Burnout and Work Engagement: The JD–R Approach
TL;DR: In this paper, the authors discuss the main definitions and conceptualizations of burnout and work engagement used in the literature, and review the most important antecedents of work engagement by examining situational and individual predictors.
Abstract: Whereas burnout refers to a state of exhaustion and cynicism toward work, engagement is defined as a positive motivational state of vigor, dedication, and absorption. In this article, we discuss the main definitions and conceptualizations of both concepts used in the literature. In addition, we review the most important antecedents of burnout and work engagement by examining situational and individual predictors. We also review the possible consequences of burnout and engagement and integrate the research findings using job demands– resources theory. Although both burnout and work engagement are related to important job-related outcomes, burnout seems to be more strongly related to health outcomes, whereas work engagement is morestronglyrelatedtomotivationaloutcomes. Wediscussdaily and momentary fluctuations in burnout and work engagement as possibilities for future research.
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TL;DR: Evidence for the buffering role of various job resources on the impact ofVarious job demands on burnout is provided and the future of the JD-R theory is looked at.
Abstract: 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
2,309 citations
Cites background or result from "Burnout and Work Engagement: The JD..."
...Later studies have largely replicated the dual processes in the JD-R model, in diary studies (Simbula, 2010) and in longitudinal studies (see Bakker et al., 2014)....
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...…years of research with JD-R theory produced convincing evidence for the first six propositions in hundreds of studies (see Bakker & Demerouti, 2014; Bakker et al., 2014), scholars who conducted longitudinal studies started to find evidence for both causal and reversed causal effects between job…...
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TL;DR: Cor conservation of resources (COR) theory has become one of the most widely cited theories in organizational psychology and organizational behavior and has been adopted across the many areas of the stress spectrum, from burnout to traumatic stress.
Abstract: Over the past 30 years, conservation of resources (COR) theory has become one of the most widely cited theories in organizational psychology and organizational behavior. COR theory has been adopted across the many areas of the stress spectrum, from burnout to traumatic stress. Further attesting to the theory's centrality, COR theory is largely the basis for the more work-specific leading theory of organizational stress, namely the job demands-resources model. One of the major advantages of COR theory is its ability to make a wide range of specific hypotheses that are much broader than those offered by theories that focus on a single central resource, such as control, or that speak about resources in general. In this article, we will revisit the principles and corollaries of COR theory that inform those more specific hypotheses and will review research in organizational behavior that has relied on the theory.
1,852 citations
TL;DR: It is critical that researchers develop sophisticated and nuanced health behavior theories capable of guiding the construction of JITAIs and particular attention has to be given to better understanding the implications of providing timely and ecologically sound support for intervention adherence and retention.
Abstract: The just-in-time adaptive intervention (JITAI) is an intervention design aiming to provide the right type/amount of support, at the right time, by adapting to an individual’s changing internal and contextual state. The availability of increasingly powerful mobile and sensing technologies underpins the use of JITAIs to support health behavior, as in such a setting an individual’s state can change rapidly, unexpectedly, and in his/her natural environment. Despite the increasing use and appeal of JITAIs, a major gap exists between the growing technological capabilities for delivering JITAIs and research on the development and evaluation of these interventions. Many JITAIs have been developed with minimal use of empirical evidence, theory, or accepted treatment guidelines. Here, we take an essential first step towards bridging this gap. Building on health behavior theories and the extant literature on JITAIs, we clarify the scientific motivation for JITAIs, define their fundamental components, and highlight design principles related to these components. Examples of JITAIs from various domains of health behavior research are used for illustration. As we enter a new era of technological capacity for delivering JITAIs, it is critical that researchers develop sophisticated and nuanced health behavior theories capable of guiding the construction of such interventions. Particular attention has to be given to better understanding the implications of providing timely and ecologically sound support for intervention adherence and retention.
1,078 citations
09 Mar 2015
TL;DR: In this paper, the authors argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.
Abstract: Purpose – The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage Design/methodology/approach – This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures Findings – The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socializatio
465 citations
TL;DR: Work engagement refers to a positive, affective-motivational state of high energy combined with high levels of dedication and a strong focus on work (Schaufeli and Bakker, 2010) as discussed by the authors.
Abstract: Over the past two decades, the number of studies on work engagement has increased rapidly. Work engagement refers to a positive, affective-motivational state of high energy combined with high levels of dedication and a strong focus on work (Schaufeli and Bakker, 2010). It is highly desirable for contemporary public and private organizations to have engaged employees because engagement has been shown to coincide with high levels of creativity, task performance, organizational citizenship behavior, and client satisfaction (Bakker et al., 2014).
In this paper, we briefly discuss the state of the art of the work engagement literature, and then outline new research trends and research questions. After that, we introduce the articles that have been included in this special issue of Career Development International that is devoted to work engagement.
330 citations
Cites background from "Burnout and Work Engagement: The JD..."
...It is highly desirable for contemporary public and private organizations to have engaged employees because engagement has been shown to coincide with high levels of creativity, task performance, organizational citizenship behavior, and client satisfaction (Bakker et al., 2014)....
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...The majority of studies have adopted a between-person approach, showing that there are mean level differences in work engagement between individuals as a function of working conditions, personal characteristics, and behavioral strategies (Bakker et al., 2014)....
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TL;DR: Self-Determination Theory (SDT) as mentioned in this paper maintains that an understanding of human motivation requires a consideration of innate psychological needs for competence, autonomy, and relatedness, emphasizing that needs specify the necessary conditions for psychological growth, integrity, and well-being.
Abstract: Self-determination theory (SDT) maintains that an understanding of human motivation requires a consideration of innate psychological needs for competence, autonomy, and relatedness. We discuss the SDT concept of needs as it relates to previous need theories, emphasizing that needs specify the necessary conditions for psychological growth, integrity, and well-being. This concept of needs leads to the hypotheses that different regulatory processes underlying goal pursuits are differentially associated with effective functioning and well-being and also that different goal contents have different relations to the quality of behavior and mental health, specifically because different regulatory processes and different goal contents are associated with differing degrees of need satisfaction. Social contexts and individual differences that support satisfaction of the basic needs facilitate natural growth processes including intrinsically motivated behavior and integration of extrinsic motivations, whereas those that forestall autonomy, competence, or relatedness are associated with poorer motivation, performance, and well-being. We also discuss the relation of the psychological needs to cultural values, evolutionary processes, and other contemporary motivation theories.
20,832 citations
TL;DR: A scale designed to assess various aspects of the burnout syndrome was administered to a wide range of human services professionals as discussed by the authors, and three subscales emerged from the data analysis: emotional exhaustion, depersonalization, and personal accomplishment.
Abstract: A scale designed to assess various aspects of the burnout syndrome was administered to a wide range of human services professionals. Three subscales emerged from the data analysis: emotional exhaustion, depersonalization, and personal accomplishment. Various psychometric analyses showed that the scale has both high reliability and validity as a measure of burnout.
10,212 citations
TL;DR: The theory and findings suggest that the capacity to experience positive emotions may be a fundamental human strength central to the study of human flourishing.
Abstract: In this article, the author describes a new theoretical perspective on positive emotions and situates this new perspective within the emerging field of positive psychology. The broaden-and-build theory posits that experiences of positive emotions broaden people's momentary thought-action repertoires, which in turn serves to build their enduring personal resources, ranging from physical and intellectual resources to social and psychological resources. Preliminary empirical evidence supporting the broaden-and-build theory is reviewed, and open empirical questions that remain to be tested are identified. The theory and findings suggest that the capacity to experience positive emotions may be a fundamental human strength central to the study of human flourishing.
9,580 citations
TL;DR: Results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.
Abstract: The job demands-resources (JD-R) model proposes that working conditions can be categorized into 2 broad categories, job demands and job resources. that are differentially related to specific outcomes. A series of LISREL analyses using self-reports as well as observer ratings of the working conditions provided strong evidence for the JD-R model: Job demands are primarily related to the exhaustion component of burnout, whereas (lack of) job resources are primarily related to disengagement. Highly similar patterns were observed in each of 3 occupational groups: human services, industry, and transport (total N = 374). In addition, results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.
8,244 citations
TL;DR: In this paper, the authors give a state-of-the-art overview of the job demands resources (JD•R) model and discuss the strengths and weaknesses of the demand control model and the effort reward imbalance model regarding their predictive value for employee well being.
Abstract: 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...
7,681 citations