Purpose – The purpose of this paper is to give a state‐of‐the art overview of the Job Demands‐Resources (JD‐R) modelDesign/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 i...

The job demands-resources model : state of the art

This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their wor...

https://www.jstor.org/stable/pdfplus/256287.pdf

Psychological Conditions of Personal Engagement and Disengagement at Work

Postmodernism has been particularly important in acknowledging 'the multiple forms of otherness as they emerge from differences in subjectivity, gender and sexuality, race and class, temporal and spatial geographic locations and dislocations'. Postmodernism also ought to be looked at as mimetic of the social, economic, and political practices in society. The meta-narratives that the postmodernists decry were much more open, nuanced, and sophisticated than the critics admit. The rhetoric of postmodernism is dangerous for it avoids confronting the realities of political economy and the circumstances of global power. The sharp categorical distinction between modernism and postmodernism disappears, to be replaced by an examination of the flux of internal relations within capitalism as a whole. The reproduction of the social and symbolic order through the exploration of difference and 'otherness' is all too evident in the climate of postmodernism.

The condition of postmodernity

Culture influences action not by providing the ultimate values toward which action is oriented, but by shaping a repertoire or "tool kit" of habits, skills, and styles from which people construct "strategies of action." Two models of cultural influence are developed, for settled and unsettled cultural periods. In settled periods, culture independently influences action, but only by providing resources from which people can construct diverse lines of action. In unsettled cultural periods, explicit ideologies directly govern action, but structural opportunities for action determine which among competing ideologies survive in the long run. This alternative view of culture offers new opportunities for systematic, differentiated arguments about culture's causal role in shaping action. The reigning model used to understand culture's effects on action is fundamentally misleading. It assumes that culture shapes action by supplying ultimate ends or values toward which action is directed, thus making values the central causal element of culture. This paper analyzes the conceptual difficulties into which this traditional view of culture leads and offers an alternative model. Among sociologists and anthropologists, debate has raged for several academic generations over defining the term "culture." Since the seminal work of Clifford Geertz (1973a), the older definition of culture as the entire way of life of a people, including their technology and material artifacts, or that (associated with the name of Ward Goodenough) as everything one would need to know to become a functioning member of a society, have been displaced in favor of defining culture as the publicly available symbolic forms through which people experience and express meaning (see Keesing, 1974). For purposes of this paper, culture consists of such symbolic vehicles of meaning, including beliefs, ritual practices, art forms, and ceremonies, as well as informal cultural practices such as language, gossip, stories, and rituals of daily life. These symbolic forms are the means through which "social processes of sharing modes of behavior and outlook within [a] community" (Hannerz, 1969:184) take place.

https://www.jstor.org/stable/pdfplus/2095521.pdf

Culture in action: symbols and strategies*

The growing technical uncertainties and complexities of problems of global concern have made international policy coordination not only increasingly necessary but also increasingly difficult. If decision makers are unfamiliar with the technical aspects of a specific problem, how do they define state interests and develop viable solutions? What factors shape their behavior? Under conditions of uncertainty, what are the origins of international institutions? And how can we best study the processes through which international policy coordination and order emerge? While a variety of analytic approaches have been used to address the problems of international cooperation, the approaches have yielded only fragmentary insights. At its core, the study of policy coordination among states involves arguments about determinism versus free will and about the ways in which the international system is maintained and transformed. Among the overlapping topics of debate are whether national behavior is determined or broadly conditioned by system-level factors, unit-level factors, or some complex interplay between the two; whether state policymakers can identify national interests and behave independently of pressures from the social groups they nominally represent; and whether states respond consistently to opportunities to create, defend, or expand their own wealth and power, to enhance collective material benefits, or to promote nonmaterial values.' A related question of

/pdf/introduction-epistemic-communities-and-international-policy-55mu65c5cp.pdf

Introduction: epistemic communities and international policy coordination

The Managed Heart: Commercialization of Human Feeling

The Next American Frontier

The confidence gap

Strategies of community intervention

What choices face middle managers when corporations engage in illegal behaviour? How do they balance pressures from top management against moral concerns? What happens to them when they must decide whether or not to report illegal practices to the government? Clinard examines these important questions in a fascinating book based on detailed interviews with retired middle managers from a number of large (Fortune 500) corporations. 'The book is organized well and highly readable...should inspire considerable theory and research in the future.' -- Choice, January 1984 'Clinard's book is an important contribution to our understanding of corporate deviance and its control. It merits the attention of an interdisciplinary readership, not least of all those criminologists concerned with organizational deviance of any kind -- whether private or public sector.' -- The Australian and New Zealand Journal of Criminology '...Clinard has made another unique contribution to the growing literature on coporate crime by examining, for the first time the views of middle management...' -- The Annals, July 1984

John E. Tropman

Papers

The Managed Heart: Commercialization of Human Feeling

The Next American Frontier

The confidence gap

Strategies of community intervention

Handbook of Social Intervention