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The Demands-Control-Support model, locus of control and job dissatisfaction: A longitudinal study

The Job-Demands-Control model (Karasek, 1979) has been widely studied in the job stress field, but the results obtained are frequently contradictory. Therefore, some investigations have expanded the model by including social support and personality characteristics such as locus of control. However, results obtained with these elaborated models have not been conclusive either. The present study sets out to integrate both types of expansions by simultaneously including social support at work and the employee's locus of control in a longitudinal multi-national study among 542 administrative personnel from Belgium, England, Spain, Italy and Israel. Hierarchical moderated multiple regression showed a significant 4-way interaction term (Demands 2 Control 2 Social support 2 Locus of control) on the change in job dissatisfaction. This effect is qualified by the interaction between job demands and control only for an internal locus of control with high social support. Contrary to the prediction of the JDC model, which posits that high control has a buffering effect on job dissatisfaction, the study result indicates a damaging effect of excess control (perceived job control and high internal locus of control), specifically in high social support situations.