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Change Management und nicht-monetäre Vergütungen: Wie der organisatorische Wandel das Mitarbeiterverhalten beeinflusst

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  • Will, Matthias Georg

Abstract

Dieser Beitrag untersucht anhand eines mikroökonomischen Formalmodells, weshalb Mitarbeiter aus individuell rationalen Gründen bei Change-Management-Projekten ihr berufliches Anstrengungsniveau reduzieren und weshalb sie vermehrt zu anderen Arbeitgebern wechseln. Das Modell wird so spezifiziert, dass eine heterogene Belegschaft betrachtet werden kann. Gerade Workaholics haben in Wandlungsphasen die stärksten Anreize, den Wandel nicht zu unterstützen. Neben einer Reduktion des beruflichen Anstrengungsniveaus ist für die Mitarbeiter der Wechsel des Arbeitgebers häufig rational. Eine longitudinale Schätzung mit Daten des Soziökonomischen Panels (SOEP) bestätigt empirisch eine erhöhte Fluktuationswahrscheinlichkeit im organisationalen Wandlungsprozess. Die Ergebnisse des Formalmodells legen allerdings auch nahe, dass organisationaler Wandel erfolgreich gestaltet werden kann, wenn die Mitarbeiter Change-Management als eine Investition in die eigene berufliche Zukunft betrachten. Sie unterstützen dann aus Eigeninteresse selbst anstrengende Wandlungsprozesse. Damit Mitarbeiter in den Wandel aus Eigeninteresse investieren, benötigen Manager spezifische Kompetenzen wie z. B. Rezeptions-, Vermittlungs- und Bindungskompetenzen.

Suggested Citation

  • Will, Matthias Georg, 2011. "Change Management und nicht-monetäre Vergütungen: Wie der organisatorische Wandel das Mitarbeiterverhalten beeinflusst," Discussion Papers 2011-18, Martin Luther University of Halle-Wittenberg, Chair of Economic Ethics.
  • Handle: RePEc:zbw:mlucee:201118
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    References listed on IDEAS

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    Cited by:

    1. Will, Matthias Georg, 2012. "Erfolgreicher organisatorischer Wandel durch die Überwindung von Risiken: Eine interaktionstheoretische Perspektive," Discussion Papers 2012-19, Martin Luther University of Halle-Wittenberg, Chair of Economic Ethics.
    2. Will, Matthias Georg, 2012. "Change Management und Interaktionspotentiale: Wie Rationalfallen den organisatorischen Wandel blockieren," Discussion Papers 2012-9, Martin Luther University of Halle-Wittenberg, Chair of Economic Ethics.
    3. Will, Matthias Georg, 2012. "Der blinde Fleck der Change-Management-Literatur: Wie Hold-Up-Probleme den organisatorischen Wandlungsprozess blockieren können," Discussion Papers 2012-10, Martin Luther University of Halle-Wittenberg, Chair of Economic Ethics.

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