The Job Demands–Resources (JD–R) model is a theoretical framework that integrates two research traditions: stress and motivation. It posits that job demands lead to health impairment, while job resources promote motivation. The model suggests that job demands and resources interact to predict important organizational outcomes. The model has been validated using both self-report and objective data, and it has been shown to predict burnout, work engagement, and other outcomes. The model also incorporates the idea that job resources can buffer the negative effects of job demands. Recent studies have expanded the model to include personal resources, such as self-efficacy and optimism, which can mediate the relationship between job resources and work engagement. The model has also been extended to include multilevel constructs, such as workplace safety climate, and to examine the role of job demands as either challenge or hindrance stressors. The model has been applied to various contexts, including workplace bullying, early retirement intentions, and upper respiratory tract infections. Future research should explore the interaction between job demands, job resources, and personal resources, as well as the role of job crafting in enhancing work engagement and performance. The JD–R model provides a useful framework for understanding the relationship between work conditions and employee well-being, and it has important implications for organizational practices and interventions.The Job Demands–Resources (JD–R) model is a theoretical framework that integrates two research traditions: stress and motivation. It posits that job demands lead to health impairment, while job resources promote motivation. The model suggests that job demands and resources interact to predict important organizational outcomes. The model has been validated using both self-report and objective data, and it has been shown to predict burnout, work engagement, and other outcomes. The model also incorporates the idea that job resources can buffer the negative effects of job demands. Recent studies have expanded the model to include personal resources, such as self-efficacy and optimism, which can mediate the relationship between job resources and work engagement. The model has also been extended to include multilevel constructs, such as workplace safety climate, and to examine the role of job demands as either challenge or hindrance stressors. The model has been applied to various contexts, including workplace bullying, early retirement intentions, and upper respiratory tract infections. Future research should explore the interaction between job demands, job resources, and personal resources, as well as the role of job crafting in enhancing work engagement and performance. The JD–R model provides a useful framework for understanding the relationship between work conditions and employee well-being, and it has important implications for organizational practices and interventions.