Literature Review on Job Demands-Resources Model

This literature review analyzes the Job Demands-Resources Model, a stress model that suggests strain is a response to an imbalance between demands and resources. It explores the significance, theories, and implications of the model in different occupations. The review also discusses the conceptual framework and findings of the model.

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Management
Name of the Student
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Table of Contents
Literature Review.......................................................................................................................2
Introduction................................................................................................................................2
Overview of Job Demands-Resources Model........................................................................2
Significance of Job Demands-Resources Model........................................................................3
Theories of Job Demands-Resources Model..............................................................................3
Implications of the Job Demands-Resources Model in Different Occupations.........................5
Conceptual Framework and Findings........................................................................................7
Conclusion..................................................................................................................................8
References................................................................................................................................10

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Topic- Literature Review on Job Demands-Resources Model
Literature Review
Introduction
The assignment helps in analyzing Job Demands-Resources Model that is considered
to be occupational stress model that helps in suggesting that strain is considered to be the
response to imbalance between demands on different individuals along with resources from
which they require to deal with such demands. The respective model was introduced as the
substitute to the other models of the well-being of the different employees, which includes
the effort-reward imbalance model along with the demand-control model. Through
conducting of literature review, the overall analysis related to the limitations, gap as well as
findings can be identified (Affrunti et al., 2018). The central aim of the respective literature
review is to provide an impression of the Job Demands-Resources Model that helps in
incorporating the different possible conditions of working, and the main focus is on both
positive as well as negative indicators of the well-being of different employees.
Overview of the Job Demands-Resources Model
As commented by Bakker and Demerouti (2017), the dedicated employees are the
ones who are generally enthusiastic as well as inspired relating to the tasks which are
performed by them. Such kind of employees is regarded as the ones who are highly engaged
in the different tasks which are performed by them. The commitment is the regarded as the
one measurement of the engagement of work and it refers to being strongly and accurately
involved in the work which is performed by them, and it provides the employees with a sense
of enthusiasm along with the challenge. As commented by Breevaart et al., (2015), the Job
Demands-Resources Model was first presented fifteen years ago in order to understand and

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identify the burnout, psychological stress which are faced by the employees that is
characterized by exhaustion, reduced personal efficacy and lack of enthusiasm in the work
which are performed by them. Lastly, the Job Demands-Resources Model can be applied to
different kinds of occupation, and it helps in improving the wellbeing and performance of the
employees.
As per the examination of the Job Demands-Resources Model, it can be identified that
the different jobs require proper resources and demands and as commented by Evers et al.
(2016), the job demands are the aspects of the job which necessitate sustained mental along
with physical effort and these are associated with psychological and physiological aspects. In
other words, it can be analyzed that these are the bad elements which create frustration and
lack of job security. On the contrary, Frins et al. (2016), have opined that job resources are
considered to be the good things which are the aspects of the job which will be performing
the following aspects such as (a) to become functional in achieving the different work-related
goals (b) reduction in the job demands along with psychological and physiological costs (c)
stimulating the personal development and growth which will be assisting in managing
performance.
Significance of the Job Demands-Resources Model
As commented by García‐Sierra, Fernández‐Castro and Martínez‐Zaragoza (2016),
the Job Demands-Resources Model helps in attributing towards the well-being of the
individuals in the work environment. The different characteristics are characterized in the two
broad categories, such as:
 Job Resources
 Job Demands

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Theories of the Job Demands-Resources Model
Moreover, as opined by Ghislieri et al. (2017), the JD-R model is considered to be the
appropriate model that helps in predicting the wellbeing of the employees, engagement of
employees regarding the tasks which are performed by them as well as burnout situation in
comparison to the other preceding models which includes Job Demands-Resources Model is
helpful in understanding such situations of the employees in any kind of occupation. In
addition, as opined by Gordon et al. (2015), the other models include the Effort-Reward
Imbalance Model and Job Demands-Control Model and these two respective models
considered a limited number of job characteristics in comparison to the respective JD-R
model. Additionally, as commented by Molino, Bakker and Ghislieri (2016), the main
strengths of the model lie in the ability to analyze the two parallel processes which will be
playing an appropriate role in influencing the well-being of the individuals. It includes the
following:
 The process which is de-energizing in which the job-related demands are exhausting
the physical resources as well as mental health of the employees that can lead to
burnout and eventually ill-health
 It is the motivational process in which the job-related resources help in promoting the
work engagement, and it can be helpful in leading to the related organizational
commitment
In addition, as commented by Schaufeli (2017), the respective Job Demands-
Resources helps in integrating the two major psychological processes which are discussed as
follows:
Firstly, as stated by Schaufeli et al. (2017), the process related to stress is helped in
sparking by excessive demands from the job along with lack of different resources through

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burnout such as leading to absenteeism, poor performance along with impeded workability
that creates a negative impact on the productivity of the workplace. Essentially, the job
demands are chronically high, and it is not being compensated by the job-related resources,
and due to the same, the energy of employees is progressively drained which results in
exhaustion of the mental health.
Secondly, the motivational process that can be triggered by the abundant job-related
resources through work engagement, and it helps in leading to organizational commitment.
Due to the job resources, it helps in improving the safety of the employees, which will be
leading to superior work performance of the employees (Searle & Lee, 2015). Therefore,
from the analysis of the two psychological processes, from the intervention point of view, it
can be identified that both jobs demand, as well as poor job-related resources, contributes to
the burnout among the employees in different occupations, however the abundant job
resources help in contributing towards the work engagement among employees which helps
them in improving their morale and they perform in an effective manner and achieve the
different goals in a proper manner.
Implications of the Job Demands-Resources Model in Different Occupations
Therefore, as opined by Taris and Schaufeli (2015), the increase in the job resources
which includes social support, feedback and the job control are the two aspects through
which the burnout among employees can be prevented, and there will be fostering of the
work engagement among the employees who are present in the organizations. The main aim
is that in addition to becoming more potentially stressful, the demands related to job becomes
challenging, and it lowers the work engagement among the employees that can affect the
overall effectiveness of the productivity of employees and organization as a whole. For

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instance- Having to meet the crucial deadline can stimulate the performance of the
employees.
In addition, there are two other extensions which are included in the Job Demands-
Resources Model, which are worth mentioning. As commented by Van Wingerden, Derks
and Bakker (2017), the first aspect is positive self-evaluations which are linked to resiliency,
and it refers to the sense of the ability of the individuals to control as well as the impact upon
their environment in a successful manner. There are different instances of personal resources
such as optimism, self-efficacy, along with organizational aspects-based self-esteem.
Moreover, the different personal resources can be integrated in a successful manner in the
respective Job Demands-Resources Model, and the effects of the same will be substantial in
nature.
Additionally, as commented by van Woerkom, Bakker and Nishii (2016), the other
aspect is the engagement of leadership has been added to the Job Demands-Resources Model.
Engaging leadership is related to the transformational style of leadership, as it includes
inspiring different followers. However, there are differences as engaging leadership is rooted
with the well-developed psychological theory of motivation, and it specifically focuses on the
different techniques which can be applied to increase the engagement of the employees.
Lastly, as commented by Vogt et al. (2016), it does not involve a specific individual;
however, there is involvement of social and team related dimension.
In contrast, as commented by Taris and Schaufeli (2015), the JD-R model which has
been incorporated helped in proposing that the working conditions can be divided into two
broad categories which include the job resources and job demands that are specifically linked
to the different specific performances in the different workplace scenarios. The critical
systematic relationships between the job demands are primarily responsible for burnout, and

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the job resources play a vital role in providing enthusiasm to the different employees who are
employed in the different kinds of workplaces.
Through the different empirical studies, the authors have been able to comment that
there is a negative correlation between job demands and job resources as job demands are
related to the exhaustion among employees and it leads to inefficiency in the business-related
activities as well. On the contrary, as opined by Searle and Lee (2015), job support helps in
receiving enthusiasm, and the influence of the job resources on the burnout is smaller than the
job demand. As stated by Schaufeli (2017), the burnout among the employees comes from the
job demand and there is imbalance between job resources and job demands and it has been
reported that resources play a vital role in buffering the overall impact of the several job
demands on burnout and it can be experienced that when the job demands increase the
burnout and it has affected the morale of the employees in a negative manner as well.
Conceptual Framework and Findings

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Figure 1: Job Demands-Resources Model
(Source: Schaufeli et al., 2017)
From the conceptual framework, it can be identified that there are different kinds of job
resources and job demands in the organizations which lead to strain among the individuals
and the resources of job provide motivation to the employees appropriately. With the
implementation of the respective model, it can be seen that proper implementation of both job
resources and job demands are helpful in providing support, autonomy along with feedback
which will be creating positive organizational outcomes (Schaufeli et al., 2017). The findings
of the model help in suggesting that the JD-R Model is treated as the human resource
management tool that will be enhancing the wellbeing along with the performance of the
employees working in the different fields of occupation and it will be enabling strong
identification of workforce.
Due to the job-related burnout among the different employees working in various
organizations, it can be identified that due to the burnout, the different kinds of issues such as
stress and the extra workload impacts the overall efficiency of the employees and it leads to
the decreased productivity of the company as well. With the implementation of the JD-R
Model, it helps in assimilating the different kinds of predictors of the burnout, which creates
an increase in job demands.
Conclusion
Therefore, in conclusion, it can be stated that it is straightforward along with the empirically
validated type of model that helps in specifying proper relations among related job
characteristics, the comfort of the employees along with with leadership related outcomes.
Moreover, the Job Demands-Resources Model helps in stating that lessening the job

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demands, growing the resources related to job along with inspiring the engaged type of
leadership which will be helpful in reducing the burnout among the employees along with
increases the engagement related to work.
Moreover, it can be identified that more positive as well as less negative outcomes
are being attained for both organizations as well as employees. As per the propositions of the
model is concerned, it has been identified that every organization has a unique working
environment, and these can be categorized with the help of the job resources along with job
demands. The different resources of job can buffer the impact of the job demands that can
cause a huge strain on the employees. The present study has been able to suggest that the low
ambiguity weakened the effect of the emotional, and it leads to an increase in the burnout of
the employees in a negative manner.
In addition, the different managers in the organizations need to provide proper focus
on the different increasing the job-related resources which will be helpful in predicting the
work engagement of the employees along with the work-based identity of the individuals in a
proper manner. Furthermore, the findings of the study have been able to improve the
wellbeing of employees as it is the necessary element that will be helpful in increasing their
morale and it will assist them in showcasing their skills which will increase the productivity.

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References
Affrunti, N. W., Mehta, T., Rusch, D., & Frazier, S. (2018). Job demands, resources, and
stress among staff in after-school programs: Neighborhood characteristics influence
associations in the job demands-resources model. Children and Youth Services
Review, 88, 366-374.
Bakker, A. B., & Demerouti, E., (2017). Job demands–resources theory: Taking stock and
looking forward — Journal of Occupational Health Psychology, 22(3), 273.
Breevaart, K., Bakker, A. B., Demerouti, E., & van den Heuvel, M. (2015). Leader-member
exchange, work engagement, and job performance. Journal of Managerial
Psychology, 30(7), 754-770.
Evers, A. T., van der Heijden, B. I., Kreijns, K., & Vermeulen, M. (2016). Job demands, job
resources, and flexible competence: The mediating role of teachers’ professional
development at work. Journal of Career Development, 43(3), 227-243.
Frins, W., van Ruysseveldt, J., van Dam, K., & van den Bossche, S. N. (2016). Older
employees’ desired retirement age: a JD-R perspective. Journal of Managerial
Psychology, 31(1), 34-49.
García‐Sierra, R., Fernández‐Castro, J., & Martínez‐Zaragoza, F. (2016). Relationship
between job demand and burnout in nurses: does it depend on work
engagement?. Journal of nursing management, 24(6), 780-788.
Ghislieri, C., Emanuel, F., Molino, M., Cortese, C. G., & Colombo, L. (2017). New
technologies smart, or harm work-family boundaries management? Gender

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differences in conflict and enrichment using the JD-R theory. Frontiers in
psychology, 8, 1070.
Gordon, H. J., Demerouti, E., Bipp, T., & Le Blanc, P. M. (2015). " The Job Demands and
Resources Decision Making (JD-R-DM) model": Erratum.
Molino, M., Bakker, A. B., & Ghislieri, C. (2016). The role of workaholism in the job
demands-resources model. Anxiety, Stress, & Coping, 29(4), 400-414.
Schaufeli, W. B. (2017). Applying the job demands-resources model. Organizational
Dynamics, 2(46), 120-132.
Schaufeli, W. B., Shimazu, A., Hakanen, J., Salanova, M., & De Witte, H. (2017). An Ultra-
Short Measure for Work Engagement: The UWES-3 validation across five countries.
Searle, B. J., & Lee, L. (2015). Proactive coping as a personal resource in the expanded job
demands–resources model. International Journal of Stress Management, 22(1), 46.
Taris, T. W., & Schaufeli, W. B. (2015). The job demands‐resources model. The Wiley
Blackwell handbook of the psychology of occupational safety and workplace health,
155-180.
Van Wingerden, J., Derks, D., & Bakker, A. B. (2017). The impact of personal resources and
job crafting interventions on work engagement and performance. Human Resource
Management, 56(1), 51-67.
van Woerkom, M., Bakker, A. B., & Nishii, L. H. (2016). Accumulative job demands and
support for strength use: Fine-tuning the job demands-resources model using
conservation of resources theory. Journal of Applied Psychology, 101(1), 141.

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Vogt, K., Hakanen, J. J., Jenny, G. J., & Bauer, G. F. (2016). Sense of coherence and the
motivational process of the job-demands–resources model. Journal of occupational
health psychology, 21(2), 194.