Using latent profile analysis to advance job demands–resources theory: An empirical demonstration in the sales context
提出用潜在剖面分析和潜在转换分析来检验工作要求-资源理论，通过四波六个月的销售团队调查，识别出四种销售人员亚组，并发现销售角色因素和关键事件影响这些亚组随时间的变化，为诊断倦怠和离职动态提供新方法。
Abstract While Job Demands–Resources (JD-R) Theory has proliferated over the last 25 years, empirical applications have stagnated, leaving key propositions of the theory untested. In response, we propose a new empirical approach to JD-R theory using Latent Profile Analysis (LPA) and Latent Transition Analysis (LTA). Leveraging a six-month, four-wave survey, we demonstrate the usefulness of these methods using the sales context. We identify four distinct salesperson subgroups (i.e., JD-R profiles) that are associated with adverse outcomes (e.g., burnout, turnover). Supplemental analyses with observed turnover and a replication sample provide robust support for this typology. We also find that sales role factors and critical events (e.g., hitting quota) shape the likelihood of being in a specific JD-R profile across time. Our research provides a nuanced empirical approach for scholars to employ when testing JD-R theory and provides managerial insight to proactively diagnose burnout and turnover dynamics within a sales force.