Using the job demands-resources model to predict burnout and performance
Article first published online: 19 APR 2004
© 2004 Wiley Periodicals, Inc.
Human Resource Management
Volume 43, Issue 1, pages 83–104, Spring 2004
How to Cite
Bakker, A. B., Demerouti, E. and Verbeke, W. (2004), Using the job demands-resources model to predict burnout and performance. Hum. Resour. Manage., 43: 83–104. doi: 10.1002/hrm.20004
- Issue published online: 19 APR 2004
- Article first published online: 19 APR 2004
The job demands-resources (JD-R) model was used to examine the relationship between job characteristics, burnout, and (other-ratings of) performance (N = 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra-role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes. © 2004 Wiley Periodicals, Inc.