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[English follows Japanese.]<\/p>\n
\u4e0b\u8a18\u306e\u901a\u308a\u3001 Arghya\u00a0Ghosh\u00a0\u5148\u751f (UNSW Business School\uff09\u306b\u3088\u308b\u4eba\u4e8b\u7d4c\u6e08\u5b66\u30ef\u30fc\u30af\u30b7\u30e7\u30c3\u30d7\u306e\u958b\u50ac\u3092\u304a\u77e5\u3089\u305b\u3057\u307e\u3059\u3002<\/p>\n
\u65e5\u6642\uff1a\uff11\u6708\uff12\uff15\u65e5\uff08\u6728\uff09\u3000 17\uff1a00\uff5e18:30<\/p>\n
\u958b\u50ac\u5f62\u5f0f\uff1a\u30aa\u30f3\u30e9\u30a4\u30f3<\/p>\n
\u30aa\u30f3\u30e9\u30a4\u30f3\u53c2\u52a0URL: \u4ee5\u4e0b\u3088\u308a\u767b\u9332\u304a\u9858\u3044\u3057\u307e\u3059\u3002 \u767a\u8868\u8005\uff1aProf. Arghya\u00a0Ghosh, UNSW Business School \u4eba\u4e8b\u7d4c\u6e08\u5b66\u30ef\u30fc\u30af\u30b7\u30e7\u30c3\u30d7\u3067\u306f\u4ee5\u4e0b\u306e\u901a\u308a\u30a6\u30a7\u30d6\u30b5\u30a4\u30c8\u3092\u904b\u7528\u3057\u3066\u304a\u308a\u307e\u3059\u3002 <\/p>\n Dear all,<\/p>\n We are happy to have Prof. Arghya\u00a0Ghosh\u00a0from UNSW Business School in the Personnel Economics Workshop.<\/p>\n Date: 25th January (Thu.) 17:00-18:30 <\/p>\n
\nhttps:\/\/list-waseda-jp.zoom.us\/meeting\/register\/tJcufuihrTIjHterw556A13WVUdNZ-OF-kGI<\/a><\/p>\n
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\n\u5831\u544a\u30bf\u30a4\u30c8\u30eb\uff1a A model of job-stress and burnout
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\nJob-stress develops when the demands of work exceed the resources that\u00a0a worker has for managing these demands.\u00a0 Chronic job-stress reduces\u00a0work capacity, causing burnout, resulting in a loss of utility for\u00a0workers and a loss of revenue for firms. We present a model of\u00a0job-stress and burnout and show how they arise from organisational\u00a0design and product market conditions. Burnout\u00a0covers a wide range of\u00a0negative health outcomes induced by stress such as psychological\u00a0burnout, depression, heart disease and increased mortality risk. Firms\u00a0have heterogeneous efficiency and hence differ in the cost of\u00a0providing job resources. In equilibrium some firms are a great place\u00a0to work, never causing burnout, some firms are moderate quality\u00a0workplaces and do cause burnout, while the worst workplaces result in\u00a0employees quitting before they are burnt out. As competition\u00a0increases, burnout increases in both extensive and intensive margins:\u00a0the possibility of burnout arises in more firms, and workers become\u00a0more likely to experience burnout in each firm.\u00a0 Autonomy enables\u00a0workers to manage higher levels of stress, but it also impacts job\u00a0demands by inducing changes in firms’ investment in resources.\u00a0 Ex\u00a0post mismatch causes inefficiency by introducing an information\u00a0asymmetry (only a worker knows if they are mismatched) resulting in\u00a0under-investment in resources and excessive quitting.<\/p>\n
\n\u4eca\u5f8c\u306e\u4e88\u5b9a\u306b\u3064\u3044\u3066\u306f\u4e0b\u8a18URL\u3082\u4f75\u305b\u3066\u3054\u78ba\u8a8d\u304f\u3060\u3055\u3044\u3002
\nhttps:\/\/sites.google.com\/view\/peworkshop\/home<\/a><\/p>\n
\nFormat: Online<\/p>\n