How and When job Security Reduces Resistance to Change in the Context of Organizational Change

2021 ◽  
pp. 002188632110406
Author(s):  
Cailing Feng ◽  
Brian Cooper ◽  
Cherrie Jiuhua Zhu
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Affective Commitment ◽  
Resistance To Change ◽  
Eastern China ◽  
Job Security ◽  
Conservation Of Resources ◽  
Process Data ◽  
Commitment To Change ◽  
The Relationship

Drawing on conservation of resources theory, this study highlights why and when job security may decrease resistance to change during the organizational change process. Data were collected from 23 subsidiaries in a large manufacturing group enterprise based in a coastal city in eastern China. A three-wave design was used to mirror the different stages in the change process, valid data were received from 469 employees and 86 supervisors. Results showed that job security was negatively related to resistance to change, and this effect was mediated through affective commitment to change. We also found that procedural justice plays a moderating role in the relationship between job security and affective commitment to change and that environmental uncertainty also moderates the relationship between affective commitment to change and resistance to change. This study is quite timely and would have the potential to benefit the practice of change management in organizations.

Motivational bases of commitment to organizational change in the Chinese public sector

2019 ◽  
Vol 47 (1) ◽  
pp. 1-8 ◽  
Author(s):  
Bangcheng Liu ◽  
Zonghe Zhang
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Affective Commitment ◽  
Eastern China ◽  
Planned Change ◽  
Commitment To Change ◽  
Psychological Reactions ◽  
The Public ◽  
Public Sector Employees ◽  
Chinese Public

Does public sector employees’ public service motivation (PSM) affect their psychological reactions to organizational change? We examined the effects of PSM on public sector employees’ commitment to a specific organizational change. Participants were 231 public sector employees from a city in eastern China, who completed surveys assessing commitment to change and PSM. The results showed that there was a significant relationship between PSM and employees’ commitment to organizational change. That is, individuals with high (vs. low) PSM were more likely to have high levels of continuance and normative commitment, whereas PSM was not significantly correlated with affective commitment to organizational change. Practical implications are discussed of a successful planned change in the public sector, including staffing, communication, and discipline during the change process.

Career adaptability and citizenship outcomes: a moderated mediation model

2019 ◽  
Vol 24 (7) ◽  
pp. 658-671 ◽  
Author(s):  
Chang Liu ◽  
Kun Yu
Keyword(s):  
Emotional Exhaustion ◽  
Affective Commitment ◽  
Eastern China ◽  
Dual Process ◽  
Citizenship Behavior ◽  
Conservation Of Resources ◽  
Career Adaptability ◽  
Content Type ◽  
Wave Data ◽  
The Relationship

Purpose Drawing upon the career construction theory (Savickas, 2002, 2013) and the conservation of resources theory (Hobfoll, 1989, 2001), the purpose of this paper is to explore whether, how and when career adaptability influences citizenship outcomes (i.e. citizenship behavior and citizenship fatigue). Design/methodology/approach Two-wave data were collected from 306 employees working in the operation department of an e-commerce company in Eastern China. Findings The results showed that both affective commitment and emotional exhaustion mediated the relationship between career adaptability and both citizenship behavior and citizenship fatigue, revealing a dual-process mechanism. Moreover, both the positive association between career adaptability and affective commitment and the negative association between career adaptability and emotional exhaustion were stronger among employees with a high (vs low) level of hindrance stressors. Research limitations/implications This study sheds light on the mechanisms and boundary conditions of the career adaptabilities–citizenship outcomes relationship. Originality/value This is one of the first studies to investigate the mechanism of the relationship between career adaptability and citizenship outcomes using multi-wave data.

scholarly journals Climate, communication and participation impacting commitment to change

2015 ◽  
Vol 28 (6) ◽  
pp. 1094-1106 ◽  
Author(s):  
Sofie Rogiest ◽  
Jesse Segers ◽  
Arjen van Witteloostuijn
Keyword(s):  
Organizational Change ◽  
Organizational Climate ◽  
Change Process ◽  
Affective Commitment ◽  
Employee Participation ◽  
Quality Change ◽  
Commitment To Change ◽  
Content Type ◽  
Change Communication ◽  
The Impact

Purpose – Through the combination of change process, context and content the purpose of this paper is to provide a deeper understanding of failure or success of organizational change. This study considers the effect of organizational climate on affective commitment to change simultaneously with quality change communication and employee participation during the change process, while controlling for perceived change impact. Design/methodology/approach – The findings are based on 134 survey responses gathered through surveys in two police forces that recently underwent a merger. Findings – First, quality change communication is the only process variable that directly impacts affective commitment to change. Second, the results indicate that an involvement-oriented climate positively affects affective commitment to change, mediated through quality change communication. Originality/value – First, the general understanding of the impact of climate on organizational change is very limited. Second, employee participation and quality change communication are generally studied together. The authors propose that both process variables each have their unique impact on attitudes toward change.

Workplace Ostracism and Its Negative Outcomes

2016 ◽  
Vol 15 (4) ◽  
pp. 143-151 ◽  
Author(s):  
Xiaoming Zheng ◽  
Jun Yang ◽  
Hang-Yue Ngo ◽  
Xiao-Yu Liu ◽  
Wengjuan Jiao
Keyword(s):  
Affective Commitment ◽  
Psychological Capital ◽  
Intention To Leave ◽  
Future Research ◽  
Conservation Of Resources ◽  
Negative Consequences ◽  
Negative Outcomes ◽  
Workplace Ostracism ◽  
Using Data ◽  
The Relationship

Abstract. Workplace ostracism, conceived as to being ignored or excluded by others, has attracted the attention of researchers in recent years. One essential topic in this area is how to reduce or even eliminate the negative consequences of workplace ostracism. Based on conservation of resources (COR) theory, the current study assesses the relationship between workplace ostracism and its negative outcomes, as well as the moderating role played by psychological capital, using data collected from 256 employees in three companies in the northern part of China. The study yields two important findings: (1) workplace ostracism is positively related to intention to leave and (2) psychological capital moderates the effect of workplace ostracism on affective commitment and intention to leave. This paper concludes by discussing the implications of these findings for organizations and employees, along with recommendations for future research.

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.

Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis

2020 ◽  
pp. 002188632092036
Author(s):  
Jian Peng ◽  
Mingze Li ◽  
Zhen Wang ◽  
Yuying Lin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Cultural Context ◽  
Resistance To Change ◽  
Meta Analysis ◽  
Readiness For Change ◽  
Independent Effect ◽  
Cross Sectional ◽  
Commitment To Change ◽  
Openness To Change

Numerous studies have empirically tested the linkage between transformational leadership and employees’ reactions to organizational change. However, no systematic attempt has been made to organize and summarize those findings. Based on a sample of 30 empirical studies that included 39 independent effect sizes and 12,240 participants, this meta-analysis found that transformational leadership exhibited (a) a positive relationship with commitment to change, openness to change, and readiness for change; (b) a negative correlation with resistance to change and cynicism about change; and (c) a nonsignificant correlation with support for change. Moderation analyses showed that in cross-sectional (vs. longitudinal) designs, transformational leadership exhibited a stronger correlation with openness to change and cynicism about change. Using Bass and Avolio’s scale (vs. Podsakoff et al.’s), transformational leadership exhibited a stronger correlation with resistance to change. In the Eastern (vs. Western) cultural context, transformational leadership exhibited a stronger correlation with commitment to change and resistance to change. In low-level (vs. high-level) journals, transformational leadership exhibited a stronger correlation with commitment to change, openness to change, and support for change. This study highlights the value of incorporating transformational leadership theory into the literature on change reactions to obtain a better understanding of how leaders facilitate or hinder organizational change.

scholarly journals Is job insecurity always bad? The moderating role of job embeddedness in the relationship between job insecurity and job performance

2019 ◽  
pp. 1-17 ◽  
Author(s):  
Shanshan Qian ◽  
Qinghong Yuan ◽  
Wanjie Niu ◽  
Zhaoyan Liu
Keyword(s):  
Job Performance ◽  
Social Exchange ◽  
Interaction Effect ◽  
Affective Commitment ◽  
Job Insecurity ◽  
Job Embeddedness ◽  
Conservation Of Resources ◽  
Manufacturing Companies ◽  
The Relationship

Abstract Considering the mixed results of the relationship between job insecurity and job performance, this study investigated the interaction effect of job insecurity and job embeddedness on job performance and examined the mediating role of affective commitment from the perspectives of conservation of resources theory and social exchange theory. A survey of 725 contract employees from two Chinese private manufacturing companies revealed that when employees had high levels of job embeddedness, job insecurity was significantly and positively related to job performance. In contrast, job insecurity was significantly and negatively related to job performance when there were low levels of job embeddedness. Furthermore, the results indicated that affective commitment mediated the interaction effect. The above conclusions not only illustrate the important role of job embeddedness in the relationship between job insecurity and job performance but also provide beneficial ideas and information to organisations and employees for managing job insecurity.

The relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change

2017 ◽  
Vol 30 (4) ◽  
pp. 610-631 ◽  
Author(s):  
Parul Malik ◽  
Pooja Garg
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Affective Commitment ◽  
Learning Culture ◽  
Mediating Effect ◽  
Commitment To Change ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Design/methodology/approach The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience. Findings The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Practical implications Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce. Originality/value First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

A dark side of political skill? Awareness and life satisfaction in a Latin American Business

2016 ◽  
Vol 23 (3) ◽  
pp. 405-422
Author(s):  
Mario Hayek ◽  
Brandon Randolph-Seng ◽  
Wallace Alex Williams ◽  
Kendra Ingram
Keyword(s):  
Life Satisfaction ◽  
Latin American ◽  
Affective Commitment ◽  
Political Skill ◽  
American Business ◽  
Conservation Of Resources ◽  
Continuance Commitment ◽  
Cognitive Activation ◽  
Activation Theory ◽  
The Relationship

AbstractResearch has typically explained the positive intrapsychic influence of political skill using Conservation of Resources (COR) theory. However, research explaining the possible negative intrapsychic consequences of high levels of political skill is lacking. Therefore, we introduce Cognitive Activation Theory (CAT) to the political skill literature to explain possible negative outcomes of political skill. In testing this theory, we used two hierarchical moderated multiple regressions to examine the relationship between affective and continuance commitment, life satisfaction, and political skill in a large, privately owned, financial services firm in Ecuador. Aligned with prior research, affective commitment positively affected life satisfaction; however, contrary to our hypothesis, continuance commitment also positively affected life satisfaction. Furthermore, consistent with both Conservation of Resources and Cognitive Activation Theory, results indicated that political skill strengthened the relationship between affective commitment and life satisfaction. However, contrary to Cognitive Activation Theory, political skill did not significantly weaken the relationship between continuance commitment and life satisfaction.

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