Beckie Irvin/Consulting
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Free talk · Organizational health

Why good people burn out: job demands and resources

A look at what helps people do meaningful work without burning out.

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The idea in everyday language

Work takes energy. Work can also give it back.

The Job Demands-Resources model sorts work conditions into two broad groups. Demands are things that take effort: deadlines, emotionally difficult conversations, or conflicting responsibilities. Resources help people meet those demands: support from colleagues, control over how work gets done, and feedback that helps them improve. The model was developed by Bakker and Demerouti and later explained for workplace practice by Schaufeli. [1, 2]

A seesaw with job demands on one side and resources on the other
Illustration supplied by Beckie Irvin. A simplified picture of job demands and resources, based on the model described by Bakker and Demerouti [1].

Examples of job demands at a nonprofit job

An awake worker thinks about a stack of work tasks while lying in bed
Illustration supplied by Beckie Irvin. An example of demands spilling beyond the workday, illustrating the Job Demands-Resources model described by Bakker and Demerouti [1].

Two paths, not one switch

When demanding work keeps taking energy and there is too little support to recover, the risk of exhaustion and burnout rises. A different path runs through resources: useful support, freedom to make decisions, and clear feedback can help people feel more engaged in their work. These paths can happen at the same time. Adding resources not only provides a buffer for job demands. It also helps people feel more empowered at their jobs. [1, 2]

A seesaw tipping toward heavy job demands, labeled burnout
Illustration supplied by Beckie Irvin. The health-impairment path of the Job Demands-Resources model [1].
A seesaw tipping toward job resources, labeled engagement
Illustration supplied by Beckie Irvin. The motivational path of the Job Demands-Resources model [1].

Feedback: an example of a job resource

A feedback system gives people a predictable place to say what worked and what did not.  A mandatory debrief held within one week of an event is an example of a feedback system. Feedback becomes a routine step that arrives while the details are fresh, so it is easier to give and receive without it feeling personal.

Two colleagues share ideas in a supportive conversation
Illustration supplied by Beckie Irvin. Social support is one example of a job resource discussed by Bakker and Demerouti [1] and Schaufeli [2].
Four scenarios comparing lower and higher job demands with lower and higher resources, from disengagement and burnout to preferred high-impact work
Adapted illustration by Beckie Irvin, based on the visual layout of SlideSalad's ‘Interactions in JD-R Model’ graphic. The underlying Job Demands-Resources theory is attributed to Bakker and Demerouti [1]. These four labels are an illustration, not a diagnostic or a chart reproduced from the research.

More support can change both outcomes

Schaufeli's 2017 review describes a practical point for leaders: resources such as social support, control over work, and feedback can both help protect against burnout and encourage engagement. That means leaders can ask two questions, not just one: “What is taking too much from our people?” and “What would help them do this work well?” [2]

Not every hard task is the same

A meaningful project can stretch you and still feel worthwhile when you have the time, authority, and help to do it. Confusing roles, repetitive red tape, or impossible deadlines are more likely to get in the way. Researchers call these challenge and hindrance demands. The distinction is useful, but it is not a rule that more pressure always creates better performance. [3]

Want a deeper look at how workplace conditions shape burnout?

Read the burnout guide or get the free Best Work Field Guide.

Speaking

Bring this conversation to your team

Beckie Irvin speaks to nonprofit and corporate audiences about the conditions that shape highly-engaged teams, organizational health, and employee retention. Tell her about your group and she will follow up.

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Sources

  1. Bakker, A. B., & Demerouti, E. (2007). “The Job Demands-Resources model: state of the art.” Journal of Managerial Psychology, 22, 309–328. https://doi.org/10.1108/02683940710733115
  2. Schaufeli, W. B. (2017). “Applying the Job Demands-Resources model.” Organizational Dynamics, 46(2), 120–132. https://doi.org/10.1016/j.orgdyn.2017.04.008
  3. Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). “Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test.” Journal of Applied Psychology, 95, 834–848. https://doi.org/10.1037/a0019364