1323 - THE CHANGING NATURE OF WORK-RELATED STRESSORS: A SYSTEMATIC REVIEW OF CHALLENGE AND HINDRANCE JOB DEMANDS

Session: D01S043 - Psychosocial Risks at Work 1
AUTHORS:
Dopico Casal Carlos (Psychosocial Risks at Work Laboratory, Department of Social Psychology, Basic Psychology, and Methodology, University of Santiago de Compostela ~ Santiago de Compostela ~ Spain) , Hernández Artur (Psychosocial Risks at Work Laboratory, Department of Social Psychology, Basic Psychology, and Methodology, University of Santiago de Compostela ~ Santiago de Compostela ~ Spain) , Montes Carlos (Psychosocial Risks at Work Laboratory, Department of Social Psychology, Basic Psychology, and Methodology, University of Santiago de Compostela ~ Santiago de Compostela ~ Spain)
Abstract text:
Introduction: Not all job demands are equally detrimental. Hindrance stressors involve undesirable constraints that interfere with an individual's ability to achieve valued goals, while challenge demands can foster positive emotions and attitudes that contribute to beneficial outcomes. Nevertheless, the nature of some demands remains unclear: the same demand may be experienced as a challenge or a hindrance depending on the context.


Purpose: Clarify which job demands are categorized as challenges and/or hindrances, their effects on workers' well-being, and the contextual conditions that shape their impact.


Method: A thorough search of PsycINFO, MEDLINE, Web of Science, and Scopus was conducted to identify peer-reviewed articles in English or Spanish, following the PRISMA statement. Reference lists of previous reviews and meta-analyses were also screened. Eligibility criteria required quantitative or mixed-methods studies evaluating the effects of a job demand classified as a hindrance or a challenge on burnout and/or engagement.


Results: From 1,233 records retrieved, 129 publications (135 studies) were included, covering 91 job demands and 113,235 employees (54.5% women). Hindrance demands (49.5%), mostly organizational politics and administrative hassles, were associated with higher burnout, anxiety, and turnover intentions, along with lower engagement and job satisfaction. Challenge demands (38.3%), most often cognitive and problem-solving demands, were linked to higher burnout, engagement, job satisfaction, and performance. Time pressure and workload were the most studied ambiguous demands (18.6%), showing mixed effects characteristic of both types, related to higher burnout and presenteeism, and greater or lower engagement and self-efficacy. Social support and leadership emerged as key mediators/moderators of their impact on burnout and engagement.


Conclusions: This research contributes to identifying which job demands are experienced as challenges, hindrances, or both. These findings underscore the importance of considering organizational factors to better understand the changing nature of work-related stressors and to guide contingent workplace practices aimed at managing psychosocial hazards.