Karasek's Demand-Control-Support Model

Karasek's Demand-Control-Support Model by Alec McPhedran

Karasek's Demand-Control-Support Model
 
In the current climate, various research shows that stress levels are on the increase and people are expected to do more in their roles. Managing stress is never straight forward and there are many tools that can help. Karasek's Demand-Control-Support Model is one that is worth reflecting on to help try and reduce work stress.
 
Karasek's Demand-Control-Support (DCS) Model is a psychological framework used to understand how workplace conditions affect employee health, stress levels, and job satisfaction. Developed by Robert Karasek in the late 1970s and later expanded with the inclusion of the social support component, the model identifies three key dimensions that interact to influence an individual's experience of stress and well-being at work:
 
1. Job Demands

• Refers to the workload and intellectual requirements of a job. High demands can include tight deadlines, high task complexity, and the need to sustain attention or perform under pressure.
• High job demands can lead to stress, particularly if the individual feels overwhelmed or unable to meet these expectations.

 
2. Job Control (Decision Latitude)

• Represents the level of autonomy employees have in their work and their ability to make decisions related to their tasks.
• High job control includes having the freedom to organize tasks, set priorities, and apply one’s own problem-solving skills.
• Low job control is associated with a greater risk of stress, especially when combined with high demands.

 
3. Social Support

• Added to the model later, this dimension considers the emotional and practical support available from colleagues, supervisors, and the workplace environment.
• Strong social support can buffer the negative effects of high demands and low control, enhancing resilience and well-being.

 
The Four Job Strain Categories
The interaction between demands and control creates four distinct categories of work conditions:
 
High-Strain Jobs: High demands + Low control (e.g., assembly line worker)
Most stressful, associated with poor health outcomes like cardiovascular issues and mental health disorders.
 
Low-Strain Jobs: Low demands + High control (e.g., academic researcher)
Least stressful, often linked to high job satisfaction and well-being.
 
Active Jobs: High demands + High control (e.g., manager, surgeon)
Can be challenging but also fulfilling, as workers feel capable of meeting demands.
 
Passive Jobs: Low demands + Low control (e.g., routine clerical work)
May lead to boredom, lack of motivation, and reduced skill development.
 
Key Insights and Applications
Stress Management: The model highlights that jobs with high demands and low control are most likely to cause stress, suggesting interventions that increase worker autonomy or reduce demands.
 
Workplace Design: It informs policies to improve working conditions, such as increasing decision-making opportunities and promoting supportive work environments.
 
Employee Well-Being: Encourages organizations to enhance both job control and social support to mitigate stress and improve health outcomes.
 
This model is widely used in occupational health, psychology, and organizational development to design healthier, more productive workplaces. Using Karasek's Demand-Control-Support (DCS) Model in workplace analysis and intervention offers several benefits. It provides a comprehensive framework to understand how job demands, control, and social support interact to affect employee health, productivity, and satisfaction.
 
Karasek's DCS Model offers a systematic way to address workplace stress by balancing demands, enhancing control, and fostering support. This makes it a valuable tool for organizations aiming to improve employee well-being, increase productivity, and create a healthier, more supportive work environment.
 
Alec McPhedran Chtd Fellow CIPD, Chtd Mngr CMI, MCMI  is a recognised creative arts coach and mentor. He specialises in one to one talent coaching, facilitated learning and career development. For further information, visit www.mcphedran.co.uk.


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