A structural model linking commitment to organizational change and change success

Machin, M. Anthony and Fogarty, Gerard J. (2010) A structural model linking commitment to organizational change and change success. In: 27th International Congress of Applied Psychology, 11-16 Jul 2010, Melbourne, Australia.

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Abstract

This research examines the linkages between employees’ commitment to organizational change and their perceptions of change success and job satisfaction whilst controlling for their tenure in the organization. The organization involved had undergone significant structural reform over a number of consecutive years involving thousands of staff. The nature of the change involved a large number of employees moving into new roles so we expected that job tenure may also influence their perceptions of change success. Using the three-component model of commitment to organizational change, we analyzed the ability of the three commitment to change variables (affective, continuance, and normative) to directly and indirectly explain perceptions of change success in three successive organizational surveys. The data were obtained from a large public sector organization that established as a result of a restructuring and amalgamation of corporate services within a State Government. The number of respondents varied each year from 2549 in the first year, to 2737 in the second year and 2595 in the third year. A structural model was specified using Amos with three models estimated simultaneously in which all parameters were allowed to vary. The strongest predictor of change success across all three years was job satisfaction followed by affective commitment to change. Continuance commitment to change and normative commitment to change were only very weakly related or not related to change success. Tenure was negatively related to change success at all three times. Job satisfaction partially mediated the link between affective commitment to change and change success. The structural model was reasonably stable across the three years and highlights the important role that job satisfaction plays in the process of implementing large-scale organizational change. Other issues to be considered include the potential moderating role of tenure, job level and gender as these have been proposed as moderators of the way employees respond to and cope with organizational change.


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Item Type: Conference or Workshop Item (Commonwealth Reporting Category E) (Speech)
Refereed: Yes
Item Status: Live Archive
Additional Information: Speech presentation - only abstracts published in conference proceedings, as supplied here.
Depositing User: Mrs Melissa Jarick
Faculty / Department / School: Historic - Faculty of Sciences - Department of Psychology
Date Deposited: 25 Aug 2010 05:42
Last Modified: 04 Aug 2011 04:02
Uncontrolled Keywords: organisational change; commitment; job satisfaction; change success
Fields of Research (FOR2008): 17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150307 Innovation and Technology Management
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150305 Human Resources Management
Socio-Economic Objective (SEO2008): E Expanding Knowledge > 97 Expanding Knowledge > 970117 Expanding Knowledge in Psychology and Cognitive Sciences
URI: http://eprints.usq.edu.au/id/eprint/8614

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