Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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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 -