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dc.contributor.authorRafferty, Alannah E
dc.contributor.authorRestubog, Simon LD
dc.date.accessioned2018-10-17T06:09:48Z
dc.date.available2018-10-17T06:09:48Z
dc.date.issued2017
dc.identifier.issn0090-4848
dc.identifier.doi10.1002/hrm.21782
dc.identifier.urihttp://hdl.handle.net/10072/172864
dc.description.abstractIn this article, we identify employees’ change history in an organization as a key antecedent of their appraisals about organizational change (i.e., threat, harm, and challenge). We argue that these change appraisals are associated with psychological contract violation, which in turn is associated with intentions to leave the organization, and, ultimately, with voluntary employee turnover. In 2009, we collected data over three measurement periods from 252 full‐time, permanent employees from a manufacturing organization in the Philippines that was just about to undergo an organizational‐wide restructuring. At Time 1 (T1, the change announcement), employees completed a survey assessing their change history in the organization and change appraisals. At Time 2 (T2, six months after the announcement), employees completed a survey assessing psychological contract violation and turnover intentions. Two years later (Time 3, T3), we collected data on voluntary employee turnover. Results suggest that a poor change history in an organization was negatively associated with challenge appraisals and was positively associated with threat and harm appraisals. Challenge and harm appraisals were significantly associated with psychological contract violation. These appraisals, in turn, were associated with turnover intentions and, ultimately, with voluntary employee turnover. In addition, T1 threat appraisals were directly positively associated with T3 voluntary turnover. Theoretical and practical implications are discussed.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherJohn Wiley & Sons
dc.relation.ispartofpagefrom533
dc.relation.ispartofpageto550
dc.relation.ispartofissue3
dc.relation.ispartofjournalHuman Resource Management
dc.relation.ispartofvolume56
dc.relation.urihttp://purl.org/au-research/grants/ARC/DP130101680
dc.relation.grantIDDP130101680
dc.relation.fundersARC
dc.subject.fieldofresearchBusiness and Management not elsewhere classified
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchcode150399
dc.subject.fieldofresearchcode1503
dc.titleWhy Do Employees' Perceptions of their Organization's Change History Matter? The Role of Change Appraisals
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionAccepted Manuscript (AM)
gro.rights.copyright© 2017 Wiley Periodicals, Inc. This is the pre-peer reviewed version of the following article: Why Do Employees’ Perceptions of their Organization's Change History Matter? The Role of Change Appraisals, Human Resource Management, Volume 56, Issue 3, Pages 533-550, 2017, which has been published in final form at https://doi.org/10.1002/hrm.21782. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
gro.hasfulltextFull Text
gro.griffith.authorRafferty, Alannah


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