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Abstract
ABSTRACT
The job demands-resources (JD-R) model is a recent and influential model of employee well-being. The job demands-resource theory provides an overarching model that may be applied to occupational settings, irrespective of the particular demands and resources involved. The central assumption of the JD-R model is that work stress or burnout develops—irrespective of occupation—when job demands are high and when job resources are insufficient. In contrast, work engagement is most likely to occur when job resources are high in the face of high job demands. While substantial research in Western countries has found strong support for the main hypotheses proposed by the JD-R model, there are limited studies and evidence of the JD-R model in the Chinese work context. This thesis aims to test the original JD-R model (the JD-R model of burnout) and extend the model into the JD-R model of occupational stress amongst Chinese manufacturing workers.
The JD-R model of occupational stress extended the JD-R model by examining the impact of employee well-being (i.e. strain and engagement) on work outcomes. In addition, the model explores the mediating roles of presenteeism on the relationships between job characteristics (i.e. job demands and job resources) and employee well-being. As opposed to absenteeism, presenteeism refers to the work behaviour whereby workers are present at work when they ought not to. This work behaviour is presented in two forms: long-hour presenteeism (i.e. unpaid overtime work) and sickness presenteeism (i.e. going to work while ill). The mediating roles of long-hour presenteeism and sickness presenteeism have been examined in the extended JD-R model respectively.
This research adopted a mixed-methods approach and was composed of two studies. Study 1 adopted focus group interviews amongst 24 workers in four groups. The results of Study 1 revealed specific job demands and job resources experienced commonly by the workers in the investigated manufacturer in China. In addition, the results found that long-hour presenteeism and sickness presenteeism were prevalent in the organisation. Study 2 adopted a survey that was designed on the basis of the results of Study 1 amongst participants at the same manufacturer. Using partial least squares (PLS) path modelling, the results of Study 2 (N=270) provided some support to the original JD-R model and showed better explanatory power of the extended JD-R model.
This research makes some important contributions to the literature. First, the results confirm past findings regarding the effects of job demands and job resources on employee well-being in the JD-R model studies. However, the moderating effect of job resources needs to be further examined in the Chinese context. Second, the key difference between this research and most studies of the JD-R model is that this research adopted empirical interview data to identify job demands and job resources rather than specifying job demands and job resources on the basis of archival data from the literature. Third, the original JD-R model (Demerouti, Bakker, Nachreiner, & Schaufeli 2001) was introduced and tested in the Chinese context, and some gaps were also addressed. Fourth, the extended JD-R model provided a better understanding of the mechanisms of work stress amongst Chinese workers and shed light on the roles of long-hour presenteeism and sickness presenteeism in the workplace. Finally, it is the first time research has used PLS path modelling technique to test the original JD-R model and extended JD-R model.
Implications for the JD-R model include the need to extend the model to incorporate individual variables and organisational outcomes and to further examine the buffering role of job resources in samples with a different cultural background. More practically, measures such as job redesign, improved physical work environment, and work-life balance programs could alleviate exhaustion and strain at work. On the other hand, improving workers’ sense of autonomy and justice, if possible, encouraging supervisors to provide social support, showing more care for the well-being of workers from the organisation, and protecting them from occupational health and safety (OHS) hazards are all measures within reach of management and may improve employee engagement and productivity. In the short term, long-hour presenteeism may help to achieve organisational goals, such as meeting a production deadline. However, in the long term it could lead to high sickness presenteeism, poor well-being, high turnover and poorer job performance. Finally, the findings indicated that the variance of work outcomes (i.e. job performance, commitment and organisational citizenship behaviour) could be explained by the levels of strain and engagement in the workplace. This implies that to improve work outcomes, the psychological well-being of workers should be valued on a strategic level and incorporated into Chinese human resources management policy and practices.