How change information influences attitude toward change and turnover intention

The role of engagement, psychological contract fulfillment, and trust

S.R.H. van den Heuvel, R. Schalk, C. Freese, M.A.L.M. van Assen

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Purpose
The purpose of this paper is to examine how the quality of change information influences employees’ attitude toward organizational change and turnover intention. Additionally, the role of engagement, psychological contract fulfillment and trust in the relationship between change information and attitude toward change is assessed.
Design/methodology/approach
In a technology services organization that was implementing a “new way of working,” questionnaire data of 669 employees were gathered. The organizational change in question sought to increase employees’ autonomy by increasing management support and improving IT support to facilitate working at other locations (e.g. at home) or at hours outside of regular working hours (e.g. in evening).
Findings
The results showed that change information was positively related to psychological contract fulfillment and attitude toward change. Engagement and psychological contract fulfillment were positively related to attitude toward change and negatively related to turnover intention. Contrary to what was expected, trust did not influence attitude toward change but was negatively related to turnover intention.
Practical implications
The study presents a model that can help management to foster positive affective, behavioral, and cognitive responses to change, as well as to reduce employee turnover. Fulfilling employees’ psychological contracts and cultivating engagement is important in this respect, as well as continuously considering whether information about the organizational change is received in good time, is useful, is adequate and satisfies employees’ questions about the change.
Originality/value
As one of the first studies in its field, attitude toward change was conceptualized and operationalized as a multidimensional construct, comprising an affective, a behavioral and a cognitive dimension.
Original languageEnglish
Pages (from-to)398-418
JournalLeadership and Organizational Development Journal
Volume38
Issue number3
DOIs
Publication statusPublished - 2017

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Psychological contract
Turnover intention
Employees
Organizational change
Management support
Employee attitudes
Employee turnover
Autonomy
Questionnaire
Service organization
Working hours
Design methodology

Cite this

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title = "How change information influences attitude toward change and turnover intention: The role of engagement, psychological contract fulfillment, and trust",
abstract = "PurposeThe purpose of this paper is to examine how the quality of change information influences employees’ attitude toward organizational change and turnover intention. Additionally, the role of engagement, psychological contract fulfillment and trust in the relationship between change information and attitude toward change is assessed.Design/methodology/approachIn a technology services organization that was implementing a “new way of working,” questionnaire data of 669 employees were gathered. The organizational change in question sought to increase employees’ autonomy by increasing management support and improving IT support to facilitate working at other locations (e.g. at home) or at hours outside of regular working hours (e.g. in evening).FindingsThe results showed that change information was positively related to psychological contract fulfillment and attitude toward change. Engagement and psychological contract fulfillment were positively related to attitude toward change and negatively related to turnover intention. Contrary to what was expected, trust did not influence attitude toward change but was negatively related to turnover intention.Practical implicationsThe study presents a model that can help management to foster positive affective, behavioral, and cognitive responses to change, as well as to reduce employee turnover. Fulfilling employees’ psychological contracts and cultivating engagement is important in this respect, as well as continuously considering whether information about the organizational change is received in good time, is useful, is adequate and satisfies employees’ questions about the change.Originality/valueAs one of the first studies in its field, attitude toward change was conceptualized and operationalized as a multidimensional construct, comprising an affective, a behavioral and a cognitive dimension.",
author = "{van den Heuvel}, S.R.H. and R. Schalk and C. Freese and {van Assen}, M.A.L.M.",
year = "2017",
doi = "10.1108/LODJ-03-2015-0052",
language = "English",
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pages = "398--418",
journal = "Leadership and Organizational Development Journal",
issn = "0143-7739",
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}

TY - JOUR

T1 - How change information influences attitude toward change and turnover intention

T2 - The role of engagement, psychological contract fulfillment, and trust

AU - van den Heuvel, S.R.H.

AU - Schalk, R.

AU - Freese, C.

AU - van Assen, M.A.L.M.

PY - 2017

Y1 - 2017

N2 - PurposeThe purpose of this paper is to examine how the quality of change information influences employees’ attitude toward organizational change and turnover intention. Additionally, the role of engagement, psychological contract fulfillment and trust in the relationship between change information and attitude toward change is assessed.Design/methodology/approachIn a technology services organization that was implementing a “new way of working,” questionnaire data of 669 employees were gathered. The organizational change in question sought to increase employees’ autonomy by increasing management support and improving IT support to facilitate working at other locations (e.g. at home) or at hours outside of regular working hours (e.g. in evening).FindingsThe results showed that change information was positively related to psychological contract fulfillment and attitude toward change. Engagement and psychological contract fulfillment were positively related to attitude toward change and negatively related to turnover intention. Contrary to what was expected, trust did not influence attitude toward change but was negatively related to turnover intention.Practical implicationsThe study presents a model that can help management to foster positive affective, behavioral, and cognitive responses to change, as well as to reduce employee turnover. Fulfilling employees’ psychological contracts and cultivating engagement is important in this respect, as well as continuously considering whether information about the organizational change is received in good time, is useful, is adequate and satisfies employees’ questions about the change.Originality/valueAs one of the first studies in its field, attitude toward change was conceptualized and operationalized as a multidimensional construct, comprising an affective, a behavioral and a cognitive dimension.

AB - PurposeThe purpose of this paper is to examine how the quality of change information influences employees’ attitude toward organizational change and turnover intention. Additionally, the role of engagement, psychological contract fulfillment and trust in the relationship between change information and attitude toward change is assessed.Design/methodology/approachIn a technology services organization that was implementing a “new way of working,” questionnaire data of 669 employees were gathered. The organizational change in question sought to increase employees’ autonomy by increasing management support and improving IT support to facilitate working at other locations (e.g. at home) or at hours outside of regular working hours (e.g. in evening).FindingsThe results showed that change information was positively related to psychological contract fulfillment and attitude toward change. Engagement and psychological contract fulfillment were positively related to attitude toward change and negatively related to turnover intention. Contrary to what was expected, trust did not influence attitude toward change but was negatively related to turnover intention.Practical implicationsThe study presents a model that can help management to foster positive affective, behavioral, and cognitive responses to change, as well as to reduce employee turnover. Fulfilling employees’ psychological contracts and cultivating engagement is important in this respect, as well as continuously considering whether information about the organizational change is received in good time, is useful, is adequate and satisfies employees’ questions about the change.Originality/valueAs one of the first studies in its field, attitude toward change was conceptualized and operationalized as a multidimensional construct, comprising an affective, a behavioral and a cognitive dimension.

U2 - 10.1108/LODJ-03-2015-0052

DO - 10.1108/LODJ-03-2015-0052

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