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Cited by 1,433

The DOI matches its Crossref record; 19 of the 19 references it cites were found in a registry or an index.

Job Demands–Resources Theory

Bakker, Arnold B., Demerouti, Evangelia·2014·Wellbeing

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.

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Crossref · 10.1002/9781118539415.wbwell019

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Metadata

Authors
Bakker, A. B., & Demerouti, E.
Venue
Wellbeing
Publisher
Wiley
Published
2014-02-11
Pages
1-28
ISSN
2477-2704 (ISSN-L)
OpenAlex
W2136929329
Cited by
1,433
References
19
Type
other
Language
en
Open access
closed

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