Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment
Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in turbulent contexts characterized by multiple and ongoing changes requiring employees’ continuing contr...
| Main Authors: | , , , , , |
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| Format: | Journal Article |
| Published: |
Plenum Publishing Corporation
2016
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| Online Access: | http://hdl.handle.net/20.500.11937/30781 |
| _version_ | 1848753187966681088 |
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| author | Morin, A. Meyer, John Bélanger, É. Boudrias, J. Gagné, Marylène Parker, P. |
| author_facet | Morin, A. Meyer, John Bélanger, É. Boudrias, J. Gagné, Marylène Parker, P. |
| author_sort | Morin, A. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in turbulent contexts characterized by multiple and ongoing changes requiring employees’ continuing contributions. In such a context, employees’ beliefs that the changes are necessary, legitimate and will be supported, are presumed to increase psychological empowerment and affective commitment to change. In a three-wave longitudinal panel study of 819 employees, we examined autoregressive and cross-lagged relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy. |
| first_indexed | 2025-11-14T08:20:32Z |
| format | Journal Article |
| id | curtin-20.500.11937-30781 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T08:20:32Z |
| publishDate | 2016 |
| publisher | Plenum Publishing Corporation |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-307812023-06-13T02:58:38Z Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment Morin, A. Meyer, John Bélanger, É. Boudrias, J. Gagné, Marylène Parker, P. Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in turbulent contexts characterized by multiple and ongoing changes requiring employees’ continuing contributions. In such a context, employees’ beliefs that the changes are necessary, legitimate and will be supported, are presumed to increase psychological empowerment and affective commitment to change. In a three-wave longitudinal panel study of 819 employees, we examined autoregressive and cross-lagged relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy. 2016 Journal Article http://hdl.handle.net/20.500.11937/30781 10.1177/0018726715602046 Plenum Publishing Corporation restricted |
| spellingShingle | Morin, A. Meyer, John Bélanger, É. Boudrias, J. Gagné, Marylène Parker, P. Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment |
| title | Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment |
| title_full | Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment |
| title_fullStr | Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment |
| title_full_unstemmed | Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment |
| title_short | Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment |
| title_sort | longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment |
| url | http://hdl.handle.net/20.500.11937/30781 |