The impacts of psycho-organizational factors on employee acceptance of organizational change in the 4IR Era

Abstract

This paper evaluates the impacts of self-efficacy, employee attitude towards organizational change, Leadership 4.0, and perceived organizational support (POS) on employee acceptance of the organizational change (EAOC) within businesses in the 4IR era. The study’s sample was taken from ten (10) businesses in the Lagos and Oyo States of Nigeria. This paper applied a cross-sectional survey method, and questionnaires were randomly disseminated. However, out of the 250 questionnaires distributed, 246 were recovered, suitable for use, and analyzed with the Statistical Packages for Social Sciences (SPSS version 28). This paper showed that self-efficacy, attitudes towards organizational change, Leadership 4.0, and perceived organizational support significantly, jointly, and independently influence the sustainability of employee acceptance of organizational change within Nigeria’s work organizations in the 4IR era. Work organizations are urged to provide training and exposure to higher responsibilities via delegation of authority. This would help employees within Nigeria’s business organizations gain better self-competence and serve as proof of organizational support, leading to accepting change without much struggle. They should also ensure that employees know the need for these changes in the 4IR era. Further, the management needs to train and support employees in dealing with the challenges inspired by the 4IR. Besides, the management should adopt a leadership style, such as Leadership 4.0, for the conditions and contests from the 4IR