The Stress of Organisational Change: A Dynamic Process Model

Mack, David; Nelson, Debra L.; Quick, James Campbell

doi:10.1080/026999498377999

Cited by 32 publications

(54 citation statements)

References 4 publications

(6 reference statements)

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“…In accordance with research in other areas of organizational transitions (e.g. Mack et al, 1998), we expected that the experience of reassignment decreases well-being. However, we found no effect for reassignment.…”

Section: Discussionsupporting

confidence: 84%

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Organizational commitment and the well-being of temporary agency workers: A longitudinal study

Galais

Moser

2009

Human Relations

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Previous research found that organizational commitment is positively related to employee well-being. However, in the current age of contingent work, transitions, and `protean careers', the advisability of commitment is questionable. Therefore, we analyzed the role of organizational commitment in one paradigmatic area of contingent work arrangements: temporary agency work. In contrast to standard workers, temporary agency workers have to deal with two organizations: the temporary agency and client organization. Results revealed an ambivalent role of organizational commitment for temporary workers. Cross-sectional commitment towards the client organization had positive effects on workers' well-being, whereas commitment towards the agency had no effects. However, longitudinal analyses revealed that commitment to the client was detrimental to workers' well-being when they experienced reassignment to another client. In sum, we found beneficial and dysfunctional effects of organizational commitment on well-being, which suggest the reconsideration of the role of organizational commitment for individuals in unstable work arrangements.

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Section: Discussionsupporting

confidence: 84%

“…Mack et al, 1998), we expect the same for reassignment. This is why we propose an interaction effect of reassignment and commitment on well-being.…”

Section: Introductionmentioning

confidence: 66%

Organizational commitment and the well-being of temporary agency workers: A longitudinal study

Galais

Moser

2009

Human Relations

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“…For example, flexibility and fluidity becomes a new regulator for organizations to instill in their managers and employees, which in turn results in a heightened sense of insecurity. Even employees who are able to hold on to their jobs, still view their employment as unstable and fear the future (Mack, Nelson, & Quick, 1998). Although the classical change model of unfreezing-moving-refreezing remains a way to deal with today's constantly changing environment, as one employee recently observed, the constancy of change has resulted in a state of "slush: never refrozen, always in an uncertain state" (Mack, et al, 1998: 220).…”

mentioning

confidence: 99%

Potential Added Value of Psychological Capital in Predicting Work Attitudes

Larson

Luthans

2006

Journal of Leadership & Organizational Studies

256

192

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Meeting the challenge of effectively managing human resources requires new thinking and approaches. To extend the traditional perspective of economic capital, increasing recognition is being given to human capital and more recently social capital, this article proposes and empirically tests the potential added value that psychological capital may have for employee attitudes of satisfaction and commitment. After first providing the background and theory of PsyCap, this article reports a study of manufacturing employees (N = 74) that found a significant relationship between PsyCap and job satisfaction (r=.373) and organization commitment (r=.313). Importantly, the employees' PsyCap had a significant added impact over human and social capital on these work attitudes. Future research and practical implications conclude the article.

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“…Afin de mieux comprendre comment les changements organisationnels majeurs affectent les travailleurs, ne faudrait-il pas également tenir compte de la signification attribuée par les travailleurs à ces changements ? La signification accordée aux événements de l'environnement auquel un individu est confronté est au coeur du modèle transactionnel du stress défini initialement par Lazarus et Folkman (1984) (voir aussi Mackay & Cooper, 1987) et généralisé par la suite aux études sur les changements organisationnels par Mack, Nelson et Quick (1998). Trois éléments sousjacents caractérisent ce type de modèle.…”

Section: Introductionunclassified

Analyse du discours de travailleurs confrontés à des changements organisationnels : une perspective transactionnelle

Zanet¹,

Hansez²,

Bossut³

et al. 2004

Le Travail Humain

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SUMMARY ANALYSIS OF THE DISCOURSE OF WORKERS CONFRONTED WITH ORGANIZATIONAL CHANGES: A TRANSACTIONAL PERSPECTIVEDownsizing, restructuring and layoffs have become a recurrent practice among companies today. If consequences of such major changes on individual well-being are well documented, little is known about the nature of work environment changes which workers are confronted with and how they appraise these events. The objective of the present study was to combine quantitative and qualitative data in order to get a better understanding of organizational changes, using a transactional perspective. Fifty-seven workers from seven companies were interviewed. Interviews were transcripted and analyzed along three axes : (a) What were the changes workers were confronted with? (b) How did they react to these changes? and (c) How did they perceive the way their company dealt with these changes? Results indicate that workers were mainly confronted with changes among colleagues, supervisors, in workload as well as changes in task content. Moreover, it appears that not all changes were appraised negatively. Concerning the consequences reported by workers, the findings usually reported in literature were supported by the current data. Workers reported a general deterioration of their quality of life, a degradation of working climate and also more job insecurity associated with 2 organizational changes. Finally, workers indicated that the way companies managed changes was not really efficient. Workers complained mainly about information. They reported that they were not or poorly informed about future changes. In conclusion, this study underscores the interest of a qualitative analysis of the experience of workers confronted with organisational changes.

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The Stress of Organisational Change: A Dynamic Process Model

Cited by 32 publications

References 4 publications

Organizational commitment and the well-being of temporary agency workers: A longitudinal study

Organizational commitment and the well-being of temporary agency workers: A longitudinal study

Potential Added Value of Psychological Capital in Predicting Work Attitudes

Analyse du discours de travailleurs confrontés à des changements organisationnels : une perspective transactionnelle

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