Change in unit‐level job attitudes following strategic interventions: A meta‐analysis of longitudinal studies

The present meta-analysis tests how cost- and people-oriented strategic interventions impact temporal-dynamic changes in unit-level job attitudes within organizations. Analyses are based on 573 effect sizes across 137 longitudinal studies containing unit-level change in job attitudes across three time periods (pre-change, during change, and post-change). Results reveal that unit-level job attitudes (a) decline during cost-oriented changes (e.g., restructuring) and remain at lower levels following the changes (supporting a sustained change model); (b) increase during people-oriented changes (i.e., HRM investments) and remain at higher levels following the interventions (consistent with a sustained change model); and (c) remain unchanged over time when cost- and people-oriented interventions are combined. Tests of a process model further reveal that cost-oriented (people-oriented) interventions impact unit-level job attitudes by reducing (increasing) perceived support (relative to a no intervention control). The pattern of findings suggests that long-term, unit-level change in job attitudes can be anticipated to follow from strategic interventions, although some of the negative impact of cost cutting can be mitigated by maintaining perceptions of support.