A Study of the Impact of Types of Job Change on Perceived Performance of Newly Rotated Managers: The Mediating Role of Job Change Dimensions

Sushmita Srivastava

Management and Labour Studies, 2011, vol. 36, issue 1, 73-98

Abstract: The purpose of the study is to find out the underlying Select Dimensions of job/role changes, as perceived by employees who have undergone recent job changes in an Indian manufacturing organization. It seeks to examine the impact of these select dimensions namely Perceived Role Clarity, Perceived Planned Job Change & Perceived Workplace Support on Perceived Performance. It further investigates the impact of types of job change, namely Source & Nature of change, on Perceived Performance. When Job changes were top down, such as in cases of re-organization, Perceived Performance was found to decline. (Hall, Goodale, Rabinowitz, Morgan, 1978). The study while investigating the impact of the dimensions of Job Change on Perceived Performance, revealed that Perceived Workplace Support successfully mediates the relationship between Type of Job Change & Perceived Performance. The study would enable corporate managers to clearly focus on the factors that would enhance perceived performance of those undergoing job/role changes in the organization.

Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:36:y:2011:i:1:p:73-98

DOI: 10.1177/0258042X1103600105

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