Employee emotions during organizational change—Towards a new research agenda

Klarner, Patricia; By, Rune Todnem; Diefenbach, Thomas

doi:10.1016/j.scaman.2011.06.002

Cited by 81 publications

(56 citation statements)

References 52 publications

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“…Although the rate of organizational change is increasing in both the private and public sectors (1), and continuous change is seemingly commonplace, prior studies have primarily focused on health effects following discrete organizational change events (12). Less attention has been devoted to the effects of repeated organizational change (13,14) or multiple organizational changes occurring simultaneously (13,15). Fur-thermore, extensive organizational change often affects the whole organization, including its departments, workunits and the individual worker.…”

mentioning

confidence: 99%

Organizational change and employee mental health: A prospective multilevel study of the associations between organizational changes and clinically relevant mental distress

Fløvik¹,

Knardahl²,

Christensen³

2018

Scand J Work Environ Health

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Organizational change and employee mental health: A prospective multilevel study of the associations between organizational changes and clinically relevant mental distress by Fløvik L, Knardahl S, Christensen JO The current paper elucidates how various types of separate and repeated organizational changes in the workplace affect employee mental health, long-term. Results highlight the need to pay attention to employee mental health during both discrete and repeated, large and small-scale organizational change.

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mentioning

confidence: 99%

Organizational change and employee mental health: A prospective multilevel study of the associations between organizational changes and clinically relevant mental distress

Fløvik¹,

Knardahl²,

Christensen³

2018

Scand J Work Environ Health

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“…Theoretical background and hypotheses 2.1 Defining change excessiveness Excessive change, as defined by Stensaker et al (2002) and Klarner et al (2011), refers to situations where several, seemingly unrelated, and sometimes conflicting changes are 740 JMP 31,3 undertaken simultaneously; and where new changes are introduced before ongoing ones are completed. Little if any time is spent on reaping the benefits of change, or allowing routine to take over.…”

Section: Introductionmentioning

confidence: 99%

Excessive change and coping in the working population

Johnson

Bareil

Giraud

et al. 2016

Journal of Managerial Psychology

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International audiencePurpose Two complementary objectives are addressed in this article. First, several studies are introduced based on the assumption that organizational change is now excessive. We propose an operational definition to change excessiveness, and we assess whether it is a generalized phenomenon at a societal level. Second, these studies are habitually mobilizing coping theories to address their purpose. However, an integrated model of coping, including appraisals and coping reactions toward change is still to be tested. Thus, our assessment is anchored in an application of the Stimulus-Response Theory of Coping. Design/methodology/approach A quantitative study is conducted by administering questionnaires to a nation-wide representative sample (n = 1002). Anderson and Gerbing (1991) two-step approach is used to validate the study and tests its hypothesized model. Change excessiveness is measured in order to observe if it’s a generalized phenomenon in the working population. Its effects on coping are modelled through the fully mediated Stimulus-Response Theory of Coping (SRTC). Therefore, our hypothetical model predicted that the relationships between the perception of excessive change contexts and negative coping reactions is fully mediated by negative appraisals toward change contexts. Findings Perceptions of excessive change is a normally distributed and a statistically centralized phenomenon. As hypothesized, an SEM test of the SRTC shows a full mediation effect of negative appraisal between change intensity and negative coping to change. Originality/value This article empirically tests a nation-wide sample where organizational change may be too excessive for individuals' positive coping. It is the first to generalize the observation of change excessiveness as perceived by employees to a nation-wide level. Moreover, it addresses the gap between change excessiveness and coping theories in modelling the Stimulus-Response Theory of Coping through its three components: event, appraisals, and coping reactions. Finally, it presents managerial discussions toward the strategic necessity for organizational change and its potential "too-much-of-a-good-thing" effect

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“…In seeking to answer these questions we aim to shed light on the complex and dynamic responses to change as the announcement and implementation of change influences organizational life. In doing so we answer the calls of Pettigrew (1990) for longitudinal studies of change, of Gooty et al (2009) for investigations of the dynamic nature of emotions at work, of Klarner et al (2011), for research into emotions occurring over different phases of a change and of Bosio et al (2012) into the psychological elements of healthcare organizations. From a practical perspective a deeper understanding of the evolving emotional experience of change should help managers plan and implement change more effectively and give change participants a lens through which they can view and make sense of their own experiences.…”

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confidence: 99%

Evolving emotional experiences following organizational change: a longitudinal qualitative study

Giæver

Smollan

2015

Qualitative Research in Organizations and Management: An International Journal

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Purpose -There is a lack of qualitative longitudinal studies in the literature exploring the complexity and dynamism of affective experience during phases of organizational change. This article therefore explores the nature and intensity of emotional reactions to change and the contextual triggers that made them vary.Design/methodology/approach -Eleven nurses in a Norwegian public hospital were interviewed at three points in time about a change in technology, one month prior to implementation, three months after implementation and one year after implementation. They were asked to reflect "forwards" and "backwards" about their emotional experiences to the technical change in particular and to other changes occurring at work. Findings -The informants reported mixed emotional experiences to change at all three interviews. Emotion terms such as "uncertainty", "joy" and "resignation" were reported at all times, "anxiety and "excitement" were only reported at Times 1 and 2 whereas "frustration" and "cynicism" were only reported at Times 2 and 3.Research limitations -A larger group of informants would have produced greater insight into the evolving emotional change experiences. Further research could explore other contexts and a wider range of data collection methods.Originality/value -This is a rare qualitative study of emotional change experiences where the informants were interviewed three times.

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Employee emotions during organizational change—Towards a new research agenda

Cited by 81 publications

References 52 publications

Organizational change and employee mental health: A prospective multilevel study of the associations between organizational changes and clinically relevant mental distress

Organizational change and employee mental health: A prospective multilevel study of the associations between organizational changes and clinically relevant mental distress

Excessive change and coping in the working population

Evolving emotional experiences following organizational change: a longitudinal qualitative study

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