The Psychology of Organizational Change Viewing Change from the Employee’s Perspective

In a rapidly changing world, with constantly shifting dynamics, organizational change may prove essential if businesses are to continue to succeed. The majority of research on organizational change adopts a macro outlook, focusing on strategic issues from the perspective of the organization and its management. In this volume we undertake a micro perspective, focusing on the individual and, more specifically, the importance of the employees and their reactions to organizational change. This focus expands our understanding of why change initiatives frequently fail. The Psychology of Organizational Change constitutes an essential resource for scholars, students, and practitioners in the field of organizational change and development who strive to understand how to make change work not only for the organization, but also for its members.

Part I. Introduction: 1. Introduction Shaul Oreg, Rune Todnem By and Alexandra Michel; 2. Capturing the positive experience of change: antecedents, processes, and consequences Mel Fugate; Part II. The Nature of Employees' Reactions to Change: 3. Commitment to organizational change: theory, research, principles, and practice John P. Meyer and Leah K. Hamilton; 4. Reactions to organizational change: an integrated model of health predictors, intervening variables, and outcomes Alexandra Michel and M. Gloria González-Morales; Part III. Predicting Employees' Reactions to Change: Individual Factors: 5. Reactions to organizational change from an individual differences perspective: a review of empirical research Maria Vakola, Achilles Armenakis and Shaul Oreg; 6. Employee adaptability to change at work: a multidimensional, resource-based framework Karen van Dam; Part IV. Predicting Employees' Reactions to Change: Organizational Factors: 7. When leadership meets organizational change: the influence of the top management team and supervisory leaders on change appraisals, change attitudes, and adjustment to change Alannah E. Rafferty, Nerina L. Jimmieson and Simon Lloyd D. Restubog; 8. Anticipatory (in)justice and organizational change: understanding employee reactions to change Rashpal K. Dhensa-Kahlon and Jacqueline A. M. Coyle-Shapiro; Part V. The Role of Communication within the Process of Change: 9. Quality change communication and employee responses to change: an investigation of the moderating effects of individual differences in an experimental setting Nerina L. Jimmieson, Alannah E. Rafferty and James E. Allen; 10. Rumors during organizational change: a motivational analysis Prashant Bordia and Nicholas DiFonzo; Part VI. The Interplay between Change and the Organization: 11. Change and fit, fit and change Steven Caldwell; 12. Organizational identification and organizational change Frank Drzensky and Rolf van Dick; Part VII. Conclusion and Commentary: 13. Commentary: change processes and action implications Richard W. Woodman and Jean M. Bartunek.

Shaul Oreg is an Associate Professor of Organizational Behavior at the Jerusalem School of Business Administration of the Hebrew University.
Alexandra Michel is an Assistant Professor in Work and Organizational Psychology at the University of Heidelberg.
Rune Todnem By is Academic Group Leader (Organisational Behaviour, Leadership and Change) at Staffordshire University Business School.