Affective and cognitive responses to organizational change: The role of appraisal processes

K. van Dam, Shaul Oreg, Noga Sverdlik

Research output: Contribution to conferenceAbstractAcademic

Abstract

Introduction Organizational change can evoke strong affective responses in employees, which may impact their attitude toward the change. Until now, research has paid relatively little attention to employees’ appraisal process during change. Using Appraisal Theory (Lazarus & Folkman, 1984; Oreg et al., 2018) as a theoretical framework, we investigated the relationships of employees’ appraisal of goal congruence and coping potential with their affective responses and change attitude. Methods We conducted a two-wave online study among employees undergoing organizational change. We obtained data from 372 respondents at Time 1 and 262 at Time 2; resulting in a sample of 159 matched participants. The data were analyzed with hierarchical regression analysis and bootstrapping (using Hayes’ (2018) Process macro). Results Goal congruence and coping potential were each significantly related to positive and negative affect at Time 1; moreover, they had an interacting impact on affect. In turn, positive affect and negative affect were related to change attitude at Time 1, while positive affect at Time 1 was also related to change attitude at Time 2, even after controlling for change attitude at Time 1. Conclusion This study provides more insight into the affective and cognitive processes that underlie employees’ responses to organizational change. The findings emphasize the relevance of positive appraisals and emotions, involving coping potential and positive affect, for the formation of employees’ change attitude. Scholars and practitioners may benefit from greater attention to employees’ perceptions of goal congruence and coping potential.
Original languageEnglish
Publication statusPublished - Oct 2019
EventEmotions 2019: 7th International conference on emotions, well-being, and health - Tilburg University , Tilburg, Netherlands
Duration: 16 Oct 201918 Oct 2019

Conference

ConferenceEmotions 2019
CountryNetherlands
CityTilburg
Period16/10/1918/10/19

Fingerprint

Organizational change
Employees
Attitude change
Positive affect
Congruence
Negative affect
Bootstrapping
Theoretical framework
Hierarchical regression
Cognitive processes
Process change
Regression analysis
Emotion
Employee perceptions

Keywords

  • organizational change; appraisal processes; emotions; change responses

Cite this

van Dam, K., Oreg, S., & Sverdlik, N. (2019). Affective and cognitive responses to organizational change: The role of appraisal processes. Abstract from Emotions 2019, Tilburg, Netherlands.
van Dam, K. ; Oreg, Shaul ; Sverdlik, Noga. / Affective and cognitive responses to organizational change : The role of appraisal processes. Abstract from Emotions 2019, Tilburg, Netherlands.
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van Dam, K, Oreg, S & Sverdlik, N 2019, 'Affective and cognitive responses to organizational change: The role of appraisal processes' Emotions 2019, Tilburg, Netherlands, 16/10/19 - 18/10/19, .

Affective and cognitive responses to organizational change : The role of appraisal processes. / van Dam, K.; Oreg, Shaul; Sverdlik, Noga.

2019. Abstract from Emotions 2019, Tilburg, Netherlands.

Research output: Contribution to conferenceAbstractAcademic

TY - CONF

T1 - Affective and cognitive responses to organizational change

T2 - The role of appraisal processes

AU - van Dam, K.

AU - Oreg, Shaul

AU - Sverdlik, Noga

PY - 2019/10

Y1 - 2019/10

N2 - Introduction Organizational change can evoke strong affective responses in employees, which may impact their attitude toward the change. Until now, research has paid relatively little attention to employees’ appraisal process during change. Using Appraisal Theory (Lazarus & Folkman, 1984; Oreg et al., 2018) as a theoretical framework, we investigated the relationships of employees’ appraisal of goal congruence and coping potential with their affective responses and change attitude. Methods We conducted a two-wave online study among employees undergoing organizational change. We obtained data from 372 respondents at Time 1 and 262 at Time 2; resulting in a sample of 159 matched participants. The data were analyzed with hierarchical regression analysis and bootstrapping (using Hayes’ (2018) Process macro). Results Goal congruence and coping potential were each significantly related to positive and negative affect at Time 1; moreover, they had an interacting impact on affect. In turn, positive affect and negative affect were related to change attitude at Time 1, while positive affect at Time 1 was also related to change attitude at Time 2, even after controlling for change attitude at Time 1. Conclusion This study provides more insight into the affective and cognitive processes that underlie employees’ responses to organizational change. The findings emphasize the relevance of positive appraisals and emotions, involving coping potential and positive affect, for the formation of employees’ change attitude. Scholars and practitioners may benefit from greater attention to employees’ perceptions of goal congruence and coping potential.

AB - Introduction Organizational change can evoke strong affective responses in employees, which may impact their attitude toward the change. Until now, research has paid relatively little attention to employees’ appraisal process during change. Using Appraisal Theory (Lazarus & Folkman, 1984; Oreg et al., 2018) as a theoretical framework, we investigated the relationships of employees’ appraisal of goal congruence and coping potential with their affective responses and change attitude. Methods We conducted a two-wave online study among employees undergoing organizational change. We obtained data from 372 respondents at Time 1 and 262 at Time 2; resulting in a sample of 159 matched participants. The data were analyzed with hierarchical regression analysis and bootstrapping (using Hayes’ (2018) Process macro). Results Goal congruence and coping potential were each significantly related to positive and negative affect at Time 1; moreover, they had an interacting impact on affect. In turn, positive affect and negative affect were related to change attitude at Time 1, while positive affect at Time 1 was also related to change attitude at Time 2, even after controlling for change attitude at Time 1. Conclusion This study provides more insight into the affective and cognitive processes that underlie employees’ responses to organizational change. The findings emphasize the relevance of positive appraisals and emotions, involving coping potential and positive affect, for the formation of employees’ change attitude. Scholars and practitioners may benefit from greater attention to employees’ perceptions of goal congruence and coping potential.

KW - organizational change; appraisal processes; emotions; change responses

M3 - Abstract

ER -

van Dam K, Oreg S, Sverdlik N. Affective and cognitive responses to organizational change: The role of appraisal processes. 2019. Abstract from Emotions 2019, Tilburg, Netherlands.