Change cynicism and its consequences on public sector nursing job satisfaction

This paper contributes to the panel topic by providing empirical evidence to show how public sector employees, in this instance, nurses dealt with the introduction of change. We would show how the positive consequences of... [ view full abstract ]

This paper contributes to the panel topic by providing empirical evidence to show how public sector employees, in this instance, nurses dealt with the introduction of change. We would show how the positive consequences of change, job satisfaction and work engagement, were both influenced by nurses’ cynicism towards change.

To witness a bad case of cynicism about change, all you have to do is read the public opinion on the proposed policies for the current 2016 Australian federal elections. In an attempt to understand the cause behind the public's dissatisfaction, politicians endure sleepless nights. In a parallel world,
organisations too, are subject to cynicism about change. This relatively new construct is known as cynicism about organisational change (CAOC) (Reichers et al, 1997; Wanous et al 2000). CAOC, is a pessimistic view about change efforts being successful (Reichers et al, 1997). Organisational change is
an adaptive survival mechanism to a current or foreseen market demand (Armenakis, and Bedeian, 1999). Organisations adopt change to become more effective. Therefore, failed change attempts are counterproductive. Work environment factors such as workload and job control, have both been shown to impact on job satisfaction. Yet, the extent to which work environment factors will have an impact on change cynicism has yet to be studied.

This study is significant as it contributes empirically and theoretically by integrating change management theory (change cynicism) with work environment theory.

This paper uses structural equations modelling to test a model on change cynicism and job satisfaction in a sample of Australian public sector nurses. A model was developed using work environment theory to explain the consequences of changes to nursing work and work environment. Online panel data were collected from a sample of nurses. We used a two-wave design where independent variables (workload and nursing administrative stressors, job control, cynicism about organizational change and demographic variables) were collected in Time 1. The dependent variables (nursing work engagement and job satisfaction) were collected in Time 2. Time 1 and 2 were separated by six months.

This study adopts a work environment theory to understand the antecedents of change cynicism and job satisfaction of nurses in the context of change management.

SEM analysis showed that changes to nursing job and workplace changes have different impact on nurses' workload and job control. As expected, work environment variables such as workload and job control and administrative stressors) have different influence on T2 nurses' work engagement. Administrative stressors and cynicism about organizational change were both found to directly impact positively on nurses' cynicism about organizational change. Work environment variables were found to impact on T2 job satisfaction, mediated by nurses' work engagement.