Purpose Opportunities for professional development (OPD) can be considered an organizational resource able to reduce stress and increase workers’ motivation (Panari et al., 2010). Since little is yet known about the process of professional development (Elman et al., 2005), the present study aims at investigating the mediational role of OPD between job resources and disengagement within the job demands-resources model (Bakker & Demerouti, 2007). Design/Methodology The study involved 356 Italian employees. The self-report questionnaire measured workload, emotional dissonance, customer related social stressors, colleague support, supervisory coaching, job autonomy, OPD, exhaustion and disengagement. Data analysis was conducted using PASW 18 and Mplus 6 (Muthén & Muthén, 1998-2007). Results The SEM analysis (Model fit: χ2 (44) = 122.22; p < .01; RMSEA = .07; CFI = .95; TLI = .92; SRMR = .06) confirmed a positive relationship of job demands with exhaustion and a negative relationship of job resources with exhaustion. Moreover, results showed a total mediational effect of OPD between job resources and disengagement. Limitations The study has some limitations, due to its cross-sectional design and self-reports data; further longitudinal research or diary-study are required. Moreover, future research should be better operationalized the OPD construct to appreciate its comprehension. Research/Practical Implications In conclusion, organizations should give all employees the same OPD, foster a culture of development and learning and also pay close attention to the supervisors’ role in offering OPD. Originality/Value This study adds to knowledge of OPD highlighting their relevant role in decreasing cynicism toward work and in enhancing the effect of other job resources on work engagement.
Opportunities for professional development: A mediational effect within the job demands-resources model
MOLINO, MONICA
2013-01-01
Abstract
Purpose Opportunities for professional development (OPD) can be considered an organizational resource able to reduce stress and increase workers’ motivation (Panari et al., 2010). Since little is yet known about the process of professional development (Elman et al., 2005), the present study aims at investigating the mediational role of OPD between job resources and disengagement within the job demands-resources model (Bakker & Demerouti, 2007). Design/Methodology The study involved 356 Italian employees. The self-report questionnaire measured workload, emotional dissonance, customer related social stressors, colleague support, supervisory coaching, job autonomy, OPD, exhaustion and disengagement. Data analysis was conducted using PASW 18 and Mplus 6 (Muthén & Muthén, 1998-2007). Results The SEM analysis (Model fit: χ2 (44) = 122.22; p < .01; RMSEA = .07; CFI = .95; TLI = .92; SRMR = .06) confirmed a positive relationship of job demands with exhaustion and a negative relationship of job resources with exhaustion. Moreover, results showed a total mediational effect of OPD between job resources and disengagement. Limitations The study has some limitations, due to its cross-sectional design and self-reports data; further longitudinal research or diary-study are required. Moreover, future research should be better operationalized the OPD construct to appreciate its comprehension. Research/Practical Implications In conclusion, organizations should give all employees the same OPD, foster a culture of development and learning and also pay close attention to the supervisors’ role in offering OPD. Originality/Value This study adds to knowledge of OPD highlighting their relevant role in decreasing cynicism toward work and in enhancing the effect of other job resources on work engagement.
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