Change Communication and Organizational Trust on Employee’s Commitment to Change

Abstract

Changes occur in every day including in organizations. Previous studies showed that to succeed the change, individual commitment to change has to be developed. The aims of the research are to know the impact of change communication and organizational trust on a commitment to change and to test which of the two factors that have a more significant impact. The study conducted with 238 employees of banking and non-banking (insurance) companies in Jakarta. Data collected using the questionnaires of commitment to change inventory, change communication questionnaire and organizational trust inventory. The results indicate that both change communication and organizational trust have a positive impact on commitment to change. However, the result of change communication is still debatable. Results also show that between the two factors, organizational trust has a higher impact on the commitment to change compares to change communication. The applications of the study are essential for the organization to pay attention and develop organizational trust to establish a commitment to change. The result of the correlation coefficient (r) between change communication with a commitment to change is .236, which significant in the level of p< 0.01 (r = .236, p <0.01, one-tailed). This result showed that there is a positive and significant relationship between change communication and commitment to change. Also, the researchers also obtained R2 = .056, which means 5.6% of the variability of commitment to change can be explained through communication change scores, whereas for the remaining 94.4% can be explained by other variables.

Job Rotation Practices and Employees Performance: Do Job Satisfaction and Organizational Commitment Matter?

“…Thus, employees weigh the merits and demerits of leaving their current organization and decide whether to stay or leave. When they perceive that the merits associated with their current organization exceed that of elsewhere, their commitment to the organization in question is strengthened (Mangundjaya & Farahzehan, 2019). The merits come in monetary compensation, social networks, and job-related competencies over time (Lambert et al, 2020;Redditt et al, 2019).…”

“…Employees that are resilient in the context of normative commitment are highly loyal regardless of the situations at work. This is because they owe allegiance to employers and are less likely to quit or be absent and are willing to embrace and commit to any change made at their workplace (Allen & Meyer, 1996;Mangundjaya & Farahzehan, 2019). In the specific context of this study, one of the critical issues investigated is the extent to which the job rotation practices (which largely falls under the motivators as explained above) predict employees' performance (i.e., directly) and through job satisfaction and organizational commitment (i.e., indirectly).…”

An Exploration of Change Leadership at Public Higher Education Institutions in Ethiopia

“…When employees view that change is essential and benefits the organization as well as their interest, they tend to be fully committed to its successful implementation (Dung & Van Hai, 2020). For change to be accepted by organizational members the leadership of the organization at various levels should exert a concerted effort to communicate what and how to change together with why change is needed (Abbas & Ashghar, 2010;Mangundjaya, 2013;Mangundjayaa et al, 2015;Nanjundeswaraswamy & Swamy, 2014). In support of this, Miller (2011) claims that "effective change leadership happens when leaders of change provide direction, guidance, and support to the people who are implementing the change.…”

“…The more favorable reactions toward change include readiness to change and openness to change. Researchers (Mangundjaya, 2013;Mangundjayaa et al, 2015) observe that favorable reactions to change are consequences of effective change leadership that results in high self-esteem, optimism, perceived control, and participation in the change decision process. A continuous and effective change leadership results in absence of negative feelings and attitudes associated with change but goes further toward enabling employees to exert willful effort for the realization and institutionalization of change, which is a commitment to change (Liu, 2010).…”