The role of psychological climate in facilitating employee adjustment during organizational change

By Angela J. Martin, Elizabeth Jones, Victor Callan. 2005

232 citations recorded by the source corpus.

The current research tested a theoretical model of employee adjustment during organizational change based on Lazarus and Folkman's (1984) cognitive-phenomenological framework. The model hypothesized that psychological climate variables would act as coping resources and predict improved adjustment during change. Two variations of this model were tested using survey data from two different organizational samples: 779 public hospital employees and 877 public sector employees. Confirmatory factor analyses and structural equation analyses were conducted in order to evaluate the models. Results showed that employees whose perceptions of the organization and environment in which they were working (that is, psychological climate) were more positive, were more likely to appraise change favourably and report better adjustment in terms of higher job satisfaction, psychological well-being, and organizational commitment, and lower absenteeism and turnover intentions.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bd23dc7d7022d8902c25d4a0f6f9d79ff933ae8a

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Organisational change and employee burnout: The moderating effects of support and job control (2017, background): “Supervisor support tends to be associated with lower emotional exhaustion (e.g., Cunningham et al., 2002) and improved psychological well-being (Martin et al., 2005) during times of change.”
Positive Psychology in the Workplace (2010, background): “How employees perceive their organizations (i.e., the psychologic climate), can influence their acceptance of organizational change (Gagne et al. 2006), their adjustment, defined as higher job satisfaction, psychologic wellbeing, and organizational commitment ( Martin et al. 2005 ).”
A trust‐based approach to promote employees' openness to organizational change in Turkey (2008, background): “Yet, little research attention has been paid to the development and test of theory-based models of the psychological experiences of employees during organizational change (Martin et al., 2005).”
Workplace spirituality and organizational commitment: an empirical study (2008, background): “A spiritually-rich workplace, on the contrary, may stimulate employees to form more positive perceptions of the organization and, thus, to appraise change more favourably and to achieve better adjustment through higher job satisfaction, psychological well-being, and organizational commitment, and lo”
Psychological climate and individual factors as antecedents of work outcomes (2008, background): “We think that psychological climate and perceived self-efficacy can be considered to be commensurate measures insofar as they can both be characterized as ‘‘resources’’ (or determinants) of behaviour: climate as an environmental resource (Martin et al., 2005) and 48 D’AMATO AND ZIJLSTRA”
Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors (2008, background): “Martin, Jones, and Callan (2005) have recently extended Lazarus and Folkman’s (1984) research on stress and coping to show that employee perceptions of organizational climate affect their appraisals and emotions, which affect their organizational commitment, job satisfaction, and absenteeism.”
Employee perceptions of organizational change: impact of hierarchical level (2008, unknown): “organizational change (Martin et al., 2005).”
Personal Resources and Work Engagement in the Face of Change (2010, background): “For example, Martin, Jones, and Callan (2005) found a relationship between psychological climate and adjustment indicators (well-being, job satisfaction, commitment, absenteeism, and turnover intention).”
Change Recipients’ Reactions to Organizational Change (2011, methodology): “…(2006); Parsons et al. (1991); Peach et al. (2005); Spreitzer and Mishra (2002) Tenure Begley and Czajka (1993); Coyle-Shapiro (1999); Coyle-Shapiro (2002); Hornung and Rousseau (2007); Iverson (1996); Kiefer (2005); Madsen et al. (2005); Martin et al. (2005); Morgeson et al. (continued) Table 3.”