تبیین تأثیر ویژگی‌های تغییر سازمانی بر تعهد عاطفی کارکنان نسبت به تغییر

پژوهش نامه مدیریت تحول

مقاله 7، دوره 8، شماره 15، آبان 1395، صفحه 131-151   

نوع مقاله: مقالات

شناسه دیجیتال (DOI): 10.22067/pmt.v8i15.52383

نویسندگان

احمد عیسی خانی^{* 1}؛ مونا غفاری اجیر آباد²

¹دانشگاه خوارزمی

²آزاد اسلامی قزوین

چکیده

همواره در بطن هر تغییر سازمانی، رگه‌هایی از مقاومت وجود دارد که سرعت انطباق کار‌کنان با تغییر را نشان می‌دهد. نقطه مقابل مقاومت کارکنان در برابر تغییر، میزان تعهد آنان به پذیرش تغییرات است. میزان تعهد کارکنان به همسویی با تغییرات و پذیرش آن، نقش تعیین کننده‌ای در توفیق تغییرات سازمانی و تحقق اهداف تغییر دارد. این پژوهش به مطالعه تأثیر ویژگی-های تغییر سازمانی بر تعهد عاطفی کارکنان نسبت به تغییر می‌پردازد. این پژوهش از نظر هدف کاربردی و از نظر ماهیت توصیفی و از نظر روش همبستگی و علّی است. جامعه آماری پژوهش را کارکنان گروه شرکت‌های درمان‌یاب تشکیل می‌دهند که از بین جامعه 156 نفری، تعداد 111 نفر به روش نمونه‌گیری تصادفی ساده به عنوان نمونه آماری انتخاب شده‌اند. داده‌ها به صورت میدانی و با استفاده از پرسشنامه جمع‌آوری شده‌اند و تجزیه‌وتحلیل داده‌ها با استفاده از نرم‌افزارهای آماری و با بهره‌گیری از آمار توصیفی و آمار استنباطی (آزمون همبستگی و مدلسازی معادلات ساختاری) انجام شده است. نتایج پژوهش حاکی از آن است که مشارکت در تغییر و منفعت حاصل از تغییر بر تعهد عاطفی کارکنان نسبت به تغییر به‌طور مثبت تأثیرگذار است، اما اندازه تغییر بر تعهد عاطفی کارکنان نسبت به تغییر تأثیر معناداری ندارد.

کلیدواژه‌ها

تغییر سازمانی؛ منفعت حاصل از تغییر؛ اندازه تغییر؛ مشارکت؛ تعهد عاطفی

مراجع

References

Alutto, J. A., & Belasco, J. A. (1972). A typology for participation in organizational decision making. Administrative Science Quarterly, 17(1), 117-25.

Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: a review of theory and research in the 1990s. Journal of Management, 25, 293-315.

Amiot, C.; Terry, D.; Jimmieson, N., & Callan, V. (2006). A longitudinal investigation of coping processes during a merger: implications for job satisfaction and organizational identification. Journal of Management, 32, 552-574.

Ashford, S. J. (1988). Individual strategies for coping with stress during organizational transitions. Journal of Applied Behavioral Science, 24, 19-36.

Ajzen, I., & Fishbein, M. (1980). Understanding attitudes and predicting social behavior, Prentice-Hall, Englewood Cliffs, NJ.

Bartunek, J. M.; Rousseau, D. M.; Rudolph, J. W., & DePalma, J. A. (2006). On the receiving end: Sense making, emotion, and assessments of an organizational change initiated by others. Journal of Applied Behavioral Science, 42, 182-206.

Beer, M., & Nitin, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133–141.

Beer, M.; Eisenstat, R., & Spector, B. (1990). Why change programs don’t produce change. Harvard Business Review, 158-166.

Burnes, B. (2009). Managing Change, (5th Ed,), FT/Prentice Hall, Harlow.

By, R.T.; Diefenbach, T., & Klarner, P. (2008). Getting organizational change right in public services: the case of European higher education. Journal of Change Management, 8(1), 21-35.

Caldwell, S. D.; Herold, D. M., & Fedor, D. B. (2004). Toward an understanding of the relationships among organizational change, individual differences, and changes in person-environment fit: a cross level study. Journal of Applied Psychology, 89(5), 868-882.

Chin, W. W. (1998). The partial least squares approach to structural equation modeling. Modern methods for business research, 295(2), 295-336.

Coch, L., & French, J. (1948). Overcoming resistance to change. Human Relations, 1, 512-532.

Coetsee, L. (1999). From resistance to commitment. Public Administration Quarterly, 23, 204–222.

Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: integrating theory and practice. Academy of Management Review, 13(3), 471-82.

Conner, D. R., & Patterson, R. W. (1982). Building commitment to organizational change. Training and Development Journal, 36, 18–30.

Conner, D. R. (1992). Managing at the speed of change: how resilient managers succeed and prosper where others fail. New York: Villard Books.

Coyle-Shaipro, J. A. M. (2002). Changing employee attitudes: the independent effects of TQM and profit sharing on continuous improvement orientation. Journal of Applied Behavioral Science, 38, 57-77.

Cummings, T., & Worley, C. (2001). Organization development and change (7th Ed,). Cincinnati, OH: Southwestern College.

Dent, E. B., & Goldberg, S. G. (1999). Challenging resistance to change. Journal of Applied Behavioral Science, 35(1), 25-41.

Diefenbach, T. (2007). The managerialistic ideology of organizational change management. Journal of Organizational Change Management, 20(1), 126-144.

Duncan, T. (2008). Integrated Marketing Communication. McGraw-Hill: European edition.

Gardner, D. G.; Dunham, R. B.; Cummings, L. L., & Pierce, J. L. (1987). Employee focus of attention and reactions to organizational change. Journal of Applied Behavioral Science, 23, 351-370.

Herold, D. M.; Fedor, D. B., & Caldwell, S. D. (2007). Beyond change management: a multilevel investigation of contextual and personal influences on employees’ commitment to change. Journal of Applied Psychology, 92, 942-951.

Holt, D. T.; Armenakis, A. A.; Feild, H. S., & Harris, S. G. (2007). Readiness for organizational change: the systematic development of a scale. Journal of Applied Behavioral Science, 43, 232-255.

Jafarpoor, M., & Sehat, S. (2013). Studying the role of individual resistance and organizational justice against commitment to planned organizational changes (case of: in governmental, public and private organizations). Managment, 4(8), 71-91. (in Persian)

Judge, T.; Thoresen, C.; Pucik, V., & Welbourne, T. (1999). Managerial coping with organizational change: a dispositional perspective, Journal of Applied Psychology, 84(2), 107-122.

Judson, A. S. (1991). Changing behavior in organizations, Basil Blackwell: Oxford.

Klein, K. J., & Sorra, J. S. (1996). The challenge of innovation implementation. Academy of Management Review, 21, 1055–1080.

Kotter, J. P., & Schlesinger, L. A. (1979). Choosing strategies for change. Harvard Business Review, 57(2), 106-14.

Kotter, J. P. (1996). Leading Change. Harvard business school press: Boston, MA.

Kotter, J. P., & Cohen, D. S. (2002). The Heart of Change. Boston, MA: Harvard Business School Press.

Leonard-Barton, D. (1992). Core capabilities and core rigidities: a paradox in managing new product development. Strategic Management Journal, 13(1), 111-129.

Lewin, K. (1947). Frontiers in group dynamics: Concept, method, and reality in social science: Social equilibria and social change. Human Relations, 1, 5-41.

Linstone, H. A.; Mitroff, I. I., & Hoos, I. R. (1994). The challenge of the 21st century: Managing technology and ourselves in a shrinking world. Albany: State University of New York Press.

Miller, K. I., & Monge, P. R. (1985). Social information and employee anxiety about organizational change. Human Communication Research, 11, 365-386.

Nord, W. R., & Jermier, J. M. (1994). Overcoming resistance to resistance: Insights from a study of the shadows. Public Administration Quarterly, 17, 396-409.

Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15, 73–101.

Oreg, S., & Sverdlik, N. (2011). Ambivalence toward imposed change: the conflict between dispositional resistance to change and the orientation toward the change agent. Journal of Applied Psychology, 96(2), 337-349.

Pardo Del Val, M.; Fuetes, C., & Roig-Duban, S. (2012). Participative management and its influence on organizational change, Journal of Management Decision, 50(10), 1843-1860.

Pieters, R., & Zeelenberg, M. (2005). On bad decisions and deciding badly: when intentionbehavior inconsistency is regrettable, Organizational Behavior & Human Decision Processes, 97(1), 18-30.

Podsakoff, P. M.; MacKenzie, S. B.; Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879-903.

Rafferty, A. E., & Griffin, M. A. (2006). Perceptions of organizational change: A Stress and coping perspective. Journal of Applied Psychology, 91, 1154-1162.

Sagie, A., & Koslowsky, M. (1994). Organizational attitudes and behaviors as a function of participation in strategic and tactical change decisions: An application of path-goal theory. Journal of Organizational Behavior, 15, 37-47.

Sashkin, M., & Burke, W. W. (1987). Organization development in the 1980’s. Journal of Management, 13, 393-417.

Smith, D. K. (1996). Taking charge of change: 10 principles for management people and performance, reading, Ma: Addison, Wesley.

Rogiest, S.; Segers, J., & Witteloostuijn, A. (2015). Climate, communication and participation impacting commitment to change, Journal of Organizational Change Management, 28(6), 1094 –1106.

Steel, R. P., & Lloyd, R. F. (1988). Cognitive, affective, and behavioral outcomes of participation in quality circles: Conceptual and empirical findings. Journal of Applied Behavioral Science, 24, 1-17.

Vakola, M.; Oreg, S., & Armenakis, A. (2013). Reactions to organizational change from an individual-differences perspective: a review of empirical research, in Oreg, S.; Michel, A., & By. R. (Eds), The Psychology of Organizational Change: Viewing Change from the Employee’s Perspective, Cambridge University Press, Cambridge, 95-123.

Vakola, M. (2014). What's in there for me? Individual readiness to change and the perceived impact of organizational change, Leadership & Organization Development Journal, 35(3), 195–209.

Vakola, M. (2016). The reasons behind change recipients’ behavioral reactions: a longitudinal investigation, Journal of Managerial Psychology, 31(1), 202 – 215.

Westaby, J. D. (2002). Identifying specific factors underlying attitudes toward change: using multiple methods to compare expectancy-value theory to reasons theory, Journal of Applied Social Psychology, 32(5), 1083-1106.

Weber P. S., & Manning R. M. (2001). Cause Maps, Sense making, and Planned Organizational Change. Journal of Applied Behavioral Science, 37(2), 227-251.