The Job Demands-Resources model: challenges for future research

By Evangelia Demerouti, Arnold B. Bakker. 2011

1,336 citations recorded by the source corpus.

Motivation: The motivation of this overview is to present the state of the art of Job Demands–Resources (JD–R) model whilst integrating the various contributions to the special issue. Research purpose: To provide an overview of the JD–R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being. Moreover, the studies of the special issue were introduced. Research design: Qualitative and quantitative studies on the JD–R model were reviewed to enlighten the health and motivational processes suggested by the model. Main findings: Next to the confirmation of the two suggested processes of the JD–R model, the studies of the special issue showed that the model can be used to predict work-place bullying, incidences of upper respiratory track infection, work-based identity, and early retirement intentions. Moreover, whilst psychological safety climate could be considered as a hypothetical precursor of job demands and resources, compassion satisfaction moderated the health process of the model. Contribution/value-add: The findings of previous studies and the studies of the special issue were integrated in the JD–R model that can be used to predict well-being and performance at work. New avenues for future research were suggested. Practical/managerial implications: The JD–R model is a framework that can be used for organisations to improve employee health and motivation, whilst simultaneously improving various organisational outcomes.

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

View Paper: https://www.semanticscholar.org/paper/9de8fd57bf030951c98447ed3dc99a87dcaded27

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Relationship of Coworker Incivility to Job Performance and the Moderating Role of Self-Efficacy and Compassion at Work: The Job Demands-Resources (JD-R) Approach (2017, background): “Job resources such as autonomy and fair treatment foster positive thoughts and feelings, which leads to the experience of well-being in the workplace (Demerouti and Bakker 2011).”
A structural model of student well-being (2014, background): “Study resources refer to those enabling factors that promote engagement of students and protect them against exhaustion and disengagement (Demerouti & Bakker, 2011).”
Positive psychological capital and emotional labor in Korea: the job demands-resources approach (2016, background): “Job resources foster positive thoughts and feelings about work and the organization, which leads to the experience of well-being in the workplace (Demerouti & Bakker, 2011; Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2007) and organizational commitment (Schaufeli & Bakker, 2004).”
Job crafting and job performance: A longitudinal study (2015, background): “Engaged employees are focused on performing their core job tasks well (Bakker & Bal, 2010; Christian et al., 2011; Demerouti & Bakker, 2011; Halbesleben & Wheeler, 2008), but engaged employees did not report more OCBI than nonengaged employees.”
The Job Demands-Resources Model (2015, background): “R model is that it is extremely flexible, one of its main assumptions being that relevant demands and resources can vary across work contexts (e.g., Demerouti & Bakker, 2011).”
The interactive effects of sales control systems on salesperson performance: a job demands–resources perspective (2013, methodology): “While it has been well supported that hindrance demands are positively related to job strain, the relationship between challenge demands and job strain has been found to be positive, non-significant, or even negative (Demerouti and Bakker 2011; LePine et al. 2005; Van den Broeck et al. 2010), which ”
Towards a model of teacher well-being: personal and job resources involved in teacher burnout and engagement (2016, methodology): “The Job Demands-Resources model (JD-R, Demerouti, Bakker, Nachreiner, & Schaufeli, 2001), taken as the theoretical frame of this study, has been able to predict burnout and engagement at work (Demerouti & Bakker, 2011).”
Psychosocial risks in Europe: prevalence and strategies for prevention (2014, background): “These overarching categories are not occupation-specific and are applicable to all workplaces (Demerouti and Bakker, 2011).”
A diary study on the happy worker: How job resources relate to positive emotions and personal resources (2012, positive): “In line with the main predictions of work psychological models (Bakker & Demerouti, 2007; Demerouti & Bakker, 2011; Hackman & Oldham, 1980) and with AET (Weiss & Cropanzano, 1996), we examined job resources as potential initiators of a process leading to positive emotions at work and consequently…”