Human resources are the biological assets of an organisation who serve as one of the key elements for sustainable success (Khurana, Khurana, & Sharma, 2010). Healthy and motivated employees perform better at workplace by demonstrating encouragement thus consistently contribute towards achieving organisational goals. Self-directed or intrinsic motivation at work is positively associated with the work performance as outcome (Kuvaas, 2009). A profession involves different causes of employee’s well-being which may be predicted by using the job demands-resources (henceforth, JD-R) model (Bakker & Demerouti, 2007; Bakker, Demerouti, De Boer & Schaufeli, 2003; Bakker, Demerouti, & Sanz-Verge, 2014; Bakker, Demerouti, Taris, Schaufeli & Schreurs, 2003; Demerouti, Bakker, Nachreiner & Schaufeli, 2001). This overarching model classifies these causes into two different categories (i.e. job demands and job resources). Job demands consist of those factors (such as time pressure and workload) which reduce health and energy causing severe mental disorder over the period of time and eventually, low employee performance (Demerouti & Bakker, 2011). Employees start to invest more time to accomplish higher job demands which severely mutilate their work-life balance. In the beginning, they tend to put their maximum physical and mental efforts to effectively manage occupational stress (called ‘adjustive reaction’) even at the cost of their health (well-being). This problem further stimulates when there is a high unemployment rate in the job market forcing the employees to stay on the job (Meyer & Allen, 1991). As a result, this additional workload, time pressure and work-life imbalance create a burnout condition which could seriously threaten their well-being. Job demands are positively associated with burnout. It means that employees suffer from burnout if they remain unsuccessful to effectively and efficiently manage their workload within stipulated time. In other words, the state of burnout is generally observed due to higher job demands and insufficient job resources available to them. As a result, the top management of the organisation would initially face low engagement and commitment from employees and later on, a high intention to leave the organisation (Hu, Schaufeli, & Taris, 2011). In contrast, job resources comprise of different factors (e.g. management support, supervisors’ feedback, skills development, autonomy etc.) which motivate employees and mitigate the repercussion of higher job demands (Demerouti & Bakker, 2011). The management provides appropriate financial and non-financial job resources to employees in review to achieve better performance. In fact, job resources serve as a buffer in reaching organisational goals when job demands are high.