Against the backdrop of the normalization of volume-based procurement and the increasingly strict governance of medical insurance, medical representatives are confronted with cumulative pressure from both the “organization-individual” dual paths. Based on the JDR (Job Requirements—Resources) model, this paper constructs a dynamic framework suitable for policy shock periods: At the organizational level, the policy frequency increases and the job requirements increment is formed through institutional compliance, indicator reconstruction and process reengineering; At the individual level, medical representatives experience emotional exhaustion due to the increased tension and uncertainty of their dual roles in academic and sales. The model introduces “policy perception” as a cross-layer moderating variable and incorporates “relationship capital” and “academic resources” into the key buffer resources. Further, set a critical condition — when the number of policy changes in the current year reaches or exceeds four times, the resource buffering effect will significantly decline. Based on this, this paper proposes a policy-responsive resource allocation approach and demonstrates the feasibility of digital tools’ intervention in pressure transmission, providing a reference for enterprises’ compliance operation and team resilience building.