Explaining employees' evaluations of organizational change with the job‐demands resources model

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Challenge job demands and job resources to university teacher well-being: the mediation of teacher efficacy (2020, result): “…of research on university teachers, and only a few studies provided preliminary evidence for the application of the JD-R model in higher education within Western societies including Dutch (Bakker, Demerouti, and Euwema 2005; Emmerik, Bakker, and Euwema 2009) and Australia (Boyd et al. 2011).”
Organisational change and employee burnout: The moderating effects of support and job control (2017, background): “For example, not only is having low job control associated with less favourable evaluations of organisational change (Hetty van Emmerik et al., 2009), but having low control over work decisions (i.e., low decision latitude) tends to be related to higher psychological distress during the…”
Work engagement as mediator between job characteristics and positive and negative extra-role behaviors (2012, background): “Because such demands have the potential to wear out individuals’ energy (Van Emmerik et al., 2009), we formulate that: H5.”