Showing 2 results for Sharei
Zohre Sharei, Shahin Ebrahimi,
Volume 14, Issue 4 (12-2024)
Abstract
Introduction: The increasing advancement of technology in the field of digital technology and automation has led to a change in the line of work and job content, and it seems that organizations are pushing their employees towards harder and longer work, which affects the health of employees. This study investigated the impact of job demands and resources on overtime and work-related health through the mediation of workaholism and work engagement.
Material and Methods: The work is a descriptive survey in terms of purpose and nature. The study’s statistical population consisted of employees of Isfahan Metro Company (320 people), of which (175 people) were studied by Simple Random Sampling. To collect the required information, Spence and Robbin’s (1992) Addiction Questionnaire, Lodahl and Kejner’s (1965), Langseth-Eide’s (2019) Perceived Health-Related Questionnaire, and Bryson Bangers’ Caricature Content (1998) were distributed and supplemented based on a Likert scale. A Structural equation model (SEM) was used to test the hypotheses.
Results: The results showed that job demands on workaholism (β=0.394, T=5.969, P <0.05) and job resources had a positive and significant relationship with work engagement (β =0.502, T =7.832, p <0.05), and workaholism and work engagement on the relationship between job demands and resources over time and health. Mediating work-related perceptions (Z= 4.383, Z= 2.189, Z= 3.797). In addition, job resources did not moderate the relationship between job demands and workaholism (β= -0.049, T =1.333, p> 0.05).
Conclusion: The results of this study showed that there is a distinction between workaholism and work engagement as two different types of hard work (i.e., negative and positive) in the health process in the JD-R model.
Zohre Sharei, Ghorban Ali Abbasi Darreh Bidi,
Volume 15, Issue 1 (3-2025)
Abstract
Introduction: Employee health is a critical predictor of organizational productivity. Accordingly, the purpose of this research was to investigate the effects of reverse mentoring and job crafting on mental and physical health, with engagement playing a mediating role.
Material and Methods: This research employed a descriptive survey design with an applied focus, conducted cross-sectionally using survey methods for data collection. The statistical population consisted of 330 employees from the Amirkabir Kashan Steel Company. A sample size of 180 was determined using Cochran’s formula, and a simple random sampling method was utilized. Data were collected via a standardized questionnaire comprising 63 questions. The questionnaire’s validity was confirmed through convergent and divergent validity tests, and its reliability was supported by Cronbach’s alpha, which exceeded 0.7 for all variables. Data analysis was performed using descriptive statistics (SPSS) and inferential statistics (PLS).
Results: The findings confirmed all hypotheses and demonstrated the appropriate fit of the research model. Results revealed significant impacts of reverse mentoring on mental health (β = -0.482, t = 5.899) and physical health (β = 3.460, t = 4.430), as well as job crafting on mental health (β = -0.545, t = 6.193) and physical health (β = -0.756, t = 8.979) among employees and managers of the Amirkabir Kashan Steel Company. Moreover, engagement was found to mediate the effects of reverse mentoring on mental health (β = -0.510, t = 5.948) and physical health (β = -0.242, t = 3.799). Engagement also mediated the effects of job crafting on mental health (β = -0.345, t = 4.186) and physical health (β = -0.405, t = 4.751).
Conclusion: The results indicate that by implementing reverse mentoring and job crafting methods, managers can effectively control engagement levels, thereby maintaining organizational productivity and improving the health and well-being of employees.
