Capturing the positive experience of change: antecedents, processes, and consequences

Abstract

Capturing the positive experience of change: antecedents, processes, and consequences New ownership, downsizing, restructuring, mergers, virtual relationships, and outsourcing are just a few common types of organizational change employees now experience throughout their careers. The impact on employees is often extreme, as many of these changes result in job loss and career dislocations. And whatever the source of change, the situation has been seriously exacerbated by the Great Recession that began in late 2007. For instance, in the US more than 8 million jobs were eliminated, and as of May 2011 more than 11 million people 25 years and older were unemployed (Bureau of Labor Statistics, 2011). Unofficial estimates put this number over 14 million (Zuckerman, 2011)! While the situational (e.g., competitive and economic) sources of change greatly vary, the differences in individual reactions to change exhibit even greater diversity. For any given change in a particular organization, some employees react negatively and suffer tremendous stress and negative health consequences (e.g., upset stomach and trouble sleeping – Begley and Czajka, 1993; and Chapter 4 in this volume), while others react positively and view change as an opportunity for development and advancement (Oreg, 2003). The overarching focus of this chapter, and a major theme of this book, is to explain the causes of differences in individual’s reactions to change. This is done by exploring positive person and situation antecedents of change, and explaining how these are then linked to specific outcomes via employees’ cognitive appraisals of organizational change (see Figure 2.1). The antecedentprocessoutcome perspective utilized in this chapter is in part based on classic notions of systems theory and management (e.g., Kast and Rosenzweig, 1972). The premise is that control over inputs (and processes) is a means for managing outcomes. Considering these factors collectively also provides a comprehensive and practical understanding of employees’ experience of organizational change.

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