Empowering sustainable workplaces: A perspective on employee well‐being in the light of the job demand resource model

Abstract Accentuated by unprecedented challenges, burnout has become a prominent concern affecting employee well‐being. The job demands resource (JD‐R) model suggests that job demands has the capacity to mitigate employee burnout. Nevertheless, there has been limited attention on the integration of the psychological and organisational processes contributing to such effect. This research aims to analyse the integrative role of psychological (i.e., employee self‐regulation) and organisational processes (such as the Human Resource Management system) in the JD‐R model to enhance well‐being in workplaces. Consistent with Sustainable Development Goal (SDG) 3 of the United Nations (‘healthy lives and well‐being’), the results of this research conducted in public sector hospitals suggest that job demands affect employee burnout through the mediation of employee coping (self‐regulation) strategies. Furthermore, the research enriches the existing literature by showing how employee self‐regulation and organisational Human Resource Management practices may alter the effect of job demands on burnout.