The Job Demands–Resources (JD–R) model integrates stress and motivation research traditions, positing that job demands initiate health impairment processes, while job resources initiate motivational processes. The model suggests that job demands and resources interact to predict organizational outcomes, with job resources buffering the negative effects of job demands. The special issue reviews qualitative and quantitative studies on the JD–R model, highlighting its predictive power for workplace bullying, upper respiratory tract infections, work-based identity, and early retirement intentions. Psychological safety climate is proposed as a precursor to job demands and resources, and compassion satisfaction moderates the health process. Future research should explore personal resources, the differentiation between challenge and hindrance stressors, multilevel constructs, diary studies, linking JD–R outcomes with objective health indicators, and integrating job crafting. The model's applicability and measurement issues are also discussed, emphasizing the need for cut-off scores to guide organizational actions.The Job Demands–Resources (JD–R) model integrates stress and motivation research traditions, positing that job demands initiate health impairment processes, while job resources initiate motivational processes. The model suggests that job demands and resources interact to predict organizational outcomes, with job resources buffering the negative effects of job demands. The special issue reviews qualitative and quantitative studies on the JD–R model, highlighting its predictive power for workplace bullying, upper respiratory tract infections, work-based identity, and early retirement intentions. Psychological safety climate is proposed as a precursor to job demands and resources, and compassion satisfaction moderates the health process. Future research should explore personal resources, the differentiation between challenge and hindrance stressors, multilevel constructs, diary studies, linking JD–R outcomes with objective health indicators, and integrating job crafting. The model's applicability and measurement issues are also discussed, emphasizing the need for cut-off scores to guide organizational actions.