A Critical Review of the Job Demands-Resources Model: Implications for Improving Work and Health

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Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, background): “…job autonomy, supervisor support, developmental opportunities) at work and how these job resources, in turn, enable employees to craft their jobs by increasing job resources and decreasing hindrance demands (Crawford et al., 2010; Schaufeli and Taris, 2014), thereby achieving higher performance.”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, positive): “Even when facing high job demands, with the provision of supervisory coaching, employees perceive the demands as less daunting and remain engaged with their work (Schaufeli and Taris 2014).”
How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, background): “Employees do not automatically experience an activating state of mind and invest personal energy when they perceive the presence of high-commitment HRM, because the latter reflects an organizational resource rather than a personal energy (Schaufeli & Taris, 2014).”
Working from home: characteristics and outcomes of telework (2019, background): “Furthermore, higher job resources increase motivation and productivity (Demerouti et al., 2001; Schaufeli and Taris, 2014).”