Day, A., Crown, S. N., & Ivany, M. (2017). Organisational change and employee burnout: The moderating effects of support and job control. Safety Science, 100, 4-12. 

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Background 

Organisational change has become increasingly relevant for today’s workforce, and with change comes inevitable stress and demands. As such, during periods of organisational change, workers are at increased risk of negative health outcomes. The authors looked at whether supervisor support and control mitigated the negative effects of organisational change related stress. 

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Method 

As a result of a 5-year strategic plan, 675 mental health workers from a Canadian health care authority answered a survey assessing organisational change stressors, supervisory support, job control, and burnout. 

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Results 

Results indicated that organisational changed-based stressors were associated with higher levels of burnout and that supervisor control mitigated the development of the cynicism and exhaustion components of burnout. On the other hand, job control mitigated the development of the remaining component of burnout, professional efficacy. 

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Conclusions 

The findings from this study may help organisations better understand change related stressors, and thereby provide their employees with better resources during change to improve employee well-being.