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Role stressors, participative control, and subjective fit with organisational values: Main and moderating effects on employee outcomes

Published online by Cambridge University Press:  02 February 2015

Cameron J Newton  and
Nerina L Jimmieson
Cameron J Newton
Affiliation:
Centre of Philanthropy and Nonprofit Studies, Faculty of Business, Queensland University of Technology, Brisbane QLD, Australia
Nerina L Jimmieson
Affiliation:
School of Psychology, The University of Queensland, Brisbane QLD, Australia
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Abstract

Research investigating Karasek's (1979) Demand–Control Model (D-CM) has produced mixed results relating to the stress-buffering effects of job decision latitude, or job control, on employee adjustment. Cited reasons for these mixed results include the way control is operationalised and also the potential effects of secondary moderators in the relationship among job demand, job control, and employee adjustment. Towards addressing these issues, the present study assessed the secondary moderating effects of subjective fit with organisational culture and values in the D-CM. Participation in decision-making was used as the measure of job control. Moderated multiple regression analyses revealed three significant interactions in a sample of 119 employees. The results revealed a three-way interaction between role overload, participative control, and subjective fit on physiological symptoms and psychological health. Further analyses demonstrated a significant interaction between role conflict, participative control, and subjective fit on intentions to leave. In all interactions, participative control buffered the negative effects of the stressors on levels of employee adjustment only when employees' subjective fit with the organisational values was high. The theoretical importance and practical implications of the results are discussed.

Keywords

work stressorsparticipative controlsubjective fitstress-bufferingorganisational valuesemployee adjustment
Type
Research Article
Information
Journal of Management & Organization , Volume 14 , Issue 1 , March 2008 , pp. 20 - 39
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2008

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