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

Lindorff, Margaret and Worrall, Les and Cooper, Cary (2011) Managers' well-being and perceptions of organizational change in the UK and Australia. Asia Pacific Journal of Human Resources, 49 (2). pp. 233-254. ISSN 1038-4111

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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.

Item Type:
Journal Article
Journal or Publication Title:
Asia Pacific Journal of Human Resources
Uncontrolled Keywords:
/dk/atira/pure/subjectarea/asjc/1400/1407
Subjects:
ID Code:
51572
Deposited By:
Deposited On:
22 Nov 2011 15:19
Refereed?:
Yes
Published?:
Published
Last Modified:
01 Jul 2020 09:47