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The role of organisational commitment in the analysis of resistance to change: Co-predictor and moderator effects

机译:组织承诺在对变革的抵抗力分析中的作用:共同预测者和主持人效应

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Purpose - This study aims to contribute to a better understanding of resistance to change (RTC) by examining the role played by organisational commitment (OC) as a potential predictor and moderator in the analysis of RTC. Design/methodology/approach - First, alternative models of OC were developed, first as a co-predictor of RTC, and then as a moderator of the relationship between key established antecedents of RTC and resistance itself. The main established antecedents of RTC examined included employees' perceptions of the benefits of change (PBC), their involvement in the change process (IIC), and their overall attitudes towards the change (ATC). The alternative OC models were tested using data from a sample of over 300 middle managers from an Italian public sector service provider company undergoing a radical process of change. Findings - Results showed that OC, along with PBC and IIC, had a significant negative direct and indirect effect on RTC. The indirect effect was mediated by employee attitudes to the change. Contrary to expectations, however, commitment did not moderate any of the antecedents-RTC relationships. Research limitations/implications - Although based on self-report cross-sectional data, this paper suggests that, while OC has a main significant effect on RTC, it does not have a moderator effect in relation to RTC. Practical implications - The results suggest that OC is not a substitute for the effective management of change, but rather that management would be well advised to give due consideration to both factors when planning and implementing change. Social implications - The implications outlined above apply to a wide range of change initiatives, including the implementation of major social and economic programmes. Originality/value - This paper adds to existing knowledge in the area of RTC, showing that employee attitudes towards the change is a key mediating mechanism through which OC may help to reduce resistance.
机译:目的-本研究旨在通过检查组织承诺(OC)作为RTC分析中的潜在预测者和调节者所扮演的角色,帮助更好地理解对变革的抵抗(RTC)。设计/方法/方法-首先,开发了OC的替代模型,首先作为RTC的共同预测者,然后作为RTC关键既定先例与抵抗本身之间关系的调节者。考察的RTC的主要先决条件包括员工对变革收益的认识(PBC),他们对变革过程的参与(IIC)以及他们对变革的总体态度(ATC)。替代的OC模型使用来自意大利公共部门服务提供商公司的300多名中层管理人员的样本数据进行了测试,该公司正在经历根本的变革。结果-结果表明,OC与PBC和IIC一起对RTC产生了显着的直接和间接负面影响。间接影响是由员工对变更的态度所介导的。然而,与期望相反,承诺并未缓和任何与RTC的关系。研究的局限性/意义-尽管基于自我报告的横截面数据,但本文表明,尽管OC对RTC具有主要的显着影响,但与RTC无关,它没有调节作用。实际意义-结果表明,OC不能替代有效的变更管理,但是建议管理人员在计划和实施变更时应充分考虑这两个因素。社会影响-上面概述的影响适用于广泛的变革计划,包括实施主要的社会和经济计划。原创性/价值-本文增加了RTC领域的现有知识,表明员工对变革的态度是OC可以帮助减少抵制的关键中介机制。

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