LAUSR

Summary The job demands–resources model is a dominant theoretical framework that describes the influence of job demands and job resources on employee strain. Recent research has highlighted that the effects of job demands on strain vary across cultures, but similar work has not explored whether this is true for job resources. Given that societal characteristics can influence individuals' cognitive structures and, to a lesser extent, values in a culture, we address this gap in the literature and argue that individuals' strain in reaction to job resources may differ across cultures. Specifically, we theorize that the societal cultural dimensions of individualism–collectivism and uncertainty avoidance shape individual‐level job resource–strain relationships, as they dictate which types of resources (i.e., individual vs. group preference‐oriented and uncertainty‐reducing vs. not) are more likely to be valued, used, or effective in combating strain within a culture. Results revealed that societal individualism–collectivism and uncertainty avoidance independently moderated the relationships between certain job resources (i.e., job control, participation in decision making, and clear goals and performance feedback) and strain (i.e., job satisfaction and turnover intentions). This study expands our understanding of the cross‐cultural specificity versus generalizability of the job demands–resources model.