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Nella loro carriera lavorativa tutti, prima o poi, sperimentano cambiamenti organizzativi. Il modo in cui le persone fanno fronte e reagiscono ai cambiamenti che incontrano nelle loro carriere e nella vita in generale dipende da molti fattori e da molte circostanze. È stato mostrato che un fattore importante del modo in cui i dipendenti reagiscono a un cambiamento organizzativo è la percezione e la valutazione del cambiamento stesso – se come una minacciao come un’opportunità. Quando il cambiamento è percepito come qualcosa di stressante, le persone tendono ad assumere un atteggiamento difensivo e a mettere in atto vari meccanismi di difesa per affrontare la situazione. Se invece il cambiamento è interpretato positivamente, e c’è la speranza che certi desideri e certe aspettative troveranno realizzazione, le persone possonoaccogliere con favore il cambiamento e possono anche contribuire ad esso. Poiché la maggior parte delle persone sembra preferire la prevedibilità, la sicurezza e la stabilità quando si tratta del proprio impiego e della propria situazione lavorativa, i cambiamenti organizzativi tendono a essere vissuti,almeno in una certa misura, come una fonte di stress. Questo capitolo illustra i modelli correnti del cambiamento organizzativo e ne descrive diversi tipi, soffermandosi sugli elementi più importanti per comprendere e spiegare imodi in cui le persone li interpretano e reagiscono ad essi.

This study aimed to understand the association between leader–member exchange (LMX) and employee job insecurity. We proposed that LMX quality may foster a sense of organizational insider status, which could reduce the perception of job insecurity. Moreover, the extent to which employees identify their supervisor with the organization (i.e. the extent of supervisor organizational embodiment, SOE) and the variation in LMX quality within the work group (i.e. LMX differentiation) were theorized to be moderators of the effect of LMX quality on perceived organizational insider status. Time-lagged data were collected from a sample of 186 Chinese employees working in 31 work groups. The results indicated that perceived organizational insider status mediated the relationship between LMX quality and job insecurity and that SOE moderated the effect of LMX quality on perceived organizational insider status such that the effect was stronger when SOE was high (vs. low). However, we did not find support for the moderating effect of LMX differentiation. This study provides new insights into the underlying mechanism and boundary conditions of the association between LMX quality and job insecurity, a typical stressor for many present-day workers.

This study aimed to understand the association between leader–member exchange (LMX) and employee job insecurity. We proposed that LMX quality may foster a sense of organizational insider status, which could reduce the perception of job insecurity. Moreover, the extent to which employees identify their supervisor with the organization (i.e. the extent of supervisor organizational embodiment, SOE) and the variation in LMX quality within the work group (i.e. LMX differentiation) were theorized to be moderators of the effect of LMX quality on perceived organizational insider status. Time-lagged data were collected from a sample of 186 Chinese employees working in 31 work groups. The results indicated that perceived organizational insider status mediated the relationship between LMX quality and job insecurity and that SOE moderated the effect of LMX quality on perceived organizational insider status such that the effect was stronger when SOE was high (vs. low). However, we did not find support for the moderating effect of LMX differentiation. This study provides new insights into the underlying mechanism and boundary conditions of the association between LMX quality and job insecurity, a typical stressor for many present-day workers.

Organizational changes are becoming a common response to financial and operational needs. The changes may be systematic and gradual or dramatic and sudden in an attempt to face various business demands. Different types of organizational changes are discussed in this chapter, focusing on the impact they may have on employees. One factor affecting employees' reactions to an organizational change is how the change is perceived and appraised – whether as a threat or as an opportunity. Individuals' health, well-being, and work-related attitudes may all be impacted, potentially carrying with it negative consequences for the organization as well as the individuals. Various individual and organizational factors that can influence the strength of the consequences of organizational change are also presented. These include individual factors such as personality, coping strategies, social status, and demographic characteristics as well as organizational factors such as organizational justice, opportunities for participation, and social support.

Organizational changes are becoming a common response to financial and operational needs. The changes may be systematic and gradual or dramatic and sudden in an attempt to face various business demands. Different types of organizational changes are discussed in this chapter, focusing on the impact they may have on employees. One factor affecting employees’ reactions to an organizational change is how the change is perceived and appraised - whether as a threat or as an opportunity. Individuals’ health, well-being, and work-related attitudes may all be affected, potentially carrying with it negative consequences for the organization as well as the individuals. Various individual and organizational factors that can influence the strength of the consequences of organizational change are also presented. These include individual factors such as personality, coping strategies, social status, and demographic characteristics as well as organizational factors such as organizational justice, opportunities for participation, and social support.

The Job Demands-Resources (JD-R) model proposes that employee health and performance are dependent upon direct and interacting perceptions of job demands and job resources. The JD-R model has been tested primarily with small, cross-sectional, European sam

On the basis of conservation of resources theory (Hobfoll, 1989) and the resource-gain-development perspective (Wayne, Grzywacz, Carlson, & Kacmar, 2007), this paper examines the differential impact of specific social resources (supervisory support and fa

Based on Greenhaus and Powell's (2006) theory of work-family enrichment and the job demands-resources (JD-R) model, this article proposes a model outlining the differential impact of specific social resources (supervisor support and family support) on specific types of affect (job satisfaction and family satisfaction respectively), which, in turn, influences work-to-family enrichment and family-to-work enrichment, respectively. A sample of 287 Chinese workers completed questionnaires in a three-wave longitudinal survey. The model was tested with structural equation modeling techniques. The results showed that job satisfaction at Time 2 partially mediated the relationship between Time 1 supervisor support and Time 3 work-to-family enrichment; whereas family satisfaction at Time 2 partially mediated the relationship between Time 1 family support and Time 3 family-to-work enrichment. Implications for future research and practice are discussed.

This article proposes a theoretical model of work-family enrichment and tests the mediating role of work engagement. The inclusion of work engagement extends prior research on work-family interface, and allows for examination of the effects of role resources (job resources, family support) on work-family enrichment. A two-wave survey was conducted among a matched sample of 786 employees in China. The model was tested with structural equation modeling techniques. The results showed that work engagement was the most proximal predictor of work-family enrichment. Work engagement fully mediated the relationship between family-friendly organizational policies and work-family enrichment, and also between job autonomy and family-work enrichment. Further, work engagement partially mediated the relationships between two job resources (supervisor support, job autonomy) and work-family enrichment, and also between family support and family-work enrichment. No difference was found in gender and marital status in the proposed model. Implications for future research and practices are discussed.