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Influence of Job Demands, Job Control and Social Support on Malaysian Independent Musicians’ Job Stress and Career Change Intentions

Author

Listed:
  • Syarifah Rahayu Ida Wan Ali
  • Mei Teh Goi

Abstract

The Job Demand-Control (JDC) and its extended version, the Job Demand-Control-Support (JDCS) model, provide a theoretical lens to study how distinct job features impact overall well-being and career longevity. This study investigates the experiences of 385 Malaysian independent musicians’ job stress and career change intentions by concentrating on job demands along with job control and social support’s direct and moderating influences. Adopting a quantitative methodology grounded in a cross-sectional design and non-probability sampling, this study used Smart PLS for the structural model evaluation. Findings indicate that stress-inducing job elements significantly affect musicians’ job stress. The data analysis conducted allowed for the exploration of the impact and interrelationships among the studied variables. The study unveiled significant positive associations between job demand and job stress. However, social support and job control exhibited insignificant relationships with job stress. Only social support, and not job control, was found to moderate the relationship between job demand and job stress. This outcome underscores the buffering role of social support in mitigating the effect of job demand on job stress. This study offers a basis for future theoretical advancements and research on the occupational sustainability of Malaysian independent musicians by empirically validating the extended JDCS model with career change intentions. These findings contribute to a deeper understanding of how psychosocial factors affect the career sustainability of independent musicians in Malaysia.

Suggested Citation

  • Syarifah Rahayu Ida Wan Ali & Mei Teh Goi, 2025. "Influence of Job Demands, Job Control and Social Support on Malaysian Independent Musicians’ Job Stress and Career Change Intentions," Information Management and Business Review, AMH International, vol. 17(3), pages 371-379.
    • Handle: RePEc:rnd:arimbr:v:17:y:2025:i:3:p:371-379
    DOI: 10.22610/imbr.v17i3(I)S.4760
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    References listed on IDEAS

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