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Change in unit‐level job attitudes following strategic interventions: A meta‐analysis of longitudinal studies
Author(s) -
Solinger Omar N.,
Joireman Jeff,
Vantilborgh Tim,
Balliet Daniel P.
Publication year - 2021
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.2523
Subject(s) - psychological intervention , unit (ring theory) , restructuring , psychology , meta analysis , multilevel model , intervention (counseling) , demographic economics , operations management , social psychology , business , economics , medicine , computer science , mathematics education , finance , machine learning , psychiatry
Summary The present meta‐analysis tests how cost‐ and people‐oriented strategic interventions impact temporal‐dynamic changes in unit‐level job attitudes within organizations. Analyses are based on 573 effect sizes across 137 longitudinal studies containing unit‐level change in job attitudes across three time periods (pre‐change, during change, and post‐change). Results reveal that unit‐level job attitudes (a) decline during cost‐oriented changes (e.g., restructuring) and remain at lower levels following the changes (supporting a sustained change model); (b) increase during people‐oriented changes (i.e., HRM investments) and remain at higher levels following the interventions (consistent with a sustained change model); and (c) remain unchanged over time when cost‐ and people‐oriented interventions are combined. Tests of a process model further reveal that cost‐oriented (people‐oriented) interventions impact unit‐level job attitudes by reducing (increasing) perceived support (relative to a no intervention control). The pattern of findings suggests that long‐term, unit‐level change in job attitudes can be anticipated to follow from strategic interventions, although some of the negative impact of cost cutting can be mitigated by maintaining perceptions of support.

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