Does meaning‐making help during organizational change?

Purpose The purpose of this paper is first, to test the validity of a new scale measuring the construct of meaning‐making, defined as the ability to integrate challenging or ambiguous situations into a framework of personal meaning using conscious, value‐based reflection. Second, to explore whether meaning‐making is distinct from other personal resources (self‐efficacy, optimism, mastery, meaning in life), and coping (positive reinterpretation, acceptance). Third, to explore whether meaning‐making facilitates work engagement, willingness to change, and performance during organizational change. Design/methodology/approach Cross‐sectional survey‐data were collected from 238 employees in a variety of both public and private organizations. Findings Confirmatory factor analyses showed that meaning‐making can be distinguished from other personal resources, coping and meaning in life. Regression analyses showed that meaning‐making is positively related to in‐role performance and willingness to change, but not to work engagement, thereby partly supporting the hypotheses. Originality/value The paper focuses on meaning‐making that has not yet been studied empirically in organizational change settings. It shows that the new construct of psychological meaning‐making is related to valuable employee outcomes including in‐role performance and willingness to change. Meaning‐making explains variance over and above other personal resources such as self‐efficacy, optimism, mastery, coping and meaning in life.