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J Occup Health Psychol · Jan 2004
A longitudinal study of employee adaptation to organizational change: the role of change-related information and change-related self-efficacy.
- Nerina L Jimmieson, Deborah J Terry, and Victor J Callan.
- School of Psychology, University of Queensland (UQ), St. Lucia, QLD, Australia. n.jimmieson@psy.uq.edu.au
- J Occup Health Psychol. 2004 Jan 1; 9 (1): 11-27.
AbstractThis 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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