“…According to Von et al (2018), it comprises eight dimensions, namely, support, recognition, autonomy, work pressure, fairness, trust, innovation, and cohesion. Hatjidis and Parker (2018) reported that a strong climate for change leads to more opportunities for participation and lower levels of resistance to change. The adoption of change depends on the variables of the organizational climate (Von et al, 2018).…”
Section: The Relationship Between Organizational Changes and Job Satimentioning
confidence: 99%
“…Lack of trust, self-interest, a difference in the assessment of misunderstandings, and low tolerance for change are the main reasons for resistance to organizational change (Castillo et al, 2018). Hatjidis and Parker (2018) studied the influences of job satisfaction and commitment on the association between relationship quality and an individual's behavioral intention toward organizational change in the hospitality industry. They found that the relationship quality has a positive association with an individual's behavioral intention toward change; in addition, organizational commitment and job satisfaction play a mediating role in the relationship between relationship quality and behavioral intentions toward change.…”
Section: Organizational Change and Job Satisfactionmentioning
The aim of this paper is to investigate the relationship between organizational change and job satisfaction in telecommunication companies in Jordan. A convenience sample was selected from among employees working at three communication companies (3636 employees) in Jordan. The findings indicate a significant positive relationship between organizational change and job satisfaction. to increase employees’ job satisfaction, their level of job stress during organization change operations in telecommunication companies must be decreased.
“…According to Von et al (2018), it comprises eight dimensions, namely, support, recognition, autonomy, work pressure, fairness, trust, innovation, and cohesion. Hatjidis and Parker (2018) reported that a strong climate for change leads to more opportunities for participation and lower levels of resistance to change. The adoption of change depends on the variables of the organizational climate (Von et al, 2018).…”
Section: The Relationship Between Organizational Changes and Job Satimentioning
confidence: 99%
“…Lack of trust, self-interest, a difference in the assessment of misunderstandings, and low tolerance for change are the main reasons for resistance to organizational change (Castillo et al, 2018). Hatjidis and Parker (2018) studied the influences of job satisfaction and commitment on the association between relationship quality and an individual's behavioral intention toward organizational change in the hospitality industry. They found that the relationship quality has a positive association with an individual's behavioral intention toward change; in addition, organizational commitment and job satisfaction play a mediating role in the relationship between relationship quality and behavioral intentions toward change.…”
Section: Organizational Change and Job Satisfactionmentioning
The aim of this paper is to investigate the relationship between organizational change and job satisfaction in telecommunication companies in Jordan. A convenience sample was selected from among employees working at three communication companies (3636 employees) in Jordan. The findings indicate a significant positive relationship between organizational change and job satisfaction. to increase employees’ job satisfaction, their level of job stress during organization change operations in telecommunication companies must be decreased.
The purpose of this chapter is twofold: first, to examine and explain the existing theory and practice of workplace integration in the organization, and second, to propose alternative mechanisms that could contribute to positive social changes in hospitality industry organizations. Critical research methodology is used to increase explanation in workplace integration research. Employers' and employees' perceptions and attitudes toward workplace integration are explored through interviews and focus group discussions in four hotels. Fourteen thematic categories (or demi-regularities) are identified as being able to affect the process of workplace integration and generate social impact in the hotel industry. The demi-regularities are explained through abductive reasoning and as a result, eleven workplace integration practices are formulated. Finally, ten practices, or ‘mechanisms,' to encourage workplace integration in hotel companies are approved through retroduction.
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