Stress among public middle managers dealing with reforms
1Institute of Political, Historical, and International Studies (IEPHI), University of Lausanne , Lausanne, Switzerland.
Journal of Health Organization and Management
|November 12, 2016
Summary
Social support and job autonomy reduce stress perception (SP) in middle managers. Positive attitudes toward organizational change mediate these effects, highlighting key factors for a supportive work environment.
Area of Science:
- Occupational Health Psychology
- Organizational Behavior
- Healthcare Management
Background:
- Stress perception (SP) is a significant issue for middle managers, particularly in healthcare undergoing reforms.
- Understanding the antecedents of SP is crucial for developing effective workplace interventions.
Purpose of the Study:
- To identify social and organizational factors contributing to stress perception in middle managers.
- To examine the mediating role of attitudes toward organizational change in the relationship between job characteristics and SP.
Main Methods:
- Quantitative research approach utilizing survey data from 720 middle managers in Swiss public hospitals.
- Statistical analysis to determine relationships between social support, job characteristics, attitudes toward change, and SP.
Main Results:
- Perceived social support (colleague relationships) and job characteristics (autonomy, flexibility, conflict) are significantly linked to SP.
- Positive attitudes toward organizational change are negatively associated with stress and mediate the impact of social support and job characteristics on SP.
Conclusions:
- Job characteristics and positive attitudes toward change are key factors in mitigating stress among middle managers.
- HRM specialists can leverage these findings to foster supportive work environments and facilitate management activities during organizational reforms.
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