Beyond the demand-control model: Thriving on high job demands and resources

By Arnold B. Bakker, M. van Veldhoven, Despoina Xanthopoulou. 2010

579 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/7005c963e014ca41dd2187b6c3a85f1bd6dd4c28

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Job Demands-Resources Model (2015, background): “…presumed to be linked to positive and negative outcomes, concepts such as in‐role and extra‐role performance (Bakker et al., 2004, 2010), com‑ mitment (Bakker et al., 2010), turnover, safety behavior (Hansez & Chmiel, 2010; see also Chmiel & Hansez, Chapter 7, this volume), sickness absence…”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, result): “More evidence was found in a study among 148 organizations in the Netherlands (Bakker, Van Veldhoven, & Xanthopoulou, 2010).”
Emotional demands, emotional labour and occupational outcomes in school principals (2017, background): “Occupational stress theories posit that burnout results from the combination of prolonged demands and/or effort and limited or over-used resources (Bakker and Demerouti, 2007; Bakker et al., 2010; Hobfoll, 1989; Karasek, 1979; Lazarus, 1991).”
The Job Demands-Resources model: challenges for future research (2011, background): “Similarly, Bakker et al. (2010) tested in a large heterogeneous sample of employees whether work attitudes (task enjoyment and organisational commitment) are most positive when job demands and job resources are both high.”
Work engagement among employees facing emotional demands: The role of personal resources. (2013, result): “According to this premise and in line with previous findings concerning job resources (Bakker et al., 2007, 2010), we argue that employees use their personal resources to become engaged over time, particularly when these resources are needed (i.e., when conditions are demanding).”
Job types and job quality in Europe (2013, background): “The job demands−control model indicates that employee well-being in active jobs should be highest, at a moderate level in passive jobs, and lowest in high-strain jobs (Bakker et al., 2010; Karasek and Theorell, 1990).”
Redesigning work through idiosyncratic deals (2014, background): “Skill acquisition (a challenge demand) is implicated in a learning process, whereby exerted effort leads to mastery and growth experiences, manifesting in enhanced occupational self-efficacy (Bakker et al., 2010; Taris & Kompier, 2005).”
Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018, unknown): “…to be matched with emotional job resources (De Jonge & Dormann, 2006), our research has shown that various job resources can buffer the impact of various job demands on negative strain (e.g., Bakker, Demerouti & Euwema, 2005; Bakker, Van Veldhoven & Xanthopoulou, 2010; Xanthopoulou et al., 2007).”
Burnout and Work Engagement: The JD–R Approach (2014, unknown): “…predictors of such outcomes as exhaustion, psychosomatic health complaints, and repetitive strain injury (e.g., Bakker et al. 2003b, Hakanen et al. 2006), job resources are generally the most important predictors of work enjoyment, motivation, and work engagement (Bakker et al. 2007, 2010).”