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Song, Hao, Byung-Woo Choi, and Mingxiao Zhao. "The Impact of Bio-pharmaceutical Companies Using the JD-R model on Turnover Intentions: A Comparative Study between South Korea and China." Korea International Trade Research Institute 20, no. 2 (2024): 369–93. http://dx.doi.org/10.16980/jitc.20.2.202404.369.
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Purpose - This study uses the Job-Demand Resource model as the main theoretical background to analyze the impact of job resources and job demand on turnover intention, and how organizational justice moderates the relationship between them. Design/Methodology/Approach - A questionnaire survey was conducted with a total of 729 respondents working in bio-pharmaceutical companies in South Korea and China, and the following analysis results were obtained through statistical empirical analysis (SPSS, AMOS). Findings - First, job demand has a significant positive (+) impact on turnover intention. Second, job resources have a significant negative (-) impact on turnover intention. Lastly, organizational justice shows a moderating effect on the relationship between job resources and turnover intention, while it has no moderating effect on the relationship between job demands and turnover intention. Research Implications - These results suggest that job demand, job resource, and organizational justice are related to employee turnover intention. Based on this structural relationship, specifically reality-based polices were proposed to reduce Job Demand and Turnover Intention, or increase Job Resource and Organizational Justice in bio-pharmaceutical companies. Meanwhile, the differences between Korea and China were discussed as well.
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Bakker, Arnold B., Marc van Veldhoven, and Despoina Xanthopoulou. "Beyond the Demand-Control Model." Journal of Personnel Psychology 9, no. 1 (2010): 3–16. http://dx.doi.org/10.1027/1866-5888/a000006.
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This study among 12,359 employees working in 148 organizations tested the interaction hypothesis of the Job Demands-Resources (JD-R) model. Accordingly, employees endorse most positive work attitudes (task enjoyment and organizational commitment) when job demands and job resources are both high. Results of moderated structural equation modeling analyses provided strong support for the hypothesis: 15 of the 16 hypothesized interactions were significant for task enjoyment and 13 of the 16 interactions were significant for organizational commitment. Job resources (skill utilization, learning opportunities, autonomy, colleague support, leader support, performance feedback, participation in decision making, and career opportunities) predicted task enjoyment and organizational commitment particularly under conditions of high job demands (workload and emotional demands). These findings clearly expand the Demand-Control model and support the JD-R model. Moreover, the results illustrate what managers can do to secure employee well-being.
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Aini, Nisa Nur, Barkah Rosadi, and Muhammad Yusuf Alhadihaq. "Model Permintaan Pekerjaan - Sumber Daya Untuk Kesejahteraan Dan Produktivitas Karyawan." Journal of Economic, Bussines and Accounting (COSTING) 7, no. 1 (2023): 673–81. http://dx.doi.org/10.31539/costing.v7i1.6227.
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Employee well-being is an important factor for individuals and to ensure company sustainability. The research objective is to develop a Job Demand-Resources (JD-R) model that can predict employee well-being and productivity at PT Fengtay Indonesia Enterprise. Explanatory survey of 250 randomly selected non-manager employees of PT Fengtay Indonesia Enterprise. Inferential analysis using SEM with SPSS25 tools. The results of the study show that job demands, such as high task demands and tight time pressure, have a negative and significant relationship with employee welfare, while job resources, such as social support from colleagues and superiors, have a positive and significant effect on employee well-being. ultimately increase productivity. The proposed JD-R model can be a useful tool for human resource management in developing effective strategies to improve employee welfare and individual productivity. The JD-R model helps managers to improve employee well-being and productivity. Management can ensure support to employees thereby increasing their well-being and productivity.
 Keywords: Job demand, Job Resources, Productivity, well-being, textile manufacturing
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Lestari, Wistrianti, and Zamralita Zamralita. "GAMBARAN TUNTUTAN PEKERJAAN (JOB DEMANDS) DAN DUKUNGAN PEKERJAAN (JOB RESOURCES) PADA PEGAWAI INSTITUSI X DKI JAKARTA." Jurnal Muara Ilmu Sosial, Humaniora, dan Seni 1, no. 2 (2018): 134. http://dx.doi.org/10.24912/jmishumsen.v1i2.983.
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Institusi X di DKI Jakarta merupakan ujung tombak pengelolaan pendapatan daerah dalam pemungutan pajak dan retribusi di Jakarta. Pembangunan dapat terhambat jika pendapatan daerah tidak optimal. Tuntutan Insitusi X semakin meningkat dan dukungan pekerjaannya semakin beragam sehingga dapat mempengaruhi efektifitas dalam bekerja. Bakker dan Demerouti (2008) mengembangkan model mengenai tuntutan pekerjaan (job demands) dan dukungan pekerjaan (job resources) dalam The Job Demands Resources Model (JD-R Model).The JD-R Model, menyatakan bahwa asumsi pertama dari teori JD-R adalah karakteristik pekerjaan dapat dibagi dalam 2 kategori yang berbeda, yaitu job demands dan job resources. Asumsi kedua adalah Job demands dapat mengakibatkan kelelahan. Sebaliknya, job resources berkaitan dengan hal-hal yang memotivasi karyawan (Bakker & Demerouti, 2014). Penelitian mengenai JD-R sejauh ini lebih banyak dilakukan pada perusahaan swasta dan masih sedikit pada populasi di Indonesia. Oleh karena itu, Peneliti tertarik untuk mengkaji gambaran job demands dan job resources pada pegawai Institusi X di DKI Jakarta yang merupakan institusi pemerintah di Indonesia. Hasil penelitian ini diharapkan dapat memperluas pengetahuan mengenai JD-R di Indonesia serta membantu Institusi X dalam memahami aspek-aspek yang dapat memotivasi dan yang menjadi tekanan bagi pegawainya sehingga dapat memberikan intervensi yang sesuai agar dapat bekerja lebih efektif. Metode yang digunakan dalam penelitian ini adalah metode kuantitatif. Hasil penelitian menunjukkan bahwa cognitive demand merupakan dimensi job demands yang paling sering dialami pegawai Institusi X di DKI Jakarta dan yang tidak sering dialami adalah dimensi role conflict. Sedangkan dimensi job resources yang sering dialami adalah coaching dan yang paling tidak sering dialami adalah autonomy.
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Brauchli, Rebecca, Gregor J. Jenny, Désirée Füllemann, and Georg F. Bauer. "Towards a Job Demands-Resources Health Model: Empirical Testing with Generalizable Indicators of Job Demands, Job Resources, and Comprehensive Health Outcomes." BioMed Research International 2015 (2015): 1–12. http://dx.doi.org/10.1155/2015/959621.
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Studies using the Job Demands-Resources (JD-R) model commonly have a heterogeneous focus concerning the variables they investigate—selective job demands and resources as well as burnout and work engagement. The present study applies the rationale of the JD-R model to expand the relevant outcomes of job demands and job resources by linking the JD-R model to the logic of a generic health development framework predicting more broadly positive and negative health. The resulting JD-R health model was operationalized and tested with a generalizable set of job characteristics and positive and negative health outcomes among a heterogeneous sample of 2,159 employees. Applying a theory-driven and a data-driven approach, measures which were generally relevant for all employees were selected. Results from structural equation modeling indicated that the model fitted the data. Multiple group analyses indicated invariance across six organizations, gender, job positions, and three times of measurement. Initial evidence was found for the validity of an expanded JD-R health model. Thereby this study contributes to the current research on job characteristics and health by combining the core idea of the JD-R model with the broader concepts of salutogenic and pathogenic health development processes as well as both positive and negative health outcomes.
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Lu, Luo, Hui Yen Lin, Chang-Qin Lu, and Oi-Ling Siu. "The moderating role of intrinsic work value orientation on the dual-process of job demands and resources among Chinese employees." International Journal of Workplace Health Management 8, no. 2 (2015): 78–91. http://dx.doi.org/10.1108/ijwhm-11-2013-0045.
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Purpose – The moderating roles of personal resources in the Job Demands-Resources (JD-R) model are relatively rarely examined, especially in non-western countries. The purpose of this paper is to investigate the moderating effect of a personal resource (i.e. intrinsic work value orientation) on the relationships between job demands, job resources, and job satisfaction among a large sample of Chinese employees from both mainland China and Taiwan. Design/methodology/approach – Structured questionnaire survey was carried out to collect data from 402 employees in mainland China and 306 employees in Taiwan. Findings – The authors found that intrinsic work value orientation amplified the negative relationship between work constraints (a job demand) and job satisfaction. Meanwhile, intrinsic work value orientation strengthened the positive relationship between autonomy (a job resource) and job satisfaction. Originality/value – This is one of the few studies that explored the role of personal resources in the JD-R model. One unique contribution of the study is that the authors extended the JD-R model to include the intrinsic work value orientation as a resourceful work value for Chinese employees in two major Chinese societies. Based upon the findings, the authors suggest that personal resources such as work value orientation should be taken into account in the research of the JD-R model. Managerial implications of the findings are also discussed.
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Bon, Abdul Talib, and Abdirahman Mohamud Shire. "Review of Conservation of Resources Theory in Job Demands and Resources Model." International Journal of Global Optimization and Its Application 1, no. 4 (2022): 236–48. http://dx.doi.org/10.56225/ijgoia.v1i4.102.
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This paper provides background information about the underpinning theory of the model of job demands-resources model (JD-R model), which is the conservation of resources theory. The Conservation of resources (COR) theory became highly popular among researchers. Conservation of resources (COR) theory postulates the link between job demands-resources, personal resources, organizational commitment, work engagement, turnover intentions, and job performance. This paper discusses COR theory, which is the main theory that underpins the present research. This paper reviews the assumptions and development of the theory and presents an overview of important findings obtained with the theory and its association with JD-R model. The paper concludes with an agenda for future research and a brief discussion of the practical application of the theory in JD-R model.
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Thavakumar, Dilanthy, and Padmini Jayasekara. "Impact of High-Performance Human Resource Practices, Self-Efficacy and Proactive Personality on Employee’s Job Performance: A Conceptual Model." Wayamba Journal of Management 14, no. 1 (2023): 162–77. http://dx.doi.org/10.4038/wjm.v14i1.7601.
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This study attempts to present a model in explaining a mechanism which ensures job performance of employees. A series of activities, which were already well researched in an isolated manner in different contexts were incorporated to develop this model. The literature-based data compilation was done to develop this model. Thereby, the Job Demand Resource Model (JD-R model) has been adopted to examine the impact of employees’ perceptions of High-performance Human Resource Practices (HPHRPs) and their job performance through personal resources such as self-efficacy and proactive personality. Therefore, when HPHRPs offer job resources to the employees, they can utilize the resources such as knowledge, skills and ability to build and enhance their personal resources to ensure their job performance in the work context. However, the JD-R model does not enough explain to make the resources connection process by the employees to be different, then resulting in varying their job performance levels. The main aim of this study is to address this lacuna by explaining to what extent employees have perceived that HPHRP has an impact on their job performance through self-efficacy and proactive personality. The main theoretical contribution is that it integrates HPHRPs, personal resources, and employees’ job performance within the same conceptualization by expanding the boundary conditions of the JD-R model. Further, this paper would make theoretical contributions and implications for managers and academics in this field.
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Pansini, Martina, Ilaria Buonomo, Clara De Vincenzi, Bruna Ferrara, and Paula Benevene. "Positioning Technostress in the JD-R Model Perspective: A Systematic Literature Review." Healthcare 11, no. 3 (2023): 446. http://dx.doi.org/10.3390/healthcare11030446.
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This paper aims to describe the effects of Technostress on employees’ well-being and productivity. We adopted the Job Demands Resources Model as a theoretical framework to analyze the “Technostress” phenomenon in order to clarify whether and how technology can be considered a job demand, a job resource, or part of the effects of personal resources in the workplace. The sources search and selection process was conducted according to the PRISMA guidelines and regarded papers published from 2010 to 2022. Overall, the findings show that most selected papers consider ICT a job demand negatively affecting human behavior, thoughts, and attitudes. In contrast, some report that ICT acts as a job resource, thus reducing the impact of job demands and their physiological and psychological costs. Finally, a third category of studies does not consider the effects of ICT itself but gives more space to the interaction among ICT, the organizational context in which it is used, and the personal characteristics of ICT users. More specifically, the findings show how individual features and organizational procedures can shape the interpretations employees make about their ICT-related experiences at work and, consequently, their performance or well-being. Findings suggest that when ICT tools are strategically planned and used within organizations, they can enrich the employee experience at work, positively affecting the individual and the organizational level.
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Byon, Ha Do, Donna Harrington, Carla L. Storr, and Jane Lipscomb. "Exploring the Factor Structure of the Job Demands-Resources Measure With Patient Violence on Direct Care Workers in the Home Setting." Journal of Nursing Measurement 25, no. 2 (2017): 257–74. http://dx.doi.org/10.1891/1061-3749.25.2.257.
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Background and Purpose: Workplace violence research in health care settings using the Job Demands-Resources (JD-R) framework is hindered by the lack of comprehensive examination of the factor structure of the JD-R measure when it includes patient violence. Is patient violence a component of job demands or its own factor as an occupational outcome? Method: Exploratory factor analysis and confirmatory factor analysis were conducted using a sample of direct care workers in the home setting (n = 961). Results: The overall 2-construct JD-R structure persisted. Patient violence was not identified as a separate factor from job demands; rather, two demand factors emerged: violence/emotional and workload/physical demands. Conclusions: Although the three-factor model fits the data, the two-factor model with patient violence being a component of job demands is a parsimonious and effective measurement framework.
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Marathe, Gaurav Manohar, Girish Balasubramanian, and Gloryson Chalil. "Conceptualising the psychological work states – extending the JD-R model." Management Research Review 42, no. 10 (2019): 1187–200. http://dx.doi.org/10.1108/mrr-03-2017-0077.
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Purpose The purpose of this paper is to extend the job demands-resources (JD-R) model by including the factor of “personal demands” and conceptualise experience on personal and job dimensions separately as personal thrust and job thrust. Further, different psychological work states that individuals experience through intra-dimensional balance across personal and job dimensions are proposed. Design/methodology/approach The paper explains various possible psychological work states experienced by a job incumbent by conceptually developing intra-dimensional fluctuations within the person and job dimensions, respectively, as the new concepts of person and job thrust. Findings Personal thrust and job thrust have been identified as the two dimensions which impact the work state. Complete engagement and complete disengagement have been identified as two ends of a continuum. Complete work engagement is defined as the balance across these two dimensions. Various combinations of balances and imbalances across these two dimensions results in four different states of disengagement identified as work exhaustion, work boredom, work search and work neutrality. Research limitations/implications This paper suggests a novel approach to using personal demand to look at work states which would significantly impact existing research in the JD-R model. This paper tries to bridge the gap between work engagement as a construct and the psychological work states as a phenomenon. Further, it is contended that the psychological work states are manifestations of the interactions between the two dimensions identified as personal and job thrust, which could further be developed into various work-related attitudes and behaviours. Practical implications Instead of only relying on the engagement/disengagement dichotomy to plan interventions, managers can plan the appropriate interventions depending on the specific disengagement state analysed through personal and job thrust. Originality/value The newly developed model of work states explains the fluctuation of an individual across different work states and links the personal and job-related demand–resource balance at the workplace with distal work-related outcomes, thereby significantly extending the JD-R model.
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Moreno-Jiménez, Bernardo, Alfredo Rodríguez-Muñoz, Ana Isabel Sanz-Vergel, and Eva Garrosa. "Elucidating the Role of Recovery Experiences in the Job Demands-Resources Model." Spanish journal of psychology 15, no. 2 (2012): 659–69. http://dx.doi.org/10.5209/rev_sjop.2012.v15.n2.38877.
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Based on the Job Demands-Resources (JD-R) model, the current study examined the moderating role of recovery experiences (i.e., psychological detachment from work, relaxation, mastery experiences, and control over leisure time) on the relationship between one job demand (i.e., role conflict) and work-and health-related outcomes. Results from our sample of 990 employees from Spain showed that psychological detachment from work and relaxation buffered the negative impact of role conflict on some of the proposed outcomes. Contrary to our expectations, we did not find significant results for mastery and control regarding moderating effects. Overall, findings suggest a differential pattern of the recovery experiences in the health impairment process proposed by the JD-R model.
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Kattenbach, Ralph, and Simon Fietze. "Entrepreneurial orientation and the job demands-resources model." Personnel Review 47, no. 3 (2018): 745–64. http://dx.doi.org/10.1108/pr-08-2016-0194.
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Purpose The purpose of this paper is to examine the influence of entrepreneurial orientation (EO) within the framework of the job demands-resources (JD-R) model. Design/methodology/approach The sample of N=597 white-collars in the German media and IT industry is drawn via the professional network XING. Cross-sectional mediator models are used to test the hypothesis. Findings The processes proposed by the JD-R model find empirical support. Job demands primarily cause exhaustion while job resources increase job satisfaction. Besides, job demands reduce job satisfaction and job resources lead to less exhaustion. An exception is found for cognitive workload which rather acts like a job resource. EO mediates these effects in a favorable way. High job resources foster EO, which in turn reduces exhaustion and enhances job satisfaction. For job demands, EO shows a negative mediation reducing the health-impairment process and increasing job satisfaction. Research limitations/implications Future research should broach the issue of adverse effects related to extreme employee entrepreneurship and potential negative effects. Practical implications Supporting and supervising an EO may help employees to cope with modern job profiles in agile organizations. Originality/value The findings provide support for a favorable mediating role of an entrepreneurial personal resource within the JD-R model. This knowledge may be used to consider individual work orientations and to organize work in a “healthy” way.
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Bulut, Meryem Berrin, and Abdullah Tunç. "The Job Demands-Resources Scale: A Reliability and Validity Study." Cukurova University Faculty of Education Journal 53, no. 3 (2024): 1384–405. https://doi.org/10.14812/cuefd.1474481.
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The Job Demands-Resources Model proposes that working conditions may relate to job outcomes in different ways. According to this model, high job demands, and low job resources cause an increase in factors such as stress and burnout. This study aimed to adapt the Job Demands-Resources Scale (JD-R Scale) to Turkish context and to examine its the reliability and validity. Data were collected in two different stages; therefore, two separate samples participated in this research (n1= 244- women= 119 and men= 125, and n2= 227- women= 117 and men= 110 academicians). In the first stage, the JD-R Scale and demographic information form were utilized. In the second stage, the JD-R Scale, Work Engagement Scale, and demographic information form were used. Principal component analysis with a Promax rotation revealed 35 items and seven factors which explained 69.99% of the total variability. Confirmatory factor analysis indicated acceptable fits. Significant correlations were found between dimensions of the JD-R Scale and work engagement. The reliability coefficients were also found to be acceptable. It can be concluded that the JD-R Scale is a valid and reliable instrument for assessing job demands and resources in Turkey.
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Markovič, Daniel, Júlia Fričová, and Katarína Kohútová. "BURNOUT SYNDROME IN SLOVAK TEACHERS IN RELATION TO SELECTED VARIABLES OF THE JOB DEMAND RESOURCES MODEL." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 1 (May 22, 2024): 736–44. http://dx.doi.org/10.17770/sie2024vol1.7870.
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The aim of this paper is to explore and analyse the prevalence of risk factors (and factors) associated with burnout among Slovak teachers. The research sample consists of 274 respondents: teachers, school principals, and other pedagogical staff. We used the Job Demand Resources Model (JD-R model), which suggests that the interplay between job demands and resources determines the overall impact on employee well-being. Jobs with high demands and low resources are likely to lead to burnout and health issues, while jobs with high demands but sufficient resources can lead to positive outcomes such as increased motivation and job satisfaction. Investigating burnout in teachers is essential for promoting the well-being of educators, maintaining a high-quality education system, and ensuring positive outcomes for both teachers and learners. Based on the Job Demand Resources Model, this study aims to analyse the relationship between selected variables and burnout syndrome among Slovak teachers.
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Rahayu, Puspita Puji. "Model Tuntutan Pekerjaan dan Sumber Daya Pekerjaan." JUDICIOUS 2, no. 2 (2021): 214–18. http://dx.doi.org/10.37010/jdc.v2i2.603.
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Karakteristik kerja merupakan aspek penting dalam pekerjaan yang dapat memberikan dampak pada kesejahteraan karyawan. Karakteristik kerja dibagi menjadi dua, yaitu job demand dan job resources. JD-R model adalah penyempurnaan dari dua job stress model yang telah dikembangkan sebelumnya, yaitu demands-control model (DCM) (Karasek, 1979) dan effort-reward imbalance model (ERI) (Siegrist,1996). Penelitian ini menggunakan pendekatan kajian literature ini diharapkan mampu dijadikan kajian ataupun informasi yang dapat dijadikan sebagai dasar teoritis penelitian selanjutnya dalam job demand dan job resources model. Job resource dan job demand dapat dibedakan dengan perannya masing-masing. Pada job resource contohnya otonomi dapat membantu karyawan untuk mengatur dan menyelesaikan pekerjaan dengan nyaman dan umpan balik dapat membantu karyawan meningkatkan performa kerja. Kemudian dukungan sosial dari kolega dan mentor dari supervisor dapat meningkatkan motivasi dan dukungan emosional di pekerjaan. Di sisi lain, job demand seperti beban kerja, emosi, dan tuntutan fisik, adalah suatu hal yang memang ada di pekerjaan yang dapat di toleransi dengan peran job resource.
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A'yuninnisa, Rizqi Nur'aini, Acintya Ratna Priwati, Ramadhan Dwi Marvianto, Fuad Hamsyah, and Faturochman Faturochman. "Unraveling the Work-Related Distress Profiles of Election Officers in Yogyakarta: Lessons Learned from the 2019 General Election." Jurnal Psikologi 50, no. 3 (2023): 299. http://dx.doi.org/10.22146/jpsi.89858.
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Drawing from the 2019 electoral incident, this study seeks to comprehend election officials’ working context, providing insights for the forthcoming 2024 general election (Pemilu). Specifically, this study investigates the working conditions of election officials during Indonesia's 2019 general election by examining their job demands, job resources, psychological and physical stress responses. Utilizing the job demands-resources (JD-R) model, the study evaluated the job demands, job resources, psychological and physical stress responses of 212 election officials in Yogyakarta Province using part of The New Brief Job Stress Questionnaire (NBJSQ). Latent Class Analysis revealed three distinct class profiles among the 2019 election officials based on their JD-R model scores, which included job demands, job resources, psychological and physical stress responses. The majority of participants fell into class 2, characterized by high job demands and job resources but low stress reactions. In contrast, class 1 had low job demands and job resources but a high level of stress, while class 3 exhibited high job demands, low job resources, and low stress. These results indicate that high job demand and job resources can potentially lead to work-related stress, although this relationship is influenced by the specific context and nature of job demands and job resources.
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Scholze, Alexander, and Achim Hecker. "Digital Job Demands and Resources: Digitization in the Context of the Job Demands-Resources Model." International Journal of Environmental Research and Public Health 20, no. 16 (2023): 6581. http://dx.doi.org/10.3390/ijerph20166581.
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This study comprehensively investigates the effects of digitization in the workplace, with a specific focus on white-collar employees, using the job demands-resources (JD-R) model as a theoretical framework. By examining the intricate interplay between digital job demands and digital job resources, the research offers valuable insights to help organizations navigate the complexities caused by technological advancements. Utilizing a qualitative triangulation approach, the research combines a systematic literature review with a thematic analysis of 15 interdisciplinary expert interviews. Thereby, the study establishes a robust theoretical foundation for exploring stress, motivation, and the organizational consequences arising from integrating technology in the workplace. The JD-R model is extended to incorporate digital job demands and resources, enabling a thorough examination of both the positive and negative aspects of digitization within organizations. Moreover, the study highlights the necessity for the consistent adaptation of the JD-R model across diverse job contexts in the ever-evolving digital landscape. It advocates for organizations to effectively leverage digital resources and proactively manage job demands, aiming to transform digitization into a valuable job asset while preventing the onset of overwhelming burdens. In conclusion, the research encourages organizations to embrace the vast potential of digitization while prioritizing digital health in the workplace.
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T.B. Rattrie, Lucy, and Markus G. Kittler. "The job demands-resources model and the international work context – a systematic review." Journal of Global Mobility 2, no. 3 (2014): 260–79. http://dx.doi.org/10.1108/jgm-06-2014-0018.
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Purpose – The purpose of this paper is to provide a synthesis and evaluation of literature surrounding the job demands-resources (JD-R) model (Demerouti et al., 2001) in the first decade since its inception, with particular emphasis on establishing an evidence-based universal application towards different national and international work contexts. Design/methodology/approach – The study uses a systematic review approach following the stages suggested by Tranfield et al. (2003). Based on empirical data from 62 studies, the authors systematically analyse the application of the JD-R model and queries whether it is applicable outside merely domestic work contexts. Findings – The authors find convincing support for the JD-R model in different national contexts. However, the authors also found an absence of studies employing the JD-R model in cross-national settings. None of the empirical studies in the sample had explicitly considered the international context of today’s work environment or had clearly associated JD-R research with the IHRM literature. Research limitations/implications – Based on the wide acceptance of the JD-R model in domestic work contexts and the increased interest in work-related outcomes such as burnout and engagement in the IHRM literature, the study identifies a gap and suggests future research applying the JD-R model to international work and global mobility contexts. Originality/value – This study is the first to systematically assess the application of the JD-R model in domestic and international work contexts based on a systematic review of empirical literature in the first decade since the inception of the model. The study identifies a lack of internationally focussed JD-R studies and invites further empirical research and theoretical extensions.
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Lattrich, Kai-Kristina, and Marion Büttgen. "Project leaders’ control resources and role overload as predictors of project success: developing the job demands–resources model." Business Research 13, no. 2 (2020): 767–88. http://dx.doi.org/10.1007/s40685-020-00115-z.
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Abstract Drawing on the job demands–resources model (JD–R model), this article introduces information control and team control as project leader-specific job resources, as well as role overload as a demand, and then examines their influences on project experience appraisals and project success. With a sample of 185 project leaders, this study reveals that all three factors drive project success and project leader well-being. The moderating effects of role overload on the relationships between team control and negative experience and between team control and goal attainment are particularly remarkable; goal attainment is highest with high team control and high role overload. Similarly, the most positive experiences occur with high team control and high role overload. This further development of the JD–R model, thus, identifies information and team control as resources specific to project leaders and role overload as a predominant challenge stressor, with an ambivalent nature.
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Grover, Steven L., Stephen T. T. Teo, David Pick, Maree Roche, and Cameron J. Newton. "Psychological capital as a personal resource in the JD-R model." Personnel Review 47, no. 4 (2018): 968–84. http://dx.doi.org/10.1108/pr-08-2016-0213.
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Purpose The purpose of this paper is to demystify the role of the personal resource of psychological capital (PsyCap) in the job demands-resources model. The theory suggests that personal resources directly influence perceptions of job demands, job resources, and outcomes. Alternatively, personal resources may moderate the impact of job demands and job resources on outcomes. Design/methodology/approach A survey of 401 nurses working in the Australian healthcare sector explores the relations among PsyCap, job demands and resources, and psychological well-being and work engagement. Findings The results suggest that PsyCap directly influences perceptions of job demands and resources and that it directly influences the outcomes of well-being and engagement. Furthermore, job demands and job resources mediate the relation of PsyCap with well-being and engagement, respectively. Research limitations/implications The moderation effect of PsyCap was not supported, which suggests that PsyCap relates to perceptions as opposed to being a coping mechanism. This finding therefore narrows the scope of personal resources in this important model. Originality/value The importance of this study lies in its exploration of various ways that personal resources can influence this dominant model and in analyzing the global construct of PsyCap as opposed to some of its constituent parts.
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Li, Jinsuo. "Job Demands, Resources, and Performance: The Role of Occupational Commitment in China's Construction Industry." Journal of Scientific Reports 8, no. 1 (2024): 52–66. https://doi.org/10.58970/JSR.1075.
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This study examines how job demands, resources, and occupational commitment influence job performance among project-based workers in China’s construction engineering supervision industry. Drawing on the Job Demands-Resources (JD-R) model, it explores the mediating role of occupational commitment in the relationship between job characteristics and performance. A total of 744 valid responses were collected through an online survey platform and analyzed using structural equation modeling. The results show that obstructive demands, such as job alienation and underemployment, negatively affect job performance by diminishing occupational commitment. Conversely, challenging demands, like perceived algorithmic control, enhance both commitment and performance. Furthermore, job resources such as social support, information system quality, and job autonomy have a positive influence on job performance. These findings emphasize the importance of managing job demands and optimizing resources to improve employee performance and commitment in project-based work environments. The research contributes to the JD-R model by extending its application to project-based workers and provides practical implications for human resource management in dynamic industries. <strong><em>Key words:</em> </strong><em>JD-R model; project-based workers; job performance; occupational commitment; job demands; job resources.</em>
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Abdurachman, Dudung, Rudy M. Ramdhan, Ateng Karsoma, Alex Winarno, and Deni Hermana. "Integrating Leadership in Job Demand Resources (JD-R) for Personal Performance in Military Institution." Sustainability 15, no. 5 (2023): 4004. http://dx.doi.org/10.3390/su15054004.
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The well-being and performance of military institutions, especially for personnel such as village superintendents serving in remote areas, is a significant concern that requires an expansion of resources. The research objective explored how leadership, job demands and resources, and green human resource practices (Green HR Practice) can interact to promote the well-being and performance of military personnel in Indonesia. The research method was an explanatory survey that collected cross-sectional data through the random distribution of questionnaires to 586 village superintendents across Java Island, including those in remote areas. The sampling method was simple random sampling. The multivariate analysis employed structural equation modeling (SEM) procedures. The research findings revealed that personnel in military institutions, amidst the broader demands of non-war activities, require support from stable and institutional resources that can enhance their well-being. Stable resources play a crucial role in promoting employee well-being and ensuring non-war performance in military institutions. Adopting a green transformational leadership (GTL) model not only brings about changes in the performance and well-being of military personnel but also entails a focus on transforming the HR governance system into a green system, thus showcasing ethical responsibility towards employee well-being and performance. The research further discussed the significance of leadership as a key resource that facilitates the implementation of green HR practices aimed at enhancing employee well-being and performance. Practical Implications: In military institutions, incorporating leadership into the JD-R model could lead to a better understanding of how leadership styles and behaviors impact personnel performance and inform strategies for improving performance through effective leadership development and management.
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Park, Sunyoung, Junghwan Kim, Jiwon Park, and Doo Hun Lim. "Work Engagement in Nonprofit Organizations: A Conceptual Model." Human Resource Development Review 17, no. 1 (2018): 5–33. http://dx.doi.org/10.1177/1534484317750993.
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Using the revised job demands–resources (JD-R) model as a theoretical framework, our article aims to develop a conceptual model of the work engagement of paid workers in nonprofit organizations (NPOs) by identifying its antecedents and outcomes discussed in the literature. We found that job resources are prevalent antecedents for work engagement, while three categories of the JD-R model are all significant with work engagement. Although some findings are similar with existing studies for for-profit organizations, others implied that we need a different approach to work engagement of NPO workers. We finally offer a proposed JD-R model of work engagement in NPOs that has a new category, ideological resources. At the end of this article, we discuss the findings and academic/practical implications, along with recommendations for future research.
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Smith, Todd D., and Mari-Amanda Dyal. "A conceptual safety-oriented job demands and resources model for the fire service." International Journal of Workplace Health Management 9, no. 4 (2016): 443–60. http://dx.doi.org/10.1108/ijwhm-12-2015-0073.
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Purpose The purpose of this paper is to develop and present a safety-oriented job demands-resources (JD-R) model that supports the notion that excessive job demands in the fire service, when not controlled or countered, may increase firefighter burnout and diminish firefighter safety. Design/methodology/approach The approach for the present project includes a review of the JD-R literature and the presentation of a conceptual model specific to fire service organizations. Findings A conceptual model, relevant to fire service organizations was derived. The model argues that excessive job demands associated with workload, physical demands, emotional demands, and complexity can result in burnout if not controlled or countered. Safety-specific resources, including recovery, support, safety-specific transformational leadership and safety climate are theorized to buffer these effects and are suggested to enhance firefighter engagement. These effects are argued then to improve firefighter safety. Ultimately, the findings will help guide future research, intervention projects and workplace safety and health management programs and initiatives. Originality/value This paper and conceptual model extends the application of the JD-R model to fire service organizations. Further, the conceptual model supports the application of safety-specific job resources vs more traditional job resources as a means to enhance firefighter safety.
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Langseth-Eide, Benedicte, and Joar Vittersø. "Ticket to Ride: A Longitudinal Journey to Health and Work-Attendance in the JD-R Model." International Journal of Environmental Research and Public Health 18, no. 8 (2021): 4327. http://dx.doi.org/10.3390/ijerph18084327.
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The present study addresses one of the limitations of the JD-R model, namely, that analyses of the outcomes of the motivational process have largely focused on organizational outcomes and have neglected to investigate the associations between job resources, work engagement and health-related outcomes. Specifically, the aim of this paper is to show that health-related indicators may be outcomes of the motivational process in the job demands-resources (JD-R) model. We achieve this through a two-wave panel study with a two-year time lag. The results provide longitudinal evidence that two well-established job resources (i.e., social support and feedback) predicted work engagement, that work engagement was negatively related to sick leave and that this relation was mediated by subjective health. By showing that health-related indicators could also be outcomes of the motivational process in the JD-R model, we have strengthened the model.
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Yeung, Dannii Y., Xiaoyu Zhou, and Sherry Chong. "Perceived age discrimination in the workplace: the mediating roles of job resources and demands." Journal of Managerial Psychology 36, no. 6 (2021): 505–19. http://dx.doi.org/10.1108/jmp-04-2020-0185.
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PurposeWith a growing number of older workers in the labor force, cultivating an age-friendly working environment becomes increasingly important. Inspired by the job demands–resources (JD-R) model, this study aims to investigate whether the negative effects of perceived age discrimination (PAD) on work-related outcomes would be explained by job resources and demands.Design/methodology/approachA total of 333 Hong Kong Chinese employees aged 40 and above (M = 46.62, SD = 6.21; 60% female) completed an online survey that covered measures on workplace age discrimination, job resources and demands, work engagement, intention to stay and work strain.FindingsPAD at work was associated with reduced job resources and increased job demands. The results of the mediation analyses showed support from supervisor and coworkers could account for the effects of PAD on work engagement and intention to stay, whereas emotional demand or workload could explain the effects of PAD on work engagement and work strain.Practical implicationsThe findings of this research unveil the underlying mechanisms between age discrimination and work-related outcomes through job resources and job demands. Cultivating a supportive organizational climate toward older employees and offering awareness-based training programs are necessary to mitigate age biases in the workplace.Originality/valueBuilding on the JD-R model, this study revealed the possible mechanism underlying the negative effects of PAD. Perceptions of age discrimination decrease older workers' job resources and increase their job demands, subsequently lower their work engagement and intention to stay and increase their work strain.
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Gunnasekaran, Buvaneswaren Nair, Zuraina Dato’ Mansor, Ho Jo Ann, Dahlia Zawawi, and Dalowar Hossan. "Systematic Review Of The Spiritual Intelligence And Job Demand And Resouces In Workplace." International Journal of Business and Management 7, no. 6 (2023): 8–26. http://dx.doi.org/10.26666/rmp.ijbm.2023.6.2.
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The purpose of this study is to conduct a systematic review of spiritual intelligence in the JD-R model in the workplace. This review allows us to track the evolution of this model in management practice over the past five years and identify research gaps that need to be addressed in the near future. The reviewed articles were retrieved from two major databases (e.g., Scopus and Elsvier) using a two-step screening process.To achieve the objectives of this study, 880 conceptual and empirical papers were reviewed in more than 50 publications from 2019 to 2023. Selected articles were evaluated based on classification criteria and grouped to identify topics. Despite extensive research over the past decade, the constructs of SI and JD-R lack clear definitions and have overlapping characteristics. This review shows how the JD-R model of SI is interdisciplinary and has its roots in organizational behavior, psychology, and theology. This report also provides a clear picture of the current state of the literature and enumerates possible directions for future research so that researchers can further develop the field of SI and JD-R in the workplace.
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Vîrgă, Delia, Alexandra Horga, and Dragoș Iliescu. "Work–Life Imbalance as a Moderator in the Relationship Between Resources and Work Engagement." Journal of Personnel Psychology 14, no. 2 (2015): 80–90. http://dx.doi.org/10.1027/1866-5888/a000135.
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This study examines the interplay between (a) job resources, (b) personal resources (organizational-based self-esteem, self-efficacy), and personality traits (conscientiousness, extraversion, and emotional stability), (c) a specific job demand (work–life imbalance), and (d) work engagement, in line with the alternative JD-R model proposed by Bakker (2011) . Data was collected from 223 Romanian employees. Results show that work–life imbalance (WLI) undermines the positive relationship between self-efficacy and work engagement. In a three-way Job resources × Personal resources × Job demands interaction, self-efficacy and job resources had a positive relationship with work engagement when work–life imbalance was low. Also, in a three-way Job resources × Personality × Job demands interaction, the association between emotional stability and job resources was positive when work–life imbalance was low.
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Kaiser, Sabine, Joshua Patras, Frode Adolfsen, Astrid M. Richardsen, and Monica Martinussen. "Using the Job Demands–Resources Model to Evaluate Work-Related Outcomes Among Norwegian Health Care Workers." SAGE Open 10, no. 3 (2020): 215824402094743. http://dx.doi.org/10.1177/2158244020947436.
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The job demands-resources (JD-R) model was used to evaluate work-related outcomes among 489 health care professionals working in public health services for children and their families in Norway. In accordance with the JD-R model, the relationship of job demands and job resources with different outcomes (turnover intention, job satisfaction, and service quality) should be mediated through burnout and engagement. The results of the multilevel structural equation model analysis indicated good model fit: The χ2/degrees of freedom ratio was 1.54, the root mean square error of approximation was .033, and the Tucker Lewis index and comparative fit index were both .92. Job demands were positively associated with burnout; job resources were positively related to engagement and negatively related to burnout. Burnout was positively related to turnover intention and negatively related to job satisfaction and service quality. Engagement was inversely related to the outcome variables. Both job demands and job resources are important predictors of employee well-being and organizational outcomes.
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Mohd Kassim, Muhammad Asyraf bin, Wang Xiaoci, and Mohd Fitri bin Mansor. "Factors Affecting Job Burnout among Teachers in China: A Comprehensive Review." International Journal of Research and Innovation in Social Science IX, no. III (2025): 686–709. https://doi.org/10.47772/ijriss.2025.90300055.
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The antecedents and outcomes of teacher burnout have increasingly attracted the attention of both Chinese and international researchers in recent years. In the Chinese education system, burnout becomes a serious issue for a large workgroup of 18.9 million teachers. However, there has been no comprehensive review to synthesize the literature in this area, limiting our understanding on how burnout is experienced in this specific cultural context. This study adopts the Job Demands-Resources (JD-R) model as its theoretical framework and conducts a systematic literature review of 75 studies published since 2021 on teacher burnout in China. We review on the job demands, job resources, and personal resources as the antecedents of burnout, and also on the outcomes of burnout. Our review indicates that teachers in China experience unique job demands because of specific cultural context. Moreover, we summarize how motivation contribute to the mechanism of burnout development among Chinese teachers. Third, drawing from the recent extension of the JD-R model, we suggest future avenues for teacher burnout research in China, including examining job demands, job resources, and personal resources under specific cultural context and education types, further investigating the role of motivation in the JD-R model, and conducting more intervention studies to mitigate teacher burnout.
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Khan, Faisal, Muhammad Sufyan, and Muhammad Faizan Malik. "Job demands, Emotional Exhaustion and Ill Health among Academicians." Global Educational Studies Review V, no. III (2020): 253–62. http://dx.doi.org/10.31703/gesr.2020(v-iii).26.
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Job demands in the working environment contain motivation that requires energy and reduced health problems. The purpose of the current study has to examine the effect between demands, emotional exhaustion and ill health among academicians. The adapted questionnaires have been distributed among 215 public sector universities academicians. For the investigation, the Job Demand Resources (JD-R) model has been used. By using the regression model, the findings of the study concluded that demands like workload and role conflict have a significant effect on emotional exhaustion and ill health, which requires extra effort to accomplish the job as well as organizational goals. The current study will contribute to Job Demands Resources theory as well as recommendations for future research studies.
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Windlinger, Regula, and Laura Züger. "Job Demands, Job Resources and Well-Being of Staff in Extended Education Services in Switzerland: A Longitudinal Study." IJREE – International Journal for Research on Extended Education 9, no. 2 (2022): 250–67. http://dx.doi.org/10.3224/ijree.v9i2.02.
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Extended education services are expanding in Switzerland. Their quality depends on the working conditions and well-being of staff. This study examined the relationships between job demands, job resources and well-being using the job demands-resources ( JD-R) model. 655 staff members from 113 extended education services from three Swiss cantons participated in the three-wave study. Overall, staff reported low levels of job demands and high levels of resources except for autonomy. Results provided support for the motivational and health impairment processes proposed by the JD-R model, although not consistently for both measurement intervals. The findings highlight the importance of focussing on working conditions, especially when extended education services expand in the future.
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Priyono, Hamal Agung, Dodi Wirawan Irawanto, and Nanang Suryadi. "Job demands-resources, work engagement, and organizational commitment." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 1 (2022): 117–29. http://dx.doi.org/10.20525/ijrbs.v11i1.1546.
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This study presents the Job Demands-Resources (JD-R) model to investigate employees’ organizational commitment. The purpose of this study is to examine the effect of job demands and job resources on organizational commitment, as well as the mediating effect of work engagement, in the context of Indonesian state-owned enterprises. Data were gathered using a questionnaire from 115 employees of a state-owned enterprise. Partial Least Squares - Structural Equation Modeling (PLS-SEM) was performed to analyze data. Results of data analysis indicate the negative influence of job demands and positive influence of job resources on organizational commitment. Also, work engagement mediates the effect of job demands and job resources on organizational commitment. The results of this study give a contribution to both theoretical and practical viewpoints. At the theoretical level, this study contributes to the literature on organizational commitment theory and the JD-R model. From the practical viewpoint, the study findings offer insight for Indonesian state-owned enterprises management to enhance employees’ organizational commitment by considering job demands, job resources, and work engagement of employees.
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Lichtenthaler, Philipp Wolfgang, and Andrea Fischbach. "The Conceptualization and Measurement of Job Crafting." Zeitschrift für Arbeits- und Organisationspsychologie A&O 60, no. 4 (2016): 173–86. http://dx.doi.org/10.1026/0932-4089/a000219.
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Abstract. This research redefined the job demands–resources (JD-R) job crafting model ( Tims & Bakker, 2010 ) to resolve theoretical and empirical inconsistencies regarding the crafting of job demands and developed a German version of the Job Crafting Scale (JCS; Tims, Bakker, & Derks, 2012 ) in two separate studies (total N = 512). In Study 1 the German version of the JCS was developed and tested for its factor structure, reliability, and construct validity. Study 2 dealt with the validity of our redefined JD-R job crafting model. The results show that, like the original version, the German version comprises four job crafting types, and the German version of the JCS is a valid and reliable generic measure that can be used for future research with German-speaking samples. Evidence for the redefined JD-R job crafting model was based on findings relating job crafting to work engagement and emotional exhaustion.
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Ojha, Gaurav. "Impact of Working Hours, Work Overload and Role Ambiguity on Perceived Workplace Stress among Employees in Nepalese Commercial Banks." MVIC Journal of Management and Information Technology 1, no. 1 (2025): 42–62. https://doi.org/10.3126/mvicjmit.v1i1.77319.
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This study examines the effects of work overload, long working hours, and role ambiguity on job stress within the framework of the Job Demands-Resources (JD-R) Model. The Job Demands- Resources (JD-R) model is a comprehensive framework used to understand the relationship between job characteristics and employee well-being, particularly in the context of job stress. In this study, a quantitative research approach has been used to investigate the causal relationships between the independent and dependent variables. In this study, a cross-sectional survey has been conducted with a structured questionnaire among N=280 employees of both government-owned and private Nepalese commercial banks. Based on data analysis, this study finds that there is a positive and significant relationship between work overload, long working hours, and role ambiguity on the perceived job stress among employees working in Nepalese commercial banks. More importantly, the findings of the study provide strong evidence for the JD-R model, where job demands and the lack of job resources are primarily related to a sense of stress among employees in commercial banks. Hence, the study recommends commercial banks to systematically assess job demands and enhance job resources while promoting a healthy work-life balance and maintaining open lines of communication with employees. Nepalese commercial banks can effectively manage the equilibrium between what is expected from their workforce and what support is provided.
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Gordon, Heather J., Evangelia Demerouti, Tanja Bipp, and Pascale M. Le Blanc. "The Job Demands and Resources Decision Making (JD-R-DM) Model." European Journal of Work and Organizational Psychology 24, no. 1 (2013): 44–58. http://dx.doi.org/10.1080/1359432x.2013.842901.
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Shim, Dong Chul, Hyun Hee Park, and Seong Young Jeong. "Government Employees’ Organizational Citizenship Behavior Amid Organizational Resource Decline: Can They Work More With Less?" Review of Public Personnel Administration 39, no. 2 (2017): 209–31. http://dx.doi.org/10.1177/0734371x17715501.
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Based on the implication of the job demands–resources (JD-R) model, this study examined the associations between job demands (organizational resource declines and work overload) and resources (job-goal specificity, performance feedback, and work unit climate) with employees’ organizational citizenship behavior (OCB). Although statistically significant negative associations were found between financial and human resource decline and OCB, the associations were weak from a practical perspective. In line with the JD-R model, this study also found that job-goal specificity, performance feedback, and work supervisor support had positive associations with OCB. However, the effect of work overload was found to be marginalized, and the expected buffering role of job resources on the negative association of work overload with OCB was not confirmed in this study.
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Huang, Chienchung, Xiaoxia Xie, Shannon P. Cheung, Yuqing Zhou, and Ganghui Ying. "Job Demands, Resources, and Burnout in Social Workers in China: Mediation Effect of Mindfulness." International Journal of Environmental Research and Public Health 18, no. 19 (2021): 10526. http://dx.doi.org/10.3390/ijerph181910526.
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Internationally, human service professionals, including social workers, experience high burnout and turnover rates. Despite the recent and rapid development of contemporary social work in China, Chinese social workers similarly experience significant rates of burnout. Therefore, there is a need to investigate the factors that contribute to social work burnout. This study applied the job demands and resources (JD-R) model to examine the effects of JD-R on burnout in social workers (n = 897) from Chengdu, China, and whether these relations are mediated by state mindfulness. Structural equation modeling results supported the previously hypothesized dual process by which JD-R affect burnout, specifically in a sample of social workers in China. Job demands (JD) were positively associated with burnout, while job resources (JR) were negatively associated with burnout. These relations were partially mediated by state mindfulness. JR had a strong, positive direct effect on mindfulness (β = 0.38), and its total effect on burnout was high (β = −0.56). Meanwhile, JD had a slight negative direct effect on mindfulness (β = −0.09), and its total effect on burnout was 0.42. The results suggest that the implementation of mindfulness-based interventions for social workers can potentially mitigate the effect of JD on burnout, as well as increase the effect of JR on burnout.
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Saini, Ashish, and Santosh Rangnekar. "Exploring the Relationship Between Challenging Job Demands and Idea Realization: Uncovering the Role of Structural Job Resources and Social Job Resources." American Journal of Psychology 137, no. 4 (2024): 357–74. https://doi.org/10.5406/19398298.137.4.02.
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Abstract Previous literature suggested that job resources and demands drive innovative behavior. Although innovation includes idea generation and implementation of ideas, and each may be influenced by different individual, organizational, and contextual elements, many studies have not accounted for the difference between idea generation and idea realization in their conceptual justifications or empirical analyses. In response, this study differentiated between idea generation and idea realization through conceptual justifications and looked into the mediating effect of structural and social job resources between challenging job demands and idea realization via the job demands–resources (JD-R) model. To collect data for this study through a cross-sectional research design, we sent participants links to Google Forms, where they could self-administer surveys and enter their replies. Convenience sampling was used to compile a sample of 278 workers from India's manufacturing and service sectors. Results indicated that structural and social job resources partially mediate between challenging job demands and idea realization. This study makes key contributions to the literature by extending the JD-R model, supporting and expanding the conservation of resources theory, and providing empirical evidence for the self-determination theory.
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Schaufeli, Wilmar B. "Engaging leadership in the job demands-resources model." Career Development International 20, no. 5 (2015): 446–63. http://dx.doi.org/10.1108/cdi-02-2015-0025.
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Purpose – The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement. Design/methodology/approach – An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling. Findings – It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications – The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance). Practical implications – Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership. Social implications – Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being. Originality/value – The study demonstrates that engaging leadership can be integrated into the JD-R framework.
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Flores, Noelia, Carmen Moret-Tatay, Belén Gutiérrez-Bermejo, Andrea Vázquez, and Cristina Jenaro. "Assessment of Occupational Health and Job Satisfaction in Workers with Intellectual Disability: A Job Demands–Resources Perspective." International Journal of Environmental Research and Public Health 18, no. 4 (2021): 2072. http://dx.doi.org/10.3390/ijerph18042072.
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In the contexts where people with intellectual disability work, there are factors that determine their job satisfaction. The objective of this study was to test the adequacy of the central assumptions of the Job Demands–Resources (JD-R) theory in workers with intellectual disability employed in different work alternatives. Data from 362 workers in sheltered workshops and 192 workers in supported employment were utilized. The model was contrasted using a structural equation model and a multi-group analysis. The results supported the suitability of the model and confirmed that job demands and job resources evoke two relatively independent processes such as health impairment and motivational process. The multi-group analysis confirmed the invariance of the model between the two work alternatives. Thus, the JD-R model offers a useful framework to explain the job satisfaction of workers with intellectual disability. Implications for the improvement of personal and job results are discussed.
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Miao, Chao, Shanshan Qian, and Ronald Humphrey. "Successful Aging in Small Enterprises: Entrepreneurship, Job Demands-Resources, and Health." Journal of Innovation Management 8, no. 2 (2020): 11–15. http://dx.doi.org/10.24840/2183-0606_008.002_0002.
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Successful aging at work is an important topic which is pertinent to everyone who works to make a living because getting older is unavoidable. The objective of this paper is to draw on Job Demands-Resources (JD-R) model to explore successful aging in the field of entrepreneurship. A conceptual approach was used to examine the successful aging in the field of entrepreneurship. Building on JD-R model, older workers who pursue entrepreneurship may have improved mental and physical health and obtain successful aging at work. The current study developed a theoretical foundation to explore successful aging in the field of entrepreneurship and offered suggestions for future research.
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Frins, Wiel, Joris van Ruysseveldt, Karen van Dam, and Seth N. J. van den Bossche. "Older employees’ desired retirement age: a JD-R perspective." Journal of Managerial Psychology 31, no. 1 (2016): 34–49. http://dx.doi.org/10.1108/jmp-05-2013-0133.
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Purpose – Using the job demands-resources (JD-R) model as a theoretical framework, the purpose of this paper is to investigate how job demands and job resources affect older employees’ desired retirement age, through an energy-depletion and a motivational process. Furthermore, the importance of gain and loss cycles (i.e. recursive effects) for the desired retirement age was investigated. Design/methodology/approach – A two wave full panel design with 2,897 older employees ( > 50) served to test the hypotheses. Confirmatory factor analysis and structural equation modeling were used to test the measurement and research model. Cross-lagged analyses tested the presence of gain and loss cycles. Findings – Results from cross-lagged analyses based on two waves over a one-year period indicated the presence of both a gain and a loss cycle that affected the desired retirement age. Research limitations/implications – This is the first longitudinal study applying the JD-R model to a retirement context. Limitations relate to employing only two waves for establishing mediation, and using self-reports. Practical implications – Because work conditions can create a cycle of motivation as well as a cycle of depletion, organizations should pay special attention to the job resources and demands of older workers. The findings can inspire organizations when developing active aging policies, and contribute to interventions aimed at maintaining older employees within the workforce until – or even beyond – their official retirement age in a motivated and healthy way. Originality/value – This is the first longitudinal study applying the JD-R model to a retirement context and finding evidence for gain and loss cycles.
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Susetio, Agustinus Toko, and Anastasia Galieh. "Analisis Faktor-Faktor Yang Mempengaruhi Efektivitas Coaching Dan Mentoring Dalam Meningkatkan Employee Engagement Dan Kinerja Karyawan." COMSERVA : Jurnal Penelitian dan Pengabdian Masyarakat 5, no. 2 (2025): 526–39. https://doi.org/10.59141/comserva.v5i2.3182.
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Penelitian ini bertujuan menganalisis faktor-faktor yang memengaruhi efektivitas coaching dan mentoring dalam meningkatkan employee engagement dan kinerja karyawan melalui integrasi Model Job Demand-Resources (JD-R), Teori Pertukaran Sosial, dan Teori Determinasi Diri (SDT). Metode yang digunakan adalah systematic literature review terhadap enam studi empiris dan konseptual terbaru (2020–2023). Hasil analisis menunjukkan bahwa coaching dan mentoring berperan sebagai sumber daya pekerjaan (job resources) dalam Model JD-R, yang mengurangi tekanan kerja sekaligus meningkatkan motivasi intrinsik melalui pemberdayaan (empowerment), keamanan psikologis, dan kolaborasi. Teori Pertukaran Sosial menjelaskan bahwa interaksi timbal balik dalam coaching dan mentoring membangun kepercayaan (trust) dan komitmen afektif, terutama dalam konteks budaya kolektivis. Sementara itu, Teori SDT mengungkap bahwa kedua pendekatan ini memenuhi kebutuhan psikologis dasar karyawan, otonomi, kompetensi, dan keterhubungan, yang menjadi fondasi engagement. Temuan kunci menunjukkan bahwa efektivitas program bergantung pada integrasi faktor struktural (pelatihan berbasis SMART GOAL) dan relasional (group coaching, konseling individu), serta dukungan budaya organisasi. Implikasi praktisnya, organisasi perlu merancang intervensi holistik yang memadukan ketiga kerangka teori ini untuk menciptakan lingkungan kerja adaptif dan berkelanjutan.
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Willems, Renate, Constance Drossaert, Peter ten Klooster, Harald Miedema, and Ernst Bohlmeijer. "The Role of Self-Compassion in the Job Demands-Resources Model, an Explorative Study among Crisis Line Volunteers." International Journal of Environmental Research and Public Health 18, no. 18 (2021): 9651. http://dx.doi.org/10.3390/ijerph18189651.
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The job demands-resources (JD-R) model has hardly been studied in volunteer organizations and there is a scarcity of studies evaluating self-compassion as a personal resource within the JD-R model. The present study addresses these gaps in current knowledge, first by examining the applicability of the JD-R model in a crisis line volunteer organization. Second, self-compassion is examined, both in terms of its moderating role on the exhaustion process as well as its role on the motivation process. Structural equation modelling was used for the analyses. The influence on the organizational outcome ‘compassion towards others’ was examined using a multiple regression analysis. The results showed that the JD-R model has an acceptable fit on this sample and supports the central assumption that exhaustion and motivation are two independent but related processes. This study provides evidence that self-compassion is a valuable addition to the JD-R model, as it has an indirect effect on both processes, and increases the explained variance in compassion towards others by 7% through the exhaustion process and by 3% through the motivational process. These findings point to the importance of focusing on self-compassion in training and supervision in volunteer organizations.
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Zubić, Ivana. "Prediction of burnout and work engagement of teachers based on job demands-resources model." Zbornik radova Filozofskog fakulteta u Pristini 52, no. 4 (2022): 437–53. http://dx.doi.org/10.5937/zrffp52-36567.
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The aim of this study was to examine the relationship between elements of the JD-R Model in a sample of teachers from the Republic of Serbia. The sample consisted of 119 teachers who have been working in primary and secondary schools. Work overload was measured by the Workload Scale (Shirom et al., 2010), emotional demands and social support of chiefs were examined by appropriate parts of the Questionnaire on the Experience and Assessment of Work (Van Veldhoven & Meijman, 1994), burnout at work was measured using the Copenhagen Burnout Inventory (CBI), engagement was tested by the UWES - Utrecht Work Engagement Scale (Schaufeli & Bakker, 2004). The results showed statistically significant correlations between work overload, on the one hand, and burnout (r = .570, p <0.01), job engagement (r = -. 291, p <0.01), on the other hand. Correlations were also established between emotional demands, on the one hand, and burnout (r = .513, p <0.01), job engagement (r = -. 185, p <0.05), on the other hand. Statistically significant correlations were found between peer support, on the one hand, and burnout (r = -. 253, p <0.01), job engagement (r = .290, p <0.01) on the other hand. Correlations between support of chiefs, on the one hand, and burnout (r = -. 304, p <0.01), job engagement (r = .156, p <0.05) were also established on the other hand. Statistically significant negative correlations were found between burnout and job engagement (r = -. 598, p <0.01). The results confirmed the assumptions of the JD-R model: 1. an energetic process of wearing out in which high job demands (work overload and emotional demands) exhaust employees' mental and physical resources, therefore, lead to burnout; and 2. a motivational process in which job resources (social support of colleagues and chiefs) foster work engagement.
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Jing, Tiantian, Xiaoyan Li, Chenhao Yu, Mayangzong Bai, Zhiruo Zhang, and Sisi Li. "Examining Medical Staff Well-Being through the Application and Extension of the Job Demands–Resources Model: A Cross-Sectional Study." Behavioral Sciences 13, no. 12 (2023): 979. http://dx.doi.org/10.3390/bs13120979.
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For medical staff, job satisfaction is essential for advancement on an individual and organizational level. This study looked into the relationships between challenging job demands, job resources, personal resources, and well-being. Additionally, it examined the potential mediating effects of emotional exhaustion and work motivation within the framework of the job demands–resources (JD–R) model. Results from a cross-sectional study of 267 medical employees at a second-grade comprehensive hospital in Jiangsu, China’s mainland, indicated that challenging job demands and job satisfaction were positively correlated and mediated via (decreasing) emotional exhaustion. The relationship between job resources and job satisfaction was found to be mediated via (decreasing) emotional exhaustion and (increasing) work motivation. The investigation also demonstrated that the two regulatory focuses serve different purposes. It was discovered that promotion focus had a favorable effect on work motivation but a negative effect on emotional exhaustion. Conversely, preventive focus only positively predicted emotional exhaustion. Thus, the JD–R model offers a valuable structure for clarifying the job satisfaction of health personnel. The implications for enhancing individual and job outcomes are discussed.
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Chuang, Li-Min, and Sheng-Hsuan Huang. "AI-Supported Healthcare Technology Resistance and Behavioral Intention: A Serial Mediation Empirical Study on the JD-R Model and Employee Engagement." Systems 13, no. 4 (2025): 268. https://doi.org/10.3390/systems13040268.
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This study combines innovation resistance theory, the stimulus–organism–response (SOR) framework, and the job demands–resources model to facilitate an in-depth exploration of the barriers faced by healthcare professionals and the psychological responses they exhibit when adopting AI-supported healthcare technologies. We conducted a questionnaire survey and obtained 296 valid responses from healthcare professionals to examine the relationship between resistance to AI-supported healthcare technologies and AI adoption behavioral intentions. Using the SOR framework as a basis, this study validated a serial mediation model with moderating effects, demonstrating that resistance to AI-supported healthcare technologies influenced AI adoption behavioral intentions through job resource, job demand, and levels of employee engagement. Further, this study sought to validate the relationship between age-moderated job resource and job demand in employees exhibiting resistance to AI-supported healthcare technologies and their associated AI adoption behavioral intentions. The results indicated that job resources, job demands, and employee engagement serially mediated the relationship between resistance to AI-supported healthcare technologies and AI adoption behavioral intentions. Additionally, age only exhibited significant moderating effects on the relationship between job demands in resistance to AI-supported healthcare technologies and AI adoption behavioral intentions. The findings of this study can aid in promoting the adoption of AI-supported healthcare technologies by healthcare professionals, generating new insights and broadening the scope and vision of existing literature.
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Li, Jinsuo. "Job Demands, Resources, and Performance: The Role of Occupational Commitment in China’s Construction Industry." Journal of Scientific Reports 8, no. 1 (2024): 52–66. https://doi.org/10.58970/jsr.1075.
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This study examines how job demands, resources, and occupational commitment influence job performance among project-based workers in China's construction engineering supervision industry. Drawing on the Job Demands-Resources (JD-R) model, it explores the mediating role of occupational commitment in the relationship between job characteristics and performance. A total of 744 valid responses were collected through an online survey platform and analyzed using structural equation modeling. The results show that obstructive demands, such as job alienation and underemployment, negatively affect job performance by diminishing occupational commitment. Conversely, challenging demands, like perceived algorithmic control, enhance both commitment and performance. Furthermore, job resources such as social support, information system quality, and job autonomy have a positive influence on job performance. These findings emphasize the importance of managing job demands and optimizing resources to improve employee performance and commitment in project-based work environments. The research contributes to the JD-R model by extending its application to project-based workers and provides practical implications for human resource management in dynamic industries.