Papers by Evangelia Demerouti
Journal of Occupational and Organizational Psychology, 2010
This paper explores employees' use of organizational values in the context of a post-merger integ... more This paper explores employees' use of organizational values in the context of a post-merger integration (PMI) change process, which entails adopting a new set of values. Within such a dynamic corporate context, organizational values may assist employees in proactively managing their work performance and job satisfaction by putting organizational values into practice and using them ('crafting') in the context of work. A four-week diary study was conducted in which 71 employees participated. Diary records and validated questionnaire data were collected during a post-merger integration process in a multinational corporation, and were then analyzed using multi-level modelling. This study suggests that using and practicing organizational values can affect people's motivation to act proactively in changing work settings. We discuss the implications of our findings for future work in helping organizational members craft their work by drawing on organizational values for sustainable collaboration.
Journal of Occupational Health Psychology, 2015
This study among a heterogeneous sample of employees expands the Job-Demands (JD-R) theory by exa... more This study among a heterogeneous sample of employees expands the Job-Demands (JD-R) theory by examining how interpersonal conflicts at work-task and relationship conflict-spillover into the nonwork domain on a daily basis. We hypothesized that daily personal resources can buffer the daily negative spillover of interpersonal conflicts from work into the nonwork domain. A total of 113 employees (n = 565 occasions) filled in a daily diary questionnaire in the evening before bedtime over 5 consecutive working days. Results of multilevel analysis showed that the presence of daily personal resources is essential to buffer the spillover of interpersonal conflict at work to the nonwork domain. Specifically, on days that employees were not very optimistic or resilient, interpersonal conflicts resulted in higher strain-based work-life conflict experiences. These findings contribute to the JD-R theory and show how the unfavorable effects of daily interpersonal conflicts in the work domain may be avoided in the nonwork domain through enhancing personal resources. We discuss the implications for theory and practice. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
Expanding the Boundaries of Work-Family Research, 2013
International Journal of Stress Management, 2003
Journal of …, Jan 1, 2007
This study of 805 Finnish teachers working in elementary, secondary, and vocational schools teste... more This study of 805 Finnish teachers working in elementary, secondary, and vocational schools tested 2 interaction hypotheses. On the basis of the job demands-resources model, the authors predicted that job resources act as buffers and diminish the negative relationship between pupil misbehavior and work engagement. In addition, using conservation of resources theory, the authors hypothesized that job resources particularly influence work engagement when teachers are confronted with high levels of pupil misconduct. In line with these hypotheses, moderated structural equation modeling analyses resulted in 14 out of 18 possible 2-way interaction effects. In particular, supervisor support, innovativeness, appreciation, and organizational climate were important job resources that helped teachers cope with demanding interactions with students.
European Journal of Oral …, Jan 1, 2005
Anxiety, Stress & …, Jan 1, 2000
Anxiety, Stress & Coping, Jan 1, 2002
Career Development International, Jan 1, 2008
Purpose -This paper aims to provide an overview of the recently introduced concept of work engage... more Purpose -This paper aims to provide an overview of the recently introduced concept of work engagement. Design/methodology/approach -Qualitative and quantitative studies on work engagement are reviewed to uncover the manifestation of engagement, and reveal its antecedents and consequences. Findings -Work engagement can be defined as a state including vigor, dedication, and absorption. Job and personal resources are the main predictors of engagement; these resources gain their salience in the context of high job demands. Engaged workers are more creative, more productive, and more willing to go the extra mile. Originality/value -The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance career development in today's workplace.
Journal of Occupational …, Jan 1, 2005
This study tested and refined the job demands-resources model, demonstrating that several job res... more This study tested and refined the job demands-resources model, demonstrating that several job resources play a role in buffering the impact of several job demands on burnout. A total of 1,012 employees of a large institute for higher education participated in the study. Four demanding aspects of the job (e.g., work overload, emotional demands) and 4 job resources (e.g., autonomy, performance feedback) were used to test the central hypothesis that the interaction between (high) demands and (low) resources produces the highest levels of burnout (exhaustion, cynicism, reduced professional efficacy). The hypothesis was rejected for (reduced) professional efficacy but confirmed for exhaustion and cynicism regarding 18 out of 32 possible 2-way interactions (i.e., combinations of specific job demands and resources).
Human Resource …, Jan 1, 2004
The job demands-resources (JD-R) model was used to examine the relationship between job character... more The job demands-resources (JD-R) model was used to examine the relationship between job characteristics, burnout, and (other-ratings of) performance (N ϭ 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra-role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes.
… of Occupational and …, Jan 1, 2009
This study investigates how daily fluctuations in job resources (autonomy, coaching, and team cli... more This study investigates how daily fluctuations in job resources (autonomy, coaching, and team climate) are related to employees' levels of personal resources (self-efficacy, selfesteem, and optimism), work engagement, and financial returns. Forty-two employees working in three branches of a fast-food company completed a questionnaire and a diary booklet over 5 consecutive workdays. Consistent with hypotheses, multi-level analyses revealed that day-level job resources had an effect on work engagement through day-level personal resources, after controlling for general levels of personal resources and engagement. Day-level coaching had a direct positive relationship with day-level work engagement, which, in-turn, predicted daily financial returns. Additionally, previous days' coaching had a positive, lagged effect on next days' work engagement (through next days' optimism), and on next days' financial returns.
Journal of Vocational …, Jan 1, 2009
This study examined longitudinal relationships between job resources, personal resources, and wor... more This study examined longitudinal relationships between job resources, personal resources, and work engagement. On the basis of Conservation of Resources theory, we hypothesized that job resources, personal resources, and work engagement are reciprocal over time. The study was conducted among 163 employees, who were followed-up over a period of 18 months on average. Results of structural equation modeling analyses supported our hypotheses. Specifically, we found that T1 job and personal resources related positively to T2 work engagement. Additionally, T1 work engagement related positively to T2 job and personal resources. The model that fit best was the reciprocal model, which showed that not only resources and work engagement but also job and personal resources were mutually related. These findings support the assumption of Conservation of Resources theory that various types of resources and well-being evolve into a cycle that determines employees' successful adaptation to their work environments.
European Journal of …, Jan 1, 2003
International Journal of …, Jan 1, 2007
This study examined the role of three personal resources (self-efficacy, organizational-based sel... more This study examined the role of three personal resources (self-efficacy, organizational-based self-esteem, and optimism) in the Job Demands-Resources (JD-R) model. The authors hypothesized that personal resources (1) moderate the relationship between job demands and exhaustion, (2) mediate the relationship between job resources and work engagement, and (3) relate to how employees perceive their work environment and well-being. Hypotheses were tested among 714 Dutch employees. Results showed that personal resources did not offset the relationship between job demands and exhaustion. Instead, personal resources mediated the relationship between job resources and engagement/exhaustion and influenced the perception of job resources. The implications of these findings for the JD-R model are discussed.
Journal of Advanced …, Jan 1, 2000
Journal of Vocational …, Jan 1, 2003
This study among 214 nutrition production employees uses the Job Demands-Resources (JD-R) model t... more This study among 214 nutrition production employees uses the Job Demands-Resources (JD-R) model to predict future company registered absenteeism. According to this model, job demands are primarily responsible for health impairment, whereas job resources lead primarily to increased motivation and attachment to work and the organization. Consistent with hypotheses derived from the JD-R model and the absenteeism literature, results of structural equation modeling analyses show that job demands are unique predictors of burnout (i.e., exhaustion and cynicism) and indirectly of absence duration, whereas job resources are unique predictors of organizational commitment, and indirectly of absence spells. These findings have implications for individual and organizational interventions aimed at reducing absenteeism.
Journal of Managerial Psychology, Jan 1, 2007
Purpose -The purpose of this paper is to give a state-of-the art overview of the Job Demands-Reso... more Purpose -The purpose of this paper is to give a state-of-the art overview of the Job Demands-Resources (JD-R) model Design/methodology/approach -The strengths and weaknesses of the demand-control model and the effort-reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD-R model and discusses its basic premises. Findings -The paper provides an overview of the studies that have been conducted with the JD-R model. It discusses evidence for each of the model's main propositions. The JD-R model can be used as a tool for human resource management. A two-stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large. Originality/value -This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD-R model can be applied to a wide range of occupations, and be used to improve employee well being and performance.
Journal of Applied …, Jan 1, 2001
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Papers by Evangelia Demerouti