Organizational change is a reality of 21st-century working life, but what psychological effects does it have on individual workers, and what coping strategies can be used to mediate its impact? In today’s turbulent work and career environment, employees are required not only to accept changes as passive recipients, but to proactively initiate changes and demonstrate attitudes, behaviours and skills valued by current employers. As a result, organizational psychologists, both researchers and practitioners, have had to acknowledge and understand the myriad of challenges faced by employees as a result of organizational change.
In this important new book, an international range of prominent scholars examine the key psychological issues around organizational change at the individual level, including:
- health and well-being
- stress and emotional regulation
- performance and leadership
- attitudes and implications for the psychological contract
Analyzing and presenting the impact of organizational change, and possible coping strategies to successfully manage change, the volume is ideal for students and researchers of work and organizational psychology, business and management and HRM.
Table of Contents
1. An overview of the impact of organizational change on individuals and organizations: An introductory note Maria Vakola (Athens University of Economics and Business), Paraskevas Petrou, (Erasmus University Rotterdam) Resources as change facilitators 2. Organizational Change and Employee Functioning: Investigating Boundary Conditions Victoria Bellou, (University of Thessaly, Greece), Despoina Xanthopoulou, (Aristotle University of Thessaloniki, Greece), Panagiotis Gkorezis, Hellenic (Open University and Open University of Cyprus) 3. Change consultation during organizational restructuring: Buffering and exacerbating effects in the context of role stress Nerina L. Jimmieson and Michelle K. Tucker (Queensland University of Technology, Australia) 4. Individual and external coping resources as predictors of employees’ change attitudes Alannah E. Rafferty (University of New South Wales, Australia), Nerina L. Jimmieson (Queensland University of Technology, Australia) Emotions and Cognitions and Change Outcomes 5. Feelings about change: The role of emotions and emotion regulation for employee adaptation to organizational change Karen van Dam (Open University, The Netherlands) 6. How workers’ appraisals of change influence employee outcomes Professor Karina Nielsen (Norwich Business School, University of East Anglia, UK) 7. Dynamics of trust and fairness during organizational change: implications for job crafting and work engagement 8. Organizational Change: Implications for the Psychological Contract Maria Tomprou (Carnegie Mellon, US), Samantha D. Hansen (University of Toronto, Canada) 9. Measuring Change Recipients’ Reactions: The Development and Psychometric Evaluation of the CRRE Scale Tsaousis Ioannis and Maria Vakola Organizational-level and team-level facilitators of change 10. Destructive uncertainty: The toxic triangle, implicit theories and leadership identity during organizational change Pedro Neves (Nova School of Business and Economics, Portugal), Birgit Schyns (Durham University, UK) 11. Organizational change and health: The specific role of job insecurity Birgit Köper (Federal Institute of Occupational Safety and Health, Germany) Alexandra Michel (University of Heidelberg, Germany) 12. Improving our understanding of collective attitudes towards change formation Gavin Schwarz (University of New South Wales, Australia), Dave Bouckenooghe (Brock University, Canada)
‘This is book that I am very happy to find space for on my bookshelves and that will be taken down and consulted frequently. It is an edited collection of scholarly chapters each addressing in its own distinct way the human-psychological nature of organisational change. The authors draw on their expertise and knowledge to produce a set of chapters that are both stimulating and cogent. In so doing, they cover in detail crucial areas that are usually only dealt with sketchily in most other books on change.’ – Professor Bernard Burnes, Chair of Organisational Change, University of Stirling, UK