Investigating the Consequences of Change Fatigue in Health Care Workers

By making new changes in the organization, organizations are looking for various innovations to maintain their level of performance in the existing competitive environment. But these frequent changes can lead to change fatigue and its negative consequences for employees. Therefore, the present study was conducted to evaluate the change fatigue and its related consequences in health care providers.

The present study is a cross-sectional study conducted in health centers in western Iran. In this study, 803 people were selected using the available method. In this study, the change fatigue scale, Parker and Decotis’ job stress questionnaire, Ruth and Field’s job satisfaction questionnaire, Maslash and Jackson’s burnout questionnaire, turnover intention questionnaire, and standard questionnaire of organizational commitment of Mowday et al. are used. All analyzes were performed using SPSS23 and AMOS18 software.

The results of the present study showed that with the increase of change fatigue, the intention to leave, stress and burnout increased significantly and job satisfaction decreased significantly; however, there was no significant relationship between change fatigue and organizational commitment. Also, a significant relationship was observed between marital status, age, work experience, type of employment, type of job and education with change fatigue.

In environments that are associated with rapid and continuous changes, it is important to consider the change fatigue and its consequences because it can increase job stress, burnout, reducing job satisfaction, and organizational commitment and provide a basis for leaving the job.