Testing the robustness of the job demands-resources model.

By Susana Llorens, Arnold B. Bakker, Wilmar B. Schaufeli, Marisa Salanova. 2006

498 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/af991879ab0e3d3ca6878154faaa2c1a836c004c

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Perceptions of organizational politics and hotel employee outcomes: The mediating role of work engagement (2013, result): “In line with other empirical studies (Karatepe, 2011; Llorens et al., 2006; Schaufeli and Bakker, 2004), engaged employees are Hypotheses Standardized path estimate t-value”
Organizational Commitment and Job Satisfaction among Teachers during Times of Burnout (2012, background): “…as job performance, learning, motivation, job satisfaction, and organizational commitment have been found to be negatively linked with high levels of stress and burnout (Bakker Demerouti and Schaufeli, 2003; Cropanzano, Rupp and Byrne, 2003; Davey, Obst and Sheehan, 2001; Llorens et al., 2006).”
Elucidating the Positive Side of the Work-Family Interface on International Assignments: A Model of Expatriate Work and Family Performance (2010, unknown): “Notably, in support of our first additional link (between resources and adjustment), studies have shown that cross-relationships (be-tween resources and burnout) are not uncommon (Christian & Slaughter, 2007; Hakanen et al., 2006; Llorens et al., 2006).”
The Job Demands-Resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement (2008, background): “…evidence concerning the JD-R model among a variety of professions and nationalities already exists (e.g., Bakker et al., 2005; Hakanen et al., 2006; Llorens et al., 2006; Schaufeli & Bakker, 2004), we assume that our findings might lend themselves to cautious generalization to other occupational…”
Towards a model of work engagement (2008, result): “Conceptually similar results have been found in a Spanish context (Llorens et al., 2007; see also Salanova et al., 2006), suggesting that engagement triggers an upward spiral and leads to higher levels of self-efficacy over time. Furthermore, Schaufeli et al.’s (2008) study among managers showed tha”