Purpose: The situational perspective on organisational change proposes that some aspects facilitate whileothers hinder individual performance at work (Sonnentag & Frese, 2002). Viewed as a situational constraint/stressor, organisationalchange holds potential for a negative impact on performance. We investigate relations between employees’ experienced change andtheir task and contextual performance. We hypothesise that organisational change will relate negatively to task performance (H1) andpositively to contextual performance (H2), and that these relations will be moderated by their managers’ self-efficacy (H3). Methods: Questionnaires were administered to 12,669 employees and their 470 managers in 2014 and again in 2015. We test twoconditional process second order latent difference structural equation models, one for task performance and one for contextualperformance. Results: Models, which have acceptable data-model fit, show a direct negative effect of experienced change on 2015 taskperformance (p < .001) and a direct positive effect on 2015 contextual performance (p < .01), but no significant main effect on 2014to 2015 change in either. Self-efficacy negatively moderates the relation between experienced change and contextual performance (p< .05) and change in contextual performance (p < .05). Limitations: Potential limitations lie in data stemming from self-reports, although two data sources reduce this bias. Implications: Understanding how organisational change has simultaneous negative and positive impacts on employee performanceand what moderates this relation (managerial self-efficacy) increases the potential for interventions.