Personal Strategies on the Dynamics of Job Demands-Resources and Fatigue: A Latent Transition Approach

• Manuel Pulido-Martos ^[1] ; Esther López-Zafra ^[1] ; Daniel Cortés-Denia ^[1]
  1. [1] Universidad de Jaén

     Universidad de Jaén

     Jaén, España

     
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 41, Nº 2, 2025, págs. 75-83
• Idioma: inglés
• DOI: 10.5093/jwop2025a8
• Títulos paralelos:
  • Las estrategias personales en las dinámicas de demandas-recursos del trabajo y la fatiga: Un enfoque de transiciones latentes
• Enlaces
  • Texto completo
• Resumen
  • español

    La fatiga puede acarrear consecuencias negativas en el lugar de trabajo. En el marco teórico de las demandas-recursos laborales, este estudio analiza: (a) los perfiles latentes de las demandas laborales y los recursos laborales y personales, (b) el grado de fatiga asociada, (c) la estabilidad de los perfiles a lo largo del tiempo y (d) cómo influyen el desarrollo propio de destrezas y el autosocavamiento en la pertenencia a perfiles y en las transiciones y cómo afectan a la fatiga. Se recogieron los datos de personas empleadas en España en dos momentos (T1, n = 749; T2, n = 228) y se analizaron utilizando análisis de perfiles y transiciones latentes. Los resultados identificaron tres perfiles estables: (1) recursos limitados de liderazgo y carga de trabajo moderada, (2) recursos moderados y carga de trabajo moderada y (3) recursos elevados y carga de trabajo moderada-alta, siendo estos últimos los que tenían un nivel menor de fatiga. El desarrollo propio de destrezas explicaba tanto el mantenimiento de perfiles favorables como las transiciones hacia perfiles de recursos elevados. El autosocavamiento no mostró efectos significativos. Los resultados subrayan la importancia del desarrollo propio de destrezas en la pertenencia a perfiles favorables de recursos-demandas que previenen la fatiga laboral, lo que indica que las empresas deberían fomentar el desarrollo propio de destrezas como una estrategia eficaz de gestión de la fatiga.

  • English

    Fatigue can lead to negative workplace consequences. Within a job demands-resources framework, this study examines: (a) latent profiles of job demands and job and personal resources, (b) associated fatigue levels, (c) profile stability over time, and (d) how job-crafting and self-undermining influence profile membership and transitions, impacting fatigue. Data was collected from Spanish employees at two time points (T1, n = 749; T2, n = 228) and analyzed using latent profile and latent transition approaches. Results revealed three stable profiles: (1) limited leadership resources and moderate workload, (2) moderate resources and moderate workload, and (3) high resources and moderate-high workload, with the latter showing lowest fatigue levels. Job-crafting predicted both maintenance of favorable profiles and transitions toward high-resource profiles. Self-undermining showed no significant effects. Findings highlight job crafting’s importance in maintaining beneficial resource-demand profiles that prevent workplace fatigue, suggesting organizations should promote job-crafting behaviors as effective fatigue management strategies.

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  • Introduction Method Results Discussion