Coping and the Job Demands-Control-Support Model: An Exploratory Study

Keywords: Coping, Job Demands, Job Control, Social Support

The Study: This study examines how coping strategies interact with job demands, control, and social support within the Job Demands-Control-Support (JDCS) model. The research used a sample of 272 full-time workers and explored how different coping mechanisms (problem-focused, emotion-focused, appraisal-focused, and cognitive-escape-focused coping) influence psychological well-being under varying levels of job demands.

Main Findings: Job control and social support improve the effectiveness of problem-focused and emotion-focused coping, but only up to a threshold of job demands. Beyond this threshold, these coping strategies become less effective, and well-being declines. Moderate levels of appraisal and cognitive-escape-focused coping are beneficial when job control is high, but extreme levels are not. Social support enhances high levels of appraisal-focused coping but does not significantly influence cognitive-escape-focused coping.

Practical Implications: Workplace interventions based on the JDCS model should consider training employees in coping strategies. High job demands can negate the benefits of job control and social support, suggesting the need for strategies that regulate workload. Introducing coping measures enhances the explanatory and predictive power of the JDCS model, potentially improving stress management programs.

Reference: Daniels, K. (1999). Coping and the job demands-control-support model: An exploratory study. International Journal of Stress Management, 6(2), 125-144. DOI: 10.1080/02699930601038912

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