Evangelia Demerouti

The job demands-resources model of burnout

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.

The Job Demands‐Resources model: state of the art

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 models 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 role of personal resources in the job demands-resources model

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.

Towards a model of work engagement

Purpose - This paper aims to provide an overview of the recently introduced concept of work engagement. Design/methodology/approach - Qualitative and quantitative studies on work engagement are reviewed to uncover the manifestation of engagement, and reveal its antecedents and consequences. Findings - Work engagement can be defined as a state including vigor, dedication, and absorption. Job and personal resources are the main predictors of engagement; these resources gain their salience in the context of high job demands. Engaged workers are more creative, more productive, and more willing to go the extra mile. Originality/value - The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance career development in todays workplace.

Job Resources Buffer the Impact of Job Demands on Burnout.

This study tested and refined the job demands-resources model, demonstrating that several job resources play a role in buffering the impact of several job demands on burnout. A total of 1,012 employees of a large institute for higher education participated in the study. Four demanding aspects of the job (e.g., work overload, emotional demands) and 4 job resources (e.g., autonomy, performance feedback) were used to test the central hypothesis that the interaction between (high) demands and (low) resources produces the highest levels of burnout (exhaustion, cynicism, reduced professional efficacy). The hypothesis was rejected for (reduced) professional efficacy but confirmed for exhaustion and cynicism regarding 18 out of 32 possible 2-way interactions (i.e., combinations of specific job demands and resources).

Job Resources Boost Work Engagement, Particularly When Job Demands Are High

This study of 805 Finnish teachers working in elementary, secondary, and vocational schools tested 2 interaction hypotheses. On the basis of the job demands-resources model, the authors predicted that job resources act as buffers and diminish the negative relationship between pupil misbehavior and work engagement. In addition, using conservation of resources theory, the authors hypothesized that job resources particularly influence work engagement when teachers are confronted with high levels of pupil misconduct. In line with these hypotheses, moderated structural equation modeling analyses resulted in 14 out of 18 possible 2-way interaction effects. In particular, supervisor support, innovativeness, appreciation, and organizational climate were important job resources that helped teachers cope with demanding interactions with students.

Job demands and job resources as predictors of absence duration and frequency

This study among 214 nutrition production employees uses the Job Demands–Resources (JD–R) model to predict future company registered absenteeism. According to this model, job demands are primarily responsible for health impairment, whereas job resources lead primarily to increased motivation and attachment to work and the organization. Consistent with hypotheses derived from the JD–R model and the absenteeism literature, results of structural equation modeling analyses show that job demands are unique predictors of burnout (i.e., exhaustion and cynicism) and indirectly of absence duration, whereas job resources are unique predictors of organizational commitment, and indirectly of absence spells. These findings have implications for individual and organizational interventions aimed at reducing absenteeism. 2003 Elsevier Science (USA). All rights reserved.

Dual processes at work in a call centre: An application of the job demands – resources model

This study among 477 employees working in the call centre of a Dutch telecom company (response 88%) examined the predictive validity of the job demands – resources (JD – R) model for self-reported absenteeism and turnover intentions. The central hypothesis was that job demands would be the most important predictors of absenteeism, through their relationship with health problems (i.e., exhaustion and Repetitive Strain Injury—RSI), whereas job resources would be the most important predictors of turnover intentions, through their relationship with involvement (i.e., organizational commitment and dedication). Results of a series of SEM analyses largely supported these dual processes. In the first energy-driven process, job demands (i.e., work pressure, computer problems, emotional demands, and changes in tasks) were the most important predictors of health problems, which, in turn, were related to sickness absence (duration and long-term absence). In the second motivation-driven process, job resources (i.e., social support, supervisory coaching, performance feedback and time control) were the only predictors of involvement, which, in turn, was related to turnover intentions. Additionally, job resources had a weak negative relationship with health problems, and health problems positively influenced turnover intentions. The application of the JD – R model as a human resource management tool in call centres as well as in other organizations is discussed.

The loss spiral of work pressure, work-home interference and exhaustion: Reciprocal relations in a three-wave study

This study tested the loss spiral hypothesis of work–home interference (WHI). Accordingly, work pressure was expected to lead to WHI and exhaustion, and, vice versa, exhaustion was expected to result in more WHI and work pressure over time. Results of SEM-analyses using three waves of data obtained from 335 employees of an employment agency offered strong support for this hypothesis. It was found that T1 work pressure and exhaustion were determinants of T2 and T3 WHI, whereas T1 WHI was a causal determinant of T2 and T3 exhaustion and work pressure. In addition, work pressure and exhaustion had causal and reversed causal relationships over time. These empirical findings suggest that common theoretical models postulating the causal chain of work pressure ! WHI ! exhaustion are inadequate. Rather, more elaborated models including reciprocal relationships between work characteristics, WHI and employee well-being seem more appropriate. 2003 Elsevier Science (USA). All rights reserved.

The convergent validity of two burnout instruments : a multitrait-multimethod analysis

Summary This study examined the factorial and convergent validity of the OLdenburg Burnout Inventory (OLBI) and the Maslach Burnout Inventory - General Survey (MBI-GS) among 232 Greek employees fro...