Organizational Actions in Gaining Employee Support for Change: The Roles of Affective Commitment to Change, Organizational Justice, and Organizational Cynicism

Abstract

Organizations today must be able to successfully implement changes. This study examined three critical actions organizations can take during change to gain employee support. The study examined the roles of affective commitment to change, organizational justice, and organizational cynicism in the connection between the critical change actions and employee support. Five hundred full-time workers, experienced in organizational change, completed a survey. Results showed the effect of organizational actions on employee support is partially mediated by procedural justice and affective commitment to change and showed organizational cynicism to have a direct effect on procedural, informational, and interpersonal justice. Implications are discussed.