The second model of engagement comes from the burnout literature, which describes job engagement as the opposite of burnout and points out that burnout involves the erosion of work. Do your own job (Maslach et al., 2001). Maslach et al. assumed in their so-called structural model that the existence of specific needs (i.e. work load and personal conflict) and the lack of specific resources (i.e. control response, social support, autonomy and decision-making participation) foreshadow burnout, which will lead to various Negative results, such as physical illness, turnover, absenteeism and reduced organizational commitments. Demerouti, Bakker, Nachreiner, and Schaufeli (2001) successfully surpassed the one-step test of the so-called job demand resource (JD-R) model, which proposed that the job demand (ie physical demand, time pressure, shift work) is related to fatigue, And work resources (ie performance feedback, work control, participation in decision-making, and social support) are related to engagement. Saks (2006) recently developed the final model of the causes and consequences of work and organizational involvement. The results show that there is a significant difference between work participation and organizational participation, that is, organizational support can predict participation, while work characteristics can only predict work participation and procedural justice.