Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment

By Alexandre J. S. Morin, John P. Meyer, Emilie Bélanger, Jean-Sebastien Boudrias, Marylène Gagné, P. Parker. 2016

110 citations recorded by the source corpus.

Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in turbulent contexts characterized by multiple and ongoing changes requiring employees’ continuing contributions. In such a context, employees’ beliefs that the changes are necessary, legitimate and will be supported, are presumed to increase psychological empowerment and affective commitment to change. In a three-wave longitudinal panel study of 819 employees, we examined autoregressive and cross-lagged relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e6e4f97d4dd569d66cb312cef7575cbebf620b96

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “Psychological empowerment is an important factor in organizational change, as it allows employees to have control over their work and influence the process of organizational change [33,47].”
Motivation profiles at work: A self-determination theory approach (2016, background): “Still, future research is needed to clarify this issue, and particularly to investigate possible reciprocal relations among these constructs (e.g., Morin et al., 2016).”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “A key aspect of successful change is developing a consensus that a change vision which details solutions to pressing issues is ‘right’ (Beer et al., 1990; Morin et al., 2015).”