Quantitative Versus Emotional Demands Among Swedish Human Service Employees: Moderating Effects of Job Control and Social Support
By Natasja van Vegchel, Wilmar B. Schaufeli, Christian Dormann, M. Söderfeldt, J. de Jonge. 2004
170 citations recorded by the source corpus.
Subfields: General Health Professions, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/23db86d1a4de0765784673c2925398a4b76193c5
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In General Health Professions
- Claude Fernet
- Stéphanie Austin
- Sarah-Geneviève Trépanier
- Martin C. Euwema
- I. H. van Emmerik
- Arnold B. Bakker
- M. Dussault
- Evangelia Demerouti
In Organizational Behavior and Human Resource Management
- Claude Fernet
- Stéphanie Austin
- Sarah-Geneviève Trépanier
- Arnold B. Bakker
- I. H. van Emmerik
- Martin C. Euwema
- M. Dussault
- Evangelia Demerouti
Citations in the corpus
- Explaining employees' evaluations of organizational change with the job‐demands resources model (2009, background): “Emotional demands refer to those aspects of the job that require sustained emotional effort because of (extensive) contacts with students ( Van Vegchel et al. , 2004”
- How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness (2013, result): “This reasoning is consistent with Warr's ( 1990 ) assumption that certain job characteristics are more or less salient in relation to different facets of employee functioning (see also Crawford, LePine, & Rich, 2010 ).”