Employee perceptions of organizational change: impact of hierarchical level
By Liz Jones, B. Watson, E. Hobman, P. Bordia, C. Gallois, Victor Callan. 2008
123 citations recorded by the source corpus.
Purpose – The purpose of this paper is to examine the influence of organizational level on employees' perceptions and reactions to a complex organizational change involving proposed work force redesign, downsizing and a physical move to a new hospital.Design/methodology/approach – Participants included executives, supervisory and non‐supervisory staff in a major tertiary hospital. Recorded in‐depth interviews were conducted with 61 employees about the positive and negative aspects of the change.Findings – A total of 12 themes were identified from content coding, including emotional responses and attitudes toward the change, issues about the management of the change process and about change outcomes. Supervisory and non‐supervisory staff referred more to conflict and divisions, and expressed more negative attitudes toward the change, than did executives. Executives and supervisory staff focused more on planning challenges and potential outcomes of the change than did non‐supervisory staff. Finally, compare...
Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology
View Paper: https://www.semanticscholar.org/paper/0e172132aec832ed0141d9f997f8397094ef4922
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In Organizational Behavior and Human Resource Management
- Rolf van Dick
- Mark G. Ehrhart
- J. Kang
- Gregory A. Aarons
- M. Susan Taylor
- N. Hill
- Myeong-gu Seo
- Dirk van Dierendonck
In Radiological and Ultrasound Technology
Citations in the corpus
- Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership (2012, background): “However, these scholars have generally focused on the content or nature of information developed and disseminated by top management rather than how such information is received and understood by employees in different structural positions in the organization, and how such asymmetry in perceptions of”
- The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “…has indicated that leaders may be more likely to exhibit negative attitudes toward change than employees at other levels of the organization (L. Jones et al., 2008; Svensen, Neset, & Eriksen, 2007), which underscores the importance of research focusing on the potential influence of leaders’…”
- Navigating Organizational Change: Change Leaders, Employee Resistance and Work-based Identities (2009, background): “Jones and colleagues (Jones et al., 2008), for instance, found that executives and supervisory staff refer more to outcomes of change compared to non-supervisory staff, whereas supervisory and non-supervisory staff express more negative attitudes and focus more on conflicts than executives.”