TY - JOUR
T1 - The role of psychological climate in facilitating employee adjustment during organizational change
AU - Martin, Angela J.
AU - Jones, Elizabeth S.
AU - Callan, Victor J.
N1 - Funding Information:
Correspondence should be addressed to Dr Angela J. Martin, School of Management, University of Tasmania, Hobart, Australia. Email: [email protected] The research reported in this article was supported by an Australian Research Council Strategic Partners Industry, Research and Training grant held by V. Callan, C. Gallois, E. Jones, and P. Bordia. Financial support from the Department of Management and the School of Applied Psychology at Griffith University is also acknowledged. In addition, many thanks are due to Stephen Cox for his assistance with the structural equation analyses and Bernadette Watson for her assistance with data collection.
PY - 2005/9
Y1 - 2005/9
N2 - The current research tested a theoretical model of employee adjustment during organizational change based on Lazarus and Folkman's (1984) cognitive-phenomenological framework. The model hypothesized that psychological climate variables would act as coping resources and predict improved adjustment during change. Two variations of this model were tested using survey data from two different organizational samples: 779 public hospital employees and 877 public sector employees. Confirmatory factor analyses and structural equation analyses were conducted in order to evaluate the models. Results showed that employees whose perceptions of the organization and environment in which they were working (that is, psychological climate) were more positive, were more likely to appraise change favourably and report better adjustment in terms of higher job satisfaction, psychological well-being, and organizational commitment, and lower absenteeism and turnover intentions.
AB - The current research tested a theoretical model of employee adjustment during organizational change based on Lazarus and Folkman's (1984) cognitive-phenomenological framework. The model hypothesized that psychological climate variables would act as coping resources and predict improved adjustment during change. Two variations of this model were tested using survey data from two different organizational samples: 779 public hospital employees and 877 public sector employees. Confirmatory factor analyses and structural equation analyses were conducted in order to evaluate the models. Results showed that employees whose perceptions of the organization and environment in which they were working (that is, psychological climate) were more positive, were more likely to appraise change favourably and report better adjustment in terms of higher job satisfaction, psychological well-being, and organizational commitment, and lower absenteeism and turnover intentions.
UR - https://www.scopus.com/pages/publications/33344461002
U2 - 10.1080/13594320500141228
DO - 10.1080/13594320500141228
M3 - Article
AN - SCOPUS:33344461002
SN - 1359-432X
VL - 14
SP - 263
EP - 289
JO - European Journal of Work and Organizational Psychology
JF - European Journal of Work and Organizational Psychology
IS - 3
ER -
SDG 3 Good Health and Well-being
SDG 13 Climate Action