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An expectancy-based model of managerial influence tactics and employee commitment to organizational change.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	An expectancy-based model of managerial influence tactics and employee commitment to organizational change./
作者:	Furst, Stacie Ann.
面頁冊數:	1 online resource (134 pages)
附註:	Source: Dissertations Abstracts International, Volume: 66-03, Section: A.
Contained By:	Dissertations Abstracts International66-03A.
標題:	Studies. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3129709click for full text (PQDT)
ISBN:	9780496769674

An expectancy-based model of managerial influence tactics and employee commitment to organizational change.
Furst, Stacie Ann.

An expectancy-based model of managerial influence tactics and employee commitment to organizational change. - 1 online resource (134 pages)

Source: Dissertations Abstracts International, Volume: 66-03, Section: A.

Thesis (Ph.D.)--The University of North Carolina at Chapel Hill, 2004.

Includes bibliographical references

In an era of rapid business and technological change, effective change management represents a key organizational competency. Hence, a large research literature has attempted to understand the process of planned organizational change. Research relating to planned organizational change suggests that change efforts are more likely to be successful when managers gain the behavioral commitment of their employees. However, due to a number of limitations in the organizational change literature, our knowledge regarding the specific managerial behaviors that elicit employee commitment is limited. The purpose of this dissertation is to address the limitations in the literature in order to identify specific relationships between employee perceptions of managerial influence tactics, their beliefs regarding an expected organizational change, and their commitment to change. Specifically, I integrate the change literature with our knowledge of managerial influence tactics and expectancy theory to develop and test an expectancy-based model of influence and employee responses to change. To test this model. I surveyed more than 2,000 undergraduate and graduate alumni from a large university in the southeastern U.S. Study findings suggest that employees will be more likely to express enthusiasm for a change and willingly engage in change-supportive behaviors when they believe that supporting the change will yield favorable outcomes. Further, findings suggest that managers may be more likely to shape these beliefs when they rely on supportive influence behaviors, including rational persuasion. These tactics communicate to employees why the change is necessary and provide evidence that the change will be successful. In contrast, managers using tactics such as guilt may reduce outcome favorability beliefs. Guilt tactics convey to employs that failure to support the change will threaten co-workers' job security and contribute to organizational failure. Study results therefore provide some evidence that a rational, cognitive decision-making model explains employees' commitment behaviors during change initiatives. Organizational change researchers and practitioners might benefit from understanding the types of influence tactics that shape these cognitive beliefs.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9780496769674Subjects--Topical Terms:

3433795
Studies.
Subjects--Index Terms:

Employee commitmentIndex Terms--Genre/Form:

542853
Electronic books.

An expectancy-based model of managerial influence tactics and employee commitment to organizational change.
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