Job demands-resources model - Wikipedia

The job demands-resources model (JD-R model) is an occupational stress model that suggests strain is a response to imbalance between demands on the ... Jobdemands-resourcesmodel FromWikipedia,thefreeencyclopedia Jumptonavigation Jumptosearch Thejobdemands-resourcesmodel(JD-Rmodel)isanoccupationalstressmodelthatsuggestsstrainisaresponsetoimbalancebetweendemandsontheindividualandtheresourcesheorshehastodealwiththosedemands.[1][2]TheJD-Rwasintroducedasanalternativetoothermodelsofemployeewell-being,suchasthedemand-controlmodelandtheeffort-rewardimbalancemodel. TheauthorsoftheJD-Rmodelarguethatthesemodels"havebeenrestrictedtoagivenandlimitedsetofpredictorvariablesthatmaynotberelevantforalljobpositions"(p.309).[1]Therefore,theJD-Rincorporatesawiderangeofworkingconditionsintotheanalysesoforganizationsandemployees.Furthermore,insteadoffocusingsolelyonnegativeoutcomevariables(e.g.,burnout,illhealth,andrepetitivestrain)theJD-Rmodelincludesbothnegativeandpositiveindicatorsandoutcomesofemployeewell-being. Contents 1Basicassumptions 2Evidence 3Practicalimplications 4ContinuingResearch 5Seealso 6References Basicassumptions[edit] TheJD-Rmodelcanbesummarizedwithashortlistofassumptions/premises:[1][3][4] Whereaseveryoccupationmayhaveitsownspecificriskfactorsassociatedwithjobstress,thesefactorscanbeclassifiedintwogeneralcategories:jobdemandsandjobresources. Jobdemands:physical,psychological,social,ororganizationalaspectsofthejob,thatrequiresustainedphysicaland/orpsychologicaleffortorskills.Therefore,theyareassociatedwithcertainphysiologicaland/orpsychologicalcosts.Examplesareworkpressureandemotionaldemands. Jobresources:physical,psychological,social,ororganizationalaspectsofthejobthatareeither:functionalinachievingworkgoals;reducejobdemandsandtheassociatedphysiologicalandpsychologicalcost;stimulatepersonalgrowth,learning,anddevelopment.Examplesarecareeropportunities,supervisorcoaching,role-clarity,andautonomy. WorkplaceResourcesvs.PersonalResources:TheauthorsoftheJD-Rmakeadistinctionbetweenworkplaceresourcesandpersonalresources. Twodifferentunderlyingpsychologicalprocessesplayaroleinthedevelopmentofjobstrainandmotivation.[5]Thefirstarephysicalandsocialresourcesavailableintheworkplacesetting.Thelatter,personalresources,arethosetheemployeebringswiththem.Theseconsistofspecificpersonalitytraits:self-efficacyandoptimism.[5]Bothtypesofresourcesarepowerfulmediatorsofemployeewell-being(e.g.engagement).[5] OutcomesofContinuedJobStrain Healthimpairmentprocess:throughthisprocess,poorlydesignedjobsorchronicjobdemandsexhaustemployees'mentalandphysicalresources.Inturn,thismightleadtothedepletionofenergyandtohealthproblems. OutcomesofAbundantJobandPersonalResources Motivationalprocess:throughthisprocess,jobresourcesexerttheirmotivatingpotentialandleadtohighworkengagement,lowcynicism,andexcellentperformance.Jobresourcesmayplayeitheranintrinsicoranextrinsicmotivationalrole. Theinteractionbetweenjobdemandsandjobresourcesisimportantforthedevelopmentofjobstrainandmotivationaswell.AccordingtotheJD-Rmodel,jobresourcesmaybuffertheeffectofjobdemandsonjobstrain,includingburnout.[4]Whichspecificjobresourcesbuffertheeffectofdifferentjobdemands,dependsontheparticularworkenvironment.Thus,differenttypesofjobdemandsandjobresourcesmayinteractinpredictingjobstrain.Goodexamplesofjobresourcesthathavethepotentialofbufferingjobdemandsareperformancefeedbackandsocialsupport(e.g.,[6]). Jobresourcesparticularlyinfluencemotivationorworkengagementwhenjobdemandsarehigh.Thisassumptionisbasedonthepremisesoftheconservationofresources(COR)theory.[7]Accordingtothistheory,peoplearemotivatedtoobtain,retainandprotecttheirresources,becausetheyarevaluable.Hobfoll([8])arguesthatresourcegainacquiresitssaliencyinthecontextofresourceloss.Thisimpliesthatjobresourcesgaintheirmotivationalpotentialparticularlywhenemployeesareconfrontedwithhighjobdemands.Forexample,whenemployeesarefacedwithhighemotionaldemands,thesocialsupportofcolleaguesmightbecomemorevisibleandmoreinstrumental. Evidence[edit] Evidenceforthedualprocess:anumberofstudieshavesupportedthedualpathwaystoemployeewellbeingproposedbytheJD-Rmodel.Ithasbeenshownthatthemodelcanpredictimportantorganizationaloutcomes(e.g.[9][10][3]Takentogether,researchfindingssupporttheJD-Rmodel'sclaimthatjobdemandsandjobresourcesinitiatetwodifferentpsychologicalprocesses,whicheventuallyaffectimportantorganizationaloutcomes(seealso,[4][11][12]).Whenbothjobdemandsandresourcesarehigh,highstrainandmotivationistobeexpected.Whenbotharelow,absenceofstrainandmotivationistobeexpected.Consequently,thehighdemands-lowresourcesconditionshouldresultinhighstrainandlowmotivationwhilethelowdemands-highresourcesconditionshouldhaveasaconsequencelowstrainandhighmotivation. Evidenceforthebuffereffectofjobresources:somesupporthasbeenobtainedfortheproposedinteractionbetweenjobdemandsandjobresourcesintheirrelationshipwithemployeewellbeing(see,[13][14]).However,mostpublishedstudiesonthemodeldideithernotexamineornotreportsuchinteractions,whereasthepracticalrelevanceofthisinteraction–ifpresent–isusuallysmall.Inalarge-scalestudy,itwasfoundthatthisinteractionaccountedforonaverageonly0.5%ofthedifferencesamongworkersintaskenjoymentandworkcommitment.[15] Evidenceforthesalienceofjobresourcesinthecontextofhighjobdemands:onepreviousstudyoutsidetheframeworkoftheJD-Rmodelhassupportedthehypothesisthatresourcesgaintheirsalienceinthecontextofhighdemands(see.[16])StudiesusingtheJD-Rmodelhaveshownthatjobresourcesparticularlyaffectworkengagementwhenjobdemandsarehigh(see[17]);and[18]). Practicalimplications[edit] TheJD-Rmodelassumesthatwhereaseveryoccupationmayhaveitsownspecificworkingcharacteristics,thesecharacteristicscanbeclassifiedintwogeneralcategories(i.e.jobdemandsandjobresources),thusconstitutinganoverarchingmodelthatmaybeappliedtovariousoccupationalsettings,irrespectiveoftheparticulardemandsandresourcesinvolved.ThecentralassumptionoftheJD-Rmodelisthatjobstraindevelops–irrespectiveofthetypeofjoboroccupation–when(certain)jobdemandsarehighandwhen(certain)jobresourcesarelimited.Incontrast,workengagementismostlikelywhenjobresourcesarehigh(alsointhefaceofhighjobdemands).ThisimpliesthattheJD-Rmodelcanbeusedasatoolforhumanresourcemanagement.[1] ContinuingResearch[edit] ThemostrecentarticlewrittenbytheauthorsoftheoriginalJD-Rpaperproposesthattheinteractionsofdemandsandresourcesarenuancedandnotclearlyunderstood.[19]HereBakkerandDemeroutisuggestthatdemandsmaysometimesactuallyhaveapositiveinfluenceontheemployee,byprovidingachallengetobeovercomeratherthananinsurmountableobstacle.Inthissamearticle,theauthorsdescribeacumulativeeffectofdemandsandresourcesintheirsuggestionofgainandlossspirals.TheyconcludethattheseissuesandthatofworkplaceaggressionmayallbepartoftheJD-Rframework. Seealso[edit] EuropeanAcademyofOccupationalHealthPsychology Occupationalhealthpsychology Occupationalstress SocietyforOccupationalHealthPsychology Stressmanagement References[edit] ^abcdBakker,A.B.;Demerouti,E.(2007)."TheJobDemands-Resourcesmodel:Stateoftheart".JournalofManagerialPsychology.22(3):309–328.doi:10.1108/02683940710733115. ^Demerouti,E.;Bakker,A.B.;Nachreiner,F.;Schaufeli,W.B.(2001a)."Thejobdemands-resourcesmodelofburnout".JournalofAppliedPsychology.86(3):499–512.doi:10.1037/0021-9010.86.3.499. ^abBakker,A.B.;Demerouti,E.;DeBoer,E.;Schaufeli,W.B.(2003b)."Jobdemandsandjobresourcesaspredictorsofabsencedurationandfrequency".JournalofVocationalBehavior.62(2):341–56.doi:10.1016/s0001-8791(02)00030-1. ^abcBakker,A.B.;Demerouti,E.;Taris,T.;Schaufeli,W.B.;Schreurs,P.(2003c)."Amulti-groupanalysisoftheJobDemands-Resourcesmodelinfourhomecareorganizations".InternationalJournalofStressManagement.10:16–38.doi:10.1037/1072-5245.10.1.16. ^abcHuang,Jie;Wang,Yansong;You,Xuqun(2016-12-01)."TheJobDemands-ResourcesModelandJobBurnout:TheMediatingRoleofPersonalResources".CurrentPsychology.35(4):562–569.doi:10.1007/s12144-015-9321-2.ISSN 1046-1310. ^Haines,V.A.;Hurlbert,J.S.;Zimmer,C.(1991)."Occupationalstress,socialsupport,andthebufferhypothesis".WorkandOccupations.18(2):212–35.doi:10.1177/0730888491018002005. ^Hobfoll,S.E.(2001)."Theinfluenceofculture,community,andthenested-selfinthestressprocess:advancingconservationofresourcestheory".AppliedPsychology:AnInternationalReview.50(3):337–70.doi:10.1111/1464-0597.00062. ^Hobfoll,S.E.(2002)."Socialandpsychologicalresourcesandadaptation".ReviewofGeneralPsychology.6(4):307–24.doi:10.1037/1089-2680.6.4.307. ^Bakker,A.B.;Demerouti,E.;Schaufeli,W.B.(2003a)."Dualprocessesatworkinacallcentre:anapplicationoftheJobDemands-Resourcesmodel".EuropeanJournalofWorkandOrganizationalPsychology.12:393–417.doi:10.1080/13594320344000165. ^Hakanen,J.J.;Bakker,A.B.;Schaufeli,W.B.(2006)."Burnoutandworkengagementamongteachers".JournalofSchoolPsychology.43(6):495–513.doi:10.1016/j.jsp.2005.11.001. ^Schaufeli,W.B.;Bakker,A.B.(2004)."Jobdemands,jobresources,andtheirrelationshipwithburnoutandengagement:amulti-samplestudy".JournalofOrganizationalBehavior.25(3):293–315.doi:10.1002/job.248. ^Schaufeli,W.B.;Bakker,A.B.;VanRhenen,W.(2009)."Howchangesinjobdemandsandresourcespredictburnout,workengagement,andsicknessabsenteeism".JournalofOrganizationalBehavior.30(7):893–917.doi:10.1002/job.595. ^Bakker,A.B.;Demerouti,E.;Euwema,M.C.(2005)."Jobresourcesbuffertheeffectofjobdemandsonburnout".JournalofOccupationalHealthPsychology.10(2):170–80.doi:10.1037/1076-8998.10.2.170.PMID 15826226. ^Xanthopoulou,D.,A.B.Bakker,E.DemeroutiandW.B.Schaufeli(2007)."Theroleofpersonalresourcesinthejobdemands-resourcesmodel."Internationaljournalofstressmanagement14(2):121.DOI:10.1037/1072-5245.14.2.121 ^Bakker,A.B.;VanVeldhoven,M.;Xanthopoulou,D.(2010)."BeyondtheDemand-Controlmodel:Thrivingonhighjobdemandsandresources".JournalofPersonnelPsychology.9:3–16.doi:10.1027/1866-5888/a000006. ^Billings,D.W.;Folkman,S.;Acree,M.;Moskowitz,J.T.(2000)."Copingandphysicalhealthduringcare-giving:therolesofpositiveandnegativeaffect".JournalofPersonalityandSocialPsychology.79:131–42.doi:10.1037/0022-3514.79.1.131.PMID 10909883. ^Hakanen,J.J.;Bakker,A.B.;Demerouti,E.(2005)."Howdentistscopewiththeirjobdemandsandstayengaged:themoderatingroleofjobresources".EuropeanJournalofOralSciences.113(6):479–87.doi:10.1111/j.1600-0722.2005.00250.x.PMID 16324137. ^Bakker,A.B.;Hakanen,J.J.;Demerouti,E.;Xanthopoulou,D.(2007)."Jobresourcesboostworkengagement,particularlywhenjobdemandsarehigh".JournalofEducationalPsychology.99(2):274–284.doi:10.1037/0022-0663.99.2.274.hdl:1765/12116. ^Bakker,Arnold(10October2016)."JobDemands–ResourcesTheory:TakingStockandLookingForward".JournalofOccupationalHealthPsychology.ProQuest 1826808940. 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