Spiraling work engagement and change appraisals : A three-wave longitudinal study during organizational change

In this longitudinal field study, we examine reciprocal relationships between within-person changes in work engagement and cognitive appraisals of change (threat and challenge) across an organizational merger. Examination of these cyclical relationships provides a more accurate understanding of the complexity of employees' experience of change and a new test of spiraling work engagement and cognitive appraisals. Latent change score modeling is used to analyze 3 waves of longitudinal survey data (N = 623). Our findings showed that engagement mitigated threat appraisals and enhanced challenge appraisals through pre- and postmerger phases. A reciprocal relationship between threat appraisal and engagement was also observed, such that threat fueled decreases in engagement throughout the merger. Challenge appraisal was associated with enhanced work engagement during the first merger phase. This examination advocates managers of change to foster employees' work engagement already prior to change endeavors, along with mitigating threat appraisals throughout organizational change events. Fostering positive challenge appraisals appears to be particularly important for employees' work engagement during times of major changes. Findings suggest that upward spiral of work engagement, as postulated on the basis of the broaden-and-build theory, may be more likely to occur through engagement mitigating negative cognitions (threat) than promoting positive cognitions (challenge).Peer reviewe

Cognitive appraisal as a mechanism linking negative organizational shocks and intentions to leave

The past two decades have seen a significant rise in both frequency and size of mergers and acquisitions in the US, many of which have been associated with considerable interruption of organizational activities and a host of negative outcomes for employees. In this study of 763 US-based airline employees, we identify threat appraisal as a key mechanism explaining the relationship between four change-related variables (quality of change communication, procedural fairness in restructuring, change management history, and anxiety about change) and employee turnover intentions. Results indicate that turnover intentions are influenced by quality of change communication, procedural fairness in restructuring, and anxiety about change as mediated by threat appraisal. We also found that job embeddedness moderated the relationships of quality of change communication and procedural fairness in restructuring with threat appraisal. Our focus on malleable levers of withdrawal offers theoretical and practical insights into how turnover intentions can be influenced

Ticket to ride : I-deals as a strategic HR tool for an employable work force

We describe how idiosyncratic deals (I-deals), in this case I-deals focused on workers' employability enhancement, can serve as a powerful strategic HR tool for simultaneously meeting both the strategic goals of employers and the career goals of employees. Building on a sustainable career perspective, I-deals are interpreted as highly valuable, as they can help individual employees to more easily adapt to the fast-changing environments that nowadays characterize society and the labor market. After theoretical outlines on the concepts of I-deals and employability, we argue that I-deals can form the basis for integrative employment relationships aimed at employability enhancement. This article concludes with concrete recommendations for practice, indicating that in order to enable the sound use of I-deals as a strategic HR tool, organizations should discuss I-deals and employability openly through constructive dialogue. Moreover, examples for achieving this through specific practices, such as working with employability coaches and world cafés on employability, are described. [Abstract copyright: Copyright © 2021 Van der Heijden, Nauta, Fugate, De Vos and Bozionelos.

Organizational behavior : a practical, problem-solving approach

xxxiv, 600 p. ; col. ill. ; 28 cm

Whistle while you work: toward a model of emotional self-leadership

Craig L. Pearce (MEF Author)There has been a growing interest in leader emotion in organizational scholarship. Concomitantly, the body of research on self-leadership continues to expand. Nonetheless, relatively little work has focused on emotional self-leadership. We address this void by exploring intrapersonal and interpersonal aspects of emotional self-leadership and its inherent challenges and opportunities. Specifically, we examine how emotional self-leadership strategies can be used to shape emotional experiences, emotional authenticity, and other work-related outcomes. We offer an emotional self-leadership model, research propositions, and implications for research and practice.WOS:000384834100002Scopus - Affiliation ID: 60105072Social Sciences Citation IndexQ3ReviewUluslararası işbirliği ile yapılan - EVETKasım2016YÖK - 2016-1