Longitudinal associations between employees' beliefs about the quality of the change management process, affective commitment to change and psychological empowerment
Journal article
Morin, Alexandre J. S., Meyer, John P., Bélanger, Émilie, Boudrias, Jean-Sébastien, Gagné, Marylène and Parker, Philip D.. (2015). Longitudinal associations between employees' beliefs about the quality of the change management process, affective commitment to change and psychological empowerment. Human Relations. 69(3), pp. 839-867. https://doi.org/10.1177/0018726715602046
Authors | Morin, Alexandre J. S., Meyer, John P., Bélanger, Émilie, Boudrias, Jean-Sébastien, Gagné, Marylène and Parker, Philip D. |
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Abstract | Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in turbulent contexts characterized by multiple and ongoing changes requiring employees’ continuing contributions. In such a context, employees’ beliefs that the changes are necessary, legitimate and will be supported, are presumed to increase psychological empowerment and affective commitment to change. In a three-wave longitudinal panel study of 819 employees, we examined autoregressive and cross-lagged relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy. |
Keywords | commitment; longitudinal; organizational change; psychological empowerment |
Year | 2015 |
Journal | Human Relations |
Journal citation | 69 (3), pp. 839-867 |
Publisher | SAGE Publications |
ISSN | 0018-7267 |
Digital Object Identifier (DOI) | https://doi.org/10.1177/0018726715602046 |
Scopus EID | 2-s2.0-84959158103 |
Open access | Published as green open access |
Research or scholarly | Research |
Page range | 839-867 |
Funder | Australian Research Council (ARC) |
Research Group | Institute for Positive Psychology and Education |
Author's accepted manuscript | File Access Level Open |
Publisher's version | License All rights reserved File Access Level Controlled |
ARC Funded Research | This output has been funded, wholly or partially, under the Australian Research Council Act 2001 |
Grant ID | ARC/LP140100100 |
Additional information | This record includes an accepted manuscript. Alexandre J.S. Morin, John P. Meyer, Émilie Bélanger, Jean Sebastien Boudrias, Marylène Gagné, Philip David Parker, Longitudinal associations between employees' beliefs about the quality of the change management process, affective commitment to change and psychological empowerment, Human Relations (69, 3) pp. 839-867. Copyright © 2016 (The author(s)). Reprinted by permission of SAGE Publications. DOI: 10.1177/0018726715602046 |
Place of publication | United States of America |
https://acuresearchbank.acu.edu.au/item/88732/longitudinal-associations-between-employees-beliefs-about-the-quality-of-the-change-management-process-affective-commitment-to-change-and-psychological-empowerment
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