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The job demands-resources model or (JD-R) model is an occupational stress model that suggests strain is a response to imbalance between demands on the individual and the resources he or she has to deal with those demands.〔Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328〕〔Demerouti, E., Bakker, A.B., Nachreiner, F. and Schaufeli, W.B. (2001a), “The job demands-resources model of burnout”, Journal of Applied Psychology, Vol. 86, pp. 499-512.〕) The JD-R was introduced as an alternative to other models of employee well-being, such as the demand-control model and the effort-reward imbalance model. The authors of the JD-R model argue that these models “have been restricted to a given and limited set of predictor variables that may not be relevant for all job positions”(p. 309)〔Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328〕 Therefore, the JD-R incorporates a wide range of working conditions into the analyses of organizations and employees. Furthermore, instead of focusing solely on negative outcome variables (e.g., burnout, ill health, and repetitive strain) the JD-R model includes both negative and positive indicators and outcomes of employee well being. == Basic assumptions == The JD-R model can be summarized with a short list of assumptions/premises:〔Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22, 309-328〕〔Bakker, A.B., Demerouti, E., De Boer, E. and Schaufeli, W.B. (2003b), “Job demands and job resources as predictors of absence duration and frequency”, Journal of Vocational Behavior, Vol. 62, pp. 341-56〕〔Bakker, A.B., Demerouti, E., Taris, T., Schaufeli, W.B. and Schreurs, P. (2003c), “A multi-group analysis of the Job Demands-Resources model in four home care organizations”, International Journal of Stress Management, Vol. 10, pp. 16-38〕 * Whereas every occupation may have its own specific risk factors associated with job stress, these factors can be classified in two general categories: job demands and job resources. * * Job demands: physical, psychological, social, or organizational aspects of the job, that require sustained physical and/or psychological effort or skills. Therefore, they are associated with certain physiological and/or psychological costs. Examples are, work pressure, emotional demands. * * Job resources: physical, psychological, social, or organizational aspects of the job that are either or: functional in achieving work goals; reduce job demands and the associated physiological and psychological cost; stimulate personal growth, learning, and development. Examples are, career opportunities, supervisor coaching, role-clarity, and autonomy. * Two different underlying psychological processes play a role in the development of job strain and motivation. * * Health impairment process: through this process, poorly designed jobs or chronic job demands exhaust employees’ mental and physical resources. In turn, this might lead to the depletion of energy and to health problems. * * Motivational process: through this process, job resources exert their motivating potential and lead to high work engagement, low cynicism, and excellent performance. Job resources may play either an intrinsic or an extrinsic motivational role. * The interaction between job demands and job resources is important for the development of job strain and motivation as well. According to the JD-R model, job resources may buffer the impact of job demands on job strain, including burnout.〔Bakker, A.B., Demerouti, E., Taris, T., Schaufeli, W.B. and Schreurs, P. (2003c), “A multi-group analysis of the Job Demands-Resources model in four home care organizations”, International Journal of Stress Management, Vol. 10, pp. 16-38〕 Which specific job resources buffer the impact of different job demands, depends on the particular work environment. Thus, different types of job demands and job resources may interact in predicting job strain. Good examples of job resources that have the potential of buffering job demands are performance feedback and social support (e.g.,〔Haines, V.A., Hurlbert, J.S. and Zimmer, C. (1991), “Occupational stress, social support, and the buffer hypothesis”, Work and Occupations, Vol. 18, pp. 212-35.〕). * Job resources particularly influence motivation or work engagement when job demands are high. This assumption is based on the premises of the conservation of resources (COR) theory.〔Hobfoll, S.E. (2001), “The influence of culture, community, and the nested-self in the stress process: advancing conservation of resources theory”, Applied Psychology: An International Review, Vol. 50, pp. 337-70〕 According to this theory, people are motivated to obtain, retain and protect their resources, because they are valuable. Hobfoll (〔Hobfoll, S.E. (2002), “Social and psychological resources and adaptation”, Review of General Psychology, Vol. 6, pp. 307-24.〕) argues that resource gain acquires its saliency in the context of resource loss. This implies that job resources gain their motivational potential particularly when employees are confronted with high job demands. For example, when employees are faced with high emotional demands, the social support of colleagues might become more visible and more instrumental. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Job demands-resources model」の詳細全文を読む スポンサード リンク
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