NetLogo User Community Models
Occupational Stress Support
by Tan Xin Yi (Submitted: 11/15/2012)
## WHAT IS IT?
This model shows how supportive and disruptive colleagues interact and change each other's supportive or disruptive behavior in the workplace, and how occupational stress together with the supportive or disruptive colleagues can affect one's job satisfaction.
## HOW IT WORKS
(what rules the agents use to create the overall behavior of the model)
## HOW TO USE IT
"setup" - to set up the agents accordingly
## THINGS TO NOTICE
Occupational stress does not have a significant impact on job satisfaction in this model. However, having "percentsupportive" adjusted to the extremes brings about an unexpected result. When there are no supportive agent ("percentsupportive" at 0), all the agents were dissatisfied with their jobs, regardless of the level occupational stress, this is as hypothesized. But when there are no disruptive agents ("percentsupportive" at 100), there is a considerable number of dissatisfied agents, although the number of dissatisfied agents is less when the occupational stress level is low ("occupationalstress" at 1) than when it is high ("occupationalstress" at 100).All agents should be satisfied when there the workforce is completely supportive, with low occupational stress, at least.
## THINGS TO TRY
To alternate between the extremes of "occupationalstress" and "percentsupportive".
## EXTENDING THE MODEL
Research have found that extraversion, conscientiousness and neuroticism are significant predictors of job satisfaction. And agreeableness is significant for collectivistic-tight cultures. Personality of the agents can be incorporated to see the additional internal factors of agents, other than the external environment factors.
## NETLOGO FEATURES
The model is set at 20 ticks to stop the ticks from looping without anymore changes. The model cannot be stopped after the behavioral changes as the job satisfaction still has to be calculated. So "steps" is monitored to take note of the number of agents who have changed behaviorally.
## RELATED MODELS
Nowak's model of social influence and cultural integration.
## CREDITS AND REFERENCES
Katherine T. M., Christyn L. D., Judith A. W., Mark W. M., Mary A. S. (2006). Hardiness and Support at Work as Predictors of Work Stress and Job Satisfaction. American Journal of Health Promotion, 20 (3), 183-191.
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