Impact of organizational change on employees commitment

Impact of organizational change on employees commitment IMPACT OF ORGANIZATIONAL CHANGE ON EMPLOYEES COMMITMENT Employee commitment has been an important factor to determine the success of an organization. In the current section we are going to see the influence of organizational change on employees commitment. Many authors and researchers have concentrated on reactions closely associated with the change itself, such as participants openness to change (Wanberg Banas, 2000), willingness for change (Armenakis et al, 1993), confrontation to change (Kotter Schlesinger, 1979), or pessimism toward change (Wanous, Reichers, Austin, 2000). On the other hand few researchers have focused on broader workplace outcomes, such as organizational commitment and absenteeism (Hui Lee, 2000). But, Hercovitch Meyer (2002) investigated individuals support for a single change initiative as a function of both commitment to change and organizational commitment. Judge et al. (1999) argues that if it is known how a change initiative is managed and the consequences of the change initiative can impact organizational commitment as they cause employees to re-evaluate their personal association with the organization. Thus, knowing that organizational change may indicate alterations in the rapport between the employe e and the organization (Caldwell et al., 2004), it is important for management to understand how change initiatives may strengthen or weaken employees commitment to the organization. Coetsee (1999) argues that commitment is one of the important factors involved in employees support for change initiatives. Some aspects of change initiatives may also play important role in the change-commitment relationship. First, attitudinal reactions to change are considered to be focused, in part, by feelings of uncertainty, loss of control, and fear of failure engendered by the change events (Oreg, 2003). As such, the magnitude or extensiveness of a particular change, by affecting the degree of such feelings, provides a context within which fairness and favourableness are evaluated in shaping employees responses to the change (Caldwell et al, 2004). Second, a given organizational change can be conceived as occurring or having different impact at different organizational levels, such as the organizational, work group, or individual levels (Goodman Rousseau, 2004). Fedor et al (2006) suggests that Changes having proximal impact, that is, changes affecting ones own job needs or ones immediate work group should be more salient in shaping the change-commitment relationship than changes having their eff ects at higher levels in the organization. Hercovitch Meyer (2002) defined commitment to a change as â€Å"a mindset that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative†, and argued that this mindset â€Å"can reflect (a) a desire to provide support for the change based on a belief in its inherent benefits (affective commitment to the change), (b) a recognition that there are costs associated with failure to provide support for the change (continuance commitment to the change), and (c) a sense of obligation to provide support for the change (normative commitment to the change)†. Attitudes towards organizational change The role of organizational commitment in a change context is evident from the change management literature (Vakola Nikolaou, 2005). Darwish (2000) says that according to many authors employees appreciation of change is dependent on organizational commitment of that employee. Iverson (1996) ranked union membership and organizational commitment first and second respectively as determinants for attitudes towards organizational change. Lau Woodman (1995) argued that organizational change is supported by highly committed employees if it is supposed to be advantageous. But, Vakola Nikolau (2005) contradicts this by saying that many researchers indicated that highly committed employees may refuse to accept to change if they perceive it as a threat for their own benefit. Influence of organizational commitment on attitudes to organizational change is evident from the above findings. Iverson (1996) supports this as organizational commitment is better predictor of behavioural intentions than job satisfaction within change context, based on previous research. He then adds on that in a change project more effort is put by highly committed employees, as a result positive attitudes towards change are developed among employees. From the above discussion it can be predicted that the relationship between organizational commitment and attitudes to change is positive. Locus of control The concept of LOC was initially proposed by Rotter (1966), which refers to an individuals awareness of his or her ability to employ control over the environment. Internals believe that they have control over their environment, whereas externals view their lives as controlled by external factors. Researchers have proposed that the concept of LOC should be considered a multidimensional construct and thus the internal and external control might be relatively independent as opposed to consisting of opposing ends of a single continuum (e.g., Levenson, 1981). However, most studies of locus of control within organizations have been dominated by Rotters single factor LOC scale (Chung Ding, 2002). Given that change unavoidably places an individual in an indecisive environment (Begley, 1998). An individuals psychological reactions to change will be influenced by his or her control over the environment. According to Judge et al. (1999), some evidence confirms the relationship between LOC and various psychological reactions to a change. Lau Woodman (1995) identified that compared with externals, internals had a more positive attitude toward a change, and could better handle with a change (Judge et al., 1999). However, Chen Wang (2007) argued that internals may resist a change and externals may support a change in some cases. Thus, the relationship between LOC and psychosocial reactions to a change is more complex than it appears. Chen Wang (2007) proposed that the above difference between internals and externals lies in the manner of their support or resistance to a change, which comes from a different psychological mechanism, and thus LOC should be studied in relation to more comprehensively analyzed psychological reactions to a specific change.

The Role of Government in Policy Making

While reading Chapter 2 on The Role of Government in Policy Making, I noticed that in the text it stated that â€Å"all fields of practice are affected by the social and organizational policy made by judicial decisions. † (Donald E. Chambers and Kenneth R. Wedel. Published by Allyn and Bacon pg. 35). The YWCA provides women and children with several different services. It is vital that the organization is careful of what they are doing with their clients and observe the policies for these social programs.The judicial branch of the government has a lot of power over these social programs and can completely discontinue the program under certain circumstances. This is done in order to keep the organization consistent with court orders. â€Å"The judicial branch restricts or expands the power of government administrators and officials so that they are consistent with past court decisions, with governmental principles, and (sometimes) with the fundamental constitutional rights of citizens. † (Donald E. Chambers and Kenneth R. Wedel. Published by Allyn and Bacon).The laws that are put in place for this organization or organizations similar to the YWCA can influence the decision making and its day to day operations by a simple change in law. A change in law could mean that the requirements have been altered or changed and in order to service their clients properly, there are guidelines that need to be met. â€Å"The judiciary both creates anew and reshapes old social policy. (Donald E. Chambers and Kenneth R. Wedel. Published by Allyn and Bacon). I found that the YWCA has to only engage in activities related to its mission or purpose.â€Å"The Association may not engage in any activities that do not further the Mission or its purposes as set forth in the Articles of Incorporation and these Bylaws. † (http://www. cortlandywca. org/pdf/ywcabylaws07. pdf) Some of the laws read were very particular about the dos and don’ts of the organization. The information read shows that these laws put in place definitely influences the organizations decision making day-to-day operations. These changes that the judicial branch make keeps the organization on their toes in making sure they follow guidelines.The role that the court system or law played in shaping policies that affect the YWCA is pivotal. The courts are very involved in the evaluative process. â€Å"The public policy values the court is free to evaluate are related to but independent from the political values which motivated the existence or absence of a statute†. The court system benefits the YWCA tremendously considering they provide shelter and protection from abuse. â€Å"Each year the YWCA helps hundreds of individuals obtain protection from abuse orders, and provides victim support in criminal and civil court cases.The YWCA court advocate provides assistance to victims who are involved in the district court system. † (http://www. ywcaofwichita. org/pr ogram-court-advocacy. htm). Knowing that the court system can not only have a negative impact on the organization but also help women who are in an abusive situation, and get away from whatever the problem is, no matter what her financial situation may be. â€Å"Courts can shape and frame social policy in regard to administrative rulings as well as legislation. † (Donald E. Chambers and Kenneth R. Wedel.  Published by Allyn and Bacon).Reading this passage has help me to realize how the judicial system really affects non-profit organizations or organizations in general. Any organization that meets the guidelines of the judicial system are affected by its policies. Keeping organizations consistent with the court orders ensures the organization effective execution when dealing with clients. Whenever a judicial decision has been made it is important for that organization to be well informed so that there is no discontinuation of the program.Although the legislative and executiv e branches are elected by the people, the judicial branch is a presidential pick. It is very important to stick with the policies, and procedures and be prepared for any changes that may arise. Having a preview of how the organization and the government works when it comes to a particular situation helps to help me better prepare for future endeavors. These laws and judicial decisions affect organizations all around the world, it can be a benefit to all, if everyone is well informed on what is going on and what is to come.

Communication competency Essay

1. As you study Henry’s problem, think about what you would advise Henry to do. I would advise Henry to assess the reasons why the supervisors are requesting transfers to other stores. Although Henry does offer his supervisors a pay incentive plan that provides financial rewards to employees who cut cost and increases sales, he does not take the time to communicate with his employees to find out if they have the tools that they need to perform their jobs effectively. Henry should meet with his supervisors once he discovers where he missed the mark. He will then be better prepared to improve his communication methods with his staff of supervisors. Once he makes this necessary change this could mean a world of difference in regaining the trust of his supervisors as this will display to them that he is listening and recognizes that there is in fact a problem and that he intends to right his wrong. 2. What does Henry need to know about communication competency? Henry needs a basic understanding of communication competency, at the minimum. This would be the least amount required for someone in his position. It would be preferable that a manager have an extensive amount of experience in communication competency, but at the minimum, Henry should be able to effectively communicate with his peers and subordinates, including the two managers. In this scenario, Henry has not taken any proactive stand at any time to actually communicate with the managers under his supervision. 3. Discuss the relationship between communication and motivation. There is a strong relationship between communication and motivation. In order for employees and managers to both become and stay motivated, communication is essential. When there is an active dialogue between managers and subordinates, it provides motivation because the employees/managers are aware of exactly what is expected of them, and the lines of communication are open. Employees that know that the lines of communication are open are more likely to make use of the communication process by discussing grievances and other issues with their supervisor. 4. Directly reference the theories of motivation you have learned about in this unit. The rewards theory is predominantly used in this scenario. Henry is using a pay incentive program to reward the supervisors for cutting expenses and/or for increasing sales. By doing so, he is rewarding based on the actions of the supervisors and their ability to accomplish the goals that lead to greater pay through the pay incentive program. According to the Rewards Theory, the actions of the supervisors will continue as long as they are receiving pay incentives which act as a reward for their actions. If Henry ends the pay incentive program, the supervisors will have less motivation to reduce expenses and increase sales, which will likely lead to a decrease in supervisor performance in these areas. The Social Information Process Theory is also predominant in this scenario. This theory is based upon the premise that people’s needs and attitudes are determined by the information available to them at any given time. This can be applied in regards to Henry and the supervisors, each from their own standpoint. Henry has a lack of information as to why the supervisors are requesting transfers. Although it can be reasonably assumed that they are requesting transfers due to a complete lack of communication from Henry, he is unaware of the specific reasons. The supervisors are not receiving information from Henry. His contact with his subordinates is very limited, or so it appears so based on the details of the case. This has created a condition where the lack of feedback and information given by Henry to the supervisors has created attitudes in the supervisors based on the lack of communication, which is a detrimental aspect of the relationship between Henry and the supervisors. 5. Relate the case to the following ten work-related items Be specific about the participants of the case and the work-related items. 1. Sensitivity to personal problems Henry is under the impression that because he is busy and works hard that his complete lack of communication skills should be acceptable. He believes that the managers should be thankful for how hard he works for them, and to benefit them by what he believes to be always considering their best interests. 2. Interesting work Henry believes that because he has given the supervisors a viable means to stay engaged in their work, that they should find the work interesting. This is not directly stated by Henry but is reflected in the intonation of his comments when he reacts to the news that the supervisors have asked for transfers. 3. Salary Henry has added to the pay structure by implementing a pay incentive program for the supervisors. Henry believes that ideally the program should provide enough of an incentive for the supervisors to work hard, and to accomplish the goals of increasing sales and/or decreasing expenses. The managers likely feel that the pay initiative is an added benefit, but still completely lack any real form of communication with Henry. 4. Job security It is apparent that the supervisors enjoy having job security, or they would have terminated their employment instead of requesting transfers. Henry likely has job security as well, but not enough information is given concerning Henry’s position to make an accurate determination or analysis of his position from a job security standpoint. 5. Loyalty of company to employees Although it is evident that Henry believes he is being loyal to the supervisors, there is a complete lack of communication, and the degree of loyalty that the two supervisors believe is taking place would be much less than Henry’s opinion. It also appears that Henry has loyalty to the employer, which is indicated by his comment about working hard for the benefit of the managers. The managers also show loyalty to the company, because they request a transfer and do not terminate their employment. 6. Tactful and constructive criticism Based on the information provided, Henry has not given the supervisors any constructive criticism. The pay incentive program does not constitute any form of tactful or constructive criticism because it is being used as a sole motivator with no feedback or communication. Because there is a lack of constructive criticism between Henry and the supervisors, Henry appears withdrawn and non-communicative with his subordinates. 7. Appreciation for work Henry is under the impression that the supervisors don’t appreciate how hard he works. The supervisors have no indication if they are appreciated, because Henry has been completely non-communicative. The main reason that the supervisors want to be transferred is so that they can receive constructive criticism and feedback regarding their work, which they can then use to increase their knowledge, skills, and abilities for their given positions. 8. A sense of belonging Because Henry has mostly isolated himself from the supervisors, there is likely a predominant feeling on behalf of the supervisors that they don’t belong. Henry has made no substantial effort to include the supervisors in any constructive manner. Henry feels he belongs to the company, which is indicated through his dedication and hard work, but he has isolated himself causing his subordinates to likely feel as if they don’t belong as a viable part of the company. 9. Good working conditions Henry has not advocated good working conditions by his behavior. If the working conditions were solid, the managers would have never requested a transfer to a different location. In order to improve the working conditions, Henry needs to completely restructure his communication methods. 10. Opportunities for advancement There is no indication that any employee, manager, or supervisor can advance from their current positions. Henry would be the main factor in communicating possibilities for advancement to his staff, and there has been a clear lack of communication. This also is hazardous to employee motivation and employee morale.

Freshmen And Senior Participation At University Level Courses

In this study, there is an overall focus on both freshmen and senior participation in university level courses. Does the seniority of students in universities effect their overall rate of success in one-hundred level courses? Therefore, are seniors less engaged than freshmen in these classes, and what is effecting their success? Throughout this process, participants were observed and later seen in interviews and focus groups to scope out and answer the hypothesis created for this study. Seniors who are taking one-hundred level courses will study less and be less engaged than freshmen, causing them to do poorly in the class. This study was conducted to better understand the different constraints that these two classes experience during their time at a university. Are seniors actually less engaged than freshmen or is it simply an error in judgement? During this process it is important to note that the students involved in participant observation were not aware they were being studied. This was meant to keep a nonreactive research environment rather than a reactive research environment. Not wanting the students to change their overall demeanor, it would better the overall analysis. However, in both the interview and focus group conducted it was a reactive environment which could alter the overall success of this analysis. First off, the focus group conducted was done by another researcher and unfortunately yielded little results. Unlike the focus group, the interview andShow MoreRelatedIt Is True Stories Like Heather Van Norman Essay1297 Words   |  6 PagesImpregnated while on the ball of her running career in Louisiana State University track, Heather Van Norman fought to survive as a young woman and athlete. She ran, baby and all, during her career as a collegiate track runner at LSU in the 1990’s. 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