Job Demands-Resources Model
Updated 2026-08-01
INTRODUCTION
English translation pending.
CORE DEFINITION
Proposed by Evangelia Demerouti, Arnold Bakker, and colleagues. The model holds that two parallel processes shape employee health and motivation. A health-impairment process runs from high demands through resource depletion to burnout, while a motivational process runs from high resources to engagement. Resources buffer the harmful effects of demands, and demands can amplify the motivating value of resources. The framework is deliberately occupation-neutral, which is why it generalizes across industries.
SCAFFOLDING EFFECT
Reduce cognitive load
- Audit a role: list demands and resources side by side to see which process currently dominates - Target interventions: cut hindrance demands for burned-out teams and add autonomy for disengaged ones - Forecast risk: predict turnover where demands run high and the resource supply is thin
Anchor fast decisions
Demands and resources act on separate but interacting pathways. Chronic demands drain energy with no compensatory recovery, driving exhaustion and cynicism. Resources meet needs for autonomy, competence, and relatedness, driving engagement. Because resources also soften the impact of demands, the balance between the two, rather than either one alone, decides whether strain or motivation prevails.
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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