Hamidreza Oreyzi; Behrooz Dorry; Hajar Barati
Volume 24, Issue 77 , July 2015, , Pages 221-240
Abstract
The success of change depends on the appropriate context for it because organizational context and features prepares organization for change and make commitment to change. Hence, The aim of current research is todetermine contextual and organizational factors affecting on reaction to change ...
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The success of change depends on the appropriate context for it because organizational context and features prepares organization for change and make commitment to change. Hence, The aim of current research is todetermine contextual and organizational factors affecting on reaction to change and its outcomes and also investigation of mediator variables affecting on this relation in Bandare-Emam Petrochemical Company employees.The sample research consisted of 383 employees of this company who were selected by stratified random sampling method. Then, they responded to research instruments.Fordata analyzing,path analysis and mediator analysis were used. The results showed that the informational justice(β=0.42), innovative climate(β=0.34) and organizational policy(β=0.31),predict change effectiveness and change effectiveness(β=0.80) predicts reaction to change and is mediator variable. Also, reaction to change predict change support(β=0.89), and change resistance(β=-0.30). According to findings, Organizationsshouldintroducethe change as effective and in this way increasing positive reaction to change until more change support and less change resistance be achieved
Hamidreza Oreyzi; Hajar Barati
Volume 22, Issue 72 , March 2014, , Pages 1-22
Abstract
Introduction : Trust is considered as an essential variable affecting organizational effectiveness which is known as trust level that employees have in their managers. It appears as if trust in supervisor has an essential role in making an effective means between organizational commitment and commitment ...
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Introduction : Trust is considered as an essential variable affecting organizational effectiveness which is known as trust level that employees have in their managers. It appears as if trust in supervisor has an essential role in making an effective means between organizational commitment and commitment to organizational change. Methodology: in the current research that was conducted on 225 employees of Electricity Distribution Company of north Isfahan, organizational commitment questionnaire of Baulfour and Wechsler (1996), commitment to organizational change questionnaire of Barati and Oreyzi (2012), and trust in supervisor questionnaire of MCAllister (1995) was used. Findings: results of the research showed that there existed direct and indirect relationship between organizational commitment (OC) and commitment to change (CTC) and bootstrapanalysis showed that this relationship is established through mediating role of trust in supervisor (TIS). Exchange dimension of OC and CTC was mediated by cognitive dimension of trust, identification dimension was mediated by affective component of trust and affiliation dimension was mediated by cognitive and affective components. Conclusion: it is suggested to managers and organizations to try to create trust in subordinates if they want to create organizational commitment and commitment to change.
