35): “By combining collective influence in management decision making with the formation of autonomous groups…the individual and the group will be able to achieve enlarged control over the

work system and the work methods.” The concept, collective control, emphasizes a dialectical interrelationship between job control and social support at work [as a property of a group of workers—workers’ solidarity—against managerial control (Aronsson 1989; Grzyb 1981)]. Collective control could be related with workers’ health in various ways (Johnson 1991), for instance, it can alter the level of job AZD6094 demands directly (eg. through a collective bargaining), CFTRinh-172 price modify the detrimental health impact of job demands (eg. provision of emotional support), or affect workers’ health through fulfilling basic human needs such as companionship and need for control, independent of job demands. The collective control concept implies that there could be a synergistic interaction between job control and social support at work on common mental disorders. However, the concept does not allow find more a testable prediction as to whether, if any, the synergistic interaction

will differ by the level of job demands. With regard to the nature of the interactions in the DCS model, Kasl (1996) also argued to test and present all possible interactions between job control, job demands, and social support at work on this website health

outcomes. Furthermore, Schaubroeck and Fink (1998) suggested paying attention to the interaction between job control and social support at work on work performance and well-being, as one reason of the inconsistent findings in tests of the DC model. The aims of this study To our knowledge, few studies have examined explicitly and specifically the synergistic interaction effect between job control and social support at work on common mental disorder and its dependence on the level of job demands in both male and female workers. Some investigators (Johnson and Hall 1988; Landsbergis et al. 1992) reported synergistic effects between job control and social support at work on cardiovascular diseases and job dissatisfaction when job demand was low, but the synergistic effects were not observed when job demand was high. The combination (i.e., called ‘resources’) of low job control, low social support at work, and low job rewards was a strong predictor for depression and anxiety in a subsample (n = 85) of the Whitehall II Study, while none of the risk factors examined separately was a significant predictor for depression and anxiety (Griffin et al. 2007). The Hordaland Health Study (Sanne et al. 2005a) implied, albeit not tested, a synergistic interaction between job control and social support at work for depression and anxiety in both men and women when the level of job demands was high.