New article on organizational change and work engagement

This multi-wave, multi-source study focuses on the benefits of work engagement for employee adaptation to organizational change. The change entailed the implementation of a flexible office design in an engineering firm, which caused radical change for employees. The hypothesized process was that initial employee meaning-making will facilitate work engagement, which, in turn, predicts supervisor-rated adaptive performance (i.e., adaptive work-role performance and extra-role performance) via attitude-to-change. Weekly questionnaires were completed by 71 employees during the first five weeks of the change (296 observations). Weekly engagement measures showed no overall increase, but did show significant variance around the slope of work engagement. Meaning-making and attitude-to-change at the onset were positively related to initial levels, but not to the increase of work engagement. Meaning-making was indirectly related to short-term attitude-to-change via work engagement. Short-term attitude-to-change was predictive of supervisor-rated adaptive performance and long-term attitude-to-change. Finally, work engagement (slope) predicted long-term attitude-to change and supervisor-rated extra-role performance via short-term attitude-to-change. Taken together, the study contributes to knowledge about micro-level transition processes of employee adaptation and the benefits of work engagement during change (download full article).