Using the Job-Demands-Resources (JD-R) Model in Predicting the Resilience of the Melli Bank Branch Employees of Kerman, Iran

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

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The Conceptualization and Measurement of Job Crafting

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000219 ◽

2016 ◽

Vol 60 (4) ◽

pp. 173-186 ◽

Cited By ~ 11

Author(s):

Philipp Wolfgang Lichtenthaler ◽

Andrea Fischbach

Keyword(s):

Factor Structure ◽

Work Engagement ◽

Job Demands ◽

Job Crafting ◽

Future Research ◽

Validity Study ◽

German Version ◽

Total N ◽

Structure Reliability ◽

German Speaking

Abstract. This research redefined the job demands–resources (JD-R) job crafting model ( Tims & Bakker, 2010 ) to resolve theoretical and empirical inconsistencies regarding the crafting of job demands and developed a German version of the Job Crafting Scale (JCS; Tims, Bakker, & Derks, 2012 ) in two separate studies (total N = 512). In Study 1 the German version of the JCS was developed and tested for its factor structure, reliability, and construct validity. Study 2 dealt with the validity of our redefined JD-R job crafting model. The results show that, like the original version, the German version comprises four job crafting types, and the German version of the JCS is a valid and reliable generic measure that can be used for future research with German-speaking samples. Evidence for the redefined JD-R job crafting model was based on findings relating job crafting to work engagement and emotional exhaustion.

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Challenge Demands, Hindrance Demands, and Psychological Need Satisfaction

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000122 ◽

2015 ◽

Vol 14 (2) ◽

pp. 70-79 ◽

Cited By ~ 24

Author(s):

Simon L. Albrecht

Keyword(s):

Work Engagement ◽

Job Demands ◽

Self Determination Theory ◽

Structural Equations ◽

Need Satisfaction ◽

Self Determination ◽

Job Resources ◽

Mediating Effects ◽

Psychological Need ◽

Practical Implications

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determination theory, the research also aimed to investigate the potential mediating effects that employees’ need satisfaction as regards their need for autonomy, need for belongingness, need for competence, and need for achievement, as components of a higher order needs construct, may have on the relationships between job demands and engagement. Structural equations modeling across two independent samples generally supported the proposed relationships. Further research opportunities, practical implications, and study limitations are discussed.

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