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The Potential of Job Demands-Resources Interventions in Organizations

  • Jessica van WingerdenEmail author
  • Leoni van der Vaart
Chapter

Abstract

Job Demands-Resources (JD-R) theory, amongst others, proposes that employee work engagement and job performance are the result of an optimal balance between job demands and (personal and job) resources. According to JD-R theory, every job is characterized by a specific set of job demands and resources. JD-R theory states that positive organizational interventions that aim to optimize job demands and resources will lead to improved levels of work engagement and performance and may therefore be appealing for contemporary organizations that want to stimulate employee well-being and improve their performance from which they can outstand their competitors. In this book chapter, we present and discuss the motivational potential of job demands-resources interventions from both an organizational (top-down) and an employee (bottom-up) perspective, and their effectiveness.

Keywords

JD-R theory Positive organizational interventions Work engagement Performance 

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Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.Schouten GlobalZaltbommelThe Netherlands
  2. 2.Center of Excellence for Positive Organizational PsychologyErasmus University RotterdamRotterdamThe Netherlands
  3. 3.KU Leuven, Research Group for Occupational & Organizational Psychology and Professional LearningLeuvenBelgium
  4. 4.Optentia Research Focus AreaNorth-West UniversityVanderbijlparkSouth Africa

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