Department of Work Psychology and Physiology, National Institute of Occupational Health, PO Box 8149 Dep, N-0033 Oslo, Norway.
Scand J Work Environ Health. 2019 Mar 1;45(2):134-145. doi: 10.5271/sjweh.3777. Epub 2018 Oct 18.
Objective The aim of the present paper was to elucidate the relationship between exposure to separate, multiple or repeated organizational change at both individual- and work-unit level and subsequent clinically relevant mental distress amongst employees two years after change had taken place. Methods A full panel, prospective design was utilized. Data were collected at two time-points two years apart, by self-administered, online questionnaires. Organizational change was measured by six items pertaining to separate types of change. Mental distress was measured using HSCL-10, with cut-off set to ≥1.85 to identify clinically relevant distress. Baseline sample consisted of 7985 respondents, of whom 5297 participated at follow-up. A multilevel analytic strategy was chosen as data were nested within work-units. Effects associated with exposure to organizational change at both individual- and work-unit level were estimated. Results Separate change: At the individual level, company reorganization [odds ratio (OR) 1.29, 95% confidence interval (CI) 1.01‒1.65], downsizing (1.51, 95% CI 1.12‒2.03) and layoffs (OR 1.46, 95% CI 1.01‒2.12) were prospectively associated with mental distress. At work-unit level, company reorganization (OR 1.46, 95% CI 1.04-2.04) was associated with mental distress, but the statistically significant association diminished when adjusting for the work factors job control, job demands and support. Multiple changes: At the individual level, exposure to multiple organizational changes at baseline were associated with mental distress at follow-up (OR 1.75, 95% CI 1.28‒2.38). Repeated change: At the individual level, exposure to repeated organizational change was associated with mental distress at follow-up (OR 1.84, 95% CI 1.29‒2.63). Conclusions Exposure to organizational changes at the individual level indicated an elevated risk of subsequent clinically relevant mental distress following both separate, multiple and repeated organizational changes. These associations were also present at work-unit level, but diminished when adjusting for certain work factors, indicating a possible mediating effect.
目的 本研究旨在阐明个体和工作单位层面分别经历多种或重复的组织变革与变革后两年员工出现临床相关精神困扰之间的关系。 方法 采用全面板前瞻性设计。数据通过两年一次的在线自我管理问卷收集。组织变革通过六个与不同类型变革相关的项目进行测量。精神困扰使用 HSCL-10 进行测量，以≥1.85 作为确定临床相关困扰的截断值。基线样本包括 7985 名应答者，其中 5297 名参加了随访。选择多层次分析策略，因为数据嵌套在工作单位内。估计了个体和工作单位层面接触组织变革与暴露相关的效应。 结果 分别的变革：在个体层面，公司重组[比值比（OR）1.29，95%置信区间（CI）1.01-1.65]、裁员（1.51，95% CI 1.12-2.03）和下岗（OR 1.46，95% CI 1.01-2.12）与精神困扰呈前瞻性相关。在工作单位层面，公司重组（OR 1.46，95% CI 1.04-2.04）与精神困扰相关，但在调整工作因素（工作控制、工作需求和支持）后，这种统计学上的显著关联减弱。多次变革：在个体层面，基线时暴露于多种组织变革与随访时的精神困扰相关（OR 1.75，95% CI 1.28-2.38）。重复变革：在个体层面，重复的组织变革与随访时的精神困扰相关（OR 1.84，95% CI 1.29-2.63）。 结论 个体层面接触组织变革表明，在经历了单独的、多次的和重复的组织变革后，随后出现临床相关精神困扰的风险增加。这些关联在工作单位层面也存在，但在调整某些工作因素后，关联减弱，表明可能存在中介效应。
