Compare methods

	Job Demands-Resources Model	Job Characteristics Model
Field	Organizational Behavior	Organizational Behavior
Family	Latent structure	Latent structure
Year of origin	2001	1976
Originator	Evangelia Demerouti & Arnold B. Bakker (with Friedhelm Nachreiner & Wilmar Schaufeli)	J. Richard Hackman & Greg R. Oldham
Type	Dual-process work-design and well-being model	Work-design measurement and motivation model
Seminal source	Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499-512.	Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Aliases	JD-R Model, JD-R Theory, Job Demands-Resources Theory, Demands-Resources Framework	JCM, Job Diagnostic Survey, JDS, Motivating Potential Score
Related	3	3
Summary	The Job Demands-Resources (JD-R) model is a flexible framework in organizational behavior and occupational health psychology that explains employee well-being and performance through two parallel processes. Introduced by Demerouti, Bakker, Nachreiner, and Schaufeli in 2001 and elaborated by Bakker and Demerouti in 2007, it holds that every job can be described by demands — aspects requiring sustained effort — and resources — aspects that help achieve goals, reduce demands, or stimulate growth. A health-impairment process runs from chronic demands to exhaustion and strain, while a motivational process runs from resources to work engagement and positive outcomes. The two paths interact: resources buffer the impact of demands on strain, and demands can amplify the motivating power of resources. Unlike fixed lists of job features, the JD-R model is deliberately open, letting researchers slot in whatever demands and resources matter in a given occupation.	The Job Characteristics Model (JCM) is the foundational theory of work design in organizational behavior, developed by J. Richard Hackman and Greg Oldham in the mid-1970s. It proposes that five core job dimensions — skill variety, task identity, task significance, autonomy, and feedback — generate three critical psychological states (experienced meaningfulness, experienced responsibility, and knowledge of results) that in turn drive internal work motivation, job satisfaction, and performance. The model is operationalized through the Job Diagnostic Survey (JDS) and summarized in a single Motivating Potential Score (MPS), with growth-need strength acting as a moderator that determines how strongly enriched jobs energize a given worker. The JCM gave job-redesign efforts a measurable, testable structure and remains the reference point for research on enriched work.