Author:

Keywords:

HRM process, Organizational change, Job satisfaction, Turnover intentions

Abstract:

The purpose of this paper is to investigate whether individual employee perceptions of HRM system strength (legitimacy, procedural justice and instrumentality) moderate the impact of organizational change on job satisfaction and turnover intentions. We therefore elaborate on the Unfolding Model of Voluntary Employee Turnover, which discussed possible paths between shocks and employee turnover. We introduce shock prevalence and change appraisal as mediators in the relation between organizational change on the one hand and job satisfaction and turnover intentions on the other hand. We performed hierarchical regression, moderated mediation and mediated moderation analyses on data collected from 532 employees in 13 organizations. The findings suggested conditional indirect effects of organizational change on job satisfaction and turnover intentions, through change appraisal. Legitimacy and procedural justice moderated this relation in such a way that they were buffers against the adverse effect of organizational change.