The Effect of Organizational Change on Mental Health, by Examining the Moderator Role of Support and Job Control

Aghighi, Alireza; Rezaeetale, Mahdi; Lahotian, Ali; Shahabinia, Saied

doi:10.30699/jergon.8.3.22

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Volume 8, Issue 3 (Iranian Journal of Ergonomics 2020) Iran J Ergon 2020, 8(3): 22-35 | Back to browse issues page

‎ 10.30699/jergon.8.3.22

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Aghighi A, Rezaeetale M, Lahotian A, Shahabinia S. The Effect of Organizational Change on Mental Health, by Examining the Moderator Role of Support and Job Control. Iran J Ergon 2020; 8 (3) :22-35
URL: http://journal.iehfs.ir/article-1-723-en.html

The Effect of Organizational Change on Mental Health, by Examining the Moderator Role of Support and Job Control

Alireza Aghighi¹

, Mahdi Rezaeetale ^*²

, Ali Lahotian³

, Saied Shahabinia⁴

1- Department of Management, Payam-e Noor University (PNU), Tehran, Iran
2- Master of Public Administration, Alvand Higher Education Institute, Tehran, Iran , mahdirezaee1399@chmail.ir
3- PhD in Public Administration, University of Tehran
4- Department of Management, Payame Noor University (PNU), Tehran, Iran

Keywords: Organizational Change, Employee Mental Health, Job Support, Job Control

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Introduction

The present study seeks to explain the effect of organizational change on employees' mental health with respect to the moderating role of job support and control.

Materials and Methods

This method is descriptive and correlational. The statistical population of the study was the staff of Farshchian Sina Hospital in Hamadan, Iran, a total number of 200 people. Sample size was determined based on Morgan table to be 132 people which were randomly selected. Standard questionnaires of organizational change, general health, job support and job control were used to measure the variables. Data analysis was performed using SPSS 23 (SPSS Inc., Chicago, IL., USA) and smart SPLS version 2.

Table 1. Relationship between questions and research variables

Variables related to research hypotheses		Number of questions
Organizational change	Role ambiguity	6
	Role overload	5
	Role conflict	4
Mental health	Physical symptoms	7
	Anxiety	7
	Social dysfunction	7
	Depression	7
Job support	Job support	12
Job control	Method control	6
Job control	Time control	4

Table 2. Results of confirmatory factor analysis of organizational change variable

Variable	Question	Factor load	t-value
Role ambiguity	1	0.797305	41.712533
	2	0.682799	23.262664
	3	0.766956	23.2477835
	4	0.767309	27.969965
	5	0.797427	2.997247
	6	0.681619	17.908940
Role overload	7	0.843860	56.609431
	8	0.458643	8.097183
	9	0.797305	41.712533
	10	0.682799	23.262664
	11	0.841400	70.363659
Role conflict	12	0,574569	8,428771
	13	0.830210	47.8086667
	14	0.604326	14.855353
	15	0.427505	7.001188

Table 3. Results of confirmatory factor analysis of employees' mental health variables

Variable	Question	Confirmatory factor analysis
Variable	Question	Factor load	t-value
Physical symptoms	1	0.742250	22.040073
	2	0.744642	25.254819
	3	0.719317	25.899302
	4	0.803937	34.427805
	5	0.734821	22.706431
	6	0.718706	20.270336
	7	0,796139	29.768499
Anxiety	8	0.817178	29.109483
	9	0.659137	15.526103
	10	0.701754	23.903422
	11	0.786341	31.895035
	12	0,572292	9.620482
	13	0.678115	16.471636
	14	0.778164	28.659707
Social dysfunction	15	0.663711	16.621076
	16	0.451349	6.940837
	17	0.634138	16.707859
	18	0.808368	21.697196
	19	0.7778237	18.143658
	20	0.729472	8.344141
	21	0.681734	5.989715
Depression	22	0.809227	18.208271
	23	0.810273	56.744033
	24	0.733172	23.016021
	25	0.767309	27.969965
	26	0.790372	44.007901
	27	0.681619	17.908940
	28	0.843860	56.609431

Table 4. Results of Job Support Confirmation Factor Analysis

Variable	Question	Confirmatory factor analysis
Variable	Question	Factor load	t-value
Job Support	1	0.482082	7.212963
	2	0.821875	22.392775
	3	0.921731	51.329237
	4	0.761358	21.344967
	5	0.797305	41.712533
	6	0.682799	23.262664
	7	0.841400	70.363659
	8	0.489733	2.402602
	9	0.830210	47.8086667
	10	0.604326	14.855353
	11	0.427505	7.001188
	12	0.820840	2.900672

Table 5. Results of confirmatory factor analysis of job control

Variable	Question	Factor load	t-value
Method control	1	0,542335	8.484827
	2	0,530446	7.277789
	3	0.622422	12.877774
	4	0,522924	7,268,978
	5	0.714360	18.204314
	6	0.722263	21.383358
Time control	7	0.654392	13.344105
	8	0.726812	19.303254
	9	0.763042	22.343314
	10	0.680807	13.987477

Table 6. Convergent validity values

Variable	Convergent validity
Role ambiguity	0.409745
Role overload	0.724587
Role conflict	0.701578
Physical symptoms	0.513046
Anxiety	0.766121
Social dysfunction	0,579232
Depression	0.451055
Job support	0.683233
Method control	0,598404
Time control	0.786761

Table 7. Cronbach's alpha coefficients

Variable	Cronbach's alpha coefficients
Role ambiguity	0.620210
Role overload	0.797973
Role conflict	0.773871
Physical symptoms	0.849509
Anxiety	0.710934
Social dysfunction	0.883460
Depression	0.754793
Job support	0.760838
Method control	0.729892
Time control	0.797973

Table 8. Composite reliability values

Variable	Combined reliability
Role ambiguity	0.865170
Role overload	0.844951
Role conflict	0.880628
Physical symptoms	0.840284
Anxiety	0.875139
Social dysfunction	0.865170
Depression	0.844951
Job support	0.840284
Method control	0.875139
Time control	0.739101

Table 9. Demographic information of the participants

Variable		N (%)
Age	Older than 30 years	34 (25.8)
	31 to 40 years	58 (43.9)
	41 to 50 years	40 (30.3)
Education	Diploma	4 (3.0)
	Associate Degree	12 (9.1)
	Bachelor	99 (75.0)
	Master's degree and higher	27 (12.9)
Responsibilities of the respondents	Less than 5 years	32 (24.2)
	6 to 10 years	32 (24.2)
	11 to 15 years	22 (16.7)
	16 to 20 years	30 (22.7)
	More than 21 years	16 (12.1)

Table 10. Significance factors Z (t-values) for endogenous latent variables

Path	Significance coefficients Z	confidence level
Organizational change on employees' mental health	11.145	95%د
Organizational change considering the moderating effect of job support on employees' mental health	2.86	95%
Organizational change considering the moderating effect of job control on employee burnout	10.02	95%

Table 11. Determination coefficient values for endogenous latent variables

Dimensions and components	The coefficient of determination
Mental health of employees	0.926

Table 12. Redundancy criteria

Dimensions and components	Excess values
Mental health of employees	0.154

Table 13. Q2 Predictor Relationship Table

Dimensions and components	Predictive criteria	Predictive power
Organizational change	0.223	medium
Mental health	0.11	medium
Job support	0.17	medium
Job control	0.38	Strong

Results

Findings indicated that 43% of employees' mental health changes are explained by organizational change. Organizational change, considering the moderating effect of job support, has a positive effect on employees' mental health. The standardized coefficient between the two variables showed that 24% of mental health changes are explained by organizational change, taking into account the adjustment effect of job support. Organizational change, considering the moderating effect of job control, also has a positive effect on the mental health of employees. The standardized coefficient between the two variables also showed that 29% of mental health changes are explained by organizational change, considering the moderating effect of job control. Therefore, organizational change has a positive effect on the mental health of Farshchian Hospital staff in Hamadan.

Table 14. Structural path coefficients

Path coefficients	Path coefficients
Organizational change on employees' mental health	-0.436
Organizational change considering the moderating effect of job support on employees' mental health	0.243
Organizational change considering the moderating effect of job control on employees' mental health	0.297

Discussion

According to the research findings, it can be said that organizational change was effective on the mental health of the staff of Farshchian Hospital (Sina) in Hamadan.
Organizational change was effective considering the moderating effect of job support on the mental health of Farshchian Hospital (Sina) staff in Hamadan. Disrupting the status quo and eliminating the forces that individually and collectively resist the phenomenon of change, and moving towards a new situation that means organizational change, can cause anxiety and stress and, consequently, reduce the mental health of employees.
It can be said that organizational change was effective in considering the effect of job control moderator on the mental health of the staff of Farshchian Hospital (Sina) in Hamadan. Lack of control over working conditions is one of the factors that, along with stress, is psychologically effective in exacerbating illness or predisposing to burnout and other destructive factors. If a person's job is stressful. However, if a person has the freedom and ability to make decisions about working conditions, his/her mental health will be higher.

Conclusion

The results of the research indicated that making organizational changes in Farshchian Hospital in Hamadan, considering the supportive role and control of managers, improves the mental health of employees.

Acknowledgements

The present study was taken from a dissertation entitled "The effect of organizational change on employees' mental health by examining the moderating role of job support and job control (Case study: staff of Farshchian Hospital (Sina) Hamadan)" which was approved by the Research Council of Alvand Higher Education Institute. We would like to thank the Research Council and the Graduate Studies Office of Alvand Higher Education Institute and all the staff who assisted the research team in carrying out this research. It goes without saying that in this research, ethical principles and conscious satisfaction and trustworthiness were considered.

Conflicts of Interest

The authors declared no conflict of interest.

Type of Study: Research |
Received: 2020/06/2 | Accepted: 2020/08/1 | ePublished: 2020/09/22

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