Does employee readiness to change impact organization change implementation? Empirical evidence from emerging economy

Abstract

Purpose This study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is developed with the combination of perceived competence, perceived relatedness, perceived autonomy, codification strategy and personalization strategy to investigate employee readiness to change. The research model tests the mediating role of employee readiness to change between factors underpinned self-determination theory, knowledge management strategy and organizational change management. In addition to the moderating role of self-efficacy is examined between the relationship of employee readiness to change and organizational change implementation. Design/methodology/approach This research is conducted under a positive paradigm, and therefore, a quantitative research approach is incorporated to design a research strategy. The research model is empirically tested with a sample size of 361 employees working in commercial banks of Pakistan. For data analysis, the structural equation modelling approach is applied. Findings Empirical findings indicate that altogether perceived competence, perceived autonomy, perceived relatedness, codification and personalization strategies had explained 76.8% variance in employee readiness to change. The effect size analysis shows that codification strategy has the largest impact in determining employee readiness to change. Therefore, the relatedness of employee tasks stands at the second stage in determining employee readiness to change. The predictive relevance of the research model is computed through blindfolding procedure and revealed substantial predictive relevance in measuring employee readiness to change. The findings of the research confirmed that the relationship between employee readiness to change and organizational change implementation will be stronger when self-efficacy is higher. Practical implications The current research has several contributions to theory and practice. Theoretically, this research extends the self-determination theory with knowledge management strategy and enriches literature in employee readiness to change and organizational change management context. Practically, this research suggests that policymakers should focus on factors underpinned by self-determination theory and knowledge management model to develop a positive attitude among employees towards readiness to change. Similarly, self-efficacy is another important factor that moderates the relationship between readiness to change and change implementation and should be considered for managerial implication. Originality/value This research is significant as it integrates two unique models, namely, the self-determination framework and the knowledge management model to investigate employee readiness to change. In addition to that, the research model is extended with the moderating effect of self-efficacy between the relationship of employee readiness to change and organizational change implementation.

New Insights in the Basic Psychological Needs of Leaders Not to Fail Organizational Change: Post-Pandemic View on Leader’s Experience—A Qualitative Content Analysis

“…Additionally, the study found that organizational support was associated with an increase in the strength of the effect of attitude toward change and participation in change. These findings indicate that ensuring the psychological needs of leaders and employees are supported is fundamental to the success of any organizational change endeavor (Deci, Olafsen, & Ryan, 2017;Gagne, Koestner, & Zuckerman, 2000;Huang, 2022;Rahi & Ahmad, 2020).…”

“…BPNT has proposed that there are three basic psychological needs; the needs for competence, autonomy, and relatedness, which are universal and essential for the psychological wellbeing of leaders. It has further argued that if any of these basic psychological needs are frustrated, negative consequences for leadership and organizational change can follow (Deci, Olafsen, & Ryan, 2017;Mirza, Younus, Hasan, Yousaf, & Hafeez, 2023;Nylén, 2020;Rahi, Alghizzawi, Ahmad, Munawar Khan, & Ngah, 2022;Ryan & Deci, 2022). Hereby, leadership shapes the daily social environment wherein leaders and employees find their needs satisfied or frustrated.…”

What drives citizens to get the COVID-19 vaccine? The integration of protection motivation theory and theory of planned behavior

“…Therefore, survey questionnaire was jumbled up to mitigate data biasness. Similarly, to address statistical remedies, Harman single factor analysis is incorporated following threshold value 40% (Rahi et al , 2021; Yamin and Sweiss, 2020). Nevertheless, results indicate that value of single factor was 12% and substantially was less than 40%.…”

Fatores influenciadores da intenção de continuidade de uso e de recomendação de bancos digitais

“…A confirmação é um construto importante dentro do modelo, sendo que sua finalidade diz respeito à confirmação das expectativas confirmadas após o uso, influenciando significativamente na utilidade percebida e na satisfação. Em um contexto de serviços de bancos via smartphones, ele se mostrou significativo para o direcionamento dos construtos de utilidade e da satisfação KHAN;ALGHIZZANWI, 2020).…”

“…Dentro do modelo de expectativa-confirmação, a percepção de facilidade influencia significativamente a utilidade percebida, além de ter, uma influencia positiva direta na intenção de continuidade -embora este não tenha sido testado nesse trabalho -. (RAHI;KHAN; ALGHIZZAWI, 2021; ALI et al, 2022).No campo dos estudos de comportamento, a facilidade de uso percebida pode trazer uma percepção positiva direta na utilidade percebida, tanto em um estágio de adoção quanto em um estágio pós adoção. Uma percepção maior de facilidade aumenta a percepção de utilidade e a satisfação daquele sistema (YUAN, 2014; ZHOU.…”