دانلود رایگان مقاله انگلیسی فرآیندهای روانشناختی پیوند تعهد سازمانی و اهداف حمایت کننده تغییر - امرالد 2017

Abstract

Purpose - With employees’ support of organizational changes being vital for today’s organizations, this study aimed to enhance the understanding of how organizational commitment is linked to change-supportive intentions. Based on the theory of planned behavior (TPB, Ajzen, 1991), mediated effects of affective organizational commitment were empirically tested to explore the underlying psychological processes. Design/Methodology - The study was conducted in the context of a complex change process at a production facility of a large international manufacturing company (N=667). Data from the change survey were analyzed employing Hayes’ (2012) PROCESS macro. Findings - The results showed that organizational commitment relates to change-supportive intentions directly and, as suggested by the TPB, is mediated via change-related attitudes, subjective norms, and perceived behavioral control (PBC). Furthermore, results suggest additional effects of change recipients’ age and occupational status. Implications - Employing the TPB offers specific insights for tailored interventions to create conditions facilitating organizational changes. The results indicate that commitment lays the ground for employees’ change reactions. In addition the psychological processes suggested by the TPB serve as additional levers for explaining change-supportive intentions. Originality/Value - The study provides valuable information on the relationship between commitment and change-supportive intentions. Specifically, affective organizational commitment is shown to be an important resource in times of change, as it relates to more positive psychological reactions to change.

Discussion

In today’s dynamic business environment, organizations have to rely even more on the change support of the employees to successfully manage the necessary complex change initiatives (Morin et al., 2016). Commitment has often been suggested as a relevant precondition for employees’ positive change reactions (Oreg et al., 2011). Therefore, the purpose of this research was to gain a better understanding of the relationship between affective organizational commitment and change-supportive intentions in the context of a complex change initiative.

As expected the results showed that affective commitment to the organization is significantly and positively related to change-supportive intentions, explaining 17.3% of the variance in employees’ intention to support the change beyond age and occupational status. These results are in line with findings from previous studies relating commitment to employee´s readiness to change (e.g., Kwahk & Kim, 2008; Madsen et al., 2005), and add further support to commitment being an important individual-level variable in the change context. Knowledge about affective organizational commitment as a potential resource can assist change managers in planning their change projects. Beyond that, understanding the psychological processes that link affective commitment and change-supportive intentions might allow to identify additional levers for fostering change support.