The relationships between work characteristics and mental health: examining normal, reversed and reciprocal relationships in a 4-wave study

By Annet H. De Lange *, Toon W. Taris, Michiel A. J. Kompier, Irene Houtman, P. Bongers. 2004

563 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/04772e4ab4936ee85c8f37431cbe3efa52e8acb4

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Antecedents and consequences of employee absenteeism: A longitudinal perspective on the role of job satisfaction and burnout (2010, background): “Such reversed causation (De Lange, Taris, Kompier, Houtman & Bongers, 2004 ) is predicted in the so-called “drift-hypothesis” (Cardano, Costa, & Demaria, 2004 ; Zapf, Dormann, & Frese, 1996 ), which maintains that individuals with a bad health and high absenteeism drift into worse jobs or positio”
The job demands-resources model : state of the art (2007, background): “…of the doctor-patient relationship and burnout (Bakker et al., 2000), and between job characteristics (e.g. job control, job complexity, supervisor support, work pressure, and boundary spanning) and exhaustion or satisfaction (Demerouti et al., 2004; De Lange et al., 2004; Wong et al., 1998).”
Job Design and the Employee Innovation Process: The Mediating Role of Learning Strategies (2012, unknown): “…on the relationship between job design and learning suggests that the proposed direction of causality is correct and that any reverse paths are relatively weak (de Lange et al. 2004; Holman and Wall 2002), all of which suggests that the causal direction assumed in this article should be preferred.”
Age and creativity at work The interplay between job resources, age and idea creativity (2008, background): “As job control is particularly important for employees’ health ( De Lange et al., 2004 ) and also for”
The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction Results From Two Prospective and Representative Studies (2014, result): “On the other hand, high job satisfaction was related to an increase in reported constructive leadership 6 months later, a finding in line with De Lange et al. (2004) study showing that an increase in job satisfaction was related to an increase in social support from supervisors 1 year later.”
Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under New Public Management (2006, background): “While there has been mixed support for demand–control–support interactions, research has consistently demonstrated that the component variables predict health and performance outcomes (eg, Bond & Bunce, 2003 ; De Lange, Taris, Kompier, Houtman, & Bongers, 2004 ; Stansfeld, Head, & Marmot, 2000 ).”