The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (−0.594), job satisfaction (0.746), and burnout (−0.408), while role stress is correlated with burnout (0.953) and job satisfaction (−0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (−0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being.

In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

The assumption of new challenges and services to provide, and the evolution of new technologies in public administration, give employees an important perception of ambiguity when carrying out their work. Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze the moderating effect of the support by the department head in the negative influence of the role ambiguity on the engagement and the extra-role performance behaviors of the employees. The hypothesis is proposed that the support of the department head will mean the transformation of role ambiguity into a challenging job demand with positive results. A total of 315 public employees with administrative staff have participated in this study. Results confirmed that the support of the leader moderates the effects of role ambiguity. The inclusion of this variable as a moderator transforms the influence of role ambiguity on the employees’ engagement into a positive one and reduces their negative effect on extra-role performance behaviors. These results reinforce the role of leader support as a protective element against job demands in public administrations. Theoretical and practical implications and future lines of research are discussed at the end of the work.

The aim of this paper is to determine the relationship between climate and job satisfaction in the context of a public university. Data were collected from 318 administrative and technical employees. Multilevel analyses were conducted to test the cross level effects of climate −occurring at a level of administrative areas− and individual job satisfaction. Kopelman, Brief and Guzzo’s (1990) model provides a theoretical framework to show the relationships between climate and cognitive and affective states, such as job satisfaction. Results show that climate in administrative areas has a significant and possitive effect on job satisfaction, which has important implications for the development of innovative practices of human resources that encourage the welfare and commitment of employees on the building of a healthy and socially responsible organization.

Most previous research has shown the negative influence of role ambiguity on employes’ motivational process. This has led to role ambiguity being perceived as a main hindrance demand in the workplace, with a negative effect on the Job Demands Resources (JD-R) model’s motivational process. Recent theories propose that job demands can be perceived by employes as a challenge, rather than a hindrance. However, there is little evidence on which elements of the organizational context shape this perception. The objective of this study is to elucidate the possible effect of performance recognition from the team leader on employes’ interpretation of role ambiguity as a hindrance or a challenge. Data were obtained from 706 employes of a multinational company headquartered in Almería, Spain. Results confirmed that performance recognition moderates the effects of role ambiguity: specifically, performance recognition changes the effect of role ambiguity on engagement from negative to positive and reduces role ambiguity’s negative influence on extra-role behaviors.

Introduction: In recent years, job crafting has greatly interested Work and Organizational Psychology. Different research studies have shown its positive impact on people and organizational performance. However, it knows little about the differential effect of the two dimensions that make up this variable (prevention-focused and promotion-focused) and its role in the health-impairment spiral process of the job demand-resources theory (JD-R).Method: This research aims to analyze the mediating effect of the different dimensions of job crafting on the influence of burnout on performance and self-efficacy in the workplace. The study used a sample of 339 administrative employees of a university.Results: The results indicate that promotion-focused job crafting is a mediating variable in the relationship between the influence of burnout on performance and self-efficacy. Unexpectedly, prevention-focused job crafting does not have this mediating role in the same relationship.Discussion: These findings confirm the adverse impact of burnout on personal and organizational improvement, while showing the absence of prevention/protection responses of employees when they are burned out. The theoretical and practical implications show an advance in knowledge about the process of health deterioration and about the spiral of health deterioration in the JD-R theory.