The Role of Organisational Commitment in the Analysis of Resistance to Change:

1. The Role of Organisational Commitment in the Analysis of Resistance to Change: Direct, Mediating or Moderator Effects?

2. Objectives of the Study • To analyse the relation between organisational commitment (OC) and resistance to change (RTC) within a research model in which the other components are denominated perceived benefits of change (PBC) and involvement in change (IIC). • To verify, therefore, whether OC acts, towards RTC, as an independent, mediating or moderator variable.

3. The Focus • This empirical study tries to widen the field of investigation concentrating on the relationship between OC and another variable RTC, rather than on its antecedents and relative outcomes. • The point of view of middle managers is analysed, rather than the blue-collar workers or top management perspective.

4. OC and RTC: which Link? • In literature, OC and RTC are linked by several common and “traditional” outcomes: • High levels of turnover; • Falls in productivity; • Absenteeism.

5. A Definition of OC • “… a force that binds an individual to a course of action of relevance to one or more targets. As such, commitment is distinguishable from exchange-based forms of motivation and from target-relevant attitudes, and can influence behaviour even in the absence of extrinsic motivation or positive attitudes” (Meyer and Herscovitch, 2001, p.301).

6. A definition of RTC • “A form of organisational dissent to a change process (or practices) that the individual considers unpleasant, disagreeable or inconvenient on the basis of personal and/or group evaluations. The intent of RTC is to benefit the interests of the actor or a group (to which the actor belongs or relates to) without undermining extensively the needs of the organisation …» (AG, 1999, p.120)

7. Explanatory Research Model 1

8. Research Model 1: Hypotheses • H1a: the perceived benefits of change variable will have a negative effect on RTC; the more individuals perceive that they will benefit from change, the less RTC they will exhibit. • H1b : the involvement in change variable will have a negative effect on RTC; the more individuals perceived they are involved in the process of change, the less RTC they will exhibit. • H1c: Organisational commitment will have a negative effect on RTC; the more individuals are committed to the organisation, the less RTC they will exhibit.

9. Explanatory Research Model 2

10. Research Model 2: Hypotheses • H2a: the perceived benefits of change variable will have a negative indirect effect on RTC, mediated by its impact on organisational commitment; the more individuals perceive they will benefit from the change, the more positive their organisational commitment will be and, the more positive their OC, the less RTC they will exhibit. • H2b: the involvement in change variable will have a negative indirect effect on RTC, mediated by its impact on organisational commitment; the more involved individuals are in the process of change, the more positive their organisational commitment will be and, the more positive their OC, the less RTC they will exhibit.

11. Explanatory Research Model 3 PERCEIVED BENEFITS OF CHANGE H3a OC RESISTANCE TO CHANGE INVOLVEMENT IN CHANGE OC H3b

12. Research Model 3: Hypotheses • H3a: organisational commitment moderates the effect of perceived benefits of change on RTC. • H3b: organisational commitment moderates the effect of involvement in change on RTC.

13. The Research Context • A large size organisation in the public utilities sector, undergoing a major organisational process (1996-1999). • This entailed a rationalisation of the firms belonging to the group, a process of structural reorganisation, a complex process of setting up systems for the programming, monitoring and evaluation of financial, material and human resources, as well as a plan to streamline the personnel, particularly higher level non-executive middle managers and cadres. • 1993-1997: a workforce reduction of 17.5%, from 105,835 a 87,467.

14. The Sample • 359 middle managers out of a population of about 6.000; • Direct and indirect distribution methods; • 93.3% (113 responses out of 121) for the direct method, 87.8% (209 responses out of 238) for the indirect method, for a total response rate of 89.6% (322 responses out of 359).

15. The Measures • RTC (2 new scales): pro-change, alpha=.88; anti-change, alpha=.76. • OC: Cook and Wall (1980), six-item version, alpha=.73. • PBC: 21 items, 4 factors, single measure alpha=.71. • IIC: 11 items, alpha=.90. • 7 control variables: age, organisational tenure, level of education, managerial level, gender, promotion, job transfer or change.

16. Descriptive Results

17. Schematic Summary of Regression Analysis Results

18. Impact of Perceived Benefits of Change and Involvement in Change on RTC: Direct, Indirect and Total Effects

19. Theoretical and Policy Implications • The operationalisation of the concept of RTC: quantitative factors Vs self assessed behavioural scale. • The role of OC. • The significant impact of PBC and IIC. • The fair predicting capability of the model adjusted R square of .300.

20. Study Limitations and Future Research • Cross-sectional study; • Social desirability and common method variance; • Representative sample. • Overwhelming the study limitations; • Deepening the self-report measures.