Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis

OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through s...
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Autor*in:	Johan Høy Jensen [verfasserIn] Esben Meulengracht Flachs [verfasserIn] Janne Skakon [verfasserIn] Naja Hulvej Rod [verfasserIn] Jens Peter Bonde [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2019

Schlagwörter:	health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study

Übergeordnetes Werk:	In: Scandinavian Journal of Work, Environment & Health - Nordic Association of Occupational Safety and Health (NOROSH), 2021, 45(2019), 1, Seite 53-62
Übergeordnetes Werk:	volume:45 ; year:2019 ; number:1 ; pages:53-62

Links:	Link aufrufen Link aufrufen Link aufrufen Journal toc Journal toc

DOI / URN:	10.5271/sjweh.3766

Katalog-ID:	DOAJ071948139

Internformat


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520			\|a OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit.
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allfields	10.5271/sjweh.3766 doi (DE-627)DOAJ071948139 (DE-599)DOAJ1ae7d1daac9c43e88876ca58ad578855 DE-627 ger DE-627 rakwb eng RA1-1270 Johan Høy Jensen verfasserin aut Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis 2019 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit. health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study Public aspects of medicine Esben Meulengracht Flachs verfasserin aut Janne Skakon verfasserin aut Naja Hulvej Rod verfasserin aut Jens Peter Bonde verfasserin aut In Scandinavian Journal of Work, Environment & Health Nordic Association of Occupational Safety and Health (NOROSH), 2021 45(2019), 1, Seite 53-62 (DE-627)350781230 (DE-600)2083318-0 1795990X nnns volume:45 year:2019 number:1 pages:53-62 https://doi.org/10.5271/sjweh.3766 kostenfrei https://doaj.org/article/1ae7d1daac9c43e88876ca58ad578855 kostenfrei https://www.sjweh.fi/show_abstract.php?abstract_id=3766 kostenfrei https://doaj.org/toc/0355-3140 Journal toc kostenfrei https://doaj.org/toc/1795-990X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 AR 45 2019 1 53-62
spelling	10.5271/sjweh.3766 doi (DE-627)DOAJ071948139 (DE-599)DOAJ1ae7d1daac9c43e88876ca58ad578855 DE-627 ger DE-627 rakwb eng RA1-1270 Johan Høy Jensen verfasserin aut Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis 2019 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit. health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study Public aspects of medicine Esben Meulengracht Flachs verfasserin aut Janne Skakon verfasserin aut Naja Hulvej Rod verfasserin aut Jens Peter Bonde verfasserin aut In Scandinavian Journal of Work, Environment & Health Nordic Association of Occupational Safety and Health (NOROSH), 2021 45(2019), 1, Seite 53-62 (DE-627)350781230 (DE-600)2083318-0 1795990X nnns volume:45 year:2019 number:1 pages:53-62 https://doi.org/10.5271/sjweh.3766 kostenfrei https://doaj.org/article/1ae7d1daac9c43e88876ca58ad578855 kostenfrei https://www.sjweh.fi/show_abstract.php?abstract_id=3766 kostenfrei https://doaj.org/toc/0355-3140 Journal toc kostenfrei https://doaj.org/toc/1795-990X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 AR 45 2019 1 53-62
allfields_unstemmed	10.5271/sjweh.3766 doi (DE-627)DOAJ071948139 (DE-599)DOAJ1ae7d1daac9c43e88876ca58ad578855 DE-627 ger DE-627 rakwb eng RA1-1270 Johan Høy Jensen verfasserin aut Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis 2019 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit. health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study Public aspects of medicine Esben Meulengracht Flachs verfasserin aut Janne Skakon verfasserin aut Naja Hulvej Rod verfasserin aut Jens Peter Bonde verfasserin aut In Scandinavian Journal of Work, Environment & Health Nordic Association of Occupational Safety and Health (NOROSH), 2021 45(2019), 1, Seite 53-62 (DE-627)350781230 (DE-600)2083318-0 1795990X nnns volume:45 year:2019 number:1 pages:53-62 https://doi.org/10.5271/sjweh.3766 kostenfrei https://doaj.org/article/1ae7d1daac9c43e88876ca58ad578855 kostenfrei https://www.sjweh.fi/show_abstract.php?abstract_id=3766 kostenfrei https://doaj.org/toc/0355-3140 Journal toc kostenfrei https://doaj.org/toc/1795-990X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 AR 45 2019 1 53-62
allfieldsGer	10.5271/sjweh.3766 doi (DE-627)DOAJ071948139 (DE-599)DOAJ1ae7d1daac9c43e88876ca58ad578855 DE-627 ger DE-627 rakwb eng RA1-1270 Johan Høy Jensen verfasserin aut Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis 2019 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit. health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study Public aspects of medicine Esben Meulengracht Flachs verfasserin aut Janne Skakon verfasserin aut Naja Hulvej Rod verfasserin aut Jens Peter Bonde verfasserin aut In Scandinavian Journal of Work, Environment & Health Nordic Association of Occupational Safety and Health (NOROSH), 2021 45(2019), 1, Seite 53-62 (DE-627)350781230 (DE-600)2083318-0 1795990X nnns volume:45 year:2019 number:1 pages:53-62 https://doi.org/10.5271/sjweh.3766 kostenfrei https://doaj.org/article/1ae7d1daac9c43e88876ca58ad578855 kostenfrei https://www.sjweh.fi/show_abstract.php?abstract_id=3766 kostenfrei https://doaj.org/toc/0355-3140 Journal toc kostenfrei https://doaj.org/toc/1795-990X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 AR 45 2019 1 53-62
allfieldsSound	10.5271/sjweh.3766 doi (DE-627)DOAJ071948139 (DE-599)DOAJ1ae7d1daac9c43e88876ca58ad578855 DE-627 ger DE-627 rakwb eng RA1-1270 Johan Høy Jensen verfasserin aut Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis 2019 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit. health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study Public aspects of medicine Esben Meulengracht Flachs verfasserin aut Janne Skakon verfasserin aut Naja Hulvej Rod verfasserin aut Jens Peter Bonde verfasserin aut In Scandinavian Journal of Work, Environment & Health Nordic Association of Occupational Safety and Health (NOROSH), 2021 45(2019), 1, Seite 53-62 (DE-627)350781230 (DE-600)2083318-0 1795990X nnns volume:45 year:2019 number:1 pages:53-62 https://doi.org/10.5271/sjweh.3766 kostenfrei https://doaj.org/article/1ae7d1daac9c43e88876ca58ad578855 kostenfrei https://www.sjweh.fi/show_abstract.php?abstract_id=3766 kostenfrei https://doaj.org/toc/0355-3140 Journal toc kostenfrei https://doaj.org/toc/1795-990X Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 AR 45 2019 1 53-62
language	English
source	In Scandinavian Journal of Work, Environment & Health 45(2019), 1, Seite 53-62 volume:45 year:2019 number:1 pages:53-62
sourceStr	In Scandinavian Journal of Work, Environment & Health 45(2019), 1, Seite 53-62 volume:45 year:2019 number:1 pages:53-62
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topic_facet	health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study Public aspects of medicine
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container_title	Scandinavian Journal of Work, Environment & Health
authorswithroles_txt_mv	Johan Høy Jensen @@aut@@ Esben Meulengracht Flachs @@aut@@ Janne Skakon @@aut@@ Naja Hulvej Rod @@aut@@ Jens Peter Bonde @@aut@@
publishDateDaySort_date	2019-01-01T00:00:00Z
hierarchy_top_id	350781230
id	DOAJ071948139
language_de	englisch
fullrecord	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">DOAJ071948139</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230309104138.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">230228s2019 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.5271/sjweh.3766</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)DOAJ071948139</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)DOAJ1ae7d1daac9c43e88876ca58ad578855</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">RA1-1270</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Johan Høy Jensen</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2019</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">health care</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">psychosocial work environment</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">mediation analysis</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">turnover</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">downsizing</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">healthcare worker</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">public sector</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">mediator</subfield></datafield><datafield tag="650" ind1=" " 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callnumber-first	R - Medicine
author	Johan Høy Jensen
spellingShingle	Johan Høy Jensen misc RA1-1270 misc health care misc psychosocial work environment misc mediation analysis misc turnover misc downsizing misc healthcare worker misc public sector misc mediator misc employee exit misc longitudinal association misc restructuring misc reorganization misc reorganisation misc merger misc organisational change misc social capital misc longitudinal study misc Public aspects of medicine Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis
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topic_title	RA1-1270 Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis health care psychosocial work environment mediation analysis turnover downsizing healthcare worker public sector mediator employee exit longitudinal association restructuring reorganization reorganisation merger organisational change social capital longitudinal study
topic	misc RA1-1270 misc health care misc psychosocial work environment misc mediation analysis misc turnover misc downsizing misc healthcare worker misc public sector misc mediator misc employee exit misc longitudinal association misc restructuring misc reorganization misc reorganisation misc merger misc organisational change misc social capital misc longitudinal study misc Public aspects of medicine
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topic_browse	misc RA1-1270 misc health care misc psychosocial work environment misc mediation analysis misc turnover misc downsizing misc healthcare worker misc public sector misc mediator misc employee exit misc longitudinal association misc restructuring misc reorganization misc reorganisation misc merger misc organisational change misc social capital misc longitudinal study misc Public aspects of medicine
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title	Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis
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title_full	Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis
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author_browse	Johan Høy Jensen Esben Meulengracht Flachs Janne Skakon Naja Hulvej Rod Jens Peter Bonde
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title_sort	longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis
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title_auth	Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis
abstract	OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit.
abstractGer	OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit.
abstract_unstemmed	OBJECTIVES: Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit.
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title_short	Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis
url	https://doi.org/10.5271/sjweh.3766 https://doaj.org/article/1ae7d1daac9c43e88876ca58ad578855 https://www.sjweh.fi/show_abstract.php?abstract_id=3766 https://doaj.org/toc/0355-3140 https://doaj.org/toc/1795-990X
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We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. METHODS: Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. RESULTS: We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01–1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46–1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86–2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98–1.16 versus HR 1.10). CONCLUSIONS: Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">health care</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">psychosocial work environment</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">mediation analysis</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">turnover</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">downsizing</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">healthcare worker</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">public sector</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">mediator</subfield></datafield><datafield tag="650" ind1=" " 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Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis

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