Abstract
This study investigates the dynamic development of experiences and attitudes toward a large-scale organizational change at individual and occupational group levels. The research examines whether attitudes to change deteriorate along with employees’ experiences of the personal impact of change. Moreover, the study investigates the moderating role of employee participation in change planning decisions on the relationship perceived impact - attitudes towards the change. Employee panel data (n = 901) were gathered at two-time points, three years apart. We applied a two-wave latent change score model to address change and time-sequential associations between and within constructs and across four occupational groups. The findings show that the increased personal impact of the organizational change is related to worsened attitudes towards the change, with significant variation between occupational groups. Moreover, increased perceived influence on plans and strategies for organizational development moderates the relationship between perceived personal impact and attitude towards organizational change: employees that gain/lose power on organizational change planning develop fewer/more negative attitudes the more they become impacted by the changes.
Published Version
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