Using the job demands‐resources model to predict burnout and performance

TLDR

The study hypothesized that job demands drive exhaustion, which in turn predicts in‑role performance, while job resources drive disengagement, which predicts extra‑role performance, and that resources buffer the demands‑exhaustion link. The authors applied the JD‑R model and structural equation modeling to data from 146 participants to examine the relationships among job characteristics, burnout components, and performance ratings. Results confirmed that demands predict exhaustion and exhaustion predicts in‑role performance, resources predict disengagement and disengagement predicts extra‑role performance, and that resources do not buffer the demands‑exhaustion relationship. © 2004 Wiley Periodicals, Inc.

Abstract

Abstract The job demands‐resources (JD‐R) model was used to examine the relationship between job characteristics, burnout, and (other‐ratings of) performance ( N = 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in‐role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra‐role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD‐R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes. © 2004 Wiley Periodicals, Inc.