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Testing job typologies and identifying at-risk subpopulations using factor mixture models.

Anita C Keller1, Ivana Igic2, Laurenz L Meier3

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This study identified two employee profiles: one with low job stressors and high resources, and another with high stressors and low resources. The low-stress, high-resource group reported better well-being and performance.

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Area of Science:

  • Occupational Health Psychology
  • Organizational Behavior

Background:

  • Traditional research often examines job characteristics individually or combined into single factors.
  • This variable-centered approach overlooks how job attributes cluster among employee groups.
  • A person-centered approach is needed to understand these employee constellations.

Purpose of the Study:

  • To identify distinct profiles of perceived job stressors and resources using a person-centered approach.
  • To validate these profiles by examining their relationship with employee well-being and performance.
  • To inform organizational interventions by understanding how job attributes influence outcomes within different profiles.

Main Methods:

  • Utilized factor mixture modeling across four large samples of employees in Switzerland and the United States.
  • Identified two distinct profiles: Profile 1 (P1) with low stressors/high resources and Profile 3 (P3) with high stressors/low resources.
  • Analyzed associations between these profiles and employee well-being (job satisfaction, general health, exhaustion) and performance.

Main Results:

  • Two consistent profiles emerged across all samples: P1 (low stressors, high resources) and P3 (high stressors, low resources).
  • The profiles differed primarily in organizational and social job aspects.
  • Employees in P1 reported significantly higher job satisfaction, performance, and general health, and lower exhaustion compared to P3.

Conclusions:

  • The findings support the existence of distinct employee profiles based on job stressors and resources.
  • Profile membership significantly impacts employee well-being and performance.
  • Interventions targeting specific employee profiles may be more effective in enhancing job satisfaction and well-being.