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Personality and the effort-reward imbalance model of stress : individual differences in reward sensitivity

Allisey, Amanda, Rodwell, John and Noblet, Andrew 2012, Personality and the effort-reward imbalance model of stress : individual differences in reward sensitivity, Work and stress, vol. 26, no. 3, July-September, pp. 230-251, doi: 10.1080/02678373.2012.714535.

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Title Personality and the effort-reward imbalance model of stress : individual differences in reward sensitivity
Author(s) Allisey, Amanda
Rodwell, John
Noblet, AndrewORCID iD for Noblet, Andrew orcid.org/0000-0002-3498-6838
Journal name Work and stress
Volume number 26
Issue number 3
Season July-September
Start page 230
End page 251
Total pages 22
Publisher Routledge
Place of publication Abingdon, England
Publication date 2012-07
ISSN 0267-8373
1464-5335
Keyword(s) type A personality
overcommitment
work-related stress
ERI model
Summary The Effort-Reward Imbalance (ERI) model comprises both situational components (i.e. effort and reward) and a person-specific component (overcommitment). The aims of this study were to investigate the role of theoretically and historically linked personality variables (i.e. overcommitment and Type A personality) within the ERI model and to expand and extend the ERI model by investigating the contribution of individual reward components to both psychological (i.e. psychological distress) and attitudinal (i.e. affective commitment) employee strain indicators. A total of 897 police officers from a large Australian police agency participated in the study. The results provided no evidence of an interaction effect of effort or reward with overcommitment. The Type A variables did, however, make significant contributions and were involved in a number of interactions, suggesting that the person-specific component of the ERI model could be extended with the Type A personality profile. The findings also suggest that the esteem component of reward has the greatest relevance to employee outcomes, although tangible aspects of reward are more likely to act as a buffer of perceived work demand.
Language eng
DOI 10.1080/02678373.2012.714535
Field of Research 150311 Organisational Behaviour
Socio Economic Objective 910405 Public Sector Productivity
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2012, Taylor & Francis
Persistent URL http://hdl.handle.net/10536/DRO/DU:30047331

Document type: Journal Article
Collections: Faculty of Business and Law
Deakin Graduate School of Business
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Created: Fri, 24 Aug 2012, 13:54:01 EST by Aysun Alpyurek

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