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Predicting Employees' Commitment To and Support for Organisational Change

Published online by Cambridge University Press:  23 February 2012

M. Anthony Machin ,
Gerard J. Fogarty  and
Steven F. Bannon
M. Anthony Machin*
Affiliation:
Community and Organisational Research Unit, University of Southern Queensland, Australia. machin@usq.edu.au
Gerard J. Fogarty
Affiliation:
Community and Organisational Research Unit, University of Southern Queensland, Australia.
Steven F. Bannon
Affiliation:
Community and Organisational Research Unit, University of Southern Queensland, Australia.
*
*address for correspondence: Assoc Prof. Tony Machin, Department of Psychology, University of Southern Queensland, Toowoomba QLD 4350, Australia.
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Abstract

This study aimed to identify factors that predict employees' commitment to and support for organisational change. The three components of Herscovitch and Meyer's (2002) commitment to organisational change model were hypothesised to mediate the relationship between organisational climate and behavioural support for organisational change. Data were collected from a Queensland government department (N = 342). Analysis of correlations revealed that organisational climate, commitment to change, and behavioural support for change variables were all significantly related. Structural equation modelling demonstrated that affective, normative, and continuance commitment to change were all predictors of behavioural support for organisational change. Positive work climate also contributed directly to the prediction of behavioural support for change over and above the indirect influence through commitment to organisational change, indicating a partial mediation effect. These findings support Herscovitch and Meyer's (2002) three-component model of commitment to organisational change and extend their nomological network by showing the relevance of two types of organisational climate to the core components of the model. Affective commitment to organisational change is a positive influence on employees' behavioural support for change and also reflects healthy aspects of the organisational climate. However, continuance commitment to organisational change is detrimental influence on employees' behavioural support for change and is linked with unhealthy dimensions of the organisational climate.

Keywords

commitment to organisational changeorganisational climatebehavioural support for changeThree-Component Model
Type
Articles
Information
The Australasian Journal of Organisational Psychology , Volume 2 , 01 August 2009 , pp. 10 - 18
Copyright
Copyright © Cambridge University Press 2009

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