Explaining the Impact of organizationl Change Characteristics on Employee's Affective Commitment to Change

INTRODUCTIONWhen it comes to organizational change, the concept of resistance toward it comes to managers’ mind subconsciously. Many researchers have concluded that people have a special position in front of Organizational Changes (Vakola, Oreg & Armenakis 2013; Oreg & Sverdlik, 2011). Some employees embrace changes and consider them as opportunities for making self-improvements. In contrast, others get upset and intend to keep their routines and consider changes as threats and take a negative attitude toward it (Judg, Pucik & Welbourne, 1999). Therefore, employees’ attitude plays a vital role in achieving the goals of organizational change. Many of recent studies done on organizational change (e.g., Alderfer, 1977; Armenakis & Bedeian, 1999; Faucheux, Amado & Laurent 1982; Friedlander & Brown, 1974; Pasmore & Fagans, 1992; Porras & Silvers, 1991; Sashkin & Burke, 1987; Weick & Quinn, 1999; Woodman, 1989) have only focused on change readiness, change implementation and reactions toward an organizational change. This is while the change recipients’ reaction lies at the heart of events and as a determinant of each organizational change success. Although there has been a quick review in many of organizational change studies, in most of the cases, the focus is on the organizational level and not the individual level. Therefore, there is a lack of research on change recipients (Judge et al., 1999).
THEORETICAL FRAMEWORKThere is a general consensus of opinion among researchers and practitioners who argue that change programs often fail (Beer & Nohria, 2000; Burnes, 2009; By, Diefenbach & Klarner, 2008; Diefenbach, 2007). On the other hand, commitment to chnage is considered as one of important factors affecting employee's support for change plans (Armenakis & Bedeian, 1999; Coetsee, 1999; Conner, 1992; Conner & Patterson, 1982; Klein & Sorra, 1996). Many theoretical approaches have identified reasons as the underlying determinants of behavior. First, Reasoning Theory states that “reasons serve as important linkages between people’s beliefs, global motives (e.g., attitudes, subjective norms, and perceived control), intentions, and behavior and reasons motivate behavior, because they help people justify and defend their actions” (Westaby, 2002). When explaining the reason behind behavioral reactions, people should have good feelings (Pieters & Zeelenberg, 2005). Theory of reasoned action and planned behavior (Azjen & Fishben, 1980) remarks that people make decisions in a rational and systematic manner through their available information. Therefore employees’ evaluation of different aspects of change reflects their type of reaction. If employees’ do not have positive perception of change, then they will naturally take a position toward it which is more like resistance toward change. The more positive this evaluation is, the more consistency and acceptance will be shown by employees’, which automatically leads to more commitment to change. Staff’s participation in change leads to more information on different aspects of change and so the participation itself results in commitment to change. Employees’ cost-benefit analysis about a change and prevailing benefits of the change in the underlying costs can dispose the commitment to change. Change extends also in terms of scope and scale and challenges associated with it may also affect employees’ commitment to change.
METHODOLOGYThe sample of this research consisted of the managers and employees of Darmanyab Group (PJS). This group of companies included 156 staff. Cochran sampling formula was used to determine the sample size. Based on this formula, a minumum sample size of 111 people was required. In order to achieve the desired sample size, 130 questionnaires using simple random sampling were distributed among the staff. 111 out of 130 questionnaires were received which showed a response rate of 85%. Four Standard questionnaires were used in order to measure research variables; Five items obtained from change questionnaire (Caldwell et al., 2004), Five items change extent questionnaire (Caldwell et al., 2004), Six items affective commitment to change questionnaire (Meyer & Herscovitch, 2002), and Four items participation in change questionnaire (Wanberg & Banas, 2000).
RESULTS & DISCUSSIONThis study aimed to assess the effects of the characteristics of organizational changes on employees’ affective commitment. The research hypothesis was tested through analyzing the collected data. The results showed that employees’ participation in changes has a significant positive effect on their affective commitment. This effect is greater in comparison with other characteristics of the organization change (0.38) which highlighted the importance of employees’ participation impact on their commitment. The results also showed that perceived benefits of change have positive effect on employees’ affective commitment to change; however, the impact is less in comparison to participation in change (0.11). One of the key factors in determining acceptance or rejection of change by the recipients is certainly the usefulness or harmfulness of a change. Predicted profit and loss are among the simple and rational reasons based on which employees decide whether to accept changes or refuse them (Dent & Goldberg, 1999; Nord & Jermier, 1994). Finally the results showed that the extent of change has no significant effect on employee's affective commitment to change.
CONCLUSIONS & SUGGESTIONSBased on the results achieved, it is recommended that organizations which work in dynamic environments and face with daily political, economical, and social changes use participation policy in their decision making and implementation processes of change plans. These kinds of organizations need lots of inner organizational changes and in order to benefit from employees’ accompany and support, it is suggested that they involve employees in change plans.
In addition, based on the benefits of change effect on employees’ commitment, it is recommended that organizations make transparent benefits associated with change plans for employees. This can be done through open communication and also providing information about aspects, consequences, and necessity of change.