Reconfiguration of the Job Demands-Resources Model in Crisis Contexts: A Qualitative Study of Flight Attendants

Ahyun Nam; Insin Kim

Abstract

This study examines how job demands and job resources are structured in a crisis context by focusing on flight attendants during the COVID-19 pandemic. Drawing on the job demands resources model, this study adopts a qualitative research design to explore how work environments are reshaped under conditions of high uncertainty and risk. Data were collected through in-depth interviews with flight attendants and analyzed using an inductive coding approach. The findings show that job demands emerged across three levels, namely industry, organizational, and customer, and operated simultaneously, creating cumulative pressure on employees. In contrast, job resources were primarily concentrated at the industry and organizational levels and were largely limited to safety and operational support. As a result, job resources provided only partial buffering effects against intensified job demands. The study extends the job demands resources framework by demonstrating that job demands and job resources in crisis contexts are multi-level and unevenly distributed, rather than confined to organizational boundaries. It further highlights the importance of external conditions, such as regulatory policies and customer behavior, in shaping employee experiences. The findings provide theoretical implications for extending the JD-R model to crisis contexts and offer practical insights for managing frontline employees in high-risk environments.

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