Spiraling work engagement and change appraisals: A three-wave longitudinal study during organizational change.

Kaltiainen, Janne; Lipponen, Jukka; Fugate, Mel; Vakola, Maria

doi:10.1037/ocp0000163

Cited by 32 publications

(31 citation statements)

References 107 publications

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“…For the first time, our study shows that work engagement appears to motivate employees to exert higher effort in both task and adaptive work performance, suggesting that engaged employees not only continue to complete the prescribed job tasks in turbulent conditions but also find ways to adapt to the changes (Parker & Griffin, 2011). As one of the few studies examining the benefits of work engagement during organizational changes, our findings provide further rationale for cultivating engagement in turbulent times (see Kaltiainen et al, 2020). Despite the non-significant associations between burnout and adaptivity in our main analyses (Figure 2), our data do not warrant the conclusion that burnout would not have any impact on adaptive performance.…”

Section: Extending the Understanding Of Employee Well-being As A Missmentioning

confidence: 53%

“…Whereas changes at work typically represent a strain to the employees, future organizational change research would benefit from measuring also whether changes are appraised as personally beneficial or harmful by the employees (Kaltiainen et al, 2020). While typically all organizational changes require effort and are thus associated with energy costs, some changes may also be associated with a potential for growth and mastery and thus represent a challenging demand, which can foster positive well-being at work (Crawford et al, 2010).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

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Fostering task and adaptive performance through employee well-being: The role of servant leadership

Kaltiainen

Hakanen

2020

BRQ Business Research Quarterly

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In this study, we provide insights on how servant leadership may promote employee performance. We investigate whether the associations between increases in servant leadership and employees’ task and adaptive performance are mediated by changes in the two antipodes of employee well-being: work engagement and burnout. We utilized a two-wave survey data ( N = 2453) collected from 34 organizations and latent change score modeling as an analytical approach to examine associations among within-person changes. Our findings showed that increased perceptions of servant leadership were associated with increases in work engagement and decreases in burnout. Increases in work engagement were associated with increases in task performance and four subfacets of adaptive performance (i.e., stress management, reactivity, creativity, and interpersonal adaptivity). Decreases in burnout were associated with increases in task performance. Our findings suggest that improved servant leadership practices may foster employees’ task and adaptive performance especially through the promotion of work engagement. JEL CLASSIFICATION: L200 Firm Objectives, Organization, Behavior: General

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Section: Extending the Understanding Of Employee Well-being As A Missmentioning

confidence: 53%

Section: Limitations and Future Researchmentioning

confidence: 99%

Fostering task and adaptive performance through employee well-being: The role of servant leadership

Kaltiainen

Hakanen

2020

BRQ Business Research Quarterly

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“…Evidence has supported that when traditionally measured challenge stressors fluctuate, individuals are less able to anticipate stressors and, as a result, make more hindrance appraisals and less challenge appraisals (Rosen et al, 2020). We contend that future research should investigate anticipation as a mediating mechanism between stressors and appraisal given recent literature that has shown stressors (Rosen et al, 2020) and stress appraisals (Kaltiainen et al, 2019) fluctuate over time. Within a shifted CHM paradigm, we encourage researchers to continue explorations into how and why CHM tenets are supported.…”

Section: Greater Understanding Of Explanatory Mechanismsmentioning

confidence: 91%

“…Recently, work engagement has been examined as a mediating variable in the context of organizational change. Kaltiainen et al (2019) examined how individuals' appraisal of a merger changed over time through latent change score modeling. They found that individuals who initially perceived the merger as threatening were less engaged at work during the merger and experienced a significant increase in threat appraisal as the merger continued to be implemented.…”

Section: Greater Understanding Of Explanatory Mechanismsmentioning

confidence: 99%

A Review of the Challenge-Hindrance Stress Model: Recent Advances, Expanded Paradigms, and Recommendations for Future Research

et al. 2020

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Since its introduction approximately 20 years ago, the Challenge-Hindrance Stress Model (CHM) has been widely accepted both among academic and practitioner audiences. The model posits that workplace stressors can be grouped into two categories. Hindrance stressors will interfere with performance or goals, while challenge stressors contribute to performance opportunities. These two categories of stressors are theorized to exhibit differential relationships with strain, with hindrance stressors being more consistently linked to psychological, physical, or behavioral strain compared to challenge stressors. Despite the popularity of this model, recent evidence suggests that the proposed differential relationship hypothesis has not consistently held true for all types of strain. Thus, a reexamination or modification of this paradigm is clearly warranted. In the present review, we describe existing evidence surrounding the CHM and describe the rationale for a shifting paradigm. We outline recent advances in research using the CHM, such as novel moderators and mediators, the need to explicitly measure challenge and hindrance appraisal and differentiate between hindrance and threat appraisal, the dynamic nature of these appraisals over time, and the recognition that a single stressor could be appraised simultaneously as both a challenge and a hindrance. Finally, we provide recommendations and future research directions for scholars examining stress and stress management through a CHM lens, including recommendations related to study design, the measurement of stressors, the integration of CHM with other models of stress, and interventions for stress management.

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“…Empirically, a few studies have begun to address this issue. For example, Kaltiainen et al (2019) reported evidence for a reciprocal relationship between work engagement and change-related challenge and hindrance appraisals. Similarly, Fugate and Soenens (2018) found that challenge and hindrance appraisals were, respectively, positively and negatively related to change-supportive behaviors (i.e.…”

Section: Introductionmentioning

confidence: 99%

A dual model of coping with and commitment to organizational change: the role of appraisals and resources

Mukerjee

Montani

Vandenberghe

2021

JOCM

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PurposeOrganizational change is usually stressful and destabilizing for employees, for whom coping with the induced stress is primordial to commit to the change. This paper aims to unravel how and when change recipients can enact different coping strategies and, ultimately, manifest different forms of commitment to change.Design/methodology/approachWe propose a theoretical model that identifies challenge appraisal and hindrance appraisal as two primary appraisals of organizational change that fuel, respectively, proactive and preventive coping strategies and, indirectly, affective and normative forms of commitment to change. Moreover, this framework suggests that coping strategies and commitment are influenced by the secondary appraisal of two vital resources – resilience and POS – allowing individuals to react effectively to primary change-related appraisals. Finally, the relationship between coping strategies and the components of commitment to change is proposed to be moderated by employees' regulatory focus.FindingsUsing appraisal theory and conservation of resources theory as guiding frameworks, our integrated model describes the antecedents, processes and boundary conditions associated with coping with the stress of organizational change and how they ultimately influence commitment to it.Originality/valueThis is the first theoretical paper to identify a conditional dual path to disclose the different reactions that change recipients can manifest in response to the stressful aspects of organizational change.

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Spiraling work engagement and change appraisals: A three-wave longitudinal study during organizational change.

Cited by 32 publications

References 107 publications

Fostering task and adaptive performance through employee well-being: The role of servant leadership

Fostering task and adaptive performance through employee well-being: The role of servant leadership

A Review of the Challenge-Hindrance Stress Model: Recent Advances, Expanded Paradigms, and Recommendations for Future Research

A dual model of coping with and commitment to organizational change: the role of appraisals and resources

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