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The job demands−resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001–2010), and discuss how the model matured into JD-R theory (2011–2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning.

We were delighted with the invitation to take stock of job demands–resources (JD-R) theory. Our article “Job resources buffer the impact of job demands on burnout” (Bakker, Demerouti, & Euwema, 2005) featured in the 2nd issue of Volume 10 of the Journal of Occupational Health Psychology, and turned out to be one of the most cited articles in the 20 years of the journal. The article reports on a study among more than 1000 employees of a large institute for higher education. The results showed work overload, emotional job demands, physical job demands, and work-home conflict are all risk factors for job burnout (particularly exhaustion and cynicism), but that the undesirable impact...