The Relationship Between Employee Attitudes to Change in the Organization and Job Performance

Abstract

Today, it is important for organizations to successfully adapt to ongoing changes, not only domestically but also globally. Successful implementation of change, an advantage over other organizations, and maintaining high job performance become the most important task in the organization (Doll et al., 2017). However, organizational change is not successful for all organizations, and practice shows that in many cases, organizations fail to make changes, leading to declining employee performance or even organizational disruption (Lewis, 2019;Fernandez and Rainey, 2017). Organizations implementing organizational change are often asked what psychosocial factors are important to successful change, to ensuring the quality of the work of employees and to the successful functioning of the organization. Organizational change in organizations often involves reorganizing institutions, reviewing staff structure, resulting in a sense of insecurity for themselves and the future of the organization, and often creating negative employee attitudes toward ongoing organizational change. Employee attitudes toward organizational change are an important psychosocial factor that can determine how successful an organization will be in implementing change (Armenakis et al., 2007). Negative employee attitudes towards change reduce the employee job performance, as employees undergo a lot of stress during change, resulting in worsening relationships with colleagues and interpersonal conflicts (Jaramillo et al., 2013). The purpose of this work is to carry out a review of the literature on the employees' attitudes and the importance of employees' attitudes towards organizational change in the employee job performance. Given the above purpose of this work, literature analysis from electronic databases: SpringerLink, Taylor & Francis Online, APA PsycNET, Google Scholar, and others were performed. These databases were chosen because they contain the most research on organizational psychology. Keywords were used in the research: attitudes, work performance, changes, etc. Based on these criteria, 322 articles were selected in the initial research sample, but after the initial review of the articles, 107 articles were selected and subjected to the following research steps. Practical implication of this research: the results of the research are expected to help better understand employees' attitudes towards organizational change and their significance for the job performance, to understand why attention should be paid to the relationship between these phenomena. This would help organizations to develop more effective plans for implementing organizational change, and to streamline employee communication about ongoing changes. Defining employees' attitudes towards organizational change and their significance for the job performance will allow organizations to work more effectively with employee attitudes and thus be more successful in implementing organizational change.