Job Demand-Resource Model, Self-Determination Theory in Dentistry

This report provides a critical review of the Job Demand-Resource (JD-R) model and its application within organizational psychology, specifically focusing on its relevance to the work environment of dentists. The report explores how job resources, such as autonomy, career development opportunities, and supervisor support, can enhance work engagement by increasing intrinsic motivation through the fulfillment of psychological needs, as described by Self-Determination Theory (SDT). The analysis considers the impact of job demands, including high workload and conflicting time demands, on dentists' well-being and performance. It highlights the importance of balancing job demands and resources to foster a positive work environment and increase employee commitment, ultimately aiming to improve the overall quality of dental services. The report also references supporting literature to examine the JD-R model's practical implications and potential for enhancing the self-efficacy and proactive attitudes of dental professionals.

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Organizational psychology
[Type the document subtitle]
10/18/2019
student name

Organizational psychology 1
Literature review
Job demand resource model
The job demand resource model is employee wellbeing model that has found to be providing
suggestions pertaining to demand imbalance respond considering individual and the resource that
the person has to deal with the demand, as it reflects the occupational stress. The job demand
resource model is one of the popular models used by most of the researchers as it reflects
employee well-being alternatives (Coetzer & Rothmann, 2007). This model has been
incorporated for assessing the working conditions of the employees in wide range, considering
employees and organizations. The model considers the key focus towards the positive outcomes
and indicators instead of depended upon the negative variables like repetitive strain, ill health, or
burnout. Thus the positive variable through the model includes employee well-being and
intrinsic motivation of the employees in an organization (Van, Derks, & Bakker, 2018).
Some of the assumptions associated with the model include the key factors that may be related to
particular risk factors, which are generalized in two categories that is job resources and job
demand. Job demands include psychological, social, physical or organizational aspects that are
found to be essential or need for sustaining the psychological and physical efforts and
competencies. The job demand is thus, said to be associated with the self-efficacy and
physiological cost. Some of the examples of job demand are emotional demands and work
pressures. (Bakker & Bal, Weekly work engagement and performance: A study among starting
teachers, 2010) Job resources include psychological, social, physical or organizational aspects
that are supporting the functionality which accomplishing the working objectives and goals. This
also includes the psychological and physiological cost assisted with the reduced job demands.
Moreover learning, stimulation of personal growth and development are also associated, for
instance role clarity, career opportunity, autonomy, and supervision coaching are some of the
examples of job resources in organizational context (Bakker & Gevers, 2015).
The resources included are of two types that is the personal resources and workplace resources.
The personal resources are the individual resources like optimism and self-efficacy and the
workplace resources are responsible for developing motivation and job strain. The resources are
considered as the mediator that would be working towards work engagement or employee well-
being. The scholars reflect that the model indicated the high job demand may result in job strain
and health impairment process and higher job resources result include enhance productivity and
increased motivation among the employees in organization (Coetzer & Rothmann, 2007). Thus
the JD-R model reflects the availability and balance between the two major constraints of the
model that is job demand and job resources which will reflect the employee well-being in the
organization. The research believes that any job resources and any job demand may impact
employee wellbeing and health. The JD-R model below reflects the Strain(burnout) due to job
demand resulting in negative outcomes, where the job resources including work engagement

Organizational psychology 2
through motivational process may reduce the strain and result in positive outcomes that is
increasing in productivity (Wang, Duan, & Du, 2018).
Figure 1: (Source: (Coetzer & Rothmann, 2007)
Work engagement
Work engagement includes harnessing enterprise employees to acknowledge their roles. The
work engagement reflects that the employees can depict themselves through cognitive, physical,
mental, and emotional expression while performing their role (Bakker & Bal, Weekly work
engagement and performance: A study among starting teachers, 2010).
Self-determination theory
The research reflects this theory as a link between human motivation, personality, and optimal
functioning. This theory possesses two key motivation types that are extrinsic and intrinsic. Both
of these motivations reflect powerful forces reflecting who the individual is and how they behave
(Van, Lens, & Whitte, 2008). The model of SDT reflects three major determinants that are
competence, autonomy, relatedness, which will eventually affecting intrinsic motivation.
Autonomy includes the individuals having the requirement to believe that they are self-destined
and have control over their lives (Van, Lens, & Whitte, 2008). The competence determinant
includes the requirement for concern if their knowledge, achievement, and skills. It reflects that
people must create their competence and excel in the performing task that is found relevant to
them. Relatedness determinant is the individual require attaining sense of connectedness and
belonging with one another. Thus the integration of the three determinants results in intrinsic
motivation (Bakker & Schaufeli, Positive organizational behavior: Engaged employees in
flourishing organizations, 2008).

Organizational psychology 3
Figure 2: (Source: (positivepsychology, 2019)
The implication of JD-R model in dentist work
This model is used for the practical implication in organizations like in healthcare organization
of a dental organization. The implication of JD-R model, the study by the scholars has aimed for
provision of the required information for establishing the efficient operation foundation of the
enterprise by analyzing the job stress and self-efficacy effects that can be measured by job
demand, job autonomy, and self-efficacy on the commitment of the organization considering the
clinical dentist hygienists (Van, Lens, & Whitte, 2008). According to researcher, the
motivational process in Job demand resource model is responsible for fostering extrinsic
motivation, the reason being it is important to support the employees for dealing or handling the
job demands effectively and would be able to accomplish the goals (Coetzer & Rothmann,
2007). Moreover, this also include working towards the satisfaction of the human needs of
belongingness, autonomy, job resources, and competence that are also working towards the
intrinsic motivation of the staff members irrespective of the fact if the extrinsic or intrinsic needs
of an individual are satisfied or not, this result into work engagement as it will include the
fulfilling and healthy state of mind considering work in an organization. Therefore, the research
identifies that work engagement impacts the commitment in the organization and providing them
job resources for enabling them to work for the goals and providing the opportunity for growth,
learning, and development. Thus the JD-R model is impacting the dentist's work by reflecting the
negative relation among burnout and job resources (Timms & Brough, 2013).
Dental work includes oral health promotion, where the professional and employees play major
role while providing services to the clients. As per the research, the requirement for the dentist to
consider proactive approach towards the problem that is relevant to the medical consumer. Thus
it reflects that the need for implementation of motivational process and work engagement may
impact positively in the dental organization (Coetzer & Rothmann, 2007). The self-efficacy

Organizational psychology 4
model thus impacts majorly in this business. The reason being the need for the well-being of the
medical consumer is important and it is important to enhance the self-efficacy for dental
hygienist improvement. The self-efficacy model reflects the belief of an individual in oneself,
which includes their ability to organize and carry the work successfully reflecting the behavioral
process to have specific outcomes. This implies the self-confidence level among the employees
or the dental professional competency. The research finding included that higher self-efficacy in
the dental practice reflect proactive attitude of the dentist which includes increase loyalty of the
employees towards the organization (Green, Finkel, & Gino, 2017).
The key job demands for dental hygienists include job stress because of the burden or pressure
for acquiring new skills and knowledge, high-level tension, attention, unclear work division, and
heavy workload. This reflects the need for job resources in order to minimize the negative impact
of job demand (Van, Derks, & Bakker, 2018). Intrinsic motivation plays major role in this
context, this is result of the job resources as the intrinsic motivation will include self-satisfaction,
feel of belongingness, healthy mindset. These include carrier growth or development, supervisor
support, and autonomy. One of the major job demands is time demand as the emergency case
may impact the work life balance of the dentist which requires the organization to work more
towards increase in intrinsic, extrinsic motivation and self-efficacy (Van, Lens, & Whitte, 2008).
Therefore, from the literature, the highlighting point included that the Job demand resource
model has been incorporated for assessing the working conditions of the employees in wide
range considering employees and organizations. The job demand is thus said to be associated
with psychological and physiological cost. Job resources include psychological, social, physical
or organizational aspects that are supporting the functionality which accomplishing the working
objectives and goals. Work engagement includes harnessing enterprise employees to
acknowledge their roles. Self-determination theory posits the two key motivational types that are
extrinsic and intrinsic. The model of SDT reflects three major determinants that are competence,
autonomy, relatedness, which will eventually affect intrinsic motivation. This model is used for
the practical implication in organizations like in the healthcare organization of a dental
organization. The requirement for the dentist to consider proactive approach towards the problem
that is relevant to the medical consumer.

Organizational psychology 5
References
Bakker, A., & Bal, M. (2010). Weekly work engagement and performance: A study among
starting teachers. Journal of occupational and organizational psychology, 83(1), 189-
206.
Bakker, A., & Gevers, J. (2015). Job crafting and extra-role behavior: The role of work
engagement and flourishing. Journal of Vocational Behavior, 91, 87-96.
Bakker, A., & Schaufeli, W. (2008). Positive organizational behavior: Engaged employees in
flourishing organizations. Journal of Organizational Behavior: The International Journal
of Industrial, Occupational and Organizational Psychology and Behavior, 29(2), 147-
154.
Coetzer, C., & Rothmann, S. (2007). Job demands, job resources and work engagement of
employees in a manufacturing organisation. Southern African Business Review, 11(3),
17-32.
Green, J., Finkel, E., & Gino, F. (2017). The energizing nature of work engagement: Toward a
new need-based theory of work motivation. Research in Organizational Behavior, 37, 1-
18.
positivepsychology. (2019). self-determination-theory. Retrieved from
https://positivepsychology.com/self-determination-theory/
Timms, C., & Brough, P. (2013). I like being a teacher” Career satisfaction, the work
environment and work engagement. Journal of Educational Administration, 51(6), 768-
789.
Van, A., Lens, W., & Whitte, H. (2008). Explaining the relationships between job characteristics,
burnout, and engagement: The role of basic psychological need satisfaction. Work &
stress, 22(3), 277-294.
Van, J., Derks, D., & Bakker, A. (2018). Facilitating interns’ performance: The role of job
resources, basic need satisfaction and work engagement. Career Development
International, 23(4), 382-396.
Wang, Z., Duan, Y., & Du, J. (2018). Supervisory Mentoring and Newcomers' Work
Engagement: The Mediating Role of Basic Psychological Need Satisfaction. Social
Behavior and Personality: an international journal, 46(10), 1745-1760.