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Managers' well-being and perceptions of organizational change in the UK and Australia

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Managers' well-being and perceptions of organizational change in the UK and Australia. / Lindorff, Margaret; Worrall, Les; Cooper, Cary.
In: Asia Pacific Journal of Human Resources, Vol. 49, No. 2, 06.2011, p. 233-254.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Lindorff, M, Worrall, L & Cooper, C 2011, 'Managers' well-being and perceptions of organizational change in the UK and Australia', Asia Pacific Journal of Human Resources, vol. 49, no. 2, pp. 233-254. https://doi.org/10.1177/1038411111400264

APA

Lindorff, M., Worrall, L., & Cooper, C. (2011). Managers' well-being and perceptions of organizational change in the UK and Australia. Asia Pacific Journal of Human Resources, 49(2), 233-254. https://doi.org/10.1177/1038411111400264

Vancouver

Lindorff M, Worrall L, Cooper C. Managers' well-being and perceptions of organizational change in the UK and Australia. Asia Pacific Journal of Human Resources. 2011 Jun;49(2):233-254. doi: 10.1177/1038411111400264

Author

Lindorff, Margaret ; Worrall, Les ; Cooper, Cary. / Managers' well-being and perceptions of organizational change in the UK and Australia. In: Asia Pacific Journal of Human Resources. 2011 ; Vol. 49, No. 2. pp. 233-254.

Bibtex

@article{744bb6ac7bdd4b2da2768bf67443b6a0,
title = "Managers' well-being and perceptions of organizational change in the UK and Australia",
abstract = "This paper examines the well-being and perceptions of organizational change of 1560 UK and 1414 Australian managers using the frame of psychological contract theory. We hypothesize change, particularly hard change which includes cost-cutting, redundancies and delayering, has the potential to breach relational psychological contracts, thus causing reduced well-being for managers, reduced employee job security and loyalty, and competence loss, reduced effectiveness, profitability and performance for organizations. The results support these hypotheses, and demonstrate all change is difficult, but hard change is most detrimental. Directors are more positive than lower level managers about their job and organization, and are more positive about change. Negative effects of change are strongest in the public sector and Australian managers are more satisfied than UK managers with their job and the organization they work within. The role of the psychological contract, and implications for human resources, are considered.",
keywords = "Well-being, organizational change, psychological contract, PSYCHOLOGICAL CONTRACT, PUBLIC-SECTOR, EMPLOYMENT RELATIONSHIP, SOCIAL ACCOUNTS, CONSEQUENCES, MODEL",
author = "Margaret Lindorff and Les Worrall and Cary Cooper",
year = "2011",
month = jun,
doi = "10.1177/1038411111400264",
language = "English",
volume = "49",
pages = "233--254",
journal = "Asia Pacific Journal of Human Resources",
issn = "1038-4111",
publisher = "SAGE Publications Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - Managers' well-being and perceptions of organizational change in the UK and Australia

AU - Lindorff, Margaret

AU - Worrall, Les

AU - Cooper, Cary

PY - 2011/6

Y1 - 2011/6

N2 - This paper examines the well-being and perceptions of organizational change of 1560 UK and 1414 Australian managers using the frame of psychological contract theory. We hypothesize change, particularly hard change which includes cost-cutting, redundancies and delayering, has the potential to breach relational psychological contracts, thus causing reduced well-being for managers, reduced employee job security and loyalty, and competence loss, reduced effectiveness, profitability and performance for organizations. The results support these hypotheses, and demonstrate all change is difficult, but hard change is most detrimental. Directors are more positive than lower level managers about their job and organization, and are more positive about change. Negative effects of change are strongest in the public sector and Australian managers are more satisfied than UK managers with their job and the organization they work within. The role of the psychological contract, and implications for human resources, are considered.

AB - This paper examines the well-being and perceptions of organizational change of 1560 UK and 1414 Australian managers using the frame of psychological contract theory. We hypothesize change, particularly hard change which includes cost-cutting, redundancies and delayering, has the potential to breach relational psychological contracts, thus causing reduced well-being for managers, reduced employee job security and loyalty, and competence loss, reduced effectiveness, profitability and performance for organizations. The results support these hypotheses, and demonstrate all change is difficult, but hard change is most detrimental. Directors are more positive than lower level managers about their job and organization, and are more positive about change. Negative effects of change are strongest in the public sector and Australian managers are more satisfied than UK managers with their job and the organization they work within. The role of the psychological contract, and implications for human resources, are considered.

KW - Well-being

KW - organizational change

KW - psychological contract

KW - PSYCHOLOGICAL CONTRACT

KW - PUBLIC-SECTOR

KW - EMPLOYMENT RELATIONSHIP

KW - SOCIAL ACCOUNTS

KW - CONSEQUENCES

KW - MODEL

U2 - 10.1177/1038411111400264

DO - 10.1177/1038411111400264

M3 - Journal article

VL - 49

SP - 233

EP - 254

JO - Asia Pacific Journal of Human Resources

JF - Asia Pacific Journal of Human Resources

SN - 1038-4111

IS - 2

ER -