Explaining employees' evaluations of organizational change with the job‐demands resources model

Ij. Hetty van Emmerik · Arnold B. Bakker · Martin Euwema

101 citations0/0 files storedCareer Development International

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Job Satisfaction and Organizational Behavior Organizational Change and Leadership Organizational Management and Change

Abstract

Purpose Departing from the Job Demands‐Resources (JD‐R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach Participants were 818 faculty members within six faculties of a Dutch university. Data were analyzed using multilevel analyses with faculty as the grouping variable. Findings For the job demands, results show that emotional demands, but not workload, are negatively related to more favorable evaluations of organizational change. Regarding job resources, results show that support from the supervisor, job control, and opportunities for professional development is associated with more favorable evaluations of organizational change. Moreover, job control and support from the supervisor buffered the negative relationship between emotional demands and favorable evaluations of organizational change. Research limitations/implications One of the clear implications of this study is that organizations should try to provide their employees with adequate resources together with the ascertaining of jobs with low job demands such that people can fulfill their job without severe adverse working outcomes. If it is impossible to reduce or optimize specific demands, additional job resources should be provided. Originality/value The finding that job resources are important in shaping evaluations of organizational change perceptions is consistent with the idea that employees with enough resources will be motivated to do their job and to be motivated to participate in change processes. Employees, who perceive their work environment and their job as highly resourceful, are more likely to anticipate into a pending change effort.

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References

2001The job demands-resources model of burnout.1979Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign 2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1986Perceived organizational support.2017Perceived Organizational Support 2008Towards a model of work engagement 2004Using the job demands‐resources model to predict burnout and performance

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