A stress and coping approach to organisational change: Evidence from three field studies

Terry, Deborah J. and Jimmieson, Nerina L. (2003) A stress and coping approach to organisational change: Evidence from three field studies. Australian Psychologist, 38 2: 92-101. doi:10.1080/00050060310001707097


Author Terry, Deborah J.
Jimmieson, Nerina L.
Title A stress and coping approach to organisational change: Evidence from three field studies
Journal name Australian Psychologist   Check publisher's open access policy
ISSN 0005-0067
1742-9544
Publication date 2003-07
Sub-type Article (original research)
DOI 10.1080/00050060310001707097
Volume 38
Issue 2
Start page 92
End page 101
Total pages 10
Place of publication London, U.K.
Publisher Taylor & Francis for the Australian Psychological Society
Collection year 2003
Language eng
Subject C1
380108 Industrial and Organisational Psychology
780108 Behavioural and cognitive sciences
Abstract In this paper, a stress and coping perspective is used to outline the processes that determine employee adaptation to organisational change. A theoretical framework that simultaneously considers the effects of event characteristics, situational appraisals, coping strategies, and coping resources is reviewed, Three empirical investigations of organisational change that have tested various components of the model are then presented. In the first study, there was evidence linking event characteristics, situational appraisals, coping strategies and coping resources to levels of employee adjustment in a sample of pilots employed in a newly merged airline company. In a more focused test of the model with a sample of employees experiencing a restructuring process in their Organisation it was found that the provision of change-related information enhanced levels of efficacy to deal with the change process which, in turn, predicted psychological wellbeing, client engagement, and job satisfaction. In a study of managers affected by a new remuneration scheme, there was evidence to suggest that managers who received change-specific information and opportunities to participate in the change process reported higher levels of change readiness. Managers who reported higher levels of readiness for change also reported higher levels of psychological wellbeing and job satisfaction. These studies highlight ways in which managers and change agents can help employees to cope during times of organisational change.
Keyword Psychology, Multidisciplinary
Social support
Self-efficacy
Negative affectivity
Job-satisfaction
Mental-health
Individual-differences
Theoretical-analysis
Occupational stress
Employee adjustment
Situational factors
Q-Index Code C1

 
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Created: Wed, 15 Aug 2007, 02:06:05 EST