Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout

Abstract

Background: High job demands and low job resources may cause job strain and eventually result in burnout. However, previous research has generally ignored the roles of time and self-regulation. Objectives: This theoretical article synthesizes the literature to propose a multilevel model that delineates how acute job strain translates into enduring and severe job burnout. Methods: We integrate self-regulation perspectives in job demandsresources (JD-R) theory to propose that short-term job strain and eventually enduring burnout is the result of consistently high job demands and low job resourcescombined with failed self-regulation. Results: The model shows that when employees are confronted with increased job strain, they are more likely to use maladaptive selfregulation strategies, such as coping inflexibility and self-undermining. In addition, when job strain increases, employees are less likely to use adaptive self-regulation strategies, such as job stress recovery and job crafting. It follows that when the job becomes more stressful, stable resources become more important. Organizational resources such as human resource practices and healthy leadership may help employees to regulate their short-term fatigue and avoid enduring burnout. Furthermore, key personal resources like emotional intelligence and proactive personality may help employees to recognize and regulate their fatigue in an effective way. Conclusion: The proposed model of burnout expands JD-R theory and offers important practical implications for the prevention and reduction of burnout.

Latent Profile Analysis of Manitoban Teachers' Burnout during the COVID-19 Pandemic

“…Just as the pandemic has affected each level and individual in our school system, effective interventions should likewise be multi-level in order to have the greatest results. Some of the original scholars who proposed the job demands-resources model have also recently proposed a multi-level response to burnout that is especially helpful in these challenging times (Bakker & de Vries, 2021). In doing so, they not only operationalized the many years of theorizing about burnout into highly practical uses, but they also addressed the low effects generated by interventions that focus only on individuals or only on organizations.…”

“…In doing so, they not only operationalized the many years of theorizing about burnout into highly practical uses, but they also addressed the low effects generated by interventions that focus only on individuals or only on organizations. Bakker and de Vries (2021) suggested that interventions are the most effective when they address structural causes of burnout (imbalance between job resources and demands), include multiple response levels (individual and organizational), and do not treat all individuals in the same way. Moreover, the World Health Organization, in its latest edition of the International Classifications of Diseases (ICD 11) has conceptualized burnout as a syndrome and lists its symptoms as the same three variables measured in our research (exhaustion, depersonalization/cynicism, and decreased accomplishment).…”

“…A healthy workplace, according to Schaufeli et al (2009), thrives on engaged employees who are "motivated, proactive, responsible, and involved" (p. 216). An effective approach is adopting a flexible coping repertoire that is responsive to use of resources as needed and as the job demands change (Bakker & de Vries, 2021). Moreover, Schaufeli et al (2009) suggested that avoiding burnout was essential but insufficient to foster engagement, and that opportunities for growth and development for all employees are the focus in the most efficient workplaces.…”

“…Those who do not adequately recover at home return to work with less capability to concentrate, which results not only in more fatigue at work, but lower job performance. For those exhausted workers who continue their work tasks at home (Demerouti et al, 2007), the focus and energy they expend to try to fill the gap between job demands and resources may be pulled from usual recovery responses such as exercise and sleep, resulting in a short-term burst of energy but a long-term depletion of vitality (Bakker & de Vries, 2021). Indeed, the Detached and Inefficacious groups in our sample under-utilized resources such as physical health and well-being activities and introspective activities when compared to the Overextended and Involved groups, who coped more effectively and used all three of these resources.…”

“…Other unhealthy results of job strain are self-undermining behaviours (Bakker & de Vries, 2021), which include poor communication, conflicts with others, and careless mistakes. These behaviours in turn lead to greater job stress and can contribute to tensions for the individual within the imbalance in demands and resources inherent in the situation.…”