Employees' attitudes toward organizational change: A literature review

Choi, Myungweon

doi:10.1002/hrm.20434

Cited by 405 publications

(484 citation statements)

References 95 publications

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“…This finding is also in line with the readiness for change literature which suggests that the employees' readiness for change constitutes a crucial factor for positive attitudinal responses to change (e.g. Choi, 2011).…”

Section: Discussionsupporting

confidence: 90%

Managerial work characteristics and organizational commitment after offshoring:

2017

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Section: Discussionsupporting

confidence: 90%

Managerial work characteristics and organizational commitment after offshoring:

2017

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“…The impact of HR practices on organizational performance has been an important area of HRM research. The researchers has widely focused on the effect of Human Resource Management practices on organizational productivity and financial performance (Choi, 2011). Success in today's world business is lying behind the benefits and scales of operations and scale of economies.…”

Section: Introduce Hrm Practices and Labor Productivitymentioning

confidence: 99%

A Review of HRM Practices and Labor Productivity: Evidence from Libyan Oil Companies

Ibrahim¹,

Mutalib²,

Abdulaziz³

et al. 2015

ASS

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The aim of this study is to review how human resource management (HRM) practice influences labor productivity in oil companies in Libya. This study brought the fact that due to the distinct features of oil companies, common discourses of MRM very often ruled out. In addition, this study focused that HRM is applied at the micro level, which influences the labor productivity in oil companies. Nevertheless, the crucial determinants for fostering labor productivity are not individual level of HRM practice, instead the macroeconomic aspects such as political instability and quality of governance and diplomatic relation. Therefore, this study prescribes a holistic approach, which is that along with micro level of HRM practice and political and macroeconomic stability are crucially important to foster labor productivity.

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“…Organisational change can be a major stressor and is often associated with reduced wellbeing, job loss, and interpersonal conflict (Ashford, 1988;Schweiger & Denisi, 1991). Furthermore, employees' openness to change is associated with a range of positive work outcomes, including more job satisfaction, less work irritation, and lower intentions to quit (Wanberg & Banas, 2000), as well as whether change initiatives achieve the intended aims (Choi, 2011). On the other hand, employees who are resistant to change experience more distress and work less effectively when organisational change occurs (Oreg, 2003).…”

Section: Resistance To Changementioning

confidence: 99%

“…While attitudes towards particular changes are largely influenced by contextual factors and employees' specific attitudes toward those changes (for review, see Choi, 2011), research has found that attitudes towards change can also be influenced by dispositional factors. For example, Judge, Thoresen, Pucik, and Welbourne (1999) reported that openness to change is associated with factors relating to Positive Self-Concept (i.e.…”

Section: Resistance To Changementioning

confidence: 99%

“…This finding tentatively suggests that mindfulness training may be a helpful tool to provide to employees prior to and during periods of organisational change. However, it is worth noting that multiple factors influence attitudes towards organisational change, with them being particularly dependent on the context and nature of the specific changes occurring (for review, see Choi, 2011). Nevertheless, as the fundamental purpose of the Buddhist mindfulness practices upon which modern MBIs are based is initially to increase awareness and develop acceptance of the impermanence of all phenomena (Thera, 2005), it is possible that such practices would enhance people's ability to cope with change.…”

Section: Impact Of Mbi On Resistance To Changementioning

confidence: 99%

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Mindfulness at work

Little¹

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Mindfulness broadly describes an open and receptive awareness of current experience that involves the self-regulation of attention, keeping it focussed on the present moment in order to develop greater awareness and recognition of mental events. Research has shown that dispositional mindfulness is positively associated with measures of psychological well-being, including workrelated measures such as job satisfaction, work engagement, and work-family balance. Furthermore, mindfulness-based interventions (MBIs) delivered to employees have been found to decrease perceived stress, burnout, and depression, and to improve life satisfaction, mood, and sleep quality.The current project extends that body of research by investigating the effects of mindfulness on a range of workplace outcomes that have previously received little empirical investigation, including co-worker relationship quality, innovative behaviours, resistance to change, and engagement and thriving at work. The current research also proposed and investigated a number of mechanisms to explain the effects of mindfulness on these workplace outcomes. Specifically, the proposal drew on previous research suggesting that mindfulness leads to more adaptive functioning and greater selfregulation by increasing cognitive flexibility, positive reappraisal, and positive affect.An initial cross-sectional study of 184 office workers found that dispositional mindfulness was associated with all five workplace outcomes, and that the association with each was fully mediated by one or more of the three proposed mechanisms. Specifically, mindfulness was associated with co-worker relationship quality and thriving at work via positive reappraisal and positive affect, whereas it was associated with innovative behaviours and less resistance to change via cognitive flexibility alone. On the other hand, cognitive flexibility, positive reappraisal, and positive affect all mediated the association between mindfulness and work engagement.A follow-up study found that a 4-week workplace MBI delivered to 131 employees, including office workers, school teachers, cleaners, and senior executives, improved self-reports of mindfulness, positive reappraisal, and negative affect. An additional novel finding was that the MBI reduced dispositional resistance to change. The study also found an unexpected decrease in innovative behaviours following the intervention, but this result may have been an artefact of the measure that was used. No significant pre-post changes were found in the other measures.The current project also investigated the mechanisms of change during the workplace MBI by looking at the correlations between changes in different measures, and by analysing weekly changes during the intervention. Results indicated that decreases in resistance to change correlated with increases in mindfulness, suggesting that mindfulness may have mediated that improvement.iii In contrast, improvements in reappraisal and reductions in negative affect and innovative behaviours were not correla...

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Employees' attitudes toward organizational change: A literature review

Cited by 405 publications

References 95 publications

Managerial work characteristics and organizational commitment after offshoring:

Managerial work characteristics and organizational commitment after offshoring:

A Review of HRM Practices and Labor Productivity: Evidence from Libyan Oil Companies

Mindfulness at work

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