Title: Research note: A motivational perspective on change processes and outcomes
Abstract: Abstract A reengineering process in a chemical plant with technostructural and human-process-oriented interventions was analysed in order to develop and test a generalized expectancy – valence-theory model for participation in the change process and effective change. It was assumed that both supervisory support and favourable colleagues' change attitudes enhance one's change motivation, and participation in the change process, by increasing participation opportunities, and positive attitudes toward change. In turn, employee participation should have a positive impact on outcomes of the change process. After 2 years of restructuring, 104 employees participated in the evaluation of the change process. Path analyses revealed results that supported our model by and large. Employee participation in the change process predicts positive organizational effects. Favourable change attitudes as well as perceived participation opportunities, and supervisory support, which were integrated into one scale, predict the degree of employee participation. The latter also showed a direct path to organizational effects. Acknowledgments I thank Vivien Schmitt for her work in the research project and Tina Heinrich for her helpful comments on previous versions of this article. I am especially grateful to Doris Fay and two anonymous reviewers for their very constructive criticism. Parts of this paper have been presented at the 11th European Congress of Work and Organizational Psychology, May 14 – 17, 2003, Lisbon, Portugal.
Publication Year: 2004
Publication Date: 2004-06-01
Language: en
Type: article
Indexed In: ['crossref']
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Cited By Count: 45
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