The core idea
The original job demands–resources model distinguishes demanding aspects of work requiring sustained effort from resources that help achieve goals, reduce costs or support development. Demands were linked to exhaustion and a lack of resources to disengagement. Later JD–R work develops wider motivational and health-impairment processes. The model directs attention to the job and its context; it is not a clinical diagnosis of burnout.
Source and attribution [1]Using it in practice
Identify specific demands such as conflicting priorities, emotional labour, interruptions or excessive volume. Identify usable resources rather than benefits that exist only on paper: staffing, time, autonomy, feedback and support. Reduce avoidable demands before adding another wellbeing activity. Involve employees in selecting an intervention and monitor whether the pressure has simply moved to another team.
An example, not a reported case
Worked example · illustrative
A support team has rising absence and errors. A resilience webinar is available, but observation shows constant task-switching and unclear escalation. The team introduces protected case time, a daily priority decision and access to a specialist for complex work. It checks unresolved caseload, interruptions and reported recovery, alongside service quality. If demand still exceeds capacity, the staffing or service commitment needs attention.
What to watch for
A resource does not cancel any level of demand. Health concerns need appropriate support, and a survey score is not a substitute for assessing workplace risks.
Take it into your next conversation
Three useful questions.
- Which demand is avoidable?
- Can staff actually use the support offered?
- Has the intervention reduced strain or displaced it?
Related terms
Go to the evidence
Sources & attribution
The core idea is an original summary of the cited work. Application notes, examples and sketches are our interpretations, not quotations or reproductions of the authors’ figures. Publisher records may require access to read the full original work.
Published 2026-09-20 · Reviewed 2026-09-20. Editorial approach