Curvilinear relationships between the job demandsresources (JD-R) model and work engagement: A police service case study

Transcription

1 Curvilinear relationships between the job demandsresources (JD-R) model and work engagement: A police service case study Sukanlaya (Sukie) Sawang (Presenter) Paula Brough Jennifer Barbour School of Psycholog Griffith University

2 are more innovative demonstrate higher standards of performance and low absenteeism have better relationships with co-workers and management are more likely to support changes in business direction and markets provide better service, and have better rapport, with customers and stakeholders are less likely to leave the business have a positive influence on workforce culture and behaviour Source: Dedication by a sense of significance, enthusiasm, inspiration, pride and challenge at work Absorption being fully immersed and happily involved in one s work Vigor a high level of energy and mental resilience while working

3 Research Aim: To assess the impact of job demands and job resources on work engagement commonly experienced by police officers. We employed the recently identified job demands-resources (JD-R) model (Bakker & Demerouti, 2007) as a framework to examine the relationship among demands, resources and work engagement in the police force.

4 Literature review: JD-R Job Demands + Burnout - - Organizational outcomes Job Resources + Engagement +

5 Warr s vitamin model Vitamin A&D (Additional Decrement) too much and too little of these are bad Control Skill level External demands Variety Clarity Interpersonal contact Vitamin C&E (Constant Effect) too little of these are bad Money Valued social position Physical security

6 Literature review: JD-R & Engagement Job Demands Too much demands/resources? Too little demands/resources? Work Engagement Job Resources Demands x Resources

7 Research hypotheses Hypothesis 1: Job demands will be positively associated with engagement. Hypothesis 2: Job resources will be positively associated with engagement. Hypothesis 3: Statistically significant curvilinear relationships will be produced between job demands-resources and engagement. Hypothesis 4: Job resources will moderate the relationship between job demands and engagement.

8 Research method 2,626 police officers ranging in rank from constables (n = 1,614; 61%), sergeants (n = 900; 34%) and inspectors and above (n = 112; 5%) Job demands (Wall, Jackson & Mullarkey,1995) Monitoring and problem solving demands Job resources (Caplan et al, 1975; Wall, Jackson & Mullarkey,1995) Controllability (method control, time control) Social support (supervisor and colleagues) Work engagement (Schaufeli et al., 2006) Absorption Dedication Vigor

9 Hierarchical regression analyses predicting work engagement Step 1 Age, Gender, Organization tenure, Rank Step 2 Job demands Step 3 Job resources Step 4 Quadratic terms Step 5 Interaction terms

10 Findings Hypothesis 1: Job demands will be positively associated with work engagement. Only monitoring demands significantly predicted absorption and dedication. Hypothesis 2: Job resources will be positively associated with engagement. All of job resources (except time control) demonstrated significant main effects in the prediction of work engagement. Hypothesis 3: Statistically significant curvilinear relationships will be produced between job demands-resources and all three dimensions of engagement. The quadratic term for supervisor support was significantly associated with both dedication and vigor. Hypothesis 4: Job resources will moderate the relationship between job demands and all three dimensions of engagement. Not supported

11 Conclusion Monitoring demands Method control Supervisor sup. Colleague sup. Work engagement Curvilinear Supervisor support Demands x Resources

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