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In this study, we used Karasek’s demand-control-support model to determine whether either job control or job social support or both can reduce signs of fatigue and simultaneously enhance intrinsic motivation among employees facing high job de-mands. Survey data on 555 nurses suggest that job control in particular reduces fatigue in highly demanding jobs, whereas high levels of instrumental support produce ele-vated levels of intrinsic motivation, regardless of the level of job control and job demands. In order to become successful or even more suc-cessful, today’s work organizations need to maxi-mize the use of their employees ’ actual and poten-tial skills. More than ever before, organizations in both the private and public sector are introducing new forms of work and organizational design and management, such as total quality management, lean production, and empowerment (Parker Wall, 1998). These initiatives may enhance intrinsic mo-tivation and inspire employees to learn and de-velop the skills they need to meet increasing job demands, but simultaneously the initiatives may raise levels of job strain and other negative health-related outcomes among employees, generating sig-nificant costs in terms of sickness, lost time, and low productivity (Parker Sprigg, 1999; Theorell Karasek, 1996). Building on the demand-control-support model (DCS model) developed by Karasek and his associates (Karasek, 1979; Karasek Theo-rell, 1990), the present study examines job condi-tions that minimize job strain and maximize intrin-sic motivation in highly demanding jobs. The interaction between job demands and control has been studied frequently with respect to job strain
Yperen et al. (Sun,) studied this question.