Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test.

By Eean R. Crawford, Jeffrey LePine, B. Rich. Journal of Applied Psychology, 2010

2,885 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/52b1e717dbebfb84454a9cb2fc754c4d111e0b34

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The effects of work motivation on employee exhaustion and commitment: An extension of the JD-R model (2012, background): “In addition, Crawford et al. (2010) showed in their meta-analysis that job resources are negatively related to burnout and positively to engagement.”
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.”
Psychosocial safety climate moderating the effects of daily job demands and recovery on fatigue and work engagement (2014, background): “Job challenges are demands that still require energy expenditure, but are stimulating; they present opportunities for achieving mastery, personal growth, or future goals and so are positively correlated with both fatigue and engagement (Crawford et al., 2010; Van den Broeck et al., 2010).”
Job crafting and extra-role behavior: The role of work engagement and flourishing (2015, background): “Crawford, LePine, and Rich (2010) found that job demands employees appraised as challengeswere positively associatedwithwork engagement.”
Examining the inverted U-shaped relationship between workload and innovative work behavior: The role of work engagement and mindfulness (2020, background): “As a hindrance stressor, however, workload may detract from employee performance when it poses demands that individuals lack available resources to address (Crawford et al., 2010; Eatough et al., 2011).”
Understanding the consequences of public social media use for work (2017, background): “…lead to exhaustion, diminished task effectiveness, and longer and more frequent sick leaves, whereas, job resources counteract these effects and increase engagement (Bakker, Demerouti, & Verbeke, 2004; Bakker et al., 2014; Crawford et al., 2010; Schaufeli & Bakker, 2004; Woerkom et al., 2016).”
Perceived Organizational Politics and Age, Interactive Effects on Job Outcomes (2020, background): “…it triggers a process of energy reduction whereby an employee puts in continuous effort to cater to the perceived demands while raising the level of compensatory actions and psychological processes, resulting in the depletion of that person’s individual resources (E. R. Crawford et al., 2010).”
Direct and Contextual Influence of Team Conflict on Team Resources, Team Work Engagement, and Team Performance (2015, background): “With a sample of 64 studies, a meta-analytic review by Crawford, LePine, and Rich (2010) supported a positive relationship between challenging demands and engagement, and a negative relationship between hindering demands and engagement.”
How job characteristics relate to need satisfaction and autonomous motivation: implications for work effort (2013, positive): “Other job demands, in contrast, may require energy, but are nonetheless stimulating (i.e.,job challenges; Crawford, LePine, & Rich, 2010; Van den Broeck, De Cuyper et al., 2010).”