方法对比

	Job Demands-Resources Model	Utrecht Work Engagement Scale
领域	组织行为学	社会心理学
方法族	Latent structure	Process / pipeline
起源年份	2001	2002
提出者	Evangelia Demerouti & Arnold B. Bakker (with Friedhelm Nachreiner & Wilmar Schaufeli)	Wilmar Schaufeli, Arnold Bakker, and Marisa Salanova
类型	Dual-process work-design and well-being model	Occupational well-being and engagement scale
开创性文献	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.	Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92.
别名	JD-R Model, JD-R Theory, Job Demands-Resources Theory, Demands-Resources Framework	UWES, Work Engagement Scale, Schaufeli Work Engagement
相关	3	3
摘要	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 Utrecht Work Engagement Scale (UWES) is a 17-item instrument measuring work engagement—a positive, fulfilling psychological state characterized by vigor, dedication, and absorption in work. Developed by Wilmar Schaufeli and colleagues in 2002, the UWES operationalizes engagement as the positive antipode to burnout, reflecting energetic involvement, strong commitment, and deep focus in occupational tasks. The scale has become the standard measure for assessing work engagement in organizational research and occupational health.