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Commitment to organizational change: extension of a three-component model
Lynne Herscovitch1, John P Meyer
1Department of Psychology, University of Western Ontario, London, Canada. lherscov@uwo.ca
The Journal of Applied Psychology
|July 2, 2002
Summary
This research validates scales for measuring employee commitment to organizational change. Findings show commitment to change predicts behavioral support more than general organizational commitment.
Area of Science:
- Organizational Psychology
- Management Science
Background:
- The three-component model of workplace commitment is widely accepted.
- Understanding employee commitment to organizational change is crucial for successful implementation.
Purpose of the Study:
- To test the applicability of the three-component model of workplace commitment to organizational change.
- To develop and validate scales measuring Affective, Continuance, and Normative Commitment to Change.
- To examine the relationship between commitment to change and behavioral support for change.
Main Methods:
- Three studies were conducted with university students and hospital nurses.
- New scales for Affective, Continuance, and Normative Commitment to Change were developed and validated.
- Statistical analyses were used to assess the predictive validity of the commitment scales.
Main Results:
- Preliminary and further evidence supported the validity of the Commitment to Change Scales.
- Commitment to change was a stronger predictor of behavioral support than organizational commitment.
- Affective and normative commitment to change were more strongly associated with behavioral support than continuance commitment.
Conclusions:
- The three-component model effectively applies to employee commitment to organizational change.
- Commitment to change scales are valid and useful for predicting behavioral support.
- Different components of commitment to change have varying impacts on behavioral support.