According to the Job Demands-Resources (JD-R) model, which of the following correctly describes the dual pathway to employee well-being?
AHigh demands always lead to burnout, and high resources always lead to engagement
BDemands trigger a health impairment process leading to burnout and strain, while resources trigger a motivational process leading to engagement and performance
CDemands and resources are independent and do not interact
DThe model only applies to physically demanding jobs
The JD-R model proposes two parallel processes: a health impairment process where high demands (workload, time pressure, role conflict) deplete energy and lead to burnout and health problems, and a motivational process where resources (autonomy, social support, feedback, development opportunities) foster engagement, motivation, and positive outcomes. Crucially, resources can buffer the negative effects of demands — an employee facing high demands but with high autonomy and support may experience less strain than one facing the same demands with fewer resources.
Question 2 True / False
Burnout is simply an extreme form of job dissatisfaction.
TTrue
FFalse
Answer: False
While burnout and job dissatisfaction are correlated, they are distinct constructs. Burnout is a syndrome with three specific components: emotional exhaustion (feeling depleted and unable to give more of oneself), depersonalization/cynicism (a detached, callous attitude toward clients or work), and reduced personal accomplishment (feeling ineffective). A person can be dissatisfied with their pay or supervisor without being burned out, and a person initially passionate about their work can burn out precisely because of their high engagement — dissatisfaction alone does not capture this dynamic.
Question 3 Short Answer
Why do individual-level stress interventions (e.g., mindfulness training, stress management workshops) often fail to produce lasting improvements in employee well-being?
Think about your answer, then reveal below.
Model answer: Individual-level interventions teach employees coping strategies but do not change the organizational conditions (excessive workload, low autonomy, role ambiguity, poor management) that produce stress. They address symptoms while leaving causes intact. When employees return from stress management training to the same high-demand, low-resource work environment, the stressors overwhelm the coping skills. Organizational-level interventions that modify job design, workload, and management practices are more effective because they target the source.
This reflects a broader tension in occupational health psychology between individual and organizational approaches. Organizations often prefer individual interventions because they are less disruptive and implicitly locate the problem in the employee rather than the system. However, research consistently shows that primary prevention (reducing stressors) is more effective than secondary/tertiary prevention (teaching coping skills or treating stress-related illness). The JD-R model supports this: reducing demands or increasing resources changes the structural conditions that produce strain.