Acceptance of change by reducing employee resistance and strengthening organizational commitment

• Autorzy: Vveinhardt Jolita , Sedziuviene Natalija

Identyfikatory

DOI

10.17512/pjms.2022.26.1.22

Warianty tytułu

PL

Akceptacja zmianpoprzez zmniejszenie oporu pracowników i wzmocnienie zaangażowania organizacyjnego

• Języki publikacji: EN

Abstrakty

EN

Change is inevitable but often provokes negative reactions among employees and promotes resistance. Knowledge of the causes of resistance increases the possibility of making appropriate managerial decisions in the change management process and mitigating the rejection of change. In the last decade, Lithuanian colleges operated under the conditions of ongoing reforms. Implemented reforms particularly affect the country’s regional colleges experiencing strong external pressure to look for ways of effective operation in fairly difficult conditions, focusing on revenue increases, reductions in expenditure and assurance of the quality of studies. The shortage of potential students, which is related to the steadily declining number of school graduates in the regions, in turn leading to teacher workload reduction, also poses quite a serious threat. The purpose of the study is to identify employee acceptance of change, reduce resistance to it, increase work engagement and strengthen organizational commitment. The research results show that in the case of this sample, work engagement, change management practices and organizational commitment have the greatest impact on employee acceptance of the change. Organizational commitment is related to work engagement by a strong correlation relationship. It is concluded that (1) better acceptance of change depends on participation and work engagement, (2) change management practices depend on change seeking, reaction to change and organizational commitment, (3) organizational commitment depends on cognitive flexibility, communication, participation, individual attention, and work engagement, in turn, (4) work engagement depends on predisposition to change, change seeking, reaction to change, and organizational commitment.

PL

Zmiana jest nieunikniona, ale często wywołuje negatywne reakcje wśród pracowników i sprzyja oporowi. Znajomość przyczyn oporu zwiększa możliwość podejmowania właściwych decyzji menedżerskich w procesie zarządzania zmianą i łagodzenia odrzucenia zmiany. W ostatniej dekadzie uczelnie litewskie funkcjonowały w warunkach trwających reform. Wdrażane reformy szczególnie dotykają uczelnie regionalne w kraju, które doświadczają silnej presji zewnętrznej, by szukać sposobów efektywnego działania w dość trudnych warunkach, koncentrując się na zwiększeniu dochodów, ograniczeniu wydatków i zapewnieniu jakości studiów. Poważnym zagrożeniem jest również niedobór potencjalnych studentów, związany z systematycznie malejącą liczbą absolwentów szkół w regionach, co z kolei prowadzi do zmniejszenia obciążenia pracą nauczycieli. Celem badania jest określenie akceptacji pracowników dla zmian, zmniejszenie oporu wobec nich , zwiększenie zaangażowania w pracę oraz wzmocnienie zaangażowania organizacyjnego. Wyniki badań pokazują, że w przypadku tej próby największy wpływ na akceptację zmiany przez pracowników mają: zaangażowanie w pracę, praktyki zarządzania zmianą oraz zaangażowanie organizacyjne.. Zaangażowanie organizacyjne jest związane z zaangażowaniem w pracę silną zależności a korelacyjną. Stwierdzono, że (1) lepsza akceptacja zmiany zależy od uczestnictwa i zaangażowania w pracę, (2) praktyki zarządzania zmianą zależą od poszukiwania zmiany, reakcji na zmianę i zaangażowania organizacyjnego, (3) zaangażowanie organizacyjne zależy od elastyczności poznawczej, komunikacji, uczestnictwa, uwagi indywidualnej i zaangażowania w pracę , z kolei (4) zaangażowanie w pracę zależy od predyspozycji do zmian, poszukiwania zmian, reakcji na zmiany i zaangażowania organizacyjnego.

Słowa kluczowe

EN

acceptance of change; change management practices; organizational commitment; work engagement; employee well-being

PL

akceptacja zmiany; praktyki zarządzania zmianą; zaangażowanie organizacji; zaangażowanie w pracę; dobrostan pracowników

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2022
• Tom: Vol. 26, No. 1
• Strony: 356--372
• Opis fizyczny: Bibliogr. 48 poz., tab.

Twórcy

autor

Vveinhardt Jolita

• Vytautas Magnus University, Faculty of Economics and Management

• https://orcid.org/0000-0001-6231-9402

autor

Sedziuviene Natalija

• Šiauliai State University of Applied Sciences

• https://orcid.org/0000-0001-8387-6371

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Uwagi

Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).