Reducing intentions to resist future change

combined effects of commitment-based HR practices and ethical leadership

Pedro Neves, Patrícia Almeida, Maria João Velez

Research output: Contribution to journalArticle

10 Citations (Scopus)

Abstract

Change management, and particularly the human side of change, is a central tenet of the strategy of contemporary organizations. However, there is little evidence concerning how strategic HR practices influence how individuals anticipate and react to the implementation of a major change and how direct supervisors influence that process. With a sample of 191 employees from multiple organizations, who completed two surveys with a four-week lag, we examined the role of commitment-based HR practices on employees’ intentions to resist future change. We found that commitment-based HR practices contribute to a decrease in intentions to resist future change, measured four weeks later, via increased affective commitment to change. Moreover, we found that this relationship is conditional on ethical leadership, in that it is significant when ethical leadership is high but not when it is low. Building on social exchange and uncertainty reduction theories, our findings contribute to the literature by examining how and under what boundary conditions HR practices are an effective means for organizations to anticipate and manage change.

Original languageEnglish
Pages (from-to)249-261
Number of pages13
JournalHuman Resource Management
Volume57
Issue number1
DOIs
Publication statusPublished - 1 Jan 2018

Fingerprint

Personnel
Uncertainty
Supervisory personnel
Ion exchange
Boundary conditions
HR practices
Ethical leadership
Surveys and Questionnaires
Employees
Affective commitment
Social exchange
Lag
Supervisors
Change management

Keywords

  • attitudes
  • change, individual
  • change, organizational
  • commitment
  • ethics
  • leadership
  • research methods and design-quantitative research methodology

Cite this

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abstract = "Change management, and particularly the human side of change, is a central tenet of the strategy of contemporary organizations. However, there is little evidence concerning how strategic HR practices influence how individuals anticipate and react to the implementation of a major change and how direct supervisors influence that process. With a sample of 191 employees from multiple organizations, who completed two surveys with a four-week lag, we examined the role of commitment-based HR practices on employees’ intentions to resist future change. We found that commitment-based HR practices contribute to a decrease in intentions to resist future change, measured four weeks later, via increased affective commitment to change. Moreover, we found that this relationship is conditional on ethical leadership, in that it is significant when ethical leadership is high but not when it is low. Building on social exchange and uncertainty reduction theories, our findings contribute to the literature by examining how and under what boundary conditions HR practices are an effective means for organizations to anticipate and manage change.",
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Reducing intentions to resist future change : combined effects of commitment-based HR practices and ethical leadership. / Neves, Pedro; Almeida, Patrícia; Velez, Maria João.

In: Human Resource Management, Vol. 57, No. 1, 01.01.2018, p. 249-261.

Research output: Contribution to journalArticle

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AU - Velez, Maria João

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