Work characteristics and employee health and well-being: Test of a model of healthy work organization

This paper presents an initial test and validation of a model of healthy work organization. A questionnaire based on the proposed model was completed by 1,130 employees of a national retailer. The instrument measured 29 first‐order constructs underlying the six higher‐order domains of the model. The...

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Bibliographic Details
Published in:Journal of occupational and organizational psychology 2004-12, Vol.77 (4), p.565-588
Main Authors: Wilson, Mark G., Dejoy, David M., Vandenberg, Robert J., Richardson, Hettie A., Mcgrath, Allison L.
Format: Article
Language:English
Subjects:
Biological and medical sciences
Careers
Corporate culture
Employees
Fundamental and applied biological sciences. Psychology
Health status
Job design
Job satisfaction
Mathematical models
Occupational health
Occupational health and safety
Occupational psychology
Occupational safety
Occupational stress
Organizational behavior
Patient safety
Perceptions
Psychological wellbeing
Psychology
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Questionnaires
Retail stores
Structural equation models
Studies
USA
Well-being
Work condition. Job performance. Stress
Work organization
Working conditions
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Summary:This paper presents an initial test and validation of a model of healthy work organization. A questionnaire based on the proposed model was completed by 1,130 employees of a national retailer. The instrument measured 29 first‐order constructs underlying the six higher‐order domains of the model. The overall model fit and relationships among the second‐order factors were examined using AMOS structural equation‐modelling procedures. The structural analyses presented here support the proposed model. An acceptable overall fit was demonstrated, and all second‐order, and second‐ to first‐order, relationships were significant. Employees' perceptions of their organization affect their perception of the climate, which impacts the way people relate to their job and see their future in the organization, ultimately impacting their work adjustment, health and well‐being. This model has implications for both research and practice.
ISSN:0963-1798
2044-8325
DOI:10.1348/0963179042596522