How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism
Article first published online: 21 JAN 2009
Copyright © 2009 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 30, Issue 7, pages 893–917, October 2009
How to Cite
Schaufeli, W. B., Bakker, A. B. and Van Rhenen, W. (2009), How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. J. Organiz. Behav., 30: 893–917. doi: 10.1002/job.595
- Issue published online: 2 SEP 2009
- Article first published online: 21 JAN 2009
- Manuscript Accepted: 9 DEC 2008
- Manuscript Revised: 3 DEC 2008
- Manuscript Received: 17 SEP 2007
The present longitudinal survey among 201 telecom managers supports the Job Demands-Resources (JD-R) model that postulates a health impairment process and a motivational process. As hypothesized, results of structural equation modeling analyses revealed that: (1) increases in job demands (i.e., overload, emotional demands, and work-home interference) and decreases in job resources (i.e., social support, autonomy, opportunities to learn, and feedback) predict burnout, (2) increases in job resources predict work engagement, and (3) burnout (positively) and engagement (negatively) predict registered sickness duration (“involuntary” absence) and frequency (“involuntary” absence), respectively. Finally, consistent with predictions results suggest a positive gain spiral: initial work engagement predicts an increase in job resources, which, in its turn, further increases work engagement. Copyright © 2009 John Wiley & Sons, Ltd.