The Job Demands-Resources Model Explained

Journal of Managerial Psychology
The Job Demands-Resources model: state of the art

Arnold B. Bakker, Evangelia Demerouti,
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The Job
The Job Demands-Resources Demands-
model: state of the art Resources model
Arnold B. Bakker
Erasmus University Rotterdam, Institute of Psychology, 309
Department of Work and Organizational Psychology, Rotterdam,
The Netherlands, and Received June 2006
Revised October 2006
Evangelia Demerouti Accepted October 2006
Utrecht University, Department of Social and Organizational Psychology,
Utrecht, The Netherlands
Abstract
Purpose The purpose of this paper is to give a state-of-the art overview of the Job
Demands-Resources (JD-R) model
Design/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 improve employee well being and performance.
Keywords Employees, Employee behaviour, Human resource management
Paper type Research paper
During the past three decades, many studies have shown that job characteristics can
have a profound impact on employee well being (e.g. job strain, burnout, work
engagement). For example, research has revealed that job demands such as a high
work pressure, emotional demands, and role ambiguity may lead to sleeping problems,
exhaustion, and impaired health (e.g. Doi, 2005; Halbesleben and Buckley, 2004),
whereas job resources such as social support, performance feedback, and autonomy
may instigate a motivational process leading to job-related learning, work engagement,
and organizational commitment (e.g. Demerouti et al., 2001; Salanova et al., 2005; Taris
and Feij, 2004). Although these previous studies have produced a long list of possible
antecedents of employee well being, theoretical progress has been limited. Many
studies have either used a laundry-list approach to predict employee well being, or they
have relied on one of two influential job stress models, namely the demand-control
model (Karasek, 1979) and the effort-reward imbalance model (Siegrist, 1996).
The present article outlines the strengths and weaknesses of both models regarding Journal of Managerial Psychology
Vol. 22 No. 3, 2007
their predictive value for employee well being. We will argue that most research on the pp. 309-328
demand-control model and the effort-reward imbalance model has been restricted to a q Emerald Group Publishing Limited
0268-3946
given and limited set of predictor variables that may not be relevant for all job DOI 10.1108/02683940710733115
JMP positions. In addition, the vast majority of previous studies have focused on negative
outcome variables, including burnout, ill health, and repetitive strain. The central aim
22,3 of this article is to give an overview of the Job Demands-Resources (JD-R) model
(Demerouti et al., 2001a), which incorporates many possible working conditions, and
focuses on both negative and positive indicators of employee well being. The JD-R
model can be applied to a wide range of occupations, and can be used to improve
310 employee well being and performance.
Balance models of employee well being

Point of departure of several models in the occupational health literature is that job strain
is the result of a disturbance of the equilibrium between the demands employees are
exposed to and the resources they have at their disposal. For example, according to the
well-known demand-control model (DCM; Karasek, 1979, 1998), job strain is particularly
caused by the combination of high job demands (particularly work overload and time
pressure) and low job control the working individuals potential control over his tasks
and his conduct during the working day (Karasek, 1979, pp. 289-290). Thus, one basic
premise in the DCM is that employees who can decide themselves how to meet their job
demands do not experience job strain (e.g. job-related anxiety, health complaints,
exhaustion, and dissatisfaction). According to Karasek (1979), p. 287):
The individuals decision latitude is the constraint which modulates the release or
transformation of stress (potential energy) into the energy of action.
There is indeed empirical evidence showing that particularly the combination of high
job demands and low job control is an important predictor of psychological strain and
illness (Karasek, 1979; Schnall et al., 1994). Although the literature provides
considerable support for the strain hypothesis, support for the buffer hypothesis
stating that control can moderate the negative effects of high demands on well being
is less consistent (De Jonge and Kompier, 1997; Van der Doef and Maes, 1999). This
may suggest that job control is only partly able to buffer the impact of job demands on
employee well being. Nevertheless, the DCM has dominated the empirical research on
job stress and health over the past 20 years (see also Cordery, 1997).
An alternative model, the effort-reward imbalance (ERI) model (Siegrist, 1996)
emphasizes the reward, rather than the control structure of work. The ERI-model
assumes that job strain is the result of an imbalance between effort (extrinsic job
demands and intrinsic motivation to meet these demands) and reward (in terms of salary,
esteem reward, and security/career opportunities i.e. promotion prospects, job security
and status consistency). The basic assumption is that a lack of reciprocity between effort
and reward (i.e. high effort/low reward conditions) will lead to arousal and stress (cf.
equity theory; Walster et al., 1978), which, in turn, may lead to cardiovascular risks and
other strain reactions. Thus, having a demanding, but unstable job, achieving at a high
level without being offered any promotion prospects, are examples of a stressful
imbalance (De Jonge et al., 2000). The combination of high effort and low reward at work
was indeed found to be a risk factor for cardiovascular health, subjective health, mild
psychiatric disorders and burnout (for a review, see Van Vegchel et al., 2005). Unlike the
DCM, the ERI-model introduces a personal component in the model as well. Over
commitment is defined as a set of attitudes, behaviors and emotions reflecting excessive
striving in combination with a strong desire of being approved and esteemed. According
to the model, over commitment may moderate the association between effort-reward
imbalance and employee well being. Thus, personality is expected to be able to further The Job
qualify the interaction between effort and reward. Some evidence for this pattern has
indeed been reported (e.g. De Jonge et al., 2000).
Demands-
Resources model
Strengths and weaknesses of both models
The basic assumption of both the DCM and the ERI-model is that job demands
particularly lead to job strain (and in extreme cases to burnout), when certain job 311
resources are lacking (autonomy in the DCM; salary, esteem reward and security/career
opportunities in the ERI-model). In general, one may argue that the strength of these
models lies in their simplicity. This can also be seen as a weakness, since the complex
reality of working organizations is reduced to only a handful of variables. This simplicity
does no justice to reality. Indeed, research on employee well being has produced a laundry
list of job demands and (lack of) job resources as potential predictors, not only including
high psychological and physical job demands (lack of) rewards, and (lack of) autonomy,
but also emotional demands, social support from colleagues, supervisory support, and
performance feedback, to name only a few (see Halbesleben and Buckley, 2004; Kahn and
Byosserie, 1992; Lee and Ashforth, 1996). This raises the question whether the DCM and
ERI-model are applicable to the universe of job positions, and whether in certain
occupations other combinations of demands and (lack of) resources than the ones
incorporated in the models may be responsible for employee well being. Some scholars
have acknowledged this in their research and included physical and emotional demands
in the DCM or ERI-model (De Jonge et al., 1999; Van Vegchel et al., 2002).
A related point of critique is the static character of the two models. Thus, it is
unclear why autonomy is the most important resource for employees in the DCM (and
additionally social support in the extended demand-control-support model; Johnson
and Hall, 1988). Would it not be possible that in certain work situations totally different
resources prevail (for example inspirational leadership in an internet company, or open
communication among reporters of a local TV station)? In a similar vein, the ERI-model
(Siegrist, 1996) postulates salary, esteem reward, and status control as the most
important job resources that may compensate for the impact of job demands on strain.
Why is autonomy not incorporated in this model? Are salary and status control more
important job resources than task identity and a high quality relationship with ones
supervisor? Thus, the models do not leave room for the integration of other
work-related factors that can (and have been found to) be related to well being.
Moreover, it is unclear why work pressure or (intrinsic and extrinsic) effort should
always be the most important job demands. It seems evident that the choice of
researchers for a certain model implies one-sided attention for specific aspects of the
work environment, whereas other aspects are neglected. This is a serious draw back,
since we know that certain job demands like emotional demands are highly
prevalent in some specific occupations (e.g. teachers, nurses, doctors, and waitresses;
Bakker et al., 2000c; Hochschild, 1983; Morris and Feldman, 1996), whereas they are
virtually absent in other occupations. For example, the work of control room operators
and air-traffic controllers is more about the processing of information than about
working with people (Demerouti et al., 2001a, b), and therefore mental job demands are
more important in these occupations.
Although empirical tests of Karasek (1979) DCM have primarily focused on work
overload and time pressure as indicators of job demands, and on skill discretion and
decision latitude as indicators of job control, Karasek included role conflict in his
original job demands measure, and stated that:
JMP The goal in constructing the scale of job demands is to measure the psychological stressors
involved in accomplishing the work load, stressors related to unexpected tasks, and stressors
22,3 of job-related personal conflict (Karasek, 1979, p. 291).
He added that:
Stressors such as fear of unemployment or occupational career problems might also
contribute to these measures (p. 291).
312
In a similar vein, Karasek stated:
In future research it would be desirable to discriminate between the effects of several different
aspects of decision latitude (i.e. with respect to skill, task organization, time pacing,
organizational policy influence, control over potential uncertainties, decision resources) (p. 290).
This all implies that Karasek acknowledged the relevance of a wider range of job
demands and resources. Nevertheless, most studies on the DCM and the ERI-model
have been restricted to a given and limited set of independent variables that may not be
relevant for all job positions.
The job demands-resources model

At the heart of the Job Demands-Resources (JD-R) model (Bakker et al., 2003b; c;
Demerouti et al., 2001a, b) lies the assumption that whereas every occupation may have
its own specific risk factors associated with job stress, these factors can be classified in
two general categories (i.e. job demands and job resources), thus constituting an
overarching model that may be applied to various occupational settings, irrespective of
the particular demands and resources involved. Job demands refer to those physical,
psychological, social, or organizational aspects of the job that require sustained physical
and/or psychological (cognitive and emotional) effort or skills and are therefore
associated with certain physiological and/or psychological costs. Examples are a high
work pressure, an unfavorable physical environment, and emotionally demanding
interactions with clients. Although job demands are not necessarily negative, they may
turn into job stressors when meeting those demands requires high effort from which the
employee has not adequately recovered (Meijman and Mulder, 1998).
Job resources refer to those physical, psychological, social, or organizational aspects
of the job that are either/or:
.
Functional in achieving work goals.
.
Reduce job demands and the associated physiological and psychological costs.
.
Stimulate personal growth, learning, and development.
Hence, resources are not only necessary to deal with job demands, but they also are
important in their own right. This agrees with Hackman and Oldham (1980) job
characteristics theory that emphasizes the motivational potential of job resources at the
task level, including autonomy, feedback, and task significance. In addition, this agrees
on a more general level with conservation of resources (COR) theory (Hobfoll, 2001)
that states that the prime human motivation is directed towards the maintenance and
accumulation of resources. Accordingly, resources are valued in their own right or
because they are means to the achievement or protection of other valued resources. Job
resources may be located at the level of the organization at large (e.g. pay, career
opportunities, job security), the interpersonal and social relations (e.g. supervisor and
co-worker support, team climate), the organization of work (e.g. role clarity,
participation in decision making), and at the level of the task (e.g. skill variety, task The Job
identity, task significance, autonomy, performance feedback).
Demands-
Dual processes Resources model
A second premise of the JD-R model is that two different underlying psychological
processes play a role in the development of job strain and motivation (see Figure 1). In
the first, health impairment process, poorly designed jobs or chronic job demands (e.g. 313
work overload, emotional demands) exhaust employees mental and physical resources
and may therefore lead to the depletion of energy (i.e. a state of exhaustion) and to
health problems (e.g. Demerouti et al., 2000, 2001a, b; Leiter, 1993). According to
Hockey (1993), individuals use performance-protection strategies under the influence of
environmental demands. Performance protection is achieved through the mobilization
of sympathetic activation (autonomic and endocrine) and/or increased subjective effort
(use of active control in information processing). Hence, the greater the activation
and/or effort, the greater the physiological costs for the individual. Even though the
use of this strategy makes it difficult to demonstrate overt decrements in primary task
performance, according to Hockeys theory, several different patterns of indirect
degradation may be identified. These are referred to as compensatory costs (increased
activation and/or subjective effort), strategy adjustments (narrowing of attention,
increased selectivity, redefinition of task requirements), and fatigue after-effects (risky
choices, high levels of subjective fatigue). The long-term effect of such a compensatory
strategy may be a draining of an individuals energy, eventually resulting in a
breakdown.
The second process proposed by the JD-R model is motivational in nature, whereby
it is assumed that job resources have motivational potential and lead to high work
engagement, low cynicism, and excellent performance. As follows from our definition,
job resources may play either an intrinsic motivational role because they foster
employees growth, learning and development, or they may play an extrinsic
motivational role because they are instrumental in achieving work goals. In the former
case, job resources fulfill basic human needs (Deci and Ryan, 1985), such as the needs
Figure 1.
The Job
Demands-Resources
model
JMP for autonomy (DeCharms, 1968), competence (White, 1959), and relatedness
(Baumeister and Leary, 1995). For instance, proper feedback fosters learning,
22,3 thereby increasing job competence, whereas decision latitude and social support
satisfy the need for autonomy and the need to belong, respectively. Job resources may
also play an extrinsic motivational role, because, according to the effort-recovery model
(Meijman and Mulder, 1998), work environments that offer many resources foster the
314 willingness to dedicate ones efforts and abilities to the work task. In that case it is
likely that the task will be completed successfully and that the work goal will be
attained. For instance, supportive colleagues and proper feedback from ones superior
increase the likelihood of being successful in achieving ones work goals. In either case,
be it through the satisfaction of basic needs or through the achievement of work goals,
the presence of job resources leads to engagement, whereas their absence evokes a
cynical attitude towards work (see Figure 1).
Interactions between job demands and resources

In addition to the main effects of job demands and resources, the JD-R model proposes
that the interaction between job demands and job resources is important for the
development of job strain and motivation as well. More specifically, it is proposed that
job resources may buffer the impact of job demands on job strain, including burnout
(Bakker et al., 2003c). This assumption is consistent with the demand-control model
(DCM; Karasek, 1979, 1998), but expands this model by claiming that several different
job resources can play the role of buffer for several different job demands. Which job
demands and resources play a role in a certain organization depends upon the specific
job characteristics that prevail. Thus, whereas the DCM states that control over the
execution of tasks (autonomy) may buffer the impact of work overload on job stress,
the JD-R model expands this view and states that different types of job demands and
job resources may interact in predicting job strain.
This proposition agrees with Diener and Fujita (1995) findings that there are many
potential resources, which can facilitate the achievement of a specific goal/demand,
implying that different goals/demands are likely to be influenced by several resources.
The buffer hypothesis is also consistent with Kahn and Byosserie (1992), who argue
that the buffering or interaction effect can occur between any pair of variables in the
stress-strain sequence. They claim that properties of the work situation, as well as
characteristics of the individual, can buffer the effects of a stressor. The buffering
variable can reduce the tendency of organizational properties to generate specific
stressors, alter the perceptions and cognitions evoked by such stressors, moderate
responses that follow the appraisal process, or reduce the health-damaging
consequences of such responses (Kahn and Byosserie, 1992, p. 622).
Social support is probably the most well known situational variable that has been
proposed as a potential buffer against job strain (e.g. Haines et al. 1991; Johnson and
Hall, 1988). Other characteristics of the work situation that may act as moderators are:
.
The extent to which the onset of a stressor is predictable (e.g. role clarity and
performance feedback).
.
The extent to which the reasons for the presence of a stressor are understandable
(e.g. through information provided by supervisors).
.
The extent to which aspects of the stressor are controllable by the person who
must experience it (e.g. job autonomy) (Kahn and Byosserie, 1992).
The reason why job resources can act as buffers is different for different resources. For The Job
example, a high quality relationship with ones supervisor may alleviate the influence of
job demands (e.g. work overload, emotional and physical demands) on job strain, since
Demands-
leaders appreciation and support puts demands in another perspective. Leaders Resources model
appreciation and support may also aid the worker in coping with the job demands,
facilitate performance, and act as a protector against ill health (Vaananen et al., 2003). In
contrast, job autonomy may be crucial for employee health and well being because 315
greater autonomy is associated with more opportunities to cope with stressful situations
(see Jenkins, 1991; Karasek, 1998). Social support is a straightforward resource, in that it
is functional in achieving work goals. Thus, instrumental support from colleagues can
help to get the work done in time, and may therefore alleviate the impact of work
overload on strain (Van der Doef and Maes, 1999). In addition, the stress-buffering
hypothesis states that social support protects employees from the pathological
consequences of stressful experiences (Cohen and Wills, 1985). As a final example,
constructive feedback not only helps employees do their work more effectively, but also
improves communication between supervisors and employees. When specific and

accurate information is provided in a constructive way, both employees and supervisors
can improve or change their performance. Appraising employees for good performance
helps maintain their motivation and signals them to continue in this direction (Hackman
and Oldham, 1980). In addition, communicating with employees in a positive manner
when they need to improve their performance will help prevent work problems.
The final proposition of the JD-R model is that job resources particularly influence
motivation or work engagement when job demands are high. According to conservation
of resources (COR) theory (Hobfoll, 2001), people seek to obtain, retain, and protect that
which they value, e.g. material, social, personal, or energetic resources. The theory
proposes that stress experienced by individuals can be understood in relation to potential
or actual loss of resources. More specifically, Hobfoll and Shirom (2000) have argued that:
.
Individuals must bring in resources in order to prevent the loss of resources.
.
Individuals with a greater pool of resources are less susceptible to resource loss.
.
Those individuals who do not have access to strong resource pools are more
likely to experience increased loss (loss spiral).
.
Strong resource pools lead to a greater likelihood that individuals will seek
opportunities to risk resources for increased resource gains (gain spiral).
Hobfoll (2002) has additionally argued that resource gain, in turn and in itself has only
a modest effect, but instead acquires its saliency in the context of resource loss. This
implies that job resources gain their motivational potential particularly when
employees are confronted with high job demands. The full JD-R model is depicted
graphically in Figure 1.
Evidence for the JD-R model

Evidence for the dual process
Several studies have provided evidence for the hypotheses put forward by the JD-R
model. Specifically, a number of studies supported the dual pathways to employee well
being proposed by the model, and showed that it can predict important organizational
outcomes. Bakker et al. (2003a) applied the model to call centre employees of a Dutch
telecom company, and investigated its predictive validity for self-reported absenteeism
and turnover intentions. Results of a series of structural equation modeling (SEM)
JMP analyses largely supported the dual processes. In the first energy-driven process, job
demands (i.e. work pressure, computer problems, emotional demands, and changes in
22,3 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 dedication and
316 organizational commitment, which, in turn, were related to turnover intentions.
Hakanen et al. (2006) found comparable results in their study among Finnish
teachers. More specifically, they found that burnout mediated the effect of job demands
on ill-health, and that work engagement mediated the effect of job resources on
organizational commitment. Furthermore, Bakker et al. (2003b) applied the JD-R model
to nutrition production employees, and used the model to predict future company
registered absenteeism. Results of SEM-analyses showed that job demands were
unique predictors of burnout and indirectly of absence duration, whereas job resources
were unique predictors of organizational commitment, and indirectly of absence spell.
Finally, Bakker et al. (2004b) used the JD-R model to examine the relationship between
job characteristics, burnout, and other-ratings of performance. They hypothesized and
found that job demands (e.g. work pressure and emotional demands) were the most
important antecedents of the exhaustion component of burnout, which, in turn,
predicted in-role performance. In contrast, job resources (e.g. autonomy and social
support) were the most important predictors of extra-role performance, through their
relationship with (dis)engagement. Taken together, these findings support the JD-R
models claim that job demands and job resources initiate two different psychological
processes, which eventually affect important organizational outcomes (see also Bakker
et al., 2003c; Schaufeli and Bakker, 2004).
Most studies providing evidence for the dual processes suggested by the JD-R model
have been based on subjective evaluations of job demands and resources increasing the
risk of common method variance between working characteristics and employee well
being. Two additional studies utilized an alternative methodology for the assessment
of job demands and resources. The study of Demerouti et al. (2001a) among employees
working with people, things or information included next to self-reports also observer
ratings of job demands and resources. Results of a series of structural equation
analyses, both with self-report data and with observer ratings of job characteristics,
provide strong and consistent evidence for the validity of the JD-R model. Job demands
were primarily and positively related to exhaustion, whereas job resources were
primarily and negatively related to disengagement from work.
Bakker et al. (2005), Study 1 approached employees from seven different
organizations, who were asked to fill in the Utrecht Work Engagement Scale (the
UWES). In the next step, twenty employees high in engagement and twenty employees
low in engagement were visited at their workplace, and exposed to short video clips of
about 30 seconds. In these video clips, professional actors role-played two aspects of
work engagement (vigor, dedication), three job demands, and four job resources. The
participants were asked to indicate how often they experienced each of the situations
shown on the video clips. Results showed that the engaged group reported to experience
more often work engagement (vigor and dedication) as role-played by the actors.
Importantly, the low and high engagement group also differed significantly regarding
the prevalence of several of the working conditions shown on the video clips. As
predicted, particularly job resources (not job demands) were higher among the high (vs
low) engagement group. The high engagement group scored significantly higher on
three of the four job resources (autonomy, feedback, and supervisory coaching; the effect The Job
was nonsignificant for social support). There were no differences between both groups
regarding the job demands.
Demands-
Taken together, empirical evidence is supportive of the idea that job demands and Resources model
resources are responsible for two different processes. Accordingly, job demands are
related to strain (including lack of energy and development of health problems) and job
resources are related to motivation (including engagement with or disengagement from 317
work, and commitment). Combining these processes in an additive sense leads us to the
following propositions (see Figure 2): when both job demands and resources are high, we
expect employees to develop strain and motivation while when both are low we expect
the absence of strain and motivation. Consequently, the high demands-low resources
condition should result in high strain and low motivation while the low demands-high
resources condition should have as a consequence low strain and high motivation.
Evidence for the buffer effect of job resources

Two recent studies explicitly focused on the buffer effect of job resources on the
relationship between job demands and well being, and found clear evidence for the
proposed interaction. Bakker et al. (2005), in their study among 1,000 employees of a
large institute for higher education, found that the combination of high demands and
low job resources significantly added to the prediction of burnout (exhaustion and
cynicism). Specifically, they found that work overload, emotional demands, physical
demands, and work-home interference did not result in high levels of burnout if
employees experienced autonomy, received feedback, had social support, or had a
high-quality relationship with their supervisor. Psychologically speaking, different
processes may have been responsible for these interaction effects. Thus, autonomy
may have helped in coping with job demands because employees could decide for
themselves when and how to respond to their demands, whereas social support and a
high-quality relationship with the supervisor may have buffered the impact of job
demands on levels of burnout because employees received instrumental help and
emotional support. In contrast, feedback may have helped because it provided
employees with the information necessary to maintain their performance and to stay
healthy (see Kahn and Byosserie, 1992, for a further discussion).
Figure 2.
Predictions of the Job
Demands-Resources
model based on additive
effects
JMP Similar findings were reported by Xanthopoulou et al. (2006), who tested the JD-R
interaction hypothesis among employees from two home care organizations. The
22,3 findings revealed, e.g. that patient harassment interacted with autonomy and support
in predicting exhaustion; and with autonomy, support and professional development in
predicting cynicism. Autonomy proved to be the most important buffer of job demands
for both burnout dimensions, followed by support and opportunities for professional
318 development. Results showed that all significant interactions were in the expected
direction. Conditions where the four job demands were high and the five job resources
were low resulted in the highest levels of exhaustion and cynicism. Put differently, in
cases where the levels of job resources were high, the effect of job demands on the core
dimensions of burnout was significantly reduced. To illustrate, Figures 3 and 4 display
one interaction effect for each burnout dimension.
Evidence for the salience of job resources in the context of high job demands
One previous study outside the framework of the JD-R model has supported the
hypothesis that resources gain their salience in the context of high demands/threats.
Billings et al. (2000) found that men who were care giving for AIDS patients and used
social support coping maintained their positive emotional states under conditions of
stress, and consequently experienced less physical symptoms, thus supporting the
importance of resource gain in the context of loss.
Two studies using the JD-R model have shown that job resources particularly have
an impact on work engagement when job demands are high. Hakanen et al. (2005)
Figure 3.
Interaction effect of
physical demands and
feedback on exhaustion
Figure 4.
Interaction effect of
patient harassment and
autonomy on cynicism
tested this interaction hypothesis in a sample of Finnish dentists employed in the The Job
public sector. It was hypothesized that job resources (e.g. variability in the required Demands-
professional skills, peer contacts) are most beneficial in maintaining work engagement
under conditions of high job demands (e.g. workload, unfavorable physical Resources model
environment). The dentists were split in two random groups in order to
cross-validate the findings. A set of hierarchical regression analyses resulted in
seventeen out of 40 significant interactions (40 percent), showing, e.g. that variability in 319
professional skills boosted work engagement when qualitative workload was high, and
mitigated the negative effect of qualitative workload on work engagement.
Conceptually similar findings have been reported by Bakker et al. (2006). In their
study among Finnish teachers working in elementary, secondary, and vocational
schools, they found that job resources act as buffers and diminish the negative
relationship between pupil misbehavior and work engagement. In addition, they found
that job resources particularly influence work engagement when teachers are confronted
with high levels of pupil misconduct. A series of moderated structural equation modeling
analyses resulted in fourteen out of 18 possible two-way interaction effects (78 percent).
Particularly supervisor support, innovativeness, appreciation, and organizational
climate were important job resources for teachers that helped them cope with
demanding interactions with students. Figures 5 and 6 display two interactions (one for
the vigor dimension of work engagement, and one for the dedication dimension) that
show the salience of job resources under conditions of high job demands.
Figure 5.
Interaction effect of pupil
misbehavior and
innovation on vigor
Figure 6.
Interaction effect of pupil
misbehavior and
appreciation on dedication
JMP Conclusion
22,3 Whereas the JD-R model (Demerouti et al., 2001a, b) fits the tradition of the general
DCM and the ERI-model, it also satisfies the need for specificity by including various
types of job demands and resources, depending on the occupational context under
study. Thus, the JD-R model encompasses and extends both models and is
considerably more flexible and rigorous. Indeed, Van Veldhoven et al. (2005), using
320 data from 37,291 Dutch employees, compared the demand-control-support model with
the JD-R model. They found that the latter model provided the best approximation of
the relationships among work characteristics, health, and well being. In a similar vein,
the study of Lewig and Dollard (2003) among Australian call centre workers showed
that the JD-R model accounted for more variance in emotional exhaustion and job
satisfaction than either the DCM or the ERI-model.
Taking into consideration the evidence about interaction effects leads to a revision
of the predictions shown in Figure 2. This is because Figure 2 was made by
considering only the main effects of job demands and job resources i.e. the influence
of job demands on strain, irrespective of the level of job resources, and the influence of
job resources on motivation, irrespective of the level of job demands. The evidence
about interaction effects requires the adjustment of two quadrants, namely the
high-high and low-low constellation (see Figure 7). When job resources are high we
saw that it makes no difference in exhaustion or vigor (thus in strain; cf. Figures 3 and
5) what the level of job demands is. Within this constellation strain was at a low or
average level instead of a high level as was predicted by the additive model, i.e. when
solely the effect of job demands was examined. Returning now to the low demands-low
resources condition, the prediction regarding strain remains the same while the
prediction regarding motivation should be altered. As we saw in Figures 4 and 6, when
job resources are high the level of motivation is high as well, irrespective of the level of
demands. However, when job resources are low the lowest level of motivation is found
for the high demands-low resources condition leaving an average motivation for the
low-low constellation.
Figure 7.
Predictions of the Job
Demands-Resources
model based on interaction
effects
Avenues for future research The Job
Four main avenues for future research on the JD-R model may be distinguished. These
pertain to reciprocal relationships, objective outcomes, the main and interaction effects,
Demands-
and the inclusion of personal resources in the JD-R model. Resources model
Reciprocal relationships
The classical hypotheses that job demands predict job strain and that job resources 321
predict motivation represent conventional pathways, and they have been confirmed by
several studies (e.g. De Jonge et al., 2001; Dormann and Zapf, 2002; Wong et al., 1998).
But is it also conceivable that employee well being has an impact on job demands and
job resources? In their review, Zapf et al. (1996) identified six out of 16 longitudinal
studies, which evidenced reversed causal relationships between working conditions
and job stress. More recent studies provide additional evidence for reversed causation,
e.g. between financial prospects of self-employed individuals and their health
(Gorgievski-Duijvesteijn et al., 2005; Gorgievski-Duijvesteijn et al., 2000), between the

quality of the doctor-patient relationship and burnout (Bakker et al., 2000), and between
job characteristics (e.g. job control, job complexity, supervisor support, work pressure,
and boundary spanning) and exhaustion or satisfaction (Demerouti et al., 2004;
De Lange et al., 2004; Wong et al., 1998). In two studies, evidence for reversed causal
effects was found across time lags of five (Bakker et al., 2000) and even ten years of
time (Gorgievski-Duijvesteijn et al., 2000)! Furthermore, Houkes (2002) included several
job resources in her longitudinal research among bank employees and teachers, and
found evidence for a reversed causal effect between the motivating potential score (an
additive index, including skill variety, task identity, task significance, autonomy, and
job feedback) and intrinsic work motivation. Finally, Salanova et al. (2006) found that
organizational resources predicted work-related flow, which, in turn, predicted future
organizational resources.
Taken together, these findings suggest that job stress and motivation can both be
outcomes as well as predictors of job demands and resources, such that higher stress
and impaired motivation result in less favorable working conditions over time. There
are several possible explanations for such reversed causal effects. Two explanations
will briefly be discussed here. First, employees who experience job stress or
disengagement may, as a result of their own behavior, create additional demands and
fewer resources. For example, employees who are exhausted by their work are likely
staying behind their workflow, thus creating additional job demands such as time
pressure and role conflicts (e.g. Demerouti et al., 2004). In a similar vein, employees who
depersonalize their clients by treating them as objects rather than as human beings are
likely to evoke more demanding and stressful interactions (e.g. Bakker et al., 2000).
Such findings are consistent with the notion of a loss spiral (Hobfoll, 2001, 2002).
Second, job demands and resources may also be affected by employees perceptions of
the working environment (Zapf et al., 1996). Just like the tendency of depressed people to
assess their environment more negatively and thus contributing to a more negative
climate (Beck, 1972), burned-out employees may perceive relatively high job demands and
complain more often about their workload, thus creating a negative work climate (Bakker
and Schaufeli, 2000). In a similar vein, engaged employees may perceive more resources
and be better able to mobilize their resources, because they are more pleasant colleagues
to interact with. Indeed, social information processing theory argues that overall job
attitudes like cynicism towards work or its opposite dedication initiate a rationalizing
JMP process through which individuals cognitively construct characteristics of their job that
are consistent with the social context (James and Tetrick, 1986; Wong et al., 1998).
22,3 Both explanations for reversed causal effects are also consistent with the
phenomenon of job crafting . . . the actions employees take to shape, mold, and redefine
their jobs (Wrzesniewski and Dutton, 2001, p. 180). Crafting a job involves shaping the
task boundaries of the job (either physically or cognitively), the relationship
322 boundaries of the job, or both. People are not passive receivers of information from
their work environment, but rather active in interpreting their jobs, and consequently
in shaping their jobs (Daniels, 2006). Future studies on the JD-R model should aim to
incorporate reversed causal relationships, and provide more insights in the
phenomenon of job crafting and thereby in the dynamics of employee well being.
Objective outcomes
Most studies on the JD-R model have relied exclusively on self-report measures. Some
exceptions to this rule are Demerouti et al., 2001a, b, who employed expert ratings to
assess job demands and job resources, Bakker et al. (2004b) and Salanova et al. (2005),
who used other-ratings of performance, and Bakker (2006), who used video clips of job
demands and resources. It is crucial for the development of the field of organizational
psychology to include in research models objective measures that play a role in
business. For instance, Harter et al. (2002) showed that levels of employee engagement
were positively related to business-unit performance (i.e. customer satisfaction and
loyalty, profitability, productivity, turnover, and safety) across almost 8,000
business-units of 36 companies. The authors conclude that engagement is . . .
related to meaningful business outcomes at a magnitude that is important to many
organizations (p. 276). Future research should further illuminate to what extent
objective business indicators (e.g. work performance, customer satisfaction, sickness
absenteeism, sales) are predicted by the JD-R model. It would also be interesting to
examine whether the proposed combinations of job demands and resources can predict
objective health outcomes, e.g. cardiovascular risks.
Main and interaction effects

Studies on the JD-R model as well as on the DCM indicate that there is ample evidence
for the main (additive) effects of job demands and of job resources on strain and
motivation, and considerable evidence for the interaction effects. This is either because
scientists have shown more the interest in investigating main effects or because
interaction effects are difficult to detect (cf. the low confirmation rates, see Van der
Doef and Maes, 1999), or both. However, it is important that future studies pay
attention to both perspectives because each perspective has different theoretical and
practical implications. At the theoretical level, it is important to uncover what happens
in terms of strain when job demands and job resources are on an elevated level (a
situation frequently met in several occupations). Does this condition lead to high strain
(cf. the additive, main effects model), or to a low or average level of strain (cf.
interaction effects)? The answer to this question has implications at the practical level,
since if job resources indeed buffer the effect of job demands on strain the advice to
organizations would be to enhance job resources without having to alter the level of job
demands (Van Vegchel, 2005). In a statistical sense, it is important to know whether the
interaction follows a multiplicative function (implying that job resources influence the
strength of the relationship between job demands and strain) or whether a proportional
or ratio function is applicable (cf. Edwards and Cooper, 1990). This latter function
implies that strain increases as the proportion of job demands that is fulfilled by job The Job
resources becomes lower (see also Van Vegchel, 2005). As Edwards and Cooper (1990)
suggest, the preference for the one or the other kind of interaction should be based on
Demands-
theoretical grounds and is open for future research. Resources model
Personal resources
An important extension of the JD-R model is the inclusion of personal resources in the 323
model. Recently, Xanthopoulou et al. (2006) examined the role of three personal
resources (self-efficacy, organizational-based self-esteem and optimism) in predicting
exhaustion and work engagement. Results of structural equation modeling analyses
showed that personal resources did not manage to offset the relationship between job
demands and exhaustion. However, as predicted, personal resources partly mediated
the relationship between job resources and work engagement, suggesting that job
resources foster the development of personal resources.
Practical implications
The JD-R model assumes that whereas every occupation may have its own specific
working characteristics, these characteristics can be classified in two general categories
(i.e. job demands and job resources), thus constituting an overarching model that may be
applied to various occupational settings, irrespective of the particular demands and
resources involved. The central assumption of the JD-R model is that job strain develops
irrespective of the type of job or occupation when (certain) job demands are high and
when (certain) job resources are limited. In contrast, work engagement is most likely
when job resources are high (also in the face of high job demands).
This implies that the JD-R model can be used as a tool for human resource
management. In close collaboration with human resource managers and consultants,
the model has now been applied in over 130 different organizations in The Netherlands.
Because every occupation may have its own unique risk factors of burnout (or
antecedents of work engagement), we have started to use a two-stage procedure in our
organizational research with the model. The first qualitative phase of the research
includes explorative interviews with job incumbents from different layers of an
organization (e.g. representatives from management, staff, and shop floor). The
interviews, which last approximately 45 minutes, include open questions about the
jobs of the interviewees, and refer to its positive and negative aspects. The
incorporation of a qualitative phase in the research is valuable because it potentially
generates knowledge about unexpected, organization-specific job demands and job
resources that will be overlooked by highly standardized approaches. For example, it is
conceivable that in one organization (e.g. a production company) employees are
exposed to high physical job demands, whereas in another organization (e.g. an
insurance company) employees are not exposed to such demands at all. In addition, in
certain companies, employees are confronted with mergers, which may cause job
insecurity and role ambiguity. Such organization-specific job demands can be traced in
the exploratory qualitative phase.
In the second phase of the research, the job demands and job resources potentially
associated with burnout or engagement are operationalized in items and scales and
incorporated in a tailor-made questionnaire. All employees from an organization are
then invited to fill out this questionnaire. This enables a quantitative analysis of the job
demands and job resources that have been identified qualitatively and that potentially
JMP play a role in the development of job strain and motivation. The analysis usually
concentrates on differences between departments and job positions, in terms of job
22,3 demands, resources, employee well being, and its consequences. In some projects,
managers participate in JD-R workshops before the start of the study, so that they can
learn how to use the information that will become available. The subgroup analyses
can provide clear indications for interventions, since they highlight the strengths and
324 the weaknesses of departments and job positions. Tailor-made interventions are then
possible, aimed at reducing the identified job demands, and increasing the most
important job resources, which, in turn, may decrease the risk for burnout, and increase
the likelihood of work engagement and good performance.
In addition, we have recently developed an internet application of the JD-R model
called the JD-R monitor, in which employees who fill in an electronic questionnaire
receive online and personalized feedback on their computer screen about their most
important job demands and resources. The feedback includes histograms of the
specific demands and resources included in the study, in which the participants score
is compared with that of a benchmark (comparison group). In addition, the feedback

mode is interactive, such that participants can click on the histograms and receive
written feedback about the meaning of their scores on the demands and resources. In a
similar way, feedback about well being is included in this internet tool. The final
PDF-report that can be generated at the end of the program is used as input for
interviews with company doctors and personal coaches.
We hope that this review encourages researchers to investigate the validity of the
Job Demands-Resources model in various occupational groups and in different
countries. In addition, future research should test whether the JD-R monitor is effective
in helping employees to cope with their demands, mobilize their resources, stay
healthy, and perform well.
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resources in the job demands-resources model, manuscript submitted for publication.
Zapf, D., Dormann, C. and Frese, M. (1996), Longitudinal studies in organizational stress
research: a review of the literature with reference to methodological issues, Journal of
Further reading
Riolli, L. and Savicki, V. (2003), Optimism and coping as moderators of the relation between
work resources and burnout in information service workers, International Journal of
Stress Management, Vol. 10, pp. 235-52.
Xanthopoulou, D., Bakker, A.B., Demerouti, E., Schaufeli, W, Taris, T. and Schreurs, P. (2006),
Different combinations of job demands and resources predict burnout, manuscript
submitted for publication.
Corresponding author
Arnold B. Bakker can be contacted at: bakker@fsw.eur.nl
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1122. Thomas Clausen, Hermann Burr, Vilhelm Borg. 2014. Does Affective Organizational Commitment
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Testing and extending the triple match principle in the nursing profession: a generational perspective on
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1371. Judith R. Gordon, Rachel A. Pruchno, Maureen Wilson-Genderson, Wendy Marcinkus Murphy, Miriam
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1372. HUEI YIN CHOU, ROB HECKER, ANGELA MARTIN. 2012. Predicting nurses well-being from
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1373. Alex R Zablah, George R Franke, Tom J Brown, Darrell E Bartholomew. 2012. How and When Does
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1374. Kimberly M. Lukaszewski, Dianna L. Stone. 2012. Theory and research on social issues in organizations.
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1379. Georg F. Bauer, Gregor J. Jenny. Moving Towards Positive Organizational Health: Challenges and a
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1380. Jana Khnel, Sabine Sonnentag, Ronald Bledow. 2012. Resources and time pressure as day-level
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1381. Danica K. Knight, Brittany Landrum, Jennifer E. Becan, Patrick M. Flynn. 2012. Program needs and
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1390. Aimee E.A. King, Paul E. Levy. A Theoretical Framework for Organizational Politics During the
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1395. Alex R. Zablah, Lawrence B. Chonko, Lance A. Bettencourt, George Allen, Alexander Haas. 2012. A
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1403. Alfredo Rodriguez-Muoz, Ana I. Sanz-Vergel, Evangelia Demerouti, Arnold B. Bakker. 2012. Reciprocal
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1405. Erik Berntson, Linda Wallin, Annika Hrenstam. 2012. Typical Situations for Managers in the Swedish
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1406. Siti Aisyah Binti Panatik. 2012. Impact of Work Design on Employee Psychological Strain among
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1430. MORTEN BIRKELAND NIELSEN, KATHRYN MEARNS, STIG BERGE MATTHIESEN,
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1464. Adrian Medhurst, Simon Albrecht. 2011. Salesperson engagement and performance: A theoretical model.
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