Job Demands-Resources Model (JD-R Model) - Toolshero

The Job Demands-Resources Model, or JD-R model, is a model that encourages the functioning of employee well-being. It is used by managers and ... FreeTrialforProfessionals Freeforstudents Freeforteachers MyAccount ×Close Themes ChangeManagement Communicationmethods Creativity DecisionMaking FinancialManagement HumanResources(HR) InformationTechnology(IT) Innovation Leadership Management Marketing PersonalDevelopment ProjectManagement ProblemSolving Psychology QualityManagement Sociology Strategy Toolsheroes Tools Knowledgebase Templates Videos Memberships&Pricing FreeTrialforProfessionals Freeforstudents Freeforteachers MyAccount Home»HumanResources(HR)»JobDemandsResourcesModel JobDemandsResourcesModel JobDemandsResourcesModel:thisarticleprovidesapracticalexplanationoftheJobDemands-ResourcesModelorJD-Rmodelforworkengagement.Afterreading,you’llhaveabasicunderstandingofthispowerfulmanagementtool. WhatistheJobDemands-ResourcesModel TheJobDemands-ResourcesModel,orJD-Rmodel,isamodelthatencouragesthefunctioningofemployeewell-being.Itisusedbymanagersandsupervisorstomanageemployees’involvement.Theworkstressmodelsuggeststhatstressarisesfromtheimbalancebetweentherequirementsofthejobandtheresourcestheemployeehasavailabletomeetthoserequirements. Themodeldividestheworkingconditionsintotwocomponents:jobrequirementsandjobresources.Furthermore,themodelshowsthatwhenthejobresourcesarescarceandjobrequirementsarehigh,factorssuchasstressandthechanceofaburn-outincrease.Ifthejobresourcesaresufficientlyavailableandthejobrequirementsarehigh,therightfactors,suchasinvolvementandperformancelevels,areimproved. Doyouwantunlimitedandad-freeaccess?  Findoutmore TheJobDemands-ResourcesModel(JD-Rmodel)wasintroducedin2006asanalternativetothealreadyexistingmodelsforemployeewell-being.TheauthorsoftheJobDemands-ResourcesModelareEvaDemerouti&ArnoldBakker. Theypublishedtheresultsofalong-termstudyinTheJournalofManagerialPsychology. JobDemandsResourcesModelComponents ThestudypriortothecreationofthisJD-Rmodeldeliveredprooffortheexistenceofthesetwosimultaneouslyoccurringprocesses.Acomplexjobdemandsalotofmentalandphysicalcapacitiesofemployees.Thiscanleadtoenergydepletionandhealthproblems. However,whenthejobresourcesdon’tformanobstacle,thesecouldimprovetheinvolvementofemployeesandtheperformanceoftheorganisationasawhole.Thisisgenerallytrueforpeoplewithahighposition.Forpeoplewithalowerposition,theavailabilityofjobresourcesdoesn’tnecessarilycreateextramotivation. JobRequirements Jobrequirementsconcernthephysical,socialoremotionalcharacteristicsofthejobandtheworkenvironment.Thismainlyconcernsfactorssuchastimepressure,workpressure,relationships,stressfulenvironmentsandleadership.Theseoftendemandlong-termphysicaland/orpsychologicaleffortandskills. JobResources Thejobresources,alsocalledpositives,arethephysical,organisationalorsocialfactorsthathelptheemployeetoachievetheestablishedobjectivesandreducestress.Allresourcesthatareusedtoreducethejobrequirementsfallunderthejobresources.Examplesoftheseare:coaching,careerdevelopmentopportunities,goodrelationships,autonomy,andmore. Balance ThebalancebetweenthejobresourcesindeJD-RModelandthejobrequirementsdeterminesthedegreetowhichemployeesfeelenergisedbytheirjob.Ifthebalanceisnegative,andtheworkdemandsmoreintermsofenergythanityields,thisleadstoaburnoutorphysicalsymptoms.Thebalanceispositivewhenthejobyieldsmoreenergythanitcosts.Thisleadstoanengagementvisibleintheattitudeandbehaviourofemployees.Usually,theydisplaycharacteristicssuchasinvolvement,loyalty,goal-orientationandoftentakeinitiative.Theyalwaysputin200percentandthereforeperformwellatwork.Incaseofimbalance,however,theemployeesareexhaustedandfeelburnedout. PositiveOutcomes Theemployeeismoreproductive Thereislittleabsence Theworkingatmosphereispleasant NegativeOutcomes Relativelyunproductive Lackoffocus Moremistakes Negativeworkingatmosphere Moreabsence JobDemands-ResourcesModel:TheRoleofInvolvedEmployees BothemployeesatisfactionandemployeeinvolvementplayacentralroleintheJobDemands-ResourcesModel(JD-RModel).Employeesatisfactionindicateshowhappyorsatisfiedtheemployeesare.Satisfiedemployeesmoreoftenhaveagoodbalancebetweenjobresourcesandjobrequirements.Asatisfiedemployeeisalsogenerallymoreinvolved.Andinvolvedemployeescreatevaluefortheorganisation. Employeeinvolvementexceedssimplyattendingeventsorcarryingoutactivities.Involvedemployeeslookatthebigpicture,understandtheorganisationalobjectives,andtheirrole.Thisleadstobetterdecisionmaking,whichisessentialingainingalargermarketshare. ManagingEmployeeInvolvement Asamanager,itcanbechallengingtokeepyouremployeessufficientlymotivatedandinvolved.Yet,throughouttheyears,manystudieshavebeenconductedintoemployeesatisfactionandhowmanagerscanactivelyencouragethis.Severaltipsforencouraginginvolvementare: Achieveandcelebrateresults Createnewstrategies Makethejobsattractive Createconnectedness Beanauthenticleader Acknowledgeemployeesinthepresenceofothers Befullyinvolvedwiththeemployees Identifyyourselfwiththeorganisation JobDemands-ResourcesModel:Step-by-stepPlantoDetermineYourPersonalBalance TheJobDemands-ResourcesModel(JD-RModel)iseasytoapplyandcanbeusedforeachposition.Usethestep-by-stepplanbelowtodetermineyourworkbalance. ConsultthearticleaboutRobertKarasek’sJobDemandControlModelforfurtherinformationonworkbalance. 1.Identifyjobrequirements Startbymakingalistofalljobrequirementsoftheposition.Jobrequirementsincludeallphysical,psychological,socialororganisationalaspectsofajob.Examplesoftheseare: Highworkpressure Timepressure Availability Workspeed Effort Complexity Energyuse Unpleasantworkenvironment Poorworkrelationships Unclearobjectives Bureaucraticinefficiencies Emotionallydrainingactivities Limitedopportunitiesforcareergrowth 2.Identifyjobresources Thelistofjobrequirementsmightlooknegative,butdoesn’tnecessarilyhavetobeso.Thelistincludesexamplesandthejobrequirementsdifferperjob.Whentherightresourcesareavailable,thismightevencreateextramotivation.Notedownalljobresourcestocomparethesetothejobrequirementsinthenextstep. Opportunitiesforcareergrowth Personaldevelopmentopportunities Autonomy Coaching Clarityregardingpositions Pleasantworkenvironment Goodworkrelationships 3.Determinethebalance Theexactcostsandbenefitsaredifferentforeveryone.Thinkaboutwhetheryourjobdemandsmoreenergythanityields. 4.Beproactiveinrestoringthebalance Incaseofanimbalancebetweenrequirementsandresources,activelylookforwaystorestorethejobresources.Manyofthesematterscanbechangedwithoutthiscostingtoomuchmoney.Onewaytofindoutwhatcouldbeimprovedontheworkflooristospeakwithco-workers.Ifyouagreeoncertainmatters,discussitwithmanagementorthesupervisor. JobDemands-ResourcesModel(JD-RModel)Summary TheJobDemands-ResourcesModel(JD-RModel),isamodelthatstudiesthefunctioningofemployees’well-being. Themodelconsistsoftwomainelements:jobrequirementsandjobresources.Jobrequirementsconcernthephysical,socialoremotionalcharacteristicsofthejobandtheworkenvironment.Thejobresourcesencompassorganisationalorsocialfactorsthatcouldhelptheemployeetostriveforobjectives. Thebalancebetweenthesetwofactorsisverytellingabouttheexperiencedstresslevelsandthewell-beingoftheemployees.Positiveoutcomesinclude:higherproductivity,littleabsenceandgoodworkrelationships.Negativeoutcomes:lackoffocus,moremistakesandmoreabsence. TheJobDemands-ResourcesModel(JD-RModel)canbeusedbyeveryonewithajobtodeterminethebalance. Forthispurpose,theusermustcreatealistofthejobrequirements,andcomparethistothelistofjobresourcesandpositives. Incaseofanimbalance,jobresourcesmustbepro-activelybepromoted.Makingsureanemployeeisinvolveddoesn’tjustbenefittheemployee’swell-being,italsobenefitstheentireorganisationthroughtheextravalueheoffers. GetToolsheroupdatesonnewmethods,modelsandtheories!  Joinus NowIt’sYourTurn Whatdoyouthink?AreyoufamiliarwiththeexplanationoftheJobDemands-ResourcesModel(JD-RModel)?Haveyoualreadyusedthestep-by-stepplaninthisarticletodetermineyourownbalance?Whichothermodelsonemployeewell-beingdoyouknow?Doyouhaveanytipsoradditionalcomments? Shareyourexperienceandknowledgeinthecommentsboxbelow. Moreinformation Bakker,A.B.,Demerouti,E.,&Verbeke,W.(2004).Usingthejobdemands‐resourcesmodeltopredictburnoutandperformance.HumanResourceManagement:PublishedinCooperationwiththeSchoolofBusinessAdministration,TheUniversityofMichiganandinalliancewiththeSocietyofHumanResourcesManagement,43(1),83-104. Bakker,A.B.,&Demerouti,E.(2007).Thejobdemands-resourcesmodel:Stateoftheart.Journalofmanagerialpsychology,22(3),309-328. Demerouti,E.,Bakker,A.B.,Nachreiner,F.,&Schaufeli,W.B.(2001).Thejobdemands-resourcesmodelofburnout.JournalofAppliedpsychology,86(3),499. Demerouti,E.,&Bakker,A.B.(2011).Thejobdemands-resourcesmodel:Challengesforfutureresearch.SAJournalofIndustrialPsychology,37(2),01-09. Xanthopoulou,D.,Bakker,A.B.,Demerouti,E.,&Schaufeli,W.B.(2007).Theroleofpersonalresourcesinthejobdemands-resourcesmodel.Internationaljournalofstressmanagement,14(2),121. Howtocitethisarticle: Janse,B.(2019).JobDemands-ResourcesModel.Retrieved[insertdate]fromtoolshero:https://www.toolshero.com/human-resources/job-demands-resources-model/ Addalinktothispageonyourwebsite: toolshero:JobDemands-ResourcesModel Publishedon:15/07/2019|Lastupdate:10/02/2022 Didyoufindthisarticleinteresting?YourratingismorethanwelcomeorsharethisarticleviaSocialmedia!SubmitRatingAveragerating4/5.Votecount:11Novotessofar!Bethefirsttoratethispost.Wearesorrythatthispostwasnotusefulforyou!Letusimprovethispost!Tellushowwecanimprovethispost?SubmitFeedback Tagged: strategichumanresourcemanagement RelatedARTICLES JackWelch September29,2022 Outplacement September20,2022 HRAnalytics September19,2022 DaveUlrich September1,2022 RAREFACTOR August25,2022 EmployerBranding July5,2022 ALSOINTERESTING KirkpatrickModel September23,2022 HolmesandRaheStressScale September19,2022 PersonalDevelopmentPlan(PDP) September14,2022 LeaveaReplyCancelreplyYoumustbeloggedintopostacomment. 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