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Research Companion to Organizational Health Psychology

Edited by Alexander-Stamatios G. Antoniou and Cary L. Cooper

This timely Research Companion is essential reading to advance the understanding of healthy behaviours within working environments and to identify problems which can be the cause of illness. Containing both theoretical and empirical contributions written by distinguished academics working in Europe, North America and Australia, the book covers leading edge topics ranging from current theories of stress, stress management, and stress in specific occupational groups, such as doctors and teachers, to the relationship of stress with well-being. It provides systematic approaches towards practical actions and stress interventions in working environments and a solid theoretical framework for future research. It will be an essential companion to research on psychology and medicine as well as stress.
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Chapter 1: The Role of Event Characteristics and Situational Appraisals in the Prediction of Employee Adjustment to Change and Change Implementation Success

Nerina L. Jimmieson


Nerina L. Jimmieson Organizational change is typically activated by a relevant environmental shift that, once recognized by the organization, leads to an intentionally generated response (Porras and Silvers, 1991). In this respect, organizational change is intended to alter key organizational variables that then have an impact on the members of the organization and their work-related behaviors. Similarly, Van de Ven and Poole (1995) described change as an empirical observation of difference in form or state over time in an organizational entity. The entity may be a product or service, an individual’s job, a work group, or the overall strategy for an organization. Thus organizational change can be viewed as a critical event, which has the potential to evoke stress reactions and other negative consequences in employees. In this respect, employees are confronted with a unique set of workplace stressors resulting from a changing work environment. As organizational change by its very nature is not linear, the most frequent psychological state resulting from organizational change is that of uncertainty (see Ashford, 1988; Begley, 1998; Callan, 1993; Carnall, 1986; Gemmil and Smith, 1985; Jick, 1985; Nelson et al., 1995; Olson and Tetrick, 1988; Sagie and Koslowsky, 1994; Schweiger and Ivancevich, 1985; Sverke et al., 1997). Employees are likely to experience uncertainty about many different facets of their job during times of organizational change. For instance, Shaw et al., (1993) argue that role stress is likely to result from uncertainty associated with organizational change. Role conflict may be particularly prevalent...

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