Change and employee behaviour

Abstract

In this study the relationship between perceived change implementation in an organization is related to employee self‐rated behaviour. The change implementation processes measured were communication, support and participation. The relationship between these processes and employee behaviour was examined by testing a theoretical model, in which two mediating concepts are used: the psychological contract and employee job attitudes. The research was carried out in two main divisions of a large telecommunications firm on a sample of 220 employees. The theoretical model (perceived change implementation influencing the psychological contract, influencing employee attitudes, influencing employee behaviour) had a better fit with the data, compared to alternative models.