Experiencing Eight Psychotherapy Approaches Devoted to Eating Disorders in a Single Day Workshop Increases Insight and Motivation to Engage in Care

PurposeFor patients with eating disorders (EDs), early engagement in care is usually considered as a positive prognostic factor. The aim of the present study is to investigate how a single-day intervention devoted to an early experiential exposure to a variety of psychotherapy approaches, supports transition to specialised care and commitment to change in patients with EDs.MethodsOne hundred and sixty-nine outpatients newly diagnosed with an ED took part in a single-day workshop for groups of up to 10 patients, where they discovered and experienced eight psychotherapeutic approaches. Motivation to change care, and level of insight were assessed at baseline and 10 days after the intervention.ResultsMotivation and commitment to take active steps toward change (expressed by the “Committed Action” composite score) significantly improved after intervention (p<0.001), and a significant number of patients specifically moved from “contemplation” to “action” stage (p<0.001). The improvement of motivation to change is significantly associated to an increase of insight capacity (p<0.001), and this for almost all dimensions.ConclusionA single-day session devoted to experiencing a range of group psychotherapies increased patients’ insight and motivation to actively engage in care. Further studies including different factors and long-term outcomes evaluation may be necessary to better establish which aspects are specifically involved in patients' increased motivation for care and confirm potential longer-term benefits of this intervention.Level of evidenceLevel V: Opinions of respected authorities, based on descriptive studies, narrative reviews, clinical experience, or reports of expert committees.

THE EFFECT OF MANAGER ATTITUDE AND TEAM ATTITUDE ON EMPLOYEE COMMITMENT TO CHANGE: THE MODERATING ROLES OF POWER DISTANCE ORIENTATION AND GENDER COMPOSITION

Employee commitment to change is critical to the success of organisational change. This study draws upon social learning theory and examines the influence of both manager and team attitude toward change on employee commitment to change, with gender composition and power distance orientation as moderators. The sample comprised 291 employees and 38 managers from five Taiwanese companies that implemented knowledge management related technologies. The results showed that team attitude had a positive association with commitment to change. Power distance orientation negatively moderated the relationship between manager attitude and commitment to change, and it positively moderated the relationship between team attitude and commitment to change. There was also a three-way interaction among power distance orientation, gender composition, team attitude, and commitment to change.

The myth of a direct relationship between organizational culture and TQM: propositions and challenges for research

PurposeThis paper aims to report the results of a comprehensive literature review concerned with exploring the distinctive roles of the underlying multidimensional psychological mechanisms through which organizational culture (OC) affects TQM.Design/methodology/approachA thorough review of the relevant existing studies focusing on the direct and indirect links between OC, employee readiness for change (ERFC), employee commitment to change (ECC) and TQM implementation was conducted. To identify studies to include in the review, electronic searches of prominent databases and journals were carried out for the period 1980 to 2020.FindingsThe thorough analysis of relevant studies indicates that various types of OC influence TQM through certain psychological mechanisms namely ERFC dimensions and employee affective commitment to change. As a consequence, the paper develops a set of propositions and a novel integrative conceptual framework to explain the mediating roles of ERFCs and EACC in the OC–TQM relationship and then concludes by suggesting future lines of research and highlighting practical managerial implications.Originality/valueDrawing on academic perspectives from multiple literature streams, this study offers a more advanced understanding of the relationship between OC and TQM implementation via exploring multiple mediating paths.

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

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.

Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership

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.

Public service motivation and proactive behavioral responses to change: A three-way interaction

I applied person–organization fit theory to examine the conditional effect of public service motivation on turnover intention and responsible behavior, as two types of change-related proactive behavioral responses. Respondents were 462 public sector employees. The results show there was an association between public service motivation, and turnover intention and responsible behavior, but affective commitment to change did not moderate these relationships. However, employment relationship and affective commitment to change had a joint negative moderating effect in the public service motivation–turnover intention relationship, such that temporary (vs. permanent) public sector employees with low affective commitment to change and low public service motivation were more likely to have high turnover intention during public sector reform. My results provide a theoretical and practical reference for the selection of public sector employees with characteristics that will ensure public sector change success.