An empirical study on the role of context factors in employees' commitment to change

Participation and Commitment to Change on Middle Managers in Indonesia: The Role of Perceived Organizational Support as Mediator

“…Results showed that participation in decision-making had a variety of effects on several types of change. Participation in decision-making was found to be a significant predictor to affective commitment to change (Ahmad & Cheng, 2018;Soumyaja, Kamlanabhan, & Bhattacharyya, 2011;Van der Voet et al, 2016) and normative commitment to change, but of no relation with continuous commitment to change (Soumyaja et al, 2011). The research conducted by Rogiest et al (2015) and Thien (2019) did not find direct relation between participation with commitment to change.…”

“…Middle managers given the opportunity to participating in period of change felt genuinely supported by the organization, so in return, middle managers supported change by showing commitment to organization. Previous research proved that positive condition of organization environment such as trust on management (Kalyal & Saha, 2008) and quality of relation with managers (Parish et al, 2008) decreased continuous commitment to change; quality of change communication and degree of participation (Van der Voet et al, 2016), interpersonal justice (Bouckenooghe et al, 2014), involvement climate (Rogiest et al, 2015) increased affective commitment to change; quality of relationships with managers and job motivation (Parish et al, 2008), trust in management, quality of change communitation (Soumyaja et al, 2011) increased normative commitment to change.…”

“…The research conducted by Rogiest et al (2015) and Thien (2019) did not find direct relation between participation with commitment to change. Moreover, it was found that the relation strength difference between participation with commitment to change, a result of the research conducted by Van der Voet et al (2016), with the context of public organization in the Netherlands, the variable of participation and commitment to change to have a stronger relationship when compared to the research conducted by Ahmad and Cheng (2018), with the context of non-Western public Islamic organization in Kurdistan, and also compared to the research conducted by Soumyaja et al (2011) with the context of IT organization and manufacture in India in the middle of restructuration.…”

Why do organisational change programmes fail?

“…Lack of employees' participation and involvement in formulating the change programme and its implementation is one of the most important inhibitors of organisational change (Jones and Seraphim, 2008;Salaheldin, 2003). Lack of employees' involvement results in their lower commitment to the implementation of change programme and as a result, the programme will fail eventually (Hellriegel et al, 2001;Soumyaja et al, 2011). Successful change programme is highly dependent on the level of employees' involvement and commitment to the goals of the change.…”