The JD-R Model developed by Arnold Bakker and Evangelia Demerouti in 2006 categorizes working conditions into two categories: job demands and job resources. Job demands refer to stressors like workload, ambiguity, and relationships, while job resources like autonomy, relationships, and development help achieve goals and reduce stress. The model states that high demands and low resources lead to stress and burnout, while resources can offset demands and encourage motivation. To apply the model, managers should identify demands, address them, identify resources, and promote resources to lessen stress and increase engagement.

1. CDigest
EO’s

2. Increasing Job Positives

3. Low Stress
High Motivation
Low Stress
Average Motivation
Average Stress
High Motivation
High Stress
Low Motivation
Resource
Job DemandLow High
High
The JD-R Model
Researchers Arnold Bakker and Evangelia Demerouti developed the JD-R Model in 2006,
publishing their findings in The Journal of Managerial Psychology.

4. The model puts working conditions into two categories
Job demands and Job resources:
Job demands: Are the physical or emotional stressors in your role.
These include time pressures, a heavy workload, a stressful working environment,
role ambiguity, emotional labor and poor relationships.
Job resources (Job Positives): Are the physical, social, or organizational factors
that help you achieve goals, and reduce stress. They include autonomy,
strong work relationships, opportunities for advancement, coaching and mentoring,
and learning and development.
The JD-R Model states that
When job demands are high and job positives are low, stress and burnout
are common. Conversely, good job positives can offset the effects of extreme job
demands, and encourage motivation and engagement.

5. Step 1: Identify Job Demands
Start by noting the stressors that could have a negative effect on your team
1. Few opportunities to work autonomously
2. Poor working relationships
3. Emotionally draining tasks or roles
4. Unclear goals or role ambiguity
5. Limited opportunities for career advancement or personal development
6. Excessively bureaucratic rules and procedures
Note:
Keep in mind that every person on your team has unique needs and stress
thresholds. Something that causes extreme stress for one person might just
be an inconvenience or even a work enabler for someone else.
This is why it's important to talk to each person on your team individually.
Find out which stressors are causing your team members the most trouble.
You can then tailor your approach to fit each person's needs.

6. Step 2: Address Job Demands
Chances are, you now have a long list of factors that could be negatively
affecting your team.
It will be within your power to change many of these. So, separate the ones
that you can influence from the ones that you can't, and do what you can to
reduce job demands.
Right people assigned to the right tasks
If people aren't playing to their strengths, they're likely to experience
higher stress levels. So, can any tasks be reassigned, or roles redesigned,
to spread demands more evenly across the team?
Examine your team's work flows
Are there processes that could be improved to remove bottlenecks
or stress points?

7. Step 2: Address Job Demands (Continued)
Support your team members
by helping them to feel engaged with the work that they're doing, and make
sure that they have the resources they need to do their job effectively.
Be ready to listen to their concerns, and to respond with empathy
Also, make sure that your team members understand the true
purpose of their work, and that every person on your team knows how his or
her work makes a difference.
Finally, if your team members are engaged in emotional labor, be sensitive
to how draining this can be. Share success stories, and teach your people how
to cope with the stress that can come with these roles.

8. Step 3: Identify Possible Job Resources/Positives
Your next step is to identify and promote the job positives that act as a buffer
between your team members and the demands of their roles.
These can include the following:
1. Mentoring or coaching opportunities
2. Training and development opportunities
3. Regular constructive feedback
4. Increased autonomy
5. Clearer goals
Organizational rules, benefits, or processes that support and strengthen
employees. You can provide many of these things inexpensively, or for free.
Talk to your team members one-on-one to find out what changes
they would like to see.

9. Step 4: Promote Job Resources/Positives
Look for opportunities to encourage learning and development,
but don't overlook “softer” positives, such as good working relationships
these are hugely important for reducing job stress. For example, even if everyone
is busy, try to set aside time for socializing before meetings and after work.
Provide regular constructive feedback to your people. This will help them feel
supported as they grow and develop.
In addition, offer a wide variety of training and development opportunities.
Cross-training is great for developing people in an interesting and affordable
way. Some people might also be interested in mentoring one another, or in
being mentored by more senior people. People can also experience stress when
they're confused about what they are meant to do.
So, make sure that job descriptions are up to date, and create a
team charter to define everyone's roles and responsibilities – this is
especially important if your team is working on a group project.

10. Key Points
Take the following steps to apply the JD-R Model
1. Identify job demands
2. Address job demands
3. Identify possible job resources/positives
4. Address job positives
When you lessen job demands and promote job positives, your team will
experience less stress, and they will have a greater sense of engagement
and motivation. So, if your people are stressed, use our list of actions to
create a happy, supportive working environment.

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