Purpose
Change fatigue refers to the state when excessive change has led workers to feel exhausted and unable to further adapt. While the concept of change fatigue has been discussed, research exploring predictors, mediators and consequences of change fatigue is limited. The purpose of this study was to empirically demonstrate that organizational change frequency predicts change fatigue, and that change fatigue predicts important outcomes (e.g. reduced performance) via mediators such as reduced commitment and satisfaction.
Design/methodology/approach
In two cross-sectional studies, the authors explored predictors, mediators and outcomes of change fatigue.
Findings
In study one, participants from organizations experiencing more change reported greater change fatigue, and change fatigue predicted increased strain, burnout, intention to turnover and decreased engagement. In study two, change fatigue had significant indirect effects on teamwork, turnover intention and performance via reduced job satisfaction and organizational commitment.
Research limitations/implications
Both studies were cross-sectional; future studies should explore the predictors and consequences of change fatigue longitudinally.
Practical implications
Change managers need to be aware that frequent organizational changes predict change fatigue, which reduces both job satisfaction and organizational commitment and leads to worse performance.
Originality/value
This is the first study demonstrating that change frequency predicts change fatigue, and that fatigue impacts performance outcomes via reduced satisfaction and commitment.
