ABSTRACT
This chapter discusses the well-being and health impact of drastic organizational change using job insecurity (JI) as a prominent example for important stressors in the course of change. It introduces the healthy organizational change model (HOC-M) building the theoretical background. The chapter also considers perceived JI as one of the most prominent work stressor during organizational change. It presents results based on a scoping review about the impact of JI on health-related outcomes. The HOC-M draws predominantly on transactional stress theory and suggests that negative health-related outcomes are mediated by primary and secondary appraisal. The model describes factors that promote and hinder health-related outcomes in times of organizational change. The HOC-M proposes that “social exchange characteristics mediate the relationship between organizational change and its appraisal”. The chapter concludes with recommendations for managers at the strategic and workplace level as well as human resource management.
