Perceptions of organizational change: A stress and coping perspective

Rafferty, A. E. and Griffin, M. A. (2006) Perceptions of organizational change: A stress and coping perspective. Journal of Applied Psychology, 91 5: 1154-1162. doi:10.1037/0021-9010.91.5.1154

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Author Rafferty, A. E.
Griffin, M. A.
Title Perceptions of organizational change: A stress and coping perspective
Journal name Journal of Applied Psychology   Check publisher's open access policy
ISSN 0021-9010
Publication date 2006-01-01
Sub-type Article (original research)
DOI 10.1037/0021-9010.91.5.1154
Volume 91
Issue 5
Start page 1154
End page 1162
Total pages 9
Editor S. Zedeck
Place of publication Washington
Publisher Amer Psychological Assoc/Educational Publishing Foundation
Collection year 2006
Language eng
Subject CX
380108 Industrial and Organisational Psychology
780108 Behavioural and cognitive sciences
Abstract Few organizational change studies identify the aspects of change that are salient to individuals and that influence well-being. The authors identified three distinct change characteristics: the frequency, impact and planning of change. R. S. Lazarus and S. Folkman's (1984) cognitive phenomenological model of stress and coping was used to propose ways that these change characteristics influence individuals' appraisal of the uncertainty associated with change, and, ultimately, job satisfaction and turnover intentions. Results of a repeated cross-sectional study that collected individuals' perceptions of change one month prior to employee attitudes in consecutive years indicated that while the three change perceptions were moderately to strongly intercorrelated, the change perceptions displayed differential relationships with outcomes. Discussion focuses on the importance of systematically considering individuals' subjective experience of change.
Keyword Organizational Climate
Occupational Safety
Accidents
Injuries
Organizational Behavior
Psychology, Applied
Organizational Change
Individual Perceptions
Appraisal
Survey Research
Voluntary Employee Turnover
Secondary Appraisal
Job-satisfaction
Unfolding Model
Social Support
Impact
Uncertainty
Merger
Performance
Dimensions
Q-Index Code CX

Document type: Journal Article
Sub-type: Article (original research)
Collections: Excellence in Research Australia (ERA) - Collection
School of Psychology Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 94 times in Thomson Reuters Web of Science Article | Citations
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Created: Wed, 15 Aug 2007, 20:09:30 EST