Job Resources
Updated 2026-08-08
INTRODUCTION
English translation pending.
CORE DEFINITION
A core construct of the Job Demands-Resources model, introduced by Evangelia Demerouti and Arnold Bakker. Job resources are those aspects of a job that help achieve work goals, reduce job demands and their associated physiological or psychological costs, or stimulate personal growth and development. Typical examples include autonomy, social support, performance feedback, skill variety, and learning opportunities. Resources are among the strongest predictors of work engagement, and they operate alongside job demands rather than replacing them.
SCAFFOLDING EFFECT
Reduce cognitive load
- Design roles: audit a position's autonomy, feedback, and support before adding further demands - Diagnose disengagement: when motivation drops, ask which resource has been depleted instead of blaming attitude - Prevent burnout: pair every high-demand task with a matching resource such as coaching or peer review
Anchor fast decisions
Resources act through two pathways. They directly satisfy needs for autonomy, competence, and relatedness, which produces engagement. They also buffer demands: when workload or emotional strain rises, people who can draw on support, feedback, or control cope better and deplete less energy. Over time, engaged employees accumulate still more resources, creating a gain spiral that sustains motivation and health.
MINIMUM ACTION
In progress 0/1Practice this model in one real situation:
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Source support: Explicit
- en.wikipedia.orghttps://en.wikipedia.org/wiki/Job_demands-resources_modelverified
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