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

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  • Sushmita Srivastava

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.

Suggested Citation

  • Sushmita Srivastava, 2011. "A Study of the Impact of Types of Job Change on Perceived Performance of Newly Rotated Managers: The Mediating Role of Job Change Dimensions," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 36(1), pages 73-98, February.
    • Handle: RePEc:sae:manlab:v:36:y:2011:i:1:p:73-98
    DOI: 10.1177/0258042X1103600105
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    References listed on IDEAS

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    1. Tor Eriksson & Jaime Ortega, 2006. "The Adoption of Job Rotation: Testing the Theories," ILR Review, Cornell University, ILR School, vol. 59(4), pages 653-666, July.
    2. Abraham Carmeli & Gershon Gilat & David A. Waldman, 2007. "The Role of Perceived Organizational Performance in Organizational Identification, Adjustment and Job Performance," Journal of Management Studies, Wiley Blackwell, vol. 44(6), pages 972-992, September.
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