A critical examination of the demand-control-support model from a work psychological perspective

The most striking development in modern work organizations is the changing nature of work itself and its increased mental and emotional workload. Since the early sixties, many attempts have been made to gain more insight into the particular relationship between work-related psychosocial risks and employee health by means of theoretical models. One of these models is the Demand-Control-Support (DCS) Model. The DCS Model distinguishes itself from other work stress models by its simplicity and the extent to which it has gained a paradigmatic function in research in the field of work and health. The aim of the current paper is to examine its theoretical and empirical status from a work psychological perspective. Studies into the DCS Model can roughly be divided into (1) epidemiological studies, (2) cross-sectional, homogenous, or heterogenous studies, (3) psychophysiological studies, and (4) intervention studies. It is concluded that (I) epidemiological studies offer the most support for the DCS Model, (2) Its interaction hypothesis is not often supported and (3) examples of carefully examined evaluations of interventions are rather scarce. Furthermore, nine critical comments on the model are discussed. In conclusion, although there are various relevant comments on the model, the core structure of the model still holds. Directions for future research are depicted.