Editing Work design (section)

=== Job demands-control model ===
{{See also|Occupational health psychology}}
Karasek's (1979) ''job demands-control model'' is the earliest and most cited model relating work design to [[occupational stress]]. The key assumption of this model is that low levels of work-related decision latitude (i.e. [[Job control (workplace)|job control]]) combined with high workloads (i.e. job demands) can lead to poorer physical and mental health.<ref>{{Cite journal|last=Karasek|first=Robert A.|date=June 1979|title=Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign|url=http://dx.doi.org/10.2307/2392498|journal=Administrative Science Quarterly|volume=24|issue=2|pages=285–308|doi=10.2307/2392498|jstor=2392498|issn=0001-8392}}</ref> For example, high pressure and demands at work may lead to a range of negative outcomes such as [[psychological stress]], [[Occupational burnout|burnout]], and compromised physical health.<ref name=":3">{{Cite journal|last1=Crawford|first1=Eean R.|last2=LePine|first2=Jeffery A.|last3=Rich|first3=Bruce Louis|date=2010|title=Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test.|url=http://dx.doi.org/10.1037/a0019364|journal=Journal of Applied Psychology|volume=95|issue=5|pages=834–848|doi=10.1037/a0019364|pmid=20836586|s2cid=31680075 |issn=1939-1854}}</ref><ref>{{Citation|last1=Schaufeli|first1=Wilmar B.|title=A Critical Review of the Job Demands-Resources Model: Implications for Improving Work and Health|date=2013-08-22|url=http://dx.doi.org/10.1007/978-94-007-5640-3_4|work=Bridging Occupational, Organizational and Public Health|pages=43–68|place=Dordrecht|publisher=Springer Netherlands|isbn=978-94-007-5639-7|access-date=2021-05-04|last2=Taris|first2=Toon W.|doi=10.1007/978-94-007-5640-3_4|hdl=1874/420626 }}</ref> Additionally, the model suggests that high levels of job control can buffer or reduce the adverse health effects of high job demands. Instead, this high decision latitude can lead to feelings of mastery and confidence, which in turn aid the individual in coping with further job demands.<ref name="Robert. 2010">{{Cite book|last=Robert.|first=Karasek|url=http://worldcat.org/oclc/731152609|title=Healthy work : stress, productivity, and the reconstruction of working life|date=2010|publisher=Basic Books|isbn=978-0-465-02896-2|oclc=731152609}}</ref>

The job demands-control model is widely regarded as a classic work design theory, spurring large amounts of research.<ref name=":4">{{Cite journal|last=Parker|first=Sharon K.|date=2014-01-03|title=Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More|url=http://dx.doi.org/10.1146/annurev-psych-010213-115208|journal=Annual Review of Psychology|volume=65|issue=1|pages=661–691|doi=10.1146/annurev-psych-010213-115208|pmid=24016276|hdl=20.500.11937/69541 |issn=0066-4308|hdl-access=free}}</ref> However, the model has been criticized for its focus on a narrow set of work characteristics. Additionally, while strong support has been found for the negative effects of high job demands, some researchers have argued that the buffering effect of high job control on the negative effects of demand is less convincing.<ref>{{Cite journal|last1=de Lange|first1=Annet H.|last2=Taris|first2=Toon W.|last3=Kompier|first3=Michiel A. J.|last4=Houtman|first4=Irene L. D.|last5=Bongers|first5=Paulien M.|date=2003|title="The very best of the millennium": Longitudinal research and the demand-control-(support) model.|url=http://dx.doi.org/10.1037/1076-8998.8.4.282|journal=Journal of Occupational Health Psychology|volume=8|issue=4|pages=282–305|doi=10.1037/1076-8998.8.4.282|pmid=14570524|issn=1939-1307}}</ref>

==== Job demands-resources model ====
[[File:Danish police arrest.jpg|thumb|[[Police|Policing]] is widely recognised as a stressful, emotionally trying, and dangerous occupation. This may be because the job demands of police officers (e.g., [[role conflict]], role ambiguity, role overload) outweigh the job resources available (e.g., input into decision making, organizational support).<ref>{{Cite journal|last1=Frank|first1=James|last2=Lambert|first2=Eric G.|last3=Qureshi|first3=Hanif|date=2017-08-31|title=Examining Police Officer Work Stress Using the Job Demands–Resources Model|url=http://dx.doi.org/10.1177/1043986217724248|journal=Journal of Contemporary Criminal Justice|volume=33|issue=4|pages=348–367|doi=10.1177/1043986217724248|s2cid=148794902|issn=1043-9862}}</ref>]]
The ''[[job demands-resources model]]'' was introduced as a theoretical extension to the job demands-control model, and recognizes that other features of work in addition to control and support might serve as resources to counter job demands.<ref name=":3" /> The authors of the job demands-resources model argued that previous models of employee well-being "have been restricted to a given and limited set of predictor variables that may not be relevant for all job positions" (p.&nbsp;309).<ref>{{Cite journal|last1=Bakker|first1=Arnold B.|last2=Demerouti|first2=Evangelia|date=2007-04-03|title=The Job Demands-Resources model: state of the art|url=https://www.emerald.com/insight/content/doi/10.1108/02683940710733115/full/html|journal=Journal of Managerial Psychology|language=en|volume=22|issue=3|pages=309–328|doi=10.1108/02683940710733115|s2cid=1221398 |issn=0268-3946}}</ref> Examples of the resources identified in this model include career opportunities, participation in decision making, and social support.<ref>{{Cite journal|last1=Demerouti|first1=Evangelia|last2=Bakker|first2=Arnold B.|date=2011-05-23|title=The Job Demands–Resources model: Challenges for future research|journal=SA Journal of Industrial Psychology|volume=37|issue=2|doi=10.4102/sajip.v37i2.974|issn=2071-0763|doi-access=free}}</ref>