Maintaining Employees’ Commitment to Organizational Change The Role of Leaders’ Informational Justice and Transformational Leadership

Via a longitudinal study of organizational change, we found that employees’ later commitment to change, in both affective and normative forms, was generally greater when they initially felt more rather than less commitment to change and that more commitment to change was sustained over time when emp...

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Bibliographic Details
Published inThe Journal of applied behavioral science Vol. 51; no. 4; pp. 501 - 528
Main Authors Shin, Jiseon, Seo, Myeong-Gu, Shapiro, Debra L., Taylor, M. Susan
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.12.2015
SAGE PUBLICATIONS, INC
Subjects
Commitments
Employee management relations
Employee turnover
Employees
Leadership
Organizational behavior
Organizational change
Studies
commitment to change
informational justice climate
transformational leader behavior
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Summary:Via a longitudinal study of organizational change, we found that employees’ later commitment to change, in both affective and normative forms, was generally greater when they initially felt more rather than less commitment to change and that more commitment to change was sustained over time when employees perceived their leaders to have provided more transformational and informational justice behaviors within their work units. We also found that employees’ later commitment to change was a strong predictor of employees’ later behavioral support for change and turnover intention. The implications of our findings for how to maintain employee commitment to organizational change will be discussed.
ISSN:0021-8863
1552-6879
DOI:10.1177/0021886315603123