10. Individual Adaptation to the Changing Workplace

A Model of Causes, Consequences, and Outcomes

  1. Jonathan Houdmont BSc, PGCE, MSc, PhD Lecturer director Executive Officer and
  2. Stavroula Leka
  1. Jane D. Parent

Published Online: 1 AUG 2010

DOI: 10.1002/9780470661550.ch10

Contemporary Occupational Health Psychology: Global Perspectives on Research and Practice, Volume 1

Contemporary Occupational Health Psychology: Global Perspectives on Research and Practice, Volume 1

How to Cite

Parent, J. D. (2010) Individual Adaptation to the Changing Workplace, in Contemporary Occupational Health Psychology: Global Perspectives on Research and Practice, Volume 1 (eds J. Houdmont and S. Leka), Wiley-Blackwell, Oxford, UK. doi: 10.1002/9780470661550.ch10

Editor Information

  1. University of Nottingham, UK

Author Information

  1. Merrimack College, USA

Publication History

  1. Published Online: 1 AUG 2010
  2. Published Print: 12 MAR 2010

ISBN Information

Print ISBN: 9780470682654

Online ISBN: 9780470661550

SEARCH

Keywords:

  • individual adaptation to changing workplace - model of causes, consequences and outcomes;
  • organizations, major changes to the way business is done - response to growing international competition;
  • organizational change and adapting to change;
  • responses to organizational changes;
  • literature on psychological thriving - reactions to traumatic physical events;
  • KSAO (Knowledge, Skill, Ability and Other characteristics);
  • model of adaptation to organization change;
  • optimism, generalized expectancy for positive outcomes to threatening events;
  • organizational changes, generating ambiguity over things;
  • work-related outcomes - job satisfaction, absenteeism, intention to quit and perceived performance

Summary

This chapter contains sections titled:

  • Introduction

  • Adapting to Change

  • Array of Adaptive Responses

  • Influences on the Adaptive Response

  • Individual Difference Considerations

  • Organizational Factors

  • Work-Related Outcomes: Job Satisfaction, Absenteeism, Intention to Quit, and Perceived Performance

  • Conclusion

  • References