Methoden vergelijken
Bekijk de geselecteerde methoden naast elkaar; rijen die verschillen zijn gemarkeerd.
| Job Demands-Resources Scale× | Organisatorische Betrokkenheidsschaal× | |
|---|---|---|
| Vakgebied | Organisatiegedrag | Organisatiegedrag |
| Familie | Process / pipeline | Process / pipeline |
| Jaar van ontstaan≠ | 2001 | 1991 |
| Grondlegger≠ | Evangelia Demerouti and Arnold B. Bakker | John P. Meyer and Natalie J. Allen |
| Type | Self-report questionnaire | Self-report questionnaire |
| Oorspronkelijke bron≠ | Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309-328. DOI ↗ | Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. DOI ↗ |
| Aliassen | JDRS, JD-R Questionnaire | OCS, Meyer & Allen Scale |
| Verwant | 5 | 5 |
| Samenvatting≠ | The Job Demands-Resources Scale (JDRS) is a multidimensional assessment instrument based on the Job Demands-Resources (JD-R) model, developed by Demerouti and Bakker in 2001. It measures the balance between job demands (workload, time pressure, emotional demands) and resources (autonomy, support, opportunities for growth) that shape employee well-being, engagement, and burnout risk. The JDRS has become central to occupational health research and practice. | The Organizational Commitment Scale (OCS), developed by Meyer and Allen in 1991, measures three distinct dimensions of organizational commitment: affective commitment (emotional attachment), continuance commitment (perceived cost of leaving), and normative commitment (sense of obligation). This three-component model has become foundational in understanding employee retention, engagement, and organizational attachment. |
| ScholarGateGegevensset ↗ |
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