How to balance high job demands and rapid changes in today's knowledge-based organisations? A practical guide to human resource management (HRM) and line managers based on the Job demands-resources (JD-R) theory; Combining newer research on engagement, job crafting (JC), job redesign, career competencies and career theory

The aim of this thesis is twofold: First, to present an overview of the most relevant aspects of the Job demands-resources (JD-R) model, job crafting (JC) and personal development plans (PDP) in relation to employee development and career development through a literature review. By doing this, relevant interventions were reviewed and connected to the selected organisational context Secondly, aiming to see whether this can provide human resource management (HRM) and line managers with practical “how to” guidance on encouraging and assisting the employees to create good personal development plans that in itself, and through intervention follow ups, can foster employee well-being, proactivity, employability, resilience and work engagement, and thereby improve job performance and lower turnover intention. Conclusion: Through the lens of the JD-R model, development related actions have been proposed to help employees balance the increasing job demands caused by constant organisational changes in an international knowledge-based organisation. Practical proposals and reflection topics on how HRM and line managers can utilize interventions and PDPs in organisations have been described trying to link HR practice with newer research, as well as combining the fields of work theory and career theory