Burnout and Work Engagement: The JD–R Approach

By Arnold B. Bakker, Evangelia Demerouti, A. Sanz‐Vergel. 2014

2,315 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e4fd19f16de48b6ec42004d7e66d2af54a367fb9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Fostering task and adaptive performance through employee well-being: The role of servant leadership (2020, background): “As engaged employees are highly motivated and experience positive emotions such as pride, joy, interest, and inspiration at work, they have the necessary resources and willingness to show effort at work (Bakker et al., 2014; Van den Heuvel et al., 2010).”
Proactive Vitality Management, Work Engagement, and Creativity: The Role of Goal Orientation (2018, background): “That is, resources are important predictors of work engagement (Bakker et al., 2014) and the positive emotions that are part of work engagement allow individuals to be flexible, explorative, and creative (Fredrickson, 2001).”
Burnout and engagement: Identical twins or just close relatives? (2017, neutral): “One model that is relevant to this issue is the Job demandsResources (JD-R) model (Bakker et al., 2014; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001; Schaufeli & Bakker, 2004).”
Towards a multilevel approach of employee well-being (2015, methodology): “The readers are referred to our recent articles about JD-R theory for more details, and for the role of personal resources (Bakker & Demerouti, 2014; Bakker et al., 2014).”
Pandemics: Implications for research and practice in industrial and organizational psychology (2020, background): “For instance, researchers may build on a general model such as the job-demands-resources model (Bakker et al., 2014) and may want to examine both organizational factors such as safety climate and good organizational communication strategies (Moore et al.”
Need for recovery after emotional labor: Differential effects of daily deep and surface acting (2018, background): “Exhausted employees have invested considerable energy in their job demands (Bakker et al., 2014) and, therefore, have a higher need to take a break from these demands (Kinnunen, Mauno, & Siltaloppi, 2010; Sonnentag & Fritz, 2007).”
Transmission of reduction‐oriented crafting among colleagues: A diary study on the moderating role of working conditions (2018, methodology): “Emotional demands were measured with the four-item scale of Bakker, Demerouti, and Sanz-Vergel (2014), including ‘Do you face emotionally charged situations in your work?’”