INTRODUCTION: The theme of well-being and discomfort at work has attracted increasing interest in recent years. The present study, according to Job Demands-Resources model (JD-R), inquires the effects of personal (optimism, internal locus of control) and organizational resources (job autonomy, supervisors and colleagues support) and general (work-to-family conflict, workload) and context specific demands (emotional dissonance) on emotional well-being and discomfort at work in call centre employees. METHODS: This research was conducted through an online questionnaire, composed by measures present in scientific literature, filled out individually by call center agents (N = 507) of the same telecommunication firm. Data analysis (PASW 18) provides: descriptive statistics, correlations and multiple regressions. RESULTS: Personal and organizational resources improve emotional well-being at work, except for colleagues support. Optimism and supervisors support reduce emotional discomfort at work. Among organizational demands, work-family conflict and emotional dissonance increase emotional discomfort at work and, to a lesser extent, reduce the emotional well-being at work. CONCLUSIONS: The results, according to theoretical model, highlight the different role of demands and resources on emotional well-being and discomfort at work. The results suggest organizational politics and investments to promote emotional well-being at work, in particular training program to support emotional skills, training for supervisors, increasing job autonomy and support to work-family balance.
INTRODUCTION: The theme of well-being and discomfort at work has attracted increasing interest in recent years. The present study, according to Job Demands-Resources model (JD-R), inquires the effects of personal (optimism, internal locus of control) and organizational resources (job autonomy, supervisors and colleagues support) and general (work-to-family conflict, workload) and context specific demands (emotional dissonance) on emotional well-being and discomfort at work in call centre employees. METHODS: This research was conducted through an online questionnaire, composed by measures present in scientific literature, filled out individually by call center agents (N = 507) of the same telecommunication firm. Data analysis (PASW 18) provides: descriptive statistics, correlations and multiple regressions. RESULTS: Personal and organizational resources improve emotional well-being at work, except for colleagues support. Optimism and supervisors support reduce emotional discomfort at work. Among organizational demands, work-family conflict and emotional dissonance increase emotional discomfort at work and, to a lesser extent, reduce the emotional well-being at work. CONCLUSIONS: The results, according to theoretical model, highlight the different role of demands and resources on emotional well-being and discomfort at work. The results suggest organizational politics and investments to promote emotional well-being at work, in particular training program to support emotional skills, training for supervisors, increasing job autonomy and support to work-family balance.
Authors: Stéphanie Boini; Martin Kolopp; Michel Grzebyk; Guy Hédelin; Dominique Chouanière Journal: Int Arch Occup Environ Health Date: 2019-08-03 Impact factor: 3.015
Authors: Claudio Giovanni Cortese; Federica Emanuel; Lara Colombo; Marco Bonaudo; Gianfranco Politano; Franco Ripa; Marilena Avanzato; Franca Dall'Occo; Antonella Rinaudo; Maria Michela Gianino Journal: Int J Environ Res Public Health Date: 2019-03-23 Impact factor: 3.390