Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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The first of a further two common criticisms begins with the original
suggestion that control and social support should ‘match’ demands
exerted in order to find effects (Verhoeven et al., 2003). Secondly, it has
been argued that the models’ components are too simplistic and that
adding more specific elements could explain more of the phenomenon at
hand. In an overview of the literature, Jones et al. (1998) call for the more
specific conceptualisation of the dimensions included in the JDCS.
However, Theorell (1996) concluded it should be accepted that the model
was never actually meant to incorporate all of the variables needed to
explain the relationship between the work environment and health, but
rather provide a simple model dealing with the way the organisation of
work related to ill health. Despite this, the widespread use of the
approach as a method of conceptualising job strain in research raises the
suspicion that researchers may sometimes feel that by including a
measure of demands and control in conjunction with no other work
measures they have adequately taken care of psychosocial factors,
whereas it should be recommended for researchers to investigate further
workplace factors (Jones et al., 1998). Finally, and importantly, it should
be recognised that the JDCS is a Westernised model having been
published and researched most extensively in countries such as the UK,
USA and the Netherlands. Therefore it is unknown how valid the model is
outside of these areas (Van Der Doef & Maes, 2003).
1b.2) Effort-Reward Imbalance Model (Siegrist, 1996)
The Effort-Reward Imbalance (ERI) model of psychosocial work
stress shifts away from the notion of control and toward the reward
structure of work (Chmiel, 2000). The model proposes that an individuals’
employment allows for the fulfilment of vital emotional and motivational
needs (Smith et al., 2005). The model assumes that negative health
outcomes may be due to a lack of reciprocity between the efforts exerted
at work and the rewards gained (Siegrist, 1996).
More specifically, the model focuses upon the efforts that
employees put into their jobs with respect to the amount of physical and