According to the JD-R Model, stress and burnout are prevalent when job demands are high and job positives are low. Positive aspects of a job, on the other hand, can help to mitigate the impacts of high workloads and increase motivation and engagement.
The job demands-resources model (JD-R model) is an occupational stress model that proposes that strain is a reaction to an imbalance between the individual’s needs and the resources available to meet those demands. Other models of employee well-being, such as the demand-control model and the effort-reward imbalance model, were replaced by the JD-R.
As a result, the JD-R analyses organizations and workers under a wide range of working situations. Furthermore, the JD-R model incorporates both negative and positive indicators and outcomes of employee well-being, rather than focusing primarily on negative outcome factors (e.g., burnout, poor health, and repeated strain).
What is the demand for JD-R Job?
A brief list of assumptions/premises may be used to summarise the JD-R model:
Despite the fact that each occupation has its unique set of risk factors for job stress, these elements may be divided into two categories: job demands and job resources.
Demands of the job
Aspects of the work that demand continuous physical and/or psychological effort or abilities include those that are physical, psychological, social, or organizational. As a result, they come at a price in terms of physiological and/or psychological consequences. Workplace stress and emotional expectations are two examples.
Physical, psychological, social, or organizational elements of the workplace that are either: useful in accomplishing work goals; decrease job demands and related physiological and psychological costs; or promote personal growth, learning, and development. Career possibilities, supervisor guidance, position clarity, and autonomy are all examples.
Workplace Resources vs. Personal Resources: The JD-R writers differentiate between workplace resources and personal resources.
In the development of occupational pressure and motivation, two separate underlying psychological processes play a role. The first is the physical and social resources that are available at work. Personal resources, on the other hand, are those that the employee brings with them. Self-efficacy and optimism are two of these personality characteristics. Employee well-being is mediated by both sorts of assets (e.g. engagement).
Consistent Job Strain’s Consequences
Poorly planned work or long-term job demands deplete employees’ mental and physical resources, resulting in health damage. As a result, energy may be depleted and health issues may arise.
The Effects of Having a Lot of Money and Personal Resources
Job resources exercise their motivational power through this mechanism, resulting in strong work engagement, minimal cynicism, and great performance. Job resources may motivate people in two ways: intrinsically and extrinsically.
Who invented the JD-R model?
In 2006, the Job Demands-Resources Model (JD-R model) was introduced as an alternative to the existing employee well-being models. Eva Demerouti and Arnold Bakker are the creators of the Job Demands-Resources Model. They released the results of a lengthy study in The Journal of Managerial Physiology.
What is the meaning of work engagement?
Work Engagement or a positive state of mind at work is described as positive behavior or a beneficial state of mind that leads to positive job-related results. Employees that are highly engaged at work are energized, committed, and completely involved in their job. Work engagement comes under the positive psychology tradition, which is a branch of psychology that focuses on strategies to improve welfare rather than diagnosing or treating mental illness.