The purpose of this paper is to examine how individual differences influence employees’ attitude toward organizational change. Specifically, the present study examined how and why proactive personality, dispositional resistance to change, and change self-efficacy influence employees’ perceived fairness about the organizational change.
Structural equation modeling was utilized to analyze the survey data obtained from a sample of 140 food service employees after some organizational changes in leadership, menu offerings, and facilities.
The results revealed support for two micromediational chains predicting change fairness: first, change self-efficacy leads to less uncertainty and second, dispositional resistance to change leads to less communication regarding change resulting in employees perceiving they have fewer opportunities to voice concerns about the changes.
The cross-sectional design prevents causal inferences and the generalizability of the present findings beyond similar samples experiencing similar changes is unknown. However, the predictions were based on theories that apply to all employees regardless of the changes or the employees’ occupations or workplace.
Employees with particular personality traits are more receptive to change, suggesting that organizations should consider the impact of individual differences when facing large-scale change. To ensure the success of organizational change, organizations should communicate with employees and encourage employee input before implementing change which in turn improves the chances that employees will have favorable reactions to the change.
This is the first study to examine how and why individual difference variables influence employees’ perceptions about organizational change fairness.
An earlier version of this manuscript was presented at the 119th annual American Psychological Association Convention, Orlando, FL, August, 2012.
Xu, X., Payne, S., Horner, M. and Alexander, A. (2016), "Individual difference predictors of perceived organizational change fairness", Journal of Managerial Psychology, Vol. 31 No. 2, pp. 420-433. https://doi.org/10.1108/JMP-02-2014-0061Download as .RIS
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