Adapting to change: The value of change information and meaning-making

Abstract

General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. AbstractThe purpose of this 3-wave study is to examine the micro process of how employees adapt to change over time. We combined Conservation of Resources theory with insights from the organizational change literature to study employees in a Dutch police district undergoing reorganization. A model was tested where employee adaptability, operationalized by the presence of resources, predicts individual adaptive attitudes as well as adaptive behavior over time. Change information was included as a contextual change resource and meaning-making as a personal change resource. The research design allowed for examining longitudinal relationships by capturing data (1) before (Time 1), (2) during (Time 2), and (3) after change implementation (Time 3). We expected adaptability before and during change implementation to predict adaptive attitudes and adaptive behavior (both during and after change implementation). In addition, different indirect effects were tested. Structural equation modeling analyses supported most of the hypothesized relationships between resources and outcomes, although relationships differed from T1 to T2 and from T2 to T3. T1 change information triggered T2 meaning-making which translated into T3 adaptive behavior. The relevance of meaning-making and change information as important predictors of adaptive behavior is emphasized. Implications of these longitudinal findings are discussed.

Individual job redesign: Job crafting interventions in healthcare

“…For Study 2, four-items were formulated to assess whether nurses completed a screening checklist (e.g., "I use the checklist in the care chart") that was developed based on organizational interviews and in line with Griffin, Neal, and Parker (2007). This measure is valid and reliable (Van den Heuvel, Demerouti, Bakker, & Schaufeli, 2013); the scales ranged from 1 (strongly disagree) to 6 (strongly agree; Study 1), and 1 (never) to 5 (extremely often; Study 2).…”

Can job insecurity be managed? Evaluating an organizational-level intervention addressing the negative effects of restructuring

“…Participation itself is potentially a type of collective coping strategy (Kuo, 2013), which can further manage job insecurity during restructuring. More information about the change process is likely to be provided during the discussions and intervention activities, which can make the restructuring process more comprehensible (van den Heuvel, Demerouti, Bakker, & Schaufeli, 2013). The collective job crafting and empowerment aspects of an intervention may also foster a proactive stance towards restructuring.…”

Abusive Supervision, Employee Well-Being and Ill-Being: The Moderating Role of Core Self-Evaluations

“…McMillan, O Driscoll, and Burke (2003) identified both behavioral and cognitive components of workaholism where the behavioral component was operationalised as a strong irresistible inner drive and working excessively hard, while the cognitive component was evident in thinking persistently about work, and working compulsively. Van Beek, Hu, Schaufeli, Taris, and Schreurs (2012) found that high levels of workaholism were associated with high levels of introjected regulation (controlled extrinsic motivation where individuals act to avoid criticism or to receive reward) combined with high levels of identified regulation (autonomous extrinsic motivation where individuals accept and identify with the reasons to act). This definition is adopted by Schaufeli, Shimazu, and Taris (2009) who define workaholism as "the tendency to work excessively hard (behavioral dimension)" and describe workaholics as "being obsessed with work (cognitive dimension), which manifests itself in working compulsively" (p. 322).…”