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

Source avec lien : Journal of Occupational Health Psychology, 25(4), juin 2020. 10.1037/ocp0000163

Dans cette étude de terrain longitudinale, nous examinons les relations réciproques entre les changements intra-personnels dans l’engagement au travail et les évaluations cognitives du changement (menace et défi) dans le cadre d’une fusion organisationnelle… Cet examen préconise que les gestionnaires du changement encouragent l’engagement des employés au travail déjà avant les efforts de changement, tout en atténuant les évaluations des menaces tout au long des événements de changement organisationnel. La promotion d’une évaluation positive des défis semble être particulièrement importante pour l’engagement des employés au travail en période de changements majeurs.

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). (PsycInfo Database Record (c) 2020 APA, all rights reserved).

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