Status differences in employee adjustment during organizational change
Purpose–The purpose of this paper is to confirm predictions that employee reports of
psychological climate, appraisals of change and levels of adjustment during a change
programme would be more positive for employees in higher status groups (operationalized
as hierarchical level in the organization and occupational role). Design/methodology/
approach–Two questionnaire studies were conducted and data were analysed using
Multivariate Analysis of Variance (MANOVA). Study one examined differences among 669 …
psychological climate, appraisals of change and levels of adjustment during a change
programme would be more positive for employees in higher status groups (operationalized
as hierarchical level in the organization and occupational role). Design/methodology/
approach–Two questionnaire studies were conducted and data were analysed using
Multivariate Analysis of Variance (MANOVA). Study one examined differences among 669 …
Purpose
–
The purpose of this paper is to confirm predictions that employee reports of psychological climate, appraisals of change and levels of adjustment during a change programme would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role).
Design/methodology/approach
–
Two questionnaire studies were conducted and data were analysed using Multivariate Analysis of Variance (MANOVA). Study one examined differences among 669 public sector employees as a function of status (organizational hierarchal level). Study two examined differences among 732 hospital employees as a function of role (occupational group) and status (managerial responsibility).
Findings
–
The results of study one revealed that upper level staff reported more positive attitudes during change, across a range of indicators. The results of study two showed that non‐clinical staff reported more negative attitudes during change than other occupational groups. In addition, managers appraised change as more stressful than non‐managers, but felt more in control of the situation.
Research limitations/implications
–
A limitation of the paper is the cross sectional and self‐report nature of measurement. Future research could utilize a longitudinal design and collect alternative sources of data to indicate the constructs of interest, e.g. supervisor ratings of employee adjustment during change.
Practical implications
–
Together, the results of both studies highlighted the importance of implementing change management interventions that are targeted at the sub‐group level.
Originality/value
–
The findings of the paper add empirical evidence to the emerging literature on group differences in adjustment during organizational change. The paper will be of interest to academics and practicing managers, particularly those concerned with the effective management of change programmes.
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