Too Busy to Change: High Job Demands Reduce the Beneficial Effects of Information and Participation on Employee Support
Too Busy to Change: High Job Demands Reduce the Beneficial Effects of Information and Participation on Employee Support
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DOI：
10.1007/s10869-017-9515-8
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发表时间：
2018-10
影响因子：
4.8
通讯作者：
P. O'Connor;N. Jimmieson;K. White
中科院分区：
文献类型：
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作者：
P. O'Connor;N. Jimmieson;K. White
尽管有大量关于组织变革管理的文献，但是组织中变革计划的成功仍然很低。在本研究中，我们在两种变革管理实践（信息和参与）的背景下调查了员工对变革的支持。我们使用计划行为理论（TPB）来研究为什么这些变革管理实践促进了员工的支持，以及这些实践的有效性在多大程度上取决于当前的工作需求。参与者是106名在其工作地点进行建筑物搬迁的员工，他们在时间1（入住前）和2个月后（入住后）回答了一份初始问卷。我们发现TPB变量介导了信息和参与对员工支持的影响（包括时间1的意图和时间2的自我报告行为）。信息和参与与员工支持的间接关系在低、中水平显著，但在高水平的工作需求上不显著。信息和参与对员工支持的积极影响在很大程度上可以归因于员工的态度和主观规范。因此，在获得员工的支持时，咨询师应该以员工的态度和规范为目标，但也要意识到，当员工全神贯注于他们的工作时，这些做法的局限性。本研究表明，TPB可以解释变革管理实践对员工支持的有益影响。它还报告了一项新的发现，即在高水平的工作要求下，变革管理实践的效果较差。
Despite the abundant literature on organizational change management, the success of change initiatives in organizations remains low. In this study, we investigate employee support for change in the context of two change management practices (information and participation). We use the Theory of Planned Behavior (TPB) to examine why these change management practices foster employee support, and the extent to which the efficacy of these practices depends on current job demands. Participants were 106 employees undergoing a building relocation at their place of employment who responded to an initial questionnaire at time 1 (pre-occupancy) and a follow-up questionnaire 2 months later (post-occupancy). We found that the TPB variables mediated the effects of information and participation on employee support (both intentions at time 1 and self-reported behaviors at time 2). The indirect relationships from information and participation to employee support were significant at low and medium, but not at high levels of job demands. The positive effects of information and participation on employee support can be largely attributed to employee attitudes and subjective norms. Thus, consultants should target employee attitudes and norms when garnering employee support, but also be aware of the limitations of these practices when employees are preoccupied with their work. This study demonstrates that the TPB can account for the beneficial effects of change management practices on employee support. It also reports the novel finding that change management practices are less effective at high levels of job demands.