Multiple levels in job demands-resources theory: implications for employee well-being and performance

By Arnold B. Bakker, Evangelia Demerouti. 2018

464 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/529f31392895d50dbbf2297542d28eab023c72a1

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Citations in the corpus

The human side of leadership: Inspirational leadership effects on follower characteristics and happiness at work (HAW) (2020, unknown): “Third, this research is developed at the individual level, and recent works introduce a multilevel perspective in the JD-R framework (Bakker and Demerouti, 2018).”
The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis (2021, unknown): “Our study was only on the individual level, but in line with this suggestion, a theoretical paper by Bakker and Demerouti (2018) suggests including job resources at multilevel to gain a better understanding of the importance of the various resources.”
Retaining Social Workers: The Role of Quality of Work and Psychosocial Safety Climate for Work Engagement, Job Satisfaction, and Organizational Commitment (2019, background): “PSC can be integrated in the JD-R model, as the basic proposition is that PSC underpins levels of job demands and job resources (Afsharian, Zadow, Dollard, Dormann, & Ziaian, 2017; Bakker & Demerouti, 2018).”
The value of job crafting for work engagement, task performance, and career satisfaction: longitudinal and quasi-experimental evidence (2019, background): “By seeking resources employees can arrange the conditions at work such that they create a motivating work environment for themselves (Bakker & Demerouti, 2018; Demerouti, Bakker, De Jonge, Janssen, & Schaufeli, 2001), whereas minimizing the scope of the job is not.”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, methodology): “Research in the area of human resources management that has used the JD-R framework has shown that human resource (HR) practices can have an important impact on job demands and resources, and may indirectly influence employee well-being (Bakker & Demerouti, 2018; Peccei & van de Voorde, 2019).”
Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, background): “Followers may be hindered to achieve their goals in those weeks, because they do not receive any guidance from their leader (i.e., combination of relatively higher laissez-faire and relatively lower transformational leadership; Bakker & Demerouti, 2018).”