A Mixed-method Study on the Bright Side of Organizational Change: Role Clarity and Supervisor Support as Resources for Employees’ Resilience

ABSTRACT

This mixed-method study aims to analyze how and when employees’ perceptions of positive organizational change may be related to role clarity and resilience and conditional on supervisor support levels. A total of 40 employees participated in focus groups. Thematic analysis revealed that participants perceived differently organizational change, role, supervisor support, and resilience. A total of 178 employees completed questionnaires analyzing perceptions of organizational change, role clarity, resilience, and supervisor support. Quantitative analyses revealed that role clarity mediated the association between employees’ perceptions of positive organizational change and resilience. This relationship was enhanced by supervisor support. Overall, the results suggest that employees who positively perceive organizational change may more easily understand their new role and demands, which is positively related to their resilience. When employees perceive being supported by their supervisors, they are more likely to perceive themselves as resilient, even in the face of organizational change. Our results suggest that organizations should adopt a transparent change management communication plan based on employee involvement.

MAD statement

This study moves an important step forward in both the change management and resilience literature, as it is the first to examine the mechanisms and boundary conditions explaining how and when employees’ perceptions of positive organizational change may facilitate resilience. By adopting a positive psychology perspective and a mixed-method design, this study identifies role clarity and supervisor support as two important resources that allow employees to benefit from organizational change. As such, it would contribute to providing new insights on how employee resilience can be enabled during organizational change.

KEYWORDS:

• Organizational change
• role clarity
• resilience
• supervisor support
• mixed-method study

Disclosure Statement

No potential conflict of interest was reported by the author(s).

Data Availability Statement

The data for this study are available from the corresponding author upon request.

Additional information

Funding

The authors did not receive any specific grant for this research.

Notes on contributors

Chiara Bernuzzi

Chiara Bernuzzi is currently a doctoral student at the University of Pavia, Department of Brain and Behavioural Sciences (Italy). Her research interests include employee’s wellbeing, personal resources and work–life interface. Email: [email protected]

Valentina Sommovigo

Valentina Sommovigo (PhD), work and organizational psychologist, is researcher and lecturer in Work and Organizational Psychology at Sapienza – University of Rome (Italy). She is specialized in research on workplace aggression and occupational well-being. She completed her PhD in Psychology, Neuroscience and Medical Statistics from University of Pavia and University of Limerick. Email: [email protected]

Marina Maffoni

Marina Maffoni (PhD) is a clinical psychologist at the ICS Maugeri Institute of Montescano (Pavia – Italy). Her main areas of interest are the following: qualitative and mixed-methods research, healthcare professionals’ distress and well-being, moral distress, medication and behavioural adherence, clinical psychology, neuropsychological assessment. She completed her PhD in Psychology, Neuroscience and Data Science from University of Pavia. Email: [email protected]

Ilaria Setti

Ilaria Setti (PhD) is an Associate Professor in Work and Organizational Psychology at University of Pavia (Italy). She studies topics related to occupational well-being, in particular she is an expert in psycho-social risks among helping professions (healthcare and emergency workers), with specific reference to burnout, post-traumatic symptoms, violence at work. Email: [email protected]

Piergiorgio Argentero

Piergiorgio Argentero is a Professor in Work and Organizational Psychology at University of Pavia and University of Roma-LUMSA (Italy). He conducts research and professional activities in the following areas: assessment of skills and performance, validation of tools for the evaluation of personal and organizational characteristics, organizational well-being, return to work, engagement, motivation and satisfaction at work. Email: [email protected]