Transitions: a Theoretical Model for Occupational Health and Wellbeing

Abstract

Life is change, it involves a constant flow from one temporary state to another. Each of these changes is a transition or "a passage from one state, stage, subject, or place to another" (Transition, 2018). On the surface, an intern in management consulting, an assistant professor approaching tenure review, and a retiring auto worker would not appear to have much in common but each is transitioning in their own way from one stage of their job to another. Yet not all transitions are equally meaningful. For example, when two employees have a routine conversation, there is typically a transition into and out of the dialogue. The employees greet one another, discuss a topic, and then say goodbye. Or when employees engage in a routine commute, they depart their home, travel, and then enter their office building. These micro-transitions (Ashforth et al. 2000) are relatively minor, everyday work transitions that do not result in significant enduring shifts for the employee or organization. In this paper, we focus on relatively meaningful transitions. Meaningful transitions are those transitions that prompt significant subjective change in the lives of individuals. In the case of new employees adjusting to an organization, promoted employees accepting new responsibilities, and retiring employees shifting their focus and identity, these changes are marked by formal signs, typically involving paperwork, job title changes, and financial implications that underscore the significance of these transitions. Teams and organizations also undergo transitions, such as those prompted by shifting structure, policies, or leadership (Ashford 1988). In this paper, we examine theories that contribute to the understanding of transition, identify how transitions may affect health and performance, and propose an occupational health model of transition. We begin by focusing on assumptions underlying

Onboarding new hires: recognising mutual learning opportunities

“…The onboarding experience sets the stage for new hires' expectations about how to behave, connect to other staff members and succeed in the new role. The features, highlights and nature of the onboarding experience serve as signals to the new hire as to what the employer prioritises, what they value and how the new hire will fit into their teams, mission and plans (Adler and Castro, 2019). These signals are sent by peers, managers and professional representatives (Gherardi and Perrotta, 2010; Rodeghero et al , 2021).…”

“…Furthermore, onboarding new team members can also influence the emotional tone and interaction between existing team members. This, in turn, may impact the emotional culture within a team, that is, the affective experience of a team (Adler and Castro, 2019). As a result, employee learning is also prompted by involving teams in the onboarding process.…”

“…Indeed, “onboarding does not just have to be the organization's inculcating new employees in corporate culture. Rather, an individual's entry into the organization can potentially influence that organization” (Adler and Castro, 2019, p. 109). New hires can provide valuable perspectives to recraft the onboarding process.…”

“…Onboarding represents a meaningful transition for employees as they enter new work environments, become part of teams and take on new responsibilities (Adler and Castro, 2019). It introduces new hires to team and organisational practices, processes, policies, and values to support the adjustment and positive early experiences of new hires (Klein and Polin, 2012;Caldwell and Peters, 2018).…”

“…These transitions can vary in terms of content, formality, timing, budgeting, and customisation vs. standardisation. While some transitions are more formal, featuring the paperwork and the necessary training to succeed in the role (Adler and Castro, 2019), more informal onboarding practices are also being employed that are more individualised and less structured.…”