Variáveis de Contexto e Respostas à Mudança Organizacional: Testando o Papel Mediador das Atitudes

Abstract

RESUMO No contexto atual, a regra nas organizações passou a ser a mudança em ritmo cada vez mais acelerado, demandando constante assimilação por parte dos empregados. Por isso, este estudo investiga a mediação das atitudes na relação entre contexto e respostas à mudança organizacional. Para testar esse modelo de mediação foi realizado um estudo transversal quantitativo em duas organizações públicas. Os 981 participantes responderam três escalas. Foram realizadas análises de confiabilidade das medidas e análises de regressão para o teste do modelo de mediação. O modelo foi parcialmente corroborado, indicando a influência da atitude e do contexto nas respostas comportamentais à mudança organizacional. Este estudo tem implicações teóricas e metodológicas para o campo do comportamento organizacional. A contribuição prática se refere a um aumento da compreensão a respeito dos fatores que facilitam o sucesso das mudanças organizacionais.

The Changing Context and the Organizational Justice Impact on the Employee Well-Being

“…As regards the validity rates, the results on the organizational change context presented the two-factor structure found by Nery and Neiva (2015), besides moderate rates of risk and damages for the research sample and low rates of planning, preparation and successful background experiences of change, also in accordance with the previous study by Nery and Neiva. The mean interactional justice coefficient was higher than that of procedural and distributive justice, supporting similar results by Mendonça et al (2003), Paz et al (2009) e Sousa e Mendonça (2009.…”

“…The first tool applied was the Organizational Change Context Scale (Nery & Neiva, 2015), with a two-factor structure. The factor planning, preparation and background experiences with change (PPBEC) refers to the individual perceptions of the preparations that took place before the implementation of the change, the background experiences and the frequency of the change.…”

The Organizational Change Process: Its Influence on Competences Learned on the Job

“…As regards the description of the change context, the poor planning perceived by individuals is one of the most concerning aspects related to public administration. In line with the results achieved by Nery and Neiva (2015) and Neiva, Goulart, Fussi and Nery (2012), the low level of planning perceived, and the high index of degree of risk and intensity of changes perceived make this process more averse for individuals who lose their reference in the work environment.…”

“…The continued learning support instrument presented the same validation structure (Coelho & Borges-Andrade, 2008). The context of changes instrument also presented the factorial structure found by Nery and Neiva (2015). All instruments presented the aforementioned variance above 54%.…”

“…Still focusing on aspects that influence the context of organizational change, Nery and Neiva (2015) identified two sets of core characteristics that have repercussions on employees' behaviors: planning and readiness to changes to be made and degree of risk and intensity of changes experienced by individuals. However, context and process change characteristics have not been linked to the learning BAR, Rio de Janeiro, v. 12, n. 4, art.…”