Jd R Model And The Dual Process - 786 Words

In addition to the claim that employee well-being is linked to demand and resources, the second assumption of the JD-R model is that job demands and job resources initiate two distinct processes known as the dual process. The first process is hypothesised as the stress process (Bakker Demerouti, 2014). In relation to the stress process, chronic excessive demands diminish employees energetic resources, mentally and physically, thereby leading to employees experiencing strain (Bakker Demerouti, 2007; 2014). This strain, in turn, has been related to unfavourable organisational outcomes, such as absenteeism, as indicated previously. On the other hand, the second process, the motivational process, assumes that resources are motivational by nature and links high levels of resources, via work engagement (motivation), with positive organisational outcomes (e.g. increased productivity) (Bakker Demerouti, 2007; Hu, Schaufeli Taris, 2011). In sum, the stress process affirms that high dema nds lead to strain which, in turn, results in adverse organisational outcomes, and the motivational process asserts that high levels of resources lead to employee engagement, which subsequently leads to favourable organisational outcomes. The Role of Personal Resources Job resources may originate at the level of the organisation (e.g. job redesign) and at the level of the task (e.g. autonomy). Researchers have recently investigated personal resources in relation to the JD-R model and haveShow MoreRelatedThe Relationship between Academic Obstacles and Facilitators 2145 Words   |  9 Pages 1979). Strain has a huge impact on any individual’s well-being and may lead to exhaustion, sleeping problems or impaired health. As every academic institution or occupation has its own risk factors for stress, the Job Demands-Resources model (JD-R) is a model that suggests exhaustion or strain is a result of higher demands and low resources in the workplace. Job demands can be defined as physical, psychological, social or organizational aspects of work that require a certain amount of skill orRead MoreSystems and Operations Management Mercedes Benz9163 Words   |  37 Pagesmanagement Abhijeet Ghosh, A4060514, MBA Intake 14 (Group B) London School of Business and Finance Table of Content Executive Summary amp; Introduction 3 Product and Services 3 Task 1: Operations Management 4 Operations Strategy 4 Process Design 4 Body Shop 5 Paint Shop 6 Assembly 7 Just in Time 8 Quality Management 8 Innovation and Improvement 9 Supply Chain Management 10 Task 2: Integration of Information system 12 Business Integration Server 13 Task 3: Job Design 14 LeanRead MoreMultinational Business Finance 10th Edition Solution Manual41185 Words   |  165 Pages Financial Goals Corporate Governance 8 9 9 10 10 11 12 13 14 15 17 Problem # 1.1: Shareholder Returns†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Problem # 1.2: Shareholder Choices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Problem # 1.3: Microsoft s Dividend†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... Problem # 1.4: Dual Classes of Common Stock†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Problem # 1.5: Corporate Governance: Minority Shareholder Control†¦ Problem # 1.6: Price/Earnings Ratios and Acquisitions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Problem # 1.7: Corporate Governance: Overstating Earnings†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Problem # 1.8: CarltonRead MoreLow Employment Rates Of Minority Leaders At A Private2582 Words   |  11 Pagessocioeconomic status, and sexual orientation (Thelin, 2011). 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