2007 Bakker y Demorouti State of The Art

Journal of Managerial Psychology
The Job Demands-Resources model: state of the art

Arnold B. Bakker, Evangelia Demerouti,
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Journal of Managerial Psychology, Vol. 22 Issue: 3, pp.309-328, doi: 10.1108/02683940710733115
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The Job
The Job Demands-Resources Demands-
model: state of the art Resources model
Arnold B. Bakker
Erasmus University Rotterdam, Institute of Psychology, 309
Department of Work and Organizational Psychology, Rotterdam,
The Netherlands, and Received June 2006
Revised October 2006
Evangelia Demerouti Accepted October 2006
Utrecht University, Department of Social and Organizational Psychology,
Utrecht, The Netherlands
Abstract
Purpose The purpose of this paper is to give a state-of-the art overview of the Job
Demands-Resources (JD-R) model
Design/methodology/approach The strengths and weaknesses of the demand-control model and
the effort-reward imbalance model regarding their predictive value for employee well being are
discussed. The paper then introduces the more flexible JD-R model and discusses its basic premises.
Findings The paper provides an overview of the studies that have been conducted with the JD-R
model. It discusses evidence for each of the models main propositions. The JD-R model can be used as
a tool for human resource management. A two-stage approach can highlight the strengths and
weaknesses of individuals, work groups, departments, and organizations at large.
Originality/value This paper challenges existing stress models, and focuses on both negative and
positive indicators of employee well being. In addition, it outlines how the JD-R model can be applied to
a wide range of occupations, and be used to improve employee well being and performance.
Keywords Employees, Employee behaviour, Human resource management
Paper type Research paper
During the past three decades, many studies have shown that job characteristics can
have a profound impact on employee well being (e.g. job strain, burnout, work
engagement). For example, research has revealed that job demands such as a high
work pressure, emotional demands, and role ambiguity may lead to sleeping problems,
exhaustion, and impaired health (e.g. Doi, 2005; Halbesleben and Buckley, 2004),
whereas job resources such as social support, performance feedback, and autonomy
may instigate a motivational process leading to job-related learning, work engagement,
and organizational commitment (e.g. Demerouti et al., 2001; Salanova et al., 2005; Taris
and Feij, 2004). Although these previous studies have produced a long list of possible
antecedents of employee well being, theoretical progress has been limited. Many
studies have either used a laundry-list approach to predict employee well being, or they
have relied on one of two influential job stress models, namely the demand-control
model (Karasek, 1979) and the effort-reward imbalance model (Siegrist, 1996).
The present article outlines the strengths and weaknesses of both models regarding Journal of Managerial Psychology
Vol. 22 No. 3, 2007
their predictive value for employee well being. We will argue that most research on the pp. 309-328
demand-control model and the effort-reward imbalance model has been restricted to a q Emerald Group Publishing Limited
0268-3946
given and limited set of predictor variables that may not be relevant for all job DOI 10.1108/02683940710733115
JMP positions. In addition, the vast majority of previous studies have focused on negative
outcome variables, including burnout, ill health, and repetitive strain. The central aim
22,3 of this article is to give an overview of the Job Demands-Resources (JD-R) model
(Demerouti et al., 2001a), which incorporates many possible working conditions, and
focuses on both negative and positive indicators of employee well being. The JD-R
model can be applied to a wide range of occupations, and can be used to improve
310 employee well being and performance.
Balance models of employee well being

Point of departure of several models in the occupational health literature is that job strain
is the result of a disturbance of the equilibrium between the demands employees are
exposed to and the resources they have at their disposal. For example, according to the
well-known demand-control model (DCM; Karasek, 1979, 1998), job strain is particularly
caused by the combination of high job demands (particularly work overload and time
pressure) and low job control the working individuals potential control over his tasks
and his conduct during the working day (Karasek, 1979, pp. 289-290). Thus, one basic
premise in the DCM is that employees who can decide themselves how to meet their job
demands do not experience job strain (e.g. job-related anxiety, health complaints,
exhaustion, and dissatisfaction). According to Karasek (1979), p. 287):
The individuals decision latitude is the constraint which modulates the release or
transformation of stress (potential energy) into the energy of action.
There is indeed empirical evidence showing that particularly the combination of high
job demands and low job control is an important predictor of psychological strain and
illness (Karasek, 1979; Schnall et al., 1994). Although the literature provides
considerable support for the strain hypothesis, support for the buffer hypothesis
stating that control can moderate the negative effects of high demands on well being
is less consistent (De Jonge and Kompier, 1997; Van der Doef and Maes, 1999). This
may suggest that job control is only partly able to buffer the impact of job demands on
employee well being. Nevertheless, the DCM has dominated the empirical research on
job stress and health over the past 20 years (see also Cordery, 1997).
An alternative model, the effort-reward imbalance (ERI) model (Siegrist, 1996)
emphasizes the reward, rather than the control structure of work. The ERI-model
assumes that job strain is the result of an imbalance between effort (extrinsic job
demands and intrinsic motivation to meet these demands) and reward (in terms of salary,
esteem reward, and security/career opportunities i.e. promotion prospects, job security
and status consistency). The basic assumption is that a lack of reciprocity between effort
and reward (i.e. high effort/low reward conditions) will lead to arousal and stress (cf.
equity theory; Walster et al., 1978), which, in turn, may lead to cardiovascular risks and
other strain reactions. Thus, having a demanding, but unstable job, achieving at a high
level without being offered any promotion prospects, are examples of a stressful
imbalance (De Jonge et al., 2000). The combination of high effort and low reward at work
was indeed found to be a risk factor for cardiovascular health, subjective health, mild
psychiatric disorders and burnout (for a review, see Van Vegchel et al., 2005). Unlike the
DCM, the ERI-model introduces a personal component in the model as well. Over
commitment is defined as a set of attitudes, behaviors and emotions reflecting excessive
striving in combination with a strong desire of being approved and esteemed. According
to the model, over commitment may moderate the association between effort-reward
imbalance and employee well being. Thus, personality is expected to be able to further The Job
qualify the interaction between effort and reward. Some evidence for this pattern has
indeed been reported (e.g. De Jonge et al., 2000).
Demands-
Resources model
Strengths and weaknesses of both models
The basic assumption of both the DCM and the ERI-model is that job demands
particularly lead to job strain (and in extreme cases to burnout), when certain job 311
resources are lacking (autonomy in the DCM; salary, esteem reward and security/career
opportunities in the ERI-model). In general, one may argue that the strength of these
models lies in their simplicity. This can also be seen as a weakness, since the complex
reality of working organizations is reduced to only a handful of variables. This simplicity
does no justice to reality. Indeed, research on employee well being has produced a laundry
list of job demands and (lack of) job resources as potential predictors, not only including
high psychological and physical job demands (lack of) rewards, and (lack of) autonomy,
but also emotional demands, social support from colleagues, supervisory support, and
performance feedback, to name only a few (see Halbesleben and Buckley, 2004; Kahn and
Byosserie, 1992; Lee and Ashforth, 1996). This raises the question whether the DCM and
ERI-model are applicable to the universe of job positions, and whether in certain
occupations other combinations of demands and (lack of) resources than the ones
incorporated in the models may be responsible for employee well being. Some scholars
have acknowledged this in their research and included physical and emotional demands
in the DCM or ERI-model (De Jonge et al., 1999; Van Vegchel et al., 2002).
A related point of critique is the static character of the two models. Thus, it is
unclear why autonomy is the most important resource for employees in the DCM (and
additionally social support in the extended demand-control-support model; Johnson
and Hall, 1988). Would it not be possible that in certain work situations totally different
resources prevail (for example inspirational leadership in an internet company, or open
communication among reporters of a local TV station)? In a similar vein, the ERI-model
(Siegrist, 1996) postulates salary, esteem reward, and status control as the most
important job resources that may compensate for the impact of job demands on strain.
Why is autonomy not incorporated in this model? Are salary and status control more
important job resources than task identity and a high quality relationship with ones
supervisor? Thus, the models do not leave room for the integration of other
work-related factors that can (and have been found to) be related to well being.
Moreover, it is unclear why work pressure or (intrinsic and extrinsic) effort should
always be the most important job demands. It seems evident that the choice of
researchers for a certain model implies one-sided attention for specific aspects of the
work environment, whereas other aspects are neglected. This is a serious draw back,
since we know that certain job demands like emotional demands are highly
prevalent in some specific occupations (e.g. teachers, nurses, doctors, and waitresses;
Bakker et al., 2000c; Hochschild, 1983; Morris and Feldman, 1996), whereas they are
virtually absent in other occupations. For example, the work of control room operators
and air-traffic controllers is more about the processing of information than about
working with people (Demerouti et al., 2001a, b), and therefore mental job demands are
more important in these occupations.
Although empirical tests of Karasek (1979) DCM have primarily focused on work
overload and time pressure as indicators of job demands, and on skill discretion and
decision latitude as indicators of job control, Karasek included role conflict in his
original job demands measure, and stated that:
JMP The goal in constructing the scale of job demands is to measure the psychological stressors
involved in accomplishing the work load, stressors related to unexpected tasks, and stressors
22,3 of job-related personal conflict (Karasek, 1979, p. 291).
He added that:
Stressors such as fear of unemployment or occupational career problems might also
contribute to these measures (p. 291).
312
In a similar vein, Karasek stated:
In future research it would be desirable to discriminate between the effects of several different
aspects of decision latitude (i.e. with respect to skill, task organization, time pacing,
organizational policy influence, control over potential uncertainties, decision resources) (p. 290).
This all implies that Karasek acknowledged the relevance of a wider range of job
demands and resources. Nevertheless, most studies on the DCM and the ERI-model
have been restricted to a given and limited set of independent variables that may not be
relevant for all job positions.
The job demands-resources model

At the heart of the Job Demands-Resources (JD-R) model (Bakker et al., 2003b; c;
Demerouti et al., 2001a, b) lies the assumption that whereas every occupation may have
its own specific risk factors associated with job stress, these factors can be classified in
two general categories (i.e. job demands and job resources), thus constituting an
overarching model that may be applied to various occupational settings, irrespective of
the particular demands and resources involved. Job demands refer to those physical,
psychological, social, or organizational aspects of the job that require sustained physical
and/or psychological (cognitive and emotional) effort or skills and are therefore
associated with certain physiological and/or psychological costs. Examples are a high
work pressure, an unfavorable physical environment, and emotionally demanding
interactions with clients. Although job demands are not necessarily negative, they may
turn into job stressors when meeting those demands requires high effort from which the
employee has not adequately recovered (Meijman and Mulder, 1998).
Job resources refer to those physical, psychological, social, or organizational aspects
of the job that are either/or:
.
Functional in achieving work goals.
.
Reduce job demands and the associated physiological and psychological costs.
.
Stimulate personal growth, learning, and development.
Hence, resources are not only necessary to deal with job demands, but they also are
important in their own right. This agrees with Hackman and Oldham (1980) job
characteristics theory that emphasizes the motivational potential of job resources at the
task level, including autonomy, feedback, and task significance. In addition, this agrees
on a more general level with conservation of resources (COR) theory (Hobfoll, 2001)
that states that the prime human motivation is directed towards the maintenance and
accumulation of resources. Accordingly, resources are valued in their own right or
because they are means to the achievement or protection of other valued resources. Job
resources may be located at the level of the organization at large (e.g. pay, career
opportunities, job security), the interpersonal and social relations (e.g. supervisor and
co-worker support, team climate), the organization of work (e.g. role clarity,
participation in decision making), and at the level of the task (e.g. skill variety, task The Job
identity, task significance, autonomy, performance feedback).
Demands-
Dual processes Resources model
A second premise of the JD-R model is that two different underlying psychological
processes play a role in the development of job strain and motivation (see Figure 1). In
the first, health impairment process, poorly designed jobs or chronic job demands (e.g. 313
work overload, emotional demands) exhaust employees mental and physical resources
and may therefore lead to the depletion of energy (i.e. a state of exhaustion) and to
health problems (e.g. Demerouti et al., 2000, 2001a, b; Leiter, 1993). According to
Hockey (1993), individuals use performance-protection strategies under the influence of
environmental demands. Performance protection is achieved through the mobilization
of sympathetic activation (autonomic and endocrine) and/or increased subjective effort
(use of active control in information processing). Hence, the greater the activation
and/or effort, the greater the physiological costs for the individual. Even though the
use of this strategy makes it difficult to demonstrate overt decrements in primary task
performance, according to Hockeys theory, several different patterns of indirect
degradation may be identified. These are referred to as compensatory costs (increased
activation and/or subjective effort), strategy adjustments (narrowing of attention,
increased selectivity, redefinition of task requirements), and fatigue after-effects (risky
choices, high levels of subjective fatigue). The long-term effect of such a compensatory
strategy may be a draining of an individuals energy, eventually resulting in a
breakdown.
The second process proposed by the JD-R model is motivational in nature, whereby
it is assumed that job resources have motivational potential and lead to high work
engagement, low cynicism, and excellent performance. As follows from our definition,
job resources may play either an intrinsic motivational role because they foster
employees growth, learning and development, or they may play an extrinsic
motivational role because they are instrumental in achieving work goals. In the former
case, job resources fulfill basic human needs (Deci and Ryan, 1985), such as the needs
Figure 1.
The Job
Demands-Resources
model
JMP for autonomy (DeCharms, 1968), competence (White, 1959), and relatedness
(Baumeister and Leary, 1995). For instance, proper feedback fosters learning,
22,3 thereby increasing job competence, whereas decision latitude and social support
satisfy the need for autonomy and the need to belong, respectively. Job resources may
also play an extrinsic motivational role, because, according to the effort-recovery model
(Meijman and Mulder, 1998), work environments that offer many resources foster the
314 willingness to dedicate ones efforts and abilities to the work task. In that case it is
likely that the task will be completed successfully and that the work goal will be
attained. For instance, supportive colleagues and proper feedback from ones superior
increase the likelihood of being successful in achieving ones work goals. In either case,
be it through the satisfaction of basic needs or through the achievement of work goals,
the presence of job resources leads to engagement, whereas their absence evokes a
cynical attitude towards work (see Figure 1).
Interactions between job demands and resources

In addition to the main effects of job demands and resources, the JD-R model proposes
that the interaction between job demands and job resources is important for the
development of job strain and motivation as well. More specifically, it is proposed that
job resources may buffer the impact of job demands on job strain, including burnout
(Bakker et al., 2003c). This assumption is consistent with the demand-control model
(DCM; Karasek, 1979, 1998), but expands this model by claiming that several different
job resources can play the role of buffer for several different job demands. Which job
demands and resources play a role in a certain organization depends upon the specific
job characteristics that prevail. Thus, whereas the DCM states that control over the
execution of tasks (autonomy) may buffer the impact of work overload on job stress,
the JD-R model expands this view and states that different types of job demands and
job resources may interact in predicting job strain.
This proposition agrees with Diener and Fujita (1995) findings that there are many
potential resources, which can facilitate the achievement of a specific goal/demand,
implying that different goals/demands are likely to be influenced by several resources.
The buffer hypothesis is also consistent with Kahn and Byosserie (1992), who argue
that the buffering or interaction effect can occur between any pair of variables in the
stress-strain sequence. They claim that properties of the work situation, as well as
characteristics of the individual, can buffer the effects of a stressor. The buffering
variable can reduce the tendency of organizational properties to generate specific
stressors, alter the perceptions and cognitions evoked by such stressors, moderate
responses that follow the appraisal process, or reduce the health-damaging
consequences of such responses (Kahn and Byosserie, 1992, p. 622).
Social support is probably the most well known situational variable that has been
proposed as a potential buffer against job strain (e.g. Haines et al. 1991; Johnson and
Hall, 1988). Other characteristics of the work situation that may act as moderators are:
.
The extent to which the onset of a stressor is predictable (e.g. role clarity and
performance feedback).
.
The extent to which the reasons for the presence of a stressor are understandable
(e.g. through information provided by supervisors).
.
The extent to which aspects of the stressor are controllable by the person who
must experience it (e.g. job autonomy) (Kahn and Byosserie, 1992).
The reason why job resources can act as buffers is different for different resources. For The Job
example, a high quality relationship with ones supervisor may alleviate the influence of
job demands (e.g. work overload, emotional and physical demands) on job strain, since
Demands-
leaders appreciation and support puts demands in another perspective. Leaders Resources model
appreciation and support may also aid the worker in coping with the job demands,
facilitate performance, and act as a protector against ill health (Vaananen et al., 2003). In
contrast, job autonomy may be crucial for employee health and well being because 315
greater autonomy is associated with more opportunities to cope with stressful situations
(see Jenkins, 1991; Karasek, 1998). Social support is a straightforward resource, in that it
is functional in achieving work goals. Thus, instrumental support from colleagues can
help to get the work done in time, and may therefore alleviate the impact of work
overload on strain (Van der Doef and Maes, 1999). In addition, the stress-buffering
hypothesis states that social support protects employees from the pathological
consequences of stressful experiences (Cohen and Wills, 1985). As a final example,
constructive feedback not only helps employees do their work more effectively, but also
improves communication between supervisors and employees. When specific and
accurate information is provided in a constructive way, both employees and supervisors

can improve or change their performance. Appraising employees for good performance
helps maintain their motivation and signals them to continue in this direction (Hackman
and Oldham, 1980). In addition, communicating with employees in a positive manner
when they need to improve their performance will help prevent work problems.
The final proposition of the JD-R model is that job resources particularly influence
motivation or work engagement when job demands are high. According to conservation
of resources (COR) theory (Hobfoll, 2001), people seek to obtain, retain, and protect that
which they value, e.g. material, social, personal, or energetic resources. The theory
proposes that stress experienced by individuals can be understood in relation to potential
or actual loss of resources. More specifically, Hobfoll and Shirom (2000) have argued that:
.
Individuals must bring in resources in order to prevent the loss of resources.
.
Individuals with a greater pool of resources are less susceptible to resource loss.
.
Those individuals who do not have access to strong resource pools are more
likely to experience increased loss (loss spiral).
.
Strong resource pools lead to a greater likelihood that individuals will seek
opportunities to risk resources for increased resource gains (gain spiral).
Hobfoll (2002) has additionally argued that resource gain, in turn and in itself has only
a modest effect, but instead acquires its saliency in the context of resource loss. This
implies that job resources gain their motivational potential particularly when
employees are confronted with high job demands. The full JD-R model is depicted
graphically in Figure 1.
Evidence for the JD-R model

Evidence for the dual process
Several studies have provided evidence for the hypotheses put forward by the JD-R
model. Specifically, a number of studies supported the dual pathways to employee well
being proposed by the model, and showed that it can predict important organizational
outcomes. Bakker et al. (2003a) applied the model to call centre employees of a Dutch
telecom company, and investigated its predictive validity for self-reported absenteeism
and turnover intentions. Results of a series of structural equation modeling (SEM)
JMP analyses largely supported the dual processes. In the first energy-driven process, job
demands (i.e. work pressure, computer problems, emotional demands, and changes in
22,3 tasks) were the most important predictors of health problems, which, in turn, were
related to sickness absence (duration and long-term absence). In the second
motivation-driven process, job resources (i.e. social support, supervisory coaching,
performance feedback, and time control) were the only predictors of dedication and
316 organizational commitment, which, in turn, were related to turnover intentions.
Hakanen et al. (2006) found comparable results in their study among Finnish
teachers. More specifically, they found that burnout mediated the effect of job demands
on ill-health, and that work engagement mediated the effect of job resources on
organizational commitment. Furthermore, Bakker et al. (2003b) applied the JD-R model
to nutrition production employees, and used the model to predict future company
registered absenteeism. Results of SEM-analyses showed that job demands were
unique predictors of burnout and indirectly of absence duration, whereas job resources
were unique predictors of organizational commitment, and indirectly of absence spell.
Finally, Bakker et al. (2004b) used the JD-R model to examine the relationship between
job characteristics, burnout, and other-ratings of performance. They hypothesized and

found that job demands (e.g. work pressure and emotional demands) were the most
important antecedents of the exhaustion component of burnout, which, in turn,
predicted in-role performance. In contrast, job resources (e.g. autonomy and social
support) were the most important predictors of extra-role performance, through their
relationship with (dis)engagement. Taken together, these findings support the JD-R
models claim that job demands and job resources initiate two different psychological
processes, which eventually affect important organizational outcomes (see also Bakker
et al., 2003c; Schaufeli and Bakker, 2004).
Most studies providing evidence for the dual processes suggested by the JD-R model
have been based on subjective evaluations of job demands and resources increasing the
risk of common method variance between working characteristics and employee well
being. Two additional studies utilized an alternative methodology for the assessment
of job demands and resources. The study of Demerouti et al. (2001a) among employees
working with people, things or information included next to self-reports also observer
ratings of job demands and resources. Results of a series of structural equation
analyses, both with self-report data and with observer ratings of job characteristics,
provide strong and consistent evidence for the validity of the JD-R model. Job demands
were primarily and positively related to exhaustion, whereas job resources were
primarily and negatively related to disengagement from work.
Bakker et al. (2005), Study 1 approached employees from seven different
organizations, who were asked to fill in the Utrecht Work Engagement Scale (the
UWES). In the next step, twenty employees high in engagement and twenty employees
low in engagement were visited at their workplace, and exposed to short video clips of
about 30 seconds. In these video clips, professional actors role-played two aspects of
work engagement (vigor, dedication), three job demands, and four job resources. The
participants were asked to indicate how often they experienced each of the situations
shown on the video clips. Results showed that the engaged group reported to experience
more often work engagement (vigor and dedication) as role-played by the actors.
Importantly, the low and high engagement group also differed significantly regarding
the prevalence of several of the working conditions shown on the video clips. As
predicted, particularly job resources (not job demands) were higher among the high (vs
low) engagement group. The high engagement group scored significantly higher on
three of the four job resources (autonomy, feedback, and supervisory coaching; the effect The Job
was nonsignificant for social support). There were no differences between both groups
regarding the job demands.
Demands-
Taken together, empirical evidence is supportive of the idea that job demands and Resources model
resources are responsible for two different processes. Accordingly, job demands are
related to strain (including lack of energy and development of health problems) and job
resources are related to motivation (including engagement with or disengagement from 317
work, and commitment). Combining these processes in an additive sense leads us to the
following propositions (see Figure 2): when both job demands and resources are high, we
expect employees to develop strain and motivation while when both are low we expect
the absence of strain and motivation. Consequently, the high demands-low resources
condition should result in high strain and low motivation while the low demands-high
resources condition should have as a consequence low strain and high motivation.
Evidence for the buffer effect of job resources

Two recent studies explicitly focused on the buffer effect of job resources on the
relationship between job demands and well being, and found clear evidence for the
proposed interaction. Bakker et al. (2005), in their study among 1,000 employees of a
large institute for higher education, found that the combination of high demands and
low job resources significantly added to the prediction of burnout (exhaustion and
cynicism). Specifically, they found that work overload, emotional demands, physical
demands, and work-home interference did not result in high levels of burnout if
employees experienced autonomy, received feedback, had social support, or had a
high-quality relationship with their supervisor. Psychologically speaking, different
processes may have been responsible for these interaction effects. Thus, autonomy
may have helped in coping with job demands because employees could decide for
themselves when and how to respond to their demands, whereas social support and a
high-quality relationship with the supervisor may have buffered the impact of job
demands on levels of burnout because employees received instrumental help and
emotional support. In contrast, feedback may have helped because it provided
employees with the information necessary to maintain their performance and to stay
healthy (see Kahn and Byosserie, 1992, for a further discussion).
Figure 2.
Predictions of the Job
Demands-Resources
model based on additive
effects
JMP Similar findings were reported by Xanthopoulou et al. (2006), who tested the JD-R
interaction hypothesis among employees from two home care organizations. The
22,3 findings revealed, e.g. that patient harassment interacted with autonomy and support
in predicting exhaustion; and with autonomy, support and professional development in
predicting cynicism. Autonomy proved to be the most important buffer of job demands
for both burnout dimensions, followed by support and opportunities for professional
318 development. Results showed that all significant interactions were in the expected
direction. Conditions where the four job demands were high and the five job resources
were low resulted in the highest levels of exhaustion and cynicism. Put differently, in
cases where the levels of job resources were high, the effect of job demands on the core
dimensions of burnout was significantly reduced. To illustrate, Figures 3 and 4 display
one interaction effect for each burnout dimension.
Evidence for the salience of job resources in the context of high job demands
One previous study outside the framework of the JD-R model has supported the
hypothesis that resources gain their salience in the context of high demands/threats.
Billings et al. (2000) found that men who were care giving for AIDS patients and used
social support coping maintained their positive emotional states under conditions of
stress, and consequently experienced less physical symptoms, thus supporting the
importance of resource gain in the context of loss.
Two studies using the JD-R model have shown that job resources particularly have
an impact on work engagement when job demands are high. Hakanen et al. (2005)
Figure 3.
Interaction effect of
physical demands and
feedback on exhaustion
Figure 4.
Interaction effect of
patient harassment and
autonomy on cynicism
tested this interaction hypothesis in a sample of Finnish dentists employed in the The Job
public sector. It was hypothesized that job resources (e.g. variability in the required Demands-
professional skills, peer contacts) are most beneficial in maintaining work engagement
under conditions of high job demands (e.g. workload, unfavorable physical Resources model
environment). The dentists were split in two random groups in order to
cross-validate the findings. A set of hierarchical regression analyses resulted in
seventeen out of 40 significant interactions (40 percent), showing, e.g. that variability in 319
professional skills boosted work engagement when qualitative workload was high, and
mitigated the negative effect of qualitative workload on work engagement.
Conceptually similar findings have been reported by Bakker et al. (2006). In their
study among Finnish teachers working in elementary, secondary, and vocational
schools, they found that job resources act as buffers and diminish the negative
relationship between pupil misbehavior and work engagement. In addition, they found
that job resources particularly influence work engagement when teachers are confronted
with high levels of pupil misconduct. A series of moderated structural equation modeling
analyses resulted in fourteen out of 18 possible two-way interaction effects (78 percent).
Particularly supervisor support, innovativeness, appreciation, and organizational
climate were important job resources for teachers that helped them cope with
demanding interactions with students. Figures 5 and 6 display two interactions (one for
the vigor dimension of work engagement, and one for the dedication dimension) that
show the salience of job resources under conditions of high job demands.
Figure 5.
Interaction effect of pupil
misbehavior and
innovation on vigor
Figure 6.
Interaction effect of pupil
misbehavior and
appreciation on dedication
JMP Conclusion
22,3 Whereas the JD-R model (Demerouti et al., 2001a, b) fits the tradition of the general
DCM and the ERI-model, it also satisfies the need for specificity by including various
types of job demands and resources, depending on the occupational context under
study. Thus, the JD-R model encompasses and extends both models and is
considerably more flexible and rigorous. Indeed, Van Veldhoven et al. (2005), using
320 data from 37,291 Dutch employees, compared the demand-control-support model with
the JD-R model. They found that the latter model provided the best approximation of
the relationships among work characteristics, health, and well being. In a similar vein,
the study of Lewig and Dollard (2003) among Australian call centre workers showed
that the JD-R model accounted for more variance in emotional exhaustion and job
satisfaction than either the DCM or the ERI-model.
Taking into consideration the evidence about interaction effects leads to a revision
of the predictions shown in Figure 2. This is because Figure 2 was made by
considering only the main effects of job demands and job resources i.e. the influence
of job demands on strain, irrespective of the level of job resources, and the influence of
job resources on motivation, irrespective of the level of job demands. The evidence
about interaction effects requires the adjustment of two quadrants, namely the
high-high and low-low constellation (see Figure 7). When job resources are high we
saw that it makes no difference in exhaustion or vigor (thus in strain; cf. Figures 3 and
5) what the level of job demands is. Within this constellation strain was at a low or
average level instead of a high level as was predicted by the additive model, i.e. when
solely the effect of job demands was examined. Returning now to the low demands-low
resources condition, the prediction regarding strain remains the same while the
prediction regarding motivation should be altered. As we saw in Figures 4 and 6, when
job resources are high the level of motivation is high as well, irrespective of the level of
demands. However, when job resources are low the lowest level of motivation is found
for the high demands-low resources condition leaving an average motivation for the
low-low constellation.
Figure 7.
Predictions of the Job
Demands-Resources
model based on interaction
effects
Avenues for future research The Job
Four main avenues for future research on the JD-R model may be distinguished. These
pertain to reciprocal relationships, objective outcomes, the main and interaction effects,
Demands-
and the inclusion of personal resources in the JD-R model. Resources model
Reciprocal relationships
The classical hypotheses that job demands predict job strain and that job resources 321
predict motivation represent conventional pathways, and they have been confirmed by
several studies (e.g. De Jonge et al., 2001; Dormann and Zapf, 2002; Wong et al., 1998).
But is it also conceivable that employee well being has an impact on job demands and
job resources? In their review, Zapf et al. (1996) identified six out of 16 longitudinal
studies, which evidenced reversed causal relationships between working conditions
and job stress. More recent studies provide additional evidence for reversed causation,
e.g. between financial prospects of self-employed individuals and their health
(Gorgievski-Duijvesteijn et al., 2005; Gorgievski-Duijvesteijn et al., 2000), between the
quality of the doctor-patient relationship and burnout (Bakker et al., 2000), and between
job characteristics (e.g. job control, job complexity, supervisor support, work pressure,
and boundary spanning) and exhaustion or satisfaction (Demerouti et al., 2004;
De Lange et al., 2004; Wong et al., 1998). In two studies, evidence for reversed causal
effects was found across time lags of five (Bakker et al., 2000) and even ten years of
time (Gorgievski-Duijvesteijn et al., 2000)! Furthermore, Houkes (2002) included several
job resources in her longitudinal research among bank employees and teachers, and
found evidence for a reversed causal effect between the motivating potential score (an
additive index, including skill variety, task identity, task significance, autonomy, and
job feedback) and intrinsic work motivation. Finally, Salanova et al. (2006) found that
organizational resources predicted work-related flow, which, in turn, predicted future
organizational resources.
Taken together, these findings suggest that job stress and motivation can both be
outcomes as well as predictors of job demands and resources, such that higher stress
and impaired motivation result in less favorable working conditions over time. There
are several possible explanations for such reversed causal effects. Two explanations
will briefly be discussed here. First, employees who experience job stress or
disengagement may, as a result of their own behavior, create additional demands and
fewer resources. For example, employees who are exhausted by their work are likely
staying behind their workflow, thus creating additional job demands such as time
pressure and role conflicts (e.g. Demerouti et al., 2004). In a similar vein, employees who
depersonalize their clients by treating them as objects rather than as human beings are
likely to evoke more demanding and stressful interactions (e.g. Bakker et al., 2000).
Such findings are consistent with the notion of a loss spiral (Hobfoll, 2001, 2002).
Second, job demands and resources may also be affected by employees perceptions of
the working environment (Zapf et al., 1996). Just like the tendency of depressed people to
assess their environment more negatively and thus contributing to a more negative
climate (Beck, 1972), burned-out employees may perceive relatively high job demands and
complain more often about their workload, thus creating a negative work climate (Bakker
and Schaufeli, 2000). In a similar vein, engaged employees may perceive more resources
and be better able to mobilize their resources, because they are more pleasant colleagues
to interact with. Indeed, social information processing theory argues that overall job
attitudes like cynicism towards work or its opposite dedication initiate a rationalizing
JMP process through which individuals cognitively construct characteristics of their job that
are consistent with the social context (James and Tetrick, 1986; Wong et al., 1998).
22,3 Both explanations for reversed causal effects are also consistent with the
phenomenon of job crafting . . . the actions employees take to shape, mold, and redefine
their jobs (Wrzesniewski and Dutton, 2001, p. 180). Crafting a job involves shaping the
task boundaries of the job (either physically or cognitively), the relationship
322 boundaries of the job, or both. People are not passive receivers of information from
their work environment, but rather active in interpreting their jobs, and consequently
in shaping their jobs (Daniels, 2006). Future studies on the JD-R model should aim to
incorporate reversed causal relationships, and provide more insights in the
phenomenon of job crafting and thereby in the dynamics of employee well being.
Objective outcomes
Most studies on the JD-R model have relied exclusively on self-report measures. Some
exceptions to this rule are Demerouti et al., 2001a, b, who employed expert ratings to
assess job demands and job resources, Bakker et al. (2004b) and Salanova et al. (2005),
who used other-ratings of performance, and Bakker (2006), who used video clips of job
demands and resources. It is crucial for the development of the field of organizational
psychology to include in research models objective measures that play a role in
business. For instance, Harter et al. (2002) showed that levels of employee engagement
were positively related to business-unit performance (i.e. customer satisfaction and
loyalty, profitability, productivity, turnover, and safety) across almost 8,000
business-units of 36 companies. The authors conclude that engagement is . . .
related to meaningful business outcomes at a magnitude that is important to many
organizations (p. 276). Future research should further illuminate to what extent
objective business indicators (e.g. work performance, customer satisfaction, sickness
absenteeism, sales) are predicted by the JD-R model. It would also be interesting to
examine whether the proposed combinations of job demands and resources can predict
objective health outcomes, e.g. cardiovascular risks.
Main and interaction effects

Studies on the JD-R model as well as on the DCM indicate that there is ample evidence
for the main (additive) effects of job demands and of job resources on strain and
motivation, and considerable evidence for the interaction effects. This is either because
scientists have shown more the interest in investigating main effects or because
interaction effects are difficult to detect (cf. the low confirmation rates, see Van der
Doef and Maes, 1999), or both. However, it is important that future studies pay
attention to both perspectives because each perspective has different theoretical and
practical implications. At the theoretical level, it is important to uncover what happens
in terms of strain when job demands and job resources are on an elevated level (a
situation frequently met in several occupations). Does this condition lead to high strain
(cf. the additive, main effects model), or to a low or average level of strain (cf.
interaction effects)? The answer to this question has implications at the practical level,
since if job resources indeed buffer the effect of job demands on strain the advice to
organizations would be to enhance job resources without having to alter the level of job
demands (Van Vegchel, 2005). In a statistical sense, it is important to know whether the
interaction follows a multiplicative function (implying that job resources influence the
strength of the relationship between job demands and strain) or whether a proportional
or ratio function is applicable (cf. Edwards and Cooper, 1990). This latter function
implies that strain increases as the proportion of job demands that is fulfilled by job The Job
resources becomes lower (see also Van Vegchel, 2005). As Edwards and Cooper (1990)
suggest, the preference for the one or the other kind of interaction should be based on
Demands-
theoretical grounds and is open for future research. Resources model
Personal resources
An important extension of the JD-R model is the inclusion of personal resources in the 323
model. Recently, Xanthopoulou et al. (2006) examined the role of three personal
resources (self-efficacy, organizational-based self-esteem and optimism) in predicting
exhaustion and work engagement. Results of structural equation modeling analyses
showed that personal resources did not manage to offset the relationship between job
demands and exhaustion. However, as predicted, personal resources partly mediated
the relationship between job resources and work engagement, suggesting that job
resources foster the development of personal resources.
Practical implications
The JD-R model assumes that whereas every occupation may have its own specific
working characteristics, these characteristics can be classified in two general categories
(i.e. job demands and job resources), thus constituting an overarching model that may be
applied to various occupational settings, irrespective of the particular demands and
resources involved. The central assumption of the JD-R model is that job strain develops
irrespective of the type of job or occupation when (certain) job demands are high and
when (certain) job resources are limited. In contrast, work engagement is most likely
when job resources are high (also in the face of high job demands).
This implies that the JD-R model can be used as a tool for human resource
management. In close collaboration with human resource managers and consultants,
the model has now been applied in over 130 different organizations in The Netherlands.
Because every occupation may have its own unique risk factors of burnout (or
antecedents of work engagement), we have started to use a two-stage procedure in our
organizational research with the model. The first qualitative phase of the research
includes explorative interviews with job incumbents from different layers of an
organization (e.g. representatives from management, staff, and shop floor). The
interviews, which last approximately 45 minutes, include open questions about the
jobs of the interviewees, and refer to its positive and negative aspects. The
incorporation of a qualitative phase in the research is valuable because it potentially
generates knowledge about unexpected, organization-specific job demands and job
resources that will be overlooked by highly standardized approaches. For example, it is
conceivable that in one organization (e.g. a production company) employees are
exposed to high physical job demands, whereas in another organization (e.g. an
insurance company) employees are not exposed to such demands at all. In addition, in
certain companies, employees are confronted with mergers, which may cause job
insecurity and role ambiguity. Such organization-specific job demands can be traced in
the exploratory qualitative phase.
In the second phase of the research, the job demands and job resources potentially
associated with burnout or engagement are operationalized in items and scales and
incorporated in a tailor-made questionnaire. All employees from an organization are
then invited to fill out this questionnaire. This enables a quantitative analysis of the job
demands and job resources that have been identified qualitatively and that potentially
JMP play a role in the development of job strain and motivation. The analysis usually
concentrates on differences between departments and job positions, in terms of job
22,3 demands, resources, employee well being, and its consequences. In some projects,
managers participate in JD-R workshops before the start of the study, so that they can
learn how to use the information that will become available. The subgroup analyses
can provide clear indications for interventions, since they highlight the strengths and
324 the weaknesses of departments and job positions. Tailor-made interventions are then
possible, aimed at reducing the identified job demands, and increasing the most
important job resources, which, in turn, may decrease the risk for burnout, and increase
the likelihood of work engagement and good performance.
In addition, we have recently developed an internet application of the JD-R model
called the JD-R monitor, in which employees who fill in an electronic questionnaire
receive online and personalized feedback on their computer screen about their most
important job demands and resources. The feedback includes histograms of the
specific demands and resources included in the study, in which the participants score
is compared with that of a benchmark (comparison group). In addition, the feedback
mode is interactive, such that participants can click on the histograms and receive
written feedback about the meaning of their scores on the demands and resources. In a
similar way, feedback about well being is included in this internet tool. The final
PDF-report that can be generated at the end of the program is used as input for
interviews with company doctors and personal coaches.
We hope that this review encourages researchers to investigate the validity of the
Job Demands-Resources model in various occupational groups and in different
countries. In addition, future research should test whether the JD-R monitor is effective
in helping employees to cope with their demands, mobilize their resources, stay
healthy, and perform well.
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Further reading
Riolli, L. and Savicki, V. (2003), Optimism and coping as moderators of the relation between
work resources and burnout in information service workers, International Journal of
Stress Management, Vol. 10, pp. 235-52.
Xanthopoulou, D., Bakker, A.B., Demerouti, E., Schaufeli, W, Taris, T. and Schreurs, P. (2006),
Different combinations of job demands and resources predict burnout, manuscript
submitted for publication.
Corresponding author
Arnold B. Bakker can be contacted at: bakker@fsw.eur.nl
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as well as business intelligence for private and public sector organizations. Her research interest and
publications are concentrated in the areas of strategic management, international strategy, international
trade, international market selection methods, export promotion, expansion strategies and franchising.
Crdova-ClaudioMario Mario Crdova-Claudio mario.cordova1@upr.edu Dr Mario Crdova-Claudio is
a Professor of Operations Management, Statistics and Business Law at the University of Puerto Rico,
Mayagez Campus. He received his Doctoral Degree in Operations Research at Rutgers University in
New Jersey. In 2004, he earned a Juris Doctor from the University of Puerto Rico, Ro Piedras Campus.
He is also the Certified Associate in Project Management. During his career as a Professor at the
University of Puerto Rico, he has served as an Academic Advisor and Academic Senator. His research
interest and publications are concentrated in the areas of operations research and management, queuing
theory and linear programming applications and accuracy of expert effort estimates in software projects.
College of Business Administration, University of Puerto Rico, San Juan, Puerto Rico College of Business
Administration, University of Puerto Rico, Mayagez, Puerto Rico . 2017. Internal marketing and
customer-contact employees attitudinal outcomes. Academia Revista Latinoamericana de Administracin
30:1, 124-143. [Abstract] [Full Text] [PDF]
76. Gabel-ShemueliRachel Rachel Gabel-Shemueli gabel_r@up.edu.pe DolanSimon Simon Dolan
simon.dolan@esade.edu Surez CerettiAdriana Adriana Surez Ceretti asuarezceretti@hotmail.com
Escuela de Postgrado, Universidad del Pacifico, Lima, Peru Escola Superior dAdministraci i Direcci
dEmpreses, Barcelona, Spain Universidad de la Republica Facultad de Medicina, Montevideo, Uruguay .
2017. Work conditions and engagement among nurses in Uruguay. Academia Revista Latinoamericana de
Administracin 30:1, 59-71. [Abstract] [Full Text] [PDF]
77. Mathias Diebig, Kai C. Bormann, Jens Rowold. 2017. Day-level transformational leadership and followers
daily level of stress: a moderated mediation model of team cooperation, role conflict, and type of
communication. European Journal of Work and Organizational Psychology 26:2, 234-249. [CrossRef]
78. Andreas Mller, Matthias Weigl, Barbara Heiden, Cort W. Rudolph, Peter Angerer. 2017. The Age-
Related Effect of Job Autonomy on Depressive Symptoms Through Selective Optimization With
Compensation: A Two-Wave Panel Study. Work, Aging and Retirement . [CrossRef]
79. Mingjun Li, Zhenhong Wang, Jie Gao, Xuqun You. 2017. Proactive Personality and Job Satisfaction: the
Mediating Effects of Self-Efficacy and Work Engagement in Teachers. Current Psychology 36:1, 48-55.
[CrossRef]
80. Marc Esteve, Christian Schuster, Adria Albareda, Carlos Losada. 2017. The Effects of Doing More
with Less in the Public Sector: Evidence from a Large-Scale Survey. Public Administration Review 22. .
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81. Johannes Wendsche, Andrea Lohmann-Haislah. 2017. Detachment als Bindeglied zwischen psychischen
Arbeitsanforderungen und ermdungsrelevanten psychischen Beanspruchungsfolgen: Eine Metaanalyse.
Zeitschrift fr Arbeitswissenschaft 71:1, 52-70. [CrossRef]
82. Julie Rayner, Vaughan Reimers, Chih-Wei Fred Chao. 2017. Testing an International Measure of Public
Service Motivation: Is There Really a Bright or Dark Side?. Australian Journal of Public Administration
43. . [CrossRef]
83. Cheng Chen, Peng Wen, Changya Hu. 2017. Role of formal mentoring in protgs' work-to-family
conflict: A double-edged sword. Journal of Vocational Behavior . [CrossRef]
84. Patricia A Hunt, Suzanne Denieffe, Martina Gooney. 2017. Burnout and its relationship to empathy in
nursing: a review of the literature. Journal of Research in Nursing 22:1-2, 7-22. [CrossRef]
85. Jolanda Hessels, Cornelius A. Rietveld, Peter van der Zwan. 2017. Self-employment and work-related
stress: The mediating role of job control and job demand. Journal of Business Venturing 32:2, 178-196.
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86. Vaijayanthee Kumar, T. J. Kamalanabhan. 2017. Moderating Role of Work Support in StressorBurnout
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85-97. [CrossRef]
87. Shu-Ling Chen. 2017. Cross-level effects of high-commitment work systems on work engagement: the
mediating role of psychological capital. Asia Pacific Journal of Human Resources 2. . [CrossRef]
88. Milton Sousa, Dirk van Dierendonck. 2017. Servant Leadership and the Effect of the Interaction Between
Humility, Action, and Hierarchical Power on Follower Engagement. Journal of Business Ethics 141:1,
13-25. [CrossRef]
89. Joost W van den Berg, Christel P M Verberg, Albert J J A Scherpbier, A Debbie C Jaarsma, Kiki M J M
H Lombarts. 2017. Is being a medical educator a lonely business? The essence of social support. Medical
Education 51:3, 302-315. [CrossRef]
90. Michiel Coetzer, Mark Bussin, Madelyn Geldenhuys. 2017. The Functions of a Servant Leader.
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91. Einar M. Skaalvik, Sidsel Skaalvik. 2017. Still motivated to teach? A study of school context variables,
stress and job satisfaction among teachers in senior high school. Social Psychology of Education 20:1, 15-37.
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92. Nik Chmiel, Julie Laurent, Isabelle Hansez. 2017. Employee perspectives on safety citizenship behaviors
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93. Leila Hosseinpour-Dalenjan, Foroozan Atashzadeh-Shoorideh, Meimanat Hosseini, Jamileh
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94. Dirk De Clercq, Imanol Belausteguigoitia. 2017. Mitigating the negative effect of perceived organizational
politics on organizational citizenship behavior: Moderating roles of contextual and personal resources.
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95. Shu-Chen Chen, Yun-Hwa Chiang, Yi-Jun Huang. 2017. Exploring the psychological mechanisms
linking work-related factors with workfamily conflict and workfamily facilitation among Taiwanese
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96. Ning Hou, Alexa Doerr, Brandon A. Johnson, Peter Y. ChenLocus of Control 281-298. [CrossRef]
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98. Roy K Smollan. 2017. Supporting staff through stressful organizational change. Human Resource
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99. ByrneZinta Zinta Byrne Zinta.Byrne@colostate.edu AlbertLumina Lumina Albert
Lumina.Albert@colostate.edu ManningSteven Steven Manning steve.manning@colostate.edu
DesirRosemond Rosemond Desir rosemond.desir@stthomas.edu Department of Psychology, Colorado

State University, Fort Collins, Colorado, USA Department of Management, Colorado State University,
Fort Collins, Colorado, USA Department of Accounting, Opus College of Business, University of St
Thomas, St Paul, Minnesota, USA . 2017. Relational models and engagement: an attachment theory
perspective. Journal of Managerial Psychology 32:1, 30-44. [Abstract] [Full Text] [PDF]
100. LuuTuan Tuan Luu luutrongtuan@vnn.vn Tuan Luu is currently a Business Administration (BA)
Lecturer at Swinburne Business School, Swinburne University of Technology, Australia. He received
his medical doctor degree from the University of Medicine, Ho Chi Minh City, Vietnam; masters
degree from Victoria University, Australia; and PhD degree in management from the Asian Institute
of Technology (AIT), Thailand. His research interests include organizational behavior, human resource
management, business ethics, public management and healthcare management. He has published
in numerous journals, such as Journal of Business Ethics, Public Management Review, Personnel
Review, Knowledge Management Research & Practice, International Journal of Logistics Management,
Management Decision, Journal of Organizational Change Management, Leadership & Organization
Development Journal, Journal of Strategic Marketing and Marketing Intelligence & Planning. Swinburne
Business School, Swinburne University of Technology, Victoria, Australia . 2017. Market responsiveness:
antecedents and the moderating role of external supply chain integration. Journal of Business & Industrial
Marketing 32:1, 30-45. [Abstract] [Full Text] [PDF]
101. Sanna Vehvilinen, Erika Lfstrm, Anne Nevgi. 2017. Dealing with plagiarism in the academic
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102. Shuang Ren, Doren Chadee. 2017. Influence of work pressure on proactive skill development in China:
The role of career networking behavior and Guanxi HRM. Journal of Vocational Behavior 98, 152-162.
[CrossRef]
103. Joris van der Voet, Brenda Vermeeren. 2017. Change Management in Hard Times. The American Review
of Public Administration 47:2, 230-252. [CrossRef]
104. Tiago Esteves, Miguel Pereira Lopes. 2017. Crafting a Calling. Journal of Career Development 44:1, 34-48.
[CrossRef]
105. Christina Maslach, Michael P. Leiter. 2017. New insights into burnout and health care: Strategies for
improving civility and alleviating burnout. Medical Teacher 39:2, 160-163. [CrossRef]
106. Victoria P Weale, Yvonne D Wells, Jodi Oakman. 2017. Flexible working arrangements in residential aged
care: applying a person-environment fit model. Asia Pacific Journal of Human Resources . [CrossRef]
107. Adam A. Rapp, Daniel G. Bachrach, Karen E. Flaherty, Douglas E. Hughes, Arun Sharma, Clay M.
Voorhees. 2017. The Role of the Sales-Service Interface and Ambidexterity in the Evolving Organization.
Journal of Service Research 20:1, 59-75. [CrossRef]
108. P.D. Harms, Marcus Cred, Michael Tynan, Matthew Leon, Wonho Jeung. 2017. Leadership and stress:
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109. Sanna Malinen, Lotta Harju. 2017. Volunteer Engagement: Exploring the Distinction Between Job and
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28:1, 69-89. [CrossRef]
110. Dirk De Clercq, Imanol Belausteguigoitia. 2017. Overcoming the dark side of task conflict: Buffering
roles of transformational leadership, tenacity, and passion for work. European Management Journal 35:1,
78-90. [CrossRef]
111. Peter Behrendt, Sandra Matz, Anja S. Gritz. 2017. An integrative model of leadership behavior. The
Leadership Quarterly 28:1, 229-244. [CrossRef]
112. Julie Holliday Wayne, Marcus M. Butts, Wendy J. Casper, Tammy D. Allen. 2017. In Search of Balance: A
Conceptual and Empirical Integration of Multiple Meanings of Work-Family Balance. Personnel Psychology
70:1, 167-210. [CrossRef]
113. Diep T. N. Nguyen, Stephen T. T. Teo, Steven L. Grover, Nguyen Phong Nguyen. 2017. Psychological
safety climate and workplace bullying in Vietnams public sector. Public Management Review 1-22.
[CrossRef]
114. Sarah A. Burgard, Amanda Sonnega. 2017. Occupational Differences in BMI, BMI Trajectories, and
Implications for Employment Status among Older U.S. Workers. Work, Aging and Retirement . [CrossRef]
115. Paul Jimenez, Anita Dunkl. 2017. The Buffering Effect of Workplace Resources on the Relationship
between the Areas of Worklife and Burnout. Frontiers in Psychology 8. . [CrossRef]
116. Johannes Wendsche, Andrea Lohmann-Haislah. 2017. A Meta-Analysis on Antecedents and Outcomes
of Detachment from Work. Frontiers in Psychology 7. . [CrossRef]
117. LiuJuan Juan Liu jlrm7@mail.missouri.edu ChoSeonghee Seonghee Cho choseo@missouri.edu PutraEka
Diraksa Eka Diraksa Putra eka.d.putra@polyu.edu.hk School of Foreign Languages and Tourism, Wuxi
Institute of Technology, Wuxi, China and Department of Hospitality Management, University of
Missouri, Columbia, Missouri, USA Department of Hospitality Management, University of Missouri,
Columbia, Missouri, USA School of Hotel and Tourism Management, Hong Kong Polytechnic
University, Kowloon, Hong Kong and Department of Hospitality Management, University of Missouri,
Columbia, Missouri, USA . 2017. The moderating effect of self-efficacy and gender on work engagement
for restaurant employees in the United States. International Journal of Contemporary Hospitality
118. Franois Courcy, Alexandre J. S. Morin, Isabelle Madore. 2017. The Effects of Exposure to Psychological
Violence in the Workplace on Commitment and Turnover Intentions. Journal of Interpersonal Violence
088626051667420. [CrossRef]
119. France St-Hilaire, Marie-Hlne Gilbert, Jean-Pierre Brun. 2017. What if subordinates took care of
managers mental health at work?. The International Journal of Human Resource Management 1-23.
[CrossRef]
120. Tijs Besieux, Elfi Baillien, Alain Laurent Verbeke, Martin Claes Euwema. 2017. What goes around comes
around: The mediation of corporate social responsibility in the relationship between transformational
leadership and employee engagement. Economic and Industrial Democracy 0143831X1561491. [CrossRef]
121. T. K. Vinod Kumar. 2017. Factors Impacting Job Satisfaction Among Police Personnel in India.
International Criminal Justice Review 105756771668377. [CrossRef]
122. Lynn Germeys, Sara De Gieter. 2017. Psychological Detachment Mediating the Daily Relationship
between Workload and Marital Satisfaction. Frontiers in Psychology 7. . [CrossRef]
123. Delia Vrg, Drago Iliescu. 2017. The well-being of Romanian workers in Spain: antecedents and
moderators. European Journal of Work and Organizational Psychology 26:1, 149-159. [CrossRef]
124. Maria Therese Jensen, Knud Knudsen. 2017. A two-wave cross-lagged study of business travel, work
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Organizational Psychology 26:1, 30-41. [CrossRef]
125. Vicente Pecino-Medina, Pedro A. Daz-Fnez, Miguel A. Maas-Rodrguez. 2017. Climate, stress and
satisfaction: a multilevel study in the public sector / Clima, estrs y satisfaccin: un estudio multinivel en
el sector pblico. Revista de Psicologa Social 32:1, 52-79. [CrossRef]
126. Jonas Welander, Wanja Astvik, Kerstin Isaksson. 2017. Corrosion of trust: violation of psychological
contracts as a reason for turnover amongst social workers. Nordic Social Work Research 7:1, 67-79.
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127. Dorien T.A.M. Kooij, Maria Tims, Jos Akkermans. 2017. The influence of future time perspective
on work engagement and job performance: the role of job crafting. European Journal of Work and
128. Li-Lin Rao, Yaoshan Xu, Shu Li, Yongjuan Li, Rui Zheng. 2017. Effect of perceived risk on nuclear
power plant operators safety behavior and errors. Journal of Risk Research 20:1, 76-84. [CrossRef]
129. Karina Nielsen, Mirko Antino, Ana Sanz-Vergel, Alfredo Rodrguez-Muoz. 2017. Validating the Job
Crafting Questionnaire (JCRQ): A multi-method and multi-sample study. Work & Stress 31:1, 82-99.
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130. Jessica van Wingerden, Arnold B. Bakker, Daantje Derks. 2017. The longitudinal impact of a job crafting
intervention. European Journal of Work and Organizational Psychology 26:1, 107-119. [CrossRef]
131. Roman Prem, Sandra Ohly, Bettina Kubicek, Christian Korunka. 2017. Thriving on challenge stressors?
Exploring time pressure and learning demands as antecedents of thriving at work. Journal of Organizational
Behavior 38:1, 108-123. [CrossRef]
132. Christiane Gross,, Sarah Hofmann,, Andrea Mhlenweg,, Anna Katharina Pikos,, Thomas Rigotti,,
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Arbeitsfhigkeit ein interdisziplinrer berblick. Sozialer Fortschritt 66:1, 3-30. [CrossRef]
133. Jill Nelissen, Anneleen Forrier, Marijke Verbruggen. 2017. Employee development and voluntary turnover:
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134. Maiju Kangas, Joona Muotka, Mari Huhtala, Anne Mkikangas, Taru Feldt. 2017. Is the Ethical
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135. Sarah Hofmann,, Andrea Mhlenweg. 2017. Eine Perspektive fr Analysen des Zusammenhangs
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136. Yi He, Ying Pang, Yening Zhang, Richard Fielding, Lili Tang. 2017. Dual role as a protective factor for
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137. Abraham Carmeli, Itzik Zivan, Emanuel Gomes, Gideon D. Markman. 2017. Underlining micro socio-
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138. Jessica Van Wingerden, Daantje Derks, Arnold B. Bakker. 2017. The Impact of Personal Resources and
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139. Fabian O. Ugwu, Ike E. Onyishi. 2017. Linking Perceived Organizational Frustration to Work
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140. Kandice Hsu, Liang-Ying ChouFrom Walking the Thin Line Between Work and Family to Self-
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141. Kun Yu. 2017. Schedule Control, Work Interference With Family, and Emotional Exhaustion: A
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142. Andrew Li, Kelly Davis McCauley, Jonathan A. Shaffer. 2017. The influence of leadership behavior on
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143. Irina Bondarenko. 2017. The Role of Positive Emotions and Type of Feedback in Self-regulation of
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144. Promila Agarwal, Elaine Farndale. 2017. High-performance work systems and creativity implementation:
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145. Maurice B. Mittelmark, Georg F. BauerThe Meanings of Salutogenesis 7-13. [CrossRef]
146. Anna Marie Metz, Heinz Jrgen RothePsychische Belastung, psychische Beanspruchung und
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147. Sandra Schladitz, Marie Drge. 2017. Psychotherapeutische Ausbildung. Psychotherapeut 62:1, 47-53.
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148. Georg F. Bauer, Gregor J. JennyThe Application of Salutogenesis to Organisations 211-224. [CrossRef]
149. Alexander Pundt, Laura Venz. 2017. Personal need for structure as a boundary condition for humor in
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150. Roman PremThe Effects of a Changing World of Work on Daily Working Life 111-129. [CrossRef]
151. David E. Guest. 2017. Human resource management and employee well-being: towards a new analytic
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152. Kejian Yang, Xiaofei Yan, Jieyi Fan, Zhengxue Luo. 2017. Leader-follower congruence in proactive
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153. Jos Akkermans, Maria Tims. 2017. Crafting your Career: How Career Competencies Relate to Career
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154. Nico W. Van Yperen, Burkhard Wrtler. 2017. Blended Working and the Employability of Older Workers,
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155. Qiao Hu, Wilmar B. Schaufeli, Toon W. Taris. 2017. How are changes in exposure to job demands and
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156. Gregor J. Jenny, Georg F. Bauer, Hege Forbech Vinje, Katharina Vogt, Steffen TorpThe Application of
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157. Bettina Kubicek, Matea Pakvan, Johanna BunnerThe Bright and Dark Sides of Job Autonomy 45-63.
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160. Debbie De Neve, Geert Devos. 2017. Psychological states and working conditions buffer beginning
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164. Feng Li, Guangxi Wang, Yongjuan Li, Ronggang Zhou. 2017. Job demands and driving anger: The roles
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165. Darya Moghimi, Susanne Scheibe, Nico W. Van YperenJob Crafting in Aging Employees 1273-1280.
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168. Joon-Seo Kong, Jung Woo. 2016. The Effect of Leader Emotional Labor on Followers' Work
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169. Jana Khnel, Hannes Zacher, Jessica de Bloom, Ronald Bledow. 2016. Take a break! Benefits of sleep
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170. Seung-Mi Lee, Young Ah Kim, In-Jo Park, Young Woo Sohn. 2016. The Effects of Anxiety on Attention
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174. Siu Yin Cheung, Yaping Gong, Jia-Chi Huang. 2016. Emotional intelligence, job insecurity, and
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189. Jie Huang, Yansong Wang, Xuqun You. 2016. The Job Demands-Resources Model and Job Burnout:
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192. A.P.M. (Suzanne) Giesbers, Roel L.J. Schouteten, Erik Poutsma, Beatrice I.J.M. van der Heijden, Theo
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194. E. Anne Bardoel, Robert Drago. 2016. Does the quality of information technology support affect work
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197. GiauqueDavid David Giauque david.giauque@unil.ch Institute of Political, Historical, and International
Studies (IEPHI), University of Lausanne, Lausanne, Switzerland . 2016. Stress among public middle
managers dealing with reforms. Journal of Health Organization and Management 30:8, 1259-1283.
[Abstract] [Full Text] [PDF]
198. Michelle Renard, Robin J. Snelgar. 2016. The engagement and retention of non-profit employees in
Belgium and South Africa. SA Journal of Human Resource Management 14:1. . [CrossRef]
199. Gavin R. SlempJob Crafting 342-365. [CrossRef]
200. Brittany Branand, Jeanne NakamuraThe Well&;#x02010;Being of Teachers and Professors 466-490.
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201. Alessandro Lo Presti, Fulvia DAloisio, Sara Pluviano. 2016. With a little help from my family: A mixed-
method study on the outcomes of family support and workload. Europes Journal of Psychology 12:4,
584-603. [CrossRef]
202. Dwight C. K. Tse, Helene H. Fung, Jeanne Nakamura, Mihaly Csikszentmihalyi. 2016. Teamwork and
flow proneness mitigate the negative effect of excess challenge on flow state. The Journal of Positive
Psychology 1-6. [CrossRef]
203. Marta Roczniewska, Arnold B. Bakker. 2016. Who Seeks Job Resources, and Who Avoids Job Demands?
The Link Between Dark Personality Traits and Job Crafting. The Journal of Psychology 150:8, 1026-1045.
[CrossRef]
204. Maden-EyiustaCeyda Ceyda Maden-Eyiusta Ceyda Maden-Eyiusta is an Assistant Professor of
Management in the Department of International Trade, Istanbul Kemerburgaz University, Turkey.
Her research interests comprise of different dimensions of person-environment fit, antecedents and
consequences of work engagement, and employee proactivity. She has published in different academic
outlets such as International Journal of Human Resource Management, The Service Industries Journal,
and Public Organizations Review; and presented her studies at several international conferences.
Department of International Trade, Istanbul Kemerburgaz University, Istanbul, Turkey . 2016. Job
resources, engagement, and proactivity: a moderated mediation model. Journal of Managerial Psychology
205. MazzettiGreta Greta Mazzetti greta.mazzetti3@unibo.it GuglielmiDina Dina Guglielmi
dina.guglielmi@unibo.it ChiesaRita Rita Chiesa rita.chiesa@unibo.it MarianiMarco Giovanni Marco
Giovanni Mariani marcogiovanni.mariani@unibo.it Department of Education Studies, University of
Bologna, Bologna, Italy Department of Psychology, University of Bologna, Cesena, Italy Department of
Psychology, University of Bologna, Bologna, Italy . 2016. Happy employees in a resourceful workplace:
just a direct relationship?. Career Development International 21:7, 682-696. [Abstract] [Full Text] [PDF]
206. Cinzia Guarnaccia, Fabrizio Scrima, Alba Civilleri, Laura Salerno. 2016. The Role of Occupational Self-
Efficacy in Mediating the Effect of Job Insecurity on Work Engagement, Satisfaction and General Health.
Current Psychology . [CrossRef]
207. David Giauque, Simon Anderfuhren-Biget, Frdric Varone. 2016. Stress and turnover intents in
international organizations: social support and worklife balance as resources. The International Journal
of Human Resource Management 1-23. [CrossRef]
208. SmithTodd D. Todd D. Smith DyalMari-Amanda Mari-Amanda Dyal Department of Applied Health
Sciences, Indiana University Bloomington, Bloomington, Indiana, USA Department of Health Promotion
and Physical Education, Kennesaw State University, Kennesaw, Georgia, USA . 2016. A conceptual safety-
oriented job demands and resources model for the fire service. International Journal of Workplace Health
209. Shuming Zhao, Yan Liu, Lulu Zhou. 2016. How does a boundaryless mindset enhance expatriate job
performance? The mediating role of proactive resource acquisition tactics and the moderating role
of behavioural cultural intelligence. The International Journal of Human Resource Management 1-25.
[CrossRef]
210. Els Clays, Annalisa Casini, Koen Van Herck, Dirk De Bacquer, France Kittel, Guy De Backer, Andreas
Holtermann. 2016. Do psychosocial job resources buffer the relation between physical work demands
and coronary heart disease? A prospective study among men. International Archives of Occupational and
Environmental Health 89:8, 1299-1307. [CrossRef]
211. Seigyoung Auh, Bulent Menguc, Stavroula Spyropoulou, Fatima Wang. 2016. Service employee burnout
and engagement: the moderating role of power distance orientation. Journal of the Academy of Marketing
Science 44:6, 726-745. [CrossRef]
212. Vishal Gupta, Upasna A Agarwal, Naresh Khatri. 2016. The relationships between perceived
organizational support, affective commitment, psychological contract breach, organizational citizenship
behaviour and work engagement. Journal of Advanced Nursing 72:11, 2806-2817. [CrossRef]
213. Michal Biron, Marc van Veldhoven. 2016. When control becomes a liability rather than an asset:
Comparing home and office days among part-time teleworkers. Journal of Organizational Behavior 37:8,
1317-1337. [CrossRef]
214. Tinne Vander Elst, Carolien Cavents, Katrien Daneels, Kristien Johannik, Elfi Baillien, Anja Van den
Broeck, Lode Godderis. 2016. Job demandsresources predicting burnout and work engagement among
Belgian home health care nurses: Across-sectional study. Nursing Outlook 64:6, 542-556. [CrossRef]
215. Maria C.W. Peeters, Richard Arts, Evangelia Demerouti. 2016. The crossover of job crafting between
coworkers and its relationship with adaptivity. European Journal of Work and Organizational Psychology
25:6, 819-832. [CrossRef]
216. Stefano Toderi, Guido Sarchielli. 2016. Psychometric Properties of a 36-Item Version of the Stress
Management Competency Indicator Tool. International Journal of Environmental Research and Public
Health 13:11, 1086. [CrossRef]
217. Thomas Clausen, Jrgen V. Hansen, Annie Hogh, Anne Helene Garde, Roger Persson, Paul Maurice
Conway, Matias Grynderup, se Marie Hansen, Reiner Rugulies. 2016. Exposure to negative acts and
risk of turnover: a study of a register-based outcome among employees in three occupational groups.
International Archives of Occupational and Environmental Health 89:8, 1269-1278. [CrossRef]
218. Kati Kasper-Brauer, Alexander Leischnig. 2016. Yes, we can! A fuzzy-set analysis of challenges, skills,
and enjoyment of work. Journal of Business Research 69:11, 5286-5291. [CrossRef]
219. Youngshin Kim. 2016. Music therapists job demands, job autonomy, social support, and their relationship
with burnout and turnover intention. The Arts in Psychotherapy 51, 17-23. [CrossRef]
220. Kimberly C. Dreison, Dominique A. White, Sarah M. Bauer, Michelle P. Salyers, Alan B. McGuire.
2016. Integrating Self-Determination and Job DemandsResources Theory in Predicting Mental Health
Provider Burnout. Administration and Policy in Mental Health and Mental Health Services Research .
[CrossRef]
221. Michael E. Palanski Gretchen Vogelgesang Lester Rachel Clapp-Smith Michelle M. Hammond An
Enrichment/Impairment Perspective on Leading in Multiple Domains: The Impact on Leader/Follower
Well-Being and Stress 115-139. [Abstract] [Full Text] [PDF] [PDF]
222. Jennifer K. Dimoff E. Kevin Kelloway Resource Utilization Model: Organizational Leaders as Resource
Facilitators 141-160. [Abstract] [Full Text] [PDF] [PDF]
223. PhamHiep-Cong Hiep-Cong Pham Hiep Cong Pham is a Senior Lecturer in the Department of Business
Information Technology and Logistics at RMIT University, Vietnam, where he has been a faculty
member since 2008. Hiep has been working on his PhD in the area of information security compliance. El-
DenJamal Jamal El-Den Jamal El-Den is a Senior Research Fellow at Charles Darwin University, School
of Engineering and IT. Dr El-Den received a PhD from the University of Technology, Sydney, Australia
in IT/IS. He has been in academia for over 30 years at different institutions in Australia and overseas.
Dr El-Dens main research interests are in knowledge management, knowledge sharing, organizational
learning and positive psychology. He has more than 40 journals and conferences publications. He has
established research groups in China and Vietnam. He is a supervisor of PhD and Masters students in the
area of his research. RichardsonJoan Joan Richardson Joan Richardson is an Associate Professor in the
Department of Business Information Technology and Logistics at RMIT University, Australia. She won
an ALTC citation (2011) that recognized her particular contribution to improving student satisfaction and
student engagement through the use of emerging technologies in Digital Literacy curriculum. In addition,
she has worked extensively with Pearson Education Australia as the principal author for texts, e-texts and
multi-media resource libraries since 2000. Innovations include the use of social networking features to
enable peer engagement, SMS to disseminate assessment reminders and performance feedback, websites,
multi-choice tests and communications sent from the learning management systems to personal mobile
devices. Her substantial record of Information Systems (IS) research also includes six PhD completions
and more than 75 peer reviewed book chapters, journals and conference publications. She presents her
research publications and professional achievements, such as accreditation documentation addressing the
Skills For the Information Age (SFIA) framework at national and international conferences. Her personal
commitment to learning and teaching quality has been demonstrated by involvement in activities, such
as externally funded projects, publication and Chairing the Victorian branch of HERDSA. She has been
an Associate Editor of the HERDSA journal and participated in an ALTC project, entitled Web 2.0
authoring tools in higher education learning and teaching: New directions for assessment and academic
integrity. Department of Business Information Technology and Logistics, RMIT University Vietnam,
Ho Chi Minh City, Vietnam School of Engineering and IT, Charles Darwin University, Darwin, Australia
Department of Business Information Technology and Logistics, RMIT University, Melbourne, Australia .
2016. Stress-based security compliance model an exploratory study. Information and Computer Security
224. PlompJudith Judith Plomp Judith Plomp is a PhD Candidate at the Amsterdam Business Research
Institute (ABRI). She holds a MSc Degree in Organizational Psychology from the Erasmus University
Rotterdam. Her research focus encompasses topics within the domains of organizational behavior and
HRM. More specifically, she examines how employees in the contemporary organizational environment
use proactive behaviors to optimize both their work- and career-related outcomes. In addition, she is
interested in the differences between permanent and temporary employees concerning motivation, job
crafting behaviors, work engagement, and career development. TimsMaria Maria Tims Maria Tims is an
Associate Professor at the Faculty of Economics and Business Administration of the VU Amsterdam, the
Netherlands. In her research, she focuses on job crafting, employee well-being and performance, and social
dynamics in (project) teams. She uses different quantitative and qualitative research methods in her studies.
Tims has publications in, for example, Journal of Vocational Behavior, Journal of Occupational Health
Psychology, European Journal of Work and Organizational Psychology, and Applied Psychology: An
International Review. AkkermansJos Jos Akkermans Jos Akkermans is an Assistant Professor of Human
Resource Management and Organizational Behavior at the VU Amsterdam, the Netherlands. His main
research interests focus on career development, employability, school-to-work transition, and employee
well-being. He has published about these topics in high profile journals such as Journal of Vocational
Behavior, Human Resource Management, European Journal of Work and Organizational Psychology, and
Applied Psychology: An International Review. Jos is a Board Member of the Netherlands Foundation for
Management Development, he is the current Newsletter Editor of the Academy of Management Careers
Division, and he is an active Reviewer for many international peer-reviewed journals. KhapovaSvetlana N.
Svetlana N. Khapova Svetlana N. Khapova is a Professor of Careers and Organization Studies and Scientific
Director of Amsterdam Business Research Institute at the Vrije Universiteit Amsterdam, the Netherlands.
She is Past Division Chair of the Careers Division of the Academy of Management. Her research concerns
contemporary issues in work and careers, and was published in the Journal of Organizational Behavior,
Journal of Vocation Behavior, Human Relations, Career Development International, and many others.
Her new book An Intelligent Career: Taking Ownership of Your Work and Your Life (Oxford University
Press) co-authored with M.B. Arthur and J. Richardson, and will appear in 2017. JansenPaul G.W.
Paul G.W. Jansen Paul G.W. Jansen is a Professor of Industrial Psychology, Faculty of Economics and
Business Administration, VU Amsterdam, The Netherlands. He has published over 60 scholarly articles
and chapters, and (co)edited 18 books. Paul G.W. Jansen is one of the Founders, and current Board
Member of the HRM Network NL. His research interests are in management development, careers,
assessment (e.g. assessment centers, 360-graden feedback) and performance management. Publications
in, for example, Applied Psychology: An International Review, Psychometrika, Applied Psychological
Measurement, Journal of Organizational and Occupational Psychology, Journal of Applied Psychology,
Journal of Organizational Behavior, Journal of Vocational Behavior, and Journal of Management Studies.
BakkerArnold B. Arnold B. Bakker Arnold B. Bakker, PhD, is a Professor of Work and Organizational
Psychology and the Director of the Center of Excellence for Positive Organizational Psychology, Erasmus
University Rotterdam, the Netherlands. He is also distinguished Visiting Professor at the University of
Johannesburg, South Africa, and Adjunct Professor at the Lingnan University, Hong Kong. Dr Bakker
is Past President of the European Association of Work and Organizational Psychology. He is interested
in work engagement, job crafting, and job performance. Dr Bakker is Editor of Current Issues in Work
and Organizational Psychology (Psychology Press), and Advances in Positive Organizational Psychology
(Emerald). Department of Management and Organization, VU Amsterdam, Amsterdam, The Netherlands
Center of Excellence for Positive Organizational Psychology, Erasmus University Rotterdam, Rotterdam,
The Netherlands . 2016. Career competencies and job crafting. Career Development International 21:6,
225. GhorbannejadParisa Parisa Ghorbannejad Parisa Ghorbannejad is an Assistant Professor at the Department
of History and Civilization of Islamic Nations, Urmia Branch, Islamic Azad University. She received
her PhD in History and Civilization of Islamic Nations from the Science and Research Branch. Her
current research interests are role of management in higher education centers, history of management,
Islamic management, civilization and culture of nations and local history. EsakhaniAhmad Ahmad
Esakhani Ahmad Esakhani is an Assistant Professor at the Department of Management, Kharazmi
University and also a Visiting Lecturer in the Tarbiat Modares University. He received his PhD in
Organizational Behavior Management from the Tarbiat Modares University. His current research interests
are organizational behavior with focus on work engagement, psychological capital, high performance
work systems and organizational change. Department of History and Civilization of Islamic Nation,
Urmia Branch, Islamic Azad University, Urmia, Iran Human Resources Management Department,
Management Faculty, Kharazmi University, Tehran, Iran . 2016. Capacity to engage: studying role of
individual differences in work engagement evidences from Iran. Journal of Management Development
226. VISHAL GUPTA, SHAILENDRA SINGH, ABHIJIT BHATTACHARYA. 2016. THE
RELATIONSHIPS BETWEEN LEADERSHIP, WORK ENGAGEMENT AND EMPLOYEE
INNOVATIVE PERFORMANCE: EMPIRICAL EVIDENCE FROM THE INDIAN R&D
CONTEXT. International Journal of Innovation Management 1750055. [CrossRef]
227. ChenI-Shuo I-Shuo Chen Wuhan University, Wuhan, China . 2016. Examining the linkage between
creative self-efficacy and work engagement. Baltic Journal of Management 11:4, 516-534. [Abstract] [Full
Text] [PDF]
228. Olivia R. Bloechliger, Georg F. Bauer. 2016. Demands and Job Resources in the Child Care Workforce:
Swiss Lead Teacher and Assistant Teacher Assessments. Early Education and Development 27:7,
1040-1059. [CrossRef]
229. Sabine Gregersen, Sylvie Vincent-Hper, Albert Nienhaus. 2016. Job-related resources, leadermember
exchange and well-being a longitudinal study. Work & Stress 30:4, 356-373. [CrossRef]
230. U. Baran Metin, Toon W. Taris, Maria C.W. Peeters. 2016. Measuring procrastination at work and its
associated workplace aspects. Personality and Individual Differences 101, 254-263. [CrossRef]
231. Anna Alexandrova-Karamanova, Irina Todorova, Anthony Montgomery, Efharis Panagopoulou, Patricia
Costa, Adriana Baban, Asli Davas, Milan Milosevic, Dragan Mijakoski. 2016. Burnout and health
behaviors in health professionals from seven European countries. International Archives of Occupational
and Environmental Health 89:7, 1059-1075. [CrossRef]
232. Jui-Chang Cheng, Chien-Yu Chen, Hsiu-Yu Teng, Chang-Hua Yen. 2016. Tour leaders job crafting and
job outcomes: The moderating role of perceived organizational support. Tourism Management Perspectives
20, 19-29. [CrossRef]
233. Peter A. Heslin, Lauren A. Keating. 2016. In learning mode? The role of mindsets in derailing and
enabling experiential leadership development. The Leadership Quarterly . [CrossRef]
234. Claude Fernet, Sarah-Genevive Trpanier, Stphanie Austin, Julie Levesque-Ct. 2016. Committed,
inspiring, and healthy teachers: How do school environment and motivational factors facilitate optimal
functioning at career start?. Teaching and Teacher Education 59, 481-491. [CrossRef]
235. Graldine Rouxel, Estelle Michinov, Virginie Dodeler. 2016. The influence of work characteristics,
emotional display rules and affectivity on burnout and job satisfaction: A survey among geriatric care
workers. International Journal of Nursing Studies 62, 81-89. [CrossRef]
236. Piety Runhaar, Timothy Bednall, Karin Sanders, Huadong Yang. 2016. Promoting VET teachers
innovative behaviour: exploring the roles of task interdependence, learning goal orientation and
occupational self-efficacy. Journal of Vocational Education & Training 68:4, 436-452. [CrossRef]
237. Vnia Sofia Carvalho, Elosa Guerrero, Maria Jos Chambel, Pablo Gonzlez-Rico. 2016. Psychometric
properties of WLEIS as a measure of emotional intelligence in the Portuguese and Spanish medical
students. Evaluation and Program Planning 58, 152-159. [CrossRef]
238. Jaehee Jong. 2016. The Role of Performance Feedback and Job Autonomy in Mitigating the Negative
Effect of Role Ambiguity on Employee Satisfaction. Public Performance & Management Review 39:4,
814-834. [CrossRef]
239. Sergio Peral, Madelyn Geldenhuys. 2016. The effects of job crafting on subjective well-being amongst
South African high school teachers. SA Journal of Industrial Psychology 42:1. . [CrossRef]
240. Tanya Krmer, Anna Schneider, Erika Spie, Peter Angerer, Matthias Weigl. 2016. Associations between
job demands, work-related strain and perceived quality of care: a longitudinal study among hospital
physicians. International Journal for Quality in Health Care . [CrossRef]
241. Zhen Wang, Chaoping Li, Xupei Li. 2016. Resilience, Leadership and Work Engagement: The Mediating
Role of Positive Affect. Social Indicators Research . [CrossRef]
242. Lalitha Urs, Aaron M. Schmidt. 2016. Work-family conflict among IT specialty workers in the US.
Community, Work & Family 1-25. [CrossRef]
243. Hanne Verweij, Frank M. M. A. van der Heijden, Madelon L. M. van Hooff, Jelle T. Prins, Antoine
L. M. Lagro-Janssen, Hiske van Ravesteijn, Anne E. M. Speckens. 2016. The contribution of work
characteristics, home characteristics and gender to burnout in medical residents. Advances in Health Sciences
Education . [CrossRef]
244. BronkhorstBabette Babette Bronkhorst VermeerenBrenda Brenda Vermeeren Department of Public
Administration and Sociology, Erasmus Universiteit Rotterdam, Rotterdam, The Netherlands . 2016.
Safety climate, worker health and organizational health performance. International Journal of Workplace
Health Management 9:3, 270-289. [Abstract] [Full Text] [PDF]
245. LichtenthalerPhilipp Wolfgang Philipp Wolfgang Lichtenthaler FischbachAndrea Andrea Fischbach
Deutsche Hochschule der Polizei, Munster, Germany Department of Social, Work, and Organizational
Psychology, Deutsche Hochschule der Polizei, Munster, Germany . 2016. Job crafting and motivation
to continue working beyond retirement age. Career Development International 21:5, 477-497. [Abstract]
[Full Text] [PDF]
246. http://orcid.org/0000-0003-4855-4929 AnninkAnne Anne Annink Den DulkLaura Laura Den Dulk
AmorsJos Ernesto Jos Ernesto Amors Public Administration, Erasmus University Rotterdam,
Rotterdam, The Netherlands Tecnologico de Monterrey, Mexico . 2016. Different strokes for different
folks? The impact of heterogeneity in work characteristics and country contexts on work-life balance
among the self-employed. International Journal of Entrepreneurial Behaviour & Research 22:6, 880-902.
247. AlfesKerstin Kerstin Alfes Kerstin Alfes holds a Chair in Organisation and Human Resource Management
at ESCP Europe Wirtschaftshochschule Berlin. Her research interests include employee engagement,
strategic human resource management, and overqualification. She has written on these topics in journals
such as Human Resource Management, the International Journal of Human Resource Management,
European Journal of Work and Organizational Psychology, Gender, Work & Organization, and
International Public Management Journal. ShantzAmanda Amanda Shantz Amanda Shantz is an Associate
Professor, ISEG School of Management, Paris, France. Amandas research interests lie in human resource
management, employee engagement, motivation, and skill development. Her work has been published in a
number of peer-reviewed journals. AlahakoneRatnesvary Ratnesvary Alahakone Ratnesvary Alahakone is
a Lecturer in the School of Management and Business at the Aberystwyth University, UK. Her doctoral
research focusses on the drivers and outcomes of corporate volunteering for employees and their employing
organization. Her research interests include corporate volunteering, employee engagement, trust, and well-
being. Organisation and Human Resource Management, ESCP Europe Wirtschaftshochschule Berlin,
Berlin, Germany Department of Management, IESEG School of Management LEM-CNRS (UMR
9221), Paris, France School of Management and Business, Aberystwyth University, Aberystwyth, UK .
2016. Testing additive versus interactive effects of person-organization fit and organizational trust on
engagement and performance. Personnel Review 45:6, 1323-1339. [Abstract] [Full Text] [PDF]
248. DuYana Yana Du Yana Du is a PhD Student of Business Management at the Harbin Institute of
Technology. Her research interest includes organizational behavior, leadership, creativity, and stress
management. ZhangLi Li Zhang Li Zhang is a Professor of Business Management at the Harbin
Institute of Technology. Her teach and research interest include organizational behavior, human resource
management, and leadership. ChenYanhong Yanhong Chen Yanhong Chen is a PhD Student of Business
Management at the Harbin Institute of Technology. Her research interest includes organizational
behavior, proactive behavior, and management communication. Harbin Institute of Technology, Harbin,
China . 2016. From creative process engagement to performance: bidirectional support. Leadership &
Organization Development Journal 37:7, 966-982. [Abstract] [Full Text] [PDF]
249. Seung-Yoon Rhee, Won-Moo Hur, Minsung Kim. 2016. The Relationship of Coworker Incivility to Job
Performance and the Moderating Role of Self-Efficacy and Compassion at Work: The Job Demands-
Resources (JD-R) Approach. Journal of Business and Psychology . [CrossRef]
250. Rosa Garca-Sierra, Jordi Fernndez-Castro, Fermn Martnez-Zaragoza. 2016. Relationship between job
demand and burnout in nurses: does it depend on work engagement?. Journal of Nursing Management
24:6, 780-788. [CrossRef]
251. Christopher J. McCarthy, Richard G. Lambert, Sally Lineback, Paul Fitchett, Priscila G. Baddouh.
2016. Assessing Teacher Appraisals and Stress in the Classroom: Review of the Classroom Appraisal of
Resources and Demands. Educational Psychology Review 28:3, 577-603. [CrossRef]
252. Edel Conway, Na Fu, Kathy Monks, Kerstin Alfes, Catherine Bailey. 2016. Demands or Resources? The
Relationship Between HR Practices, Employee Engagement, and Emotional Exhaustion Within a Hybrid
Model of Employment Relations. Human Resource Management 55:5, 901-917. [CrossRef]
253. Greg R. Oldham, Yitzhak Fried. 2016. Job design research and theory: Past, present and future.
Organizational Behavior and Human Decision Processes 136, 20-35. [CrossRef]
254. Hongbiao Yin, Shenghua Huang, Wenlan Wang. 2016. Work Environment Characteristics and Teacher
Well-Being: The Mediation of Emotion Regulation Strategies. International Journal of Environmental
Research and Public Health 13:9, 907. [CrossRef]
255. Alma Akkerman, Cees G. C. Janssen, Sabina Kef, Herman P. Meininger. 2016. Job Satisfaction of People
With Intellectual Disabilities in Integrated and Sheltered Employment: An Exploration of the Literature.
Journal of Policy and Practice in Intellectual Disabilities 13:3, 205-216. [CrossRef]
256. Mary E. Rogers, Peter A. Creed, Judy Searle, Serena L. Nicholls. 2016. Coping with medical training
demands: thinking of dropping out, or in it for the long haul. Studies in Higher Education 41:9, 1715-1732.
[CrossRef]
257. Kelly Williams-Whitt, Vicki Kristman, William S. Shaw, Sophie Soklaridis, Paula Reguly. 2016. A Model
of Supervisor Decision-Making in the Accommodation of Workers with Low Back Pain. Journal of
Occupational Rehabilitation 26:3, 366-381. [CrossRef]
258. Yuka Fujimoto, Ahmed Shahriar Ferdous, Tomoki Sekiguchi, Ly-Fie Sugianto. 2016. The effect of mobile
technology usage on work engagement and emotional exhaustion in Japan. Journal of Business Research
69:9, 3315-3323. [CrossRef]
259. Kacey Keyko, Greta G. Cummings, Olive Yonge, Carol A. Wong. 2016. Work engagement in professional
nursing practice: A systematic review. International Journal of Nursing Studies 61, 142-164. [CrossRef]
260. Dsire Schumacher, Bert Schreurs, Hetty Van Emmerik, Hans De Witte. 2016. Explaining the Relation
Between Job Insecurity and Employee Outcomes During Organizational Change: A Multiple Group
Comparison. Human Resource Management 55:5, 809-827. [CrossRef]
261. Abeeda A. Pooja, Dirk De Clercq, Imanol Belausteguigoitia. 2016. Job Stressors and Organizational
Citizenship Behavior: The Roles of Organizational Commitment and Social Interaction. Human Resource
Development Quarterly 27:3, 373-405. [CrossRef]
262. Donatella Di Marco, Rocio Lpez-Cabrera, Alicia Arenas, Gabriele Giorgi, Giulio Arcangeli, Nicola
Mucci. 2016. Approaching the Discriminatory Work Environment as Stressor: The Protective Role of
Job Satisfaction on Health. Frontiers in Psychology 7. . [CrossRef]
263. Qihai Huang, Yijun Xing, Jos Gamble. 2016. Job demandsresources: a gender perspective on employee
well-being and resilience in retail stores in China. The International Journal of Human Resource
Management 1-19. [CrossRef]
264. Silvia Pignata, Anthony H. Winefield, Chris Provis, Carolyn M. Boyd. 2016. A Longitudinal Study of
the Predictors of Perceived Procedural Justice in Australian University Staff. Frontiers in Psychology 7. .
[CrossRef]
265. Linda Corin, Erik Berntson, Annika Hrenstam. 2016. Managers Turnover in the Public SectorThe
Role of Psychosocial Working Conditions. International Journal of Public Administration 39:10, 790-802.
[CrossRef]
266. Nicolaas W.H. Smit, Leon T. de Beer, Jaco Pienaar. 2016. Work stressors, job insecurity, union support,
job satisfaction and safety outcomes within the iron ore mining environment. SA Journal of Human
Resource Management 14:1. . [CrossRef]
267. Stan De Spiegelaere, Guy Van Gyes, Geert Van Hootegem. 2016. Innovative work behaviour and
performance-related pay: rewarding the individual or the collective?. The International Journal of Human
Resource Management 1-20. [CrossRef]
268. Soomi Lee, Kelly D. Davis, Claudia Neuendorf, Alicia Grandey, Chun Bun Lam, David M. Almeida.
2016. Individual- and Organization-Level Work-to-Family Spillover Are Uniquely Associated with Hotel
Managers' Work Exhaustion and Satisfaction. Frontiers in Psychology 7. . [CrossRef]
269. Dina Guglielmi, Lorenzo Avanzi, Rita Chiesa, Marco G. Mariani, Ilaria Bruni, Marco Depolo. 2016.
Positive Aging in Demanding Workplaces: The Gain Cycle between Job Satisfaction and Work
Engagement. Frontiers in Psychology 7. . [CrossRef]
270. Eric G. Lambert, Jill Gordon, Eugene A. Paoline III, Nancy L. Hogan. 2016. Workplace demands
and resources as antecedents of jail officer perceived danger at work. Journal of Crime and Justice 1-21.
[CrossRef]
271. Julie Dextras-Gauthier, Alain Marchand. 2016. Does organizational culture play a role in the development
of psychological distress?. The International Journal of Human Resource Management 1-30. [CrossRef]
272. McGregorAlisha Alisha McGregor MageeChristopher A. Christopher A. Magee CaputiPeter Peter Caputi
IversonDonald Donald Iverson School of Psychology, University of Wollongong, Wollongong, Australia
Swinburne University of Technology, Hawthorn, Australia . 2016. A job demands-resources approach to
presenteeism. Career Development International 21:4, 402-418. [Abstract] [Full Text] [PDF]
273. Andrea Kirk-Brown, Pieter Van Dijk. 2016. An examination of the role of psychological safety in the
relationship between job resources, affective commitment and turnover intentions of Australian employees
with chronic illness. The International Journal of Human Resource Management 27:14, 1626-1641.
[CrossRef]
274. Schwepker Charles H. Jr Charles H. Schwepker Jr IngramThomas N. Thomas N. Ingram Department
of Economics, Finance and Marketing, University of Central Missouri, Warrensburg, Missouri, USA
Department of Marketing, Colorado State University, Fort Collins, Colorado, USA . 2016. Ethical
leadership in the salesforce: effects on salesperson customer orientation, commitment to customer value
and job stress. Journal of Business & Industrial Marketing 31:7, 914-927. [Abstract] [Full Text] [PDF]
275. Cameron Newton School of Management, Queensland University of Technology, Brisbane, Australia
Stephen T.T. Teo Auckland University of Technology, Auckland, New Zealand David Pick School of
Management, Curtin University of Technology, Perth, Australia Marcus Ho Department of Management,
Auckland University of Technology, Auckland, New Zealand Drew Thomas School of Management,
Queensland University of Technology, Brisbane, New Zealand . 2016. Emotional intelligence as a buffer
of occupational stress. Personnel Review 45:5, 1010-1028. [Abstract] [Full Text] [PDF]
276. Najung Kim, Seung-Wan Kang. 2016. Older and More Engaged: The Mediating Role of Age-Linked
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295. Kaisa Perko, Ulla Kinnunen, Asko Tolvanen, Taru Feldt. 2016. Back to Basics: The Relative Importance
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297. Chia-Yi Cheng Department of Risk Management and Insurance, Ming Chuan University, Taipei, Taiwan
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298. Nicolas Gillet, Evelyne Fouquereau, Marc-Andr K. Lafrenire, Tiphaine Huyghebaert. 2016. Examining
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338. Constanze Leineweber, Holendro Singh Chungkham, Rikard Lindqvist, Hugo Westerlund, Sara
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341. Ted C.T. Fong, Rainbow T.H. Ho, Friendly S.W. Au-Yeung, C.Y. Sing, K.Y. Law, L.F. Lee, S.M. Ng.
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343. Katrien Verleye Center for Service Intelligence, Ghent University, Ghent, Belgium Paul Gemmel Center
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344. Chiara Consiglio Department of Psychology, Sapienza, University of Rome, Rome, Italy. Laura Borgogni
Department of Psychology, Sapienza, University of Rome, Rome, Italy. Cristina Di Tecco Department
of Psychology, Sapienza, University of Rome, Rome, Italy. Wilmar B. Schaufeli Department of Social
and Organizational Psychology, Utrecht University, Utrecht, the Netherlands AND Research Unit
Occupational & Organizational Psychology and Professional Learning, KU Leuven, Belgium . 2016. What
makes employees engaged with their work? The role of self-efficacy and employees perceptions of social
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345. Patrcia Lopes Costa ISCTE-Instituto Universitrio de Lisboa, Lisbon, Portugal Ana Margarida Passos
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Erasmus University Rotterdam, Rotterdam, Netherlands . 2016. The work engagement grid: predicting
engagement from two core dimensions. Journal of Managerial Psychology 31:4, 774-789. [Abstract] [Full
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346. Sophie Baeriswyl, Andreas Krause, Adrian Schwaninger. 2016. Emotional Exhaustion and Job Satisfaction
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348. EkstrandMari Mari Ekstrand Mari Ekstrand is a PhD candidate at the Department of Architectural
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innovation and research project, named K2 Workplace Futures. The main intention of the innovation and
research project is to find new ways of creating innovation and organisational value through development
and implementation of new workplace arrangements. Mari also work as a Consultant and Architect at
Mellomrom Architectural psychology AS. DammanSigrid Sigrid Damman Sigrid Damman is a Research
Scientist at the Department of Applied Economics, SINTEF Technology and Society. She has done
applied research on industry and enterprise development in an international context, including Ghana and
Botswana, and has experience from long-term fieldwork in Uganda. She has also been teaching at NTNUs
Department of Social Anthropology, mainly in African Studies and Organizational Anthropology, and
coordinating the national research network Africa Network Norway. Department of Architectural Design
and Management, Norwegian University of Science and Technology, Trondheim, Norway Department of
Applied Economics, SINTEF Technology and Society, Trondheim, Norway . 2016. Front and backstage
in the workplace. Journal of Facilities Management 14:2, 188-202. [Abstract] [Full Text] [PDF]
349. Jochen Mattes Swiss Research Institute of Small Business and Entrepreneurship, University of St.Gallen,
St. Gallen, Switzerland . 2016. The impact of transitions into wage-employment for satisfied and
unsatisfied entrepreneurs. International Journal of Entrepreneurial Behaviour & Research 22:3, 375-397.

350. Marianne van Woerkom, Wido Oerlemans, Arnold B. Bakker. 2016. Strengths use and work engagement:
a weekly diary study. European Journal of Work and Organizational Psychology 25:3, 384-397. [CrossRef]
351. Katharina Vogt, Jari J. Hakanen, Rebecca Brauchli, Gregor J. Jenny, Georg F. Bauer. 2016. The
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352. Sara Viotti, Daniela Converso. 2016. The buffering effect of job resources in the relationship between job
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353. Adrian Ritz, Gene A. Brewer, Oliver Neumann. 2016. Public Service Motivation: A Systematic Literature
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354. Dirk De Clercq, Dimo Dimov, Imanol Belausteguigoitia. 2016. Perceptions of Adverse Work Conditions
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355. Samira Shahpouri, Kourosh Namdari, Ahmad Abedi. 2016. Mediating role of work engagement in the
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356. Mark Kasa, Zaiton Hassan. 2016. Burnout and Flow with Moderating Effect of Individualism /
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358. Cary Cooper Manchester Business School, Manchester University, Manchester, United Kingdom Luo Lu
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[PDF]
359. Clement Bell, Noxolo Njoli. 2016. The role of big five factors on predicting job crafting propensities
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360. Katarina Habe, Sara Tement. 2016. Flow among higher education teachers: A job demands-resources
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361. Jungst Martijn Martijn Jungst Martijn Jungst, since January 2012, is PhD candidate at the Department
of Organization and Strategy, Maastricht University School of Business and Economics. He received his
masters degree in Management, Change and Consultancy and holds a degree in Information Management.
His main research interests include group dynamics, social network and cross cultural diversity. Next
to his research, Mr Jungst is also dedicated to his teaching. His teaching topics include Comparative
Management, Leadership, Organizational change and consultancy and Management of Organizations.
Blumberg Boris Boris Blumberg Boris Blumberg is Assistant Professor and Academic Director of MBA
programs in the Department of Organization and Strategy at Maastricht University, The Netherlands. His
research focus mainly on entrepreneurship, networks and methodology. Boris has published in refereed
international journals such as Small Business Economics, Organization Studies and Entrepreneurship &
Regional Development. He has served on the editorial boards of International Sociology (2004-2009),
Journal of Small Business Management (2010 present) and Organizational Research Methods (2013
present). Department of Organization and Strategy, Maastricht University, Maastricht, The Netherlands .
2016. Work relationships: counteracting the negative effects of conflict. International Journal of Conflict
362. Isabella Meneghel Social Psychology Department, Universitat Jaume I, Castelln de la Plana, Spain Isabel
M. Martnez Social Psychology Department, Universitat Jaume I, Castelln de la Plana, Spain Marisa
Salanova Social Psychology Department, Universitat Jaume I, Castelln de la Plana, Spain . 2016. Job-
related antecedents of team resilience and improved team performance. Personnel Review 45:3, 505-522.
363. Angeli Santos Department of Applied Psychology, The University of Nottingham Malaysia Campus,
Semenyih, Malaysia Michael Mustafa Nottingham University Business School, The University of
Nottingham Malaysia Campus, Semenyih, Malaysia Gwi Terk Chern Department of Applied Psychology,
The University of Nottingham Malaysia Campus, Semenyih,Malaysia . 2016. The Big Five personality
traits and burnout among Malaysian HR professionals. Asia-Pacific Journal of Business Administration 8:1,
364. Stephan Hentrich, Andreas Zimber, Nadia Sosnowsky-Waschek, Sabine Gregersen, Franz Petermann.
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365. Natalie Skinner, Abby Cathcart, Barbara Pocock. 2016. To ask or not to ask? Investigating workers
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366. Karina Van De Voorde, Monique Veld, Marc Van Veldhoven. 2016. Connecting empowerment-focused
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Journal of Neonatal Nursing 22:2, 74-80. [CrossRef]
370. Kerstin Alfes, Amanda Shantz, Catherine Bailey. 2016. Enhancing Volunteer Engagement to Achieve
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371. Gerard Beenen, Shaun Pichler, Paul E. Levy. 2016. Self-Determined Feedback Seeking: The Role of
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372. JungHoon (Jay) Lee, Chihyung Michael Ok, Jinsoo Hwang. 2016. An emotional labor perspective on
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373. Jade S. Jenkins, Camille J. Heneghan, Sarah F. Bailey, Larissa K. Barber. 2016. The Work-Family Interface
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374. YVONNE BRUNETTO, MATTHEW J. XERRI, SILVIA NELSON, BENJAMIN FARR-
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375. Jan Selmer, Jakob Lauring. 2016. Work engagement and intercultural adjustment. International Journal
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377. Kevin M. Dawson, Kimberly E. O'Brien, Terry A. Beehr. 2016. The role of hindrance stressors in
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378. Isaiah Oluremi Durosaiye, Karim Hadjri, Champika Lasanthi Liyanage. 2016. Identifying Challenging
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760. Liisa Mkel Department of Management, University of Vaasa, Vaasa, Finland Barbara Bergbom Finnish
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838. Patrcia L. Costa, Ana M. Passos, Arnold B. Bakker. 2014. Team work engagement: A model of
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839. Stephen Deery, Janet Walsh, Christopher D. Zatzick. 2014. A moderated mediation analysis of job
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352-369. [CrossRef]
840. Erin L. Kelly, Phyllis Moen, J. Michael Oakes, Wen Fan, Cassandra Okechukwu, Kelly D. Davis, Leslie
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[CrossRef]
841. Brad Shuck, Devon Twyford, Thomas G. Reio, Angie Shuck. 2014. Human Resource Development
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Human Resource Development Quarterly 25:2, 239-270. [CrossRef]

842. Daria Sarti. 2014. Job Resources as Antecedents of Engagement at Work: Evidence From a Long-Term
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843. Alan M. Saks, Jamie A. Gruman. 2014. What Do We Really Know About Employee Engagement?.
Human Resource Development Quarterly 25:2, 155-182. [CrossRef]
844. David Giauque, Fabien Resenterra, Michal Siggen. 2014. Antecedents of Job Satisfaction, Organizational
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845. Xin Qin, Peter Hom, Minya Xu, Dong Ju. 2014. Applying the job demands-resources model to migrant
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846. Carolin Engel, Sonia Hornberger, Simone Kauffeld. 2014. Organisationale Rahmenbedingungen
und Beanspruchungen im Kontext einer Schichtmodellumstellung nach arbeitswissenschaftlichen
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847. Dirk De Clercq, Dave Bouckenooghe, Usman Raja, Ganna Matsyborska. 2014. Servant Leadership
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848. Daniel Moura, Alejandro Orgambdez-Ramos, Gabriela Gonalves. 2014. Role Stress and Work
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849. David Guest Department of Management, King's College London, London, UK . 2014. Employee
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850. Piyali Ghosh School of Management Studies, Motilal Nehru National Institute of Technology, Allahabad,
India Alka Rai School of Management Studies, Motilal Nehru National Institute of Technology,
Allahabad, India Apsha Sinha School of Management Studies, Motilal Nehru National Institute of
Technology, Allahabad, India . 2014. Organizational justice and employee engagement. Personnel Review
851. Kaisa Perko School of Social Sciences and Humanities, Psychology, University of Tampere, Tampere,
Finland Ulla Kinnunen School of Social Sciences and Humanities, Psychology, University of Tampere,
Tampere, Finland Taru Feldt Department of Psychology, University of Jyvskyl, Jyvskyl, Finland .
2014. Transformational leadership and depressive symptoms among employees: mediating factors.
Leadership & Organization Development Journal 35:4, 286-304. [Abstract] [Full Text] [PDF]
852. 2014. Job Resources and Work Engagement: Optimism as Moderator Among Finnish Managers. Journal
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853. Jon Anders Lone, Roald A. Bjrklund, Kaja B. sterud, Line A. Anderssen, Thomas Hoff, Cato
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854. Inmaculada Silla, Nuria Gamero. 2014. Shared time pressure at work and its health-related outcomes:
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[CrossRef]
855. Corine Boon, Karianne Kalshoven. 2014. How High-Commitment HRM Relates to Engagement and
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856. Wendy L. Bedwell, Eduardo Salas, Gregory J. Funke, Benjamin A. Knott. 2014. Team workload.
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857. Martine B. Hannevik, Jon Anders Lone, Roald Bjrklund, Cato Alexander Bjrkli, Thomas Hoff. 2014.
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858. Karin Scager, Sanne F. Akkerman, Albert Pilot, Theo Wubbels. 2014. Challenging high-ability students.
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859. Dr Julia Claxton Daria Sarti Department of Economics and Management, University of Florence, Firenze,
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Journal of Workplace Learning 26:3/4, 202-216. [Abstract] [Full Text] [PDF]
860. Larissa Beattie, Barbara Griffin. 2014. Day-level fluctuations in stress and engagement in response to
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861. Ann Rudman, Petter Gustavsson, Daniel Hultell. 2014. A prospective study of nurses intentions to leave
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862. Maria Wassermann, Annekatrin Hoppe, Dorota Reis, Leonie von Uthmann. 2014. Sinnstiftung als
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863. Julie M. Sampson, Sarah DeArmond, Peter Y. Chen. 2014. Role of safety stressors and social support on
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864. Doris Holzberger, Anja Philipp, Mareike Kunter. 2014. Predicting teachers instructional behaviors: The
interplay between self-efficacy and intrinsic needs. Contemporary Educational Psychology 39:2, 100-111.
[CrossRef]
865. Ching-Fu Chen, Shu-Chuan Chen. 2014. Investigating the effects of job demands and job resources on
cabin crew safety behaviors. Tourism Management 41, 45-52. [CrossRef]
866. Amanda Biggs, Paula Brough, Jennifer P. Barbour. 2014. Strategic alignment with organizational
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[CrossRef]
867. Genevive L. Lavigne, Jacques Forest, Claude Fernet, Laurence Crevier-Braud. 2014. Passion at work
and workers' evaluations of job demands and resources: a longitudinal study. Journal of Applied Social
868. Thomas Rigotti, Sabine Korek, Kathleen Otto. 2014. Gains and losses related to career transitions within
organisations. Journal of Vocational Behavior 84:2, 177-187. [CrossRef]
869. Tingting Gan, Yiqun Gan. 2014. Sequential Development among Dimensions of Job Burnout and
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870. Arnold B. Bakker, Evangelia Demerouti, Ana Isabel Sanz-Vergel. 2014. Burnout and Work Engagement:
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871. Maria Fleischmann, Ferry Koster, Pearl Dykstra, Joop Schippers, Pearl Dykstra. 2014. Hello pension,
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872. Tobias Kraemer Institute for Management, Universitt Koblenz-Landau, Koblenz, Germany Matthias
H.J. Gouthier Institute for Management, Universitt Koblenz-Landau, Koblenz, Germany . 2014. How
organizational pride and emotional exhaustion explain turnover intentions in call centers. Journal of Service
873. M. C. Onwezen, M. J.P.M. van Veldhoven, M. Biron. 2014. The role of psychological flexibility in the
demandsexhaustionperformance relationship. European Journal of Work and Organizational Psychology
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874. Isabel Metz, Michelle Brown, Christina Cregan, Carol T. Kulik. 2014. Toxin handling and well-being:
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875. N. J. J. M. Mastenbroek, A. D. C. Jaarsma, A. J. J. A. Scherpbier, P. van Beukelen, E. Demerouti. 2014.
The role of personal resources in explaining well-being and performance: A study among young veterinary
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876. Jan Selmer, Charlotte Jonasson, Jakob Lauring. 2014. Knowledge processing and faculty engagement in
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877. Rui Pedro ngelo, Maria Jos Chambel. 2014. The role of proactive coping in the Job Demands
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878. Laura Lorente, Marisa Salanova, Isabel M. Martnez, Mara Vera. 2014. How personal resources predict
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879. Katariina Salmela-Aro, Katja Upadyaya. 2014. School burnout and engagement in the context of demands-
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880. B. Netterstrom. 2014. Job strain and hypertension. Occupational and Environmental Medicine 71:3,
157-158. [CrossRef]
881. Pascale Peters, Erik Poutsma, Beatrice I. J. M. Van der Heijden, Arnold B. Bakker, Thomas de Bruijn.
2014. Enjoying New Ways to Work: An HRM-Process Approach to Study Flow. Human Resource
882. Maria L. Kraimer, Riki Takeuchi, Michael Frese. 2014. The Global Context and People at Work: Special
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883. Hong Ren, Margaret A. Shaffer, David A. Harrison, Carmen Fu, Katherine M. Fodchuk. 2014. Reactive
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884. Melinde Coetzee, Ingrid L. Potgieter. 2014. The relation of cognitive learning strategies to psychosocial
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885. N. J. J. M. Mastenbroek, E. Demerouti, P. van Beukelen, A. M. M. Muijtjens, A. J. J. A. Scherpbier,
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886. Arnold B. Bakker, Evangelia DemeroutiJob Demands-Resources Theory 1-28. [CrossRef]

887. N. J. J. M. Mastenbroek, A. D. C. Jaarsma, E. Demerouti, A. M. M. Muijtjens, A. J. J. A. Scherpbier,
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888. Cheri Botha, Karina Mostert. 2014. A structural model of job resources, organisational and individual
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889. Marieke van den Tooren Department of Social Psychology, Tilburg University, Tilburg, The Netherlands
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2014. Job demands-resources and employee health and well-being. Career Development International 19:1,
890. Osman M. Karatepe Faculty of Tourism, Eastern Mediterranean University, Gazimagusa, Turkey Eda
Demir Faculty of Tourism, Eastern Mediterranean University, Gazimagusa, Turkey . 2014. Linking core
self-evaluations and work engagement to work-family facilitation. International Journal of Contemporary
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891. Kimberley Breevaart, Arnold B. Bakker, Evangelia Demerouti. 2014. Daily self-management and employee
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892. Thomas Clausen, Hermann Burr, Vilhelm Borg. 2014. Does Affective Organizational Commitment
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893. Dina Guglielmi, Chiara Panari, Silvia Simbula, Greta Mazzetti. 2014. Is it Possible to Motivate Teachers?
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894. Irina Nikolova, Joris Van Ruysseveldt, Hans De Witte, Jef Syroit. 2014. Work-based learning:
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895. Chien-Yu Chen, Chang-Hua Yen, Frank C. Tsai. 2014. Job crafting and job engagement: The mediating
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896. Melanie Lavoie-Tremblay, Sarah-Genevive Trpanier, Claude Fernet, Arielle Bonneville-Roussy. 2014.
Testing and extending the triple match principle in the nursing profession: a generational perspective on
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897. Carolyn M. Boyd, Michelle R. Tuckey, Anthony H. Winefield. 2014. Perceived Effects of Organizational
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898. Astrid Richter, Petya Kostova, Xaver Baur, Ralf Wegner. 2014. Less work: more burnout? A comparison
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899. Auli Airila, Jari J. Hakanen, Wilmar B. Schaufeli, Ritva Luukkonen, Anne Punakallio, Sirpa Lusa. 2014.
Are job and personal resources associated with work ability 10 years later? The mediating role of work
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900. Sharon K. Parker. 2014. Beyond Motivation: Job and Work Design for Development, Health,
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901. Mushtaq A. Siddiqi. 2014. Work engagement as a reaction to work environment and customer outcome:
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902. Allison S. Gabriel, Christina M. Moran, Jane Brodie Gregory. 2014. How can humanistic coaching
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903. Jan Alexander Husser, Stefan Schulz-Hardt, Andreas Mojzisch. 2014. The active learning hypothesis of
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904. Tineke Hagen, Stefan Bogaerts. 2014. Work Pressure and Sickness Absenteeism Among Judges.
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905. Lara Colombo, Margherita Zito. 2014. Demands, Resources and the Three Dimensions of Flow at Work.
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906. Arnold B. Bakker. 2014. Daily Fluctuations in Work Engagement. European Psychologist 19:4, 227-236.
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907. Bimala Panthee, Akihito Shimazu, Norito Kawakami. 2014. Validation of Nepalese Version of Utrecht
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908. Simone Kauffeld, Diana HoppeArbeit und Gesundheit 241-264. [CrossRef]
909. Davood Hayati, Morteza Charkhabi, AbdolZahra Naami. 2014. The relationship between
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910. Katja Koir, Marta Licardo, Sara Tement, Katarina Habe. 2014. Doivljanje stresa in izgorelosti, povezanih
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911. Osman M. Karatepe, Elnaz Beirami, Mona Bouzari, Hamaoyoun Pasha Safavi. 2014. Does work
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912. Yuji Horita, Yasumasa Otsuka. 2014. The Relationships between Workers Interpersonal Helping
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913. Wanja Wolff, Ralf Brand, Franz Baumgarten, Johanna Lsel, Matthias Ziegler. 2014. Modeling students
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914. Osman M. Karatepe, Rita Anumbose Nkendong. 2014. The relationship between customer-related social
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915. Krista PAHKIN, Karina NIELSEN, Ari VNNEN, Pauliina MATTILA-HOLAPPA, Anneli
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916. Shu-wen Tang, Oi-ling Siu, Francis Cheung. 2014. A Study of Work-Family Enrichment among Chinese
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917. Nicholas J. Beutell, Joy A. Schneer. 2014. Job and Life Attitudes of Managers and Professionals. Journal
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918. Carl-Ardy Dubois, Kathleen Bentein, Jamal Mansour, Frdric Gilbert, Jean-Luc Bdard. 2014. Why
Some Employees Adopt or Resist Reorganization of Work Practices in Health Care: Associations between
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919. Yu-Ping Chen, Margaret Shaffer, Mina Westman, Shoshi Chen, Mila Lazarova, Sebastian Reiche. 2014.
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920. Yuko NAKAGAWA, Akiomi INOUE, Norito KAWAKAMI, Kanami TSUNO, Kimiko TOMIOKA,
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921. Rebecca Brauchli, Georg F. Bauer, Oliver Hmmig. 2014. Job Autonomy Buffers the Impact of Work
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922. Evangelia Demerouti. 2014. Design Your Own Job Through Job Crafting. European Psychologist 19:4,
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923. Ulrike Pietrzyk, Sarah Rodehacke, Winfried Hacker. 2014. Division of Labour and Self-Reported Mental
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924. Xi-Chao Zhang, Oi Ling Siu, Jing Hu, Weiwei Zhang. 2014. Relationships Between Bidirectional Work-
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925. Patrcia Costa, Ana Margarida Passos, Arnold Bakker. 2014. Empirical Validation of the Team Work
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926. Bastian Ravesteijn Hans van Kippersluis Eddy van Doorslaer The Contribution of Occupation to Health
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927. Dr Raphael Snir and Prof. Itzhak Harpaz Ilona van Beek Department of Work and Organizational
Psychology, Utrecht University, Utrecht, The Netherlands Toon W. Taris Department of Work
and Organizational Psychology, Utrecht University, Utrecht, The Netherlands Wilmar B. Schaufeli
Department of Work and Organizational Psychology, Utrecht University, Utrecht, The Netherlands
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The Netherlands . 2013. Heavy work investment: its motivational make-up and outcomes. Journal of
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928. Dwayne Devonish Department of Management Studies, University of the West Indies, Bridgetown,
Barbados . 2013. Job demands, health, and absenteeism: does bullying make things worse?. Employee
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929. Zoe Zoupanou, Mark Cropley, Leif W. Rydstedt. 2013. Recovery after Work: The Role of Work Beliefs
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930. Ccile R. L. Boot, Dorly J. H. Deeg, Tineke Abma, Kelly J. Rijs, Suzan van der Pas, Theo G. van Tilburg,
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931. Maja Tadi, Arnold B. Bakker, Wido G.M. Oerlemans. 2013. Work happiness among teachers: A day
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932. Bart Van de Ven, Peter Vlerick. 2013. Testing the triple-match principle among technology employees.
933. T.T. Selvarajan, Peggy A Cloninger, Barjinder Singh. 2013. Social support and workfamily conflict: A
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934. Christina Malmose Stapelfeldt, Claus Vinther Nielsen, Niels Trolle Andersen, Line Krane, Nils Fleten,
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935. Ulla Kinnunen, Taru Feldt. 2013. Job Characteristics, Recovery Experiences and Occupational Well-being:
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936. J. Akkermans, W.B. Schaufeli, V. Brenninkmeijer, R.W.B. Blonk. 2013. The role of career competencies
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937. June M. L. Poon. 2013. Relationships among perceived career support, affective commitment, and work
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938. Marie Barbier, Isabelle Hansez, Nik Chmiel, Evangelia Demerouti. 2013. Performance expectations,
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939. Allison S. Gabriel, Rebecca J. Erickson, Christina M. Moran, James M. Diefendorff, Gail E. Bromley.
2013. A Multilevel Analysis of the Effects of the Practice Environment Scale of the Nursing Work Index
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940. Florencia M. Sortheix, Julia Dietrich, Angela Chow, Katariina Salmela-Aro. 2013. The role of career
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942. Maria Mnderlein Department of Sociology, Faculty of Social Science, Erasmus University Rotterdam,
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Rotterdam, The Netherlands . 2013. Happily ever after?. Career Development International 18:6, 548-568.
943. Muntaha Banihani Kent Business School, University of Kent, Canterbury, UK Patricia Lewis Kent
Business School, University of Kent, Canterbury, UK Jawad Syed Kent Business School, University of
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944. Slvia A. Silva, Patrcia L. Costa, Rita Costa, Susana M. Tavares, Ema S. Leite, Ana M. Passos. 2013.
Meanings of quality of care: Perspectives of Portuguese health professionals and patients. British Journal
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945. Mjdelen Yener, zgn Cokun. 2013. Using Job Resources and Job Demands in Predicting Burnout.
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946. Yseult Freeney, Martin R Fellenz. 2013. Work engagement, job design and the role of the social context at
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947. Bulent Menguc, Seigyoung Auh, Michelle Fisher, Abeer Haddad. 2013. To be engaged or not to be
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948. J.-L. Tavani, J. Collange, M.-C. Soula. 2013. Perspectives sur le stress : leurs apports, limites et
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949. B. A. M. van den Berg, Arnold B. Bakker, Th. J. ten Cate. 2013. Key factors in work engagement and
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951. Tomoko Fujii, Ko Matsudaira, Noriko Yoshimura, Masami Hirai, Sakae Tanaka. 2013. Associations
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952. Marita Mkinen. 2013. Becoming engaged in inclusive practices: Narrative reflections on teaching as
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953. Guangping Wang, Xiaoqin Ma. 2013. The Effect of Psychological Climate for Innovation on Salespeople's
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1184. Laura M. Little, Debra L. Nelson, Matthew J. Quade, Andrew Ward. 2011. Stressful demands or helpful
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1190. Aamir Ali ChughtaiDublin City University Business School, Dublin City University, Dublin, Ireland
Finian BuckleyDublin City University Business School, Dublin City University, Dublin, Ireland. 2011.
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Denmark Vilhelm BorgNational Research Centre for the Working Environment (NRCWE),
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1192. P. Looks, K. Gilbert, K. Roitzsch, W. Hacker. 2011. Gefhrdungsbeurteilung bei Verkaufspersonal.
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1199. Rebecca Law, Maureen F. Dollard, Michelle R. Tuckey, Christian Dormann. 2011. Psychosocial safety
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1200. Michael G Poulsen, Anne A Poulsen, Asaduzzaman Khan, Emma E Poulsen, Shanchita R Khan. 2011.
Work engagement in cancer workers in Queensland: The flip side of burnout. Journal of Medical Imaging
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1205. Karina Mostert, Maria Peeters, Izel Rost. 2011. Work-home interference and the relationship with job
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1207. Qiao Hu, Wilmar B. Schaufeli, Toon W. Taris. 2011. The Job DemandsResources model: An analysis
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1208. Sakari TaipaleDepartment of Social Sciences and Philosophy, University of Jyvskyl, Jyvskyl, Finland
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Finland Timo AnttilaDepartment of Social Sciences and Philosophy, University of Jyvskyl, Jyvskyl,
Finland Jouko NttiDepartment of Social Research, University of Tampere, Tampere, Finland. 2011.
Work engagement in eight European countries. International Journal of Sociology and Social Policy 31:7/8,
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1210. Jessica XuJRA (NZ) Ltd, Auckland, New Zealand Helena Cooper ThomasDepartment of Psychology,
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[PDF]
1211. Jamie A. Gruman, Alan M. Saks. 2011. Performance management and employee engagement. Human
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1212. ###. 2011. The Effects of Job Demands and Job Insecurity on the Job Satisfaction in Social Enterprise
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1223. Sibe Doosje, Martijn P.M. De Goede, Lorenz J.P. Van Doornen, Rens Van de Schoot. 2011. The
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1224. Roslyn De Braine, Gert Roodt. 2011. The Job Demands-Resources model as predictor of work identity
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1225. Adrian Medhurst, Simon Albrecht. 2011. Salesperson engagement and performance: A theoretical model.
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1226. Adrian Medhurst, Simon Albrecht. 2011. Salesperson engagement and performance: A theoretical model.
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1227. Cristina Jenaro, Noelia Flores, Maria Begoa Orgaz, Maribel Cruz. 2011. Vigour and dedication in nursing
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1228. Nele De Cuyper, Saija Mauno, Ulla Kinnunen, Anne Mkikangas. 2011. The role of job resources in
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1229. James B. Avey, Bruce J. Avolio, Fred Luthans. 2011. Experimentally analyzing the impact of leader
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1230. Elfi Baillien, Alfredo Rodriguez-Muoz, Anja Van den Broeck, Hans De Witte. 2011. Do demands and
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1231. Eva Garrosa, Bernardo Moreno-Jimnez, Alfredo Rodrguez-Muoz, Raquel Rodrguez-Carvajal. 2011.
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1232. Xiao Lu Wang, Zhan Biao Shi, Siu Man Ng, Bin Wang, Cecilia L. W. Chan. 2011. Sustaining Engagement
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1233. Nele De Cuyper, Beatrice I.J.M. Van der Heijden, Hans De Witte. 2011. Associations between
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1234. Gene M. Alarcon, Jean M. Edwards, Lauren E. Menke. 2011. Student Burnout and Engagement: A Test
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1235. Ann Rudman, J. Petter Gustavsson. 2011. Early-career burnout among new graduate nurses: A prospective
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1236. Jari J. Hakanen, Maria C. W. Peeters, Riku Perhoniemi. 2011. Enrichment processes and gain spirals
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1237. Beatrice I. J. M. Heijden, Arnold B. Bakker. 2011. Toward a Mediation Model of Employability
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1238. Alan M. Saks, Jamie A. Gruman. 2011. Organizational socialization and positive organizational behaviour:
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1239. Doan E. Winkel, Rebecca L. Wyland, Margaret A. Shaffer, Patricia Clason. 2011. A new perspective on
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1240. Marjan J. Gorgievski, Jonathon R. B. Halbesleben, Arnold B. Bakker. 2011. Expanding the boundaries
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1242. Qiao HuYongkang Nursing School of Zhejiang Province, Yongkang, China Wilmar B.
SchaufeliDepartment of Psychology, Utrecht University, Utrecht, The Netherlands. 2011. Job insecurity
and remuneration in Chinese familyowned business workers. Career Development International 16:1,
1243. Osman M. KaratepeSchool of Tourism and Hospitality Management, Eastern Mediterranean University,
Gazimagusa, Turkish Republic of Northern Cyprus, Via Mersin 10, Turkey. 2011. Do job resources
moderate the effect of emotional dissonance on burnout?. International Journal of Contemporary Hospitality
1244. H.N. Plomp, J. Broeren, R. Buitenhuis, A.N.H. Weel. 2011. Werkbeleving en werktevredenheid
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1245. Alain Marchand, Pierre Durand. 2011. Psychological Distress, Depression, and Burnout. Journal of
1246. Arnold B. Bakker, Simon L. Albrecht, Michael P. Leiter. 2011. Key questions regarding work engagement.
1247. Chang-qin Lu, Oi-ling Siu, Wei-qing Chen, Hai-jiang Wang. 2011. Family mastery enhances work
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1248. Bert Schreurs, Hetty Van Emmerik, Nele De Cuyper, Guy Notelaers, Hans De Witte. 2011. Job demands-
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1249. Terje SlttenLillehammer University College, Lillehammer, Norway Mehmet MehmetogluLillehammer
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1250. Arnoud T. EversRuud de Moor Centre, Open University of The Netherlands, Heerlen, The Netherlands
Batrice I.J.M. van der HeijdenInstitute for Management Research, Radboud University Nijmegen,
Nijmegen, The Netherlands, Open University of The Netherlands, Heerlen, The Netherlands, and
University of Twente, Enschede, The Netherlands Karel KreijnsRuud de Moor Centre, Open University
of The Netherlands, Heerlen, The Netherlands John T.G. GerrichhauzenRuud de Moor Centre, Open
University of The Netherlands, Heerlen, The Netherlands. 2011. Organisational factors and teachers'
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1251. S Rivard, Y St-James, A CameronSoftware Project Risk Drivers as Project Manager Stressors and Coping
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1252. Michelle R. Tuckey, Renae Hayward. 2011. Global and Occupation-Specific Emotional Resources as
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1253. Rebecca Brauchli, Georg F. Bauer, Oliver Hmmig. 2011. Relationship Between Time-Based Work-Life
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1254. Carolyn M. Boyd, Arnold B. Bakker, Silvia Pignata, Anthony H. Winefield, Nicole Gillespie, Con
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1255. Marieke van den Tooren, Jan de Jonge. 2011. Job Resources and Regulatory Focus as Moderators of
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1256. Jana Khnel, Sabine Sonnentag. 2011. How long do you benefit from vacation? A closer look at the fade-
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1257. Mohd Awang Idris, Maureen F. Dollard, Anthony H. Winefield. 2011. The Effect of Globalization on
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1258. Anja Broeck, Maarten Vansteenkiste, Hans Witte, Bart Soenens, Willy Lens. 2010. Capturing autonomy,
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1259. Jenell L. S. Wittmer, James E. Martin. 2010. Emotional Exhaustion Among Employees Without Social
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1261. Koen Luyckx, Bart Duriez, Theo A. Klimstra, Hans De Witte. 2010. Identity statuses in young adult
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1262. Anja Van den Broeck, Nele De Cuyper, Hans De Witte, Maarten Vansteenkiste. 2010. Not all job
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1263. Tessa Opie, Maureen Dollard, Sue Lenthall, John Wakerman, Sandra Dunn, Sabina Knight, Martha
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1264. Arnold B. BakkerErasmus University, Rotterdam, The Netherlands Carolyn M. BoydUniversity of
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Nicole GillespieUniversity of Queensland, Brisbane, Australia Anthony H. WinefieldUniversity of South
Australia, Adelaide, Australia Con StoughSwinburne University of Technology, Victoria, Australia. 2010.
The role of personality in the job demandsresources model. Career Development International 15:7,
1265. Veerle BrenninkmeijerUtrecht University, Utrecht, The Netherlands Evangelia DemeroutiEindhoven

University of Technology, Eindhoven, The Netherlands Pascale M. le BlancUtrecht University, Utrecht,
The Netherlands I.J. Hetty van EmmerikMaastricht University School of Business and Economics,
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1266. MICHELLE R. SIMPSON. 2010. Development and psychometric evaluation of the core nurse resource
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1267. Claude Fernet, Marylne Gagn, Stphanie Austin. 2010. When does quality of relationships with
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1268. W. van Rhenen, W.B. Schaufeli. 2010. Positieve bedrijfsgezondheidszorg (positive occupational
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1270. Emily M. Hunter, Sara Jansen Perry, Dawn S. Carlson, Steven A. Smith. 2010. Linking team resources
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1271. Nicholas J. BeutellHagan School of Business, Iona College, New Rochelle, New York, USA. 2010. Work
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1272. Raymond T. Lee, Brenda L. Lovell, Cleste M. Brotheridge. 2010. Tenderness and Steadiness: Relating
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1273. Maureen F. Dollard, Arnold B. Bakker. 2010. Psychosocial safety climate as a precursor to conducive
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at work: Modelling the relationship via latent growth curve and mixture model methodology. Journal of
1275. Machteld van den Heuvel, Evangelia Demerouti, Arnold B. Bakker, Wilmar B. SchaufeliPersonal
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1278. Georgia Pomaki, Anita DeLongis, Daniela Frey, Kathy Short, Trish Woehrle. 2010. When the going
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1279. Ralph KattenbachCentre for Personnel Research, Universitt Hamburg, Hamburg, Germany Evangelia
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working times: effects on employees' exhaustion, worknonwork conflict and job performance. Career
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1282. R.F. Burton, J.W. Hinton. 2010. Up the Tower of Psychobabel: Does lexical anarchy impede research
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1283. B.I.J.M. van der Heijden, A. Kmmerling, K. van Dam, E. van der Schoot, M. Estryn-Bhar, H.M.
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1287. Garry B. Hall, Maureen F. Dollard, Michelle R. Tuckey, Anthony H. Winefield, Briony M. Thompson.
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1288. Isabelle Bragard, Anne-Marie Etienne, Yves Libert, Isabelle Merckaert, Aurore Linard, Julie Meunier,
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1290. Josje S.E. DikkersDepartment of Management and Organization, VU University Amsterdam, Amsterdam,
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Psychology, University of Groningen, Groningen, The Netherlands Claartje J. VinkenburgDepartment
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1291. Ronald J. BurkeLouise TourignyManagement Department, College of Business & Economics, University
of WisconsinWhitewater, Whitewater, Wisconsin, USA Vishwanath V. BabaDeGroote School of
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Winnipeg, Canada. 2010. Stress episode in aviation: the case of China. Cross Cultural Management: An
1292. Steffen Torp, Asbjrn Grimsmo, Ole Jakob Bredrup. 2010. How Positive Psychosocial Work Factors
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1293. MarjoRiitta ParzefallDepartment of Strategy, Organization and Leadership, European Business School,
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1294. Andrew HedeUniversity of the Sunshine Coast, Maroochydore, Australia. 2010. The dynamics of
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1295. Christopher C. Rosen, Chu-Hsiang Chang, Emilija Djurdjevic, Erin Eatough Occupational stressors and
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1310. Jos AkkermansUtrecht University, Utrecht, The Netherlands Veerle BrenninkmeijerUtrecht University,
Utrecht, The Netherlands Roland W.B. BlonkUtrecht University, Utrecht, The Netherlands and
TNO Quality of Life, Hoofddorp, The Netherlands Lando L.J. KoppesTNO Work and Employment,
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Janet CarruthersVictoria University of Wellington, Wellington, New Zealand. 2009. Job resourcefulness,
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1322. Christian Korunka, Bettina Kubicek, Wilmar B. Schaufeli, Peter Hoonakker. 2009. Work engagement and
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of positive experiences from business travelers to their spouses. Journal of Managerial Psychology 24:3,
1324. Despoina Xanthopoulou, Arnold B. Bakker, Evangelia Demerouti, Wilmar B. Schaufeli. 2009. Work
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1325. Beatrice van der Heijden, Jo Boon, Marcel van der Klink, Ely Meijs. 2009. Employability enhancement
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University of Sharjah, Sharjah, United Arab Emirates. 2009. Symptoms of burnout and service recovery
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[PDF]
1327. Mina Westman, Dalia Etzion, Shoshi Chen Are business trips a unique kind of respite? 167-204.
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1329. John P. Trougakos, Ivona Hideg Momentary work recovery: The role of within-day work breaks 37-84.
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Personal and organizational determinants of wellbeing at work. International Journal of Health Care
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1334. Jari J. Hakanen, Riku Perhoniemi, Salla Toppinen-Tanner. 2008. Positive gain spirals at work: From
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and Emotional Exhaustion in Teachers: Does the School Context Make a Difference?. Applied Psychology
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1339. Arnold B. BakkerDepartment of Work and Organizational Psychology, Erasmus University Rotterdam,
Rotterdam, The Netherlands Evangelia DemeroutiDepartment of Social and Organizational Psychology,
Utrecht University, Utrecht, The Netherlands. 2008. Towards a model of work engagement. Career
1340. Ulla Peterson, Evangelia Demerouti, Gunnar Bergstrm, Mats Samuelsson, Marie sberg, ke Nygren.
2008. Burnout and physical and mental health among Swedish healthcare workers. Journal of Advanced
1341. Arnold B. Bakker, Wilmar B. Schaufeli. 2008. Positive organizational behavior: engaged employees in
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1342. Patricia A. Poulin, Corey S. Mackenzie, Geoffrey Soloway, Eric Karayolas. 2008. Mindfulness training
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1343. Kerry A. Lewig, Despoina Xanthopoulou, Arnold B. Bakker, Maureen F. Dollard, Jacques C. Metzer.
2007. Burnout and connectedness among Australian volunteers: A test of the Job DemandsResources
model. Journal of Vocational Behavior 71:3, 429-445. [CrossRef]
1344. Despoina XanthopoulouErasmus University Rotterdam, Rotterdam, The Netherlands Arnold B.
BakkerErasmus University Rotterdam, Rotterdam, The Netherlands Maureen F. DollardSchool of
Psychology, University of South Australia, Adelaide, South Australia Evangelia DemeroutiUtrecht
University, Utrecht, The Netherlands Research Institute Psychology and Health, Utrecht, The
Netherlands Wilmar B. SchaufeliUtrecht University, Utrecht, The Netherlands Research Institute
Psychology and Health, Utrecht, The Netherlands Toon W. TarisBehavioral Science Institute, Radboud
University, Nijmegen, The Netherlands Paul J.G. SchreursInstitute of Work and Stress, Utrecht, The
Netherlands. 2007. When do job demands particularly predict burnout?. Journal of Managerial Psychology
1345. Debra Weiss-RandallManaging Stress in the Workplace 988-1004. [CrossRef]
1346. Jennifer H. GaoExamining Corporate Social Responsibility and Employee Engagement in Macao: 59-81.
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