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Work orientations in the job demands‐resources model

Evangelia Demerouti (Eindhoven University of Technology, Eindhoven, The Netherlands)
Arnold B. Bakker (The Department of Work and Organizational Psychology, Erasmus University, Rotterdam, The Netherlands)
Yitzhak Fried (Whitman School of Management, Syracuse University, New York, New York, USA)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 10 August 2012

4660

Abstract

Purpose

This study aims to examine the role of instrumental vs intrinsic work orientations in the job demands‐resources (JD‐R) model.

Design/methodology

Using a sample of 123 employees, the authors investigated longitudinally whether an instrumental work orientation moderates the motivational process, and mediates the health impairment process in the JD‐R model.

Findings

Regression analyses revealed that an increase in job resources over time was particularly beneficial for experienced flow at Time 2 among employees holding an instrumental (vs intrinsic) work orientation. In addition, structural equation modeling analyses showed that work pressure was reciprocal with need for recovery, which was reciprocal with instrumental work orientation.

Research limitations/implications

Findings suggest that work orientation should be integrated in research linking work characteristics with motivational and health impairment processes.

Practical implications

Organizations should avoid placing overly high demands on their employees as these not only impair employees' health, but also change their orientation towards work.

Social implications

Organizations can contribute to the wellbeing of individuals and society by designing jobs that provide affordable demands and sufficient resources.

Originality/value

The present study successfully integrated work orientations in the JD‐R model.

Keywords

Citation

Demerouti, E., Bakker, A.B. and Fried, Y. (2012), "Work orientations in the job demands‐resources model", Journal of Managerial Psychology, Vol. 27 No. 6, pp. 557-575. https://doi.org/10.1108/02683941211252428

Publisher

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Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

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