Participation in change, job characteristics, and hedonic well‐being of senior public managers: The moderation effect of change information

Abstract

This study contributes to Hobfoll's Conservation of Resources theory by testing a moderated mediation model of the relationship between participation in change and senior managers' hedonic well-being. Using data collected from 266 Australian senior managers employed in the Commonwealth and State public sector, we tested the interaction of participation in change and change information with job satisfaction, an example of hedonic well-being at work. Findings from the path analysis produced two new insights. First, both participation in change and information about change are key resources that senior managers can deploy to protect and enhance their job satisfaction. Second, information about change has a buffering effect on the indirect relationship between participation in change and job satisfaction through job control. These two findings have practical implications indicating that it is important to train and equip senior managers in the adoption of effective strategies to acquire job resources in assisting them deal with change induced job demands.

Differences and similarities between leaders and nonleaders on psychological distress, well-being, and challenges at work.

“…People in leadership positions at work (team leaders and senior leaders) reported higher flourishing and life satisfaction and lower psychological distress compared with their team members, a pattern that appears to be influenced by numerous differences between the experiences of leaders and nonleaders in the workplace. Whereas leaders reported higher work demands and lower peer support than their team members, they also reported higher job autonomy, consistent with previous research and in line with theoretical propositions (e.g., job-demand-control-support model; Karasek & Theorell, 1990; Li et al, 2018; Teo et al, 2020; Tetrick et al, 2000). Each of these workplace factors explain, at least partly, the relationship between leadership status and outcomes (flourishing, life satisfaction, and psychological distress) according to mediation models.…”

“…While leaders report higher work demands and lower peer support than their team members, they also report higher job autonomy, consistent with previous research and in line with theoretical propositions (e.g. Job Demand Control Support model: Karasek & Theorell, 1990;Li et al, 2018;Teo et al, 2020;Tetrick et al, 2000). Each of these workplace factors explain, at least partly, the relationship between leadership status and outcomes (flourishing, life satisfaction and psychological distress) according to mediation models.…”

“…Although the available evidence suggests that leadership leads to greater overall well-being and lower stress (Keloharju et al, 2020;Li et al, 2018;Sherman et al, 2012), it appears that leaders face different challenges at work, on average, compared with nonleaders. Studies suggest they are more susceptible to workload demands, for example, while also benefiting from greater autonomy (Li et al, 2018;Teo et al, 2020). In line with the JDCS model and COR theory, job control may be one useful resource that protects the well-being of leaders in the face of heightened work demands (Hobfoll et al, 2018;Karasek & Theorell, 1990).…”

“…Studies suggest they are more susceptible to workload demands, for example, while also benefitting from greater autonomy (Li et al, 2018;Teo et al, 2020). In line with the Job-Demand-Control-Support model and Conservation of Resources theory, job control may be one useful resource that protects the wellbeing of leaders in the face of heightened work demands (Hobfoll et al, 2018;Karasek & Theorell, 1990).…”

Organizational social commitment and employee well-being: illustrating a construct mining approach in R

“…The latter refers to human growth and harmonious functioning within the workplace [26][27][28]. Thus, job satisfaction is a recognized manifestation of hedonic well-being [29][30][31]. Likewise, social interactions and intrapersonal factors are facets of eudaemonic well-being [26].…”