Abstract
According to psychology of sustainability, healthy organizations conduct successful businesses, regenerate employees’ belongingness, and promote organizational and individual growth and change. In line with this assumption, this study investigates: a) The relation between perceived supervisor support and the affective, normative, and continuance components of commitment to change (CtC), and b) the mediating role of organizational identification on the relation between perceived supervisor support and components of CtC. Participants were 243 employees of a company that, in order to introduce a new organizational vision, was implementing multiple change initiatives. Results show the direct effect of perceived supervisor support on affective and normative CtC, the partial mediating effect of organizational identification on affective and normative CtC, and the full mediating effect on continuance CtC. Such results extend previous studies and are in line with the assumptions of the psychology of sustainability: Supervisor support can be considered as a primary preventive intervention that increases employees’ belongingness and encourages them to commit to change initiatives.
Highlights
Mergers, downsizing, new technology, and organizational restructuring impact employees’ competences, sense of belongingness, overall well-being, and their lives [1]
We consider supervisor support as an expression of the support and interest that organizations have towards their employees, and we argue that supervisor support may contribute to increase the relation that employees have with their organization and with the organizational changes that are introduced in it
According to social exchange and social identity theories, we argue that employees that perceive supervisor support, should perceive the sense of personal and organizational value, increasing the sense of identification and belongingness to it, which, in turn, will lead to higher level of commitment to change initiatives
Summary
Mergers, downsizing, new technology, and organizational restructuring impact employees’ competences, sense of belongingness, overall well-being, and their lives [1]. Managers that succeed in getting employees’ commitment to changing goals, structure, procedures, or technology have better chances to decrease resistances [2] and introduce, with some success, those changes. This requires, as proposed by Huffington, Cole, and Brunning [3], that organizational changes aim to “ . Considering that healthy organizations conduct successful businesses, psychology of sustainability proposes that increasing resources and strengths of employees is the best way to regenerate their belongingness to the company, and at the same time, achieve a healthy and more effective workplace
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