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Healthy employees are assets for organizations, especially in service organizations. This study considered variables that lead to psychological, life and workplace well-being for hotel employees. A comprehensive model is proposed for which Job Demand–Resource (JD-R) theory provides theoretical support.

Data from four hundred and five hotel employees were collected to observe the individual and organizational factors that directly and indirectly result in three types of well-being: workplace, psychological and life.

Results provide significant positive direct and indirect effects of individual characteristics (personal cynicism and job stress) on psychological, life and workplace well-being. Similarly, organizational characteristics (organizational values and job characteristics) showed positive direct and indirect effects on life and workplace well-being.

The findings provide a strong recommendation for managers to focus on individual- and organizational-level factors that enhance the well-being of employees.

The purpose of this paper is to examine the impact of a job demands-resources (JD-R) intervention on psychological capital (PsyCap), job crafting, work engagement, and performance.

This study used a quasi-experimental pre-test-post-test design with a control group. Healthcare professionals (n=67) were assigned to the JD-R intervention or a control group and filled out questionnaires before and after the intervention. To test the hypotheses, multivariate analyses of covariance were conducted.

Results showed that participants’ PsyCap, job crafting, work engagement, and self-ratings of job performance significantly increased after the JD-R intervention.

Only healthcare professionals participated in the intervention study, which restricts the generalizability of the findings.

The results illustrate that organizations can foster work engagement and improve performance by offering a JD-R intervention aimed at increasing PsyCap and job crafting at work. Organizations should acknowledge the importance of facilitating and stimulating a resourceful and challenging work environment.

This is the first study that examined a JD-R intervention. The results contribute to JD-R theory by offering a first causal test. For the first time, a significant increase of job crafting behaviors after an intervention was found.

This study aims to investigate the work experience of women in hospitality with the job demands-resources (JD-R) theory. By focusing on job resources, job demands (emotional and physical), work engagement, emotional exhaustion and turnover intention, this study examines (1) female workers’ perceptions of these variables; (2) how race, age and job positions affect perceptions and (3) structural relationships among these variables.

The study collected 412 responses from American female hospitality workers via an online survey. Descriptive statistics and independent T-tests were conducted using SPSS to analyze professional experiences and differences based on individual characteristics. Path analysis was conducted using Amos 28 to assess the structural relationships among variables.

Female hospitality workers generally feel engaged, experience low emotional exhaustion and have low turnover intention. Younger or front-line women reported higher emotional exhaustion, lower engagement and greater likelihood to quit. Unexpectedly, emotional resources do not significantly affect work engagement, but physical resources increase it.

The study provides directions to establish specific well-being and organizational support initiatives to retain female hospitality workers.

This study offers fresh insights into the JD-R theory by examining the experiences of American female hospitality employees using a non-comparative lens. Although existing literature highlights women’s unfavorable positions relative to male counterparts, this study reveals rather positive perspectives. Additionally, it presents a dual psychological process of how job resources and demands affect women’s work experience and the varying impacts of job demands on work engagement.

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.

The purpose of this paper is to provide a synthesis and evaluation of literature surrounding the job demands-resources (JD-R) model (Demerouti et al., 2001) in the first decade since its inception, with particular emphasis on establishing an evidence-based universal application towards different national and international work contexts.

The study uses a systematic review approach following the stages suggested by Tranfield et al. (2003). Based on empirical data from 62 studies, the authors systematically analyse the application of the JD-R model and queries whether it is applicable outside merely domestic work contexts.

The authors find convincing support for the JD-R model in different national contexts. However, the authors also found an absence of studies employing the JD-R model in cross-national settings. None of the empirical studies in the sample had explicitly considered the international context of today’s work environment or had clearly associated JD-R research with the IHRM literature.

Based on the wide acceptance of the JD-R model in domestic work contexts and the increased interest in work-related outcomes such as burnout and engagement in the IHRM literature, the study identifies a gap and suggests future research applying the JD-R model to international work and global mobility contexts.

This study is the first to systematically assess the application of the JD-R model in domestic and international work contexts based on a systematic review of empirical literature in the first decade since the inception of the model. The study identifies a lack of internationally focussed JD-R studies and invites further empirical research and theoretical extensions.

Extensive research has demonstrated the influence of job resources on mitigating the impact of high job demands on individual well-being. Still, little is known about how individuals use job resources to cope. This study advances job demands-resources (JD-R) theory by investigating the process of job resource utilization from a coping perspective.

This study is based on in-depth interviews with 32 Chinese senior executives using a Critical Incident Technique (CIT) for data collection and thematic analysis for data analysis.

Data analysis reveals a 2x2 matrix model of resource utilization, highlighting the relevance of internal and external job resources in coping and resource creation.

The findings suggest that work stress intervention should look beyond the organizational domain and assist senior executives in exploring and developing external resources for coping. Additionally, organizations should equip senior executives with sufficient support to create new job resources that effectively manage complicated job demands.

The results of this study extend the understanding of job resources by distinguishing internal and external job resources. It also provides a dynamic view of resource utilization, emphasizing the role of job crafting in creating adaptable job resources to meet job demands.

The goals of this review are to identify key theories, constructs and themes in the international business travel (IBT) literature and to propose a model based on findings, theories and constructs drawn from adjacent research literature.

The authors reviewed the business travel (BT) literature to identify conceptual and empirical articles on IBT published from 1990 to 2022. Only 53 publications were suitable for review. The authors reviewed them using an open coding system.

The IBT literature is dispersed across several disciplines that use different methods, focus on different aspects of travel and emphasize different positive and negative outcomes that IBT engenders. The publications employed a diverse range of methods, including review and conceptual (11), quantitative (28) and qualitative methods (14). The samples were diverse in country, age, marital status and tenure. Many publications were descriptive and exploratory. The few that based their research on theory focused on two stress theories: Job Demands-Resources (JD-R) theory and conservation of resources (COR) theory.

Experimental and longitudinal designs are needed to reduce the causal ambiguity of this body of mostly correlational and cross-sectional research. The authors discuss the impact of emerging advances in virtual global communication technology on the future of IBT.

More research is needed on positive aspects of IBT. Human resource (HR) people should be aware of these issues and are encouraged to decrease the deleterious aspects of the international trips and increase the positive ones.

Increasing well-being of international business travelers is important for the travelers, their families and the organization.

This is the first IBT review focused on the theoretical underpinnings of research in the field. The authors offer a model for IBT and introduce adjustment and performance as important constructs in IBT research. The authors encompass crossover theory to add the reciprocal impact of travelers and spouses and label IBT a “double-edge sword” because it arouses both positive and negative outcomes.

Several job characteristics have been suggested to influence workers’ well-being. For example, Herzberg (1968) differentiated job characteristics that offset dissatisfaction such as social relations from job aspects that foster job satisfaction such as opportunities for advancement. While Hackman and Oldham (1976) focused on the motivational potential of job characteristics such as task identity and feedback, Karasek (1979) accentuated time pressure as a pivotal job demand. Together these models point out that various job characteristics may influence workers’ functioning.

The main aim of this paper is to explore the influence mechanisms of perceived organizational politics (POP) on employee performance (EP). Drawing on the job demands-resources theory (JD-R), this paper investigates opportunistic silence (OS) as a mediating factor and job level as a moderating effect in the POP-OS-performance relationship.

This study’s data were collected from 203 employees working in Indian high-power distance organizations (HPDOs), such as the military, police and security forces. Mediation and moderation analysis were conducted using PLS-SEM, and the moderated mediation index was calculated using Hayes PROCESS Macro.

The results indicate that OS fully mediates the POP-performance relationship – specifically, POP as a job demand activates OS, which acts as an energy/resource depleting mechanism and further deteriorates task performance. Interestingly, the overall negative influence of POP and OS on EP was stronger for employees at lower job levels than those at senior job levels.

This paper offers a unique set of findings that enrich the understanding of factors responsible for employees’ performance in the highly political environments of HPDOs. By using the lens of JD-R theory, this paper draws attention towards the tendency of employees to indulge in self-serving behaviours like OS in politically charged contexts which is detrimental to their performance and may also undermine overall organization’s productivity. Furthermore, this paper also highlights the conditional effects exerted by job level in the unique nexus of POP, OS and EP.

The purpose of this paper is to report a study in which central propositions from the job demands-resources (JD-R) theory and self-determination theory (SDT) are used to examine the antecedents of performance during practical internships. The central hypothesis of this study was that job resources foster performance through basic need satisfaction and work engagement (sequential mediation).

An empirical multi-source study among Dutch interns and their supervisors in various occupational sectors. The interns reported their level of resources, basic needs satisfaction and work engagement, whereas supervisors rated interns’ task performance (n=1,188 unique supervisor–intern dyads).

This study integrates insights of the JD-R theory – by examining the relations between job resources, work engagement and performance – with a central premise of the SDT – which maintains that basic need satisfaction is the fundamental process through which employees’ optimal functioning can be understood. The outcomes of the path analyses revealed that satisfaction of needs indeed accounted for the relationship between job resources and work engagement as supposed in the SDT (Deci and Ryan, 2000). Further, the sequential mediated relation between job resources and performance through basic need satisfaction and work engagement corroborates the JD-R theory (Bakker and Demerouti, 2014).

As far as the authors know, this is the first study that examined the sequential mediation from job resources to performance via basic need satisfaction and work engagement, among a large sample of intern–supervisor dyads, including the objective performance rating of their (internship) supervisors.