The impact of change management on the well-being of medical staff of different generations at the Children’s Clinical University Hospital Ambulatory Health Center

Abstract

Healthcare organizations often undergo structural, technological, and organizational changes, making effective change management crucial for employee well-being. This study explores how change management affects the well-being of staff across generations at the Children’s Clinical University Hospital Ambulatory Health Center. The research applies Lewin’s three-stage change model and the Job Demands-Resources (JD-R) model to understand how demands and resources during change affect well-being. The study included a questionnaire survey of 128 employees and five semi-structured interviews. Results indicate that clear communication and strong managerial support are key factors linked to employee well-being during change. Younger employees reported higher stress levels, less emotional stability, and a greater need for feedback and communication, whereas older employees adapted more easily. Qualitative findings confirm that poor or delayed communication increases uncertainty and reduces psychological safety. The study recommends that healthcare organizations with multigenerational staff emphasize clear communication, supportive leadership, and strategies to meet the needs of all employees. Since the study was conducted at a single site with a small qualitative sample, the findings regarding generational differences should be interpreted with caution.