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Title: Coping processes linking the demands-control-support model, affect, and risky decisions at work
Authors: Daniels, Kevin
Beesley, Nick J.
Cheyne, Alistair
Wimalasiri, Varuni P.
Keywords: Job design
Job characteristics
Demands-control-support model
Coping
Well-being
Risk
Safety
Issue Date: 2008
Publisher: Sage Publications / © Tavistock Institute, London, UK
Citation: DANIELS, K. ... et al, 2008. Coping processes linking the demands-control-support model, affect, and risky decisions at work. Human Relations, 61 (6), pp.845-874.
Abstract: As a model of job design, the demands-control-support model (DCSM) indicates that dynamic processes involving individual agency underpin the effects of job characteristics. Specifically, the DCSM indicates that control and social support facilitate effective coping with work demands. To examine such processes in detail, 32 nuclear design engineers participated in an experience sampling study (no. observations = 456). Findings indicate that enacting problem-focused coping by control and support across situations may be beneficial for affect. Problem-focused coping enacted by control was also related to fewer decisions that bear risks to design safety. Although higher levels of risky decisions were related to consistent use of emotional-approach enacted by control coping across situations, this form of coping used in specific demanding episodes was related to less cognitive error and fewer risky decisions two hours later. Emotional-approach enacted through support in specific episodes had a mixed pattern of relationships with outcomes. Theoretically, the findings indicate the importance of understanding the purpose for which job characteristics are enacted. Practically, the findings indicate the importance of shaping both problem-solving and emotional processes alongside job redesign.
Description: This article was published in the journal, Human Relations, and the definitive version is available at: http://dx.doi.org/10.1177/0018726708093543
Version: Accepted for publication
DOI: 10.1177/0018726708093543
URI: https://dspace.lboro.ac.uk/2134/6365
ISSN: 0018-7267
1741-282X
Appears in Collections:Published Articles (Business School)

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