Using the job demands‐resources model to predict burnout and performance

By Arnold B. Bakker, Evangelia Demerouti, Willem J. M. I. Verbeke. 2004

2,650 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b08734abf727d084b55b0bc43eabe1d516f81def

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

How job characteristics relate to need satisfaction and autonomous motivation: implications for work effort (2013, positive): “…Demerouti, & Schaufeli, 2003; Saks, 2006; Schaufeli & Bakker, 2004) and behavior such as turnover, absenteeism, organizational citizenship behaviors, and employee performance (Bakker et al., 2004; Bakker, Demerouti, & Schaufeli, 2003; de Lange, De Witte, & Notelaers, 2008; Demerouti, 2006).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “Moreover, exhaustion may reduce employees’ self-confidence to deal with work-related problems decreasing their in-role performance (Bakker et al., 2004).”
Work engagement: An emerging concept in occupational health psychology (2008, positive): “Bakker, Demerouti, and Verbeke (2004) showed that engaged employees received higher ratings from their colleagues on in-role and extra-role performance, indicating that engaged employees perform well and are willing to go the extra mile.”
Burnout and connectedness among Australian volunteers: A test of the Job Demands–Resources model (2007, background): “, control and peer support) that have been shown to be important determinants of the well-being of both employees (Bakker & Demerouti, 2007; Bakker & Geurts, 2004; Bakker et al., 2004; Karasek, 1979), and volunteers (Maslanka, 1996; Ross et al.”
The Associations between Ethical Organizational Culture, Burnout, and Engagement: A Multilevel Study (2014, background): “…environments that support work engagement, additional positive outcomes can be attained, as work engagement has been shown to promote job performance (e.g., Halbesleben and Wheeler 2008), employee retention (Schaufeli and Bakker 2004), and organizational citizenship behaviors (Bakker et al. 2004).”
Associations between perceived employability, employee well-being, and its contribution to organizational success: a matter of psychological contracts? (2011, background): “However, theoretical thinking in the realm of the psychological contract tradition (Conway and Briner 2005) and research in the related domain of perceived organizational support (Bakker et al. 2004) suggests that the employee– employer relationship is more likely to cause employees’ job satisfactio”
Perceptions of Adverse Work Conditions and Innovative Behavior: The Buffering Roles of Relational Resources (2016, methodology): “First, the findings indicated that when employees experience high levels of work overload, their efforts to cope with the resulting anxiety reduces their propensity to engage in innovative behavior (Bakker et al., 2004; Demerouti et al., 2004).”
Work engagement, burnout and related constructs as predictors of turnover intentions : original research (2010, background): “The availability of job resources encourages employees to become engaged in their work, which in turn fosters OCBs (Bakker et al., 2004; Salanova, Bakker, & Llorens, 2006).”