The Job Demands–Resources Model: Overview and Suggestions for Future Research

The Application of Salutogenesis to Work

“…There is much empirical support for these two processes and their impact on burnout and engagement, as well as on organizational outcomes (Van den Broeck, Van Ruysseveldt, Vanbelle, & de Witte, 2013). In addition, the model postulates crosslinks and interactions, where job resources may buffer the health-impairment process (cf.…”

Job Demands and Job Resources in Human Service Managerial Work An External Assessment ThroughWork Content Analysis

“…Job demands cost effort and consume resources, while job resources fulfill basic psychological needs (e.g., Bakker, 2011). Job demands are potential contributors to a health impairment process, whereas job resources facilitate the achievement of objectives and thus increase engagement and commitment through a motivational process Van den Broeck et al, 2013). More recent studies have also revealed interactions between these processes where job resources, for example, have been shown to buffer high job demands and thus protect from health problems (Bakker et al, 2005;Llorens et al, 2006).…”

The Impact Of Job Demands And Resources On Job Crafting

“…These processes are centered on the stress adaptation model (Selye, 1956), in which job demands and pressures arouse an individuals' nervous system and activate defense mechanisms. Van den Broeck et al (2013) elaborated that continued pressures will stimulate employees to use additional energy, which ultimately leads to exhaustion, burnout, health complaints, and RSI (Bakker et al, 2003;Crawford, LePine & Rich, 2010;Hakanen et al, 2006). In a similar vein, Topcic, Baum, and Kabst (2016), through an empirical analysis of 197 employees, demonstrated that there is a positive association between perceived stress and performance evaluation systems or continuing education/training (i.e., high-performance work practices) -both challenging job demands.…”

“…This is so because direct effects of job demands and job resources have been demonstrated empirically based on the JD-R theory, a widely accepted model in the positive organizational scholarship (POS) (Van den Broeck et al, 2013;Wrzesniewski, LoBuglio, Dutton & Berg, 2013). Also, our logic was based in large on the Input-Process-Output model, in which job demands and resources are the inputs leading to the perception of misalignment and performance of job crafting behavior for alignment.…”

“…Job demands require individual effort and consume energy resources (Bakker & Demerouti, 2014), arousing an employee's nervous system and activating defense mechanisms. While, at first, employees will strive to handle such demands by exerting energetic resources, continuous exposure wears out individuals' energy reserves, resulting in exhaustion and perhaps burnout (Van den Broeck, Van Ruysseveldt, Vanbelle, & De Witte, 2013). On the other hand, job resources impose a psychological motivational process that motivates employees to engage in tasks and roles, leading to work enjoyment, work engagement , and commitment (Hackman & Oldham, 1980).…”