Employees are nowadays confronted with organizational change more frequently than ever before. Mergers, operational restructuring, job redesign, or the implementation of new technologies describe just a few of the numerous types of organizational change that employees have to deal with. These changes often lead to uncertainty or even anxiety among those affected. It is therefore hardly surprising that research has clearly identified negative effects of organizational change on employee well-being and health.
Even if employees do not have to fear for their jobs in all types of change, most changes do entail major adjustment requirements that need to be met. Employees have to familiarize with the new work situation as quickly as possible, to establish new routines and to learn new skills and competencies. However, they often have to perform their actual work tasks at the same time. Our research therefore focuses on the question of how employees deal with the dual task consisting of coping with organizational change and performing their work tasks. What can companies do to shape episodic change in such a way that employees do not suffer and perhaps even interpret the change as an opportunity for positive personal development? How must change processes be planned, designed and communicated? How can the readiness for organizational change among employees be increased? In our research, we want to answer these questions with the aim of identifying clear practical measures for those who are in charge.
Therefore, our appeal to all change leaders: If you are interested in a research cooperation with us, where you can gain exciting insights into your company's ability to change, we would be happy to hear from you. We are always interested in an exchange to answer burning and previously unanswered questions about change management.
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Last update: Dec 12, 2022
