Journal articles: 'Job Demands-Resources Model'

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Van den Broeck, Anja. "Het Job Demands-Resources model." Gedrag & Organisatie 26, no. 4 (December 2013): 449–66. http://dx.doi.org/10.5553/geno/092150772013026004005.

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Schaufeli, Wilmar B. "Applying the Job Demands-Resources model." Organizational Dynamics 46, no. 2 (April 2017): 120–32. http://dx.doi.org/10.1016/j.orgdyn.2017.04.008.

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Minnotte, Krista Lynn. "Extending the Job Demands–Resources Model." Journal of Family Issues 37, no. 3 (January 12, 2014): 416–40. http://dx.doi.org/10.1177/0192513x13518777.

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Bickerton, Grant R., Maureen H. Miner, Martin Dowson, and Barbara Griffin. "Spiritual resources in the job demands-resources model." Journal of Management, Spirituality & Religion 11, no. 3 (March 10, 2014): 245–68. http://dx.doi.org/10.1080/14766086.2014.886517.

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Demerouti, Evangelia, Arnold B. Bakker, Friedhelm Nachreiner, and Wilmar B. Schaufeli. "The job demands-resources model of burnout." Journal of Applied Psychology 86, no. 3 (2001): 499–512. http://dx.doi.org/10.1037/0021-9010.86.3.499.

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Kattenbach, Ralph, and Simon Fietze. "Entrepreneurial orientation and the job demands-resources model." Personnel Review 47, no. 3 (April 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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Kunte, Manjiri, and Parisa Rungruang. "Test of the job demand resources model in Thailand." International Journal of Organization Theory & Behavior 22, no. 1 (March 11, 2019): 2–21. http://dx.doi.org/10.1108/ijotb-03-2018-0036.

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PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

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van den Tooren, Marieke, and Jeroen de Jong. "Job demands-resources and employee health and well-being." Career Development International 19, no. 1 (February 4, 2014): 101–22. http://dx.doi.org/10.1108/cdi-05-2013-0058.

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Purpose – The aim of this paper is to investigate whether the main propositions of the job demands-resources (JDR) model are moderated by type of contract (i.e. temporary contract vs permanent contract). Design/methodology/approach – Survey data were collected in a large, heterogeneous sample from different countries, sectors, and jobs (n=3,845). Hypotheses were tested by means of multilevel analyses. Findings – Results showed moderate support for the main effects of job demands (job insecurity and time pressure) and job resources (autonomy and social support) and weak support for the buffer effect of job resources in the prediction of job satisfaction and general health. The impact of contract type on the main propositions of the JDR model appeared to be weak. Yet, the evidence that was found suggests that temporary workers may be more tolerant to job insecurity and more likely to benefit from the buffering role of autonomy than permanent workers. Originality/value – This is the first study to investigate whether the relation between job demands and job resources and employee health and well-being differs for permanent workers and temporary workers.

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Schaufeli, Wilmar B. "Engaging leadership in the job demands-resources model." Career Development International 20, no. 5 (September 14, 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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Demerouti, Evangelia, Arnold B. Bakker, and Yitzhak Fried. "Work orientations in the job demands‐resources model." Journal of Managerial Psychology 27, no. 6 (August 10, 2012): 557–75. http://dx.doi.org/10.1108/02683941211252428.

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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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Van den Broeck, Anja, Nele De Cuyper, Hans De Witte, and Maarten Vansteenkiste. "Not all job demands are equal: Differentiating job hindrances and job challenges in the Job Demands–Resources model." European Journal of Work and Organizational Psychology 19, no. 6 (December 2010): 735–59. http://dx.doi.org/10.1080/13594320903223839.

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Huang, Jie, Yansong Wang, and Xuqun You. "The Job Demands-Resources Model and Job Burnout: The Mediating Role of Personal Resources." Current Psychology 35, no. 4 (March 29, 2015): 562–69. http://dx.doi.org/10.1007/s12144-015-9321-2.

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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 (June 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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Gho, Jung-han, Myung-shin Ha, and Sung-kwang Choi. "Job Burnout and Job Engagement in Cargo Employees: A Job Demands-Resources Model." Korean Academy Of International Commerce 37, no. 2 (June 30, 2022): 209–34. http://dx.doi.org/10.18104/kaic.2022.37.2.209.

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Purpose : This study the effect of job characteristics on job burnout, job enthusiasm, job satisfaction, and organizational commitment by using job demand-resource model for cargo employees in Port of Busan. Research design, data and methodology : Based on a literature search, research models and hypotheses were developed, and 200 sets of data were collected from cargo workers. The data were analyzed under structural equation modeling(SEM) for hypothesis verification. Results : First, we found that job demands had a significant positive effect on job burnout, and did not have a significant negative effect, job resource had a significant positive effect on job burnout. Second, job burnout did not have a significant effect on job satisfaction or organizational commitment, but job enthusiasm had a significant positive effect on job satisfaction and organizational commitment. Conclusions : Cargo workers' job requirements and proper management of job resources can have a positive effect on port cargo productivity by reducing burnout, increasing enthusiasm, and increasing union cohesion by increasing immersion in shipping unions.

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Xanthopoulou, Despoina, Arnold B. Bakker, Evangelia Demerouti, and Wilmar B. Schaufeli. "The role of personal resources in the job demands-resources model." International Journal of Stress Management 14, no. 2 (May 2007): 121–41. http://dx.doi.org/10.1037/1072-5245.14.2.121.

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Bickerton, Grant R., Maureen H. Miner, Martin Dowson, and Barbara Griffin. "Incremental validity of spiritual resources in the job demands-resources model." Psychology of Religion and Spirituality 7, no. 2 (May 2015): 162–72. http://dx.doi.org/10.1037/rel0000012.

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Lee, Sang-Hoon, Yuhyung Shin, and Seung Ik Baek. "The Impact Of Job Demands And Resources On Job Crafting." Journal of Applied Business Research (JABR) 33, no. 4 (June 30, 2017): 827. http://dx.doi.org/10.19030/jabr.v33i4.10003.

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Organizations are constantly under pressure for survival in the current highly volatile work environment. This change has been accelerated by trends such as smart work environments and artificial intelligence in the organizational context. Given such uncertainty deriving from a fast rate of change and high complexity, it is vital for organizations to fully utilize and support individuals to be fully engaged in their work, setting grounds for transformation and modification of general roles and specific tasks. Based on the job demands-resources model, our hypotheses are tested using empirical data extracted from 172 subjects currently working in organizations. By commissioning a questionnaire survey method and hierarchical regression analysis, the results offer partially strong support for our proposed research model. We attained moderate support for our hypotheses, in that an individuals’ perception of job resources and job demands in the work context induce job crafting (i.e., task, cognitive, and relational), which acts as a critical mechanism arousing individual work engagement and job stress. In general, job resources (i.e., job autonomy and performance feedback) predicted work engagement, while job demands (i.e., work overload, emotional demands, and technology demands) affected job stress. Also, job demands and job resources both influenced task job crafting, while emotional demands were related to cognitive and relational job crafting, implying different paths between demands and resources and various job crafting activities. In addition, three job crafting dimensions affected work engagement, while only relational job crafting positively affected job stress.

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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 (December 31, 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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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 (February 14, 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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Batubara, Khairunnisa, Bustami Syam, and Sri Eka Wahyuni. "Job Demands–Resources Model Affects the Performance of Associate Nurses in Hospital." Jurnal Keperawatan Indonesia 23, no. 2 (July 30, 2020): 111–18. http://dx.doi.org/10.7454/jki.v23i2.1132.

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Low nurses’ performance is related with increased job demands and unprofessional job resources. This cross-sectional study aimed to analyze the effects of the job demands–resources model on the performance of associate nurses. The study population was composed of 126 nurses randomly selected. Data were analyzed using the multiple linear regression test. The results showed that job demands and job resources significantly affected the performance of associate nurses. A moderate or heavy level of job demands supported with good job resources will have a positive effect on nurse motivation; thus, nurse’s performance remains good. Job demands must be balanced with job resources, which is important in formulating an organizational policy model that contributes to improving nurse performance.Abstrak Model Tuntutan-Sumber Daya Pekerjaan Memengaruhi Kinerja Perawat Pelaksana di Rumah Sakit. Kurangnya kinerja perawat berkaitan dengan tuntutan pekerjaan yang meningkat dan sumber daya pekerjaan yang tidak profesional. Penelitian ini bertujuan untuk menganalisis pengaruh job demands-resources model terhadap kinerja perawat pelaksana dengan menggunakan cross-sectional. Sampel dalam penelitian ini sebanyak 126 perawat ruangan rawat inap dan menggunakan teknik simple random sampling. Analisis dilakukan menggunakan persamaan regresi linier berganda. Hasil penelitian menunjukkan bahwa job demands-resources model berpengaruh terhadap kinerja perawat pelaksana. Tuntutan pekerjaan pada kategori sedang maupun berat namun diimbangi dengan sumber daya pekerjaan yang baik, maka perawat memiliki motivasi yang bersifat positif sehingga kinerja perawat tetap baik. Direkomendasikan pada pihak manajemen agar tuntutan pekerjaan yang diberikan harus diseimbangkan dengan sumber daya pekerjaan sehingga pada akhirnya dapat dirumuskan model kebijakan organisasi yang berkonstribusi dalam meningkatkan kinerja perawat. Kata Kunci: job demands-resources model, kinerja perawat

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Hu, Qiao, Wilmar B. Schaufeli, and Toon W. Taris. "Extending the job demands-resources model with guanxi exchange." Journal of Managerial Psychology 31, no. 1 (February 8, 2016): 127–40. http://dx.doi.org/10.1108/jmp-04-2013-0102.

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Purpose – The purpose of this paper is to differentiate between two types of job resources (i.e. task resources and social resources) and extends the job demands-resources (JD-R) model with a typically Chinese form of social exchange – guanxi exchange – to increase its applicability in the Chinese context. Design/methodology/approach – Multigroup structural equation analysis was used to test the hypotheses in two cross-sectional Chinese samples of 463 police officers and 261 nurses. Findings – Results supported the distinction between social resources and task resources. Social resources were positively related to engagement and organizational commitment (for police officers), task resources were positively related to engagement (for both nurses and police officers), organizational commitment (for police officers), and negatively to burnout (for police officers). Guanxi exchange with supervisors was positively associated with social resources (for both nurses and police officers), task resources (for nurses), and organizational commitment (for police officers). Moreover, guanxi exchange was positively related with work engagement in both nurses and police officers. Unexpectedly, guanxi exchange was positively related with burnout in police officers. Research limitations/implications – Due to its cross-sectional design, longitudinal replication of the findings is desirable in order to establish causality. Practical implications – The effects of informal interpersonal relations (i.e. guanxi exchange) on employees’ well-being and organizational commitment should be acknowledged, especially when developing strategies to reduce burnout and increase work engagement. Originality/value – For the first time, task resources and social resources are distinguished and a Chinese traditional concept (guanxi exchange) is integrated into the JD-R model.

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McGregor, Alisha, Christopher A. Magee, Peter Caputi, and Donald Iverson. "A job demands-resources approach to presenteeism." Career Development International 21, no. 4 (August 8, 2016): 402–18. http://dx.doi.org/10.1108/cdi-01-2016-0002.

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Purpose Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement. Design/methodology/approach A cross-sectional survey of 980 working Australians measured the relationships between job demands (i.e. workplace bullying, time pressure and work-family conflict), resources (i.e. leadership and social support), burnout, work engagement and presenteeism. Path analysis was used to test the proposed hypotheses whilst controlling for participant demographics (i.e. sex, age, work level, duration and education). Findings Higher job demands (workplace bullying, time pressure, and work-family conflict) and lower job resources (leadership only) were found to be indirectly related to presenteeism via increased burnout. While increased job resources (leadership and social support) were indirectly related to presenteeism via improved work engagement. Practical implications The findings are consistent with the JD-R model, and suggest that presenteeism may arise from the strain and burnout associated with overcoming excessive job demands as well as the reduced work engagement and higher burnout provoked by a lack of resources in the workplace. Intervention programmes could therefore focus on teaching employees how to better manage job demands as well as promoting the resources available at work as an innovative way to address the issue of rising presenteeism. Originality/value This study is important as it is one of the first to examine the theoretical underpinnings of the relationship between presenteeism and its antecedents.

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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 (January 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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Chen, Shu-Ling, ChihTing Shih, and Nai-Wen Chi. "A multilevel job demands–resources model of work engagement." Academy of Management Proceedings 2018, no. 1 (August 2018): 15803. http://dx.doi.org/10.5465/ambpp.2018.15803abstract.

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Liu, Min-shi. "Does Technology Make Employees Happier?-Job Demands-Resources Model." Academy of Management Proceedings 2021, no. 1 (August 2021): 11543. http://dx.doi.org/10.5465/ambpp.2021.11543abstract.

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Llorens, Susana, Arnold B. Bakker, Wilmar Schaufeli, and Marisa Salanova. "Testing the robustness of the job demands-resources model." International Journal of Stress Management 13, no. 3 (2006): 378–91. http://dx.doi.org/10.1037/1072-5245.13.3.378.

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Bakker, Arnold B., and Evangelia Demerouti. "The Job Demands‐Resources model: state of the art." Journal of Managerial Psychology 22, no. 3 (April 3, 2007): 309–28. http://dx.doi.org/10.1108/02683940710733115.

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Huynh, Jasmine-Yan, Anthony H. Winefield, Despoina Xanthopoulou, and Jacques C. Metzer. "Burnout and Connectedness in the Job Demands–Resources Model." American Journal of Hospice and Palliative Medicine® 29, no. 6 (December 28, 2011): 462–75. http://dx.doi.org/10.1177/1049909111430224.

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Rodriguez-Muñoz, Alfredo, Ana I. Sanz-Vergel, Evangelia Demerouti, and Arnold B. Bakker. "Reciprocal Relationships Between Job Demands, Job Resources, and Recovery Opportunities." Journal of Personnel Psychology 11, no. 2 (January 2012): 86–94. http://dx.doi.org/10.1027/1866-5888/a000049.

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The aim of this study was to explore longitudinal relationships between job demands, job resources, and recovery opportunities. On the basis of the Job Demands-Resources model and Conservation of Resources theory we hypothesized that we would find reciprocal relations between job demands, job resources, and recovery opportunities over time. The sample was composed of 502 employees from a chemical processing company in the Netherlands, and we used a time lag of 1 year. Results of structural equation modeling analyses supported our hypotheses. Specifically, it was found that Time 1 (T1) workload was negatively related and autonomy positively related to Time 2 (T2) recovery opportunities. Additionally, T1 recovery opportunities had a negative effect on T2 workload and positive effects on autonomy and feedback. Overall, the findings suggest the presence of a positive upward spiral between job demands, job resources, and recovery opportunities.

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OTU, SMART, ERIC G. LAMBERT, and O. OKO ELECHI. "Testing the Job Demands-Resources Model for Nigerian Prison Staff Job Stress." Howard Journal of Crime and Justice 57, no. 2 (February 6, 2018): 152–81. http://dx.doi.org/10.1111/hojo.12245.

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Qureshi, Hanif, Eric G. Lambert, Mia Abboud Holbrook, James Frank, Chelsea Hines, and Monika Thakur. "Testing the job demands-resources model for Indian correctional staff job satisfaction." International Journal of Law, Crime and Justice 72 (March 2023): 100564. http://dx.doi.org/10.1016/j.ijlcj.2022.100564.

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Ahmad, Juliana, Fairos Siti Saffardin, and Kok Ban Teoh. "Do Job Demands-Resources Model Affect Burnout among Penang Preschool Teachers." Asia Proceedings of Social Sciences 7, no. 1 (January 31, 2021): 60–63. http://dx.doi.org/10.31580/apss.v7i1.1767.

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The vulnerability to burnout among teachers from Penang preschool has become an intense issue to be addressed. Moreover, preschool teachers struggle with more burnout when there are greater levels of job demands and insufficient levels of job resources. Therefore, this paper aimed to inspect the predictors of burnout among preschool teachers. Besides, this paper examines also work engagement as the promising mediator. There was a total of 102 participations by Penang preschool teachers in the research. The study discovered that work engagement was in a significant negative relationship with burnout. Meanwhile, job demands were in a significant negative relationship with work engagement whereas job resources were in a significant positive relationship with work engagement. Furthermore, it is determined that job demands and job resources possessed a significant indirect relationship with burnout respectively, through work engagement as a mediator. The outcomes of this study are advantageous to both scholars and practitioners who wish to safeguard and minimize the burnout level among preschool teachers.

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Frank, James, Eric G. Lambert, and Hanif Qureshi. "Examining Police Officer Work Stress Using the Job Demands–Resources Model." Journal of Contemporary Criminal Justice 33, no. 4 (August 31, 2017): 348–67. http://dx.doi.org/10.1177/1043986217724248.

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Policing has long been recognized as a stressful, emotionally trying, and sometimes dangerous occupation. Job stress is related to several harmful outcomes for officers, and ultimately police organizations. The present study empirically examined the applicability of the job demands–resources model to explain levels of work stress experienced by a sample of police officers in India. Survey data collected from 827 officers in the Indian state of Haryana were examined to determine the impact of five job demands and four job resources on work stress. Our findings suggest that role ambiguity, role conflict, and role overload are associated with higher levels of officer stress, whereas organizational support, formalization, and employee input in decision making are all associated with lower levels of stress. The implications of our findings for policing and the job demands–resources model are also discussed.

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van Woerkom, Marianne, Arnold B. Bakker, and Lisa H. Nishii. "Accumulative job demands and support for strength use: Fine-tuning the job demands-resources model using conservation of resources theory." Journal of Applied Psychology 101, no. 1 (January 2016): 141–50. http://dx.doi.org/10.1037/apl0000033.

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Jonasson, Charlotte, Jakob Lauring, Jan Selmer, and Jodie-Lee Trembath. "Job resources and demands for expatriate academics." Journal of Global Mobility: The Home of Expatriate Management Research 5, no. 1 (March 13, 2017): 5–21. http://dx.doi.org/10.1108/jgm-05-2016-0015.

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Purpose While there is a growing interest in expatriate academics, their specific role as teachers with daily contact to local students seems to have been largely ignored when examining their adjustment and work outcomes. Based on the job demands-resources model the authors predict that good teacher-student relations, as a supportive job resource, will have a positive effect on expatriate academics’ job satisfaction. This effect, however, will be even stronger for individuals experiencing high job demands and challenges in terms of intercultural job adjustment. In other words, expatriate academics that have difficulties adjusting will benefit more from the social support that can originate from good relations to their students. The paper aims to discuss these issues. Design/methodology/approach The authors surveyed expatriate academics adjusting to a university position in China by use of 124 responses from foreign university employees. Findings The authors found that teacher-student relations had a positive association with job satisfaction and that positive teacher-student relations increased job satisfaction more for individuals being slow to adjust. Originality/value This is one of the few papers to explore the impact that students can have on expatriate academics and treat this relationship as a potential resource for universities to capitalize upon in socializing their new foreign academic staff members.

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Keena, Linda D., Eric G. Lambert, Stacy H. Haynes, David May, and Patricia A. Doty. "Testing the Job Demands-Resources Model with Organizational Trust among Prison Staff." Criminal Justice Review 47, no. 2 (February 1, 2022): 148–66. http://dx.doi.org/10.1177/07340168221076789.

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Trust is an essential component of effective organizations and may be especially important in corrections because of the unique challenges this work environment presents. In corrections, trust in both supervisors and the administration is critical to ensuring the safety and security of staff, inmates, and the community. Previous research has revealed important implications of organizational trust, but less is known about the workplace factors that shape organizational trust. Scholars have divided these workplace factors into job demands and job resources. Using data from 322 correctional staff (both custodial and non-custodial staff) working at a large prison in the Southern United States, this study tested the job demands-resources model on two types of organizational trust – supervisor trust and administration trust. Specifically, we examined three job demands – role ambiguity, fear of being victimized at work, and role overload – and three job resources – job variety, quality training, and autonomy. Ordinary Least Squares regression results showed that workplace variables predicted both types of organizational trust and were generally stronger predictors than were personal attributes. Moreover, job resources played a greater role than job demands in shaping both supervisor and administration trust.

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Brauchli, Rebecca, Wilmar B. Schaufeli, Gregor J. Jenny, Désirée Füllemann, and Georg F. Bauer. "Disentangling stability and change in job resources, job demands, and employee well-being — A three-wave study on the Job-Demands Resources model." Journal of Vocational Behavior 83, no. 2 (October 2013): 117–29. http://dx.doi.org/10.1016/j.jvb.2013.03.003.

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Hu, Qiao, Wilmar B. Schaufeli, and Toon W. Taris. "The Job Demands–Resources model: An analysis of additive and joint effects of demands and resources." Journal of Vocational Behavior 79, no. 1 (August 2011): 181–90. http://dx.doi.org/10.1016/j.jvb.2010.12.009.

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Metin, U. Baran, Toon W. Taris, Maria C. W. Peeters, Ilona van Beek, and Ralph Van den Bosch. "Authenticity at work – a job-demands resources perspective." Journal of Managerial Psychology 31, no. 2 (March 14, 2016): 483–99. http://dx.doi.org/10.1108/jmp-03-2014-0087.

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Purpose – Previous research has demonstrated strong relations between work characteristics (e.g. job demands and job resources) and work outcomes such as work performance and work engagement. So far, little attention has been given to the role of authenticity (i.e. employees’ ability to experience their true selves) in these relations. The purpose of this paper is to explore the relationship of state authenticity at work with job demands and resources on the one hand and work engagement, job satisfaction, and subjective performance on the other hand. Design/methodology/approach – In total, 680 Dutch bank employees participated to the study. Structural equation modelling was used to test the goodness-of-fit of the hypothesized model. Bootstrapping (Preacher and Hayes, 2008) was used to examine the meditative effect of state authenticity. Findings – Results showed that job resources were positively associated with authenticity and, in turn, that authenticity was positively related to work engagement, job satisfaction, and performance. Moreover, state authenticity partially mediated the relationship between job resources and three occupational outcomes. Research limitations/implications – Main limitations to this study were the application of self-report questionnaires, utilization of cross-sectional design, and participation of a homogeneous sample. However, significant relationship between workplace characteristics, occupational outcomes, and state authenticity enhances our current understanding of the JD-R Model. Practical implications – Managers might consider enhancing state authenticity of employees by investing in job resources, since high levels of authenticity was found to be strongly linked to positive occupational outcomes. Originality/value – This study is among the first to examine the role of authenticity at workplace and highlights the importance of state authenticity for work-related outcomes.

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Akhtar, Syed, and Jenny S. Y. Lee. "Job Burnout: toward an Integration of Two Dominant Resource-Based Models." Psychological Reports 107, no. 1 (August 2010): 193–208. http://dx.doi.org/10.2466/01.14.20.pr0.107.4.193-208.

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The goal of this study was to integrate the job demands-resources model and the conservation of resources model of job burnout into a unified theoretical framework. The data were collected through a mail questionnaire survey among nurses holding managerial positions in the Hospital Authority of Hong Kong. From a computer-generated random sample of nurses, 543 (84.3% women) returned usable surveys, amounting to a response rate of 24.2%. Structural equation modeling was used to test the proposed paths originating from job demands and job resources to the core job burnout dimensions, namely, emotional exhaustion and depersonalization. Results supported the integrated model, indicating that job demands and job resources had differing effects on the burnout dimensions. The effect of job demands was stronger and partially mediated the effect of job resources. Implications of the results from this study on management practices were discussed.

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Choi, Youngkeun. "The Differences Between Work Engagement and Workaholism, and Organizational Outcomes: An Integrative Model." Social Behavior and Personality: an international journal 41, no. 10 (November 1, 2013): 1655–65. http://dx.doi.org/10.2224/sbp.2013.41.10.1655.

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Workaholism and work engagement both indicate high involvement with work, leading to some conceptual confusion. There are important differences, however, but few researchers have investigated the distinction. In this study, I used the Job Demands-Resources (JD-R) model (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) to propose an integrative model to demonstrate their theoretical and empirical dissimilarity. I chose turnover intention (TI) and occupational citizenship behavior (OCB) to measure organizational outcomes. The results showed that job resources were positively related to work engagement and that job demands moderated the relationship between job resources and work engagement. In addition, job demands were positively related to workaholism and job resources moderated the relationship between job demands and workaholism. Finally, work engagement influenced TI negatively and OCB positively. However, although workaholism influenced OCB negatively, as expected, the negative influence of workaholism on TI was contrary to my hypothesis.

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de Beer, Leon, Sebastiaan Rothmann, and Jaco Pienaar. "A Confirmatory Investigation of a Job Demands-Resources Model Using a Categorical Estimator." Psychological Reports 111, no. 2 (October 2012): 528–44. http://dx.doi.org/10.2466/01.03.10.pr0.111.5.528-544.

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A confirmatory investigation of a job demands-resources model was conducted with alternative methods, in a sample of 15, 633 working adults aggregated from various economic sectors. The proposed model is in line with job demands-resources theory and assumes two psychological processes at work which are collectively coined “the dual process.” The first process, the energetic, presents that job demands lead to ill-health outcomes due to burnout. The second process, the motivational, indicates that job resources lead to organizational commitment due to work engagement. Structural equation modelling analyses were implemented with a categorical estimator. Mediation analyses of each of the processes included bootstrapped indirect effects and kappa-squared values to apply qualitative labels to effect sizes. The relationship between job resources and organizational commitment was mediated by engagement with a large effect. The relationship between job demands and ill-health was mediated by burnout with a medium effect. The implications of the results for theory and practice were discussed.

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Lee, Yunsoo. "JD-R model on psychological well-being and the moderating effect of job discrimination in the model." European Journal of Training and Development 43, no. 3/4 (May 7, 2019): 232–49. http://dx.doi.org/10.1108/ejtd-07-2018-0059.

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Purpose The purpose of this study was to investigate the moderating effect of chronic job discrimination on the relationships among job demands, job resources, personal resources and psychological well-being among aged workers. Design/methodology/approach This study used “National Survey of Midlife Development in the United States (MIDUS Refresher)” data collected from 862 aged workers in the United States from 2011-2014. A moderated multiple regression analysis was adopted. Findings The results of the multiple regression analysis show that skill discretion, self-esteem, optimism and active coping had positive effects on psychological well-being, while chronic job discrimination had a negative effect on psychological well-being. Co-worker support, supervisor support, job demands and decision-making authority were not significant. Among the interaction terms, the moderating effect between optimism and chronic job discrimination was significant. Originality/value Based on the results, this study offers implications for understanding the effects of job discrimination in the workplace among aged workers and their perceived psychological well-being, in the context of job demands and resources (JD-R) model.

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Affrunti, Nicholas W., Tara Mehta, Dana Rusch, and Stacy Frazier. "Job demands, resources, and stress among staff in after school programs: Neighborhood characteristics influence associations in the job demands-resources model." Children and Youth Services Review 88 (May 2018): 366–74. http://dx.doi.org/10.1016/j.childyouth.2018.03.031.

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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 (July 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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Sang, Xiaoli. "Testing and Extension of Job Demands-Resources Model in China." Academy of Management Proceedings 2013, no. 1 (January 2013): 13738. http://dx.doi.org/10.5465/ambpp.2013.13738abstract.

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Bakker, Arnold B., Carolyn M. Boyd, Maureen Dollard, Nicole Gillespie, Anthony H. Winefield, and Con Stough. "The role of personality in the job demands‐resources model." Career Development International 15, no. 7 (November 30, 2010): 622–36. http://dx.doi.org/10.1108/13620431011094050.

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Llorens, Susana, Arnold B. Bakker, Wilmar Schaufeli, and Marisa Salanova. ""Testing the robustness of the job demands-resources model": Erratum." International Journal of Stress Management 14, no. 2 (2007): 224–25. http://dx.doi.org/10.1037/1072-5245.14.2.224.

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Cheung, Clara Man, Rita Peihua Zhang, Qingbin Cui, and Shu-Chien Hsu. "The antecedents of safety leadership: The job demands-resources model." Safety Science 133 (January 2021): 104979. http://dx.doi.org/10.1016/j.ssci.2020.104979.

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Journal articles on the topic 'Job Demands-Resources Model'

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