Creating Readiness for Organizational Change

Armenakis, Achilles A.; Harris, Stanley G.; Mossholder, Kevin W.

doi:10.1177/001872679304600601

Cited by 1,405 publications

(1,613 citation statements)

References 21 publications

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“…When implement Participative decision-making strategies in the workplace scenario, huge benefits offered for both leaders and employees: Increase employee's motivation [28]; Increase the level of innovation in the organizations [29]; Increase the quality of the decision [30]; Contribute to the quality of employee's work life [29]; Increase employees' motivation [31]; Increase the level of employee's commitment [32].…”

Section: E Participative Leadershipmentioning

confidence: 99%

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

Khương¹,

Hoang²

2015

IJTEF

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Abstract-This research chose auditing field as a case study to investigate and evaluate the overall leadership styles effects on employee motivation. The research applied quantitative method with a sample size of 320 respondents -auditors working in Ho Chi Minh City. The independent variables were task-oriented leadership, relation-oriented leadership, change-oriented leadership, charismatic leadership, participative leadership, ethical leadership, ethic-based contingent reward leadership and autocratic leadership and employee motivation was the dependent variable. These independent variables could explain 64.5 % of the variation within employee motivation. This result implied a strong influence of leadership styles in retaining and developing employee motivation. In addition, this research indicated that charismatic leadership, relation-oriented leadership, and ethic-based contingent reward leadership were positively associated with employee motivation.Index Terms-Auditing field in Ho Chi Minh City, auditors, employee motivation, leadership styles, leadership behaviors.

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Section: E Participative Leadershipmentioning

confidence: 99%

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

Khương¹,

Hoang²

2015

IJTEF

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“…Awareness can be facilitated by union leaders and staff who educate members about the existence and impact of the external pressures in order to win support for organizational change (Armenakis et al 1993;Fletcher and Hurd 2001: 207).…”

Section: Factors That Drive Restructuringmentioning

confidence: 99%

How Does Restructuring Contribute to Union Revitalization?

Behrens¹,

Hurd²,

Hamann³

2004

Varieties of Unionism

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Abstract[Excerpt] As we look cross-nationally at labour movement revitalization, we see a complex process of change that varies depending on the socio-political/economic context. Although we observe a diverse set of union strategies and outcomes, we find that structural adjustment is a common element of revitalization efforts. The mere presence of restructuring does not, of course, assure positive results. In this chapter we define various forms of restructuring, outline factors that shape and promote restructuring, and discuss the likelihood that restructuring leads to union revitalization by using examples from our cross-country comparison. M a r t i n B e h r e n s W i r t s c h a f t s -u n d -S o z i a l w i s s e n s c h a f t l i c h e s I n s t i t u t R i c h a r d H u r d C o r n e l l U n i v e r s i t yJ e r e m y W a d d i n g t o n U n i v e r s i t y o f M a n c h e s t e r I n s t i t u t e

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“…The current research addresses the individual CR which is reflected in organizational members' beliefs, attitudes and intentions regarding how urgent the change is needed, to what extent the organization is able to implement successfully, and one's emotional experience concerning the organizational change [2,23,24]. CR is regarded as the cognitive precursor to the attitude and behaviors [23]. The employee who has higher CR means that he or she will hold more positive attitudes, view the organization change as an urgent need, and think the organization is capable of implementing the change successfully.…”

Section: Individual Change Readinessmentioning

confidence: 99%

Exploring Individual Change Readiness in a Chinese Context

Bai¹,

Li²,

Zhang³

2018

Proceedings of the 2017 International Seminar on Social Science and Humanities Research (SSHR 2017)

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Abstract. The current research tests the structure of individual change readiness (CR) and explores the relationships between employees' collective identities and individual CR, in the context of Chinese military enterprises which have been implementing The Policy of Military-Civilian Integration. The results of the study 1 gives strong support to the argument that individual CR has two distinct components in terms of cognitive CR and affective CR. In research 2, the survey data were collected from 297 employees. The results of correlation analyses and hierarchical linear model show that civilian identity has positive effect on affective CR, but not on cognitive CR. Higher-hierarchy identity has significant positive effect on both cognitive CR and affective CR.

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Creating Readiness for Organizational Change

Cited by 1,405 publications

References 21 publications

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

How Does Restructuring Contribute to Union Revitalization?

Exploring Individual Change Readiness in a Chinese Context

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