Applying the Job Demands-Resources model : A ‘how to’ guide to measuring and tackling work engagement and burnout

By Wilmar B. Schaufeli. 2017

906 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b4a2aca685bb2808571bc9925469ba23e201e889

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In Economics and Econometrics

Citations in the corpus

Workplace bullying, psychological distress, resilience, mindfulness, and emotional exhaustion (2020, methodology): “An extension of the JD-R model includes personal resources (Schaufeli, 2017) and our study in this sense extends Xanthopoulou, Bakker, Demerouti, and Schaufeli’s (2009) array of personal resources (optimism, self-efficacy and selfesteem) by modeling resilience as such, because it is an individual…”
The drivers of work engagement: A meta-analytic review of longitudinal evidence (2020, methodology): “Almost ten years ago, Schaufeli and Bakker (2010) reported 785 hits for »work engagement« in Google Scholar.”
The job demands-resources model: A meta-analytic review of longitudinal studies (2018, methodology): “Demerouti, Le Blanc, Bakker, Schaufeli, and Hox (2009) *** *** *** **** ****”
Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “Also, as shown in past studies on the job demands-resources model and relatedly engagement in public relations, engaged employees tend to display higher levels of both task and contextual performance behaviors and lower turnover intention (e.g., Demerouti et al., 2001; Rich et al., 2010; Saks, 2006;”
The human side of leadership: Inspirational leadership effects on follower characteristics and happiness at work (HAW) (2020, background): “Inspiring leaders promote autonomy (Schaufeli, 2017), which also fosters independent thinking.”