A Change Recipient Perspective on Training and Competence Development During Organizational Change

27179 Words Oct 30th, 2013 109 Pages
HUMAN RESOURCES Conference Paper Abstracts
A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE
Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no
As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level,
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We test the proposition that this relationship is mediated by employee stress and moderated by employee perceptions of staffing adequacy. We maintain that in assessing the potential effects of increased employee discretion, scholars must also examine the mechanisms through which these benefits are delivered, and the context in which it is provided. In an effort to study discretion in context, we develop and test a “moderated mediation” model in the healthcare setting. Our findings support the hypotheses that employees stress mediates the relationship between discretion and turnover intentions. In addition, employee perceptions of staffing adequacy are shown to moderate the relationship between employee discretion and stress. Keywords:Discretion, Stress, Turnover

A MULTILEVEL INVESTIGATION OF TURNOVER INTENTION ANTECEDENTS
Chang, Wan-Jing April; National Hsinchu U. of Education; wjchang1@ms8.hinet.net Wang, Yung-Shui; China U. of Technology; yswang@cute.edu.tw Huang, Tung-Chun; Ching Yun U.; tch@mgt.ncu.edu.tw
Previous research on employee turnover intention has focused mostly on a single level of analysis. This multilevel study of 1,149 employees and 144 managers from a home improvement retail chain in Taiwan with 21 stores demonstrates that individual- and store-level factors were significantly associated with employee turnover intention: job characteristics

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