The Role of Organisational CommitmentThe Role of Organisational Commitment

in the Analysis of Resistance to Change:in the Analysis of Resistance to Change:

Direct, Mediating or Moderator Effects?Direct, Mediating or Moderator Effects?

Objectives of the StudyObjectives of the Study

To analyse the relation between To analyse the relation between organisational commitment (OC) and organisational commitment (OC) and resistance to change (RTC) within a resistance to change (RTC) within a research model in which the other research model in which the other components are denominated perceived components are denominated perceived benefits of change (PBC) and benefits of change (PBC) and involvement in change (IIC).involvement in change (IIC).

To verify, therefore, whether OC acts, To verify, therefore, whether OC acts, towards RTC, as an independent, towards RTC, as an independent, mediating or moderator variable.mediating or moderator variable.

The FocusThe Focus

This empirical study tries to widen This empirical study tries to widen the field of investigation the field of investigation concentrating on the relationship concentrating on the relationship between OC and another variable between OC and another variable RTC, rather than on its antecedents RTC, rather than on its antecedents and relative outcomes.and relative outcomes.The point of view of middle The point of view of middle managers is analysed, rather than managers is analysed, rather than the blue-collar workers or top the blue-collar workers or top management perspective.management perspective.

OC and RTC: which Link?OC and RTC: which Link?

In literature, OC and RTC are In literature, OC and RTC are linked by several common and linked by several common and “traditional” outcomes:“traditional” outcomes:– High levels of turnover;High levels of turnover;

– Falls in productivity;Falls in productivity;

– Absenteeism.Absenteeism.

A Definition of OCA Definition of OC

“… “… a force that binds an individual to a a force that binds an individual to a course of action of relevance to one or course of action of relevance to one or more targets. As such, commitment is more targets. As such, commitment is distinguishable from exchange-based distinguishable from exchange-based forms of motivation and from target-forms of motivation and from target-relevant attitudes, and can influence relevant attitudes, and can influence behaviour even in the absence of behaviour even in the absence of extrinsic motivation or positive extrinsic motivation or positive attitudes” (Meyer and Herscovitch, attitudes” (Meyer and Herscovitch, 2001, p.301).2001, p.301).

A definition of RTCA definition of RTC

““A form of organisational dissent to a A form of organisational dissent to a change process (or practices) that the change process (or practices) that the individual considers unpleasant, individual considers unpleasant, disagreeable or inconvenient on the basis disagreeable or inconvenient on the basis of personal and/or group evaluations. The of personal and/or group evaluations. The intent of RTC is to benefit the interests of intent of RTC is to benefit the interests of the actor or a group (to which the actor the actor or a group (to which the actor belongs or relates to) without belongs or relates to) without undermining extensively the needs of the undermining extensively the needs of the organisation …» organisation …» (AG, 1999, p.120)(AG, 1999, p.120)

Explanatory Research Model 1Explanatory Research Model 1

PERCEIVEDBENEFITS

OF CHANGE

INVOLVEMENTIN

CHANGE

ORGANISATIONALCOMMITMENT

RESISTANCETO

CHANGE

H1a

H1c

H1b

Research Model 1: Hypotheses Research Model 1: Hypotheses

H1a: the perceived benefits of change variable H1a: the perceived benefits of change variable will have a negative effect on RTC; the more will have a negative effect on RTC; the more individuals perceive that they will benefit from individuals perceive that they will benefit from change, the less RTC they will exhibit.change, the less RTC they will exhibit.

H1bH1b : the involvement in change variable will : the involvement in change variable will have a negative effect on RTC; the more have a negative effect on RTC; the more individuals perceived they are involved in the individuals perceived they are involved in the process of change, the less RTC they will exhibit.process of change, the less RTC they will exhibit.

H1c: Organisational commitment will have a H1c: Organisational commitment will have a negative effect on RTC; the more individuals are negative effect on RTC; the more individuals are committed to the organisation, the less RTC they committed to the organisation, the less RTC they will exhibit.will exhibit.

Explanatory Research Model 2Explanatory Research Model 2

PERCEIVEDBENEFITS

OF CHANGE

INVOLVEMENTIN

CHANGE

RESISTANCETO

CHANGE

ORGANISATIONALCOMMITMENT

H2b

H2a

Research Model 2: HypothesesResearch Model 2: Hypotheses

H2a: the perceived benefits of change variable H2a: the perceived benefits of change variable will have a negative indirect effect on RTC, will have a negative indirect effect on RTC, mediated by its impact on organisational mediated by its impact on organisational commitment; the more individuals perceive commitment; the more individuals perceive they will benefit from the change, the more they will benefit from the change, the more positive their organisational commitment will positive their organisational commitment will be and, the more positive their OC, the less be and, the more positive their OC, the less RTC they will exhibit.RTC they will exhibit.H2b: the involvement in change variable will H2b: the involvement in change variable will have a negative indirect effect on RTC, have a negative indirect effect on RTC, mediated by its impact on organisational mediated by its impact on organisational commitment; the more involved individuals are commitment; the more involved individuals are in the process of change, the more positive in the process of change, the more positive their organisational commitment will be and, their organisational commitment will be and, the more positive their OC, the less RTC they the more positive their OC, the less RTC they will exhibit.will exhibit.

Explanatory Research Model 3Explanatory Research Model 3

PERCEIVEDBENEFITS

OF CHANGE

INVOLVEMENTIN

CHANGE

RESISTANCETO

CHANGE

H3a

H3b

OC

OC

Research Model 3: HypothesesResearch Model 3: Hypotheses

H3a: organisational commitment H3a: organisational commitment moderates the effect of perceived moderates the effect of perceived benefits of change on RTC.benefits of change on RTC.

H3b: organisational commitment H3b: organisational commitment moderates the effect of moderates the effect of involvement in change on RTC.involvement in change on RTC.

The Research ContextThe Research Context

A large size organisation in the public utilities A large size organisation in the public utilities sector, undergoing a major organisational sector, undergoing a major organisational process (1996-1999).process (1996-1999).

This entailed a rationalisation of the firms This entailed a rationalisation of the firms belonging to the group, a process of structural belonging to the group, a process of structural reorganisation, a complex process of setting up reorganisation, a complex process of setting up systems for the programming, monitoring and systems for the programming, monitoring and evaluation of financial, material and human evaluation of financial, material and human resources, as well as a plan to streamline the resources, as well as a plan to streamline the personnel, particularly higher level non-personnel, particularly higher level non-executive middle managers and cadres.executive middle managers and cadres.

1993-1997: a workforce reduction of 17.5%, 1993-1997: a workforce reduction of 17.5%, from from 105,835 a 87,467.105,835 a 87,467.

The SampleThe Sample

359 middle managers out of a 359 middle managers out of a population of about 6.000;population of about 6.000;Direct and indirect distribution Direct and indirect distribution methods;methods;93.3% (113 responses out of 121) 93.3% (113 responses out of 121) for the direct method, 87.8% (209 for the direct method, 87.8% (209 responses out of 238) for the responses out of 238) for the indirect method, for a total response indirect method, for a total response rate of 89.6% (322 responses out of rate of 89.6% (322 responses out of 359).359).

The MeasuresThe Measures

RTC (2 new scales): pro-change, alpha=.88;RTC (2 new scales): pro-change, alpha=.88;

anti-change, alpha=.76.anti-change, alpha=.76.

OC: Cook and Wall (1980), six-item version, OC: Cook and Wall (1980), six-item version, alpha=.73.alpha=.73.

PBC: 21 items, 4 factors, single measure PBC: 21 items, 4 factors, single measure alpha=.71.alpha=.71.

IIC: 11 items, alpha=.90.IIC: 11 items, alpha=.90.

7 control variables: age, organisational tenure, 7 control variables: age, organisational tenure, level of education, managerial level, gender, level of education, managerial level, gender, promotion, job transfer or change.promotion, job transfer or change.

Descriptive ResultsDescriptive Results

Variable Mean SD RTC OC PBC IC

Resistance to Change -1.92 .91 --- --- --- ---

Organisational Commitment 3.69 .56 -.47 --- --- ---

Perceived Benefits of Change 3.13 .53 -.40 .41 --- ---

Involvement in Change 2.81 .68 -.42 .39 .41 ---

Schematic Summary of Regression Schematic Summary of Regression Analysis Results Analysis Results

PERCEIVEDBENEFITS

OF CHANGE

INVOLVEMENTIN

CHANGE

RESISTANCETO

CHANGE

ORGANISATIONALCOMMITMENT

.263***

.234***

-.308***

-.264***

-.157***

Impact of Perceived Benefits of Change and Impact of Perceived Benefits of Change and Involvement in Change on RTC: Direct, Indirect Involvement in Change on RTC: Direct, Indirect and Total Effectsand Total Effects

Direct Effect

on RTC

Indirect Effect

on RTC

Total Effect

on RTC

Perceived Benefits of Change -.157 -.081 -.238

Involvement in Change -.264 -.072 -.336

Theoretical and Policy ImplicationsTheoretical and Policy Implications

The operationalisation of the The operationalisation of the concept of RTC: quantitative factors concept of RTC: quantitative factors Vs self assessed behavioural scale.Vs self assessed behavioural scale.

The role of OC.The role of OC.

The significant impact of PBC and The significant impact of PBC and IIC. IIC.

The fair predicting capability of the The fair predicting capability of the model adjusted R square of .300.model adjusted R square of .300.

Study Limitations and Future Study Limitations and Future ResearchResearch

Cross-sectional study;Cross-sectional study;

Social desirability and common Social desirability and common method variance;method variance;

Representative sample.Representative sample.

Overwhelming the study limitations;Overwhelming the study limitations;

Deepening the self-report measures.Deepening the self-report measures.