Confronta i metodi

	Team Psychological Safety Measurement	Job Demands-Resources Model
Campo	Comportamento organizzativo	Comportamento organizzativo
Famiglia	Latent structure	Latent structure
Anno di origine	1999	2001
Ideatore	Amy C. Edmondson	Evangelia Demerouti & Arnold B. Bakker (with Friedhelm Nachreiner & Wilmar Schaufeli)
Tipo	Team-level climate construct and measurement model	Dual-process work-design and well-being model
Fonte seminale	Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.	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.
Alias	Psychological Safety Scale, Edmondson Psychological Safety, Team Psychological Safety, Interpersonal Risk-Taking Climate	JD-R Model, JD-R Theory, Job Demands-Resources Theory, Demands-Resources Framework
Correlati	3	3
Sintesi	Team psychological safety is the shared belief among members of a team that the team is safe for interpersonal risk-taking — that one can speak up, ask questions, admit mistakes, and propose ideas without fear of being embarrassed, rejected, or punished. Amy Edmondson introduced and measured the construct in her 1999 Administrative Science Quarterly study of work teams in a manufacturing company, showing that it is a property of the team, not just the individual, and that it enables team learning behavior. Her measurement approach treats psychological safety as a latent belief captured by self-report items, aggregated to the team level once within-team agreement justifies it. The pivotal finding was that psychological safety predicts learning behavior, which in turn mediates the relationship between safety and team performance. The construct has since become central to research and practice on teams, learning, and high-reliability work.	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.