Abstract
With the globalization and the development of scientific technology, competition pressure is more and more in all kinds of organization. Thus, organizational change is becoming the norm, which inevitably lead to the uncertainty of employment relationship, particularly, on employees’ serious of behaviours. These effects have become the vital factors in the organization achieving its organizational goals, and have become an important factor in determining successful organizational change. However, the relevant studies are based predominately on Western theories and models, rather than Chinese cultural background, especially within a public sector context such as the government. By selecting more than 500 Chinese civil servants for the questionnaire, this study is going to measure the dimension of organizational change in Chinese government, and its impact on Chinese civil servants’ behavioural responses. The results show that the impact of different organizational change on Chinese civil servants’ behavioural responses (Exit, Voice, Loyalty, Neglect) is different.
Highlights
In recent years, globalization, technological improvement, and economic and social development have significantly transformed the global landscape (Allen et al, 2012)
By adopting the EVLN model to explain employees’ responses to psychological contract breach, Turnley and Feldman (1999) found that there is a positive correlation between psychological contract breach and employees’ Exit, Voice and Neglect behaviour, and there is a negative correlation between psychological contract breach and employees’ Loyalty behaviour
From the results we can find that the correlation between organizational change and EVLN behaviour of Chinese civil servants is positively significant
Summary
Globalization, technological improvement, and economic and social development have significantly transformed the global landscape (Allen et al, 2012). According to Ashford, Lee & Bobko (1989), organizational change could result in a change of employees’ attitude, behaviour and work outcomes. In this case, organizational change would inevitably lead to a series of behavioural responses such as a decrease in organizational commitment (Raja, Johns, & Ntalianis, 2004) and organizational citizenship behaviour (Suazo, Turnley, & Mai-Dalton, 2005), and an increase in job resignations (Guzzo & Noonan, 1994). For all the organizations, it is vital to understand employees’ behavioural responses to organizational change in assuring the success of change (Allen, 2009). The current study focuses on this problem in examining the role of organizational change on employees’ behavioural responses that might support or hinder effective and successful organizational changes
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