The Impact of Negative Informal Information Before a Change on Performance: A Within-Person Approach

Abstract

We live in a rapidly changing business environment where change has become the norm for organizations to maintain competitiveness. Although both scholars and practitioners agree that organizational change communication is important to help employees adjust to change, little is known about how negative informal information before the change affects employees’ reaction to the change and occurrence of possible within-person dynamics of resistance intention over time. Based on the construal-level theory, we used SPSS 22, AMOS 20, and HLM 6.0 as tools to explore how negative informal information affects individual performance. We used a multilevel approach to probe within-person processes among 215 MBA students in China. The results show that (1) negative informal information provided before the organizational change is positively related to the resistance intention, (2) resistance intention decreases significantly over time, and (3) negative informal information is negatively related to individual performance during the organizational change. The results from this study extend the literature on informal communication before the change and provide a dynamic perspective on the occurrence of possible within-person dynamics of resistance intention over time.

Impact of Effective Business Communication on Employee Performance

“…According to Jiang et al [5], the nature of employee performance reflects the abilities and capabilities of each individual employee in an organization. In this case, most competent and skirled employees tend to exhibit a high level of expertise and commitment on the job which leads to greater employee performance as compared to those with less expertise and skills.…”

“…The zeal and commitment of employees is normally boosted when the other employees or managers on the organization are undertaking their jobs effectively. The nature in which the organization interacts or communicates with the employees plays a key role in improving employee performances since it acts as a source of motivation and new knowledge, or skills [5].…”

“…Managers have an obligation of clearly communicating the different organizational goals and objectives to the employees and other stakeholders and this acts an inspiration or motivating factor to the employees. Jiang et al [5] also indicate that effective communication helps to build trust between employees and the top leadership of the organization which encourages the former to perform efficiently on the job. Maintaining a desirable level of effective communication between managers and employees helps the former to successfully control and monitor progress of the different activities being undertaken by employees in the organization.…”

Uticaj liderstva na zadovoljstvo i performanse zaposlenih u medijima

“…Performanse zaposlenih odražavaju sposobnosti svakog pojedinačnog zaposlenog u organizaciji (Kovačević, 2021). Većina kompetentnih i iskusnih zaposlenih ima tendenciju da pokaže visok nivo stručnosti i posvećenosti na poslu što dovodi do većeg učinka zaposlenih u poređenju sa onima sa manje stručnosti i veština (Jiang et al, 2020).…”

Employee’s Performance as a Consequence of Effective Communication and Working Environment: The Moderating Role of Organizational Learning Culture

“…For this, managers must enable free flow of communication in an organization in order to increase performance. According to Jiang, et al (2020) effective communication can be used as a bridge between management and employees to increase the performance. Because this will help employees to perform in the best interest of an organization simultaneously helps management to effectively monitor the performance of that employee.…”