Organizational change and the psychological contract

Sjoerd van der Smissen · René Schalk · Charissa Freese

70 citations0/0 files storedJournal of Organizational Change Management

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Organizational Change and Leadership Job Satisfaction and Organizational Behavior Organizational Management and Change

Abstract

Purpose – This study aims to examine how organizational change and attitude towards change affects the fulfillment of the psychological contract. The influence of type of change, impact of change, former change experiences and frequency of change on fulfillment of the psychological contract is assessed, as well as the influence on the employee's attitude towards change. Design/methodology/approach – Regression analyses were carried out to test the effects of the change antecedents and the attitude towards change on the fulfillment of the psychological contract and to test the effects of the change determinants on the attitude towards change. The data used in this study are from 161 respondents working for different organizations who completed an online questionnaire. Findings – The results show that type of change, impact and former experience with organizational change influence attitude towards change. With respect to the fulfillment of the psychological contract, only frequency, former experiences and the attitude towards change had an impact. Research limitations/implications – A limitation is the cross-sectional design of the study. A recommendation for future research is to further explore the results by using case studies or longitudinal research. Practical implications – This study contributes to managers', HR professionals' and change professionals' understanding of the change factors that have the highest impact for employees. Originality/value – This study highlights the effects of organizational changes on the psychological contract and includes the role of attitude towards change. Empirical research in this area is scarce.

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References

1997WHEN EMPLOYEES FEEL BETRAYED: A MODEL OF HOW PSYCHOLOGICAL CONTRACT VIOLATION DEVELOPS 2000Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change 1990New hire perceptions of their own and their employer's obligations: A study of psychological contracts 2007Readiness for Organizational Change 2007Why Does Affect Matter in Organizations?2006Personality, context, and resistance to organizational change 2008Resistance to Change: The Rest of the Story 2011Change Recipients’ Reactions to Organizational Change

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