A longitudinal study of employee adaptation to organizational change: The role of change-related information and change-related self-efficacy
Jimmieson, Nerina L., Terry, Deborah J., & Callan, Victor J. (2004) A longitudinal study of employee adaptation to organizational change: The role of change-related information and change-related self-efficacy. Journal of Occupational Health Psychology, 9(1), pp. 11-27.
This study examined the role of information, efficacy, and 3 stressors in predicting adjustment to organizational change. Participants were 589 government employees undergoing an 18-month process of regionalization. To examine if the predictor variables had long-term effects on adjustment, the authors assessed psychological well-being, client engagement, and job satisfaction again at a 2-year follow-up. At Time 1, there was evidence to suggest that information was indirectly related to psychological well-being, client engagement, and job satisfaction, via its positive relationship to efficacy. There also was evidence to suggest that efficacy was related to reduced stress appraisals, thereby heightening client engagement. Last, there was consistent support for the stress-buffering role of Time 1 self-efficacy in the prediction of Time 2 job satisfaction.
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|Item Type:||Journal Article|
|Keywords:||Information, Self Efficacy, Adjustment, Client Engagement, Job Satisfaction|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Deposited On:||23 Jul 2015 00:57|
|Last Modified:||23 Jul 2015 00:57|
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