Söderfeldt B, Söderfeldt M, Muntaner C, O'Campo P, Warg L E, Ohlson C G
Dept of International Health and Social Medicine, Karolinska Institute, Stockholm, Sweden.
Soc Sci Med. 1996 May;42(9):1217-26. doi: 10.1016/0277-9536(95)00231-6.
This paper concerns two models that were introduced in two different research domains during the 1970's. The first model regards human service organizations (HSO) as a specific type of organization. The second model, the demand-control model (DC model), concerns the joint effects of job demands and job control on worker health. In the HSO model, there are analyses of the content of jobs, considering the specific characteristics of HSOs, but little is said about the health effects of such work. Those effects stand in focus in the demand-control model. The aim of this paper is to analyze the relevance of the DC model for human service organizations. The paper argues that the object of human service work-the client relation-makes a difference for demand and control in the job. Demand is analyzed into work load, emotional demands and role conflict. Control is divided into administrative control, outcome control, choice of skills, closeness of supervision, control within and over a situation and ideological control. The conclusion is that in applications on HSOs, the basic concepts of the DC model must be developed.
本文涉及20世纪70年代在两个不同研究领域引入的两种模型。第一种模型将人类服务组织（HSO）视为一种特定类型的组织。第二种模型，即需求控制模型（DC模型），关注工作需求和工作控制对工人健康的联合影响。在HSO模型中，考虑到HSO的特定特征，对工作内容进行了分析，但对于此类工作对健康的影响却很少提及。这些影响在需求控制模型中成为焦点。本文的目的是分析DC模型对人类服务组织的相关性。本文认为，人类服务工作的对象——客户关系——会影响工作中的需求和控制。需求被分析为工作量、情感需求和角色冲突。控制分为行政控制、结果控制、技能选择、监督的紧密程度、对情境的控制以及意识形态控制。结论是，在应用于HSO时，必须对DC模型的基本概念进行拓展。
