JDRmodellen

The JDR model, short for Job Demands-Resources model, is a theoretical framework used to understand employee well-being and performance. It was developed by Arnold Bakker and Evangelia Demerouti. The core idea of the JDR model is that the work environment can be characterized by two main categories of factors: job demands and job resources.

Job demands are those aspects of the job that require sustained effort or skill, and thus are associated with certain physiological and/or psychological costs. Examples include workload, time pressure, emotional demands, and role conflict. High job demands can lead to strain, burnout, and reduced performance if not adequately managed.

Job resources, on the other hand, are those physical, psychological, social, or organizational aspects of the job that are functional in achieving work goals, reducing job demands and the associated costs, and stimulating personal growth, learning, and development. Examples of job resources include feedback, autonomy, social support from colleagues and supervisors, and opportunities for skill development.

The JDR model proposes two main processes. The first is the health impairment process, where high job demands lead to strain and, consequently, to negative outcomes like burnout and illness. The second is the motivational process, where job resources foster motivation, engagement, and positive outcomes such as job performance and organizational commitment. The model also suggests that job resources can buffer the negative impact of job demands on strain. This means that even when demands are high, adequate resources can protect employees from experiencing excessive stress.