Multiple levels in job demands-resources theory: implications for employee well-being and performance

Arnold B. Bakker, E. Demerouti

Research output: Chapter in Book/Report/Conference proceedingChapterAcademicpeer-review

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Abstract

This chapter uses the most recent version of Job Demands-Resources (JD-R) theory to explain how working conditions influence employees, and how employees influence their own working conditions. We show how employee self-undermining activates a loss cycle of job demands, strain, and negative behaviors over time, whereas employee job crafting activates a gain cycle of job resources, work engagement, and positive behaviors. Moreover, we argue that employee well-being and organizational behavior is a function of factors located at different levels (i.e. organization, team, individual level), which influence each other within and over time. We propose cross-level interaction effects of organization-level initiatives and leader/employee behaviors on team and individual well-being and performance. Although JD-R theory provides answers to many questions regarding employee well-being and performance, we discuss several issues that deserve research attention. The chapter closes with practical implications. We discuss how managers and supervisors can help employees to avoid health problems and flourish at work.

(PDF) Multiple Levels in Job Demands-Resources Theory: Implications for Employee Well-being and Performance. Available from: https://www.researchgate.net/publication/323069135_Multiple_Levels_in_Job_Demands-Resources_Theory_Implications_for_Employee_Well-being_and_Performance [accessed Sep 14 2018].
Original languageEnglish
Title of host publicationHandbook of well-being
EditorsE. Diener, S. Oishi, L. Tay
PublisherNoba Scholar
Number of pages13
Publication statusPublished - 2018

Fingerprint

Job demands
Employees
Resources
Employee well-being
Working conditions
Organizational behaviour
Work engagement
Employee behaviour
Managers
Well-being
Job resources
Interaction effects
Factors
Health
Supervisors

Cite this

Bakker, A. B., & Demerouti, E. (2018). Multiple levels in job demands-resources theory: implications for employee well-being and performance. In E. Diener, S. Oishi, & L. Tay (Eds.), Handbook of well-being Noba Scholar.
Bakker, Arnold B. ; Demerouti, E. / Multiple levels in job demands-resources theory : implications for employee well-being and performance. Handbook of well-being. editor / E. Diener ; S. Oishi ; L. Tay. Noba Scholar, 2018.
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Bakker, AB & Demerouti, E 2018, Multiple levels in job demands-resources theory: implications for employee well-being and performance. in E Diener, S Oishi & L Tay (eds), Handbook of well-being. Noba Scholar.

Multiple levels in job demands-resources theory : implications for employee well-being and performance. / Bakker, Arnold B.; Demerouti, E.

Handbook of well-being. ed. / E. Diener; S. Oishi; L. Tay. Noba Scholar, 2018.

Research output: Chapter in Book/Report/Conference proceedingChapterAcademicpeer-review

TY - CHAP

T1 - Multiple levels in job demands-resources theory

T2 - implications for employee well-being and performance

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AB - This chapter uses the most recent version of Job Demands-Resources (JD-R) theory to explain how working conditions influence employees, and how employees influence their own working conditions. We show how employee self-undermining activates a loss cycle of job demands, strain, and negative behaviors over time, whereas employee job crafting activates a gain cycle of job resources, work engagement, and positive behaviors. Moreover, we argue that employee well-being and organizational behavior is a function of factors located at different levels (i.e. organization, team, individual level), which influence each other within and over time. We propose cross-level interaction effects of organization-level initiatives and leader/employee behaviors on team and individual well-being and performance. Although JD-R theory provides answers to many questions regarding employee well-being and performance, we discuss several issues that deserve research attention. The chapter closes with practical implications. We discuss how managers and supervisors can help employees to avoid health problems and flourish at work. (PDF) Multiple Levels in Job Demands-Resources Theory: Implications for Employee Well-being and Performance. Available from: https://www.researchgate.net/publication/323069135_Multiple_Levels_in_Job_Demands-Resources_Theory_Implications_for_Employee_Well-being_and_Performance [accessed Sep 14 2018].

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Bakker AB, Demerouti E. Multiple levels in job demands-resources theory: implications for employee well-being and performance. In Diener E, Oishi S, Tay L, editors, Handbook of well-being. Noba Scholar. 2018