TY  - JOUR
A1  - Lazarides, Rebecca
A1  - Watt, Helen M. G.
A1  - Richardson, Paul W.
T1  - Teachers’ classroom management self-efficacy, perceived classroom management and teaching contexts from beginning until mid-career
JF  - Learning and instruction
N2  - Teacher self-efficacy for classroom management is an important component of teachers' identity with implications for their teaching quality. Theoretically, it has been described that contextual variables play an important role for self-efficacy development and its consequences. However, little is known about the interrelationships of job resources and demands with teacher self-efficacy, and consequences for teachers' professional behaviors. We extend teacher self-efficacy research by drawing on the Job Demands-Resources model in examining contextual influences on developmental dynamics between classroom management self-efficacy and teacher-reported classroom management, from prior to qualifying as a teacher until mid-career. Participants were 395 primary and secondary Australian school teachers. Longitudinal structural equation models showed teachers' classroom management self-efficacy positively related to aspects of their perceived classroom management, particularly during early career. Between early and mid-career, the positive relationship between self-efficacy and classroom management was moderated by early career excessive demands. Implications are outlined for teacher education and school administration.
KW  - teacher self-efficacy for classroom management
KW  - longitudinal
KW  - perceived classroom management
KW  - job demands-resources model
Y1  - 2019
U6  - https://doi.org/10.1016/j.learninstruc.2020.101346
SN  - 0959-4752
SN  - 1873-3263
VL  - 69
PB  - Elsevier Science
CY  - Amsterdam [u.a.]
ER  - 
TY  - JOUR
A1  - Fischer, Caroline
A1  - Siegel, John
A1  - Proeller, Isabella
A1  - Drathschmidt, Nicolas
T1  - Resilience through digitalisation
BT  - How individual and organisational resources affect public employees working from home during the COVID-19 pandemic
JF  - Public management review
N2  - This article examines public service resilience during the COVID-19 pandemic and studies the switch to telework due to social distancing measures. We argue that the pandemic and related policies led to increasing demands on public organisations and their employees. Following the job demands-resources model, we argue that resilience only can arise in the presence of resources for buffering these demands. Survey data were collected from 1,189 German public employees, 380 participants were included for analysis. The results suggest that the public service was resilient against the crisis and that the shift to telework was not as demanding as expected.
KW  - resilience
KW  - digitalisation
KW  - innovation
KW  - telework
KW  - work-place behavior
KW  - capacity
KW  - job demands-resources model
KW  - multi-level study
Y1  - 2022
U6  - https://doi.org/10.1080/14719037.2022.2037014
SN  - 1471-9037
SN  - 1471-9045
VL  - 25
IS  - 4
SP  - 808
EP  - 835
PB  - Routledge, Taylor & Francis
CY  - London
ER  -