Predicting employees' commitment to and support for organisational change
Article
Article Title | Predicting employees' commitment to and support for organisational change |
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ERA Journal ID | 40652 |
Article Category | Article |
Authors | Machin, M. Anthony (Author), Fogarty, Gerard J. (Author) and Bannon, Steven F. (Author) |
Journal Title | Australian and New Zealand Journal of Organisational Psychology |
Journal Citation | 2 (1), pp. 10-18 |
Number of Pages | 9 |
Year | 2009 |
Place of Publication | Brisbane, Australia |
ISSN | 1835-7601 |
Digital Object Identifier (DOI) | https://doi.org/10.1375/ajop.2.1.10 |
Web Address (URL) | http://www.australianacademicpress.com.au/Publications/Journals/anzjop/anzjop.htm |
Abstract | This 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. |
Keywords | commitment to organisational change; organisational climate; behavioural support for change; three-component model |
ANZSRC Field of Research 2020 | 350710. Organisational behaviour |
520104. Industrial and organisational psychology (incl. human factors) | |
Public Notes | File reproduced in accordance with the copyright policy of the publisher/author. |
Byline Affiliations | Australian Centre for Sustainable Business and Development |
Scottish Institute of Sport, United Kingdom |
https://research.usq.edu.au/item/9z25z/predicting-employees-commitment-to-and-support-for-organisational-change
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