The Job Demands–Resources model: Challenges for future research

• Published in: SA Journal of Industrial Psychology Vol. 37; no. 2; pp. 1 - e9
• Main Authors: Demerouti, Evangelia, Bakker, Arnold B.
• Format: Journal Article
• Language: English
• Published: Auckland Park AOSIS (Pty) Ltd 01-01-2011; AOSIS
• Subjects: bullying; employee health; Employees; Employment; Feedback; JD-R Model; Motivation; Occupational stress; Physiology; qualitative; quantitative
• ISSN: 0258-5200; 2071-0763
• DOI: 10.4102/sajip.v37i2.974

Motivation: The motivation of this overview is to present the state of the art of Job Demands–Resources (JD–R) model whilst integrating the various contributions to the special issue.Research purpose: To provide an overview of the JD–R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being. Moreover, the studies of the special issue were introduced.Research design: Qualitative and quantitative studies on the JD–R model were reviewed to enlighten the health and motivational processes suggested by the model.Main findings: Next to the confirmation of the two suggested processes of the JD–R model, the studies of the special issue showed that the model can be used to predict work-place bullying, incidences of upper respiratory track infection, work-based identity, and early retirement intentions. Moreover, whilst psychological safety climate could be considered as a hypothetical precursor of job demands and resources, compassion satisfaction moderated the health process of the model.Contribution/value-add: The findings of previous studies and the studies of the special issue were integrated in the JD–R model that can be used to predict well-being and performance at work. New avenues for future research were suggested.Practical/managerial implications: The JD–R model is a framework that can be used for organisations to improve employee health and motivation, whilst simultaneously improving various organisational outcomes.