Personal resources have drawn increasing emphasis within the Job Demands- Resources (JD-R) framework. Typically viewed as moderators or mediators, ambiguity persists about how to model these characteristics. Departing from typical approaches, we theorized that mindfulness might indirectly influence burnout and work engagement by shaping perceptions of both job demands (e.g., surface acting, workload) and job resources (e.g., task significance). We tested and largely replicated our model through a two-wave field study of 651 Finnish employees and a 10-day experience sampling study of 146 U.S. employees, identifying multiple novel indirect paths that explain the benefits of mindfulness at work. Findings showed that mindfulness, modeled as an independent variable benefitting burnout and work engagement by predicting perceptions of lower job demands and greater job resources, acts as a personal resource within the JD-R framework.
