Cardiff Metropolitan University
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Can high levels of hindrance demands increase the worker’s intellectual response?

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posted on 2022-03-15, 15:57 authored by Francisco G. Martín-Martín, Pedro Antonio Díaz-Fúnez, Katarzyna Durniat, CarmenMaría Salvador-Ferrer, Juan Manuel Llopis-Marín, Caroline Limbert, Miguel Ángel Mañas-Rodríguez
Job demands are factors that are associated with a physical and psychological cost when it comes to coping with them, but which can also positively affect the motivational process. Demands such as overload, defined as an excessive workload, have not presented positive results in any of the studies that have related it to employee engagement. The present study aims to delve into the possible positive effect of this demand on the intellectual bonding of employees. It is hypothesized that: (a) Initially, the increase in the perception of work overload will show a negative influence on the intellectual engagement of the employees; but (b) high perceptions of overload will change this effect, producing an increase in the intellectual dimension of engagement. The sample is made up of 706 employees of a Spanish multinational company. The results support this asymmetric curvilinear influence. The level of intellectual engagement is significantly reduced when the role overload increases from the lower values of the scale. However, upon reaching high levels of role overload, the intellectual engagement response begins to grow. These results challenge the conceptualization of overload as only negative and opens the door to consider that the positive response to a demand can also occur at high levels of it.


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Martín-Martín, Francisco G., Pedro A. Díaz-Fúnez, Katarzyna Durniat, Carmen M. Salvador-Ferrer, Juan M. Llopis-Marín, Caroline Limbert, and Miguel Á. Mañas-Rodríguez. (2022) "Can High Levels of Hindrance Demands Increase the Worker’s Intellectual Response?" Sustainability 14, no. 5: 3107.

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Cardiff Met Affiliation

  • Cardiff School of Sport and Health Sciences

Cardiff Met Authors

Caroline Limbert

Cardiff Met Research Centre/Group

  • Applied Psychology and Behaviour Change

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  • © The Authors


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