When the going gets tough: Employee reactions to large‐scale organizational change and the role of employee Machiavellianism

Large-scale, long-term change initiatives take time to unfold, which can be a source ofuncertainty and strain. Investigating the initial 19 months of a large-scale change, weargue that during these stages, employees' change-related beliefs become more negativeover time, which negatively affects their work engagement and, ultimately, increasestheir turnover intentions. Furthermore, we investigate the impact of a trait, Machiavel-lianism, on change reactions and propose that employees high in Machiavellianism reactmore negatively during change processes as they are especially susceptible to uncer-tainty and stress. We test our (cross-level) moderated mediation model in a three-wavelongitudinal study among employees undergoing a large-scale change (T1: n = 1,602; T2:n =1,113;T3:n = 759). We find that employees' beliefs about the impact and value ofthe change are indeed negatively related to change duration and that decreases in theseperceptions come with a decline in engagement and increases in turnover intentions.Moreover, employees high in Machiavellianism react more strongly to a deterioration inchange-related beliefs, showing stronger reductions in engagement and strongerincreases in turnover intentions than employees low in Machiavellianism. Our studyoffers explanations for the negative effects of large-scale changes including an explana-tory factor for disparate employee reactions to change over time.