Uncertainty Amidst Change: The Impact of Privatization on Employee Job Satisfaction and Well-Being

Nelson, Anitra; Cooper, Cary L.; Jackson, Paul R.

doi:10.1057/9781137310651_13

Cited by 28 publications

(41 citation statements)

References 23 publications

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“…An individual experiences psychological uncertainty because she/he feels lack of sufficient information to predict the events accurately, or because the individual is not able to distinguish between the relevant data and irrelevant data (Gifford et al, 1979). Organizational change is the antecedent of psychological uncertainty of the employees as that has been demonstrated in several empirical studies (Nelson et al, 1995;Huber et al, 1975;Rafferty & Griffin, 2006;Schweiger & Denisi, 1991;Kim et al, 2013;Waldman et al, 2001).…”

Section: Psychological Uncertainty Of the Employees Job Satisfactionmentioning

confidence: 97%

“…Psychological uncertainty has been associated with some other outcome variables such as negative correlation of job satisfaction (O'Driscoll & Beehr, 1994;Rafferty & Griffin, 2006;Nelson et al, 1995;Schweiger & Denisi, 1991), information (Huber et al, 1975), commitment (Schweiger & Denisi, 1991), performance (Schweiger & Denisi, 1991;Downey, 1975;Waldman et al, 2001), and positive correlation to the tension felt by employees (Cuyper et al, 2010) and turnover intentions (Rafferty & Griffin, 2006). From these researches results, it can be said that psychological uncertainty is an obstacle to develop an organization.…”

Section: Psychological Uncertainty Of the Employees Job Satisfactionmentioning

confidence: 97%

“…This employee's perceptions will cause a sense of discomfort about working conditions such as their position after the change, the addition of new tasks, and their ability to adapt to the new environment. The inconvenience caused by this organizational change will further establish the psychological uncertainty of an employee (Nelson et al, 1995;Rafferty, & Griffin, 2006).…”

Section: Introductionmentioning

confidence: 99%

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To Examine Leader-Member Exchange as Moderating Variable on the Influence of Employee Psychological Uncertainty Toward Employees’ Job Satisfaction and Turnover Intention

Zakiy

2019

JLO

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The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction.

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Section: Psychological Uncertainty Of the Employees Job Satisfactionmentioning

confidence: 97%

Section: Psychological Uncertainty Of the Employees Job Satisfactionmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

To Examine Leader-Member Exchange as Moderating Variable on the Influence of Employee Psychological Uncertainty Toward Employees’ Job Satisfaction and Turnover Intention

Zakiy

2019

JLO

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“…When studying organizational change processes, researchers frequently mention the impact of the increased levels of uncertainty (Matteson & Ivancevich, ; Nelson, Cooper, & Jackson, ). According to uncertainty reduction theory (Berger & Calabrese, ), individuals attempt to reduce uncertainty in their interactions with others before they act.…”

Section: Ethical Leadership As a Boundary Conditionmentioning

confidence: 99%

Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership

Neves

Almeida²,

Velez

2017

Human Resource Management

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Change management, and particularly the human side of change, is a central tenet of the strategy of contemporary organizations. However, there is little evidence concerning how strategic HR practices influence how individuals anticipate and react to the implementation of a major change and how direct supervisors influence that process. With a sample of 191 employees from multiple organizations, who completed two surveys with a four-week lag, we examined the role of commitment-based HR practices on employees' intentions to resist future change.We found that commitment-based HR practices contribute to a decrease in intentions to resist future change, measured four weeks later, via increased affective commitment to change.Moreover, we found that this relationship is conditional on ethical leadership, in that it is significant when ethical leadership is high but not when it is low. Building on social exchange and uncertainty reduction theories, our findings contribute to the literature by examining how and under what boundary conditions HR practices are an effective means for organizations to anticipate and manage change. K E Y W O R D S attitudes, change, individual, change, organizational, commitment, ethics, leadership, research methods and design-quantitative research methodologypare for change by anticipating it and therefore influence not just resistance to ongoing events but, more importantly, predict intentions

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“…La incertidumbre es definida por Milliken (1987) como "la incapacidad de una persona para predecir algo con precisión" (p. 136). Esta se asocia positivamente con el estrés (Schweiger & Denisi, 1991), y negativamente con el compromiso (Hui & Lee, 2000) y satisfacción laboral (Nelson, Cooper, & Jackson, 1995).…”

Section: Percepción De Calidad De Las Comunicacionesunclassified

Recursos laborales como predictores de actitud hacia el cambio organizacional y bienestar

2018

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Este estudio investigó el rol de recursos personales y contextuales como predictores de la actitud y el bienestar laboral del trabajador en contexto de cambio organizacional. Se hipotetizó que elevados niveles de creación de significado, autoeficacia, percepción de calidad de las comunicaciones y justicia organizacional, se asociarían a: una actitud favorable hacia el cambio organizacional, mayor bienestar psicosocial (integrado por afectos, competencias y expectativas), y bajos efectos colaterales (integrados por somatización, desgaste y alienación). Participaron 158 trabajadores pertenecientes a una institución pública de Chile, en proceso de relocalización y cambio de estructura organizacional, quienes contestaron un cuestionario de autorreporte. Los análisis se efectuaron mediante correlaciones bivariadas y regresión lineal múltiple. Los resultados indicaron que percepción de calidad de las comunicaciones y creación de significado predicen, significativamente, una actitud favorable ante el cambio. Autoeficacia, creación de significado, justifica interpersonal, procedural y distributiva, predicen un mayor bienestar psicosocial. Justicia interpersonal y distributiva predicen bajos efectos colaterales. Estos resultados contribuyen al diseño de intervenciones, dirigidas a mejorar el bienestar del trabajador y su actitud ante el cambio organizacional.

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Uncertainty Amidst Change: The Impact of Privatization on Employee Job Satisfaction and Well-Being

Cited by 28 publications

References 23 publications

To Examine Leader-Member Exchange as Moderating Variable on the Influence of Employee Psychological Uncertainty Toward Employees’ Job Satisfaction and Turnover Intention

To Examine Leader-Member Exchange as Moderating Variable on the Influence of Employee Psychological Uncertainty Toward Employees’ Job Satisfaction and Turnover Intention

Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership

Recursos laborales como predictores de actitud hacia el cambio organizacional y bienestar

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