Abstract
Motivation: The motivation of this overview is to present the state of the art of Job Demands–Resources (JD–R) model whilst integrating the various contributions to the special issue.Research purpose: To provide an overview of the JD–R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being. Moreover, the studies of the special issue were introduced.Research design: Qualitative and quantitative studies on the JD–R model were reviewed to enlighten the health and motivational processes suggested by the model.Main findings: Next to the confirmation of the two suggested processes of the JD–R model, the studies of the special issue showed that the model can be used to predict work-place bullying, incidences of upper respiratory track infection, work-based identity, and early retirement intentions. Moreover, whilst psychological safety climate could be considered as a hypothetical precursor of job demands and resources, compassion satisfaction moderated the health process of the model.Contribution/value-add: The findings of previous studies and the studies of the special issue were integrated in the JD–R model that can be used to predict well-being and performance at work. New avenues for future research were suggested.Practical/managerial implications: The JD–R model is a framework that can be used for organisations to improve employee health and motivation, whilst simultaneously improving various organisational outcomes.
Highlights
The Job Demands–Resources (JD–R) model is a theoretical framework that tries to integrate two fairly independent research traditions: the stress research tradition and the motivation research tradition
Studies have shown that the JD–R model can predict the experience of burnout and of work engagement (e.g. Demerouti, Bakker, Nachreiner & Schaufeli, 2001; Schaufeli & Bakker, 2004)
Editorial specific risk factors associated with job-related stress. These factors can be classified in two general categories, constituting an overarching model that may be applied to various occupational settings, irrespective of the particular demands and resources involved
Summary
The Job Demands–Resources (JD–R) model is a theoretical framework that tries to integrate two fairly independent research traditions: the stress research tradition and the motivation research tradition. There are still several open questions related to the processes postulated in the model The purpose of this special issue is to bring together innovative studies on the JD–R model, which is relevant for both individuals and organisations at large. Editorial specific risk factors associated with job-related stress These factors can be classified in two general categories (i.e. job demands and job resources), constituting an overarching model that may be applied to various occupational settings, irrespective of the particular demands and resources involved. Resources are necessary to deal with job demands, but they are important in their own right This corresponds with Hackman and Oldham’s (1980) job characteristics model that emphasises the motivational potential of job resources at the task level, including autonomy, feedback, and task significance. Job resources may be located at the macro, organisational level (e.g. salary or wages, career opportunities, job security), the interpersonal level (e.g. supervisor and coworker support, team climate), the specific job position (e.g. role clarity, participation in decision making), and at the level of the task (e.g. skill variety, task identity, task significance, autonomy, and performance feedback)
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