Commitment to organizational change in a Chinese context

2014 ◽  
Vol 29 (8) ◽  
pp. 1098-1114 ◽  
Author(s):  
Runtian Jing ◽  
Jia Lin Xie ◽  
Jing Ning
Keyword(s):  
Organizational Change ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Well Being ◽  
Employee Relations ◽  
Normative Commitment ◽  
Commitment To Change ◽  
Continuance Commitment ◽  
Content Type ◽  
Perceived Reasons

Purpose – The purpose of this paper is to examine the antecedents (psychological contract and perceived reasons for change) and consequences (work behaviors and well-being) of employees’ commitment to organizational change. Design/methodology/approach – The authors developed a conceptual model of the antecedents and consequences of commitment to organizational change. In Study 1, based on interviews, the authors developed an instrument to measure the construct “reasons for change.” In Study 2, the authors collected questionnaire data from 228 employees of a Chinese telecom company undergoing organizational changes and tested the conceptual model using structural equation modeling. Findings – The results showed that the strength of a relational contract (one form of psychological contract) was positively related to normative commitment to change and negatively related to continuance commitment to change. External reasons for change were positively related to affective and normative commitment to change, whereas internal reasons for change were negatively related to affective commitment to change and positively related to continuance commitment to change. Affective commitment was negatively related to exit and aggressive voice. Continuance commitment was positively related to emotional exhaustion, and normative commitment was negatively related to emotional exhaustion. Research limitations/implications – The single-source cross-sectional design limits the robustness of the conclusions drawn from the findings. Two promising avenues were opened for further research: the interaction of employees’ commitment to change at different levels and the process of social construction of perceived reasons for change. Practical implications – To facilitate employee commitment to change, organizations should cultivate relational contracts with their employees and attend to the “framing effects” of employees’ perceptions of reasons for change. Social implications – This study contributes to the understanding of the relationship between employer-employee relations and employee well-being in Chinese society. It suggests that healthy employer-employee relations are beneficial for employee well-being. Moreover, Chinese firms should pay more attention to the changes occurring inside and outside their organizations, which are related to the psychological health of their employees. Originality/value – The study highlights the importance of relational contracts between an organization and its employees during organizational change process. Moreover, it is among the first to examine the relationship between employees’ perceived reasons for change and their commitment to change.

Leadership credibility and change success: mediating role of commitment to change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Noufou Ouedraogo ◽  
Michel Zaitouni ◽  
Mohammed Laid Ouakouak
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Employee Commitment ◽  
Organisational Change ◽  
Normative Commitment ◽  
Commitment To Change ◽  
Continuance Commitment ◽  
Content Type ◽  
Negative Effect

PurposeThe purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee commitment to change.Design/methodology/approachThe authors conducted a quantitative study in which 239 participants from diverse organisations participated.FindingsUsing structural equation modelling techniques, the results reveal that leadership credibility has a positive effect on both affective and normative commitment to change but a negative effect on continuance commitment to change. The authors also report that change success is positively impacted by affective commitment to change and negatively impacted by continuance commitment to change but is not significantly affected by normative commitment to change.Research limitations/implicationsThus, the authors contribute to closing a knowledge gap in change management theory while making practical recommendations for leading people during times of organisational transition.Originality/valueThis study sheds light on the role of leadership credibility and employee commitment during organisational change.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

The influence of ethical leadership on the organizational commitment in fire organizations

2021 ◽  
Vol 37 (1) ◽  
pp. 145-156
Author(s):  
Mohammadkarim Bahadori ◽  
Matina Ghasemi ◽  
Edris Hasanpoor ◽  
Seyed Mojtaba Hosseini ◽  
Khalil Alimohammadzadeh
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Affective Commitment ◽  
Role Model ◽  
Fire Department ◽  
Average Score ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
In Fire

Purpose It is necessary for organizations to have committed employees to perform properly and be able to survive in a competitive world. One of the key components of organizational commitment is implementation of ethical leadership. The purpose of this study is to examine the relationship between ethical leadership and organizational commitment in fire organizations of Tehran. Design/methodology/approach A descriptive-correlational study was carried out in 2019. The sample consisted of 200 randomly selected participants, active in executive and headquarters divisions of fire department in Tehran. To collect data, a questionnaire with three different parts: demographics, organizational commitment questionnaire and the ethical leadership scale, was used. Data analysis were performed by AMOS24 and SPSS software, and data are presented as descriptive statistics of frequency, percentages, mean ± standard deviation (SD) and Pearson’s correlation coefficient. Findings Mean and SD for organizational commitment and ethical leadership were 3.44 ± 0.7 and 3.66 ± 0.62, respectively. Affective commitment had the highest average score among organizational commitment dimensions (3.63 ± 0.75). Among ethical leadership dimensions, ethical management showed the highest average (3.79 ± 0.70). Each component of organizational commitment, i.e. affective commitment, continuance commitment and normative commitment, also showed a significant relationship with ethical leadership (p < 0.05). Model fit results revealed that independent variables could anticipate 87% of changes of dependent variables in organizational commitment. Originality/value The results show a significantly positive relationship between ethical leadership and organizational commitment among the firefighters. Therefore, by using ethical leadership method, i.e. being a role model, improving the relations between management and employees, establishing trust and mutual respect, managers of fire departments can increase firefighters’ organizational commitment, affective commitment, continuance commitment and normative commitment and prevent them from quitting.

scholarly journals Value congruence and commitment to change in healthcare organizations

2016 ◽  
Vol 13 (3) ◽  
pp. 316-333 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Psychological Contract ◽  
Affective Commitment ◽  
Value Congruence ◽  
Psychological Contract Breach ◽  
Hierarchical Regression ◽  
Contract Breach ◽  
Commitment To Change ◽  
Content Type ◽  
Workplace Ostracism ◽  
Change Commitment

Purpose The purpose of this paper is to examine the relationship between value congruence and affective commitment to change as well as to test the moderating roles of psychological contract breach and workplace ostracism on that very relationship. Design/methodology/approach Data were collected from 13 university hospitals in Turkey. The sample included 1,113 randomly chosen certified nurses and head nurses of their units. The moderating roles of psychological contract breach and workplace ostracism on the value congruence and affective commitment to change relationship were tested using the moderated hierarchical regression analysis. Findings The moderated hierarchical regression analysis results revealed a significant positive relationship between value congruence and employees’ commitment to change. In addition, this very relation was weaker when both psychological contract breach and workplace ostracism were higher than when they were lower. Practical implications This study showed that employee perception of value congruence increased employee’s affective commitment to change. Organizations can enhance employees’ affective commit by recruiting individuals who fit well within their organizations’ characteristics and by encouraging supervisors to develop close, supportive relationships with subordinates. Moreover, recognizing that employees are likely to experience concern and discomfort about a change initiative along with the fact that such psychological states (psychological contract breach or workplace ostracism) can dramatically impact the effectiveness of change efforts can help organizations to better plan change-related strategies geared towards managing properly such potentially harmful reactions. Originality/value The study provides new insights into the influence that value congruence may have on affective commitment to change and the moderating roles of psychological contract breach and workplace ostracism in the link between value congruence and change commitment. The paper also offers a practical assistance to employees in healthcare management and their leaders interested in building trust, increasing person-organization fit and change commitment, and lowering workplace ostracism.

Internal and external networking behavior

2014 ◽  
Vol 19 (5) ◽  
pp. 595-614 ◽  
Author(s):  
Shelly Y. McCallum ◽  
Monica L. Forret ◽  
Hans-Georg Wolff
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Single Point ◽  
Negative Relationship ◽  
Future Research ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
External Networking ◽  
Networking Behavior

Purpose – The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and normative commitment. Design/methodology/approach – Data were obtained from 335 managers and professionals of a health system who completed a survey on networking behavior and organizational commitment. Correlation analyses and multiple regressions were performed to test our hypotheses. Findings – The results showed that networking behavior focussed within an individual's organization was positively related with affective commitment and normative commitment. Networking with individuals outside of an individual's organization showed a significant negative relationship with normative commitment. Contrary to expectations, networking externally was not related to affective commitment, and neither internal nor external networking behaviors were related to continuance commitment. Research limitations/implications – Because data were collected at a single point in time, no statements can be made about causality. Future research is needed assessing both internal and external networking behavior and the three types of organizational commitment across time to help determine direction of causality or whether reciprocal relationships exist. Practical implications – Organizations that encourage internal networking behaviors may see individuals who are more connected with their colleagues and affectively committed to their organizations. However, encouraging external networking behavior may result in a drop in normative commitment as individuals might identify more with their profession than their employer. Originality/value – Although previous research has shown that networking behavior is related to job performance and career success measures, the research extends the literature by investigating whether networking is related to attitudinal variables such as organizational commitment. The paper explores whether differential relationships exist between internal and external networking behavior with three types of organizational commitment.

scholarly journals Employee Commitment to Organizational Change with the Role of Job Satisfaction and Transformational Leadership

2020 ◽  
Vol 2 ◽  
pp. 1-17
Author(s):  
Nguyen Thi Bich Thuy ◽  
Phan Dang Ngoc Yen Van
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Change ◽  
Affective Commitment ◽  
Theory And Practice ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Survey Sample ◽  
Transformation Leadership

This study aimed to analyze the role of job satisfaction and transformation leadership for employees’ commitment to organizational change. Based on a survey sample of 381 employees in post-merger enterprises in retail and pharmaceutical sector and a linear regression model. The results revealed that Transformational leadership was associated positively and significantly with Affective Commitment (β = .42, p < .000), Normative Commitment (β = .32, p < .000), and Continuance Commitment (β = .27, p < .000); Job satisfaction was associated positively and significantly with Affective Commitment (β = .24, p < .000) and Normative Commitment (β = .30, p < .000) among employees’ to organizational change. The results of this study provide a foundation of theory and practice for organizational changes that can efficiently exploit the human resource for the development in the next period.

Job satisfaction and organizational commitment

2016 ◽  
Vol 39 (12) ◽  
pp. 1663-1694 ◽  
Author(s):  
Naser Valaei ◽  
Sajad Rezaei
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Affective Commitment ◽  
Information And Communications Technology ◽  
Fringe Benefits ◽  
Communications Technology ◽  
Years Of Experience ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type

Purpose The aim of this study is to examine the structural relationship between Spector’s nine job satisfaction facets (supervision, nature of the work, communication, contingent rewards, co-worker, fringe benefits, payment, promotion and operating procedures), organizational commitment facets (normative commitment, affective commitment and continuance commitment) and the influence of employees’ years of experience on satisfaction and commitment relationships. Owing to the nature of the industry, employee satisfaction, retention and commitment in Information and Communications Technology-Small and Medium-sized Enterprise (ICT-SME) is a matter of great concern. Design/methodology/approach A total of 256 valid questionnaires were collected among employees of Information and Communications Technology-Small and Medium-sized Enterprises (ICT-SMEs) to evaluate the measurement and structural model using partial least squares path modelling approach. Findings The findings indicate that payment, promotion, fringe benefits, co-worker, communication, operating procedures and nature of the work are positively associated with affective commitment. Furthermore, payment, promotion, fringe benefits, supervision, contingent rewards, operating procedures and nature of the work have a positive relationship with normative commitment. Considering employees’ years of experience as a categorical moderating variable, the results of partial least squares multi-group analysis show how the discrepancies between employees’ years of experience influence their level of commitment. Originality/value This study reveals that employees’ affective and normative commitments are positively associated and their continuance commitment is contingent upon their affective commitment, and not normative commitment. There are only three factors, i.e. promotion, fringe benefits and operating procedures, that are conductive to employees’ continuance commitment. Contributions, implications and limitations of the study are discussed.

scholarly journals ETIKA KERJA ISLAM, KOMITMEN ORGANISASI, SIKAP PADA PERUBAHAN ORGANISASI TERHADAP KINERJA

2018 ◽  
Vol 18 (2) ◽  
pp. 116
Author(s):  
Prima Utama Wardoyo Putro
Keyword(s):  
Organizational Change ◽  
Organizational Commitment ◽  
Work Performance ◽  
Affective Commitment ◽  
Mediation Effect ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Work Ethics ◽  
Change Commitment ◽  
The Impact

The subject of this study is to examine the impact of Islamic work ethics, organizational commitment, and attitude toward organizational change to work performance, where attitude toward organizational change as an intervening. Organizational commitment consists of affective commitment, normative commitment, and continuance commitment. The samples of this research are theacers of state Islamic school in Sragen Regency. The instrument analysis to test the model is AMOS. The result showed that Islamic work ethics has no positif significant effect to work performance and attitude toward organizational change. Either organizational commitment has no positif significant effect to performance. Organizational commitment has positif significant effect to attitude toward organizational change and attitude toward organizational change has positif significant effect to performance. The variable of attitude toward organizational change has no mediation effect between Islamic work ethics to work performance, and has no mediation effect between organizational commitments toward work performance. Keywords—Work Performance; Islamic Work Ethics; Attitude Toward Organizational Change; Organizational Change; Commitment Abstrak Dalam penelitian ini, diuji pengaruh etika kerja didalam lingkup Islam, komitmen pada organisasi, dan sikap dalam menghadapi perubahan organisasi terhadap kinerja karyawan. Dalam penelitian ini, komitmen organisasi didasari pada tiga aspek: affective commitment, normative commitment, dan continuance commitment. Sampel yang digunakan untuk penelitian ini adalah guru yang dikhususkan pada sekolah Islam (madrasah) di Kabupaten Sragen. Penelitian ini menggunakan AMOS sebagai alat analisis. Berdasarkan hasil penelitian diperoleh bahwa etika kerja Islam, komitmen, dan sikap terhadap perubahan di organisasi tidak memberikan pengaruh yang signifikan terhadap kinerja guru. Sementara itu komitmen organisasi berpengaruh signifikan terhadap sikap pada perubahan organisasi. Sikap terhadap perubahan organisasi juga berpengaruh terhadap kinerja guru. Variable sikap terhadap perubahan organisasi tidak memediasi antara variable etika kerja Islam pada kinerja dan tidak memediasi antara komitmen pada kinerja. Kata kunci—kinerja, etika kerja Islam, sikap pada perubahan organisasi, perubahan organisasi, dan komitmen.

The interdependence between the extended organizational commitment model and the self-determination theory

2019 ◽  
Vol 17 (1) ◽  
pp. 1-18
Author(s):  
Zoltán Krajcsák
Keyword(s):  
Organizational Commitment ◽  
Well Being ◽  
Self Determination Theory ◽  
Self Determination ◽  
Motivational Strategies ◽  
Normative Commitment ◽  
Theoretical Understanding ◽  
Continuance Commitment ◽  
Content Type ◽  
Use Of Resources

Purpose The purpose of this paper is to discover the relationship between the extended organizational commitment model (EOCM) and self-determination theory (SDT). The author shows that specific dimensions of commitment can be associated with the forms of regulation and motivation. Design/methodology/approach Using literature analysis, the author sets the theoretical relationships between commitment and regulation (and motivation). The interrelated relationships are illustrated qualitatively by presenting case studies. Findings Like the regulation-based motivation scale, the dimensions of organizational commitment (OC) can be sorted and combined with regulation and motivation. The emotional-based OC dimensions (normative commitment as a sense of indebtedness (NC:HiSoI); normative commitment as a moral duty (NC:HiMD); affective commitment (AC)) are influenced by regulation and motivation. In the case of cost-based OC dimensions (deliberate commitment (DC); continuance commitment as a low perceived alternatives (CC:LoAlt); continuance commitment as high sacrifice (CC:HiSac)), the leaders’ motivational strategies are driven by their perceives of the employees’ OC. Commitment dimensions stemming from a degree of necessity are linked to lower levels of regulation, while commitment dimensions stemming from internal conviction are linked to the higher levels of regulation. Research limitations/implications The results also must be proved by quantitative researches later. The model presented in this study primarily supports the theoretical understanding of relationships, so its validity should be tested in different cultures, professions or employees with different qualifications and personalities in the future. Practical implications Significant resources can be saved for an organization if managers do not want to increase OC in general, rather only its one dimension, depending on the situation and goals, or if managers form their employees’ commitment profiles in a smaller team severally. However, in other cases, the employees’ commitment profiles set the useable motivational strategies, which call into question the suitability of universal motivation systems. Social implications From the point of view of employees, the synergy between regulation (and motivation) and OC contributes to the improvement of their psychological well-being and means more efficient use of resources for organizations. Originality/value The study shows the hierarchy of dimensions of the EOCM and its relationship with regulations in the SDT.

The role of psychological contract violation in shaping spurious loyalty

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ya Zhang ◽  
Jing Zhang
Keyword(s):  
Psychological Contract ◽  
Affective Commitment ◽  
Normative Commitment ◽  
Content Type ◽  
Behavioral Loyalty ◽  
Attitudinal Loyalty ◽  
Calculative Commitment ◽  
Psychological Contract Violation ◽  
Loyal Customers ◽  
Contract Violation

PurposeThis study explores the impact of brand's psychological contract violation on customers' spurious loyalty, via the mediating effects of customers' brand commitments (affective commitment, calculative commitment and normative commitment) and the moderating effects of justification for violation and nostalgia proneness in the link of psychological contract violation and three commitments.Design/methodology/approachBased on 427 valid responses collected from paper- and web-based survey questionnaires, a total of 21 hypotheses were tested by adopting a structural equation model, hierarchical regression technique and slope analyses.FindingsThe result indicates negative effects of psychological contract violation on customers' attitudinal loyalty and behavioral loyalty via affective commitment and normative commitment, as well as positive effects of psychological contract violation on customers' attitudinal loyalty and behavioral loyalty via calculative commitment. It explains the reason why some loyal customers show spurious loyalty after being psychological contract violated. Meanwhile, it also supports different moderating impacts of justification for violation and nostalgia proneness in these relationships.Originality/valueThis study underscores the importance of calculative commitment in mitigating the adverse effect of psychological contract violation on customers' loyalty. Also, managerial implications are put forward to prevent loyal customers from switching to a worse loyalty stage after being violated.

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