晋升(国际象棋)
调控焦点理论
员工敬业度
心理学
组织变革
工作表现
公共关系
工作(物理)
工作设计
变革管理(ITSM)
业务
社会心理学
营销
工作满意度
政治学
创造力
机械工程
精益制造
政治
法学
工程类
作者
Paraskevas Petrou,Evangelia Demerouti,Wilmar B. Schaufeli
标识
DOI:10.1177/0149206315624961
摘要
Organizations today have to change constantly. Although both practitioners and scientists agree that organizational change communication is the most effective strategy to improve employee adjustment to change, little is known about how change communication enhances more proactive employee reactions to change. The present study addresses employee job crafting behaviors (i.e., seeking job resources, seeking job challenges, and reducing job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that on the basis of their promotion or prevention regulatory focus, employees respond to organizational change communication via job crafting behaviors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a three-wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased job crafting behaviors for promotion focused employees, inadequate change communication is linked to increased job crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with adaptivity, and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus, and job crafting). Implications for management are outlined, and they are, thereafter, translated to a specific workplace intervention, which is proposed to organizations and managers.
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