| Resistance and change have been simultaneously linked as important key principles that affect individuals during organizational change. In this dissertation, the relationship between resistance and change was evaluated to determine how supervisory employees and subordinates view the organization in terms of justice, commitment, trust, and altruistic organizational citizenship. The characteristics of resistance to change are critical because previous research continues to leave questions about what type of collateral damage is left behind after change initiatives have taken their course. It was hypothesized that a positive relationship exists between organizational communication, organizational commitment, organizational justice, OCB, affective trustworthiness, cognitive trustworthiness and resistance to change. A total of 286 supervisors and subordinates were surveyed using a Likert-scaled questionnaire. Each of these hypotheses was tested using structural equation modeling (SEM) and regression analysis; five out of six were proven to be true and statistically significant with regression analysis; SEM analysis showed that five out of six of the hypotheses were not supported. This study determined what viewpoints are most prevalent when change and resistance are colliding. The present study's contribution is that it evaluated the employees' perceptions of the organization after change has taken place in an organization that has no ability to make changes in the economic market to keep up with the rate of inflation. Thus, this study offered a contribution to the reconstruction of OCB with a new array of dimensions: Communication, Commitment, Organizational Justice, and Trustworthiness. It is recommended that future empirical research should build upon this finding to further support and validate the findings of the present study. |
