Abstract
This study focused on two main constructs; frequency of change (FoC) and the job burnout in the workplace. It employed a quantitative design to examine the relationship between employees' perceived "frequency of change" (FoC) occurring intheir organizations and job burnout subscales – exhaustion, cynicism and professional efficacy. The respondents were low and middle level staff; managers and senior managers in selected manufacturing, information technology (IT) serviceorganizations. Significant differences were found in levels of exhaustion between Financial Services employees and employees of other organization types. Finally, the difference was shown to exist in levels of cynicism between senior managers and employees when perceived FoC is high.
Highlights
Organizational change (OC) processes occur more frequently than not within modern organizations (Hila & Tzafrir, 2011)
Mean burnout scores for each combination of frequency of change (FoC) and Position Level are shown in Table 11 below
This study began with a desire on the part of the researcher to study the impact of too much change in too short a time on organizational health
Summary
Organizational change (OC) processes occur more frequently than not within modern organizations (Hila & Tzafrir, 2011). Large-scale organizational changes make newspaper headlines and slight adaptations in our work adaptations populate our everyday talk. Whether it is the arrival of a new boss, a downsizing initiative or the introduction of a new work procedure, organizational change is an integral part of our experience of organizations. It is one of the main concerns of academics, practitioners and those who work day after day to sustain workplaces
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