Organizational Commitment and Rapid and Pervasive Organizational Change in a Human Services Organization Development

This chapter explores the various ways in which opposing and/or contradictory entities unfold and play out with regard to change in organizations. This is undertaken from two different viewpoints. First, from a micro-phenomenological perspective it examines how insights derived from critical theory and other critical traditions have influenced the development of change strategies, interventions, and techniques. Second, at a more macro-level, it explores the extent to which particular schools of thought with regard to organizational change and organization development (OD) have embraced and/or resisted, the inevitable and unavoidable critical challenges and opportunities presented by opposing agents, competing interests, conflicting entities, and contrasting meanings in organizations. The chapter concludes by discussing the scope for, and possible directions of, critical change scholarship and practice in the future.

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Valuing Stakeholder Knowledge: An Interpretive Study of Knowledge Cultivation and Enablement in a Nonprofit Human Services Organization

10.31274/etd-180810-1091 ◽

2008 ◽

Author(s):

Jennifer Aden Murnane

Keyword(s):

Human Services ◽

Interpretive Study ◽

Human Services Organization

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Antecedents of Organizational Change and Its' Consequence towards Organizational Performance

GATR Global Journal of Business Social Sciences Review - GATR Global Journal of Business and Social Science Review (GJBSSR) Vol.7(1) Jan-Mar 2019 ◽

10.35609/gjbssr.2021.9.4(3) ◽

2021 ◽

Vol 9 (4) ◽

pp. 261-272

Author(s):

Lambas Marasi Tua LG ◽

Kurniawati Kurniawati

Keyword(s):

Transformational Leadership ◽

Organizational Change ◽

Organizational Commitment ◽

Organizational Performance ◽

Structural Equation ◽

Positive Impact ◽

Design Method ◽

Positive Influence ◽

Equation Model ◽

Cross Sectional

Objective - The research was conducted to identify the positive influence of transformational leadership and organizational commitment towards organization change and the influence of change on learning and its' implication onorganizational performance. Methodology/Technique - The research design method is a hypothesis-testing approach. Units of research analysis areemployees of BUKU 3 and BUKU 4 Banks in Jakarta who have a supervisory function. The study data is cross-sectional obtained in a specified time period. Data was obtained through distributing online questionnaires containing statements to be responded with a minimum of 365 respondents required. Structural Equation Model was used to test the model of the research and AMOS software is used for data processing. Finding - The major finding of the research is that transformational leadership is not directly related to positive performance of the organization but more on how transformational leaders are able to manage organizational change that in the end will have a positive impact on organization performance.Organizational change also perceived has no positive impact on learning and learning also has no direct and mediating impact on positive organizational performance. Novelty - Type of Paper - Keywords: Change; Leadership; Organizational Commitment; Organizational Change; Organizational Learning; Organizational Performance.

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The Influence of Psychological Capital and Organizational Change to Employee Performance with Organizational Commitment as Moderating Variable

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v8i4.13649 ◽

2018 ◽

Vol 8 (4) ◽

pp. 84

Author(s):

Bambang Suko Priyono ◽

Yohanes Sutomo ◽

Tristiana Rijanti ◽

Ahmad Heru Farokhi ◽

Amin Kuncoro

Keyword(s):

Organizational Change ◽

Regression Analysis ◽

Organizational Commitment ◽

Psychological Capital ◽

Employee Performance ◽

Sampling Technique ◽

Hierarchical Regression ◽

Hierarchical Regression Analysis ◽

Central Java ◽

Permanent Employees

This study is aimed to analyze and describe the influence of psychological capital and organizational change to employee performance with organizational commitment conducted on Credit Center of a Banking Company in Semarang, Central Java, Indonesia. The population in this study is 275 employees. The sample 163 respondents is taken by using proportional stratified sampling technique with criteria permanent employees and having been working for at least 5 years. The result of hierarchical regression analysis shows that (1) psychological capital influences employee performance, (2) organizational change influences employee performance, (3) organizational commitment is moderating variable for the influence of psychological capital to employee performance, and (4) organizational commitment is moderating variable for the influence of organizational change to employee performance.

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