Organizational cynicism and its impact on privatization (evidence from federal government agency of Pakistan)

Abstract

Purpose – The aim of this study is to explore the impact of cynicism on the relationship among personality traits, organizational contextual factors and job outcomes. This study set up and examined the overarching model on resistance to change. Moreover, there were two models theoretically presented and investigated, i.e. direct and indirect models. This study was an attempt to explore and capture the causes of organizational cynicism against the change initiative. Design/methodology/approach – A case study research design was used in this study, and data were collected from 335 employees by using purposive sampling technique and structured questionnaire. While linear regression and Baron and Kenny’s (1986) tests were used to evaluate the direct and indirect models. Findings – Results highlighted the considerable positive relationship between dispositional resistance and employee’s turnover intention. Additionally, significant connection was also examined among organizational contextual factors and job outcomes, whereas interactive impact of behavioral resistance was found in the relation among dispositional resistance, organizational contextual factors and employee’s intent to quit. However, another dimension of organizational cynicism, i.e. cognitive resistance, could not influence the direct linear relationship between organizational context and continuance commitment. Research limitations/implications – Major limitations of this research were non-probability sampling technique, cross-sectional design, single organization and traditional data collection tool. Practical implications – Management can eradicate cynicism by providing social support and positive information, i.e. job security, wage award, medical benefits and promotion criteria, after implementing change. The management can clarify the objectives of that change by including employees in decision-making, reducing employee’s turnover intention. Organizational cynicism is a faith, which means that the change leaders have lack of integrity; when organizational cynicism mixes with negative cognitive process, it leads to a more destructive behavior against that change. Originality/value – This study contributed to the extensive knowledge of organizational cynicism. A conceptual model of resistance to change the model was unique in nature. There were rare studies conducted to check the impact of organizational cynicism on privatization, especially in the sub-continent. Therefore, it will add a good contribution in quality literature to understand the cynicism and its consequences for privatization.

The Role of LMX in Explaining Relationships between Organizational Justice and Job Performance

“…Prior studies have discovered the importance of employer and worker relationships in comparing organizational justice to employee job performance (Suliman & Kathairi, 2013). Aslam et al (2015) suggest that organizational justice is the basic foundation for retaining loyal workers and helping assure a proper work atmosphere for organization members. Organizational justice enables employees to work together in one group and it enhances employee collectivism, while, as a destructive aspect, injustice divides the group of co-workers (Greenberg, 1990;Cropanzano et al, 2007).…”

Commitment to Change Among Health Care Workers in Pakistan

“…As unionized employees are more responsive to recurring changes, this study found this sample as a suitable setting for testing C2C dynamics (Brown & Cregan, 2008). There were also calls for the research to be undertaken in the public sector health privatization context of Pakistan (Aslam et al, 2015). Employees sampled in this study consisted of nurses, doctors, paramedical staff and nonmanagerial staff who were experiencing the quasi-privatization change efforts.…”

Examining the role of employee engagement in the relationship between organisational cynicism and employee performance

“…Consequently, a poor decision of company can cause cynicism towards both the management and the company (Yildiz and Şaylikay, 2014). Researchers also argued that if a company pays its executives very high salary in poor trading conditions, the level of cynicism towards management and the organisation seems to be stronger than when it is performing well (Aslam et al, 2015). Similarly, employees feel ashamed to be associated with those public institutions who failed to deliver promised services and nurture cynicism towards the institution and its management.…”

“…Employee cynicism has been perceived to have several negative consequences that include counterproductive behaviours (Luksyte et al, 2011), intentions to comply with unethical requests, reduced organisational commitment (Stanley et al, 2005;Mousa, 2017b), badmouthing, poorer performance (Kim et al, 2009), lack of job satisfaction (Wilkerson et al, 2008;Bernerth et al, 2007;Kuo et al, 2015;Mantler et al, 2015;Simha et al, 2014;Armmer, 2017) and increased levels of intention to quit (Dean et al, 1998). Various scholars have studied different dimensions of cynicism; however, the interest of researchers had revolved around employees' attitudes, which were in the best interest of organisations (Aslam et al, 2015;Simha et al, 2014;Yildiz and Şaylikay, 2014;Mantler et al, 2015). According to Dean et al (1998), OC is a negative attitude of an employee towards the organisation.…”