Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study
Article first published online: 30 MAR 2004
Copyright © 2004 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 25, Issue 3, pages 293–315, May 2004
How to Cite
Schaufeli, W. B. and Bakker, A. B. (2004), Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. J. Organiz. Behav., 25: 293–315. doi: 10.1002/job.248
- Issue published online: 30 MAR 2004
- Article first published online: 30 MAR 2004
- Manuscript Accepted: 27 AUG 2003
- Manuscript Revised: 6 MAR 2003
- Manuscript Received: 10 OCT 2002
This study focuses on burnout and its positive antipode—engagement. A model is tested in which burnout and engagement have different predictors and different possible consequences. Structural equation modeling was used to simultaneously analyze data from four independent occupational samples (total N = 1698). Results confirm the hypothesized model indicating that: (1) burnout and engagement are negatively related, sharing between 10 per cent and 25 per cent of their variances; (2) burnout is mainly predicted by job demands but also by lack of job resources, whereas engagement is exclusively predicted by available job resources; (3) burnout is related to health problems as well as to turnover intention, whereas engagement is related only to the latter; (4) burnout mediates the relationship between job demands and health problems, whereas engagement mediates the relationship between job resources and turnover intention. The fact that burnout and engagement exhibit different patterns of possible causes and consequences implies that different intervention strategies should be used when burnout is to be reduced or engagement is to be enhanced. Copyright © 2004 John Wiley & Sons, Ltd.