Job Demands, Job Control, and Well-Being: A JDCS Model Study among Public Utility Employees

Abstract

Initial work on the JDCS model began around 1985. This theory proposes that elements such as job expectations, job control, and job support contribute to the social construction of stress in the workplace. The Employee Satisfaction Index was used as a measure of employee well-being, and one of the objectives was to find out how job demands and job control influenced it. Workload requirements are the sum of normal working hours, overtime, and the percentage of workers that are short-staffed. Sixty people working for public utility organizations participated in the study, which was structured as a quantitative, cross-sectional, and explanatory survey. Employee satisfaction and average weekly work hours are negatively correlated (r=-0.434, 0.434, p =.001), according to SPSS Pearson correlation and simple linear regression. This association also accounts for 18.9% of the total variance (R 2 =.189), as explained further. The rate of staff shortage is positively and strongly impacted by the employee satisfaction rating (r =.292, 2 =.292, p =.023; R 2 =.085). Overtime hours and well-being did not show a significant association (r = -.133, p =.310). Decision autonomy (=.289, p =.025; R2 =.083) is another possible metric for employee happiness. Staff satisfaction is unaffected by training expenditure (=.112, p =.396; R2 =.012). The JDCS model, which emphasizes the importance of job demands and increasing decision autonomy in contributing to sustainability of state among employees, can validate the following outcomes within specific limits.