The Effects of Organizational Changes on Employee Commitment: A Multilevel Investigation

Abstract

Organizations are concerned with the impact organizational change can have on both individuals' response to the change itself and their ongoing relationship with the organization. This study investigated how organizational changes in 32 different organizations (public and private) affected individuals' commitment to the specific change and their broader commitment to the organization. The results indicate that both types of commitment may be best understood in terms of a 3‐way interaction between the overall favorableness (positive/negative) of the change for the work unit members, the extent of the change in the work unit, and the impact of the change on the individual's job. In addition, the fairness of the change process was found to interact with the effects of work unit change on organizational commitment. The implications of these results for future research and practice are discussed.

Three-way interaction effects of workaholism on employee well-being: Evidence from blue-collar workers in New Zealand

“…As noted by Fedor, Caldwell, and Herold (2006), three-way interactions might also produce results that differ from two-way interactions, further enhancing the benefits of three-way interactions. While there were no significant three-way interaction effects towards depression, there were strong effects towards anxiety and insomnia.…”

“…The main contribution is how the three-way interactions highlighted the importance that interaction studies may provide to our understanding of workaholism. The three-way interactions allowed for the interplay of typologies to be tested and supported Fedor, Caldwell, and Herold (2006) regarding three-way interactions providing different findings than two-way interactions. Our findings would have been different had we stopped at two-way interactions, which would have made interpretations and recommendations flawed.…”

“…In addition, we also tested claims of Fedor, Caldwell, and Herold (2006) that three-way interactions could provide different results to two-way interactions. As such, we graphed two-way interaction effects for anxiety (not shown) of work enjoyment buffering the effects of work involvement and then drive to work, as a comparison test.…”

Ambivalencia Actitudinal Ante el Cambio Organizacional: Un Análisis Desde el Individuo en Contexto Laboral

“…En la literatura organizacional los investigadores se centran en predecir las reacciones de los empleados frente al cambio organizacional, intentando determinar el grado de apoyo o de resistencia ante este (Armenakis, Bernerth, Pitts & Walker, 2007;Fedor, Caldwell & Herold, 2006;Oreg, 2003Oreg, , 2006Rafferty et al, 2013;Sverdlik & Oreg, 2009;Vakola, 2013). Sin embargo, estos estudios no consideran que las personas pueden tener reacciones de mayor complejidad que involucran fuertemente apoyo y resistencia a la vez.…”

“…Además, desde un punto de vista psicométrico, a los participantes en estudios de resistencia al cambio se les solicitaba puntuar el grado en el cual ellos están de acuerdo o en desacuerdo con afirmaciones tales como: "En términos generales, los cambios propuestos son lo mejor que podría ocurrir" (Wanberg & Banas, 2000) o "En este momento, yo estoy algo resistente a los cambios propuestos" (Fedor et al, 2006). Los puntajes de disposición o resistencia al cambio eran obtenidos por medio del cálculo del puntaje promedio de los participantes en los ítems.…”