Multiple Facets of Employee Responses to Organizational Change

Abstract

A field study based on 166 employees at a northeastern U.S. hospital found both employees’ assessment of the status quo (perceived need for change) and their attitudinal response to change (commitment to change) were significantly associated with their active behavioral support for change. The study further found that employees’ positive work experiences were positively associated with commitment to change while negatively associated with perceived need for change. Such distinctive psychological processes underlying critical predictors of active change support are discussed in relation to attitudinal ambivalence in the context of organizational change.