The moderating role of social support in Karasek's job strain model

By Leisa D. Sargent, D. Terry. 2000

237 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c58f07988af57e0c97e66ab0e0a64c735551b8a1

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Using the job demands‐resources model to predict burnout and performance (2004, unknown): “…(conflict, ambiguity, overload; Schaubroeck & Fink, 1998; Singh et al., 1994), workload (Schaubroeck & Fink, 1998), skill utilization (Schaubroeck & Fink, 1998), job control, and social support (Sargent & Terry, 2000; Schaubroeck & Fink, 1998) were not related to overall measures of performance.”
Born to burnout: A meta-analytic path model of personality, job burnout, and work outcomes (2010, unknown): “…and turnover ranging from r = .03 to .27 (Bartoli, 2002; Iverson, Olekalns, & Erwin, 1998) and r = .12 to .29 (Firth & Britton, 1989; Gerits, Derksen, Verbruggen, & Katzko, 2005), respectively, and effects on job performance ranging from r = .60 to .04 (Halbesleben, 2003; Sargent & Terry, 2000).”
Project management and burnout: Implications of the Demand–Control–Support model on project-based work (2014, methodology): “The JDCS model identifies three major elements in the work setting that impact an individual's level of well being: job demands, job control, and social support (Sargent and Terry, 2000).”
Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under New Public Management (2006, background): “Both psychological health and job satisfaction have been frequently associated with DCS and CORrelated work conditions including job demands (e.g., De Lange et al., 2004), job discretion (e.g., Mikkelsen, Ogaard, & Landsbergis, 2005), and social support (e.g., Sargent & Terry, 2000).”
Job Satisfaction in The Public Service (2011, background): “In their longitudinal study, Sargent and Terry (2000) found that co-worker support was more strongly related to job satisfaction than managerial support.”
Supervisor and coworker support: a source congruence approach to buffering role conflict and physical stressors (2012, result): “That is, although several studies have supported this ‘buffering effect’ suggesting that supervisor support reduces the impact of stressors on strain (e.g. Beehr, King and King 1990; Dorman and Zapf 1999; Sargent and Terry 2000; Beehr et al. 2003), others have either failed to detect it (e.”
The Impact of Moral Stress Compared to Other Stressors on Employee Fatigue, Job Satisfaction, and Turnover: An Empirical Investigation (2012, background): “On the other hand, job satisfaction is enhanced and job stress minimized when employees perceive high levels of supervisor support (Babin and Boles 1996; Sargent and Terry 2000).”