Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test.
verifiedrich profile · Journal of Applied Psychology · 2010
Crawford, Eean R.; LePine, Jeffery A.; Rich, Bruce Louis
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
job demands → burnout
job demands → work engagement
role conflict → work engagement
challenge demands → burnout
autonomy → work engagement
role overload → work engagement
burnout → work engagement
autonomy → work engagement
hindrance demands → work engagement
challenge demands → work engagement
task variety → work engagement
performance feedback → work engagement
job resources → work engagement
social support → work engagement
job resources → burnout
workload wl → work engagement
hindrance demands → burnout
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
autonomy correlates work engagement
autonomy predicts work engagement
burnout correlates work engagement
challenge demands predicts burnout
challenge demands predicts work engagement
hindrance demands predicts burnout
hindrance demands predicts work engagement
job demands predicts burnout
job demands predicts work engagement
job resources correlates work engagement
job resources predicts burnout
job resources predicts work engagement
performance feedback correlates work engagement
role conflict predicts work engagement
role overload predicts work engagement
social support correlates work engagement
task variety correlates work engagement
workload predicts work engagement
workload wl predicts work engagement
In the authors’ words
The article’s own abstract.
We refine and extend the job demands-resources model with theory regarding appraisal of stressors to account for inconsistencies in relationships between demands and engagement, and we test the revised theory using meta-analytic structural modeling. Results indicate support for the refined and updated theory. First, demands and burnout were positively associated, whereas resources and burnout were negatively associated. Second, whereas relationships among resources and engagement were consistently positive, relationships among demands and engagement were highly dependent on the nature of the demand. Demands that employees tend to appraise as hindrances were negatively associated with engagement, and demands that employees tend to appraise as challenges were positively associated with engagement. Implications for future research are discussed.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…were distinguished as hindrance job demands (e.g. role conflict and role overload) and challenge job demands (e.g. workload, time pressure and responsibility), which were negatively and positively associated with work engagement, respectively (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “…were distinguished as hindrance job demands (e.g. role conflict and role overload) and challenge job demands (e.g. workload, time pressure and responsibility), which were negatively and positively associated with work engagement, respectively (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “High job resources, such as support and feedback, can buffer the adverse effects of job demands, reducing burnout and promoting engagement [35].”
supports “High job resources, such as support and feedback, can buffer the adverse effects of job demands, reducing burnout and promoting engagement [35].”
supports “These results emphasize the positive effect of stress management trainings and are in line with the JD-R, which postulates that stress trainings on one hand can reduce job demands, stress, and burnout symptoms and on the other hand can enhance work engagement by activating resources [41].”
supports “Job demands, like workload or emotional demands, play a minor role or might even be positively related to work engagement if considered challenging and not hindering (Crawford et al., 2010).”
supports “Typical job resources that enhance work engagement include social support, autonomy, and skill variety (Crawford et al. 2010).”
supports “Next,empirical fi ndingsdemonstratethattherela-tion between hindrance job demands and burnout is strongerthantherelationbetweenjobresources/challenge job demands and burnout (Crawford et al., 2010).”
supports “…crawford et al. (2010) distinguish between challenges and hindrances, which employees perceive as positive and negative, respectively. according to crawford et al. (2010), the association between job demands and work engagement hinges on whether the demand is categorized as a challenge or a…”
supports “…were distinguished as hindrance job demands (e.g. role conflict and role overload) and challenge job demands (e.g. workload, time pressure and responsibility), which were negatively and positively associated with work engagement, respectively (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “Employee recognition historically reinforces the desired behavior [92], increases citizenship behaviors [32], lower resistance to change [33], ensure the success of planed change [90], positively influences job performance [30], enhances normative commitment [35] and employee engagement [25, 53, 76].”
supports “2 Similarly, although hindrance job demands have the greatest positive in fl uence on employees ’ burnout, they also reduce employees ’ work engagement (Crawford et al., 2010).”
supports “In the context of the JCM, a meta-analyze pointed out that task-related work characteristics (task variety and autonomy) are positively linked to engagement at work (Crawford et al., 2010).”
supports “Based on this reasoning, when an employer provides resources (e.g., social support, autonomy, and self-efficacy), employees return them with an increased level of engagement (Crawford et al., 2010).”
supports “2 Similarly, although hindrance job demands have the greatest positive in fl uence on employees ’ burnout, they also reduce employees ’ work engagement (Crawford et al., 2010).”
supports “Job resources are regarded as a spring of inspiration in the JD-R paradigm (Bakker, 2011), and workers can foster work engagement through increasing job resources (Crawford et al., 2010; Halbesleben, 2010).”
supports “This difference can partly be explained by previous research findings showing that the impact of social resources at work on work engagement is smaller than that of direct job-related resources (Christian et al., 2011; Crawford et al., 2010).”
supports “Research convincingly demonstrates that autonomy is positively related to occupational well-being, specifically, engagement (Bakker et al., 2007; Crawford et al., 2010; Mauno et al., 2007), while being negatively related to emotional exhaustion (Bakker & Demerouti, 2014, 2017; Demerouti et al.”
supports “…2012), job security (Mauno et al., 2007), performance feedback (crawford et al., 2010) and opportunities for development (Breevaart et al., 2015; crawford et al., 2010) have been connected with work engagement. in their meta-analysis, Mazzetti et al. (2023) concluded that developmental…”
supports “Previous studies revealed that job demands such as role conflict were negatively associated with work engagement (Bakker & Demerouti, 2017; Crawford et al., 2010; Hakanen et al., 2008; Han et al., 2020).”
supports “…were distinguished as hindrance job demands (e.g. role conflict and role overload) and challenge job demands (e.g. workload, time pressure and responsibility), which were negatively and positively associated with work engagement, respectively (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “…crawford et al. (2010) distinguish between challenges and hindrances, which employees perceive as positive and negative, respectively. according to crawford et al. (2010), the association between job demands and work engagement hinges on whether the demand is categorized as a challenge or a…”
supports “…were distinguished as hindrance job demands (e.g. role conflict and role overload) and challenge job demands (e.g. workload, time pressure and responsibility), which were negatively and positively associated with work engagement, respectively (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “For example, work related challenge stressors decrease emotional exhaustion (Sessions et al., 2020) and increase job performance (Lu et al., 2016) but can also lead to exhaustion (Zhang et al., 2014) and increase burnout (Crawford et al., 2010).”
supports “In doing so, we test one of the core propositions of JD-R theory, namely that job resources are more strongly related to work engagement than to burnout, whereas (hindrance) job demands mainly relate to burnout and to a lesser extent to work engagement (Bakker et al., 2023; Crawford et al., 2010).”
disputes “…stressors and academic engagement, our results showed that relaxation did not moderate the direct relationship between challenge-hindrance stressors and emotional exhaustion and indirect relationship between challenge-hindrance stressors and academic engagement mediated by emotional exhaustion.”
supports “When perceived workload causes teachers to experience challenge stress, they tend to actively mobilize resources, enhance the sense of meaning and accomplishment in their work, and thus increase work engagement [25, 26].”
disputes “Constructive leadership also relates more strongly to work engagement than to burnout, con fi rming theoretical arguments based on JD-R theory and previous meta-analytic fi ndings for job demands and job resources more broadly (Crawford et al., 2010).”
supports “When perceived workload causes teachers to experience challenge stress, they tend to actively mobilize resources, enhance the sense of meaning and accomplishment in their work, and thus increase work engagement [25, 26].”
supports “Previous studies revealed that job demands such as role conflict were negatively associated with work engagement (Bakker & Demerouti, 2017; Crawford et al., 2010; Hakanen et al., 2008; Han et al., 2020).”
disputes “The earlier researchers confirmed that the JD-R model has mainly confirmed that various job demands are optimistically related to burnout while diverse job resources are related to engagement (Crawford et al., 2010; Halbesleben, 2010; Nahrgang et al., 2011).”
supports “According to the JD-R Model, the presence of high job demands, coupled with a lack of job resources, increases the likelihood of burnout, turnover intention, and poor job performance (Crawford et al., 2010).”
supports “…which either positively or negatively influences performance (Gillespie et al., 2001; Wang et al., 2013; Zhang et al., 2014), while role conflict reduces engagement (Crawford et al., 2010; Han et al., 2020), which is positively associated with performance (Guo et al., 2019; Kim et al., 2013).”
supports “Job demands may have positive or negative impacts on work engagement, which depend on the nature of the demand (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “This process results in higher levels of followers ’ burnout, but also somewhat lower levels of followers ’ work engagement (Crawford et al., 2010).”
supports “High job resources, such as support and feedback, can buffer the adverse effects of job demands, reducing burnout and promoting engagement [35].”
supports “Next,empirical fi ndingsdemonstratethattherela-tion between hindrance job demands and burnout is strongerthantherelationbetweenjobresources/challenge job demands and burnout (Crawford et al., 2010).”
disputes “Empirical studies support these theories, showing that challenge stressors are positively associated with work engagement, whereas hindrance stressors are negatively associated [25–28].”
supports “However, the same meta-analysis found that both challenging and hindering demands are positively associated with burnout (Crawford et al., 2010), suggesting that all kinds of demands deplete personal energy resources.”
supports “…1996). though, job demands and the requirement to make an effort can also be interpreted as a challenge, which can increase work engagement (crawford et al., 2010). in practice, there are some evidence connecting efforts negatively (e.g. li et al., 2023) and positively (e.g. inoue et al.,…”
disputes “Thus, whereas job resources and challenge job demands have motivating potential, leading to higher levels of work engagement, hin-drance job demands have health-impairing effects that lead to burnout (for a meta-analysis, see Crawford et al., 2010).”
supports “The earlier researchers confirmed that the JD-R model has mainly confirmed that various job demands are optimistically related to burnout while diverse job resources are related to engagement (Crawford et al., 2010; Halbesleben, 2010; Nahrgang et al., 2011).”
supports “…were distinguished as hindrance job demands (e.g. role conflict and role overload) and challenge job demands (e.g. workload, time pressure and responsibility), which were negatively and positively associated with work engagement, respectively (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “…were distinguished as hindrance job demands (e.g. role conflict and role overload) and challenge job demands (e.g. workload, time pressure and responsibility), which were negatively and positively associated with work engagement, respectively (Bakker & Demerouti, 2017; Crawford et al., 2010).”
supports “Individuals experiencing conflicting role were likely to believe that the amount of effort was insufficient to simultaneously satisfy each demand, and were associated with decreased levels of engagement when they were frustrated in efforts to overcome the role conflict (Crawford et al., 2010).”
supports “Similarly, in a meta-analysis by Crawford et al. (2010), work engagement had the highest correlations with job variety, work-role fit, and opportunities for development, but lower correlations with social support and positive climate, and lower although positive correlations with various…”
supports “When perceived workload causes teachers to experience challenge stress, they tend to actively mobilize resources, enhance the sense of meaning and accomplishment in their work, and thus increase work engagement [25, 26].”
supports “For example, appreciation (hulkko-nyman et al., 2012), job security (Mauno et al., 2007), performance feedback (crawford et al., 2010) and opportunities for development (Breevaart et al., 2015; crawford et al., 2010) have been connected with work engagement. in their meta-analysis, Mazzetti et al.…”
supports “In a meta-analysis of 55 studies of employees across fields, resource inadequacies emerged as one of the primary forms of job hindrance, explaining 33.5% of the variation of work engagement (Crawford et al., 2010).”
supports “In the context of the JCM, a meta-analyze pointed out that task-related work characteristics (task variety and autonomy) are positively linked to engagement at work (Crawford et al., 2010).”
supports “According to the JD-R Model, the presence of high job demands, coupled with a lack of job resources, increases the likelihood of burnout, turnover intention, and poor job performance (Crawford et al., 2010).”
disputes “Thus, whereas job resources and challenge job demands have motivating potential, leading to higher levels of work engagement, hin-drance job demands have health-impairing effects that lead to burnout (for a meta-analysis, see Crawford et al., 2010).”
supports “Job demands, like workload or emotional demands, play a minor role or might even be positively related to work engagement if considered challenging and not hindering (Crawford et al., 2010).”
supports “Previous studies have also found that social resources at work have a smaller impact on work engagement compared to work-related resources, which are “closer” to the employee (Christian et al., 2011; Crawford et al., 2010).”
supports “High job resources, such as support and feedback, can buffer the adverse effects of job demands, reducing burnout and promoting engagement [35].”
supports “(cid:129) Attentiveness (Rodell & Judge, 2009; Rosen et al., 2020) (cid:129) Emotional exhaustion (Sessions et al., 2020) (cid:129) Employee creativity (Ding et al., 2019) (cid:129) Engagement (Crawford et al., 2010; Ventura et al., 2015) (cid:129) Job performance (Aw et al., 2020; Lepine et al., 2005; Lu et al., 2016; Wallace et al., 2009; Zhang et al., 2019) (cid:129) Job satisfaction (Aw et al., 2020; Cavanaugh et al., 2000; Podsakoff et al., 2007) (cid:129) Motivation (Lepine et al., 2005) (cid:129) Organisational commitment (Podsakoff et al., 2007) (cid:129) Team performance (Pearsall et al., 2009) (cid:129) Anxiety (Rodell & Judge, 2009; Rosen et al., 2020) (cid:129) Burnout (Crawford et al., 2010) (cid:129) Job performance (Rosen et al., 2020) (cid:129) Exhaustion (J. A. Lepine et al., 2005; Podsakoff et al., 2007; Zhang et al., 2014) Family related challenge stressors — — (Dickler, 2021), suggesting that family related challenge stressors, for example, taking care of children during the workday, promote telework success.”
supports “In addition, work related hindrance stressors increase the risk of burnout (Crawford et al., 2010; Ventura et al., 2015).”
supports “Based on this reasoning, when an employer provides resources (e.g., social support, autonomy, and self-efficacy), employees return them with an increased level of engagement (Crawford et al., 2010).”
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