Change in unit-level job attitudes following strategic interventions: A meta-analysis of longitudinal studies

Omar N. Solinger*, Jeff Joireman, Tim Vantilborgh, Daniel P. Balliet

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-review

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Abstract

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.

Original languageEnglish
Pages (from-to)964-986
Number of pages23
JournalJournal of Organizational Behavior
Volume42
Issue number7
Early online date29 Apr 2021
DOIs
Publication statusPublished - Sep 2021

Bibliographical note

Funding Information:
This research was funded by a VENI-grant (Nederlandse Organisatie voor Wetenschappelijk Onderzoek, 451-13-032) awarded to the first author, funded by the Nederlandse Academie voor Wetenschappelijk Onderzoek (NWO), which can be translated as the Dutch National Academy of Sciences, The funding body had no influence on the nature, design or the study, or the decision to send the paper to this particular journal. The authors thank Cheri Ostroff and anonymous reviewers for their comments on previous versions on this paper; they also thank Marijana Pejakovic, Jennifer Faiss, and Juliana Maghelhaes for practical assistance in this project.

Funding Information:
This research was funded by a VENI‐grant (Nederlandse Organisatie voor Wetenschappelijk Onderzoek, 451‐13‐032) awarded to the first author, funded by the Nederlandse Academie voor Wetenschappelijk Onderzoek (NWO), which can be translated as the Dutch National Academy of Sciences, The funding body had no influence on the nature, design or the study, or the decision to send the paper to this particular journal. The authors thank Cheri Ostroff and anonymous reviewers for their comments on previous versions on this paper; they also thank Marijana Pejakovic, Jennifer Faiss, and Juliana Maghelhaes for practical assistance in this project. 1

Publisher Copyright:
© 2021 The Authors. Journal of Organizational Behavior published by John Wiley & Sons Ltd.

Keywords

  • commitment
  • HRM
  • job attitudes
  • job satisfaction
  • longitudinal
  • meta-analysis
  • organizational change
  • set point
  • social exchange
  • temporal
  • unit level

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