Job Demands–Resources Theory

Abstract

This chapter outlines the building blocks of the job demands–resources ( JD ‐R) theory, a theory that has been inspired by job design and job stress theories. Whereas job design theories have often ignored the role of job stressors or demands, job stress models have largely ignored the motivating potential of job resources. JD ‐R theory combines the two research traditions, and explains how job demands and (job and personal) resources have unique and multiplicative effects on job stress and motivation. In addition, JD ‐R theory proposes reversed causal effects: whereas burned‐out employees may create more job demands over time for themselves, engaged workers mobilize their own job resources to stay engaged. The chapter closes with a discussion of possible JD ‐R interventions.

Cite this

Arnold B. Bakker, Evangelia Demerouti (2014). Job Demands–Resources Theory. Well Being. https://doi.org/10.1002/9781118539415.wbwell019

@article{b2014job,
  title  = {Job Demands–Resources Theory},
  author = {Bakker, Arnold B. and Demerouti, Evangelia},
  year   = {2014},
  journal = {Well Being},
  doi    = {10.1002/9781118539415.wbwell019}
}

Citations in this library

Stored only when both papers are in the corpus — 1,537 citations exist upstream.

References

Cited by