Purpose – The purpose of this paper is to give a state‐of‐the art overview of the Job Demands‐Resources (JD‐R) modelDesign/methodology/approach – The strengths and weaknesses of the demand‐control model and the effort‐reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD‐R model and discusses its basic premises.Findings – The paper provides an overview of the studies that have been conducted with the JD‐R model. It discusses evidence for each of the model's main propositions. The JD‐R model can be used as a tool for human resource management. A two‐stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large.Originality/value – This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD‐R model can be applied to a wide range of occupations, and be used to i...

The job demands-resources model : state of the art

This study focuses on burnout and its positive antipode—engagement. A model is tested in which burnout and engagement have different predictors and different possible consequences. Structural equation modeling was used to simultaneously analyze data from four independent occupational samples (total N = 1698). Results confirm the hypothesized model indicating that: (1) burnout and engagement are negatively related, sharing between 10 per cent and 25 per cent of their variances; (2) burnout is mainly predicted by job demands but also by lack of job resources, whereas engagement is exclusively predicted by available job resources; (3) burnout is related to health problems as well as to turnover intention, whereas engagement is related only to the latter; (4) burnout mediates the relationship between job demands and health problems, whereas engagement mediates the relationship between job resources and turnover intention. The fact that burnout and engagement exhibit different patterns of possible causes and consequences implies that different intervention strategies should be used when burnout is to be reduced or engagement is to be enhanced. Copyright © 2004 John Wiley & Sons, Ltd.

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Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study

The Social Psychology of Organizations.

The job demands-resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001-2010), and discuss how the model matured into JD-R theory (2011-2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning. (PsycINFO Database Record

Job demands-resources theory: taking stock and looking forward

The job demands-resources (JD-R) model was used to examine the relationship between job characteristics, burnout, and (other-ratings of) performance (N = 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra-role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes. © 2004 Wiley Periodicals, Inc.

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Using the job demands-resources model to predict burnout and performance

Demonstrating causal relationships has been of particular importance in organizational stress research. Longitudinal studies are typically suggested to overcome problems of reversed causation and third variables (e.g., social desirability and negative affectivity). This article reviews the empirical longitudinal literature and discusses designs and statistical methods used in these studies. Forty-three longitudinal field reports on organizational stress were identified. Most of the investigations used a 2-wave panel design and a hierarchical multiple regression approach. Six studies with 3 and more waves were found. About 50% of the studies analyzed potential strain-stressor (reversed causation) relationships. In about 33% of the studies there was some evidence of reverse causation. The power of longitudinal studies to rule out third variable explanations was not realized in many studies. Procedures of how to analyze longitudinal data are suggested.

Longitudinal studies in organizational stress research: a review of the literature with reference to methodological issues.

Although almost all literature on burnout implicitly assumes that burnout is primarily caused by stressful employee-customer interactions, only a few studies have addressed this empirically. A principal-components analysis of a newly developed instrument assessing various forms of customer-related social stressors (CSS) in 3 different service jobs (N = 591) revealed 4 themes of CSS: disproportionate customer expectations, customer verbal aggression, disliked customers, and ambiguous customer expectations. These 4 CSS predict burnout beyond a variety of control variables. Contrary to other predictors of burnout analyzed in previous studies, the amount of variance explained in exhaustion (14%) by the 4 CSS scales is not higher than for personal accomplishment (14%) and is considerably lower than for depersonalization (23%).

Customer-Related Social Stressors and Burnout.

Two longitudinal studies investigated the issue of match between job stressors and job resources in the prediction of job-related strain. On the basis of the triple-match principle (TMP), it was hypothesized that resources are most likely to moderate the relation between stressors and strains if resources, stressors, and strains all match. Resources are less likely to moderate the relation between stressors and strains if (a) only resources and stressors match, (b) only resources and strains match, or (c) only stressors and strains match. Resources are least likely to moderate the relation between stressors and strains if there is no match among stressors, resources, and strains. The TMP was tested among 280 and 267 health care workers in 2 longitudinal surveys. The likelihood of finding moderating effects was linearly related to the degree of match, with 33.3% of all tested interactions becoming significant when there was a triple match, 16.7% when there was a double match, and 0.0% when there was no match. Findings were most consistent if there was an emotional match or a physical match.

Stressors, Resources, and Strain at Work: A Longitudinal Test of the Triple-Match Principle.

Evidence suggesting that job satisfaction is caused by individual dispositions is reviewed, and stability coefficients for job satisfaction in previous studies are analysed with a meta-analytic procedure. Previous longitudinal studies analysing job changer samples imply an upper limit estimate of 0.51 for direct dispositional influences on job satisfaction. A study of job changers considering the stability of working conditions suggests that this estimate has to be considerably corrected downwards. At present, it is concluded that it is more likely that dispositions indirectly affect job satisfaction via selection and self-selection processes. Implications for job satisfaction as a tool for organizational assessment are discussed. Copyright © 2001 John Wiley & Sons, Ltd.

Job satisfaction: a meta-analysis of stabilities

This article describes a two-wave panel study which was carried out to examine reciprocal relationships between job characteristics and work-related psychological well-being. Hypotheses were tested in a sample of 261 health care professionals using structural equation modelling (LISREL 8). Controlling for gender, age, and negative affectivity, the results primarily supported the hypothesis that Time 1 job characteristics influence Time 2 psychological well-being. More specifically, Time 2 job satisfaction was determined by Time 1 job demands and workplace social support, respectively. Furthermore, there was also some preliminary but weak evidence for reversed cross-lagged effects since Time 1 emotional exhaustion seemed to be the causal dominant factor with respect to Time 2 (perceived) job demands. In conclusion, this study builds on earlier cross-sectional and longitudinal findings by eliminating confounding factors and diminishing methodological deficiencies. Empirical support for the influence of job characteristics on psychological well-being affirms what several theoretical models have postulated to be the causal ordering among job characteristics and work-related psychological well-being.

Christian Dormann

Papers

Longitudinal studies in organizational stress research: a review of the literature with reference to methodological issues.

Customer-Related Social Stressors and Burnout.

Stressors, Resources, and Strain at Work: A Longitudinal Test of the Triple-Match Principle.

Job satisfaction: a meta-analysis of stabilities

Testing reciprocal relationships between job characteristics and psychological well-being: A cross-lagged structural equation model