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Daily work contexts and resistance to organisational change: The role of leader- member exchange, development climate, and change process characteristics
... Several scholars (Boohene and Williams, 2012;Furst and Cable, 2008;Oreg, 2006;van Dam et al., 2008) argue that leadership, specifically destructive leadership is one of the antecedents of followers' resistance to change. ...
... As such, in self-selection sampling "the inclusion or exclusion of sampling units is determined by whether the units themselves agree or decline to participate in the sample, either explicitly or implicitly" (Lavrakas, 2008, p. 806 (Kim, 2014;Michaelis, Stegmaier and Sonntag, 2009;Oreg, 2006;van Dam, Oreg and Schyns, 2008;van der Voet, 2016). ...
... As such, as negative emotional response and negative intentional response represent two sides of the same coin, the overall moderation model is considered insignificant. Previous studies (Jimmieson, Peach, and White, 2008;Marchington, Wilkinson, Ackers, and Goodman, 1994;Van dam et al., 2008) in this regard found that the opportunity to participate reduced followers' resistance to change. However, Judson (1991), found that when followers perceive that their ideas are not being considered by their leaders, participation intensified rather than reduced resistance. ...
Organisational change consists of organisational actions aimed at changing organisational aspects such as culture, processes, delivery of service and so on. Such change can be incremental, aimed at fine tuning certain aspects of an organisation, or transformative, consisting of attempts to revolutionise one or more parts. Successful change, whether incremental or transformative, is critical for organisations to renew themselves and remain valid. Yet, many change initiatives fail. As a result, a lot of work has been done in the field of organisational change to understand what contributes to change success or failure. Change leadership was one of the areas that attracted most interest, yet most work has been leader centric, focusing on the positive aspects of leadership. However, researchers are increasingly focusing on the dark side of leadership to try and understand the effects on organisational change when leaders behave badly. This study aims to address some of this imbalance.
This research studies the influence of transformational and destructive leadership behaviours on affective commitment to change. It also looks at the mechanisms through which these two differing leadership behaviours exert such influence and explores the relationship between voice and affective commitment to change. To do so, the study uses a cross-sectional approach and collects data from two independent samples, followers and leaders of a Maltese public service organisation that experienced change. Transformational leadership behaviours were found to be positively related to affective commitment to change, whilst destructive leadership behaviours were found to relate negatively to affective commitment to change. Also, readiness for change was found to mediate the relationship between transformational leadership behaviours and affective commitment to change. Evidence of partial mediation was also found for resistance to change in the negative relationship between destructive leadership behaviours and affective commitment to change. A positive relationship between promotive voice and affective commitment to change was also found, though prohibitive voice was not found to be a significant predictor of affective commitment to change. As such, this study delivers several important findings with implications for both organisational change and change leadership literature.
... This means, individuals' cognitive flexibility reduced negative emotions, idea, and intentions to resistance, moreover affective and cognitive aspects of resistance can lead to behavioral resistance, while the affective aspect of resistance can cause cognitive resistance. Furthermore, Van Dam et al (2008) identified openness to job changes and organizational tenure as individual-level characteristics and found they were both significantly related to employee resistance to change. The more open employees were about changing jobs, the more likely they were to see the organizational change in terms of benefit. ...
... Therefore, employee who lack trust in management shown enhanced behavioral, cognitive, and affective resistance. Van Dam et al (2008) found similar results in a study, trust in management as a change process fully mediates the relationship between leader-member exchange relationships (LMX), perceived developmental climate and resistance to change. This means employees who perceive high-quality LMX, a strong development climate and develop more trust in management and less resistance to change. ...
... Georgalis et al (2015) conducted a research of Australian workplace employees' resistance to change showed that LMX was negatively related to resistance to change. Likewise, Van Dam et al. (2008) reported the higher the quality of the LMX relationship, the lower the resistance to change. These findings imply the importance of high-quality LMX relationships in reducing resistance to change. ...
... Following the framework, we first focus on situational factors and examine a cross-level effect involving characteristics of the changing work environment (macro-level) and attitudes that organizational members develop toward change (micro-level). Relying on empirical studies (Caldwell & Liu, 2011;Karim & Kaul, 2015;Oreg et al., 2011;Van Dam et al., 2008), we argue that organizational members' tendency to resist change depends on the magnitude or extensiveness of change affecting their most proximate work environment (i.e., the work units they are affiliated to). More specifically, we predict that as the magnitude of change increases, resistance to change will decrease up to a point, after which it increases. ...
... cognitive, affective, and behavioral components (for a detailed description, see Vakola et al., 2013;Oreg, 2006;Piderit, 2000). Following prior research (Van Dam et al., 2008), we embrace a multidimensional view of resistance to change and consider its impact on change recipients' adaptive behaviors. We argue that change recipients holding negative attitudes toward change (i.e., individuals who are more resistant to it) will be less likely to support and actively adapt to change. ...
... Because we were interested in an overall measure of attitudinal resistance to change, consistently with previous studies (Van Dam et al., 2008), we used a composite resistance to change score. The scale's reliability coefficient (Cronbach's alpha) for this measure was 0.94. ...
The purpose of this study is to examine the micro-level dynamics underlying macro-level associations between organizational change and its outcomes, focusing in particular on the role of networks in shaping individual reactions to change. Drawing upon multilevel research on situational and individual antecedents of change, we first argue that the magnitude of change at the unit level has a nonlinear effect on change recipients' tendency to resist change, which in turn influences their adaptive behaviors. We argue, further, that the attitudinal and structural composition of the professional networks in which change recipients are embedded account for differences in their adaptive behaviors. Finally, we argue that individual adaptivity coalesces at the collective, that is, unit level, and predicts the attainment of desired change goals. We find general support for our arguments in a longitudinal study using multi-source data on 170 physicians in 29 units of a large hospital that experienced a major restructuring intervention. Results confirm that multilevel mechanisms involving individuals and their social context fundamentally undergird macro-level outcomes of change. We discuss the theoretical and practical implications of bringing a network perspective to bear on issues of individual and collective reactions to organizational change.
... Following the framework, we first focus on situational factors and examine a cross-level effect involving characteristics of the changing work environment (macro-level) and attitudes that organizational members develop toward change (micro-level). Relying on empirical studies (Caldwell & Liu, 2011;Karim & Kaul, 2015;Oreg et al., 2011;Van Dam et al., 2008), we argue that organizational members' tendency to resist change depends on the magnitude or extensiveness of change affecting their most proximate work environment (i.e., the work units they are affiliated to). More specifically, we predict that as the magnitude of change increases, resistance to change will decrease up to a point, after which it increases. ...
... cognitive, affective, and behavioral components (for a detailed description, see Vakola et al., 2013;Oreg, 2006;Piderit, 2000). Following prior research (Van Dam et al., 2008), we embrace a multidimensional view of resistance to change and consider its impact on change recipients' adaptive behaviors. We argue that change recipients holding negative attitudes toward change (i.e., individuals who are more resistant to it) will be less likely to support and actively adapt to change. ...
... Because we were interested in an overall measure of attitudinal resistance to change, consistently with previous studies (Van Dam et al., 2008), we used a composite resistance to change score. The scale's reliability coefficient (Cronbach's alpha) for this measure was 0.94. ...
The purpose of this study is to examine the micro‐level dynamics underlying macro‐level associations between organizational change and its outcomes, focusing in particular on the role of networks in shaping individual reactions to change. Drawing upon multilevel research on situational and individual antecedents of change, we first argue that the magnitude of change at the unit level has a non‐linear effect on change recipients’ tendency to resist change, which in turn influences their adaptive behaviors. We argue, further, that the attitudinal and structural composition of the professional networks in which change recipients are embedded account for differences in their adaptive behaviors. Finally, we argue that individual adaptivity coalesces at the collective, i.e., unit level, and predicts the attainment of desired change goals. We find general support for our arguments in a longitudinal study using multi‐source data on 170 physicians in 29 units of a large hospital that experienced a major restructuring intervention. Results confirm that multilevel mechanisms involving individuals and their social context fundamentally undergird macro‐level outcomes of change. We discuss the theoretical and practical implications of bringing a network perspective to bear on issues of individual and collective reactions to organizational change.
... He proposed some potential reasons for this antithetical finding, which we will explore in the discussion. Conversely to Oreg's findings, studies in Greece and the Netherlands (Amarantou et al., 2018;Van Dam et al., 2008) showed that high levels of participation significantly decreased resistance-but not in Australia or New Zealand (Georgalis et al., 2015;McKay et al., 2013;Terry & Jimmieson, 2003). ...
... Similarly for communication, some studies indicate that high levels of organizational communication about the change directly lowered resistance to it (Terry & Jimmieson, 2003;Van Dam et al., 2008;Wanberg & Banas, 2000), whilst other studies found differently (Amarantou et al., 2018;Georgalis et al., 2015;McKay et al., 2013;Oreg, 2006). In Greece, in the context of change within the public hospital sector, communication evidently improved job satisfaction but did not affect resistance (Amarantou et al., 2018). ...
... An additional and important antecedent identified by Oreg (2006) is trust in management, which he found to be significantly negatively associated with behavioral resistance, affective resistance, and cognitive resistance: further, this was the only variable to exert significant effects across all three components. Trust in management has subsequently shown to be a robust and consistent predictor of resistance across studies and countries, including, Australia, Greece, Israel, the Netherlands, Norway, and Sri Lanka (Amarantou et al., 2018;Boohene & Williams, 2012;Georgalis et al., 2015;Oreg & Berson, 2019;Škerlavaj, 2016;Van Dam et al., 2008). As these results imply, trust in management may be a universal antecedent to resistance. ...
BACKGROUND: Employee resistance to organizational change often impedes change success. Resistance is associated with employee impairments including anxiety, depression, burnout, absenteeism, and quitting; and can escalate to substantial organisational and societal costs. Mitigating these detriments requires understanding how resistance emerges. Participation and communication are implicated as antecedents to resistance, but findings vary across contexts and countries. This study tested a model of resistance based on social cognitive theory, involving organisational, personal, and behavioral elements. We hypothesised that organisational factors would reduce resistance mediated through personal factors.
METHOD: A survey comprising fifty-one questions tested the constructs of paradoxical leadership, resources, communication, and participation (four organisational factors), and trust in management, future clarity, and employee resilience (three personal factors) as antecedents to resisting change. 250 useable responses were received from Northern Territory government employees who recently experienced organisational change. Exploratory factor analysis confirmed the survey instrument. Structural equation modeling (SEM) tested the model.
RESULTS: SEM confirmed the model was a good fit to the data, CFI=.92, RMSEA=.05. The organisational antecedents significantly reduced employee resistance, mediated through the personal factors.
DISCUSSION. This research reveals novel findings: resources and paradoxical leadership, not previously empirically validated in the literature, are antecedents to employee resistance; organisational antecedents mediate personal antecedents; future clarity, a relatively newfound personal antecedent that diminishes resistance, is amenable to modification through providing appropriate resources and communication. The relationship between participation and resistance remains ambiguous, is potentially nonlinear, and requires further investigation.
... In role theory, Tasks are going to be done via passing three phases (Role taking -Role making -Role routinization). LMX has been used in many previous studies; Some researchers have used LMX as independent variable to predict criterions such as turnover intention and organizational citizenship behavior (Burch & Guaran, 2014;Lee, 2005;Sherman et al., 2012), Employees reaction toward change (Van Dam et al., 2008), Management trust, communication, participation and rewards (Dienesch and Liden, 1986;Van Dam et al., 2008). Some others used LMX as a criterion for predictors such as leadership behaviors (O'Donnell et al., 2012;Smith, 2016;Yukl et al., 2009). ...
... In role theory, Tasks are going to be done via passing three phases (Role taking -Role making -Role routinization). LMX has been used in many previous studies; Some researchers have used LMX as independent variable to predict criterions such as turnover intention and organizational citizenship behavior (Burch & Guaran, 2014;Lee, 2005;Sherman et al., 2012), Employees reaction toward change (Van Dam et al., 2008), Management trust, communication, participation and rewards (Dienesch and Liden, 1986;Van Dam et al., 2008). Some others used LMX as a criterion for predictors such as leadership behaviors (O'Donnell et al., 2012;Smith, 2016;Yukl et al., 2009). ...
... Furthermore, they found that relational identification and work engagement sequentially have a mediation effect between transformational leadership and employee voice behavior which means that supervisors play a crucial role in participating followers' voice behavior through relational identification and work engagement of employees. Van Dam et al. (2008) prove the significant positive correlation between LMX and PART in their study and denote that high LMX quality ends up with the initiation from followers' part to voluntary spend themselves in work processes to reach their management organizational desired goals and objectives. ...
Purpose This research aims to evaluate the significant role of transformational leadership of lower and middle level of management on Leader-member exchange, Followers' Participation in decision-making process, and followers' resistance to change in a private bank in Egypt Design this paper utilized a quantitative research method with number of statements embedded in a questionnaire about each variable. Data collection included 412 respondents of one of reputable private banks in Egypt. SPSS has been used for data analysis to run correlation and regression analysis to get results of hypotheses testing. Findings Results showed that transformational leadership has a significant positive effect on either Leader-member exchange quality or followers' participation in decision-making process. Whilst, Transformational leadership has been found without significant effect on followers' resistance to change. Practical implication this paper could inform HRD (Human resource development) practices the way to increase leader awareness of how transformational leadership behavior is able to create a desired work-related context which could assist in achieving successful organizational objectives and goals Acknowledgment
... Studies in this research cluster focus mainly on mapping the impact of various antecedents on change recipients' attitudes toward organizational change (e.g., Caldwell, Herold, & Fedor, 2004;Stanley, Meyer, & Topolnytsky, 2005;Van Dam, Oreg, & Schyns, 2008;Wanberg & Banas, 2000), as well as the consequences of these attitudes on a series of work-related (i.e., organizational commitment, job satisfaction) and personal consequences (i.e., well-being, withdrawal/turnover intentions; (e.g., Reichers, Wanous, & Austin, 1997;Wanberg & Banas, 2000)). ...
... The articles in this cluster confirm the observations from Oreg et al. (2011) inductive review that research within this cluster has differentiated between pre-change antecedents and change antecedents of attitudes toward organizational change. The pre-change antecedents are often dispositional traits and/or individual differences (e.g., locus of control, self-efficacy; (Herold, Fedor, & Caldwell, 2007;Judge, Thoresen, Pucik, & Welbourne, 1999;Stanley et al., 2005) or internal context factors (e.g., history of change, person-organization fit; (Herold et al., 2007;Van Dam et al., 2008). These antecedents often have a deterministic character in that they go beyond the change recipient's con-trol. ...
... The second group of antecedents focus on those that are inherent to the change process (e.g. communication, leadership; (Kotter, 1995;Schweiger & Denisi, 1991;Van Dam et al., 2008). This group of antecedents have a more malleable character in the sense that they are more susceptible than the pre-change antecedents. ...
For several decades there has been surging interest in understanding the antecedents and consequences of attitudes towards organizational change. This attention has resulted in a body of research that has become largely fragmented. Relying on bibliometric analysis and content facet analysis we identify clusters, patterns, and trends in research on attitudes toward organizational change for research published between 2008 and 2018 (N = 163). The review details that the way we conceptualize attitudes toward organizational change is far more complex and nuanced than is currently portrayed, and shows that the current research lacks a consistent conceptualization of attitudes toward change, enabling an imprecise and often circular debate. As an important contribution, these systematic approaches to synthesizing earlier research enables us to identify important areas that the field has been struggling with, and propose a platform to launch the conversation on a more integrative future research strategy.
... The acknowledgement of the necessity of business adjustment process and the dissemination of valid and adequate information on its causes, as well as the cooperative contribution to its planning and implementation, prevent contingent objections. The main purpose of this first stage is to build trust, as a prerequisite to deploy collaboration and everyone's support to the project (Van Dam et al., 2007), fostering dignity, ie, employees freely expressing their point of view and arguing on its behalf (Pirson, 2017). An elementary component of leadership is incentives provision to human resources, in order to participate in important decision making and advocate opinions and disagreements. ...
... Aligning systems and structures creates compatibility with the vision, including employees training and their enhancement, providing the right environment for the development of the necessary skills and the relevant professional mentality (Carroll and Flood, 2010). Business alignment fosters initiative and innovation, by undermining cynics, self-serving resisters and above all supervisors, who refuse to adapt to new circumstances (Kotter, 2012), as they are more reluctant to adopt new procedures (Van Dam et al., 2007). A recent study based on a sample of 2,981 employees from diverse companies reveals that occupational status moderates the relationship between age and resistance to change, such that the effect is more positive for blue collar workers (occupied with routine standardized production tasks) than for white collar workers (mainly in executive and management positions) (Kunze et al., 2013). ...
... Therefore, a clear, honest and-above all-realistic description of the present (Kelly, 2015), but also, the upcoming business status emerges. According to research, appropriate practices to reverse the above-mentioned climate are related to the perceptions of justice, which lead, when adopted, to job creativity and pioneering behavior (Van Dam et al., 2007). In Republic (441d-445e), Plato considers justice as a key factor to the sustainability of the State, thus enhancing state citizenship (Bauman, 2018). ...
Purpose
This paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.
Design/methodology/approach
Contemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.
Findings
As the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.
Practical implications
The proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.
Originality/value
The screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.
... They will do their best to pick up the new skills required to enhance their employability orientation as the high-quality LMX they have experienced makes them open to such changes. In the research conducted by Van Dam, Oreg, and Schyns (2008), it is concluded that employees react favorably upon the use of LMX-based leadership styles. Hence, paternalistic leadership can be used to enhance an employee's employability orientation, and this study aims to confirm the following hypothesis: ...
... Through paternalistic leadership, employees will see change as something that can possibly have good outcomes and do not instantaneously react negatively towards it. High-quality LMX-based leadership behaviors will not make employees feel uneasy about change and start resisting it (Van Dam et al., 2008). Instead, they will see change as a window of opportunity, making way for better things in the organization. ...
... Change acceptance is related to more positive work attitudes and behavior and lower levels of psychological distress (Joslin, Waters, & Dudgeon, 2010). Change resistance is influenced by multiple factors, including leader-member exchange relationship, perceptions of a climate conducive to development, information sharing with employees, opportunities for employee participation, trust in management (Van Dam, Oreg, & Schyns, 2008), and perceptions of justice (Walker, Armenakis, & Bernerth, 2007). Clearly, leadership effectiveness greatly influences employee change acceptance/ resistance. ...
... Other researchers have found evidence that post-merger group status and perceived fit between desired and implemented merger patterns have positive impacts on employees' support for the merger (Giessner et al., 2006;Gleibs et al., 2013). Additionally, low leader-member-exchange (LMX) quality, perceived development climate, openness to job changes, role breadth self-efficacy, and relative deprivation have been suggested as antecedents of employees' resistance to change Van Dam et al., 2008). ...
... Also, LMX has been found to influence the relationship between supervisors' influence tactics and the effectiveness of those tactics in addressing change resistance (Furst & Cable, 2008). Generally, higher quality exchanges are less resistant to change (e.g., Van Dam et al., 2008). In the Hwang et al.'s manuscripts (2020Hwang et al.'s manuscripts ( , 2021, the authors found that LMX functioned as a moderator to positively impact technology acceptance. ...
... We used Brayfield and Rothe's (1951) measure for job satisfaction (JSat)(six items on a 5-point Likert-type scale unified as a single variable.) Considering that change uncertainty is a foundational a factor in technology acceptance (Furst & Cable, 2008;Van Dam et al., 2008), we next controlled for the change uncertainty (CU). This variable also addresses the need to control for the likelihood that our participants were experiencing perceptions of stress from uncertainty as an effect of living and working through the Covid-19 Pandemic. ...
With the dramatic shifts in the workforce that have emerged in the post–COVID-19 world, workers’ emotions have often presented very negatively, causing people to overtly display the dark aspects of their personality while at work. At the same time, organizations have been forced to adopt new technologies to fill the gaps in their desired outcomes and cope with changes in market demand. The ensuing clash between negative emotions and technological implementation may lead to intense conflicts and adverse work outcomes. This study hypothesizes a direct relationship between dark personality traits (narcissism, Machiavellianism, and psychopathy) and technology acceptance. Using a multiple regression model with a sample of general workers from various industries (n = 396), the study found that narcissism and psychopathy significantly impacted technology acceptance, while Machiavellianism did not. The findings offer valuable theoretical, practical, and managerial insights.
... Managers need to show their staff how transformations are necessary for business plans (Carnall, 1991) and help employees understand what the changes are expected to achieve (Plant, 1991). By influencing organizational climate, culture, and relationships, internal communication can affect how organizational changes are implemented, as well as providing solutions to problems (Taylor, 2010). Mazzei et al. (2012) assert that internal communication can even help direct workers' reactions, prevent crisis, encourage appropriate reactions, minimize damage, and ultimately produce positive results. ...
... All employees' widespread, active participation -without exception -within firms (Kotter & Schlesinger, 1980;Dyer et al., 2012;Yang et al., 2022) is the best mechanism to motivate workers and encourage them to identify with strategies' implementation. This approach also helps prevent employees' rejection of changes and ensure that they participate willingly in efforts to integrate the objectives set by their firm's management and in planning how to meet those goals (Prieto et al., 1997;Morgan & Zeffane, 2003;Van Dam et al., 2008), including deciding where and when they will be achieved (McMurry, 1980). Plant (1991) argues workers should be involved in change processes from the beginning especially when they are affected by alterations as this early involvement, in many cases, prevents resistance to changes. ...
Business organizations and management encompass a wide range of aspects requiring research and analysis. Two key issues are communications management and employee participation promotion within firms. This study focused on the variables of communication and participation in organizational structure, business decision making, transmission of orders, supervision, and control in small and micro-enterprises in the Canary Islands, Spain. The research examined the two variables’ ability to generate increased involvement in and employee identification with their firm. The analytical framework applied sought to investigate Canarian managers’ criteria and priorities regarding using communication and participation as management tools. The methodology included the Rasch analysis technique. The study analyses seven variables considered relevant in relation to communication that are communication between management and workers, fluid and informal communication, use of information technology in internal communication, access of all workers to new information technology, linking/relationship systems between units of the same level, linking/relationship systems between units of different levels and the existence of information disseminated as a tool. Likewise, among the variables related to participation, twelve variables recognized as relevant in the literature are analysed. These variables are setting specific objectives for workers, individual initiative, cooperation, decentralization of decision making, control, participation in decision making, participation in setting objectives, workers' autonomy in decision making when carrying out their work, initiative in their work, control of their work, commitment and involvement of managers in daily work and delegation of authority to lower levels. The predominance of small businesses, in many cases managed by their owners, allows us to appreciate a vertical communication based on direct supervision, from top to bottom. The results reveal a poorly balanced combination of communication and participation systems in Canarian firms. These marked imbalances have consequences for managers’ coordination mechanisms and potential for effectively managing their firms.
... This will lead towards openness to change (Paulsen et al., 2013). Thus the results evident in this study that employees organizational trust partially mediates the relationship of (1) transformational leadership, (2) transparent communication and employee openness to change (Van Dam, 2013;Van Dam et al., 2008). This study also evident that self-efficacy moderates the relationship between transformational leadership (Wang et al., 2014). ...
... Conclusively, these links found in recent studies that leaders play a key role in change implementation process and is a prerequisite to change (Armenakis and Harris, 2009). Transformational leadership appears as a fundamental approach in change process that leaders can influence employees by giving them a sense of achievement, mentoring and coaching, like trust and self-efficacy (Van Dam, 2013;Van Dam et al., 2008). ...
Purpose
This study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.
Design/methodology/approach
A sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).
Findings
The results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.
Research limitations/implications
This study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.
Practical implications
The researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.
Originality/value
This study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.
... Defense mechanisms that we can develop as employees can be adaptive, or non-adaptive, with positive or negative influences on the achieved change. Adaptive defense mechanisms are associated with a small resistance towards the process of change, while non-adaptive defense mechanisms are associated with a high degree of resistance to change [9]. Adaptive mechanisms were channeling feelings in order to accept change, to adapting to the concrete life situations; they facilitate the balance of emotional and adaptation to the environment. ...
The article addresses the process of adapting to organizational change, people need to change and acquire new knowledge, absorb more information, cope with new tasks, improve their skill levels, and many times also need to change their work habits, values and attitudes. Changing values and attitudes is critical to successful organizational change. Motivation for change must come from the assumption that success depends on the need for change. This requires managers to make employees feel uncomfortable in certain situations to encourage them to try new behaviours in the company.
In this context, change management is an essential component in company success, which is why the literature describing the success initiatives of change management is increasingly extensive. The topics most studied in the literature imply resistance to change, employees’ readiness for change, leadership effectiveness, employees’ involvement, participation and commitment in change processes, and the roles and skills required for the success implementation of organizational change. The purpose of this study in which I have used the bibliography method is to present two major topics discussed in the literature, namely, resistance to change and employees’ readiness for change. The article also highlights the importance of knowledge-based management, which involves using technology and data to make strategic decisions and improve organizational performance.
... For example, employees who feel valued and respected by their leaders are more likely to perceive a connection with the organization and its goals, which can increase their motivation to stay in the organization. High-quality LMX is positively related to job satisfaction and organizational commitment, which is negatively related to turnover intention (van Dam et al., 2008). Employees who have good relationships with their leaders tend to be more satisfied with their work, more loyal to the organization, and therefore less likely to quit. ...
This study will use catering practitioners as the research participants, and its main objective is to explore the influencing factors among catering practitioners' turnover intention. Based on the social exchange theory, a theoretical model was constructed, and a questionnaire was used to survey a sample of 544 practitioners in the catering industry in Shanghai, China. The research results show that work engagement negatively affects turnover intention; work engagement positively affected leadership-deployment exchange relationship; leadership-deployment exchange relationship negatively affected turnover intention; leadership-deployment exchange relationship played a mediating role between work engagement and turnover intention; leadership support played a moderating role between work engagement and turnover intention. Finally, according to the research conclusion, this following three suggestions are proposed: 1) there should be the establishment of an incentive system to improve employee work engagement; 2) there should be the cultivation of the communication relationship between supervisors and employees; and 3) there should be the determination of the role of leadership support in the organization.
... Based on the case study, several critical issues must be addressed for organizations that are planning to implement organizational change: Involve employees in the change process: This can help to build buy-in and reduce resistance (Van Dam, Oreg & Schyns, 2008;Cummings & Worley, 2014, p.27). Employees can provide valuable insights and suggestions that can improve the change process. ...
To remain competitive in today's business environment, firms must develop and implement strategies to deal with constant change. Most change initiatives, however, suffer from several difficulties and are often hampered by resistance, primarily caused by fear of adopting new practices or gaining new skills. As a result, such initiatives could result in unintended consequences; in fact, they might result in irreversible situations, impairing the dynamics of an organization. The main purpose of the study is to examine certain change models through the change initiative that occurred at the Michelin Shanghai manufacturing plant. Through this study, we are able to gain a deeper understanding of how theories of change are reflected in actual practice. A single case study design was adopted to explore organizational change models in detail. After looking at Michelin’s organizational environment (internal-external), this paper attempts to focus on challenges encountered during the process and tries to critically analyze the leadership approaches that were applied by Mr. Ballarin (plant manager of Michelin Co.) in the light of related theories.
... The Employee Innovation Behavior Path Model also indicates that a sense of duty to make a positive contribution to a positive impact on the role of guidance leaders in their work. Perceived duty for constructive change is a person's accountability and commitment to bring about and carry out positive changes within the organisation (Van Dam, 2016). It is hoped that this structure can improve the influence of the guidance leader on the innovation behavior through strengthening the incentive for the staff to participate in the innovation. ...
This study investigates the influence of coaching leadership on employee innovation behavior in high-tech software enterprises in Beijing, China. Despite the software industry’s importance in China’s economic development, it still faces talent shortages. A survey of 508 knowledge-based employees was conducted to explore this relationship. Results show that coaching leadership, specifically in the dimensions of guidance, inspiration, and facilitation, positively influences EIB and WE, with facilitation having the strongest correlation. The role of work engagement partly mediates the relation of coaching leadership and EIB. Additionally, the felt obligation for constructive change can regulate the effectiveness of coaching leadership in incentivizing innovation. The study recommends that managers in high-tech software enterprises adopt coaching leadership to stimulate employee innovation behavior. The study contributes to understanding coaching leadership’s impact on innovation in the software industry and provides insights for promoting innovation and enhancing national competitiveness.
... Implementation of TIC requires comprehensive staff education, sustained leadership buy-in and support (Van Dam, Oreg, & Schyns, 2008), and ongoing structural resources (Bloom & Farragher, 2011;Kramer, Sigel, Conners-Burrow, Savary, & Tempel, 2013). Despite overall benefits to the organizational system, the implementation of TIC is not experienced the same by all members of the service delivery system (Kusmaul, Wilson, & Nochajski, 2015;Wolf, Green, Nochajski, Mendel, & Kusmaul, 2014). ...
... The external provision of information may change as individuals attempt to adapt to change, and a lack of information may lead employees to pursue inappropriate strategies or focus their efforts on changes of lesser importance to the effect of missing a larger picture (Schoss et al., 2012). Likewise, change management research finds that the provision of information as well as employees' participation in the change process (which would theoretically increase of information about a change) decreases employees' resistance to change (van Dam et al., 2008). Relatedly, excessive time pressure may result in a rushed process, leading to heuristic processing and overall poorer levels of adaptive performance. ...
Given its acceptance and value as an important facet of workplace behavior, research has primarily attempted to understand adaptive performance by way of examining its antecedents. Although useful, these findings provide little insight into the in-situ, intra-individual processes that occur during adaptive performance (i.e., How do people adapt to change? What determines the speed at which people adapt? How do failures to adapt occur?). The current paper develops and presents a process model of adaptation in order to provide a framework for organizing, understanding, and investigating the in-situ process involved when individuals adapt to changes in job demands. In particular, we suggest that in order to successfully adapt to a changing task environment, individuals must go through a series of processes in order to detect the nature of a change, diagnose its cause, develop or refine strategies, learn additional knowledge or skills, and enact appropriate performance behaviors. At the same time, dynamic emotional, cognitive, motivational, and situational factors serve as proximal inputs and outputs of these processes. In doing so, they shape the success and speed with which people adapt and suggest a broadened set of outcomes of adaptive performance. We describe how this model can be leveraged to stimulate dynamic adaptive performance research and to promote adaptive performance in applied settings.
... Schuh et al. (2018) stated that it is necessary to have a quality exchange between leaders and followers in an organisation to ensure a higher level of organisational commitment, lower turnover intention, higher job performance and a greater chance for promotion. This is because employees with positive relationships or exchanges with their leaders are more likely to accomplish their tasks without resistance because of LMX (Van Dam et al., 2008). Besides, employees that have quality LMX will be committed to achieving the organisational goals including supporting an organisational change that has an undecided outcome (Branco, 2018;Lindsey Hall et al., 2016). ...
... Similarly, change initiatives can be improved by the participation of employees and stakeholders. That challenges which are taken for granted can make change initiatives more effective (Van Dam, Oreg, & Schyns, 2008). Another study also demonstrates that employee's involvement, motivation to adapt new change and correct information related to particular change are required for effective change implementation and reduce resistance. ...
The purpose of this study was to explore how organizations define the organizational change and resistance including its management. This study also aimed to explore how organizations deal with resistance to organizational change when an organization considers it as an opportunity or a barrier. This study was conducted to evaluate resistance to organizational change at two banks in Pakistan i.e. United Bank Limited and Standard Chartered Bank. Data was collected by using qualitative methodology, in the form of the case study. Five individual interviews and three focus groups were conducted from each bank. In total 14 individual interviews and 11 focus group interviews were conducted for this study. Interviews were conducted from managerial level and focus groups were conducted from the teller and other front-line staff. This finding showed that resistance is a part of the change. Every organization experiences some level of resistance as a result of change. Some organizations take resistance positively and deal with it as an opportunity as compared to other organizations which take resistance as a negative thing and deal with it as a barrier. Resistance is considered as a barrier until organizations do not know how to deal with it. The study has theoretical and managerial implications.
... Consideration is frequently centered around top administration or the directing alliance of change (Fernandez and Rainey, 2006;Kotter, 2012). While the job of top administration is regularly accentuated through the inception of change, immediate bosses assume a significant part through the execution of change (for example (Devos et al., 2007;Van Dam et al., 2008)). An immediate boss is characterized in this investigation as the worker standing firm on a formal administrative footing working at the initial progressive step over the accused's position. ...
Purpose
This paper aims to conclude and provide a review of the current literature on a commitment to change (C2C). Detailed research is provided on the operationalization and conceptualization of C2C.
Design/methodology/approach
The review is conducted based on 55 research papers published in different journals at different times in the past on C2C.
Findings
A complete framework from previous to latest literature has been depicted in the current paper on a C2C with their citation in the one study. Gaps that had not been addressed by previous authors are also highlighted to facilitate future researchers in regards to C2C. Especially in the context of quantitative studies gaps are highlighted in previous literature of C2C.
Practical implications
Future researchers can study the highlighted gaps with regards to C2C. Further it provides researchers a brief summary of 55 researches on C2C.
... Ferretti et al. (2020) report a significant level of job burnout through victimization that exists in healthcare organizations. To address this problem, prior studies have explained the relationship between innovative behavior and victimization along with the joint role of in-role behavior and task interdependence (Einarsen et al., 2003;Jensen et al., 2014;Murodilla et al., 2020;Van Dam et al., 2008). Subsequently, limited studies have found and concluded that early career individuals who become the potential target of victimization are going to face the issue of increased job burnout (Choi et al., 2020;Ferretti et al., 2020;Isenhardt & Hostettler, 2020). ...
Explicitly, young professionals are at risk of facing the rigorous dilemmas of job burnout through victimization due to poor job performance in a multifaceted environment. Therefore, the present study aims to identify the relationship between innovative behavior, the joint role of in-role behavior and task interdependence, victimization, and job burnout in healthcare organizations. However, a cross-sectional sample of 330 early career healthcare professionals from public and private hospitals operating in Pakistan is included in the analysis which provides evidence for the generalizability of the research findings. Partial least structure equation modeling is implemented to test the proposed model of job burnout. Consequently, study results show a significant level of job burnout through victimization, leading to distress mental health, innovativeness, and job performance of early careers. However, investigation of job burnout has disclosed severe consequences which give meaningful direction for healthcare managers, to strengthen creative capabilities and performance of early careers by implementing useful strategies to reduce job burnout and other factors linked to job burnout.
... Positive attitudes toward change may promote helpful actions and increase change supportive behaviors (Vakola et al., 2013). That is, employees' positive attitudes to change significantly influence the way they adapt to it (Van Dam et al., 2008); may lead to proactive coping behaviors (Liu and Perrew e, 2005); and positively influence change support (Svensen et al., 2007). These proactive behaviors integrate a positive approach to dealing with change stressors and usually, they include resource accumulation; recognition of potential stressors; initial evaluation; early coping efforts; and use of feedback regarding primary efforts (Aspinwall and Taylor, 1997). ...
Drawing from uncertainty reduction theory and uncertainty management theory, the aim of the research is to investigate the influence of positive change orientation (i.e. change self-efficacy, positive attitudes toward change, perceived control) on the perceived change uncertainty and behavioral change support (i.e. compliance, cooperation and championing) relationship.
The research findings suggest that employees' change self-efficacy and attitudes toward change partially mediate the negative relationship between perceived change uncertainty and behavioral change support.
... Leading authority on change, John Kotter (996), states 70% of cultural transformations fail because organisations do not take holistic, long-term approaches. Even Dweck (200) believed implementing growth mindset cultures in schools was straightforward as educators only had to understand MT then decide how to communicate it -she later admitted she underestimated MT's translation to the classroom (Severs, 2020); others agreed her view was naïve (Van Dam et al., 2008;Hildrew, 208;Dweck & Yeager, 209). ...
Growth mindset continues to be a popular topic of conversation in the field of education and Physical Education (PE). However, despite the existence of various schemes for delivering curriculum PE, there are limited studies analysing how they seek to directly develop children’s mindsets. This study analyses the process taken for one of these frameworks, Real PE, to be implemented within a school to develop their growth mindset culture, drawing upon the theories of key educational thinkers. The study is based upon the authors’ experiences as PE Subject Leader and member of the school Senior Leadership Team (SLT) within a single-form entry primary school in Leicestershire, United Kingdom; testimonials from other schools who utilise Real PE and existing literature on the effectiveness of growth mindset.
Implementing a growth mindset culture is not straightforward; although important, it is not solely about intelligence and praising effort, nor a battle of fixed versus growth mindsets as within PE, mixed mindsets exist, and, the fixed mindset should be legitimised. Therefore, a long-term, rigorous approach to change considering policies, individual beliefs, training needs, strategies and feedback methods needs to be developed. This study adds to the growing conversation about growth mindset and seeks to support other school settings considering embedding mindset culture within their school setting and PE provision.
... Although organizational academics' interest in change is growing, our grasp of the idea is nevertheless hampered by a number of erroneous assumptions about change and the nature of organizations (Grubbs, 2001). In a study by Van Dam, Oreg, and Schyns (2008) Three process factors were used to evaluate the change process: information, involvement, and management trust. ...
This study aimed to find out the relationship and impact of Resistance to Change on Work Stress in the Turkish Charities in Konya.
The study used a questionnaire consisting of (24) items as a tool to collect data from respondents. Data has been collected from
228 respondents and analyzed by SPSS to present the statistical indicators for variables. Hypotheses are formulated and analyzed
to show the influence of independent variables on the dependent variable. This study found that there is a strong and positive
relationship between Resistance to Change and Work Stress. Thus, it shows that there is a strong and positive relationship between
(Short-term Thinking and Cognitive Rigidity) and Work Stress. In addition, it shows that there is a moderate and positive
relationship between (Routine Seeking and Emotional Reaction) and Work Stress. factors (Short-Term Thinking, Cognitive
Rigidity) have a significant impact on Work Stress. But Routine Seeking and Emotional Reaction have no significant effect on
Work Stress. Therefore, the higher the short-term thinking and cognitive rigidity of associations employees, the greater the work
stress they have.
... When an organization turns from certain into an uncertain state of condition, worried and uncertainty might be felt by employees (Shah, 2009;Samaranayake & Takemura, 2017). In addition to this, people who are more open toward change, view the change initiatives more positive and acknowledge it as an opportunity in terms of improvement, however, compared to others, change can be terrifying (Van Dam, Oreg, & Schyns, 2008). Therefore, because this change in digital transformation not only about the change in technology, but also the people, the measurement of employee readiness is necessary to be done to prevent resistance (Adiratna, Fahmi, & Kuswanto, 2018). ...
The rapid advancement of digital technologies continues significantly to develop and boosts strategic competitiveness in the business world. To survive, the company must be fully aware and try to adapt to the condition. PT. Telkom Indonesia is the largest telecommunication provider that has supported the Indonesian digital industry to be more sustainable by digital telecommunication companies' transformation as part of the corporate change implementation. However, the lack of human resources skills to adapt and change is also adjusted continuously by the decision-makers appropriate strategies amidst the global pandemic. Therefore investigation of readiness is still needed as it is still at the change process beginning. This study contributes to elaborate five readiness factors contribution to measuring readiness toward the change in digital transformation. The form of a semi-structured interview certainly was utilized by adopting qualitative research at one of the company units. The findings provide similarities and differences about how participants perceive the dynamic change including participants' insight toward also the importance of planning before the changing and executing to fit in all conditions during the COVID-19 pandemic. This study highlights that valence has expanded to include the perception of individuals on customers and self-efficacy should be improved sustainably following several scenarios to become a digital company. It also should be adapted to such comfortable working conditions while maintaining the other factors workable to generate the readiness of skillful competencies of employees.
... When an organization turns from certain into an uncertain state of condition, worried and uncertainty might be felt by employees (Shah, 2009;Samaranayake & Takemura, 2017). In addition to this, people who are more open toward change, see the change initiatives more positive and acknowledge it as an opportunity in terms of improvement, however, compared to others, change can be terrifying (Van Dam, Oreg, & Schyns, 2008). Therefore, because this change in digital transformation not only about the change in technology, but also the people, the measurement of employee readiness is necessary to be done to prevent resistance (Adiratna, Fahmi, & Kuswanto, 2018). ...
The rapid advancement of digital technologies continues significantly to develop and boosts strategic competitiveness in the business world. To survive, the company must be fully aware and try to adapt to the condition. PT. Telkom Indonesia is the largest telecommunication provider that has supported the Indonesian digital industry to be more sustainable by digital telecommunication companies' transformation as part of the corporate change implementation.
... Prior research has shown that these variables systematically affect employees' attitudinal and behavioral responses to change (e.g., Hill et al., 2012). For instance, employees who have been J o u r n a l P r e -p r o o f in an organization longer tended to respond to change less favorably because they are used to the organization's old ways of operating (van Dam et al., 2008). Similarly, senior managers have shown higher resistance to change compared to less senior employees (Oreg, 2006). ...
The Novel Coronavirus (COVID-19) pandemic has had tremendous and swift effects on organizational change. This study examined how organizations can leverage leadership and employee resources to facilitate positive change outcomes. Drawing from the self-concept based motivational theory of charismatic leadership and substitutes for leadership theory, the current study proposed a theoretical model connecting top leaders’ charismatic rhetoric, employees’ affective commitment to change, and employees’ turnover intention. Furthermore, the study investigated contingencies that may modify the relationship between leadership communication and followers’ outcomes. Results from an online panel of 417 U.S. employees showed that top leaders’ use of charismatic rhetoric during change led to followers’ affective commitment to change, which decreased their turnover intention. Furthermore, employees’ organizational identification moderated this relationship. When employees have low identification with their organizations, top leaders’ charismatic rhetoric to address the immediate change is more needed.
... Selain itu, hasil ini juga menunjukan bahwa terdapat hubungan yang kuat antara pertukaran pemimpin-anggota terhadap komitmen afektif terhadap perubahan serupa dengan penelitian sebelumnya. Beberapa penelitian sebelum yang mendukung penelitian ini menyimpulkan bahwa karyawan yang memiliki tingkat kualitas yang tinggi dalam hubungan antara atasan dan bawahan akan memiliki kesempatan yang lebih besar untuk ingin berpartisipasi, memiliki ekspektasi yang positif terhadap proses perubahan, dan menunjukkan tingkat komitment yang tinggi untuk berubah (Ritz et al., 2012;Porthogese et al., 2012;Van Dam et al., 2008). ...
The development in the era of digitalization requires companies to make significant changes in their business processes to face competitors and adapt to the environment. This study aims to determine the role of affective commitment to change as a mediator of the leader-member exchange relationship with the ability to coping with change in the PT X Area Unit. Subjects totaled 222 participants from 7 Unit Area PT X. This study uses a quantitative method through online questionnaires, with a non-experimental research design with a correlation design and a mediation analysis of the research variables. The results of the mediation analysis show that affective commitment to change can act as a mediator with a form of full mediation between leader-member exchanges, with an indirect coefficient value of 0.08 with a 95% confidence interval value between 0.03 and 0.15 on the ability to cope with change. The results of study concluded that leader-member exchange can predict the ability of employees to deal with change if employees have an affective commitment to change.
... Age, gender, experience, educational level, firm size, tenure influences and behavioral reactions about resilience and change were controlled (Kusluvan et al., 2010). Following the suggestions of previous studies (Hjalager, 2010;Van Dam et al., 2008), employee-supervisor relationships (length of time worked together) was also controlled. A dummy variable was used to control these demographic variables. ...
Purpose
This study aims to examine the impact of technological turbulence on employee resilience based on cognitive dissonance theory and through a process of consonance and dissonance. First, the study investigates employee openness to represent cognitive consonance and then resistance to change to represent cognitive dissonance processes. Such processes mediate the relationship between technological turbulence and employee resilience. Second, this study proposes that the above associations will be moderated by crisis leadership efficacy.
Design/methodology/approach
The study uses multi-source data from service employees and their immediate superiors in hospitality, including a two-phase data collection process. Moreover, the study conducts a two-step structural equation modeling.
Findings
This study finds that employee openness and resistance to change mediate the association between technological turbulence and employee resilience. Furthermore, results reveal that crisis leadership efficacy strengthens the relationships (direct and indirect, through openness and resistance to change) between technological turbulence and employee resilience. The study discusses the implications for theory and practice for tourism scholars and practitioners.
Research limitations/implications
This study provides empirical evidence showing the importance of employee resilience and the underlying mechanisms in responding to technological turbulence in the hospitality industry.
Originality/value
Resilience research in the hospitality and service context is timely and necessary to cope up with the changing market and turbulences. This study extends the extant literature that mainly examined the crisis and dynamic conditions. The study contributes to crisis management, marketing and leadership literature concerning technological turbulence and employee resilience in the hospitality context.
... Instead, for the case of leaders with a strong Theory X schema, leaders' internal attribution logic is directed towards followers who are labelled as resistant per se (see Schermerhorn, 1989) and "will always be opposed to change" (Piderit, 2000, p. 784). Thus, the cause for resistance is seen in followers' personal shortcomings, such as a lack of openness to change and protection of parochial self-interests (Piderit, 2000;van Dam et al., 2008). As a result, leaders with a strong Theory X schema believe follower resistance can only be handled by constant control of THE POWER OF FOLLOWERS THAT DO NOT FOLLOW 14 followers' work (Kopelman et al., 2010). ...
This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’ Theory X schema. Furthermore, we build on affective events theory to hypothesize that follower resistance increases destructive leader behavior via leaders’ negative affect. We tested our hypotheses in a within-subjects online field experiment. Our study findings demonstrate that follower resistance increases destructive leader behavior and that this relationship is mediated through leaders’ negative affect and moderated by leaders’ Theory X schema. We discuss theoretical implications regarding the impact of (resistant) follower behavior on destructive leadership and offer methodological advances in terms of research design and analytical approaches to deal with endogeneity issues and derive causal inferences. Lastly, we derive practical implications for utilizing follower resistance.
... LMX literature is replete with positive outcomes for high LMX employees (i.e., those who have a high-quality leader-member exchange relationship). These associates often enjoy more successful careers, remain more committed to their organization, are more satisfied with the communication practices of their leader, their group, and their organization, and report higher levels of motivation among other positive outcomes (Culbertson et al., 2010;Van Dam et al., 2008). Not only do those with high LMX enjoy more perks, but it appears that those with low LMX may be on the receiving end of exclusionary treatment from their leader, including withholding information, gossip, and blocking career advancement (Omilion-Hodges & Baker, 2017). ...
This chapter introduces leader–member exchange theory and speaks directly to the following question: Why does this theory matter to me? The authors review and summarize the over four decades of related research and tell employees and formal leaders how this theory can help them predict their organizational experience. Additionally, we provide prescriptive suggestions for employees and address how they may make minor changes that may result in major changes to their leader–member relationship quality. This chapter also takes readers on a historical tour of the evolution of LMX from its conception as vertical dyad linkage theory to the dynamic, interdependent relational phenomenon it is today (Sheer, 2015) This chapter also addresses how leader–member relationships are likely to flourish or flounder based on power enactment. French and Raven’s (1959) five sources of power (i.e., reward, coercive, expert, legitimate, and referent) are considered with the role of a formal leader. We also highlight how in-group and out-group members may interpret the same situation in different ways. This shows leaders how even their best-laid plans may go awry if they are not mindful of relational differences in their ranks.
... Schuh et al. (2018) stated that it is necessary to have a quality exchange between leaders and followers in an organisation to ensure a higher level of organisational commitment, lower turnover intention, higher job performance and a greater chance for promotion. This is because employees with positive relationships or exchanges with their leaders are more likely to accomplish their tasks without resistance because of LMX (Van Dam et al., 2008). Besides, employees that have quality LMX will be committed to achieving the organisational goals including supporting an organisational change that has an undecided outcome (Branco, 2018;Lindsey Hall et al., 2016). ...
... The findings of this research showed that the quality of relationship with the manager has a significant and positive impact on the commitment to change in Malaysia service industry. This indicates that quality of relationship with the manager is a strong determinant of commitment to change which is in line with the findings of previous studies (Hatjidis & Parker, 2018;Van Dam et al., 2008) which showed that managers who are supportive of their employees caused them to be more committed towards change in an organization. Previous studies also suggested that the fit of change with vision is positively related to change commitment as it helps employees perceive the change as important in an organization (Weiner, 2009). ...
Organizational change has been receiving tremendous concern lately as the everchanging environment causes companies to succumb to changes. Employee commitment towards change is detrimental in an organizational change. This research aims to investigate the factors that affect employee commitment to change and to examine the moderating effect of organization culture in service organizations. A total of 190 responses was collected from the employees working in the service organizations in Malaysia. Smart PLS 3.0 was used for data analysis. The proposed research model was assessed based on path modeling and bootstrapping. The findings found that among the four factors, only quality of relationship with the manager, fit of change with vision, and job motivation are significantly related to employee commitment to change. Moreover, the results have found no empirical evidence to support the moderating role of organization culture. The implications, limitations and future research were further discussed in this research.
... Organisational change refers to managers' attempts at change that are applied to bring about positive changes in employees' behaviours to benefit the organisation. Time-based organisational growth depends on employees adapting to changes (Van Dam et al., 2008). The enduring task of managers within organisations is to strive to adapt to the environment and simultaneously influence it (Zimmermann, 2011). ...
Purpose
This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap).
Design/methodology/approach
This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2.
Findings
Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap.
Practical implications
This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB.
Originality/value
This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.
The enactment of the Aceh Governance Law (UUPA) allows the state’s intervention to the nature of Islamic boarding schools in Aceh, which is originally connected to Aceh’s socio-cultural system into the formality of the State’s administrative structure. This article utilized a triangulation methodology, which involved the integration of document analysis, observation, and in-depth interviews. The study generated data from participants located within the dayah, including 2 teungku chik (leadership), 2 teachers, and 5 students; and participants located outside the dayah, including 2 academics, 2 social figures, and a director of Department of Dayah Education. The findings of our study indicated that the institutional frameworks of dayah had undergone modernization, with significant improvements in infrastructure, integration of curricula, enhancement of human resources (teungku-teacher and santri-student), and expansion of collaborations and networks. This modification granted the dayah of Aceh a more favorable standing within the Acehnese social hierarchy. This study highlighted that dayah institutions retained their cultural foundation as centers of Islamic instruction despite the changes they experienced. Instead, the incorporation of State action has led to the establishment of institutional and intellectual prosperity; it appeared that state intervention was more of an opportunity than a threat.
Penelitian ini berjudul “Pengaruh Gaya Kepemimpinan Tranformasional dan Transaksional Terhadap Kinerja Pegawai Dengan Kepuasan Kerja Sebagai Variabel Intervening Pada Pegawai Institut Agama Islam Negeri Kediri”. Tujuan penelitian ini adalah untuk mengetahui pengaruh gaya kepemimpinan transformasional terhadap kepuasan kerja, untuk mengetahui pengaruh gaya kepemimpinan transaksional terhadap kepuasan kerja, untuk mengetahui pengaruh Kepuasaan Kerja berpengaruh terhadap Kinerja, untuk mengetahui apakah kepuasan kerja dapat menjadi mediator hubungan antara kepemimpinan transaksioanal dan kinerja, serta untuk mengetahui apakah kepuasan kerja dapat menjadi mediasi hubungan antara kepemimpinan transformasional dan kinerja pegawai di lingkungan IAIN Kediri. Populasi penelitian ini sebanyak 100 orang pegawai IAIN Kediri. Penelitian dilakukan dengan penyebaran kuesioner dan untuk metode analisis data yang digunakan adalah analisis jalur (Path analysis). Hasil penelitian menunjukkan bahwa gaya kepemimpinan transformasional berpengaruh signifikan terhadap kepuasan kerja. Gaya kepemimpinan transaksional memiliki pengaruh terhadap variabel kepuasan kerja. Hal ini berarti bahwa gaya kepemimpinan transformasional dan gaya kepemimpinan transaksional, diprediksi dapat meningkatkan kepuasaan kerja karyawan di IAIN Kediri. Kepuasan kerja juga memiliki pengaruh terhadap variabel kinerja. Artinya dengan adanya kepuasaan kerja yang dialami pegawai di IAIN Kediri, diprediksi akan meningkatkan kinerja para pegawai yang berkerja di IAIN Kediri. Sebagai variabel intervening, kepuasan kerja mampu menjadi mediator antar gaya kepemimpinan transaksional dan kinerja karyawan. Pada hasil penelitian ini juga ditemukan bahwa terdapat hubungan yang signifikan antara Kepempimpinan Transformasional terhadap Kepuasaan Kerja. Hal ini berarti bahwa Kepuasan Kerja mampu memediasi penuh hubungan antara Transformasional dan Kinerja. Dengan kata lain, gaya kepemimpinan transaksional dan transformasional yang diterapkan dengan baik oleh pemimpin akan memberikan kepuasan kerja yang tinggi sehingga akan dapat meningkatkan kinerja karyawan. Namun, jika gaya kepemimpinan transaksional dan transformasional belum maksimal yang dilakukan oleh pemimpin akan memberikan kepuasan kerja yang kurang dan tentu juga akan menurunkan kinerja karyawan.
Purpose
This study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource management (HRM) and employee turnover. Toward this end, drawing on the conservation of resources and job demands–resources theories, a three-dimensional model is examined, which includes the relationship between HRM, knowledge management (KM) and change management (CM), as well as their relationship with employee engagement and employee turnover intention.
Design/methodology/approach
The proposed research model has been studied with a sample of 168 talented employees in over six European countries, using a quantitative approach, involving the structural equation modeling method. All data were gathered by a multidimensional questionnaire via prolific, an academic crowdsourcing platform.
Findings
Results indicated that knowledge-intensive services firms may achieve higher talent retention through the interaction of HRM with KM and CM practices, which may lead to enhanced employee engagement.
Research limitations/implications
Possible limitations of the study include the relatively small sample size, the self-rate questions for the collection of data and the use of cross-sectional data.
Practical implications
To retain their talented employees, organizations should identify ways to improve their HRM, CM and KM practices. In addition, HR practitioners ought to include their talented employees in all organizational change and KM processes and create mechanisms that successfully support knowledge acquisition, creation, sharing, retention and codification.
Originality/value
To the best of the authors’ knowledge, this is the first study to examine various factors of retaining talented employees in knowledge-intensive services. Furthermore, the study took place in six European countries, i.e. UK, Poland, Italy, Germany, Portugal and Greece, where the research on talent retention is very limited.
This study examined at the effects of ethical leadership, job chracteristics, and individual factors on airline employees’ job satisfaction. It makes use of samples of the airline employees from a Indonesia airline company. From the results of structural equation modelling analysis, ethical leadership and job chracteristics were found positive effect on airline employees’ job satisfaction as well as ethical leadership were found positive effect on airline employees’ job chracteristics. In addition, leaders are also more likely to choose employees who are able to work independently and see the value of their own work and work with an ethical environment.
Aim:
To explore factors that influence registered nurses' intention to stay working in the healthcare sector.
Design:
A systematic review and narrative synthesis.
Methods:
CINAHL, Medline and Cochrane library databases were searched from Jan 2010 to Jan 2022 inclusive and research selected using a structured criterion, quality appraisal and data extraction and synthesis were guided by Campbell's Synthesis Without Meta-analysis.
Results:
Thirty-four studies identified that nurses stay if they have job satisfaction and/or if they are committed to their organizations. The factors permeating these constructs weigh differently through generations and while not an infallible explanation, demonstrate stark differences in workplace needs by age, which influence the intention to stay, job satisfaction, organizational commitment and ultimately nurse turnover.
Public contribution:
Environmental, relational and individual factors have bearing on improving nurse satisfaction and commitment. Understanding why nurses stay through a generational behavioural and career stage lens can bolster safeguarding nurse retention.
Purpose
The purpose of this study was to investigate the contributors to individual resistance to diversity-related organizational change (DROC) and how it might be reduced.
Design/methodology/approach
From survey data collected through three separate samples of the US population, the study tested the antecedents and outcomes of resistance to DROC and the moderating effect of organizational justice on these relationships.
Findings
Findings reveal that attitudes about workplace diversity are influenced by individual factors (sex and race), which in turn are significantly related to individual resistance to DROC. Independently, organizational justice moderated the effects of employee attitudes and perceived threats on resistance to DROC, suggesting that resistance is increased when employees perceive they are treated justly.
Originality/value
This is the first known study to investigate resistance to DROC as well as its potential antecedents and outcomes. Findings suggest that organizational justice is an important consideration in implementing DROC.
Açık Kaynak Kodlu Yazılım Kullanımına, Yönetici Direnci, Kamu Kurumları, Direnç
Bu çalışmanın amacı, emek yoğun olarak faaliyet gösteren hizmet sektörü çalışanlarının duygusal emek gösterimlerinin değişime direnç olgusu üzerindeki etkisini belirlemektedir. Çalışmanın örneklem grubunu Mersin ilinde faaliyet gösteren hizmet sektöründe çalışan 579 katılımcı oluşturmaktadır. Veri toplama yöntemi olarak anket tekniği tercih edilmiştir. Bu kapsamda hazırlanan anket formu, Mersin ilinde hizmet sektöründe yer alan işletme çalışanlarına yüz yüze uygulanmıştır. Anket formu iki bölümden ve toplam 39 ifadeden oluşmaktadır. Birinci bölümde demografik değişkenlerle ilgili 6 ifade yer almaktadır. İkinci bölümde ise 28 ifadeden oluşan duygusal emek (3 boyut 13 madde) ve değişime direnç (3 boyut 15 madde) ölçekleri bulunmaktadır. Anketlerden elde edilen veriler SPSS ve AMOS programları ile analiz edilerek değerlendirilmiştir. Yapılan analiz sonucunda, ilk aşamada çalışanların görevleri esnasındaki duygusal emek gösterimleri yüzeysel rol yapma, derinden rol yapma, doğal duygular, çalışanların değişime direnç üzerinde pozitif ve anlamlı bir etkiye sahip oldukları tespit edilmiştir. İkinci aşamada çalışanların görevleri esnasındaki duygusal emek gösterimleri onları bilişsel tepkilerini, duygusal tepkilerini, davranışsal tepkileri üzerinde pozitif ve anlamlı bir etkiye sahip olduğu tespit edilmiştir.
O objetivo deste estudo concentra-se na identificação de como os gestores (lideranças) atuaram na gestão de mudanças decorrente de um alinhamento estratégico que resultou na fusão de diversos setores de uma organização do poder público brasileiro. Foi realizada uma investigação empírica – com entrevistas semiestruturadas e aplicação de questionário – e comparados os resultados com a literatura existente a fim de observar como os gestores conduziram o processo de mudança organizacional. Dentre os achados figura a percepção de que a literatura científica serve como um bom parâmetro para o desenvolvimento de estudos preventivos que possam minimizar impactos em processos de gestões de mudanças. Este estudo contribui para a abordagem sobre a atuação de lideranças em gestões de mudança e em processos que demandem fusões setoriais, no sentido de que integra a literatura sobre organizações dos setores público e privado, enriquecendo a literatura e ampliando as possibilidades de observações sobre o tema. Fornece evidências empíricas sobre a atuação das lideranças nos níveis estratégico, tático e operacional, no âmbito da administração pública, colaborando para a redução de complexidades em processos similares por vir.
У статті представлено аналіз понять «професіогенез» особистості у наукових концепціях. Категоріальний опис даного поняття розкривається через види, функції онтологічного і психологічного вмісту, підходів до визначення структури і сутності. Поняття «професіогенез» розглядається як безперервний процес формування і розвитку особистості фахівця, що характеризується засвоєнням професійних компетентностей і здійсненням професійної діяльності та зумовлений особистісною/професійною ідентифікацією, рефлексією, мотивацією, самоактуалізацією професіонала від початківця до майстра, що обумовлюється соціально-економічними умовами здійснення професійної діяльності.Професіогенез лікаря є феноменомформування професійної стратегії діяльності, реалізації професійного компітентнісного становлення і самовдосконалення, самореалізації і професійного самоздійснення, акмепрофесіоналізму, професійної майстерності, наставництва.
The present study claims that trust in organization and trust in leader could be significant antecedents of innovative work behavior. Innovative work behavior is a process that involves the creation, development and implementation of new ideas or behaviors. However, employees can show to resist towards innovation in the organization. Therefore, in this study, it is examined that the mediator role of the resistance to change in the relationship between trust in organization/leader and innovative work behavior.In accordance with this purpose, a cross-sectional research study has been performed in Istanbul/Turkey with the participation of 229 employees from various companies in the service sector in Istanbul, Turkey. The findings of the research show that trust in organization and trust in leader had significant positive impacts on innovative work behavior (β = 0,465; t=7,914; p =, 000 and β = 0,503; t= 8,779; p =, 000). Thus, the proposed hypothesis 1 and hypothesis 2 of the study were supported. In addition, resistance to change had a mediator role in the relationship between trust in organization/leader and innovative work behavior (β=.056; LLCI=.0221; ULCI=.0990 and β=.050; LLCI=.0190; ULCI=.0892; respectively). Therefore, the proposed hypothesis3 and hypothesis 4 of the study were supported.
İnsan kaynakları yönetim uygulamalarının (İKYU) bireysel ve örgütsel çıktılar üzerindeki etkilerinin araştırıldığı tez çalışmasının temel amacı; hizmet sektöründe faaliyet gösteren otellerin uyguladığı İKYU içerisinde en etkili uygulamaları belirlemek ve bu uygulamaların bireysel ve örgütsel çıktılara olan etkisini incelemektir. Bireysel ve örgütsel çıktılar olarak; zorunlu vatandaşlık davranışı, iş stresi, yenilik ve girişimci davranışlar esas alınmıştır. Bu değişkenler hizmet sektöründe başarı veya başarısızlığa sebep olabilecek temel değişkenlerdir.
Araştırma, İKYU’nun çıktılar üzerindeki etkilerini daha iyi anlamak ve böylelikle hizmet kalitesini geliştirmek için İKYU ve lider üye etkileşimini içeren kavramsal bir model önermektedir. Araştırma kapsamına uygun evren olarak KKTC’de faaliyet gösteren ve İKYU’nun etkin olarak uygulanıldığı değerlendirilen beş yıldızlı oteller tercih edilmiştir. Araştırmanın örneklemi 302 beş yıldızlı otel çalışanı oluşturmaktadır. Elde edilen veriler regresyon analizi ve yapısal eşitlik modellemesi kullanılarak analiz edilmiştir. Analiz sonuçları İKYU’nun çoklu yapısının otel çalışanlarında; zorunlu vatandaşlık davranışını azalttığı, girişimci davranışları artırdığını ve lider üye etkileşiminin bu ilişkilerde aracı rolü olduğunu göstermektedir. Bu bulgulara ilave olarak İKYU’nun çoklu yapısının otel çalışanlarında yeniliği ve iş stresini arttırdığı fakat bu ilişkide lider üye etkileşiminin aracı rolünün olmadığı tespit edilmiştir. Araştırma, İKYU’yu tüm alt boyutları ile inceleyerek literatüre katkı sağlamayı amaçlamaktadır. Araştırma literatüre katkı sağlamanın yanı sıra, emek yoğun özelliğiyle insan kaynağının etkin kullanılması gereken hizmet sektörünün yöneticilerine yönelik pratik bilgiler sunmaktadır.
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