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Applying the Job Demands-Resources model
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“Paramedic work inherently involves job-related resources, that is, aspects that are functional for work achievement, motivating and stimulating personal development or reducing job demands [34] and, hence, leading to higher job engagement.”
From Paramedics’ perceptions of job demands and resources in Finnish emergency medical services: a qualitative study (2022) · cites this paper as [34]
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“This model constitutes the best theory of job burnout so far, because it not only explains and predicts the occurrence of job burnout (Hakanen et al., 2008) but also provides clear directions for reducing burnout in organizations (see e.g., Schaufeli, 2017).”
From A Theoretical and Clinical Framework for Parental Burnout: The Balance Between Risks and Resources (BR2) (2018) · cites this paper as Schaufeli, 2017
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“Developed by Demerouti and Bakker, the JD-R model is a validated theoretical model showing a pathway between job demands and resources to work-related stress, burnout and compassion fatigue [32] and, inversely, positive and fulfilling engagement in work [34, 35].”
From Paramedics’ perceptions of job demands and resources in Finnish emergency medical services: a qualitative study (2022) · cites this paper as [34]
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Salanova, M., Agut, S., & Peiró, J. M. (2005) · Journal of Applied Psychology · doi:10.1037/0021-9010.90.6.1217 · Cited by 2,276
Developing and investigating the use of single-item measures in organizational research.
Fisher, G. G., Matthews, R. A., & Gibbons, A. M. (2015) · Journal of Occupational Health Psychology · doi:10.1037/a0039139 · Cited by 794
Burnout, engagement, coping and general health of service employees in the hospitality industry
Pienaar, J. W., & Willemse, S. A. (2008) · Tourism Management · doi:10.1016/j.tourman.2008.01.006 · Cited by 225
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Research works printed but not linked: 2
- [1]1. The Job Demands-Resources Model The JD-R model, which originally only included burnout, was first published in: Demerouti E., Bakker, A.B., Nachreiner, F., & Schaufeli, W.B. (2001). The Job Demands--Resources model of burnout. Journal of Applied Psychology, 86, 499-512.
- [2]2. A few year later, the extended JD-R model with engagement was published: Schaufeli, W.B. & Bakker, A.B. (2004). Job demands, job resources and their relationship with burnout and engagement: A multi-sample study. Jour- nal of Organizational Behavior, 25, 293-315. Both seminal papers haven been cited over 3500 times each (Google Scholar; May, 2016), which illustrates the popularity of the JD-R model among researchers. Still a few year later, personal resources were added to the model: Xanthopoulou, D., Bakker, A.B., Demerouti, E., & Schaufeli, W.B. (2009). Reciprocal relationships between job resources, personal resources and work engagement. Journal of Vocational Behavior, 74, 235-244. A conceptual overview can be found in: Bakker, A. & Demerouti, E. (2007), The Job Demands- Resources (JD-R) model: State of the art. Journal of Manage- rial Psychology, 22, 309-328. An overview of recent empiri- cal findings is presented in: Schaufeli, W.B. & Taris, T.W. (2014). A critical review of the Job Demands-Resources Model: Implications for improving work and health. In G. Bauer & O. Hämmig (Eds), Bridging occupational, organiza- tional and public health (pp. 43-68). Dordrecht: Springer. The most recent review is: Taris, T.W. & Schaufeli, W.B. (in press). The Job Demands-Resources model, its bases, appli- cations and range. In S. Clarke, T. Probst, F. Guldenmund and J. Passmore (Eds), The Wiley-Blackwell handbook of the psychology of occupational safety and workplace health. Chichester: Wiley-Blackwell. Assessment (Energy Compass) Various questionnaires have been published to assess psy- chosocial work factors and employee well being, for instance: (1) the Questionnaire on the Experience and Eva- luation of Work (QEEW), Van Veldhoven, M., De Jonge, J., Broersen, S., Kompier, M., & Meijman, T. (2002). Specific relations between psychosocial job conditions and job- related stress: A three-level analytic approach. Work & Stress, 16, 207-228; (the Copenhagen Psychosocial Ques- tionnaire (COPSOC), Kristensen, T., Hannertz, H., Hogh, A., & Borg, V. (2005). The Copenhagen Psychosocial Question- naire (COPSOQ)--A tool for the assessment and improvement of the psychosocial work environment. Scandinavian Journal of Work Environment & Health, 31, 438-449; (3) the Nordic Questionnaire for Psychosocial and Social Factors at Work (QPS Nordic ), Elo, A. L., Skogstad, A., Dallner, M., Gamberale, F., Hottinen, V., & Knardahl, S. (2000). User's guide for the QPSNordic: General Nordic Questionnaire for psychological and social factors at work. Copenhagen: Nordic Council of Ministers; (4) the Health and Safety Executive's Management Standards Indicator Tool (HSE MSIT), Edwards, J.A. & Web- ster, S. (2012). Psychosocial risk assessment: measurement invariance of the UK Health and Safety Executive's Manage- ment Standards Indicator. Work & Stress, 26, 130-142.
Cited by
Sorted by citations
The job demands-resources model: A meta-analytic review of longitudinal studies
Lesener, T., Gusy, B., & Wolter, C. (2018) · Work & Stress · doi:10.1080/02678373.2018.1529065 · Cited by 1,116
“Demerouti, Le Blanc, Bakker, Schaufeli, and Hox (2009) *** *** *** **** ****”
BackgroundMethodInfluentialWork Engagement: A meta-Analysis Using the Job Demands-Resources Model
Mazzetti, G., Robledo, E., Vignoli, M., Topa, G., Guglielmi, D., & Schaufeli, W. B. (2023) · Psychological Reports · doi:10.1177/00332941211051988 · Cited by 912
“The overall purpose of this meta-analysis was to investigate the relationship between work engagement, its outcomes, and different resource categories, using the taxonomy proposed by the Energy Compass tool (Schaufeli, 2017).”
BackgroundMethodInfluentialSelf-citationMikolajczak, M., & Roskam, I. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.00886 · Cited by 599
“This model constitutes the best theory of job burnout so far, because it not only explains and predicts the occurrence of job burnout (Hakanen et al., 2008) but also provides clear directions for reducing burnout in organizations (see e.g., Schaufeli, 2017).”
BackgroundJob demands–job resources (JD-R) model, work engagement, and well-being of cruise ship employees
Radić, A., Fuentes, J. M. A., Ariza‐Montes, A., Han, H., & Law, R. (2020) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102518 · Cited by 307
Memon, M. A., Salleh, R., Mirza, M. Z., Cheah, J., Ting, H., Ahmad, M. S., & Tariq, A. (2020) · International Journal of Manpower · doi:10.1108/ijm-04-2018-0127 · Cited by 310
The drivers of work engagement: a meta-analytic review of longitudinal evidence
Lesener, T., Gusy, B., Jochmann, A., & Wolter, C. (2020) · Work & Stress · doi:10.1080/02678373.2019.1686440 · Cited by 213
“Almost ten years ago, Schaufeli and Bakker (2010) reported 785 hits for »work engagement« in Google Scholar.”
BackgroundMethodWorkplace bullying, psychological distress, resilience, mindfulness, and emotional exhaustion
Anasori, E., Bayighomog, S. W., & Tanova, C. (2019) · Service Industries Journal · doi:10.1080/02642069.2019.1589456 · Cited by 235
“An extension of the JD-R model includes personal resources (Schaufeli, 2017) and our study in this sense extends Xanthopoulou, Bakker, Demerouti, and Schaufeli’s (2009) array of personal resources (optimism, self-efficacy and selfesteem) by modeling resilience as such, because it is an individual…”
BackgroundMethodMoreira-Fontán, E., García-Señorán, M., Conde-Rodríguez, Á., & González, A. (2019) · Computers & Education · doi:10.1016/j.compedu.2019.02.007 · Cited by 195
The Study Demands-Resources Framework: An Empirical Introduction
Lesener, T., Pleiss, L. S., Gusy, B., & Wolter, C. (2020) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17145183 · Cited by 217
Elidemir, S. N., Ozturen, A., & Bayighomog, S. W. (2020) · Sustainability · doi:10.3390/su12083295 · Cited by 197
Wang, H., Ding, H., & Kong, X. (2022) · International Journal of Manpower · doi:10.1108/ijm-08-2021-0480 · Cited by 230
Fostering work engagement: The role of the psychological contract
Soares, M. E., & Mosquera, P. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2019.01.003 · Cited by 203
Salas‐Vallina, A., Simone, C., & Fernández‐Guerrero, R. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2018.10.044 · Cited by 183
“Inspiring leaders promote autonomy (Schaufeli, 2017), which also fosters independent thinking.”
BackgroundMazzetti, G., & Schaufeli, W. B. (2022) · PLoS ONE · doi:10.1371/journal.pone.0269433 · Cited by 304
“Schaufeli [7] introduced the concept of engaging leadership , which is firmly rooted in Self-Determination Theory.”
BackgroundInfluentialSelf-citationRattrie, L. T. B., Kittler, M. G., & Paul, K. I. (2019) · Applied Psychology · doi:10.1111/apps.12209 · Cited by 163
Galanakis, M. D., & Tsitouri, E. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.1022102 · Cited by 229
“As such, the organization or the employees themselves can redesign the structure and content of the work, with the ultimate goal of improving outcomes like employee wellbeing, work engagement and job performance (Schaufeli, 2017).”
BackgroundTECHNOSTRESS: A comprehensive literature review on dimensions, impacts, and management strategies
Kumar, P. S. (2024) · Computers in Human Behavior Reports · doi:10.1016/j.chbr.2024.100475 · Cited by 191
Alizadeh, A., Khankeh, H. R., Barati, M., Ahmadi, Y., Hadian, A., & Azizi, M. (2020) · BMC Psychiatry · doi:10.1186/s12888-020-02889-2 · Cited by 128
Psychosocial factors and safety in high-risk industries: A systematic literature review
Derdowski, L. A., & Mathisen, G. E. (2022) · Safety Science · doi:10.1016/j.ssci.2022.105948 · Cited by 165
The job demands-resources model as a theoretical lens for the bright and dark side of digitization
Scholze, A., & Hecker, A. (2024) · Computers in Human Behavior · doi:10.1016/j.chb.2024.108177 · Cited by 200
Grobelna, A. (2018) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-08-2017-0501 · Cited by 123
Positioning Technostress in the JD-R Model Perspective: A Systematic Literature Review
Pansini, M., Buonomo, I., Vincenzi, C. D., Ferrara, B., & Benevene, P. (2023) · Healthcare · doi:10.3390/healthcare11030446 · Cited by 164
“They include, for example, work overload, strict deadlines, conflicts with colleagues, and fear of losing a job [22].”
BackgroundMethodInfluentialKohnen, D., Witte, H. D., Schaufeli, W. B., Dello, S., Bruyneel, L., & Sermeus, W. (2024) · Human Resources for Health · doi:10.1186/s12960-023-00886-6 · Cited by 195
Self-citationPflügner, K., Maier, C., & Weitzel, T. (2020) · Computers in Human Behavior · doi:10.1016/j.chb.2020.106566 · Cited by 130
Self‐efficacy and organizational commitment among Spanish nurses: the role of work engagement
Orgambídez-Ramos, A., Alés, Y. B., & Vázquez‐Aguado, O. (2019) · International Nursing Review · doi:10.1111/inr.12526 · Cited by 130
“Personal resources include optimism, resilience, self-esteem or self-efficacy (De Simone et al. 2018; Garc ıa-Sierra et al. 2015; Schaufeli 2017).”
BackgroundMethodResultInfluentialJiang, H., & Shen, H. (2020) · International Journal of Business Communication · doi:10.1177/2329488420954236 · Cited by 117
“Also, as shown in past studies on the job demands-resources model and relatedly engagement in public relations, engaged employees tend to display higher levels of both task and contextual performance behaviors and lower turnover intention (e.g., Demerouti et al., 2001; Rich et al., 2010; Saks, 2006; Schaufeli, 2017).”
BackgroundInfluentialCanboy, B., Tillou, C., Barzantny, C., Güçlü, B., & Bénichoux, F. (2021) · European Management Journal · doi:10.1016/j.emj.2021.12.004 · Cited by 138
Chigeda, F., Ndofirepi, T. M., & Steyn, R. (2022) · Global Business and Organizational Excellence · doi:10.1002/joe.22172 · Cited by 136
Job Demands and Job Resources of Academics in Higher Education
Naidoo-Chetty, M., & du Plessis, M. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.631171 · Cited by 138
“Job demands can be divided into three categories, namely, quantitative demands, qualitative demands and organizational demands whilst resources can be organized into two categories, namely, organizational resources and personal resources (Schaufeli, 2017).”
BackgroundExtremera, N., Mérida‐López, S., Sánchez‐Álvarez, N., & Quintana‐Orts, C. (2018) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph15091909 · Cited by 123
“Organisations should attempt to provide a supportive workplace environment and reduce workplace risks associated with negative job attitudes [2,44], occupational stress [63] and lower work engagement [64]; but training professionals in emotional skills might also increase employees’ energy, effort, enthusiasm and sens…”
BackgroundOrganisational Climate, Role Stress, and Public Employees’ Job Satisfaction
Pecino-Medina, V., Mañas, M. A., Díaz-Fúnez, P. A., Aguilar-Parra, J. M., Padilla-Góngora, D., & López‐Liria, R. (2019) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph16101792 · Cited by 119
Koob, C., Schröpfer, K., Coenen, M., Kus, S., & Schmidt, N. C. (2021) · PLoS ONE · doi:10.1371/journal.pone.0255191 · Cited by 95
“So with demands, the “bad things” related to studying are addressed [12].”
BackgroundMethodInfluentialInfluence of psychosocial safety climate on occupational health and safety: a scoping review
Amoadu, M., Ansah, E. W., & Sarfo, J. O. (2023) · BMC Public Health · doi:10.1186/s12889-023-16246-x · Cited by 87
Job Stress and Burnout among Social Workers in the VUCA World of COVID-19 Pandemic
Dima, G., Meseșan-Schmitz, L., & Șimon, M.-C. (2021) · Sustainability · doi:10.3390/su13137109 · Cited by 103
“This may lead to negative outcomes for the individual (poor health) as well as for the organisation (poor performance) [63].”
BackgroundInfluentialZhang, H., Tang, L., Ye, Z., Zou, P., Shao, J., Wu, M., Zhang, Q., Qiao, G., & Mu, S. (2020) · BMC Psychiatry · doi:10.1186/s12888-020-02673-2 · Cited by 102
Li, Y., Chen, C., & Yuan, Y. (2025) · Acta Psychologica · doi:10.1016/j.actpsy.2025.104710 · Cited by 142
Student engagement in health professions education: AMEE Guide No. 152
Kassab, S. E., Taylor, D., & Hamdy, H. (2022) · Medical Teacher · doi:10.1080/0142159x.2022.2137018 · Cited by 88
Zhang, H., Ye, Z., Tang, L., Zou, P., Du, C., Shao, J., Wang, X., Chen, D., Qiao, G., & Mu, S.-Y. (2020) · BMC Psychiatry · doi:10.1186/s12888-020-02603-2 · Cited by 75
“Schaufeli (2017) has proposed an integrative conceptual framework on the basis of the JD-R model [31].”
BackgroundBurnout Assessment Tool (BAT): Validity Evidence from Brazil and Portugal
Sinval, J., Vazquez, A. C. S., Hutz, C. S., Schaufeli, W. B., & da Silva, S. A. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19031344 · Cited by 103
“The negative change construct was assessed using the corresponding subscale (three items) from the Energy Compass psychometric instrument [74] answered in a five-point scale of frequency (1—“Never”; 2—“Seldom”; 3—“Sometimes”; 4—“Often”; 5—“Always”).”
MethodInfluentialSelf-citationGu, S., & Xue, L. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19094987 · Cited by 73
Fathi, J., Zhang, L. J., & Arefian, M. H. (2023) · IRAL - International Review of Applied Linguistics in Language Teaching · doi:10.1515/iral-2023-0024 · Cited by 87
Salmen, K., & Festing, M. (2021) · The International Journal of Human Resource Management · doi:10.1080/09585192.2021.1943491 · Cited by 100
“These include a) guiding employees through clear goals and stable structures (Aghina et al., 2015; Nijssen & Paauwe, 2012), b) providing job resources such as open communication, information technologies, supportive leadership by cooperative supervisors, scrum masters and agile coaches, workplace participation and emp…”
BackgroundLeaders, teams and work engagement: a basic needs perspective
Robijn, W., Euwema, M., Schaufeli, W. B., & Deprez, J. (2020) · Career Development International · doi:10.1108/cdi-06-2019-0150 · Cited by 96
“Academia and organizations do not only look at performance but also whether employees feel well at work (Schaufeli, 2017).”
BackgroundSelf-citationBatool, F., Mohammad, J., & Awang, S. R. (2021) · Leadership & Organization Development Journal · doi:10.1108/lodj-06-2021-0264 · Cited by 75
Tomaszek, K., & Muchacka-Cymerman, A. (2019) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph16214107 · Cited by 68
Berger, R., Czakert, J. P., Leuteritz, J., & Leiva, D. (2019) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.02788 · Cited by 73
“, offers social support (Bakker and Demerouti, 2007), therefore, may be also linked to reduced strain (Schaufeli, 2017).”
BackgroundLei, C., Hossain, M. S., Mostafiz, M. I., & Khalifa, G. S. A. (2021) · Journal of Hospitality and Tourism Management · doi:10.1016/j.jhtm.2021.07.001 · Cited by 88
“Underlying the research concept in previous studies, including the hospitality industry, Schaufeli (2017) postulated that high job demand might weaken the possibility of career success.”
BackgroundH-WORK Project: Multilevel Interventions to Promote Mental Health in SMEs and Public Workplaces
Angelis, M. D., Giusino, D., Nielsen, K. M., Aboagye, E., Christensen, M., Innstrand, S. T., Mazzetti, G., van den Heuvel, M., Sijbom, R. B. L., Pelzer, V., et al. (2020) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17218035 · Cited by 78
Modeling the associations between EFL teachers’ immunity, L2 grit, and work engagement
Noughabi, M. A., Ghonsooly, B., & Jahedizadeh, S. (2022) · Journal of Multilingual and Multicultural Development · doi:10.1080/01434632.2022.2088766 · Cited by 71
“Work engagement refers to a persistent a ff ective state of mind determined by the vigour, dedication, and absorption an individual has concerning his or her job (Schaufeli, 2017).”
Academic engagement: A diary study on the mediating role of academic support
Tamayo, M. R., Blanco‐Donoso, L. M., Román, F. J., Carmona‐Cobo, I., Jiménez, B. M., & Garrosa, E. (2020) · Learning and Individual Differences · doi:10.1016/j.lindif.2020.101887 · Cited by 79
“However, there is evidence pointing to the opposite relationship: personal resources as antecedents and environmental resources as mediators of these outcomes (Schaufeli, 2017).”
BackgroundPaliga, M. (2022) · Robotics and Autonomous Systems · doi:10.1016/j.robot.2022.104191 · Cited by 69
Bunjak, A., Černe, M., Nagy, N., & Bruch, H. (2021) · Human Relations · doi:10.1177/00187267211059826 · Cited by 83
“…we found that, when predicting employee well-being, JD-R models have mostly been concerned with internal, individual-level job demands and resources (e.g., job control, supervisor’s support, interpersonal conflicts; Schaufeli, 2017) and less with external demands (e.g., competitive pressure).”
BackgroundAuthentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter?
Kleynhans, D. J., Heyns, M. M., Stander, M. W., & Beer, L. T. D. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.798759 · Cited by 93
“Job resources may include social resources (e.g., supervisor support), organizational resources (e.g., trust in leadership), and personal resources (e.g., resilience) (Schaufeli, 2017).”
BackgroundSheng, H., Tian, D., Sun, L., Hou, Y., & Liu, X. (2023) · Nursing Open · doi:10.1002/nop2.1641 · Cited by 58
“According to the JD- R model, the high availability of job resources from work practice environment could reduce the job demands associated with physiological and psychological costs (Schaufeli, 2017).”
MethodJo, H., & Shin, D. (2025) · PLoS ONE · doi:10.1371/journal.pone.0312951 · Cited by 162
Aboagye, M. O., Qin, J., Qayyum, A., Antwi, C. O., Jababu, Y., & Affum‐Osei, E. (2018) · Children and Youth Services Review · doi:10.1016/j.childyouth.2018.09.041 · Cited by 74
Vincent, L., Brindley, P. G., Highfield, J. A., Innes, R., Greig, P. R., & Suntharalingam, G. (2019) · Journal of the Intensive Care Society · doi:10.1177/1751143719860391 · Cited by 63
Losada-Otálora, M., Peña-García, N., & Sánchez, I. D. (2020) · International Journal of Quality and Service Sciences · doi:10.1108/ijqss-02-2020-0023 · Cited by 61
Mushtaque, I., Waqas, H., & Awais‐E‐Yazdan, M. (2021) · International Journal of Educational Management · doi:10.1108/ijem-07-2021-0291 · Cited by 68
Tomczak, M. T., & Kulikowski, K. (2023) · Current Psychology · doi:10.1007/s12144-023-04428-0 · Cited by 78
“Within quantitative demands, we might distinguish characteristics related to over-stimulation and preferences in the area of order and predictability, such as the pace of change (Schaufeli, 2017).”
BackgroundInfluentialCoetzer, A., Susomrith, P., & Ampofo, E. T. (2019) · Journal of Vocational Education and Training · doi:10.1080/13636820.2019.1584637 · Cited by 60
“That said, the bulk of empirical evidence suggests that it is job resources, such as learning opportunities, which trigger a motivational process and via work engagement lead to positive outcomes for individuals and organisations (Bakker 2017; Schaufeli 2017).”
BackgroundNaidoo-Chetty, M., & du Plessis, M. (2021) · International Journal of Higher Education · doi:10.5430/ijhe.v10n3p268 · Cited by 67
“Thus, the individual does not need to draw from their own energy for assistance but relies on energy from the organisation (Schaufeli, 2017).”
BackgroundSermeus, W., Aiken, L. H., Ball, J., Bridges, J., Bruyneel, L., Busse, R., Witte, H. D., Dello, S., Drennan, J., Eriksson, L. E., et al. (2022) · BMJ Open · doi:10.1136/bmjopen-2021-059159 · Cited by 61
Self-citationThe double-edged sword effect of artificial intelligence awareness among hotel employees
Liu, S., & Cheng, P. (2024) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-01-2024-0051 · Cited by 54
The owner-manager’s role as a facilitator of informal learning in small businesses
Coetzer, A., Wallo, A., & Kock, H. (2019) · Human Resource Development International · doi:10.1080/13678868.2019.1585695 · Cited by 61
“The Job Demands-Resources (J D-R) theory (Bakker 2017; Schaufeli 2017) can be used as a conceptual basis for such a link.”
BackgroundAwwad, R. I., Aljuhmani, H. Y., & Hamdan, S. (2022) · SAGE Open · doi:10.1177/21582440221079880 · Cited by 64
“Job demand thus requires additional energy from employees to handle, for example, stressful life events, job insecurity, role ambiguity, conflict, task complexity, work overload, and pressure (Bakker et al., 2014; Schaufeli, 2017; Schaufeli & Taris, 2014).”
BackgroundZhang, M., Chen, H., Wang, N., Li, Y., Li, X., & Liu, Y. (2023) · Frontiers in Psychiatry · doi:10.3389/fpsyt.2022.990216 · Cited by 56
Factors associated with common mental health problems of humanitarian workers in South Sudan
Strohmeier, H., Scholte, W. F., & Ager, A. (2018) · PLoS ONE · doi:10.1371/journal.pone.0205333 · Cited by 51
“130 The Job Demands-Resources (JDR) model is a comprehensive and highly flexible 131 model that is widely used to assess employee health, especially in the context of cross132 sectional research [45,46][45,46].”
Hassanein, F. R., & Özgit, H. (2022) · Sustainability · doi:10.3390/su142215365 · Cited by 50
Peiró, T., Lorente, L., & Vera, M. (2020) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17186532 · Cited by 48
“These results suggest that a lack of preparation blocks both PFC and SSC because the lack of important personal resources [12,13] decreases motivation and opportunities to effectively cope with the demands of the stressful situation.”
BackgroundLampaki, A., & Papadakis, V. (2018) · European Management Journal · doi:10.1016/j.emj.2018.07.005 · Cited by 57
Supervisor Support and Affective Organizational Commitment: The Mediator Role of Work Engagement
Orgambídez-Ramos, A., & Almeida, H. (2019) · Western Journal of Nursing Research · doi:10.1177/0193945919852426 · Cited by 53
“First and foremost, the design of the study allows us to establish a covariance hypothesis (predictor, mediator, and result variable) in accordance with the JD-R model but does not allow us to refer to a cause– effect relationship.”
BackgroundResultInfluentialDale, G., Wilson, H. K., & Tucker, M. (2024) · International Journal of Workplace Health Management · doi:10.1108/ijwhm-03-2024-0041 · Cited by 82
Exploring the turbulent nature of nurses’ workflow
Jennings, B. M., Baernholdt, M., & Hopkinson, S. G. (2022) · Nursing Outlook · doi:10.1016/j.outlook.2022.01.002 · Cited by 47
Sang, G., Wang, K., Li, S., Xi, J., & Yang, D. (2023) · Educational Technology Research and Development · doi:10.1007/s11423-023-10205-4 · Cited by 47
“Work engagement is about the relationship between an employee with his work, and it is described as a mental state of a positive, fulfilling, work-related mind (Schaufeli, 2017).”
BackgroundAlkhayyal, S., & Bajaba, S. M. (2024) · Acta Psychologica · doi:10.1016/j.actpsy.2024.104377 · Cited by 89
Decoding leadership to leverage employee engagement in virtual teams
Mutha, P., & Srivastava, M. (2021) · International journal of organizational analysis · doi:10.1108/ijoa-07-2021-2856 · Cited by 58
Al’Ararah, K., Çağlar, D., & Aljuhmani, H. Y. (2024) · Behavioral Sciences · doi:10.3390/bs14060490 · Cited by 60
“Drawing from the job demands–resources model, which posits that organizational climate functions as a psychological resource, the research underscores the pivotal role of a positive work environment in mitigating burnout risks [32,34,165,166].”
BackgroundRožman, M., Zabukovšek, S. S., Bobek, S., & Tominc, P. (2021) · Sustainability · doi:10.3390/su13168791 · Cited by 46
“, being fully concentrated and happily engrossed in one’s work) [29].”
BackgroundModerating role of enterprise social media use in work engagement
Sun, Y., Wu, L., & Jeyaraj, A. (2022) · Information Processing & Management · doi:10.1016/j.ipm.2021.102793 · Cited by 45
Wei, S., Zhu, F., & Chen, X. S. (2020) · Information Technology and People · doi:10.1108/itp-09-2019-0499 · Cited by 49
How Employee Career Sustainability Affects Innovative Work Behavior under Digitalization
Zhang, W., & Chin, T. (2024) · Sustainability · doi:10.3390/su16093541 · Cited by 55
Aboramadan, M., Alolayyan, M. N., Türkmenoğlu, M. A., ÇİÇEK, B., & Farao, C. (2021) · International journal of organizational analysis · doi:10.1108/ijoa-10-2020-2436 · Cited by 55
Ye, G., Xiang, Q., Yang, L., Yang, J., Xia, N., Yang, L., & He, T. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.818955 · Cited by 48
“There are two psychological processes that work influence employees: the stress process and the motivation process (Schaufeli, 2017).”
BackgroundJong, E. F., van der Voort-Pauw, N., Nieuwschepen-Ensing, E. G., & Kool, L. E. (2022) · Women and Birth · doi:10.1016/j.wombi.2022.02.004 · Cited by 43
Buonomo, I., Santoro, P. E., Benevene, P., Borrelli, I., Angelini, G., Fiorilli, C., Gualano, M. R., & Moscato, U. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19158966 · Cited by 46
Trauma, Mental Health Workforce Shortages, and Health Equity: A Crisis in Public Health
Ballout, S. (2025) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph22040620 · Cited by 64
“Nonetheless, all sources are fully cited, ensuring academic rigor and intellectual integrity [22,31].”
InfluentialExploring Proactive Behaviors of Employees in the Prevention of Burnout
Otto, M. C. B., Hoefsmit, N., Ruysseveldt, J. V., & van Dam, K. (2019) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph16203849 · Cited by 55
van Engen, V., Bonfrer, I., Ahaus, K., & Buljac‐Samardžić, M. (2022) · Frontiers in Public Health · doi:10.3389/fpubh.2021.800702 · Cited by 42
“Since JD-R allows flexible use and tailoring to fit specific contexts (29), we iteratively adapted the JD-R model by including all abstracted data regarding the relation between VBHC and the professional.”
MethodBatool, F., Mohammad, J., Awang, S. R., & Ahmad, T. (2022) · Journal of Knowledge Management · doi:10.1108/jkm-10-2021-0785 · Cited by 48
Drew, J. M., Sargeant, E., & Martin, S. (2024) · Policing A Journal of Policy and Practice · doi:10.1093/police/paae036 · Cited by 42
“…employee health (i.e. burnout and psychological distress), and results in less positive (ie. less organizational commitment and less occupational commitment) and more negative (ie. greater intentions to turnover) work outcomes (Demerouti et al ., 2001; Schaufeli, 2017; Schaufeli and Bakker, 2004).”
BackgroundMethodInfluentialGoal Clarity, Trust in Management and Intention to Stay: The Mediating Role of Work Engagement
Bellamkonda, N., Santhanam, N., & Pattusamy, M. (2020) · South Asian Journal of Human Resources Management · doi:10.1177/2322093720965322 · Cited by 52
“As exemplified by Schaufeli (2017) in a recent study, JD-R provides a shared language among all levels of employees in an organisation.”
BackgroundEricsson, C. R., Lindström, V., Rudman, A., & Nordquist, H. (2022) · BMC Health Services Research · doi:10.1186/s12913-022-08856-9 · Cited by 40
“Developed by Demerouti and Bakker, the JD-R model is a validated theoretical model showing a pathway between job demands and resources to work-related stress, burnout and compassion fatigue [32] and, inversely, positive and fulfilling engagement in work [34, 35].”
BackgroundMethodWalz, T., Kensbock, J. M., de Jong, S. B., & Kunze, F. (2023) · European Management Journal · doi:10.1016/j.emj.2023.05.001 · Cited by 58
Influence of workplace flexibility on employee engagement among young generation
Lee, S. H., Chong, C. W., & Ojo, A. O. (2024) · Cogent Business & Management · doi:10.1080/23311975.2024.2309705 · Cited by 67
“…this theory suggests that the interplay between personal and environmental attributes is the primary driver of human behavior (cooman & Vleugels, 2022) and it focuses on the outcomes from the individuals relative to the resources and abilities around them (schaufeli, 2017; Van Zyl et al., 2022).”
Linking Self-efficacy to Quality of Working Life: The Role of Work Engagement
Orgambídez-Ramos, A., Alés, Y. B., & Aguado, O. V. (2020) · Western Journal of Nursing Research · doi:10.1177/0193945919897637 · Cited by 41
The Use of HR Policies and Job Satisfaction of Older Workers
Visser, M., Lössbroek, J., & van der Lippe, T. (2020) · Work Aging and Retirement · doi:10.1093/workar/waaa023 · Cited by 51
“From an intervention point of view, the JD-R model states that both low job resources and high job demands cause stress, which decreases job satisfaction, whereas only high job resources and not low job demands increase work engagement and job satisfaction (Schaufeli, 2017).”
MethodLabrague, L. J. (2023) · Australasian Emergency Care · doi:10.1016/j.auec.2023.08.001 · Cited by 53
Zheng, J., Zhang, Z., Kamal, M. M., Liang, X., & Alzeiby, E. A. (2025) · Journal of Business Research · doi:10.1016/j.jbusres.2025.115406 · Cited by 71
Su, X., Liang, K., & Wong, V. C. W. (2020) · Journal of Social Service Research · doi:10.1080/01488376.2020.1817229 · Cited by 40
“…play significant roles in reducing three burnout dimensions (Bakker et al., 2014; Van den Broeck et al., 2012), and in buffering the impact of some job demands on burnout, such as workload (Schaufeli, 2017; Su & Ng, 2019), role conflict (Schaufeli, 2017), and role ambiguity (Prieto et al., 2008).”
Background
Metadata
- Authors
- Schaufeli, W. B.
- Corresponding author
- Schaufeli, Wilmar B.
- ORCID
- Schaufeli, Wilmar B.
- Venue
- Organizational Dynamics
- Publisher
- Elsevier BV
- Published
- 2017-04
- Volume
- 46
- Issue
- 2
- Pages
- 120-132
- ISSN
- 0090-2616 (ISSN-L)
- OpenAlex
- W2619380358
- Cited by
- 1,026
- References
- 3
- Citations by year
- 2026: 201 · 2025: 188 · 2024: 178 · 2023: 134 · 2022: 122 · 2021: 87 · 2020: 57 · 2019: 40 · 2018: 18 · 2017: 1
- FWCI
- 57.24
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Organizational Dynamics (publishedVersion)
- Utrecht University Repository (Utrecht University) (submittedVersion, other-oa)
- Funders
- Research Fund KU Leuven
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
- Keywords
- job demands-resources model, job demands, job resources, employee well-being, occupational stress, work engagement
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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