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Abstract

Organizational change is a widespread phenomenon; whether it be downsizing, restructuring, or a change in geographical location, changes affect the people involved in many ways. This research is aimed at assessing how such changes affect the members of organizations in both the private and the public sector. This information was collected from those at the top level who may have had a hand in the decision-making process and the planning of the change, as well as from those who work in the changing environment. A model of organizational change and stress is proposed and empirically investigated. Role conflict, role ambiguity, job satisfaction, expected value of change and their impact on stress was explored in five organizations undergoing different degrees of organizational change. Multiple regression and path analyses identified three alternative models.

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Organizational Change,Stress and Job Satisfaction: Three Empirically Derived Models

Abstract

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References