How Are They Now?: Managers’ Well-Being and Organizational Attitudes after the Restructuring of Their Job Positions in a Swedish Governmental Agency
2014 (English)In: Book of Proceedings, 11th Conference of the European Academy of Occupational Health Psychology: Looking at the past-planning for the future: Capitalizing on OHP multidisciplinarity / [ed] N.J.A. Andreou, A. Jain, D. Hollis, J. Hassard & K. Teoh, Nottingham, UK: European Academy of Occupational Health Psychology , 2014, 257-258 p.Conference paper (Other academic)
Planned organizational changes often aim to secure organizational sustainability through the means of optimising structures and strategies. However, for employees such organizational changes often imply job changes and the loss of familiar routines.
Plausibly, this increases perceived uncertainty and may have negative effects on employees’ organizational attitudes and well-being during the change. If levels of well-being and organizational attitudes are negatively affected in the long run, this may pose threats to the initial aim to secure organizational sustainability. This may even more so be the case if employees such as managers show long-term negative reactions, since managers are in key positions to promote the organizations aims vis à vis employees. Whereas there is much research on employees’ reactions towards organizational change, few studies have specifically analysed managers’ reactions at different organizational levels. Also, many studies focus on certain aspects of uncertainty, but few inspect the consequences of (unwanted) job, task or responsibility changes.
Accordingly, this study aimed to investigate managers’ well-being and organizational attitudes after organizational changes of management structures. More specifically, it studied how changes in managers’ organizational attitudes and well-being related to changes in job positions, tasks and responsibilities shortly after the organizational restructuring, and more than a year later.
The study used questionnaire data collected from managers in a Swedish governmental agency undergoing structural changes. During this period all managers had to go through a new recruitment process. Questionnaires were sent out at T1 (summer 2011, one month before the change process started), T2 (spring 2012, two months after the organizational change was finalised) and T3 (summer 2013, 18 months after the organizational change was finalised).
Data are currently being analysed cross-sectionally (N = 173, 144, and 125) and longitudinally (N = 91 with complete date for t1, t2 and t3). The preliminary findings show the percentage of managers who rated their job positions favorably steadily decreased from T1 to T3, and this related to a significant decrease in self-rated health and job satisfaction. Interestingly, perceptions of tasks and responsibilities of their old and new jobs were still rather similar at T2. How the perceptions of changes in tasks and responsibilities relate to attitudes and well-being a year later (T3) is currently under analysis.
Place, publisher, year, edition, pages
Nottingham, UK: European Academy of Occupational Health Psychology , 2014. 257-258 p.
well-being, attitudes, organizational changes, sustainability
Research subject Psychology
IdentifiersURN: urn:nbn:se:su:diva-112290ISBN: 978-0-9928786-0-3OAI: oai:DiVA.org:su-112290DiVA: diva2:778702
11th Conference of the European Academy of Occupational Health Psychology, 14-16 April 2014.