Individual difference predictors of perceived organizational change fairness

Published on Mar 14, 2016in Journal of Managerial Psychology1.42
· DOI :10.1108/JMP-02-2014-0061
Xiaohong Xu6
Estimated H-index: 6
(A&M: Texas A&M University),
Stephanie C. Payne20
Estimated H-index: 20
(A&M: Texas A&M University)
+ 1 AuthorsAllison L. Alexander1
Estimated H-index: 1
(A&M: Texas A&M University)
Purpose – The purpose of this paper is to examine how individual differences influence employees’ attitude toward organizational change. Specifically, the present study examined how and why proactive personality, dispositional resistance to change, and change self-efficacy influence employees’ perceived fairness about the organizational change. Design/methodology/approach – Structural equation modeling was utilized to analyze the survey data obtained from a sample of 140 food service employees after some organizational changes in leadership, menu offerings, and facilities. Findings – The results revealed support for two micromediational chains predicting change fairness: first, change self-efficacy leads to less uncertainty and second, dispositional resistance to change leads to less communication regarding change resulting in employees perceiving they have fewer opportunities to voice concerns about the changes. Research limitations/implications – The cross-sectional design prevents causal inferences and...
  • References (52)
  • Citations (4)
Published on Jun 19, 2015
Joel Brockner54
Estimated H-index: 54
Jerald Greenberg52
Estimated H-index: 52
Published on Mar 21, 2014
Elizabeth Wolfe Morrison26
Estimated H-index: 26
(NYU: New York University)
When employees voluntarily communicate suggestions, concerns, information about problems, or work-related opinions to someone in a higher organizational position, they are engaging in upward voice. When they withhold such input, they are displaying silence and depriving their organization of potentially useful information. In this article, I review the current state of knowledge about the factors and motivational processes that affect whether employees engage in upward voice or remain silent whe...
Published on Sep 1, 2010in Journal of Business and Psychology2.58
James M. Conway20
Estimated H-index: 20
(CCSU: Central Connecticut State University),
Charles E. Lance36
Estimated H-index: 36
(UGA: University of Georgia)
We believe that journal reviewers (as well as editors and dissertation or thesis committee members) have to some extent perpetuated misconceptions about common method bias in self-report measures, including (a) that relationships between self-reported variables are necessarily and routinely upwardly biased, (b) other-reports (or other methods) are superior to self-reports, and (c) rating sources (e.g., self, other) constitute measurement methods. We argue against these misconceptions and make re...
Published on Jan 1, 2010in Journal of Applied Psychology5.07
Ning Li15
Estimated H-index: 15
(A&M: Texas A&M University),
Jian Liang6
Estimated H-index: 6
(SJTU: Shanghai Jiao Tong University),
J. Michael Crant20
Estimated H-index: 20
(ND: University of Notre Dame)
Drawing from a relational approach, the authors conceptualize the quality of leader–member exchange as a mediator and procedural justice climate as a contextual moderator for understanding the role of proactive personality in job satisfaction and organizational citizenship behavior. Data from a sample of 200 Chinese employees within 54 work groups were used to examine the hypothesized models. Results show that having a proactive personality was associated with employees establishing a high-quali...
Published on Dec 1, 2009in Implementation Science4.53
Bryan J. Weiner38
Estimated H-index: 38
(UNC: University of North Carolina at Chapel Hill)
Background: Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical study. In this article, I conceptually define organizational readiness for change and develop a theory...
Published on Dec 1, 2009in Journal of Vocational Behavior3.39
Bryan Fuller4
Estimated H-index: 4
(La. Tech: Louisiana Tech University),
Laura E. Marler8
Estimated H-index: 8
(MSU: Mississippi State University)
Abstract This study provides the first comprehensive review of literature examining proactive personality. The authors use career success as a broad organizing framework, meta-analyzing 313 correlations from 107 studies. Results indicate proactive personality is positively related to objective and subjective career success. Further, results indicate proactive personality relates to variables consistent with contest mobility (e.g., job performance) and sponsored mobility (e.g., taking charge/voic...
Published on Jan 1, 2009
David Chan30
Estimated H-index: 30
Published on May 1, 2007in Personality and Individual Differences2.00
Peter M. Bentler79
Estimated H-index: 79
(UCLA: University of California, Los Angeles)
Eight recommendations are given for the improved reporting of research based on structural equation modeling. These recommendations differ substantially from those offered by Prof. Barrett in this issue, especially with regard to the virtues and limitations of current statistical methods.
Published on Jan 1, 2007in Journal of Applied Psychology5.07
David M. Herold22
Estimated H-index: 22
(Georgia Institute of Technology),
Donald B. Fedor27
Estimated H-index: 27
(Georgia Institute of Technology),
Steven D. Caldwell10
Estimated H-index: 10
(University of South Carolina Upstate)
The extent to which attitudes toward organizational changes may be affected by contextual (other changes going on) and personal (self-efficacy) factors was investigated with a multilevel design involving 25 different changes. Even after aspects of the change itself were controlled, the interaction between the context and the individual difference explained significant variance in attitudes toward those specific changes. The positive relationship between self-efficacy and commitment to the change...
Published on Dec 1, 2006in Journal of Organizational Behavior5.00
Jerry Bryan Fuller8
Estimated H-index: 8
(La. Tech: Louisiana Tech University),
Laura E. Marler8
Estimated H-index: 8
(La. Tech: Louisiana Tech University),
Kim Hester15
Estimated H-index: 15
(Arkansas State University)
Although new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change-oriented behavi...
Cited By4
Published on Apr 9, 2018in Journal of Organizational Change Management1.19
Ronald Busse , Ufuk Doganer (Buckinghamshire New University)
Purpose Fuelled by the latest scandals at Siemens, VW or Walmart, there is a lively debate on the role of compliance and ethics programmes. Unlike large corporations, small and medium-sized enterprises (SMEs) arguably tend to underestimate their significance and lag behind. Hence, the present article’s main concern is to shed light on the process of introducing compliance codes and its effects on employee acceptance and performance. Design/methodology/approach In line with our qualitative method...
Published on May 12, 2016
Organizational acceptance of change and the willingness to embrace it is largely dependent on employees and their experiences – generations respond to change differently, especially when change is related to information technologies. The paper aims to explore how three major generations of employees – Baby Boomers, Xers and Millennials, react to change and how their commitment to change affect satisfaction and engagement. Data (N = 202) is collected through structured questionnaire and structura...