The Job Demands and Resources Decision Making (JD-R-DM) Model

Gordon, Heather J.; Demerouti, Evangelia; Bipp, Tanja; Blanc, Pascale M. Le

doi:10.1080/1359432x.2013.842901

Cited by 25 publications

(25 citation statements)

References 63 publications

(70 reference statements)

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“…Under the circumstances, engaged employees are expected to continuously put a lot of energy into their work and keep concentrated on what they are doing until the job is complete (Gordon et al, 2015). Work engagement has also been suggested to enhance positive organizational change (Avey et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

When and How Does Psychological Voice Climate Influence Individual Change Readiness? The Mediating Role of Normative Commitment and the Moderating Role of Work Engagement

2017

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This research explores the linking mechanisms and conditional processes underlying the relationship between psychological voice climate and individual change readiness. In accordance with the social identity theory, we argued that normative commitment would mediate the relationship between psychological voice climate and individual change readiness; furthermore, work engagement would moderate the proposed indirect effect. Two-wave survey data were collected from 187 full-time employees in a government-owned institute of research and development and were adopted for moderated mediation analysis. The results showed that normative commitment mediates the relationship between psychological voice climate and individual change readiness. Furthermore, work engagement strengthens the effect of psychological voice climate on individual change readiness in an indirect manner via normative commitment. Based on the findings, the theoretical implications and practical suggestions were discussed.

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Section: Introductionmentioning

confidence: 99%

When and How Does Psychological Voice Climate Influence Individual Change Readiness? The Mediating Role of Normative Commitment and the Moderating Role of Work Engagement

2017

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“…In one of the confirmed hypothesis of the model, it shows the mediator role of the analytical decision-making in relation to job demands and in-role performance, in which: “ regulation of job demands is important to positively influence performance. ” (Gordon et al, 2015), which is also what we can expect from self-regulation mechanisms involved in decision-making considering the perspective of Bandura and Jourden (1991). On the other hand, the JD-R-DM model does not include an interaction between the analytical decision-making and job demands, but it is presumable that different levels of demands in relation to a decision-making construct such as the DMCy could affect job performance.…”

Section: Introductionmentioning

confidence: 87%

Decision-Making Processes in the Workplace: How Exhaustion, Lack of Resources and Job Demands Impair Them and Affect Performance

et al. 2017

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The present study aims to connect more the I/O and the decision-making psychological domains, by showing how some common components across jobs interfere with decision-making and affecting performance. Two distinct constructs that can contribute to positive workplace performance have been considered: decision-making competency (DMCy) and decision environment management (DEM). Both factors are presumed to involve self-regulatory mechanisms connected to decision processes by influencing performance in relation to work environment conditions. In the framework of the job demands-resources (JD-R) model, the present study tested how such components as job demands, job resources and exhaustion can moderate decision-making processes and performance, where high resources are advantageous for decision-making processes and performance at work, while the same effect happens with low job demands and/or low exhaustion. In line with the formulated hypotheses, results confirm the relations between both the decision-making competences, performance (i.e., in-role and extra-role) and moderators considered. In particular, employees with low levels of DMCy show to be more sensitive to job demands toward in-role performance, whereas high DEM levels increase the sensitivity of employees toward job resources and exhaustion in relation to extra-role performance. These findings indicate that decision-making processes, as well as work environment conditions, are jointly related to employee functioning.

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“…The relationship of the job's characteristics with employee motivation, engagement, satisfaction, and performance has previously been described both in theory and various models, for example, the Job Characteristics Theory, 37 Person-Organization Fit Theory, 38 and the Job Demands-Resources Model. 39 Workplace design not only relates to optimal operation but also to safety and comfort. Job crafting and redesign are an approach to enhancing workplaces by changing the task or relational boundaries of work to improve working conditions 40,41 with a focus on modifying environmental (as opposed to personal) sources of well-being in a pragmatic approach to improve well-being.…”

Section: Work Well-beingmentioning

confidence: 99%

“…Job design is a potential enabler of well‐being whether related to work demands (physical, cognitive, and emotional), job role (clarity and alignment), work hours (shift work, flexibility, and overtime), job control (flexibility in meeting the demands of the job), or social support (emotional and informational). The relationship of the job's characteristics with employee motivation, engagement, satisfaction, and performance has previously been described both in theory and various models, for example, the Job Characteristics Theory, Person‐Organization Fit Theory, and the Job Demands‐Resources Model . Workplace design not only relates to optimal operation but also to safety and comfort.…”

Section: Introductionmentioning

confidence: 99%

Conceptual model for intensive care nurse work well‐being: A qualitative secondary analysis

Jarden¹,

Sandham

Siegert

et al. 2019

Nursing in Critical Care

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Background There had been little focus on the well‐being of intensive care nurses until a recent programme of research found work well‐being to be best described as a collection of elements, a multifaceted construct. Strengtheners of intensive care nurses' work well‐being were found to extend across individual, relational, and organizational resources. Actions such as simplifying their lives, giving and receiving team support, and accessing employee assistance programmes were just a few of the intensive care nurses' identified strengtheners. Aims and objectives To synthesize intensive care nurse perceptions of work well‐being characteristics and strengtheners to identify opportunities for job crafting and redesign. Design This was a qualitative secondary analysis. Methods Intensive care nurse work well‐being characteristics and strengtheners were explored using applied thematic analysis and pre‐design, open card‐sort technique. Results Five facets were identified in the analysis: (a) healthy, (b) authentic, (c) meaningful, (d) connected, and (e) innovative. These five facets were described from a theoretical perspective and illustrated as a conceptual model for intensive care nurse job crafting and redesign. Conclusions The proposed conceptual model contributes new knowledge to be explored in meaningful discussions about intensive care nurse work well‐being and empirically investigated in terms of construct validity and theory development. Furthermore, the model provides practical opportunities to explore individual and collaborative ways to enhance intensive care nurse work well‐being across a range of levels. Relevance to clinical practice Opportunities for job crafting and redesign were identified and presented in a conceptual model of intensive care nurse work well‐being. This model provides individual nurses, intensive care teams, health care organizations, and workers' well‐being programme and policy developers practical opportunities to explore individual and collaborative ways to enhance intensive care nurse work well‐being.

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The Job Demands and Resources Decision Making (JD-R-DM) Model

Cited by 25 publications

References 63 publications

When and How Does Psychological Voice Climate Influence Individual Change Readiness? The Mediating Role of Normative Commitment and the Moderating Role of Work Engagement

When and How Does Psychological Voice Climate Influence Individual Change Readiness? The Mediating Role of Normative Commitment and the Moderating Role of Work Engagement

Decision-Making Processes in the Workplace: How Exhaustion, Lack of Resources and Job Demands Impair Them and Affect Performance

Conceptual model for intensive care nurse work well‐being: A qualitative secondary analysis

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