Beyond the Demand-Control Model

Arnold B. Bakker · Marc J. P. M. van Veldhoven · Despoina Xanthopoulou

562 citations0/0 files storedJournal of Personnel Psychology

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Job Satisfaction and Organizational Behavior Employee Performance and Management Workplace Health and Well-being

Abstract

This study among 12,359 employees working in 148 organizations tested the interaction hypothesis of the Job Demands-Resources (JD-R) model. Accordingly, employees endorse most positive work attitudes (task enjoyment and organizational commitment) when job demands and job resources are both high. Results of moderated structural equation modeling analyses provided strong support for the hypothesis: 15 of the 16 hypothesized interactions were significant for task enjoyment and 13 of the 16 interactions were significant for organizational commitment. Job resources (skill utilization, learning opportunities, autonomy, colleague support, leader support, performance feedback, participation in decision making, and career opportunities) predicted task enjoyment and organizational commitment particularly under conditions of high job demands (workload and emotional demands). These findings clearly expand the Demand-Control model and support the JD-R model. Moreover, the results illustrate what managers can do to secure employee well-being.

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References

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