Understanding the work life of clinical nurse educators in Canadian hospitals through the Job Demands-Resources Model: A descriptive qualitative study.

The present study used the Job Demands-Resources (JD-R) model to understand how perceiving job demands as a hindrance or a challenge can influence an individual's exhaustion and motivation and its effect on presenteeism. A sample of 171 working Australians was used to test the relationships between job demands and job resources with presenteeism via burnout and work engagement. The results suggested that challenge demands were positively related to burnout and work engagement, while hindrance demands were positively related to burnout and negatively related to work engagement. Most direct and indirect pathways predicted in earlier work incorporating the JD-R model to understand presenteeism were replicated. Future research on larger nation-wide samples is needed to further explore the differentiating effects of job demands on presenteeism via burnout and work engagement.

Understanding what drives public service motivation and its impacts is crucial for improving public sector performance. This meta-analysis synthesized the antecedents and outcomes of public service motivation based on the job demands-resources (JD-R) model. Incorporating 177 studies and 179 independent samples, with a total of 319 effect sizes, the results indicated the following: (1) Job resources and personal resources were positively related to public service motivation, while hindrance demands were negatively related to it. (2) Public service motivation had a positive relationship with overall job attitudes, job satisfaction, organizational commitment, and work engagement. It also had a positive relationship with overall job performance, in-role performance, and extra-role performance. (3) In terms of the antecedents, individualism/collectivism moderated the relationship between job resources and public service motivation, as well as the relationship between hindrance demands and public service motivation. As for the outcomes, individualism/collectivism moderated the relationship between public service motivation and both job attitudes and job performance. This study contributes to a comprehensive understanding of the antecedents and outcomes of public service motivation, offering valuable insights for future research and serving as a reference for theory development and practical application.

Burnout and resilience have become central themes in the study of employee well-being, particularly in high-pressure professions like teaching. Burnout—characterized by emotional exhaustion, cynicism, and reduced efficacy—is driven by job demands such as emotional strain, work-family conflict, and role overload (Miltojević et al., 2021; Cao & Zhang, 2021; Lambert et al., 2024), while resilience, the capacity to adapt and recover, acts as a protective buffer (Sanhokwe & Takawira, 2022; Rizana et al., 2022). Guided by the Job Demands-Resources (JD-R) model and Dagodog’s Burnout–Resilience Model, this study employed a quantitative design using a validated self-administered questionnaire grounded in the JD-R model and the Resilience at Work (RAW) scale. A sample of at least 110 secondary and tertiary educators was recruited through quota and snowball sampling, with data analyzed via weighted means and path analysis. Ethical protocols were strictly followed, including informed consent and confidentiality. Findings reveal a complex dynamic: while challenge demands were most prevalent, emotional and time demands were the strongest predictors of burnout—especially emotional exhaustion—though burnout models showed low predictive power (R² = 1.7%–11.9%). In contrast, resilience models showed significantly stronger fits, particularly for stress management (R² = 46.3%) and well-being (R² = 36.7%), with personal resources like emotional intelligence and optimism (β > 0.5) emerging as key drivers. Motivational and job resources had moderate effects, whereas HR strategies performed poorly and received the lowest mean rating (3.30). The study concludes that although some job stressors are unavoidable, organizations can mitigate their effects by strengthening personal development programs and enhancing key support systems to cultivate a more resilient, engaged, and productive workforce.

The first part of this chapter discusses the Job Demands-Resources (JD-R) model in general terms. We address several variations of the model, including the JD-R model of burnout and the revised JD-R model. Moreover, we discuss several extensions of the model (engagement, performance and personal characteristics). The evidence for these models is presented and discussed. The second part of the chapter focuses on the application of the model in the context of educator stress. Based on a literature search and the JD-R framework, we provide an overview of the most important findings on the task-specific, organizational and personal antecedents and consequences of educator stress. We conclude that in spite of its considerable promise as a heuristic tool in research on educator stress, as yet the potential of the JD-R model has not fully been exploited.

Based on the job demands-resources (JD-R) model, this study examines the different ways that the personal resource of mindfulness reduces stress. Structural equation modeling based on data from 415 Australian nurses shows that mindfulness relates directly and negatively to work stress and perceptions of emotional demands as well as buffering the relation of emotional demands on psychological stress. This study contributes to the literature by employing empirical analysis to the task of unravelling how personal resources function within the JD-R model. It also introduces mindfulness as a personal resource in the JD-R model.

AimThis study aims at investigating the nomological validity of the Copenhagen Psychosocial Questionnaire (COPSOQ II) by using an extension of the Job Demands-Resources (JD-R) model with aspects of work ability as outcome.Material and methodsThe study design is cross-sectional. All staff working at public dental organizations in four regions of Sweden were invited to complete an electronic questionnaire (75% response rate, n = 1345). The questionnaire was based on COPSOQ II scales, the Utrecht Work Engagement scale, and the one-item Work Ability Score in combination with a proprietary item. The data was analysed by Structural Equation Modelling.ResultsThis study contributed to the literature by showing that: A) The scale characteristics were satisfactory and the construct validity of COPSOQ instrument could be integrated in the JD-R framework; B) Job resources arising from leadership may be a driver of the two processes included in the JD-R model; and C) Both the health impairment and motivational processes were associated with WA, and the results suggested that leadership may impact WA, in particularly by securing task resources.ConclusionIn conclusion, the nomological validity of COPSOQ was supported as the JD-R model-can be operationalized by the instrument. This may be helpful for transferral of complex survey results and work life theories to practitioners in the field.

PurposeThe purpose of this paper is to examine how job resources may moderate the relationship of two types of job demands (i.e. challenge and hindrance demands) with employee engagement. It is hypothesized that job resources can buffer the association of job hindrances with employee engagement while job resources may escalate engagement in the condition of challenge demands.Design/methodology/approachThe population of the study is Scale-I officers of Indian public sector banks (PSBs). The sample included 608 Junior Management Grade–Scale I officers employed in Indian PSBs.FindingsResults of the analysis revealed a positive relationship between challenge demands and employee engagement whereas the negative relationship between hindrance demands and employee engagement. Enhancement in the positive conditional effect of challenge demands on employee engagement with the increase in values of the job resources evidenced the boosting role of job resources. Further, condition effect of hindrance demand on employee engagement at different levels of moderator showed that the negative relationship between hindrance demands and employee engagement get weakened with the increase in the level of job resources.Practical implicationsThe results highlighted the situations that may foster or thwart engagement of employees. Present findings could be guiding in several ways for designing interventions to enhance employee engagement using job demands and job resources.Originality/valueThis study adds to literature through incorporating challenge–hindrance theorization in propositions of job demands-resources model and by exploring two diverse mechanisms (buffering and boost up) which are elicited after interaction of job resources with challenge and hindrance demands in a diverse way.

The job demands-resources (JD-R) model has hardly been studied in volunteer organizations and there is a scarcity of studies evaluating self-compassion as a personal resource within the JD-R model. The present study addresses these gaps in current knowledge, first by examining the applicability of the JD-R model in a crisis line volunteer organization. Second, self-compassion is examined, both in terms of its moderating role on the exhaustion process as well as its role on the motivation process. Structural equation modelling was used for the analyses. The influence on the organizational outcome ‘compassion towards others’ was examined using a multiple regression analysis. The results showed that the JD-R model has an acceptable fit on this sample and supports the central assumption that exhaustion and motivation are two independent but related processes. This study provides evidence that self-compassion is a valuable addition to the JD-R model, as it has an indirect effect on both processes, and increases the explained variance in compassion towards others by 7% through the exhaustion process and by 3% through the motivational process. These findings point to the importance of focusing on self-compassion in training and supervision in volunteer organizations.

Job demands and driving anger: The roles of emotional exhaustion and work engagement

There is general agreement that the world of work has changed considerably in recent decades. The levels at which transformations are taking place range from the macro level of economies to the micro level of work tasks. At the macro level of economies’ structural composition, there is a continuing shift away from manufacturing toward services (postindustrialization; Bell, 1974). Especially knowledge-intensive services, such as financial, legal, or technology-linked services, are becoming more and more central to today’s economies. At the meso level of work organizations, we are witnessing a move away from hierarchical and centralized toward decentralized and flexible organizational structures (Cascio, 2003). These economic, societal, and organizational changes inevitably alter what is expected of workers and bring about new demands at the micro level of work tasks. Empirical studies show that employees feel increasing pressure to work at high speed (Green, 2004) and to plan, structure, and control their work activities autonomously (Vos & Pongratz, 1998). On the other hand, careers have become less predictable (Beck, 2009) and employment has become less stable (Blossfeld, Mills, Klijzing, & Kurz, 2005). These ongoing changes may have negative, but also positive effects on employees. As a result of these general trends and related empirical findings, there is an ongoing debate on the need for new perspectives on job demands. A few examples are given below. A current development of the job demands resources (JD-R) model distinguishes between challenge demands and hindrance demands and uses self-determination theory to explain positive motivational effects of job demands (Van den Broeck, De Cuyper, & De Witte, 2010), and an individual appraisal perspective has been implemented (Webster, Beehr, & Love, 2011) in the challenge/hindrance approach (LePine, Podsakoff, & LePine, 2005). In addition to refining theoretical approaches, new job demands have recently been introduced and empirically studied. Among other aspects, illegitimate tasks (Semmer, Tschan, Meier, Facchin, & Jacobshagen, 2010) and demands arising from temporal and spatial flexibility (Kattenbach, Demerouti, & Nachreiner, 2010; Demerouti, Derks, ten Brummelhuis, & Bakker, in press) represent such new demands, as do job demands arising from accelerated change (Kubicek, Korunka, & Ulferts, 2012; Obschonka, Silbereisen, & Wasilewski, 2012). This special issue of the Journal of Personnel Psychology aims to further develop the conceptual and empirical foundation of new job demands and invites researchers to submit papers dealing with different aspects of the topic from a personnel psychology perspective. Submissions should shed light on definition and measurement of new job demands and their potential role for motivation, training, job performance, and the general quality of working life. Possible topics of inquiry include: • New job demands and their role in personnel selection, training, development, and rewards. • New ways of working from the perspective of personnel psychology. • Motivational aspects of new job demands. • The role of individual appraisals of new job demands. • New developments in the context of the JD-R model from a personnel psychology perspective.

BackgroundA positive work environment can enhance nursing safety and patient satisfaction while alleviating nurse stress. Conversely, a poor work environment can harm nurses’ physical and mental health and compromise the quality of care, particularly in the high-intensity and shift-based setting of the ICU.ObjectivesBased on the Job demands-resources (JD-R) model, this study examined the effects of job demands and job resources in the work environment, as well as personal resources, on the night-shift alertness of ICU shift nurses.MethodsThis cross-sectional correlational exploratory study, conducted from July to September 2022, recruited 291 ICU shift nurses from a hospital in Beijing, China. The Copenhagen Psychosocial Questionnaire (COPSOQ), the Self-resilience scale, the General Self-Efficacy Scale (GSES), and the Psychomotor Vigilance Task (PVT) were used to subjectively and objectively measure the job demands, job resources, personal resources, and night-shift alertness. SPSS 26.0 and Mplus 8.3 were used to analyze the data and construct the structural equation model.ResultsThe night-shift reaction time was 251.0 ms (Median), indicating a relatively high level of alertness. Job demands were negatively correlated with both job resources (r=-0.570, P < 0.001) and personal resources (r=-0.462, P < 0.001), while a positive correlation existed between job resources and personal resources (r = 0.554, P < 0.001). The results show that increased job demands can lead to higher levels of nurse strain (β = 0.955, P < 0.001), whereas job resources were found that it can decrease strain (β=-0.477, P = 0.047). Adequate job resources can enhance motivation directly (β = 0.874, P < 0.001), subsequently reducing reaction time (β=-0.148, P = 0.044) and improving night-shift alertness among ICU shift nurses.ConclusionEnhancing ICU shift nurses’ work motivation through bolstering job resources can boost night-shift alertness. However, it is noteworthy that, in this study, neither strain nor individual resources significantly influenced nurses’ night-shift alertness. This may be attributed to the complexity of the ICU environment and individual differences. Future research should explore the relationship between these factors and nurses’ work alertness.

ABSTRACTThe distinction of challenge and hindrance stressors in the job demands–resources (JD–R) model has increasingly attracted the interest of occupational health researchers. Drawing on the differentiated JD–R framework, we tested causal, reciprocal, and interaction effects of challenge demands, hindrance demands, and job resources on emotional exhaustion, depersonalization, and work engagement. Cross-lagged structural equation modelling was used to analyse cohort data of N = 400 German physicians across three waves comprising 9 years of observation. Overall, support for our hypotheses was limited. Higher job resources were associated with reduced depersonalization in the first time lag of 2 years. No cross-lagged effects were found for the second time lag of 7 years. Out of 12 hypothesized interaction effects, only 1 significant interaction was observed, where job resources attenuated the positive association between challenge demands and depersonalization between the first and second waves. Results provide only modest support for differential effects of challenge and hindrance demands in the JD–R model. Potential shortcomings and implications for future research are discussed.

This study examined the role of three personal resources (self-efficacy, organizational-based self-esteem, and optimism) in the Job Demands-Resources (JD-R) model. The authors hypothesized that personal resources (1) moderate the relationship between job demands and exhaustion, (2) mediate the relationship between job resources and work engagement, and (3) relate to how employees perceive their work environment and well-being. Hypotheses were tested among 714 Dutch employees. Results showed that personal resources did not offset the relationship between job demands and exhaustion. Instead, personal resources mediated the relationship between job resources and engagement/exhaustion and influenced the perception of job resources. The implications of these findings for the JD-R model are discussed.

Burnout has been related to increased suicidal thoughts, lower self-esteem and dropout in university students. Engagement in students, however, has been underexplored. This study uses the Job Demands-Resources (JD-R) model and the Conservational of Resources (COR) model to contribute to the knowledge about burnout and engagement in health profession university students. In particular, the role of personal resources, including psychological flexibility, was examined. Participants were 260 nursing, social work, occupational therapy and psychology students from 10 Australian universities. Regression analyses were used to test the JD-R model with a health profession student sample. The model was extended by including personal resources and testing mediation and moderation hypotheses. Personal resources contributed significant additional variance to the model. Mediation effects of study demands and resources with psychological flexibility were found, while moderation effects were not. The results indicate the validity of the JD-R model in a health profession student population and the important role of personal resources. Further design and evaluation of interventions targeting personal resources and study demands and resources are indicated.

Deadly meals: The influence of personal and job factors on burnout and risky riding behaviours of food delivery motorcyclists