Stressor factors, internal communication and commitment to change among administrative staff in Malaysian public higher-education institutions

Abstract

Purpose The objective of this study is twofold. First, it examines the relationship between stressor factors (i.e. role overload, role conflict, role ambiguity, interpersonal conflict and organizational constraints) and commitment to change. Second, it investigates the moderating effect of internal communication in the hypothesized link. Design/methodology/approach A total of 225 administrative staff in the public higher education institutions located in the Northern Region of Peninsular Malaysia participated in the study. Structural equation modelling was used to test the hypotheses. Findings Role overload, role ambiguity and organizational constraints pose a substantial influence on commitment to change. Internal communication is a significant moderator in the association between role ambiguity and commitment to change. Research limitations/implications This study contributes to the Social Exchange Theory by assessing stressor factors as the predictors of commitment to change. Future studies can further extend the model by examining other variables related to stressor factors and extending the nomological networks of these factors in relation to commitment to organizational change. Practical implications This study makes explicit the need for management in public higher education institutions to consider stressor factors, particularly role overload, role ambiguity and organizational constraints, which affect the commitment to change. Furthermore, the aspect of internal communication in public higher education institutions deserves further attention by the management in alleviating role ambiguity and boosting commitment to change among the administrative staff. Originality/value The study is one of the pioneers to demonstrate that the presence of internal communication as a moderating factor in assessing the influence of stressors on commitment to change among administrative staff in public higher education institutions. Further, little empirical evidence on commitment to change in terms of normative, affective, and continuance in the setting of Malaysian public higher education institution is available in the literature.

What literature has to say about commitment to change: philosophy of commitment to change

“…Past examinations revealed that there is an adverse connection between work stress and organizational commitment (Pooja, 2016). Notwithstanding, a new report by Zainun et al. (2018) got clashing outcomes.…”

“…Past examinations revealed that there is an adverse connection between work stress and organizational commitment (Pooja, 2016). Notwithstanding, a new report by Zainun et al (2018) got clashing outcomes. The investigation of Mahmmud et al (2020) uncovered that work pressure factors, in particular, job equivocalness, job over-burden, hierarchical requirements and relational clash impacted the C2C.…”

The impact of role conflict on turnover intention among faculty members: A moderated mediation model of emotional exhaustion and workplace relational conflict

“…In particular, the current study investigates the ways in which workplace relational conflict alters the relationship between role conflict and emotional exhaustion as well the relationship between role conflict and turnover intention. Previous studies have highlighted the fact that workplace relational conflict negatively affects faculty members’ ability to cope with the role conflict they experiences ( Zainun et al, 2018 ; Krajcsák, 2022 ; Kundi et al, 2022 ), increases their turnover intention ( Vui-Yee and Yen-Hwa, 2020 ; Akhlaghimofrad and Farmanesh, 2021 ; Counts et al, 2021 ), and increases their emotional exhaustion ( Madigan and Kim, 2021 ; Ghasemi et al, 2022 ; Wray and Kinman, 2022 ). To the best of the researcher’s knowledge, no study has investigated the conceptual model proposed by the current study, which aims to address this ongoing gap in the literature.…”

The role of internal communication on employee loyalty – a theoretical synthesis

“…Moreover, the active adoption of digital modes of communication allows for faster communication, thereby increasing organisational efficiency (Ahmad and Jasimuddin, 2021). Furthermore, the positive impact of IC in reducing stress levels at work contributes to the smooth implementation and acceptance of changes by employees (Zainun et al , 2018). Research also shows that symmetrical IC with active executive involvement stimulates employee productivity and creativity (Lee and Kim, 2021).…”