Psychology Report: Job Demands-Resources Model Literature Review

This report summarizes the Job Demands-Resources Model (JD-R model), a psychological framework for understanding job stress and employee wellbeing. The major themes include the balance between job demands and resources, and their impact on employee outcomes. The model suggests that high job demands, such as workload and emotional demands, lead to stress and burnout, while sufficient job resources, like social support and autonomy, buffer these effects. The report also discusses the role of motivation and work engagement. Issues in the literature include the need for empirical evidence on the interplay between job demands and resources, and the limited generalizability of interventions. While interventions can improve wellbeing, the report suggests that the general impact of the model on all types of organizations needs further investigation to determine its effects on performance and work engagement. The report references key literature and studies that support and critique the model.

Running head: PSYCHOLOGY
The job demands resources model
Name of the Student
Name of the University
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Summary of major themes
The job demands-resources model, commonly referred to as the JD-R model acts in
the form of an occupational stress model and suggests that stress is a response to a disruption
in equilibrium or balance between demands on persons and the resources that can be accessed
by the person to meet the demands (Bakker and Demerouti 2018). Hence, it incorporates a
plethora of working conditions and focuses on both positive and negative indicators, in
relation to the outcomes of wellbeing amid employees.
While all occupations have particular risks allied with job stress, job demands are
correlated with psychological and physiological costs like work load and emotional demand.
Moreover, chronic job demands weaken the physical and mental resources of employees that
results in energy depletion and onset of ailments (Bakker and Demerouti 2017). In contrast,
motivational process increases performance, work engagement and low cynicism. Hence, the
interplay between job resources and job demands is vital for the development of motivation
and job strain as well.
Issues
Evidences have been obtained for the buffer impact for employment resources. Some
amount of support has been observed for the aforementioned interplay between job resources
and job demands in the link between employee welfare. Nonetheless, the literature failed to
report or examine the interaction, owing to the fact that if such interplay exists in real-time,
the extent is comparatively small. Hence, it might have happened that interventions had
increased resources, thereby creating a positive impact on wellbeing of employees (Schaufeli
2017).
Another literature also used a quasi-experimental pre-test-post-test design amid
healthcare professionals who had been subjected to JD-R model as an intervention, in

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comparison to a control group. Though the participants demonstrated significant
improvements in job crafting, PsyCap, self-rated job performance and work engagement,
inclusion of only healthcare professionals decreased generalizability of the effects of the
model. Thus, the effects of the model on all kinds of organisations, in relation to performance
and work engagement cannot be established (Van Wingerden, Bakker and Derks 2016).

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References
Bakker, A.B. and Demerouti, E., 2017. Job demands–resources theory: taking stock and
looking forward. Journal of occupational health psychology, 22(3), p.273.
Bakker, A.B. and Demerouti, E., 2018. Multiple levels in job demands-resources theory:
Implications for employee well-being and performance. Handbook of well-being.
Schaufeli, W.B., 2017. Applying the job demands-resources model. Organizational
Dynamics, 2(46), pp.120-132.
Van Wingerden, J., Bakker, A.B. and Derks, D., 2016. A test of a job demands-resources
intervention. Journal of Managerial Psychology.