Under the shadow of looming change: linking employees' appraisals of organisational change as a job demand and transformational leadership to engagement and burnout.
Arguably burnout and engagement of employees play an important role in driving sustainable organisational change. Surprisingly little is known about how organisational change affects employee burnout and engagement. Drawing on the Job Demands-Resources model and the Conservation of Resources perspec...
| Publicado en: | Work & Stress Vol. 37; no. 2; pp. 148 - 171 |
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| Autores principales: | , , , |
| Formato: | research tables/charts Journal Article |
| Publicado: |
Taylor & Francis Ltd
Apr-Jun2023
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=163823894&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 163823894 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 02678373 BE8 jtl: Work & Stress issn: 02678373 maglogo: Y pubinfo: dt: Apr-Jun2023 vid: 37 iid: 2 pid: 377 pub: Taylor & Francis Ltd place: Philadelphia, Pennsylvania artinfo: ui: 163823894 159656334 163823894 163823894 10.1080/02678373.2022.2120560 163823894 ppf: 148 ppct: 23 formats: fmt: – @attributes: type: T – @attributes: type: P tig: atl: Under the shadow of looming change: linking employees' appraisals of organisational change as a job demand and transformational leadership to engagement and burnout. aug: au: Buttigieg, Sandra C. Daher, Pascale Cassar, Vincent Guillaume, Yves affil: Department of Health Systems Management and Leadership, Faculty of Health Sciences, University of Malta, Msida, Malta sug: subj: Organizational Change Burnout, Professional Risk Factors Work Engagement Evaluation Employees Management Styles Human Burnout, Professional Prevention and Control Hospitals Time Factors Mediterranean Islands Models, Theoretical ab: Arguably burnout and engagement of employees play an important role in driving sustainable organisational change. Surprisingly little is known about how organisational change affects employee burnout and engagement. Drawing on the Job Demands-Resources model and the Conservation of Resources perspective, we utilise an integrative theoretical model proposing that the more employees appraise organisational change as a job demand the more burnout and less engagement they will display. We further argue transformational leadership, a change-oriented leadership style, is a resource that moderates these effects buffering against burnout and maintaining engagement. We tested our model with a cross-lagged design and collected data at two time points (six months interval) from 623 employees in a hospital in Malta that was facing a major change. Results show that the more employees appraise organisational change as a job demand at Time 1 the more burnout and less engagement they display at Time 2 but not vice versa, and transformational leadership maintained engagement but did not buffer against burnout. Theoretical and practical implications, as well as avenues for future research are discussed. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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