The job demands-resources (JD-R) model proposes that working conditions can be categorized into 2 broad categories, job demands and job resources. that are differentially related to specific outcomes. A series of LISREL analyses using self-reports as well as observer ratings of the working conditions provided strong evidence for the JD-R model: Job demands are primarily related to the exhaustion component of burnout, whereas (lack of) job resources are primarily related to disengagement. Highly similar patterns were observed in each of 3 occupational groups: human services, industry, and transport (total N = 374). In addition, results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.
The strengths and weaknesses of the demand-control model and the effort-reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD-R model and discusses its basic premises. Findings-The paper provides an overview of the studies that have been conducted with the JD-R model. It discusses evidence for each of the model's main propositions. The JD-R model can be used as a tool for human resource management. A two-stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large. Originality/value-This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD-R model can be applied to a wide range of occupations, and be used to improve employee well being and performance.
The job demands-resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001-2010), and discuss how the model matured into JD-R theory (2011-2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning. (PsycINFO Database Record
Purpose-This paper aims to provide an overview of the recently introduced concept of work engagement. Design/methodology/approach-Qualitative and quantitative studies on work engagement are reviewed to uncover the manifestation of engagement, and reveal its antecedents and consequences. Findings-Work engagement can be defined as a state including vigor, dedication, and absorption. Job and personal resources are the main predictors of engagement; these resources gain their salience in the context of high job demands. Engaged workers are more creative, more productive, and more willing to go the extra mile. Originality/value-The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance career development in today's workplace.
This study examined the role of three personal resources (self-efficacy, organizational-based self-esteem, and optimism) in the Job Demands-Resources (JD-R) model. The authors hypothesized that personal resources (1) moderate the relationship between job demands and exhaustion, (2) mediate the relationship between job resources and work engagement, and (3) relate to how employees perceive their work environment and well-being. Hypotheses were tested among 714 Dutch employees. Results showed that personal resources did not offset the relationship between job demands and exhaustion. Instead, personal resources mediated the relationship between job resources and engagement/exhaustion and influenced the perception of job resources. The implications of these findings for the JD-R model are discussed.
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