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The effects of organisational change on employee psychological attachment An exploratory study

Haydn Bennett (School of Management, University of Ulster, Newtownabbey, Northern Ireland, and)
Mark Durkin (University of Ulster, Jordanstown, Northern Ireland)

Journal of Managerial Psychology

ISSN: 0268-3946

Publication date: 1 March 2000

Abstract

Employee commitment is a concept which has attracted much attention in recent years. Research has focused on relationships between commitment and various facets of individual performance and on the psychological basis of the commitment itself. Profiles the pattern of employee commitment found in an exploratory study of employees of a large retail bank which is undergoing a process of both structural and cultural change. Three bases of employee commitment – internalised commitment, identification commitment and compliance commitment – are profiled against the pattern of commitment which the literature suggests will be found across various employee grades. Evidence from the exploratory research is presented which suggests that major change may result in the (at least partial) dissolution of internalised commitment on the part of employees, coupled with a corresponding increase in compliance commitment. Implications for the organisation and the future success of the change process are examined, together with recommendations for further research.

Keywords

Citation

Bennett, H. and Durkin, M. (2000), "The effects of organisational change on employee psychological attachment An exploratory study", Journal of Managerial Psychology, Vol. 15 No. 2, pp. 126-146. https://doi.org/10.1108/02683940010310328

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited