ArticleBMC public health2024
Organizational change: challenges for workplace psychosocial risks and employee mental health.
Article in BMC public health, 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 6 papers.
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Who cites it
6 citing papers in PubMed.
- Biopsychosocial and organizational factors explaining professional engagement.Frontiers in public health · 2026Article
- The role of ethical values and leadership commitment in fostering healthy work environments: implications for employee well-being and organizational sustainability.Frontiers in psychology · 2026Article
- Organisational change and employee mental health: a conceptual framework integrating conservation of resources theory and the job demands-resources model.Frontiers in public health · 2026Review
- Latent profile analysis of change fatigue among clinical nurses: a cross-sectional study.Frontiers in public health · 2026Article
- How Can 'Health in All Policies' Help Maximise the Potential of Microbial Biotechnologies for Health, Equity and Sustainability?Microbial biotechnology · 2025Review
- Employees' perception of digital human resource management changes and proactive behavior: the mediating role of work engagement and moderating effect of person-organization fit.Frontiers in psychology · 2025Article
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Authors and funding
6 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
backgroundConstant organizational change is the norm in many companies today. At present, evidence on the impact of organizational change on psychosocial risks at work and employee mental health is limited. We investigate organizational change and its association with psychosocial risks and mental health in three consecutive surveys covering 12 years.
methodsThe study was based on data from three cross-sectional waves (2006, 2012, 2018) of the German BIBB/BAuA Employment Survey, comprising 53,295 employees. Four change indicators (i.e., introduction of new software, changes in goods and services produced/provided, downsizing and restructuring), five indicators of psychosocial risks (i.e., time pressure, interruptions, multitasking, working to the limits of capability, and working very quickly) and four mental health indicators (i.e., sleep disturbances, nervousness, tiredness and depressive symptoms) were investigated. We applied Poisson regression analysis to examine associations between organizational change, psychosocial risks, and mental health.
resultsAccording to the pooled analysis of all three waves, the majority of employees reported having experienced at least one organizational change, such as downsizing or restructuring, between 2006 and 2018. Organizational change was negatively associated with psychosocial risks (e.g., working to the limits of one's capability, PR: 1.66; 95% CI: 1.48-1.86) and with employee mental health (PR: 1.82; 95% CI: 1.61-2.04).
conclusionsOrganizational change is omnipresent in the modern economy. Our research suggests that transformation processes in organizations can bear risks to employees' health as psychosocial risks increase. Therefore, companies planning organizational change should accompany such processes with occupational health and safety measures.
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Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.