Employee Commitment to Organizational Change: Test of the Three-Component Model in Indian Context

Soumyaja, Devi; Kamalanabhan, T. J.; Bhattacharyya, Somnath

doi:10.1080/15475778.2011.623654

Cited by 16 publications

(13 citation statements)

References 20 publications

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“…The past three decades have witnessed a growing number of studies on organizational commitment (Soumyaja, Kamalanabhan, & Bhattacharyya, 2011). The literature offers a variety of definitions of organizational commitment (Arora, Nuseir, Nusair, & Arora, 2012).…”

Section: Organizational Commitmentmentioning

confidence: 99%

Normative Organizational Commitment and its Effects on Employee Retention

Sow

Anthony

Berete

2016

BER

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Given the strategic benefit of retaining employees, the need for identifying factors that drive employee retention has attracted the attention of both scholars and practitioners in the past few decades. Grounded on the self-determination theory of motivation, the purpose of this quantitative study with correlational design was to examine he relationship between normative commitment and turnover intention among healthcare internal auditors in the United States. The results of a correlational analysis using data from 92 healthcare internal auditors member of AHIA show a negative and significant relationship between normative commitment and turnover intention (r=-.248, p=.03).

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Section: Organizational Commitmentmentioning

confidence: 99%

Normative Organizational Commitment and its Effects on Employee Retention

Sow

Anthony

Berete

2016

BER

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“…For an instance, Meyer et al (2007) studied the relationship between commitment components and behavioural support for a change in India. Also, Soumyaja, Kamalanabhan and Bhattacharyya (2011) tested the validity of the three component model in the Indian context. In addition, Kalyal and Saha (2008) focused on factors affecting public sector management employees’ CC in Pakistan.…”

Section: Introductionmentioning

confidence: 99%

Perceived Organizational Support and Non-managerial Employees’ Commitment to Change in Sri Lankan Apparel Firms

Naotunna

Arachchige

2016

South Asian Journal of Human Resources Management

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Successful implementation of planned change efforts continues to be recognized as a major challenge for organizations. Following this problem, we argue the appropriateness of perceived organizational support in explaining non-managerial employees’ commitment to change. Data were collected from a sample of machine operators working in recently 5S implemented five Sri Lankan apparel organizations through a questionnaire survey. The results imply the importance of perceived organizational support by employees in order to foster their affective and normative commitment to change while minimizing negative effects of continuance commitment. This research makes a novel contribution to the change management literature by being among the first to examine perceived organizational support in commitment to change.

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“…Models 5 and 6: proximal-distal mediator models .-In the two models, one mediator aff ects the other in a serial rather than a parallel relation ( Preacher & Hayes, 2008 ;Hayes, 2012 ). Leadership support for change commitment and job satisfaction has a positive eff ect because of the emotional attachments (aff ective change commitment), value of long-term relationships (continuance change commitment), and the sense of obligation or duty (normative change commitment) for the common benefi t of the organization ( Herscovitch & Meyer, 2002 ;Soumyaja, Kamalanabhan, & Bhattacharyya, 2011 ). Some studies examined the infl uence of leadership on change commitment and the infl uence of job satisfaction on cooperative confl ict resolution; see Yang's (2011b ) quantitative measure (β = .48, R 2 = .23, p < .01).…”

Section: Competing Models For Leadership and Cooperative Confl Ict Rementioning

confidence: 99%

Transformational Leadership in the Consumer Service Workgroup: Competing Models of Job Satisfaction, Change Commitment, and Cooperative Conflict Resolution

Yang

2014

Psychol Rep

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This paper discusses the effects of transformational leadership on cooperative conflict resolution (management) by evaluating several alternative models related to the mediating role of job satisfaction and change commitment. Samples of data from customer service personnel in Taiwan were analyzed. Based on the bootstrap sample technique, an empirical study was carried out to yield the best fitting model. The procedure of hierarchical nested model analysis was used, incorporating the methods of bootstrapping mediation, PRODCLIN2, and structural equation modeling (SEM) comparison. The analysis suggests that leadership that promotes integration (change commitment) and provides inspiration and motivation (job satisfaction), in the proper order, creates the means for cooperative conflict resolution.

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Employee Commitment to Organizational Change: Test of the Three-Component Model in Indian Context

Cited by 16 publications

References 20 publications

Normative Organizational Commitment and its Effects on Employee Retention

Normative Organizational Commitment and its Effects on Employee Retention

Perceived Organizational Support and Non-managerial Employees’ Commitment to Change in Sri Lankan Apparel Firms

Transformational Leadership in the Consumer Service Workgroup: Competing Models of Job Satisfaction, Change Commitment, and Cooperative Conflict Resolution

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