Psychological Readiness for Organizational Change and its Socio-Psychological Predictors

Abstract

Objectives. The study of socio-psychological predictors of employees’ readiness for changes (identification with the organization as a whole, identification with the unit, injective and descriptive norms) and the ratio of their contribution to the formation of employees’ readiness for changes. Background. Due to rapid technological development, the number of necessary changes within organizations is growing. A well-formed employees’ readiness for the upcoming changes is needed for the success of their implementation. It will affect the productivity of work processes. Study design. The study examined the level of readiness for organizational changes, the level of identification with the organization, with the unit, and subjective norms (injective and descriptive). Regression analysis was used to process the data. Socio-demographic characteristics differences were analyzed using the Mann—Whitney U-test and the Kruskel-Wallis N-test. Participants. The study sample included the state medical organization employees’ implementing electronic records and medical records (n = 308). Measurements. To evaluate variables, we used questionnaire “Readiness for Organizational Change” by D. Holt, questionnaire by B. Ashfort, F. Mael “Organizational Identification”, and scales for assessing perceived norms of M. Fishbein and A. Aizen. Results. It is established that identification with an organization, identification with a unit, an injective and descriptive norm are associated with a readiness to change. The strongest predictor of readiness for organizational change is the injective norm for change, the next most powerful predictor is the descriptive norm for change. A less significant contribution to readiness is identification with the organization as a whole. Identification with the working group (or unit) is associated with readiness to change negatively. The level of readiness for organizational changes among managers is significantly higher than among performers. Conclusions. Identification with the organization and unit, injective and descriptive norms make a significant contribution to the formation of employee readiness for change. Significant differences were found in the level of readiness for changes depending on the position: managers demonstrate a higher level compared to ordinary employees. The results of the study can be used by managers and management consultants to assess and build readiness for change.

Unravelling the relationship between perceived values-congruence with organizational change readiness: A moderated mediation model

“…Previous research has identified the antecedent variables of organizational change readiness from two main perspectives. From an individual dispositional perspective, scholars have found that personal traits (i.e., self-efficacy, locus of control, coping styles, and openness) affect employees' OCR (Judge et al, 1999;Augustsson et al, 2017;Naumtseva and Stroh, 2020); whereas from the perspective of change strategies, studies have found that leader or organizational support (Soumyaja et al, 2011;Arneguy et al, 2020), trust and change participation (Shah and Ghulam Sarwar Shah, 2010), and organizational justice (Arneguy et al, 2020) positively impact organizational change readiness.…”