Commitment to change can be described as “the glue that
provides the vital bond between people and change goals” (Conner, 1992, p.
147). Commitment to change is considered to be one of most important factors
for the successful implementation of change initiatives.
There are many individual differences in how
people typically respond to change (Oreg, 2006). These attitudes and behaviors
can be of influence on employees’ commitment toward organizational change and
its relation to behavioral support for change initiatives.
Lau and Woodman (1995) conceptualized commitment
to change as a “specific attitude towards change”. For purposes of the present
research, employees’ commitment to change will be defined the way Herscovitch
and Meyer (2002) stated: “a mind-set that binds an individual to a course of
action deemed necessary for the successful implementation of a change
initiative”.
When attitudes of a person toward an
organizational change are positive, you can say there is commitment (Coetsee,
1999). Several studies have shown that commitment to the organization
contributes to the motivation of employees, increases employee performance,
reduces absenteeism and ensures that employee turnover rate stays at a minimum
(Coetsee, 1999; Herold, Fedor, Caldwell & Liu, 2008; Postmes, Tanis &
De Wit, 2001).
Reference
Coetsee, L. (1999). From resistance to commitment. Public Administration Quarterly, 23, 204-222.
Conner, D. R. (1992). Managing at the speed of
change: How resilient managers succeed and prosper where others fail. New York:
Villard Books.
Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The effects of transformational and change leadership on employees' commitment to a change: a multilevel study. Journal of Applied Psychology, 93(2), 346-357
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a threecomponent model. Journal of Applied Psychology, 87(3), 474-487.
Lau, C. M., & Woodman, R. W. (1995). Understanding organizational change: A schematic perspective. Academy of Management Journal, 38(2), 537-554.
Oreg, S. (2006). Personality, context, and
resistance to organizational change. European Journal of Work and
Organizational Psychology, 15(1), 73-101.
When you’re committed to something, you accept no excuses, only results. Commitment is the cement that provides the critical bond between people and the change process.
ReplyDeleteBelow are the few qualities of commitment
• Invest resources such as time, energy, and money to ensure the desired outcome.
• Pursue the goal consistently over time, even when under stress.
• Reject ideas or action plans that promise short-term benefits but are inconsistent with the overall strategy for ultimate goal achievement.
• Stand fast in the face of adversity, remaining determined and focused in the quest for the desired goal.
• Apply creativity, ingenuity, and resourcefulness to resolving problems or issues that would otherwise block the achievement of the goal.
Therefore commitment from both the implementer (employer) of change and adopter (employee) must have the commitment towards the change management for the success of it.
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ReplyDeleteEmployees are more likely to commit to change when they have the full story about what is causing it, and, they tend to resist change when they don’t see the rationale for it.
ReplyDeleteTherefore communicating the objective of the change must be essential.
commitment to change is the good topic that organization want these to success. however organization changes are often complex and often do not lead to improvement but lead to the emergence of new problems instead of solving old problems.
ReplyDelete( MASTER THESIS CS:ANTECEDENTS OF COMMITMENT TO CHANGE )
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