Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital

Abstract

Although the relationship between management support and readiness for change is a well-studied topic, mediating variables in this relationship are rarely examined. This paper presents the findings of an investigation into the mediating role of psychological capital (PsyCap) in the relationship between perceived management support and readiness for change. A questionnaire was administered to employees (N = 120) of a public sector organization undergoing a change initiative. Results of structural equation modelling demonstrated that PsyCap partially mediated the relationship between management support and employees' readiness for change. This indicates that employees' responses to change are shaped by both their personal psychological resources and their perceptions of the organizational environment. The findings offer a platform for positive future developments in research and practice.

The effects of psychological capital on employees’ organizational identification in hotels

“…And this naturally supports the fact that hope is a significant factor in performing constructive work. It was detected that hope factors from psychological capital components have a high level of effect on organizational identification (Agarwal and Farndale, 2017;Kirrane, Lennon, O'Connor and Fu, 2017) Correlation analysis revealed the positive relation between the hope dimension of psychological capital and organizational identification, and the parallel to the similar studies in the literature that reveal that the employees' level of hope has an effect on work output. The results of regression analysis also support this conclusion.…”

Enabling Middle Managers as Change Agents: Why Organisational Support Needs to Change

“…; Kirrane et al. ). Middle managers’ unique placement in organisations means they can play a crucial brokering role that incorporates open, frequent, and two‐way communication; employee participation; and feedback (Allen et al.…”

“…Structural proximity to employees (Huy 2002) enables middle managers to provide more detailed and job-specific information, role clarity for new positions, address uncertainties of employees, address any change-associated rumours, and provide the necessary support for eliciting employees' change readiness (Allen et al 2007;Kirrane et al 2017). Middle managers' unique placement in organisations means they can play a crucial brokering role that incorporates open, frequent, and twoway communication; employee participation; and feedback (Allen et al 2007;Floyd and Wooldridge 1994;van der Voet et al 2016).…”

Pengaruh Psychological Capital Terhadap Readiness to Change Pada Karyawan Penjaga Gardu Tol Di Jabodetabek

“…Untuk menghadapi perubahan organisasi seperti yang dipaparkan sebelumnya individu perlu untuk mempersiapkan sumber daya psikologis (psychological resource) pada diri mereka sendiri dalam menghadapi perubahan tersebut (Kirrane, 2016 (Yan & Lingli, 2011;Kaplan & Biçkes, 2012;Ratnaningsih, dkk. 2016).…”

“…Penelitian yang mereka lakukan menggunakan subjek yang berbeda yaitu pada pegawai kepemerintahan Provinsi Guilan, Iran. Sehingga dapat dikatakan hasil penelitian ini sejalan dengan apa yang dikatakan oleh Kirrane (2016) yang mengatakan bahwa individu perlu mempersiapkan sumber daya psikologisnya berupa psychological capital (Luthans, dkk., 2010) untuk meningkatkan readiness for change terhadap perubahan organisasi yang akan ataupun sedang dijalankan di organisasi.…”