未雨绸缪:变革前非正式信息对员工变革抵制意愿的影响
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摘要
组织变革前总会有小道消息等非正式信息传播,这些信息是员工提前了解变革的重要来源。研究探索变革前非正式信息对员工变革前抵制意愿的影响,以及员工变革抵制意愿随时间推移的变化。基于255位样本数据的结构方程模型及多层次线性增长模型分析表明:(1)变革前非正式信息的消极性及不完整性,显著负向影响员工变革认知,进而使员工变革抵制意愿上升;(2)随着时间推移,员工变革抵制意愿显著衰减,即从变革前到变革发生时抵制意愿显著降低。研究揭示了变革前非正式信息对员工有"热身准备"的作用,能够帮助员工提前适应,从而更好地应对变革。研究结果有助于变革的顺利实施。
Informal information before organizational change refers to unconfirmed information moving through informal channels. Such information can pertain to the content and objectives of organizational change during the preparatory phase. Although previous studies have found the distribution of informal information before the organizational change, its impact on employees has been unknown. To shed light on informal information before organizational change, we investigated the impact of informal information quality and character before the organizational change on employee initial change resistance. We investigated the mediation of organizational change cognition as well as the attenuation of employee resistance to the change over time and the moderating effect of informal information frequency. Our theoretical propositions are collected from 255 MBA students in a reputable university in China. Our original plan for the data to be collected before the organizational change was rejected by top executives due to the possible negative influence of informal information gathering. Thus, a retrospective self-report was utilized for MBA students to complete the questionnaire. To avoid common method variance, a two-wave collection was designed. MBA students reported the informal information before the organizational change, their change cognition, and initial change resistance in the first wave. Two weeks after the first wave, MBA students reported their change resistance during the implementation of the organizational change. Structural equation model and multi-level linear growth model were utilized to conduct analyses regarding the impact of informal information before the change and the attenuation of employee resistance to change, respectively. The results showed the low quality and negative informal information before the organizational change were positively related to the employee initial resistance to change, and this relationship was mediated by change cognition. The resistance to change of employees attenuated significantly over time from the preparatory phase to the implementation of organizational change. The research focused on the informal information before organizational change and explored its impact on employee resistance to change. Based on adaptation level theory, we found the attenuation of employee resistance to change over time. Our study extends implementation of organizational change to preparatory phase where the organizational change has been brewed, which contributes to adaptation level theory. The results demonstrated that informal information can prepare employees in advance and reduce resistance to change. Thus, managers could focus more attention to informal communication before the organizational change occurs in the workplace.
Informal information before organizational change refers to unconfirmed information moving through informal channels. Such information can pertain to the content and objectives of organizational change during the preparatory phase. Although previous studies have found the distribution of informal information before the organizational change, its impact on employees has been unknown. To shed light on informal information before organizational change, we investigated the impact of informal information quality and character before the organizational change on employee initial change resistance. We investigated the mediation of organizational change cognition as well as the attenuation of employee resistance to the change over time and the moderating effect of informal information frequency. Our theoretical propositions are collected from 255 MBA students in a reputable university in China. Our original plan for the data to be collected before the organizational change was rejected by top executives due to the possible negative influence of informal information gathering. Thus, a retrospective self-report was utilized for MBA students to complete the questionnaire. To avoid common method variance, a two-wave collection was designed. MBA students reported the informal information before the organizational change, their change cognition, and initial change resistance in the first wave. Two weeks after the first wave, MBA students reported their change resistance during the implementation of the organizational change. Structural equation model and multi-level linear growth model were utilized to conduct analyses regarding the impact of informal information before the change and the attenuation of employee resistance to change, respectively. The results showed the low quality and negative informal information before the organizational change were positively related to the employee initial resistance to change, and this relationship was mediated by change cognition. The resistance to change of employees attenuated significantly over time from the preparatory phase to the implementation of organizational change. The research focused on the informal information before organizational change and explored its impact on employee resistance to change. Based on adaptation level theory, we found the attenuation of employee resistance to change over time. Our study extends implementation of organizational change to preparatory phase where the organizational change has been brewed, which contributes to adaptation level theory. The results demonstrated that informal information can prepare employees in advance and reduce resistance to change. Thus, managers could focus more attention to informal communication before the organizational change occurs in the workplace.
引文
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Aiken,L.S.,&West,S.G.(1991).Multiple regression:Testing and interpreting interactions.Thousand Oaks,CA,US:Sage Publications,Inc.
Baumeister,R.F.,Zhang,L.,&Vohs,K.D.(2004).Gossip as cultural learning.Review of General Psychology,8(2),111-121.
Beersma,B.,&Van Kleef,G.A.(2011).How the grapevine keeps you in line:Gossip increases contributions to the group.Social Psychological and Personality Science,2(6),642-649.
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Bordia,P.,Jones,E.,Gallois,C.,Callan,V.J.,&DiFonzo,N.(2006).Management are aliens!Rumors and stress during organizational change.Group&Organization Management,31(5),601-621.
Bouckenooghe,D.,Devos,G.,&van Den Broeck,H.(2009).Organizational change questionnaire-climate of change,processes,and readiness:Development of a new instrument.The Journal of Psychology,143(6),559-599.
Brady,D.L.,Brown,D.J.,&Liang,L.H.(2017).Moving beyond assumptions of deviance:The reconceptualization and measurement of workplace gossip.Journal of Applied Psychology,102(1),1-25.
Brickman,P.,&Campbell,D.T.(1971).Hedonic relativism and planning the good society.In M.H.Appley(Ed.),Adaptation level theory:A symposium(pp.287-302).New York,NY:Academic Press.
Cheng,C.,Lau,H.-P.,&Chan,M.-P.S.(2014).Coping flexibility and psychological adjustment to stressful life changes:A meta-analytic review.Psychological Bulletin,140(6),1582-1607.
Chung,G.H.,Du,J.,&Choi,J.N.(2014).How do employees adapt to organizational change driven by cross-border M&As?A case in China.Journal of World Business,49(1),78-86.
DiFonzo,N.,&Bordia,P.(2002).Corporate rumor activity,belief,and accuracy.Public Relations Review,28(1),1-19.
DiFonzo,N.,&Bordia,P.(2007).Rumor psychology:Social and organizational approaches.Washington,DC:American Psychological Association.
Enders,C.K.,&Tofighi,D.(2007).Centering predictor variables in cross-sectional multilevel models:A new look at an old issue.Psychological Methods,12(2),121-138.
Farrell,D.(1983).Exit,voice,loyalty and neglect as responses to job dissatisfaction:A multidimensional scaling study.Academy of Management Journal,26(4),596-607.
Feinberg,M.,Willer,R.,&Schultz,M.(2014).Gossip and ostracism promote cooperation in groups.Psychological Science,25(3),656-664.
Gholipour,A.,Kozekanan,S.F.,&Zehtabi,M.(2011).Utilizing gossip as a strategy to construct organizational reality.Business Strategy Series,12(2),56-62.
Hayes,A.F.(2013).Methodology in the social sciences.introduction to mediation,moderation,and conditional process analysis:A regression-based approach,New York:Guilford Press.
Herzig,S.E.,&Jimmieson,N.L.(2006).Middle managers'uncertainty management during organizational change.Leadership&Organization Development Journal,27(8),628-645.
Johlke,M.C.,&Duhan,D.F.(2001).Supervisor communication practices and boundary spanner role ambiguity.Journal of Managerial Issues,13(1),87-101.
Luo,Y.J.,&Du,J.(2016).The role of informal information prior to organizational change.Advances in Psychological Science,24(12),1819-1828.[骆元静,杜旌.(2016).组织变革前非正式信息的作用机制.心理科学进展,24(12),1819-1828.]
Malhotra,N.K.,Kim,S.S.,&Patil,A.(2006).Common method variance in is research:A comparison of alternative approaches and a reanalysis of past research.Management Science,52(12),1865-1883.
Miller,V.D.,Johnson,J.R.,&Grau,J.(1994).Antecedents to willingness to participate in a planned organizational change.Journal of Applied Communication Research,22(1),59-80.
Oreg,S.(2003).Resistance to change:Developing an individual differences measure.Journal of Applied Psychology,88(4),680-693.
Oreg,S.(2006).Personality,context,and resistance to organizational change.European Journal of Work and Organizational Psychology,15(1),73-101.
Rafferty,A.E.,Jimmieson,N.L.,&Armenakis,A.A.(2013).Change readiness:A multilevel review.Journal of Management,39(1),110-135.
Raudenbush,S.W.,&Bryk,A.S.(2002).Hierarchical linear models:Applications and data analysis methods.Newbury Park:SAGE Publications.
Ritter,K.-J.,Matthews,R,A.,Ford,M,T.,&Henderson,A,A.(2016).Understanding role stressors and job satisfaction over time using adaptation theory.Journal of Applied Psychology,101(12),1655-1669.
Robinson,M.D.,&Clore,G.L.(2002).Episodic and semantic knowledge in emotional self-report:Evidence for two judgment processes.Journal of Personality and Social Psychology,83(1),198-215.
Shapiro,S.A.,&Nielsen,J.H.(2013).What the blind eye sees:Incidental change detection as a source of perceptual fluency.Journal of Consumer Research,39(6),1202-1208.
Sheng,Q.F.,&Ni,J.(2010).An empirical study on the relationship between organizational change and employee's resistance to change.Science&Technology Progress and Policy,27(24),109-112.[盛琼芳,倪婧.(2010).组织变革与员工抵制变革关系的实证研究.科技进步与对策,27(24),109-112.]
Van den Heuvel,M.,Demerouti,E.,Bakker,A.B.,&Schaufeli,W.B.(2013).Adapting to change:The value of change information and meaning-making.Journal of Vocational Behavior,83(1),11-21.
Wanberg,C.R.,&Banas,J.T.(2000).Predictors and outcomes of openness to changes in a reorganizing workplace.Journal of Applied Psychology,85(1),132-142.
Xiao,S.F.,Yan,M.,&Zhao,J.(2018).Role ambiguity and counterproductive workplace behavior:A model of mediated moderation.Luojia Management Review,19(3),39-52.[肖素芳,鄢苗,赵君.(2018).角色模糊与反生产行为:一个被中介的调节作用模型.珞珈管理评论,19(3),39-52.]
Zhang,L.,Lin,Y.C.,&Chi,D.M.(2012).Research on the influence of communication modes on communication satisfaction:The moderating effect of communication cognition and tendency.Science of Science and Management of S&T,33(2),167-175.[张莉,林与川,迟冬梅.(2012).组织沟通方式对沟通满意度的影响:沟通认知与沟通倾向的调节作用.科学学与科学技术管理,33(2),167-175.]
Zhou,H.,&Long,L.R.(2004).Statistical remedies for common method Biases.Advances in Psychological Science,12(6),942-950.[周浩,龙立荣.(2004).共同方法偏差的统计检验与控制办法.心理科学进展,12(6),942-950.]
Aiken,L.S.,&West,S.G.(1991).Multiple regression:Testing and interpreting interactions.Thousand Oaks,CA,US:Sage Publications,Inc.
Baumeister,R.F.,Zhang,L.,&Vohs,K.D.(2004).Gossip as cultural learning.Review of General Psychology,8(2),111-121.
Beersma,B.,&Van Kleef,G.A.(2011).How the grapevine keeps you in line:Gossip increases contributions to the group.Social Psychological and Personality Science,2(6),642-649.
Bonanno,G.A.,&Burton,C.L.(2013).Regulatory flexibility:An individual differences perspective on coping and emotion regulation.Perspectives on Psychological Science,8(6),591-612.
Bordia,P.,Jones,E.,Gallois,C.,Callan,V.J.,&DiFonzo,N.(2006).Management are aliens!Rumors and stress during organizational change.Group&Organization Management,31(5),601-621.
Bouckenooghe,D.,Devos,G.,&van Den Broeck,H.(2009).Organizational change questionnaire-climate of change,processes,and readiness:Development of a new instrument.The Journal of Psychology,143(6),559-599.
Brady,D.L.,Brown,D.J.,&Liang,L.H.(2017).Moving beyond assumptions of deviance:The reconceptualization and measurement of workplace gossip.Journal of Applied Psychology,102(1),1-25.
Brickman,P.,&Campbell,D.T.(1971).Hedonic relativism and planning the good society.In M.H.Appley(Ed.),Adaptation level theory:A symposium(pp.287-302).New York,NY:Academic Press.
Cheng,C.,Lau,H.-P.,&Chan,M.-P.S.(2014).Coping flexibility and psychological adjustment to stressful life changes:A meta-analytic review.Psychological Bulletin,140(6),1582-1607.
Chung,G.H.,Du,J.,&Choi,J.N.(2014).How do employees adapt to organizational change driven by cross-border M&As?A case in China.Journal of World Business,49(1),78-86.
DiFonzo,N.,&Bordia,P.(2002).Corporate rumor activity,belief,and accuracy.Public Relations Review,28(1),1-19.
DiFonzo,N.,&Bordia,P.(2007).Rumor psychology:Social and organizational approaches.Washington,DC:American Psychological Association.
Enders,C.K.,&Tofighi,D.(2007).Centering predictor variables in cross-sectional multilevel models:A new look at an old issue.Psychological Methods,12(2),121-138.
Farrell,D.(1983).Exit,voice,loyalty and neglect as responses to job dissatisfaction:A multidimensional scaling study.Academy of Management Journal,26(4),596-607.
Feinberg,M.,Willer,R.,&Schultz,M.(2014).Gossip and ostracism promote cooperation in groups.Psychological Science,25(3),656-664.
Gholipour,A.,Kozekanan,S.F.,&Zehtabi,M.(2011).Utilizing gossip as a strategy to construct organizational reality.Business Strategy Series,12(2),56-62.
Hayes,A.F.(2013).Methodology in the social sciences.introduction to mediation,moderation,and conditional process analysis:A regression-based approach,New York:Guilford Press.
Herzig,S.E.,&Jimmieson,N.L.(2006).Middle managers'uncertainty management during organizational change.Leadership&Organization Development Journal,27(8),628-645.
Johlke,M.C.,&Duhan,D.F.(2001).Supervisor communication practices and boundary spanner role ambiguity.Journal of Managerial Issues,13(1),87-101.
Luo,Y.J.,&Du,J.(2016).The role of informal information prior to organizational change.Advances in Psychological Science,24(12),1819-1828.[骆元静,杜旌.(2016).组织变革前非正式信息的作用机制.心理科学进展,24(12),1819-1828.]
Malhotra,N.K.,Kim,S.S.,&Patil,A.(2006).Common method variance in is research:A comparison of alternative approaches and a reanalysis of past research.Management Science,52(12),1865-1883.
Miller,V.D.,Johnson,J.R.,&Grau,J.(1994).Antecedents to willingness to participate in a planned organizational change.Journal of Applied Communication Research,22(1),59-80.
Oreg,S.(2003).Resistance to change:Developing an individual differences measure.Journal of Applied Psychology,88(4),680-693.
Oreg,S.(2006).Personality,context,and resistance to organizational change.European Journal of Work and Organizational Psychology,15(1),73-101.
Rafferty,A.E.,Jimmieson,N.L.,&Armenakis,A.A.(2013).Change readiness:A multilevel review.Journal of Management,39(1),110-135.
Raudenbush,S.W.,&Bryk,A.S.(2002).Hierarchical linear models:Applications and data analysis methods.Newbury Park:SAGE Publications.
Ritter,K.-J.,Matthews,R,A.,Ford,M,T.,&Henderson,A,A.(2016).Understanding role stressors and job satisfaction over time using adaptation theory.Journal of Applied Psychology,101(12),1655-1669.
Robinson,M.D.,&Clore,G.L.(2002).Episodic and semantic knowledge in emotional self-report:Evidence for two judgment processes.Journal of Personality and Social Psychology,83(1),198-215.
Shapiro,S.A.,&Nielsen,J.H.(2013).What the blind eye sees:Incidental change detection as a source of perceptual fluency.Journal of Consumer Research,39(6),1202-1208.
Sheng,Q.F.,&Ni,J.(2010).An empirical study on the relationship between organizational change and employee's resistance to change.Science&Technology Progress and Policy,27(24),109-112.[盛琼芳,倪婧.(2010).组织变革与员工抵制变革关系的实证研究.科技进步与对策,27(24),109-112.]
Van den Heuvel,M.,Demerouti,E.,Bakker,A.B.,&Schaufeli,W.B.(2013).Adapting to change:The value of change information and meaning-making.Journal of Vocational Behavior,83(1),11-21.
Wanberg,C.R.,&Banas,J.T.(2000).Predictors and outcomes of openness to changes in a reorganizing workplace.Journal of Applied Psychology,85(1),132-142.
Xiao,S.F.,Yan,M.,&Zhao,J.(2018).Role ambiguity and counterproductive workplace behavior:A model of mediated moderation.Luojia Management Review,19(3),39-52.[肖素芳,鄢苗,赵君.(2018).角色模糊与反生产行为:一个被中介的调节作用模型.珞珈管理评论,19(3),39-52.]
Zhang,L.,Lin,Y.C.,&Chi,D.M.(2012).Research on the influence of communication modes on communication satisfaction:The moderating effect of communication cognition and tendency.Science of Science and Management of S&T,33(2),167-175.[张莉,林与川,迟冬梅.(2012).组织沟通方式对沟通满意度的影响:沟通认知与沟通倾向的调节作用.科学学与科学技术管理,33(2),167-175.]
Zhou,H.,&Long,L.R.(2004).Statistical remedies for common method Biases.Advances in Psychological Science,12(6),942-950.[周浩,龙立荣.(2004).共同方法偏差的统计检验与控制办法.心理科学进展,12(6),942-950.]