Using the job demands-resources model to predict engagement: Analysing a conceptual model

By Arnold B. Bakker, Michael Leiter. 2010

217 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/da7636f7d17f82812ecee0b43a24a98bc9a444df

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Antecedents of academic performance of university students: academic engagement and psychological capital resources (2019, background): “On the other hand, the possibility of gain spirals between psychological resources and engagement entails that they may mutually foster each other (Hakanen & Roodt, 2010; Hobfoll & Shirom, 2000).”
Development and validation of the job crafting scale (2012, background): “Furthermore, job resources are able to buffer the negative effects of job demands and may particularly lead to high levels of work engagement when job demands are high as well (Bakker & Demerouti, 2007; Hakanen & Roodt, 2010).”
What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement (2020, background): “…2007; Conway, Fu, Monks, Alfes, & Bailey, 2016; Farndale & Murrer, 2015), and the resource term connected to the JDR model has been conceptualized at the job level (Hakanen & Roodt, 2010) as well as at the organizational, interpersonal, job, and task levels (e.g., Bakker & Demerouti, 2007).”
The Relationship Between Work Engagement and Work–Life Balance in Organizations: A Review of the Empirical Research (2020, methodology): “According to the JD-R model, high job resources can increase work engagement, while high job demands can result in burnout (Bakker & Demerouti, 2007; Hakanen & Roodt, 2010).”
Work engagement, psychological contract breach and job satisfaction (2014, methodology): “Increases in resources augment both employee well-being and engagement, while engaged employees also exert effort to create, receive and protect resources (Hakanen and Roodt 2010).”
Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, methodology): “Job resources was measured using 12 items in three subscales representing job autonomy (at the task level), supervisor support (at the interpersonal level), and developmental opportunities (at the organizational level) (Bakker and Demerouti, 2007; Bakker et al., 2004; Hakanen and Roodt, 2010).”