HOW DO SUPERVISORS PROVIDE AND RECEIVE SUPPORT DURING ORGANISATIONAL CHANGE - A qualitative case study

Abstract

Purpose: This study examines the challenges that reorganisation brings to supervisors, to their sensemaking, how they are supported and how they can support the organisation. Theory: The theoretical frameworks used in this study are the job demand-control-support model and sensemaking. The first theory examines the level of job-related demands, the ability to control one's own work and received support and the combined effects. The second theoretical framework, sensemaking, is used to understand how supervisors have understood and made sense of the change, their role in the change and the changes consequences. These theories are tools to understand how supervisors perceive their role and influence in organisational change. Method: The study applies qualitative research design with semi-structured interviews. The sample consists of 13 interviews with supervisors from four countries and different levels from Nordic multinational case company. Result: The results show the importance of combining planning with communication to enable sensemaking in the different layers of the organisation. The results were congruent with the job control-demand-support model. Increased control and demands caused stress and adverse effects on supervisors, which were also alleviated but not removed even with versatile support. Supervisors played a key role in sensegiving towards the organisation. Still, their ability to sensegive was interlinked to their sensemaking of the change process that depended significantly on the input received from leadership.