Psychosocial work environment in human service organizations: A conceptual analysis and development of the demand-control model

Björn Söderfeldt, Marie Söderfeldt, Carles Muntaner, Patricia O'Campo, Lars Erik Warg, C. G. Ohlson

Research output: Contribution to journalArticle

81 Citations (Scopus)

Abstract

This paper concerns two models that were introduced in two different research domains during the 1970's. The first model regards human service organizations (HSO) as a specific type of organization. The second model, the demand-control model (DC model), concerns the joint effects of job demands and job control on worker health. In the HSO model, there are analyses of the content of jobs, considering the specific characteristics of HSOs, but little is said about the health effects of such work. Those effects stand in focus in the demand-control model. The aim of this paper is to analyze the relevance of the DC model for human service organizations. The paper argues that the object of human service work - the client relation - makes a difference for demand and control in the job. Demand is analyzed into work load, emotional demands and role conflict. Control is divided into administrative control, outcome control, choice of skills, closeness of supervision, control within and over a situation and ideological control. The conclusion is that in applications on HSOs, the basic concepts of the DC model must be developed.

Original languageEnglish
Pages (from-to)1217-1226
Number of pages10
JournalSocial Science and Medicine
Volume42
Issue number9
DOIs
Publication statusPublished - 1996 May 1
Externally publishedYes

ASJC Scopus subject areas

  • Economics and Econometrics
  • Public Health, Environmental and Occupational Health
  • Social Psychology
  • Development
  • Health(social science)

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