Abstract
Purpose: The underlying factors connecting psychological contract fulfillment (PCF) to attitude towards organizational change (ATOC) have not received much attention in organizational behavior literature. Hence, this study examined the mediating role of affective commitment (AC) and the moderating role of empowering leadership (EL) in the relationship between PCF and ATOC among employees in private organizations. Design/Methodology: This is a quantitative cross-sectional survey. Systematic sampling was utilized for collecting data from employees in private organizations in Delta State, Nigeria, via standardized self-report measures. The sample consisted of 224 employees with a mean age of 28.56 and a standard deviation of 6.41. Regression analysis (Model 1 and 4 of Hayes PROCESS Macro) was used for testing the hypotheses through IBM SPSS version 26. Findings: The results showed that PCF and AC were positive and significant predictors of ATOC. The results also revealed a significant mediating effect of AC and a moderating effect of EL in the relationship between PCF and ATOC. Practical Implications: Human resources management (HRM) in private organizations should promote practices that enhance employees' attachment to the organization. Also, top managerial staff should be encouraged to practice empowering leadership because it promotes positive workplace behaviors. Originality/Value: The present study enhances and brings new critical knowledge regarding the mediating role of AC and the moderating role of EL in the relationship between PCF and ATOC.
Highlights
To promote employees' attitude towards organizational change (ATOC), some salient factors such as psychological contract fulfillment (PCF), affective commitment (AC), and empowering leadership (EL) need to be considered
The reported reliability shows a strong internal consistency across all the measures used for the present study
In line with hypothesis 1, the results showed that PCF positively and significantly predicted ATOC (β = .48, t = 8.46, p < 0.01)
Summary
To promote employees' attitude towards organizational change (ATOC), some salient factors such as psychological contract fulfillment (PCF), affective commitment (AC), and empowering leadership (EL) need to be considered. Organizations must continually implement changes in their structure, strategies, and business process to stay competitive and keep up with global demands (Fuch & Prouska, 2014). Organizational changes usually occur due to some forces in the environment which include: changes in consumers’ needs and preferences, new technologies, economic force, increase in global competition, and the introduction of new business guidelines by governments (Murthy, 2007). The human factor in the organizations is an important part of this process because these changes usually have impact on the work process. It becomes a major challenge for organizations when employees respond negatively to organizational change. Employees need to accept changes introduced by the organization for successful implementation to occur. It becomes pertinent to understand employees’ attitude towards change in the organization and the possible individual and organizational antecedents of employees’ attitude towards change
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