Perceptions of organizational change: a stress and coping perspective.
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.
Rafferty
Alannah E
AE
School of Management, Queensland University of Technology, Brisbane, QLD, Australia. a.rafferty@qut.edu.au
Griffin
Mark A
MA
D000223:Adaptation, Psychological; D006801:Humans; D009936:Organizational Innovation; D012938:Social Perception; D013315:Stress, Psychological / Q000523:psychology*; D011795:Surveys and Questionnaires; D017132:Workplace / Q000523:psychology*