Albertsen Karen, Meng Annette, Sundstrup Emil, Nielsen Peter, Pedersen Flemming, Andersen Lars Louis
Team Working Life, Høffdingsvej 22, 1. Sal, 2500, Valby, Denmark.
National Research Centre for the Working Environment, 2100, Copenhagen, Denmark.
J Occup Rehabil. 2024 Oct 24. doi: 10.1007/s10926-024-10241-8.
Major organizational changes may be associated with both positive and negative uncertainty in working life. This study described the prevalence of organizational changes (reorganizations or round of layoffs) within different job functions in Denmark and investigated whether quality of the implementation process (measured as "information", "involvement" and "consent") was associated with employees' expectations regarding retirement age.
A representative sample of older Danish employees ≥ 50 years (n = 12,269) replied to a questionnaire survey in 2020. In cross-sectional analyses, we compared employee's expected retirement age being either not exposed to organizational changes or exposed to implementation processes of high, moderate or low-quality, respectively. Analyses were further stratified for job function: office work, work with people and work in the field of production.
More than half (56%) of the employees had experienced organizational changes within the past 2 years, and 23% of those effected reported that the changes had led to considerations of earlier retirement. Organizational changes were most prevalent within office work, and least prevalent within the job function working with people. The analyses showed significantly lower expected retirement age when the implementation process had been of moderate (mean reduction of 0.45 years) or low quality (mean reduction of 0.71 years) compared to high quality implemented changes.
Experiences of organizational change processes of moderate or poor quality were associated with expectations of earlier retirement, while well implemented changes were not. This study underscores the importance of good implementation when changes at the organizational level are needed.
重大组织变革可能与工作生活中的积极和消极不确定性相关。本研究描述了丹麦不同工作职能内组织变革（重组或裁员轮次）的发生率，并调查了实施过程的质量（以“信息”“参与”和“同意”衡量）是否与员工对退休年龄的期望相关。
2020年，对年龄≥50岁的丹麦老年员工进行了一项具有代表性的抽样调查（n = 12269）。在横断面分析中，我们比较了未经历组织变革或分别经历高质量、中等质量或低质量实施过程的员工的预期退休年龄。分析进一步按工作职能分层：办公室工作、与人打交道的工作和生产领域的工作。
超过一半（56%）的员工在过去两年内经历过组织变革，其中23%的受影响员工表示这些变革导致他们考虑提前退休。组织变革在办公室工作中最为普遍，在与人打交道的工作职能中最不普遍。分析表明，与高质量实施的变革相比，当实施过程质量中等（平均减少0.45年）或低（平均减少0.71年）时，预期退休年龄显著降低。
质量中等或较差的组织变革过程经历与提前退休的期望相关，而实施良好的变革则不然。本研究强调了在需要进行组织层面变革时良好实施的重要性。
