Perceived Supervisory Support, Employee Participation, and Affective Commitment to Change impacting on Resistance to Change
Zulkifli Nurul Haqq
Faculty of Economic and Business, Airlangga University
Surabaya, Indonesia
Abstract
Given that the implementation of organizational change plan often faces obstacle - such as resistance to change -, then, the organization needs to considerate and deal with that problem as an effort to successfully implement an effective change plan. A number of literatures explain that perceived supervisory support, employee participation, and affective commitment to change can be a significant predictor toward resistance to change. Thus, this study attempts to investigate resistance to change with perceived supervisory support, employee participation, and affective commitment to change as antecedents. A quantitative approach was employed in this study, in which survey as a procedure for collecting data through questionnaires. In addition, PLS-SEM was employed as a research analysis method. The results exhibit that the higher perceived supervisory support, employee participation, and affective commitment to change, the lower the resistance to change. Finally, this research offers a number of implications that are worth considering, both theoretically and practically.
Keywords: Resistance to change, perceived supervisory support, employee participation, and affective commitment to change
Topic: Management