scholarly journals PENGARUH CHANGE APPROPRIATENESS DAN SELF-EFFICACY TERHADAP LEVEL OF INDIVIDUAL CHANGE DAN KINERJA PEGAWAI DENGAN AFFECTIVE COMMITMENT TO CHANGE SEBAGAI VARIABEL INTERVENING (STUDI EMPIRIS PADA DINAS PENGELOLAAN KEUANGAN DAERAH PROV. SUMBAR)

2018 ◽  
Vol 1 (3) ◽  
pp. 134-144
Author(s):  
Auliyawati Azwar ◽  
Dwi Fitri Puspa
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Individual Change ◽  
Commitment To Change

Transformational Leadership vs Change Self-Efficacy and Its Impact on Affective Commitment to Change

2017 ◽  
Vol 2 (4) ◽  
pp. 13-18
Author(s):  
Denvi Giovanita ◽  
Wustari L. Mangundjaya
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Self Efficacy ◽  
Affective Commitment ◽  
Organizational Factors ◽  
Jel Classification ◽  
Commitment To Change ◽  
Two Factors ◽  
Result Show ◽  
Leadership And Change

Objective - It is essential for organizations in 21st century to evolve with time. In this regard, both the management and employees of an organization play an essential role in the implementation of change. One way of determining the success of organizational change is by identifying the employees' commitment to change. This research aims to identify the effect of transformational leadership (organizational factors) and employees' change self-efficacy (individual factors) on effective commitment to change, to identify which of those two factors has a more significant effect on affective commitment to change. Methodology/Technique - The respondents of this study are employees in the finance sector. The data was collected using commitment to change, change self-efficacy and transformational leadership inventories. The data was analyzed using multiple hierarchical regressions. Findings – The result show that both transformational leadership and change self-efficacy have a positive and significant effect on affective commitment to change. Furthermore, change self-efficacy proved to have a more significant effect on affective commitment to change compared to transformational leadership. Based on these results, organisations may wish to further focus on the development of change self-efficacy of individuals. Novelty - This study can be used by HR practitioners when dealing with organizational change, as a guide to improving the success of such change. Type of Paper - Empirical. Keywords: Affective Commitment to Change; Change Self-Efficacy; Leadership; Organizational Change; Transformational Leadership. JEL Classification: M10, M19.

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.

Entrepreneurial leadership and employee innovative behavior: an examination through multiple theoretical lenses

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Tahira Nazir ◽  
Muhammad Shakil Ahmad
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Psychological Safety ◽  
Equation Modeling ◽  
High Tech ◽  
Entrepreneurial Leadership ◽  
Innovative Behavior ◽  
Content Type ◽  
Creative Self

PurposeThe purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.Design/methodology/approachUsing cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.FindingsThe findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.Practical implicationsThis study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.Originality/valueThis research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

Workplace Social Support and Attitude toward Enterprise Resource Planning System

2018 ◽  
Vol 9 (1) ◽  
pp. 58-76 ◽  
Author(s):  
Paul Chou
Keyword(s):  
Social Support ◽  
Enterprise Resource Planning ◽  
Affective Commitment ◽  
Resource Planning ◽  
Planning System ◽  
Shared Services ◽  
Commitment To Change ◽  
Enterprise Resource Planning System ◽  
New Information ◽  
Workplace Social Support

To respond to competitive environment, many organizations have invested in enterprise resource planning system in order to improve workflow and increase the efficiency of shared services for the last two decades. Nevertheless, most organizations often fail to utilize and explore the new information system's functionalities to achieve their expected objectives as promised. This brutal fact reveals implicitly that there is an urgent need to improve the knowledge of understanding why and how employees accept and use new information systems. Particularly, in many cases, the reasons for the new information system's failure are neglecting social factors and a lack of change management. In view of such, the main aim of this study is to investigate the relationship between workplace social support and employee's attitude toward enterprise resource planning system from the perspective of organizational change. Results from a sample of 334 respondents in Taiwan revealed that workplace social support not only influences employee's attitude towards enterprise resource planning system directly, but also exerts its influences indirectly via affective commitment to organization and affective commitment to change.

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.

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.

scholarly journals Predicting Employees' Commitment To and Support for Organisational Change

2009 ◽  
Vol 2 ◽  
pp. 10-18 ◽  
Author(s):  
M. Anthony Machin ◽  
Gerard J. Fogarty ◽  
Steven F. Bannon
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Organisational Change ◽  
Positive Influence ◽  
Mediation Effect ◽  
Commitment To Change ◽  
Continuance Commitment ◽  
Behavioural Support ◽  
Organisational Climate ◽  
Core Components

AbstractThis study aimed to identify factors that predict employees' commitment to and support for organisational change. The three components of Herscovitch and Meyer's (2002) commitment to organisational change model were hypothesised to mediate the relationship between organisational climate and behavioural support for organisational change. Data were collected from a Queensland government department (N = 342). Analysis of correlations revealed that organisational climate, commitment to change, and behavioural support for change variables were all significantly related. Structural equation modelling demonstrated that affective, normative, and continuance commitment to change were all predictors of behavioural support for organisational change. Positive work climate also contributed directly to the prediction of behavioural support for change over and above the indirect influence through commitment to organisational change, indicating a partial mediation effect. These findings support Herscovitch and Meyer's (2002) three-component model of commitment to organisational change and extend their nomological network by showing the relevance of two types of organisational climate to the core components of the model. Affective commitment to organisational change is a positive influence on employees' behavioural support for change and also reflects healthy aspects of the organisational climate. However, continuance commitment to organisational change is detrimental influence on employees' behavioural support for change and is linked with unhealthy dimensions of the organisational climate.

Sign in / Sign up

Export Citation Format

Share Document