Job Demands and Job Resources as Predictors of Absence Duration and Frequency.

By Arnold B. Bakker, Evangelia Demerouti, E. D. Boer, Wilmar B. Schaufeli. 2003

1,292 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/37133090af83b37de6d292ccc5b813725f93095f

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Job demands-resources and early retirement intention: Differences between blue-and white-collar workers (2011, background): “R) that specific aspects in the work situation contribute to withdrawal from work (Bakker et al., 2003a, 2003b).”
Does self-efficacy matter for burnout and sickness absenteeism? The mediating role of demands and resources at the individual and team levels (2013, methodology): “At the individual level, especially job demands (monotony, time pressure and demanding customer contacts), were strongly associated with burnout, thus confirming their role of risk factors among call centre operators (e.g. Bakker et al., 2003b).”
When do job demands particularly predict burnout?: The moderating role of job resources (2007, background): “Bakker et al., 2003a ) and impaired organizational performance (e.g.”
Using the job demands‐resources model to predict burnout and performance (2004, positive): “In the second process proposed by the JD-R model, a lack of job resources precludes actual goal accomplishment, which causes failure and frustration (Bakker, Demerouti, De Boer et al., 2003).”
Organizational commitment, organization-based self-esteem, emotional exhaustion and turnover: A conservation of resources perspective (2011, methodology): “Bakker et al. (2003) reported a correlation of .16 between the two variables while King and Sethi (1997) reported a correlation of .29.”
Born to burnout: A meta-analytic path model of personality, job burnout, and work outcomes (2010, background): “For instance, emotional exhaustion has been found to be positively related and unrelated to absenteeism and turnover (Bakker et al., 2003; Firth & Britton, 1989; Grandey, Dickter, & Sin, 2004; Riolli & Savicki, 2006) as well as positively and negatively related to various performance measures…”
Does a positive gain spiral of resources, efficacy beliefs and engagement exist? (2007, methodology): “In the same way, efficacy beliefs are positively correlated with engagement in both waves.”