Beyond the Demand-Control Model

Abstract

This study among 12,359 employees working in 148 organizations tested the interaction hypothesis of the Job Demands-Resources (JD-R) model. Accordingly, employees endorse most positive work attitudes (task enjoyment and organizational commitment) when job demands and job resources are both high. Results of moderated structural equation modeling analyses provided strong support for the hypothesis: 15 of the 16 hypothesized interactions were significant for task enjoyment and 13 of the 16 interactions were significant for organizational commitment. Job resources (skill utilization, learning opportunities, autonomy, colleague support, leader support, performance feedback, participation in decision making, and career opportunities) predicted task enjoyment and organizational commitment particularly under conditions of high job demands (workload and emotional demands). These findings clearly expand the Demand-Control model and support the JD-R model. Moreover, the results illustrate what managers can do to secure employee well-being.

The power of presence: The role of mindfulness at work for daily levels and change trajectories of psychological detachment and sleep quality.

“…Researchers have therefore frequently controlled for work characteristics when investigating recoveryrelated variables like psychological detachment (e.g., Fritz et al, 2010;Sonnentag, 2003). In order to be able to control for potential confounding effects, we therefore chose to control for workload and time pressure with a German translation of the Questionnaire on the Experience and Evaluation of Work (VBBA; van Veldhoven & Meijman, 1994; see also Bakker, Veldhoven, & Xanthooulou, 2010). The VBBA measures quantitative work demands in terms of workload and time pressure with 11 items.…”

Influence Tactics

“…Thus, whereas job demands are generally the most important predictors of such outcomes as exhaustion, psychosomatic health complaints, and RSI (e.g., Hakanen et al, 2006), job resources are generally the most important predictors of work enjoyment, motivation, and engagement (Bakker, Hakanen et al, 2007;Bakker, Van Veldhoven et al, 2010). A number of studies have supported the dual pathways to employee well-being proposed by JD-R theory, and showed that it can predict important organizational outcomes.…”

“…El modelo se ha utilizado para predecir el burnout [estar quemado en el trabajo] (Bakker, Demerouti y Euwema, 2005, 2008Demerouti et al, 2001), el compromiso organizacional (Bakker, Van Veldhoven y Xanthopoulou, 2010), la conexión con el trabajo (Lewig, Xanthopoulou, Bakker, Dollard y Metzer, 2007) y el engagement (Bakker, Hakanen, Demerouti y Xanthopoulou, 2007;Hakanen, Bakker y Schaufeli, 2006). Además, el modelo DRL se ha utilizado para predecir las consecuencias de estas experiencias, tales como el absentismo por enfermedad (p.…”

“…Así, mientras que las demandas laborales son generalmente los principales predictores de variables como el agotamiento o los problemas de salud psicosomáticos (p. ej., Hakanen et al, 2006), los recursos son por lo general los predictores más importantes de la satisfacción en el trabajo, la motivación y el engagement Bakker et al, 2010). Las razones de estos efectos son que el trabajo exige bá-sicamente esfuerzo y consume recursos energéticos, mientras que los recursos satisfacen necesidades humanas básicas, como autonomía, relación y autoeficacia (Bakker, 2011;Deci y Ryan, 2000;Nahrgang et al, 2011).…”

“…The model has been used to predict job burnout (e.g., Bakker, Demerouti, & Euwema, 2005;Demerouti et al, 2001), organizational commitment, work enjoyment (Bakker, Van Veldhoven, & Xanthopoulou, 2010), connectedness (Lewig, Xanthopoulou, Bakker, Dollard, & Metzer, 2007), and work engagement (Bakker, Hakanen, Demerouti, & Xanthopoulou, 2007;Hakanen, Bakker & Schaufeli, 2006). In addition, the JD-R model has been used to predict consequences of these experiences including sickness absenteeism (e.g., Bakker, Demerouti, De Boer, & Schaufeli, 2003;Clausen, Nielsen, Gomes-Carneiro, & Borg, 2012;Schaufeli, Bakker & Van Rhenen, 2009), and job performance (e.g., Bakker et al, 2008;Bakker, Demerouti & Verbeke, 2004).…”