The job demands-resources model (JD-R model) is an occupational stress model that suggests strain is a response to imbalance between demands on the individual and the resources he or she has to deal with those demands. The JD-R was introduced as an alternative to other models of employee well-being, such as the demand-control model and the effort-reward imbalance model. The authors of the JD-R model argue that these models "have been restricted to a given and limited set of predictor variables that may not be relevant for all job positions" (p.309). Therefore, the JD-R incorporates a wide range of working conditions into the analyses of organizations and employees. Furthermore, instead of focusing solely on negative outcome variables (e.g., burnout, ill health, and repetitive strain) the JD-R model includes both negative and positive indicators and outcomes of employee well-being. Basic assumptions The JD-R model can be summarized with a short list of assumptions/premises: Whereas every occupation may have its own specific risk factors associated with job stress, these factors can be classified in two general categories: job demands and job resources. Job demands: physical, psychological, social, or organizational aspects of the job, that require sustained physical and/or psychological effort or skills. Therefore, they are associated with certain physiological and/or psychological costs. Examples are work pressure and emotional demands. Job resources: physical, psychological, social, or organizational aspects of the job that are either: functional in achieving work goals; reduce job demands and the associated physiological and psychological cost; stimulate personal growth, learning, and development. Examples are career opportunities, supervisor coaching, role-clarity, and autonomy. Workplace resources vs. personal resources: The authors of the JD-R make a distinction between workplace resources and personal resources. Two different underlying psychological processes play a role in the development of job strain and motivation. The first are physical and social resources available in the workplace setting. The latter, personal resources, are those the employee brings with them. These consist of specific personality traits: self-efficacy and optimism. Both types of resources are powerful mediators of employee well-being (e.g. engagement). Outcomes of continued job strain Health impairment process: through this process, poorly designed jobs or chronic job demands exhaust employees' mental and physical resources. In turn, this might lead to the depletion of energy and to health problems. Outcomes of abundant job and personal resources Motivational process: through this process, job resources exert their motivating potential and lead to high