A1 Journal article (refereed)
Muutosvoimavarojen yhteydet henkilöstön työhyvinvointiin sekä työpaikan ja alanvaihtoaikeisiin terveysalan organisaation muutosprosessissa (2023)
The associations of change resources with employee well­being and job and career change intentions in a health care organization’s change process

Mölsä, E., Salmirinne, T., Herttalampi, M., & Feldt, T. (2023). Muutosvoimavarojen yhteydet henkilöstön työhyvinvointiin sekä työpaikan ja alanvaihtoaikeisiin terveysalan organisaation muutosprosessissa. Työelämän tutkimus, 21(2), 210-238. https://doi.org/10.37455/tt.120953

JYU authors or editors

Publication details

All authors or editors: Mölsä, Eetu; Salmirinne, Tiina; Herttalampi, Mari; Feldt, Taru

Journal or series: Työelämän tutkimus

ISSN: 0788-091X

eISSN: 2670-1758

Publication year: 2023

Publication date: 29/05/2023

Volume: 21

Issue number: 2

Pages range: 210-238

Publisher: Työelämän tutkimusyhdistys ry

Publication country: Finland

Publication language: Finnish

DOI: https://doi.org/10.37455/tt.120953

Publication open access: Openly available

Publication channel open access: Open Access channel

Publication is parallel published (JYX): https://jyx.jyu.fi/handle/123456789/87496

Abstract

In this two-year follow-up study, we identified health care personnel’s change resource profiles (communication, participation in decision making, change support) and investigated how these profiles are related to occupational well-being (burnout, work engagement) and turnover intentions (towards one’s workplace and professional field) during organizational change. Our survey-based study was conducted in a health care district in which a large organizational change was implemented. A total of 303 participants were clustered (K­means cluster analysis) into three change resource profiles: low change resources (41% of the participants), high change resources (23%), and average change resources (36%). Multivariate analyses of covariance showed that together with burnout, turnover intentions were the highest and work engagement was the lowest in the profile of low change resources. In the profile of high change resources, the results were the opposite: employees experienced the highest well­being and the lowest turnover intentions. Thus, we suggest that change resources are a key factor in supporting health care personnel’s well­being and retention during organizational change.

Keywords: organisational changes; health care personnel; working life; work satisfaction; work engagement; exhaustion; well-being at work; self-regulation (psychology)

Free keywords: change resources; organizational change; occupational well­being; turnover intentions

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Related projects

Ministry reporting: Yes

Reporting Year: 2023

Preliminary JUFO rating: 1