JDR model Bakker & Demerouti

JDR model Bakker & Demerouti

• 1.
  Job Demands-Resources ModelProf. Arnold B. Bakker Erasmus University & Prof. Evangelia Demerouti Eindhoven University of Technology
• 2.
  JD-R model integratesvarious previous models, including: - Demands-control model (Karasek, 1979) - Job characteristics model (Hackman & Oldham, 1980) - Conservation of resources model (Hobfoll, 1989) - Effort-reward imbalance model (Siegrist, 1996) Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328.
• 3.
  JD-R model propositions:1. Every organization has its own unique work environment 2. Work environments can be characterized by job demands and job resources 3. Two simultaneous processes: a health impairment process and a motivational process Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328.
• 4.
  JD-R model propositions:4. Job resources can buffer the impact of job demands on strain 5. Job resources become salient and have more motivating potential when job demands are high Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328.
• 5.
  JD-R model propositions:6. Well-being (low burnout, high engagement) predicts organizational performance 7. Engaged employees optimize their own work environment (job crafting) Bakker, A.B. (2011). An evidence-based model of work engagement. Current Directions in Psychological Science, 20, 265–269 .
• 6.
  Workload Emoti onalDemands Role Conflict Mental Demands Autonomy Social Support Coaching Feedback Employees face many different job demands and job resources Etcetera Etcetera
• 7.
  Job Demands “…thosephysical, 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” Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328.
• 8.
  Job Resources “…thosephysical, psychological, social, or organizational aspects of the job that are either/or: (a) functional in achieving work goals; (b) reduce job demands and the associated physiological and psychological costs; and (c) stimulate personal growth, learning, and development” Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328.
• 9.
  Two processes T1 Engagement T1 Burnout T2 Engagement T2 Burnout .68 -.79 Δ Job Demands Δ Job Resources .23 -.27 .45 .74 -.72 -.58 Schaufeli, W.B., Bakker, A.B., & Van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30, 893-917.
• 10.
  Interactions in JD-Rmodel BURNOUT WORK ENGAGEMENT APATHY BOREDOM LOW HIGH LOW HIGH JOB RESOURCES JOB DEMANDS
• 11.
  Resources work whenneeded Finnish Teachers, N =805 Bakker, A.B., Hakanen, J.J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99 , 274-284.
• 12.
  Resources work whenneeded Dutch Employees, N =12,000 Bakker, A., Van Veldhoven, M.J.P.M., & Xanthopoulou, D. (2010). Beyond the demand-control model: Thriving on high job demands and resources. Journal of Personnel Psychology , 9 , 3-16.
• 13.
  JD-R Model ++ Personal Resources Performance Work Engagement Job Resources Job Demands + + Job crafting Bakker, A.B. (2011). An evidence-based model of work engagement. Current Directions in Psychological Science, 20, 265–269 .
• 14.
  More on theJD-R model: www.arnoldbakker.com