Chapter 4 Personality, affect, and organizational change: a qualitative study

Smollan, Roy K.; Matheny, Jonathan; Sayers, Janet

doi:10.1108/s1746-9791(2010)0000006008

Cited by 9 publications

(9 citation statements)

References 99 publications

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“…Personality traits are one of the significant factors that basically placed the affective, cognitive and behavioral actions of employees to the organizational change (Smollan et al, 2010). Openness to experience as one of facets from FFM portrays the adaptation to change virtually.…”

Section: Employees Commitment To Changementioning

confidence: 99%

Employees' commitment to change: personality traits and organizational culture

Marchalina¹,

Ahmad

Gelaidan

2020

JEAS

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PurposeThis study examines the influences of personality traits on the employees' commitment to change that moderated by the organizational culture. The employee's commitment to change is important for the large companies to sustain in the global economy.Design/methodology/approachThe quantitative data were collected from the employees in the large companies that are listed in Bursa Saham Kuala Lumpur (BSKL) Malaysia. The research used a simple random sampling and a cross-sectional survey.FindingsThe results showed there is a relationship between the personality traits and the employees' commitment to change, moderated by the organizational culture.Research limitations/implicationsThis study implies that both practitioners and leaders need to review how they could increase the employees' commitment to change in the companies based on the various personalities.Originality/valueThe originality of the study is the establishment of the instruments and theoretical building on the personality traits, organizational change and employees' commitment to change.

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Section: Employees Commitment To Changementioning

confidence: 99%

Employees' commitment to change: personality traits and organizational culture

Marchalina¹,

Ahmad

Gelaidan

2020

JEAS

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“…El cambio, en la perspectiva de los trabajadores, ha sido abordado principalmente desde las actitudes; sin embargo, la disposición ha sido propuesta como un factor clave que explica las respuestas a los eventos organizacionales tales como los cambios (Smollan, Matheny y Sayers, 2010). El abordaje disposicional implica la tendencia de las personas a sentir y actuar en relación con su contexto laboral, independientemente de la naturaleza y características de su trabajo (Weiss y Cropanzano, 1996).…”

Section: Cambio Organizacionalunclassified

Organizational change and psychological reactance

Nesterkin

2013

Journal of Organizational Change Management

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PurposeThe purpose of this paper is to focus on the resistance to change in the organizational contexts where a soon‐to‐be‐implemented change initiative infringes upon freedoms of the employees. Specifically, the role of affect was explored within the framework of psychological reactance theory, delineating salience of affect as a driver of the intention to restore one's threatened freedoms. Additionally, the roles that emotional intelligence and interpersonal justice play in lowering the activation of reactance were examined.Design/methodology/approachThis is a conceptual paper that connects self‐determination, reactance, organizational change, emotional intelligence and justice literatures to explain how psychological reactance may be energized and de‐energized in the context of on‐going organizational change.FindingsThe study suggests that organizational change is likely to undermine employees' freedoms, which will arouse negative affective states. The latter are likely to energize reactance – a motivational state directed to restore the threatened freedoms. Negative affect and reactance may be mitigated by implementing and sustaining socially supportive and interpersonally just organizational environment, led by an emotionally intelligent management staff.Originality/valueThis work is the first that investigates how and under what circumstances organizational change is likely to activate employees' psychological reactance. Furthermore, the study presents two new methods that may be used by managers to mitigate change‐driven reactance and the negative affect that energizes it.

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“…Social cynicism is related to less cooperative behavior, less OCB and less willingness to compromise [ 68 ]. Even though the cynic reaction may help to lower individual unease and hinder expressive anger reactions [ 24 ], it decreases the likelihood of problem solving actions and has therefore been interpreted as basis for resistant behavior [ 69 ], or as resistance-strategy [ 70 ]. The work of Maslach and Leiter [ 71 ], who interpret cynicism as one elementary factor for burnout and as potentially increasing social conflict, should also be mentioned here.…”

Section: Resultsmentioning

confidence: 99%

Effects of Habitual Anger on Employees’ Behavior during Organizational Change

Bönigk

Steffgen

2013

IJERPH

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Organizational change is a particularly emotional event for those being confronted with it. Anger is a frequently experienced emotion under these conditions. This study analyses the influence of employees’ habitual anger reactions on their reported behavior during organizational change. It was explored whether anger reactions conducive to recovering or increasing individual well-being will enhance the likelihood of functional change behavior. Dysfunctional regulation strategies in terms of individual well-being are expected to decrease the likelihood of functional change behavior—mediated by the commitment to change. Four hundred and twelve employees of different organizations in Luxembourg undergoing organizational change participated in the study. Findings indicate that the anger regulation strategy venting, and humor increase the likelihood of deviant resistance to change. Downplaying the incident’s negative impact and feedback increase the likelihood of active support for change. The mediating effect of commitment to change has been found for humor and submission. The empirical findings suggest that a differentiated conceptualization of resistance to change is required. Specific implications for practical change management and for future research are discussed.

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Chapter 4 Personality, affect, and organizational change: a qualitative study

Cited by 9 publications

References 99 publications

Employees' commitment to change: personality traits and organizational culture

Employees' commitment to change: personality traits and organizational culture

Organizational change and psychological reactance

Effects of Habitual Anger on Employees’ Behavior during Organizational Change

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