higher perceived job demands accompanied by a decline in job satisfaction. The managerial implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Burnout is an ever-pressing matter in contemporary workspaces. The current research investigates the relation of job demands to burnout and the extent that this relationship is moderated by unit collective trust and firm competitive pressure via a multi-level analysis of 5485 workers in 2872 units in 89 firms in Germany. A three-level model of three-way cross-level interactions is used in which employees are nested within units, which in turn are nested within firms. The study findings revealed that job demands were positively related to burnout at the individual level, whereas unit-level collective trust moderated the link between job demands and burnout. Moreover, results supported a three-way interaction among job demands, collective trust and competitive pressure for the three levels in the study (individuals, units, firms): High levels of collective trust at the unit level were able to mitigate the positive relationship between job demands and burnout at the individual level. Results also suggested that burnout was the lowest in the condition of high job demands, high collective trust, and low competitive pressure. The nuances of the interplay among employee job demands, collective trust, and firm-level competitive pressure in predicting burnout are discussed, contributing to shaping a multi-level organizational context preventing the occurrence of employee burnout. [ABSTRACT FROM AUTHOR]

Counterproductive workplace behavior is often described as rampant, but the reported base rate of the behavior is actually quite low. One reason for this may be that people consciously weigh the costs and benefits of engaging in such behavior. Counterproductive work behavior may provide easily accomplished, immediate gratification (i.e., benefit) but there are often long-term negative consequences (i.e., costs) that flow from the act itself. Drawing from current theoretical models of counterproductive work behavior, we test a model wherein the relationship between job demands and counterproductive work behavior is moderated by the perceived costs and benefits of engaging in deviance. Across two samples, job demands are associated with higher rates of counterproductive work behavior when perceived costs are low and perceived benefits are high but not when perceived costs are high and benefits are low. Contrary to expectations, the relationship between job demands and counterproductive work behavior is also positive when both costs and benefits are high. We discuss both the theoretical and practical implications of these findings. [ABSTRACT FROM AUTHOR]

We integrate self-efficacy theories of motivation and distraction theories of emotion regulation to propose that job demands boost the self-evaluation and performance of employees characterized by low self-esteem and high trait procrastination. We reason that job demands minimize these individuals' negative self-directed affect. We find support for these predictions in three experiments that manipulated the physical (Study 1) and cognitive (Studies 2 & 3) demands of a task. These task demands boosted the self-evaluation (Studies 1 & 2) and performance (Study 3) of participants high in trait procrastination and participants' low in self-esteem, but exerted no or a negative effect on these outcomes for participants low in trait procrastination or high in self-esteem. Moreover, whereas trait procrastination and low self-esteem were associated with greater negative self-evaluation and lower performance in low job demand contexts, they showed no relationship with these negative outcomes in high job demand contexts. We discuss the theoretical and practical implications of these findings for the influence of these traits and job demands on employee performance. [ABSTRACT FROM AUTHOR]

For healthcare workers, simultaneous exposure to multiple stressors, such as role, cognitive, and emotional demands, is a feature of the work environment. Yet the effects of these common stressors in combination are not well-established. Survey data were collected from employees from three healthcare organizations including, a regional hospital and healthcare service (Sample 1, Study 1), an ambulance service (Sample 2, Study 1), and an aged care and disability service (Study 2). In Sample 1, high cognitive demand exacerbated high emotional demand on psychological strain and job burnout, and the negative effect of high emotional demand was not present at low cognitive demand. In Sample 2, a similar pattern between emotional demand and role demand on intentions to take sick leave, seek medical advice, and lodge a workers' compensation claim was observed. In Study 2, emotional demand x role demand and role demand x cognitive demand interactions also revealed that high levels of two demands was stress- exacerbating and low levels of one demand neutralized the negative effect of the other job demand. A three-way interaction on job satisfaction showed the negative impact of emotional demand was exacerbated when both role and cognitive demand were high, creating a 'demand trifecta'. [ABSTRACT FROM AUTHOR]

Based on the Job Demands-Resources literature and social exchange theory, this study examines the lagged effects of job resources and job demands at the organizational level on organizational commitment at the individual level, with these effects mediated by individual-level demands and resources. Using hierarchical linear modeling to analyze data obtained from the federal government employees (agency N = 38, employee N = 303,892), this study found that while aggregated job resources (job autonomy, cooperation, feedback) enhanced employee commitment over time through reducing the level of perceived workload, aggregated workload decreased commitment over time through reducing the level of perceived job resources. This study provides further empirical evidence for the lagged effect of job resources and job demands in predicting employee commitment and motivation. Furthermore, this study found interrelations among demands and resources across levels of analysis, addressing theoretical relationships that have remained largely unexamined in the context of job stress research. [ABSTRACT FROM AUTHOR]

Absenteeism associated with accumulated job demands is a ubiquitous problem. We build on prior research on the benefits of counteracting job demands with resources by focusing on a still untapped resource for buffering job demands - that of strengths use. Using Job Demands-Resources theory, we hypothesized that perceived organizational support for strengths use can buffer the impact of separate and combined job demands (workload and emotional demands) on absenteeism. Additionally, based on conservation of resources theory, we hypothesized that job demands can accumulate and together have an exacerbating effect on company registered absenteeism. Our sample consisted of 832 employees from 96 departments of a Dutch mental health care organization. Results of multi-level analyses indicated that high levels of workload strengthen the positive relationship between emotional demands and absenteeism and that support for strength use interacted with workload and emotional job demands in the predicted way. Moreover, workload, emotional job demands, and strengths use interacted to predict absenteeism. Strengths use support reduced the level of absenteeism of employees who experienced both high workload and high emotional demands. We conclude that providing strengths use support to employees offers organizations a tool to reduce absenteeism, even when redesigning job demands is difficult. [ABSTRACT FROM AUTHOR]

The focus of this research symposium centers on new lines of inquiry related to the challenge/hindrance stressor framework. Prior research has shown that job demands (or stressors) can have either a debilitating or a motivating effect on individuals, depending on whether the stressor is viewed by the individual as a hindrance (e.g., politics, "red tape", role ambiguity) or a challenge (e.g., workload, time pressure, task complexity; Cavanaugh, Boswell, Roehling, & Boudreau, 2000; LePine, Podsakoff, & LePine, 2005; Seley, 1976). Building on prior work that has generally focused on re-examining past research, the proposed symposium brings together five studies that offer new insights into the challenge and hindrance framework from a number of different perspectives. The first two papers look at the mediating role of stressor appraisals in the relationship between various job characteristics and attitudinal outcomes. Our third paper examines the crossover effects of family-related stressors on both work and family engagement perceptions. In turn, the fourth paper explores a new temporal perspective of the challenge/hindrance framework by investigating the effects of job demands on a daily basis. Finally, our last paper takes this research stream into the global arena, and looks at how partner/relationship attributes moderate the relationships between multiple global work-related demands and challenge/hindrance perceptions. Our proposed symposium ends with a panel discussion with three of the participants who have focused (or will focus) on this framework for their dissertation research. Are Global Work Requirements a Challenge or a Hindrance? It Depends on the Employee's Partner. Presenter: Maria Kraimer; U. of Iowa. Presenter: Mark C. Bolino; U. of Oklahoma. Presenter: Steven D. Charlier; Georgia Southern U. Presenter: Olivier Wurtz; U. of Vaasa. "Stress is in the Eye of the Beholder: Work Demands, Demand Appraisals, and Well-Being". Presenter: Stacy Lolkus; U. of Iowa. Family Challenge and Hindrance Stressors: Family Engagement as a Key Transmitter to the Work Domain. Presenter: Brooke R. Buckman; Florida International U. Presenter: Marcie LePine; Arizona State U. Resource Constrained Yet Proactive? The Mediating Role of Cognitive Appraisals. Presenter: Ingrid C. Chadwick; Concordia U. Presenter: Jana L. Raver; Queen's U. Interaction Effects of Job Demands on Daily Goal Completion Satisfaction and Daily Work Engagement. Presenter: Mihaela Dimitrova; Oakland U. Presenter: Margaret Shaffer; U. of Wisconsin, Milwaukee [ABSTRACT FROM AUTHOR]

Presenteeism or attending work while ill is said to be a growing organizational problem. This study examined the association between job demands, presenteeism and absenteeism. We tested a moderated-mediation model of the effects of job demands on absenteeism with the key objective of exploring the mediation effects of presenteeism and the moderating effects of organizational justice on this relationship. Based on a sample of emergency services call centre workers (N=227) the research revealed that a set of job demands predicted presenteeism which in turn was associated with longer absence spells. The study found that presenteeism mediated the relationship between work overload and attendance enforcement and absence spells, and that employee perceptions of distributive justice represented an important mechanism through which presenteeism mediated the relationship between job demands and absence spells. [ABSTRACT FROM AUTHOR]