Excessive change and coping in the working population

Abstract

International audiencePurpose Two complementary objectives are addressed in this article. First, several studies are introduced based on the assumption that organizational change is now excessive. We propose an operational definition to change excessiveness, and we assess whether it is a generalized phenomenon at a societal level. Second, these studies are habitually mobilizing coping theories to address their purpose. However, an integrated model of coping, including appraisals and coping reactions toward change is still to be tested. Thus, our assessment is anchored in an application of the Stimulus-Response Theory of Coping. Design/methodology/approach A quantitative study is conducted by administering questionnaires to a nation-wide representative sample (n = 1002). Anderson and Gerbing (1991) two-step approach is used to validate the study and tests its hypothesized model. Change excessiveness is measured in order to observe if it’s a generalized phenomenon in the working population. Its effects on coping are modelled through the fully mediated Stimulus-Response Theory of Coping (SRTC). Therefore, our hypothetical model predicted that the relationships between the perception of excessive change contexts and negative coping reactions is fully mediated by negative appraisals toward change contexts. Findings Perceptions of excessive change is a normally distributed and a statistically centralized phenomenon. As hypothesized, an SEM test of the SRTC shows a full mediation effect of negative appraisal between change intensity and negative coping to change. Originality/value This article empirically tests a nation-wide sample where organizational change may be too excessive for individuals' positive coping. It is the first to generalize the observation of change excessiveness as perceived by employees to a nation-wide level. Moreover, it addresses the gap between change excessiveness and coping theories in modelling the Stimulus-Response Theory of Coping through its three components: event, appraisals, and coping reactions. Finally, it presents managerial discussions toward the strategic necessity for organizational change and its potential "too-much-of-a-good-thing" effect

Coping and compromise: a qualitative study of how primary health care providers respond to health reform in China

“…Health reform policies in China seldom consider workers’ opinions, and consequent job changes are often beyond what PHC providers can improve [ 46 – 48 ]. Third, when excessive changes were brought into the work, negative coping rather than problem-focused coping is more likely to develop, including resistance, withdrawal, and expressed cynicism [ 49 ].…”

Change fatigue: The frontline nursing experience of large‐scale organisational change and the influence of teamwork

“…These ongoing large‐scale changes in the health industry, coupled with ongoing fiscal review and reform of clinical services, are important for effective, efficient and safe use of health resources (Szumilas, ). This pace of change can have unintended consequences for the workforce and health care organisation if the perception of ongoing change appears excessive (Johnson, Bareil, Giraud, & Autissier, ; Smollan, ). Change fatigue is a phenomenon that represents the overwhelming feeling of stress, exhaustion and burnout associated with rapid and continuous change in the workplace (McMillan & Perron, ).…”

“…Paradigms of workplace stress give plausible explanation for the variation in the individual's perception, response and adaptation to change. Theories such as Lazarus and Folkman's Demand Resource Model (1984), and Dewe and Alvin's Stimulus Response theory of coping () outline how the individual perceives and interprets the context of their environment, and how a negative response to change may occur if the perception of change demand exceeds the individual's ability to cope (Johnson et al, ). These paradigms provide the rationale for the majority of change strategies, which target personal, environmental and social supports to build resilience.…”

“…change appears excessive (Johnson, Bareil, Giraud, & Autissier, 2016;Smollan, 2015). Change fatigue is a phenomenon that represents the overwhelming feeling of stress, exhaustion and burnout associated with rapid and continuous change in the workplace (McMillan & Perron, 2013).…”

“…Change fatigue is a phenomenon that represents the overwhelming feeling of stress, exhaustion and burnout associated with rapid and continuous change in the workplace (McMillan & Perron, 2013). The concepts of "change fatigue" and "excessive change" appear within the literature pertaining to a variety of industries and identify the adverse effects of repeated or poorly managed change initiatives, or where changes are implemented without opportunity for a period of recovery or stabilization (Bernerth, Walker, & Harris, 2011;Brown, 2016;Ead, 2015;Johnson et al, 2016;McMillan & Perron, 2013;Stensaker & Meyer, 2012;Vestel, 2013;Winter, 2013). Change Fatigue can develop over time and has a compounding effect on existing change stressors, produces symptoms of fatigue and burnout, affects team commitment, staff wellbeing and quality of patient care (Bernerth et al, 2011;Ead, 2015;McMillan & Perron, 2013;Szumilas, 2015).…”