Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative

2020 ◽  
pp. 002188632090742
Author(s):  
J. Kevin Ford ◽  
Taylor K. Lauricella ◽  
Jenna A. Van Fossen ◽  
Shawn J. Riley
Keyword(s):  
Organizational Change ◽  
Organizational Citizenship ◽  
Large Scale ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Commitment To Change ◽  
Change Effort ◽  
Personal Commitment ◽  
Leader Support ◽  
Leadership Support

Leader support is critical for organizational change, yet prior research has examined support as a static construct. Drawing on social learning and change momentum theories, we hypothesized that increases in perceptions of leadership support across the first 2 years of a change effort is related to employee perceptions of positive change at Time 2 and personal commitment to change and organizational citizenship behaviors at Time 3. To test this model, we collected data in 2012, 2013, and 2015 at a state wildlife agency undergoing a large-scale change effort. Across Time 1 and Time 2, perceptions of leader support of the change increased, and this shift was related to perceptions of positive internal and external changes. Changes in perceptions of leader support also indirectly predicted personal commitment to change and organizational citizenship behaviors, mediated by perceptions of positive internal and external changes. Findings substantiate the importance of continual leadership support.

scholarly journals The Role of Psychological Empowerment and Organizational Citizenship Behaviors on Employee Resistance to Change

2017 ◽  
Vol 3 (2) ◽  
pp. 85
Author(s):  
Asli Goksoy
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Psychological Empowerment ◽  
Resistance To Change ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business World ◽  
Employee Resistance ◽  
The Impact

In today’s competitive business world, change is inevitable for organizations. During an organizational change, the toughest challenge of organizational leaders is to manage employee resistance to change. It is well established in literature that employee resistance is one of the leading causes for the failure of organizational change efforts. The purpose of this paper is to explore the impact of psychological empowerment and organizational citizenship behaviors on employee resistance to change. It also investigates if psychological empowerment can be used as a human resource management strategy during a planned change in order to increase commitment to change. The study took place in Turkey in a private company which went under a strategic organizational change recently. Survey collection from employees and interviews with two human resource managers were the main tools in collecting information. The results from 85 respondents showed that both psychological empowerment and organizational citizenship behaviors have significant negative influence on employee resistance to change. The interview results showed that through psychological empowerment, employees were more involved in change process, took active role in decision making and were more committed to the change. The implications of the study can be used by organizational change practitioners to maintain employees’ positive reactions to change by considering psychological empowerment and organizational citizenship behaviors as a tool to lower the level of resistance.

An Investigation into the Antecedents of Organizational Citizenship Behaviors in a Personal Selling Context

1997 ◽  
Vol 61 (3) ◽  
pp. 85-98 ◽  
Author(s):  
Richard G. Netemeyer ◽  
James S. Boles ◽  
Daryl O. McKee ◽  
Robert McMurrian
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Personal Selling ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Perceived Fairness ◽  
Organizational Fit ◽  
Firm Level ◽  
Leadership Support ◽  
Reward Allocation

The authors report the results of two studies that attempt to model antecedents of organizational citizenship behaviors in a personal selling context. They draw the antecedents from extant research and propose that the willingness to perform organizational citizenship behaviors is related to the job-related perceptions of the degree of organizational fit between the salesperson and his or her firm, level of leadership support, perceived fairness in reward allocation (i.e., distributive justice), and job satisfaction. They hypothesize and test direct and indirect relations with these constructs and organizational citizenship behaviors. Most of these relations were significant across the two studies.

scholarly journals The Role of Psychological Empowerment and Organizational Citizenship Behaviors on Employee Resistance to Change

2017 ◽  
Vol 7 (2) ◽  
pp. 85
Author(s):  
Asli Goksoy
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Psychological Empowerment ◽  
Resistance To Change ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business World ◽  
Employee Resistance ◽  
The Impact

In today’s competitive business world, change is inevitable for organizations. During an organizational change, the toughest challenge of organizational leaders is to manage employee resistance to change. It is well established in literature that employee resistance is one of the leading causes for the failure of organizational change efforts. The purpose of this paper is to explore the impact of psychological empowerment and organizational citizenship behaviors on employee resistance to change. It also investigates if psychological empowerment can be used as a human resource management strategy during a planned change in order to increase commitment to change. The study took place in Turkey in a private company which went under a strategic organizational change recently. Survey collection from employees and interviews with two human resource managers were the main tools in collecting information. The results from 85 respondents showed that both psychological empowerment and organizational citizenship behaviors have significant negative influence on employee resistance to change. The interview results showed that through psychological empowerment, employees were more involved in change process, took active role in decision making and were more committed to the change. The implications of the study can be used by organizational change practitioners to maintain employees’ positive reactions to change by considering psychological empowerment and organizational citizenship behaviors as a tool to lower the level of resistance.

Employee self-enhancement motives and organizational citizenship behaviors

2009 ◽  
Author(s):  
Seokhwa Yun ◽  
Wonseok Choi ◽  
Dongkyu Kim ◽  
Sung Won Min ◽  
Haeseen Park ◽  
...  
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors
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