Job demands–resources theory: Taking stock and looking forward.

Abstract

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

Job crafting and Work Involvement as a Mediator to Promote Head Nurses' Organizational Citizenship Behavior at Mansoura University Hospitals

“…This may be contributed to head nurses can create their own social resources and OCB via job crafting. This is agree with Bakker & Demerouti (31) who concluded employees who are able increase their social job resources as well as challenging job demands are likely to report desirable outcomes such as better performance at work and low levels of quitting intentions. They added employees can create their own resources and work engagement via job crafting.…”

“…Consequently, employees who are able to craft their jobs are highly motivated to exhibit better performance (31) .The proposition associated with job crafting in Job Demands-Resources (JDR)theory is that employees can craft their jobs using job resources and challenging job demands. Both job resources and challenging job demands can activate employees' growth and development and enable them to reach future gains.…”

Individual job redesign: Job crafting interventions in healthcare

“…The intervention is framed within the JD-R model since this model has often been used to examine employee well-being and performance (Bakker & Demerouti, 2017). A similar job crafting intervention among police officers was found to increase participants' well-being (i.e., decreased negative emotions), job resources (i.e., leader-member exchange [LMX], opportunity for development), and self-efficacy ( Van den Heuvel et al, 2015).…”

Burnout Syndrome Profiles among Teachers

“…Job redesign has been implemented in suboptimal work environments, which consists of consists of a measure of systematic reorganization of the functional structure of the work context and consequential improvement of the organization's results, as well as the workers' welfare (Bakker & Demerouti, 2017). This is an alternative for the improvement of work conditions that must be performed by means of participatory process in the workers-managers dialogue (Bakker & Demerouti, 2014).…”