Change is Coming, Time to Undermine? Examining the Countervailing Effects of Anticipated Organizational Change and Coworker Exchange Quality on the Relationship Between Machiavellianism and Social Undermining at Work

2021 ◽  
Author(s):  
Christian N. Thoroughgood ◽  
Kiyoung Lee ◽  
Katina B. Sawyer ◽  
Thomas J. Zagenczyk
Keyword(s):  
Organizational Change ◽  
Social Undermining ◽  
Coworker Exchange ◽  
The Relationship

A Fitting Solution

2018 ◽  
Author(s):  
Kaori Kashimura ◽  
Takafumi Kawasaki Jr. ◽  
Nozomi Ikeya ◽  
Dave Randall
Keyword(s):  
Organizational Change ◽  
Power Plant ◽  
Augmented Reality ◽  
Real World ◽  
Work Practices ◽  
Plant Construction ◽  
Tightly Coupled ◽  
Complex Scenario ◽  
The Relationship ◽  
The Way

This chapter provides an ethnography of a complex scenario involving the construction of a power plant and, in so doing, tries to show the importance of a practice-based approach to the problem of technical and organizational change. The chapter reports on fieldwork conducted in a highly complex and tightly coupled environment: power plant construction. The ethnography describes work practices on three different sites and describes and analyses their interlocking dependencies, showing the difficulties encountered at each location and the way in which the delays that result cascade through the different sites. It goes on to describe some technological solutions that are associated with augmented reality and that are being designed in response to the insights gained from the fieldwork. The chapter also reflects more generally on the relationship between fieldwork and design in real-world contexts.

The Relationship between Job Stressors and Organizational Change Among Academic Staff at Universiti Teknologi Mara (UiTM) Cawangan Kelaantan.

2021 ◽  
Vol 7 (2) ◽  
pp. 201
Author(s):  
Nik Mohd Faris Nik Min ◽  
Intan Nurul ‘Ain Mohd Firdaus Kozako ◽  
Muhammad Ammar Haidar Ishak ◽  
Mohd Hafeez Al-Amin Abdul Wahab ◽  
Ayu Kamareenna Abdullah Thani ◽  
...  
Keyword(s):  
Organizational Change ◽  
Working Conditions ◽  
Role Ambiguity ◽  
Academic Staff ◽  
Product Diversification ◽  
Role Overload ◽  
Job Stressors ◽  
Peer Relation ◽  
Job Stressor ◽  
The Relationship

Change usually occurs when an organization replaces its management, technological change or product diversification, et cetera. However, organizational change can increase work stress levels, and employees need to cope with new and old stressors.  This research emphasizes the factors of job stressors, such as role overload, role ambiguity, unprofitability, poor peer-relation, and strenuous working conditions. The purpose of this research was to identify the relationship between job stressors and organizational change among academic staff at Universiti Teknologi MARA (UiTM) Cawangan Kelantan (Machang Campus) and to identify the most affected job stressor during the organizational change. The research was non-experimental which was categorized by correlation. Quantitative data was collected using a questionnaire contained three separate sections and was distributed to 155 academic staff at UiTM Cawangan Kelantan (Machang Campus). The reliability analysis was conducted and the Cronbach Alpha value ranged from 0.529 to 0.852. Pearson Correlation was used to examine the relationship between job stressors and organizational change, and it was found that all variables of job stressors had a significant relationship with organizational change except for unprofitability. It was also found that the most affected job stressor during organizational change was poor peer-relation. The researchers hope that this study would educate employees regarding factors affecting job stressors towards organizational change.  Keywords: Organizational change, role overload, role ambiguity, unprofitability, poor peer-relation, strenuous working conditions.

Towards Managing Organizational Change: An Empirical Study

2021 ◽  
Vol 3 (2) ◽  
pp. 41-50
Author(s):  
Sulaiman Abdullahi Bambale ◽  
Saheed Ademola Lateef ◽  
Ibrahim Abdulmalik
Keyword(s):  
Organizational Change ◽  
Structural Equation ◽  
Employee Commitment ◽  
Employee Motivation ◽  
Partial Least Square ◽  
Least Square ◽  
Trust Building ◽  
Observation Data ◽  
Study Results ◽  
The Relationship

This study examines the relationship between trust buildings, motivating employees, and employee commitment toward organizational change. A self-administrated questionnaire was used to gather data. The study provides a basic understanding of organizational change. Through systemic, theoretical, and conceptual understanding, the arguments of the study are built on the importance of communication in the organization and how in bringing organizational change. The current study proposed that trust-building, employee motivation, and employee commitment will be related to organizational change. A total of 292 copies of completed questionnaires were returned, representing 90.7% of the total questionnaire distribution to both managers and owners of manufacturing firms. Out of which, only 275 questionnaires were usable for the analysis after removing incomplete data and outliers. Partial Least Square-Structural Equation Modelling (PLS-SEM) was used to analyze as a popularly accepted model to justify the theory with the observation data. The study results revealed that trust-building, employee motivation and employee commitment have significant effects on organizational change. The current study also claims the importance of collaboration within employees of any organization at the level of transition. The current study will help professionals and academics and enhancing their leadership abilities, it will benefit and inspire trust members to show better outcomes. However, it is recommended that further research is needed in this direction to confirm the result of this study. Finally, this study concludes that trust-building, employee commitment and employee motivation play a significant role in organizational change.

scholarly journals THEORATICAL FRAMEWORK TO UNDERSTAND THE ASSOCIATION OF ORGANIZATIONAL CHANGE ON THE ORGANIZATIONAL COMMITMENT

2014 ◽  
Vol 5 (1) ◽  
pp. 618-624
Author(s):  
Kanika Sofat ◽  
Dr.Ravi Kiran
Keyword(s):  
Organizational Change ◽  
Organization Change ◽  
Intangible Asset ◽  
Labor Turnover ◽  
Change Initiatives ◽  
Organization Commitment ◽  
Managing Change ◽  
The People ◽  
New Ideas ◽  
The Relationship

The organization change is defined as the adoption of new ideas or behavior by an organization. The mainobjective of organizational change is to maximize the benefits of the people involved in the process and to minimize the risk involved in the failure of implementing and managing change. Organization commitment of the employees is an intangible asset for an organization so as to derive strategic advantage over competitors. It is a psychological link between the employee and his organization. If the employees lack commitment it willlead to increase in absenteeism and affecting labor turnover. The commitment employees will hence ease stressduring organizational change process and will understand and cope with change so as to make it successful. The paper helps to understand the organizational change initiatives undertaken in the organizations. It further helpsto examine the relationship between change management and organization commitment in organizations.Keywords: Organizational change, Change levers, Organizational change initiatives, organization commitment

Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership

2021 ◽  
pp. 227853372110439
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Rohini Sharma ◽  
Chandan Kumar Sahoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Employee Involvement ◽  
Change Readiness ◽  
Employee Voice ◽  
Equation Modeling ◽  
Commitment To Change ◽  
The Relationship ◽  
Moderating Role

This study explores the antecedents for organizational change readiness for altering the status quo and empirically validates few potent tools which facilitate change. By drawing on change management literature, this study examines the influence of employee voice (EV) and employee involvement (EI) on commitment-to-change (CTC), considering the latter as a mediating variable in the relation between antecedent human resources practices (EV and EI) and organizational change readiness (OCR). Subsequently, the moderating role of transformational leadership was analyzed on these posited relationships. The hypotheses proposed in the research model are tested on a sample of 516 employees from an Indian public sector organization, applying Baron and Kenny’s (1986) technique for establishing mediation and Ping’s approach to moderated structured equation modeling for moderation. The findings suggest that CTC partially mediates the relationship between EV and OCR, but it does not mediate between EI and OCR. Likewise, the study results also empirically validate that the relationship between EV and CTC is enhanced if leadership is transformational, also the hypothesis positing the moderating role of transformational leadership between EI and CTC was supported.

Theory of Planned Behavior and Different Forms Of Organizational Change Behavior

2018 ◽  
Vol 46 (10) ◽  
pp. 1657-1671 ◽  
Author(s):  
Yuha Yang ◽  
Jin Nam Choi ◽  
Kyungmook Lee
Keyword(s):  
Organizational Change ◽  
Theory Of Planned Behavior ◽  
South Korea ◽  
Change Management ◽  
Planned Behavior ◽  
Management Support ◽  
Behavioral Reactions ◽  
Change Behavior ◽  
Reactions To Change ◽  
The Relationship

Complementing prior research on the macro- and system-focused views of organizational change, we examined microprocesses of change by attending to 3 different forms of change behavior as predicted by the theory of planned behavior (TPB). Data were collected from 193 employee–coworker dyads working in various organizations in South Korea. Results showed that the TPB-based predictors were related to distinct forms of change behavior. Specifically, the change efficacy of employees predicted their compliance with change, management support for change predicted employees' cooperation with change, and change favorableness was related to proactive championing for change. Magnitude of change was a positive predictor of the 3 forms of change behavior (compliance, cooperation, and championing) and moderated the relationship between change efficacy and compliance with change. We have contributed to the literature by elaborating on the microlevel dynamics of organizational change by introducing the TPB to explain behavioral reactions to change.

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