Multilevel Job Demands and Resources: Cross-level Effects of Competing Organizational Facet-Specific Climates on Risky Safety Behaviors

Factors affecting occupational burnout in medical staff: a path analysis based on the job demands-resources perspective

Objective

To assess occupational burnout conditions and work-related factors among frontline medical staff during the COVID-19 pandemic and analyse the relationships among these factors utilizing the job demands-resources (JD-R) model as a theoretical framework.

Methods

An online survey was distributed to medical staff in one city via convenience sampling during 12/29/2022-1/10/2023. Path analysis was utilized to explore the relationship between work-related factors and occupational burnout among frontline medical staff during the COVID-19 outbreak.

Results

Among 474 respondents, 455 frontline medical staff (female=79.56%) were included in the final analysis. Medical staff aged <35 exhibited higher levels of occupational burnout than did older staff. Depression/anxiety and workload were positively correlated with occupational burnout and negatively correlated with self-compassion, workplace health/safety, and workplace support. Path analysis indicated the direct effects of workplace support, depression/anxiety, workplace health/safety, self-compassion, and workload on occupational burnout. There were also partial mediating effects of workplace support, depression/anxiety, workplace health/safety, and self-compassion on occupational burnout. The model demonstrated good fit.

Conclusion

Workplace support, a crucial job resource, can improve occupational burnout among frontline medical staff in various ways. Reducing anxiety, depression, and workload and improving workplace support, health/safety, and self-compassion are practical and effective measures for mitigating occupational burnout.

Latent class analysis of healthcare workers' perceptions of workers' job demands in mobile cabin hospitals in China

BACKGROUND

Owing to the outbreak of the Omicron variant of SARS-CoV-2 in Shanghai, China, partitioned dynamic closure and control management plans were implemented on March 28, 2022. This created huge emergency pressure on Shanghai's medical and healthcare systems. However, the perceptions of job demands of healthcare workers (HCWs) and classification of frontline HCWs in mobile cabin hospitals are unknown.

METHODS

In this study, we investigated the job demands of 1223 frontline HCWs working in mobile cabin hospitals during the COVID-19 pandemic April 2022 to May 2022. We performed latent class analysis to identify classification features of job demands. A binary multivariate logistic regression model was used to explore the influencing factors of latent class.

RESULTS

The total mean job demand score was 132.26 (SD = 9.53), indicating a high level of job demand. A two-class model provided the best fit. The two classes were titled "middle-demand group" (17.66%) and "high-demand group" (82.34%). A regression analysis suggested that female HCWs, HCWs satisfied with the doctor/nurse-patient relationship, HCWs who believed that the risk of working in mobile cabin hospitals was high, and HCWs without physical discomfort during the pandemic were more likely to be in the "high-demand group".

CONCLUSION

Characteristics of the "high-demand group" subtype suggest that attention should be paid to the physical condition of frontline HCWs and the job demands of female HCWs. Managers should strengthen the training of HCWs in terms of their communication skills as well as their knowledge and technical skills to aid epidemic prevention and control.

Job demands-resources theory in times of crises: New propositions

This theoretical paper presents an extended Job Demands–Resources (JD–R) theory aimed at understanding how organizations and their employees can best deal with COVID-19 and other crises in the workplace. The crisis showed that job characteristics alone are insufficient to explain employee health and motivation, i.e., the two focal outcomes of the JD-R theory. Rather, demands and resources of the individual, the family, the job and the organization interact with each other to predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. This was possible by integrating the crisis management literature in JD-R theory. Viewing the crisis from a job design perspective helped us to introduce several new and testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.

Plain Language Summary

Organizations have been struggling to find out how their employees are affected by the COVID-19 pandemic and what they can do to support their well-being and improve their functioning during the pandemic and beyond. The well-being and job performance of individual employees are difficult to predict which becomes even more complicated during times of crisis. The Job Demands–Resources theory is a helpful means because it suggests that employee health and motivation are outcomes of two different processes, i.e., the health impairment process and the motivational process. Job demands, such as work pressure and demanding customers, exhaust the energy of employees and consequently diminish their health, whereas job resources, such as autonomy and social support, help employees to deal with the demands and to develop themselves. The pandemic showed that the interplay between demands and resources of the individual, the job, the family and the organization predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. Viewing the crisis from a job design perspective helped us to introduce in the Job Demands–Resources theory several testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.

A conceptual model of mindful organizing for effective safety and crisis management. The role of organizational culture

The Covid-19 pandemic has involved nations world-wide in the necessity to manage and control the spread of infection, and challenged organizations to effectively counteract an unchartered medical crisis while preserving the safety of workers. While the pandemic and geopolitical turmoil caused by the war in Ukraine are recent examples of complex environments that require effective safety and crisis management, organizations may generally need to find ways to deal with the unexpected and reliably perform in the face of fluctuations. Mindful organizing (MO) is defined as the collective capability to detect discriminatory details about emerging issues and act swiftly in response to these details, thus allowing members to anticipate, and recover from, any errors or unexpected events that arise. Organizational culture refers to the mindset shared among members which orients their actions and thus qualifies as a relevant contextual factor that determines whether the specific forms of perceiving and acting entailed by MO may emerge in an organization. The present paper aimed to propose a conceptual model linking organizational culture, MO and organizational outcomes (i.e., safety, reliability, crisis management), and delineate arguments to address the match/mismatch between MO and culture types. Specifically, it is proposed that organizational culture determines the way an organization develops MO and the subsequent ability to handle unexpected events which might jeopardize organizational effectiveness and safety. Our contribution bridges the still disparate fields of MO and organizational culture, and provides scholars and practitioners with a complexity- and uncertainty-sensitive integrative framework in order to intervene on organizational outcomes.