Psychosocial work environment and health when entering or leaving a managerial position.

Abstract

Recruiting and retaining managers has become increasingly difficult in recent years, primarily because of a pressured work situation. A better understanding of managers' work situation is required, and of the support they need. The purpose of the study is to increase the understanding of managers' psychosocial work environment and health by investigating individuals as they enter or leave a managerial position. Longitudinal questionnaire data from 1971 individuals distributed across four groups were used: individuals who 1) entered or 2) left a managerial position between measuring points, and those who remained employed as 3) managers or 4) non-managers at both measuring points. Demands increased between the measuring points for those who entered a managerial position. Their resources and health were, however, rated higher than non-managers already before the transition. Demands decreased for those who left a managerial position, while their resources remained higher than non-managers. Health did not change by changing position. This study contributes to knowledge of what happens when someone enters or leaves a managerial position and increases the understanding of differences between managers and non-managers. Organizations should develop supportive strategies through talent management programs to help build resources in employees and future managers. Support should also aim to reduce the increased level of demands in newly hired managers.