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Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their subordinates are more likely to mimic such behaviors. However, there has been limited research on how leaders’ job crafting can influence subordinates’ job crafting. This study aims to examine the cross-level mechanisms (i.e. trickle-down effects) of supervisors’ job crafting on the subordinates’ attitudes and performance. Specifically, such trickle-down effects can be explained via two cross-level mechanisms of the supervisors’ job crafting on the subordinates’ work engagement and performance: social learning mechanism and job demands-resources mechanism.

A three-wave cross-lagged study was conducted in two-week intervals. The valid responses from 67 supervisors and their 201 subordinates were collected. The data set was analyzed using multilevel Structural Equation Modeling.

The results demonstrated that the social learning and job demands-resources mechanisms are not independent. The supervisor’s job crafting improves employment relationships, subsequently encourages subordinates’ job crafting and ultimately enhances work engagement and work performance.

The findings suggested that hospitality organizations should encourage job crafting among supervisors and managers. A proactive hotel manager can establish strong employment relationships, motivate subordinates to work proactively and obtain positive work outcomes.

The findings enrich the knowledge about the trickle-down effects of supervisors on subordinates in terms of job-crafting behaviors. In particular, this study found a new theoretical perspective that the job demands-resources and social learning mechanisms may not be independent, and the subordinates’ perception of the employment relationship plays a critical role.

The purpose of this paper is to use the job demands-resources model to investigate intra-individual engagement-burnout profiles, and demands-resources profiles.

A representative sample of the US workforce was surveyed online. Latent profile analysis (LPA) and configural frequency analysis examined intra-individual profiles and their inter-relations.

A negative inter-individual correlation between engagement and burnout suggested that burnout tends to be lower when engagement is high, but intra-individual analyses identified both aligned engagement-burnout profiles (high, moderate, and low on both variables), and discrepant profiles (high engagement – low burnout; high burnout – low engagement). High engagement and burnout co-occurred in 18.8 percent of workers. These workers reported strong mixed (positive and negative) emotions and intended to leave their organization. Another LPA identified three demands-resources profiles: low demands – low resources, but moderate self-efficacy, low workload and bureaucracy demands but moderate information processing demands – high resources, and high demands – high resources. Workers with high engagement – high burnout profiles often reported high demands – high resources profiles. In contrast, workers with high engagement – low burnout profiles often reported profiles of high resources, moderate information processing demands, and low other demands.

This study examined the intersection of intra-individual engagement-burnout profiles and demands-resources profiles. Previous studies examined only one of these sides or relied on inter-individual analyses. Interestingly, many employees appear to be optimally engaged while they are burned-out and considering to leave their jobs. Demands and resources facets were distinguished in the LPA, revealing that some demands were associated with resources and engagement.

The purpose of this study is to more closely examine the trait antecedents and outcomes of frontline employee productivity propensity. The study is the first to use a job demands-resources perspective on productivity propensity and it reveals that the inclusion of the construct into service worker personality studies significantly improves the explanatory ability of hypothesized models.

The study follows a job demands-resources perspective and uses an empirical study that included two subsamples: banking and health care. Path analyses were performed using two-group modeling to test the hypotheses. Mediation and hierarchical regressions were also used.

The findings indicate that the conscientiousness trait has a consistent effect on productivity propensity. More importantly, the findings reveal that productivity propensity influences role ambiguity, job satisfaction and self-rated service performance and that the addition of the construct into personality studies significantly improves the explanatory ability of personality models.

This study presents further evidence that productivity propensity is an important construct in services research. Beyond previously established influences on bottom-line service productivity and manager-rated work performance, the current work indicates that it also influences FLE stress, engagement and work outcomes.

Managers work under pressures to ensure service productivity and are well aware of the importance of selecting job applicants who will fit the service role. This study provides additional evidence that the productivity propensity work resource should be considered when selecting employees. The work also suggests that customer workload and the standardization of the service environment impacts the influence of productivity propensity on service outcomes.

Given the importance of transformative service experiences that uplift the experiences of consumers and employees, the productivity propensity of frontline service employees not only impacts the ability of the employee to satisfy customer needs, but also leads the employee to experience increased job satisfaction.

This work is the first work to consider the effects of productivity propensity from a job demands-resources perspective and, as such, the first to examine the influence of the construct on job satisfaction and service delivery.

The purpose of this paper is to give a state‐of‐the art overview of the Job Demands‐Resources (JD‐R) model

The strengths and weaknesses of the demand‐control model and the effort‐reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD‐R model and discusses its basic premises.

The paper provides an overview of the studies that have been conducted with the JD‐R model. It discusses evidence for each of the model's main propositions. The JD‐R model can be used as a tool for human resource management. A two‐stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large.

This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD‐R model can be applied to a wide range of occupations, and be used to improve employee well being and performance.

Organizations use enterprise social media (ESM) platforms to operate, function, and develop. However, the effectiveness of the use of ESM is inconclusive. This study aims to explore the mechanism and boundary conditions of the relationship between employee ESM use and job performance.

This study uses a 2-wave survey design, with a final sample of 481 employees from a large automobile company.

The results indicate that ESM use is beneficial and detrimental to job performance. On the one hand, ESM use is positively related to work overload, decreasing job performance. On the other hand, ESM use is positively associated with informational support, increasing job performance. A mediation test revealed that both work overload and informational support mediate the relationship between ESM use and job performance. Furthermore, job autonomy weakens the positive relationship between ESM use and work overload, but strengthens the positive relationship between ESM use and informational support.

This study provides a more balanced view of how ESM use influences job performance by demonstrating the opposing mediating roles of work overload and informational support. Further, this study fills a research gap by considering job characteristics when examining the boundary conditions of ESM use. Third, this study validates the generalization of the job demands-resources model in social media research.

This study explores the role of intrinsic work values as a motivator in the workplace. By integrating the job demands–resources model and supplies–values fit theory, it also investigates whether autonomy and worker co-operatives can strengthen the intrinsic motivation of employees who have strong intrinsic work values.

Longitudinal surveys collected at 25 worker co-operatives and 27 corporations were analyzed with a model in which a moderated mediation model and a mediated moderation model are integrated.

The results revealed that individuals with strong intrinsic work values had stronger intrinsic motivation and engaged less frequently in job search behavior. The moderation analyses demonstrated that employees with strong intrinsic work values were more strongly motivated in worker co-operatives than in corporations and that this result was obtained because more autonomy was granted in worker co-operatives than in corporations.

To date, little research has examined the moderating roles of autonomy and worker co-ops in the associations of intrinsic work values with employee motivation and behavior. The present study contributes to the literature on work values and worker co-operatives by providing evidence that autonomy and worker co-operatives can accelerate intrinsic motivation of employees with intrinsic work values.

Managers should grant employees enough autonomy and opportunities to participate in decision-making to stimulate their motivation, especially for employees with strong intrinsic work values.

By integrating the job demands–resources model with the supplies–values fit theory, this study proposes interaction effects of a personal resource with job and organizational resources on intrinsic motivation.

The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion.

Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers.

SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement.

The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand.

The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being.

By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

This study aims to investigate school principals' well‐being by using the job demands‐resources (JD‐R) model as a theoretical framework. It aims at making a significant contribution to the development of this model by considering not only job demands and job resources, but also the role of personal resources and personal demands as predictors of work engagement and burnout. In particular, it was hypothesised that job demands may mediate the relationship between workaholism and burnout, whereas job resources may mediate the relationship between self‐efficacy and work engagement and burnout.

A survey study was conducted. In total, 224 school principals (67 percent women) during training activities completed a questionnaire.

The results of SEM analyses largely supported the hypotheses by showing that personal variables operate as initiators of health impairment and motivational processes.

The study lends support to the literature on individual resources that underlines the role that personal resources play in work engagement and burnout. It contributes to the JD‐R model by highlighting the role of personal demands (i.e. workaholism), which has an effect on the development of burnout in school principals.

The implications of these findings for interventions aimed at the promotion of school principals' well‐being are discussed.

This study advances the understanding of the role played by personal resources and personal demands in the job demands‐resources model. The value added is represented by the study of workaholism as personal demand, which in turn influences job demands and also the health impairment it triggers.

This study, using a comprehensive job demand–resources (JD-R) model, aims to explore the pressures of workload, work–life interface and subsequent impacts on employee stress and job satisfaction, with implications for employee job performance, in the context of working from home during the COVID-19 pandemic.

A cross-sectional sample of employees at seven universities (n = 4,497) and structural equation path analysis regression models are used for the analyses.

The results show that a partial mediation JD-R model was supported, where job demands (such as workload and actual hours worked) and job resources (including expectations, support and job security) have relationships with work interference with personal life and personal life interference with work. These have subsequent negative path relationships with stress. Further, stress is negatively related to job satisfaction, and job satisfaction is positively related to employee job performance.

Potential policy implications include mitigation approaches to addressing some of the negative impacts on workers and to enhance the positive outcomes. Timely adjustments to job demands and resources can aid in sustaining balance for workers in an uncertain and fluid environmental context.

This study makes a contribution to knowledge by capturing sentiments on working arrangements, perceived changes and associated outcomes during a key period within the COVID-19 pandemic while being one of the rare studies to focus on a comprehensive JD-R model and a unique context of highly educated workers' transition to working from home.

The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement.

An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling.

It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment.

The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance).

Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership.

Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being.

The study demonstrates that engaging leadership can be integrated into the JD-R framework.