Coping With an Organizational Merger Over Four Stages

Fugate, Mel; Kinicki, Angelo J.; Scheck, Christine L.

doi:10.1111/j.1744-6570.2002.tb00134.x

Cited by 151 publications

(165 citation statements)

References 63 publications

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“…In the anticipation stage of change, when perceptions of job uncertainty were high and perceptions of personal control were low, job uncertainty had both a direct and indirect effect on emotional exhaustion. The positive and direct association between job uncertainty and emotional exhaustion may be due to issues relating to future job changes being particularly salient as employees anticipate downsizing (Fugate et al, 2002;Schweiger & Denisi, 1991;Pollard, 2001). Although personal control partially mediated its effects, job uncertainty related to these issues continued to have a direct effect on the level of emotional exhaustion during this stage.…”

Section: Discussionmentioning

confidence: 98%

“…Coupled with the often disempowering experience of downsizing (see Mishra & Spreitzer, 1998), these heightened levels of uncertainty can lead to perceptions of a lack of personal control over the future. For instance, Fugate and colleagues (Fugate, Kinicki & Scheck, 2002) found that levels of personal control were lowest during the anticipation stage of a merger, where levels of uncertainty were high because employees were expecting job losses. Personal control increased over time as employees learnt about how the change would affect them.…”

Section: Anticipating Downsizingmentioning

confidence: 99%

“…Personal control increased over time as employees learnt about how the change would affect them. Other research has shown that uncertainty and stress are heightened during the anticipation and implementation stage of change compared to the aftermath (Fugate et al, 2002;Parker et al, 1997;Pollard, 2001). …”

Section: Anticipating Downsizingmentioning

confidence: 99%

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Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Solnet

Paulsen

2006

Journal of Hospitality & Leisure Marketing

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Word Count: 9884 words (including abstract, body and references) 2 AbstractThe present study developed and tested a model of job uncertainty for survivors and victims of downsizing. Data were collected in a public hospital at three times: immediately before the announcement of the redeployment of staff, during the implementation of the downsizing, and towards the end of the official change program. As predicted, employee attitudes improved across the three stages of the change and, despite major job loss and restructuring, survivor levels of job uncertainty and personal control stabilized after the downsizing. Two key differences were found between survivors and victims during the implementation of the downsizing. First, victims of the downsizing reported lower levels of personal control than survivors. Second, the association between job uncertainty and emotional exhaustion was fully mediated by perceptions of control for survivors of downsizing, but only partially mediated for victims. We discuss the implications of our results for strategically managing uncertainty during and after organizational change.

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Section: Discussionmentioning

confidence: 98%

Section: Anticipating Downsizingmentioning

confidence: 99%

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Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Solnet

Paulsen

2006

Journal of Hospitality & Leisure Marketing

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“…First, the framework has been used to explain individual stress responses in settings which are similar, such as a job loss (Hamilton, Hoffman, Broman, & Rauma, 1993;Gowan, Riordan, & Gatewood, 1999), or mergers and acquisitions (Scheck & Kinicki, 2000;Fugate, Kinicki, & Scheck, 2002). Second, from the large number of occupational stress theories, Lazarus' framework of stress and coping (1984) is most suitable to answer our research question.…”

Section: Theoretical Background: Lazarus' Theory Of Stress and Copingmentioning

confidence: 99%

Perceived Post-restructuring Job Insecurity: The Impact of Employees' Trust in one's Employer and Perceived Employability

Arnold¹,

Staffelbach²

2012

German Journal of Human Resource Management: Zeitschrift für Pe

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The aim of this study is to investigate whether trust in one's employer and also perceived employability are able to reduce employees' perceived post-restructuring job insecurity. Both, quantitative job insecurity (insecurity over the continuity of a job) and qualitative job insecurity (insecurity over the continuity of valued aspects of the job) are examined. Based on Lazarus' theory of stress, we predict that employees' trust in their employer, perceived levels of employability and the combination effect impacts employees' perceived post-restructuring quantitative and qualitative job insecurity. Results taken from a sample of 377 employees working in Switzerland who survived restructuring mostly support these hypotheses. In general, employees with a high level of trust in their employer and high level of perceived employability show lower post-restructuring quantitative and qualitative job insecurity. Moreover, results suggest a potentially important role for the multiplicative effects of trust in one's employer and perceived employability regarding the perception of qualitative job insecurity. Implications for both research and practice are discussed. The aim of this study is to investigate whether trust in one's employer and also perceived employability are able to reduce employees' perceived post-restructuring job insecurity. Both, quantitative job insecurity (insecurity over the continuity of a job) and qualitative job insecurity (insecurity over the continuity of valued aspects of the job) are examined. Based on Lazarus' theory of stress, we predict that employees' trust in their employer, perceived levels of employability and the combination effect impacts employees' perceived post-restructuring quantitative and qualitative job insecurity. Results taken from a sample of 377 employees working in Switzerland who survived restructuring mostly support these hypotheses. In general, employees with a high level of trust in their employer and high level of perceived employability show lower post-restructuring quantitative and qualitative job insecurity. Moreover, results suggest a potentially important role for the multiplicative effects of trust in one's employer and perceived employability regarding the perception of qualitative job insecurity. Implications for both research and practice are discussed. Wahrgenommene Arbeitsplatzunsicherheit nach Restrukturierungen: Der Einfluss von arbeitnehmerseitigem Vertrauen in den Arbeitgeber und wahrgenommener Arbeitsmarktfähigkeit

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“…When employees experience the emotions of change they may find the support of others, including their managers, to be beneficial (Fugate et al, 2002). The literature on stress has shown that helpful responses from others, including leaders of change, assist people in coping with demanding experiences (Folkman and Lazarus, 1988;Robinson and Griffiths, 2005).…”

mentioning

confidence: 99%

Follower perceptions of the emotional intelligence of change leaders: A qualitative study

Smollan

Parry

2011

Leadership

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We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers’ emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants’ perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.

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Coping With an Organizational Merger Over Four Stages

Cited by 151 publications

References 63 publications

Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Perceived Post-restructuring Job Insecurity: The Impact of Employees' Trust in one's Employer and Perceived Employability

Follower perceptions of the emotional intelligence of change leaders: A qualitative study

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