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Factors related to resistance and su...

Orth, Michael Stephen.

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Factors related to resistance and support of organizational change.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Factors related to resistance and support of organizational change./
Author:	Orth, Michael Stephen.
Description:	145 p.
Notes:	Adviser: Jacob Hautaluoma.
Contained By:	Dissertation Abstracts International63-05B
Subject:	Psychology, Industrial -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3053439
ISBN:	049368655X

Factors related to resistance and support of organizational change.
Orth, Michael Stephen.

Factors related to resistance and support of organizational change. - 145 p.

Adviser: Jacob Hautaluoma.

Thesis (Ph.D.)--Colorado State University, 2002.

This field study integrates a number of theories to better understand the causes of resistance and support of organizational change. Subjects were 193 employees from a state agency who completed a survey related to two specific changes the organization was in the process of implementing: a new performance evaluation system and a new pay-for-performance system. Resistance and support were operationalized in terms of specific behaviors rather than only as attitudes. Behavioral items were revised from Herscovitch and Meyer (2001) to measure active resistance, passive resistance, active support, and passive support. Four factors were proposed to predict resistance and support: (1) Readiness for change was composed of two subscales: perceptions that the change was needed, and perceptions that the change would be successful; (2) Organizational justice was composed of two subscales: procedural justice and interactional justice; (3) Perceived benefits of change was composed of three subscales: costs and benefits to the organization, costs and benefits to the work unit, and costs and benefits to the individual; and (4) Individual needs was composed of two subscales: the need for stability and the need for control. Commitment to change was proposed to mediate the effects of the four predictors on resistance and support behavior

ISBN: 049368655XSubjects--Topical Terms:

1260408
Psychology, Industrial

Factors related to resistance and support of organizational change.
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020 $a 049368655X
035 $a (UnM)AAI3053439
035 $a AAI3053439
040 $a UnM $c UnM
100 1 $a Orth, Michael Stephen. $3 1260440
245 1 0 $a Factors related to resistance and support of organizational change.
300 $a 145 p.
500 $a Adviser: Jacob Hautaluoma.
500 $a Source: Dissertation Abstracts International, Volume: 63-05, Section: B, page: 2635.
502 $a Thesis (Ph.D.)--Colorado State University, 2002.
520 $a This field study integrates a number of theories to better understand the causes of resistance and support of organizational change. Subjects were 193 employees from a state agency who completed a survey related to two specific changes the organization was in the process of implementing: a new performance evaluation system and a new pay-for-performance system. Resistance and support were operationalized in terms of specific behaviors rather than only as attitudes. Behavioral items were revised from Herscovitch and Meyer (2001) to measure active resistance, passive resistance, active support, and passive support. Four factors were proposed to predict resistance and support: (1) Readiness for change was composed of two subscales: perceptions that the change was needed, and perceptions that the change would be successful; (2) Organizational justice was composed of two subscales: procedural justice and interactional justice; (3) Perceived benefits of change was composed of three subscales: costs and benefits to the organization, costs and benefits to the work unit, and costs and benefits to the individual; and (4) Individual needs was composed of two subscales: the need for stability and the need for control. Commitment to change was proposed to mediate the effects of the four predictors on resistance and support behavior
520 $a Confirmatory factor analysis of the behavioral items supported a factor structure with resistance and support as two distinct but correlated latent factors. A passive-active factor was not supported. Structural equation models with all predictors combined showed that readiness for change was most predictive of commitment to change, resistance and support. The effects of each predictor were supported in separate structural equation models. Commitment to change fully or partially mediated many of the relationships between the predictors and behavior based on the decomposition of effects. The results indicate that, while all of the predictors were significant, it may be especially important for organizations to ensure that employees understand the need for the change, and feel confident the change will be implemented successfully. The study also suggests that improved behavioral and predictor measures would benefit both practice and research related to organizational change
590 $a School code: 0053
650 $a Psychology, Industrial $3 1260408
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710 2 $a Colorado State University $3 1260441
773 0 $t Dissertation Abstracts International $g 63-05B
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790 1 $a Hautaluoma, Jacob, $e adviso
791 $a Ph.D
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3053439