Disentangling stability and change in job resources, job demands, and employee well-being — A three-wave study on the Job-Demands Resources model

By R. Brauchli, Wilmar B. Schaufeli, Gregor J. Jenny, Désirée Füllemann, Georg Bauer. 2013

125 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/6a499444142799e8f15283c80b5da5fd1ecb872f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. Ulla Kinnunen *
2. T. Feldt
3. Anne Mäkikangas
4. Arnold B. Bakker
5. Wilmar B. Schaufeli
6. Evangelia Demerouti
7. Sabine Sonnentag
8. Hans De Witte

In Organizational Behavior and Human Resource Management

1. Ulla Kinnunen *
2. T. Feldt
3. Anne Mäkikangas
4. Arnold B. Bakker
5. Wilmar B. Schaufeli
6. Evangelia Demerouti
7. Sabine Sonnentag
8. S. Mauno

Citations in the corpus

• The longitudinal development of employee well-being: a systematic review (2016, methodology): “A convincing finding was, however, that in every case where change was examined its variance was larger than the variance of stability (Brauchli et al., 2013; Dormann et al., 2006; Schaufeli et al., 2011).”
• Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study (2016, unknown): “Previous research suggests that increases in positive affect and moods, such as work engagement, tend to be temporary, and that employees eventually return to their set-point levels (Seppälä et al., 2015; Brauchli, Schaufeli, Jenny, Füllemann, & Bauer, 2013; Lyubomirsky, Sheldon, & Schkade, 2005).”