APA Center for Organizational Excellence: Abstract Detail: The Job Demand-Control (-Support) model and psychological well-being: A review of 20 years of empirical research

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Title

The Job Demand-Control (-Support) model and psychological well-being: A review of 20 years of empirical research

Author van der Doef, M.; Maes, S.
Source Work & Stress
Source Type Journal Article
Summary

This article highlights the last twenty years of research concerning the Job Demand-Control Model (JDC). The review included 63 samples published from 1979 to 1997. The conclusions from this review suggest that two hypotheses dominate the research in this area, namely the strain hypothesis and the buffer hypothesis. Although the general propositions from the model have been supported over the years, the results are less consistent when moderating variables, such as job control and social support, are considered.

Keywords Well Being, Working Conditions, Working Conditions & Industrial Safety
Reference

van der Doef, M.; Maes, S. (1999). The Job Demand-Control (-Support) model and psychological well-being: A review of 20 years of empirical research. The Job Demand-Control (-Support) model and psychological well-being: A review of 20 years of empirical research, Work & Stress, 13, 87-114.

"When you have a high level of employee involvement in regards to the decision-making and problem-solving; and, when employees know that they are not alone to deal with their personal issues; and, when they see opportunities to become healthier with their employer's help; then, that business will be able to count on its greatest resource, its employees."

Glenn McFadden
Executive Vice President of Operations
The Comporium Group