| This study represents the first applied research to empirically test a method for developing commitment to change. In addition, this researcher also examined the relationship between organizational trust (i.e., supervisory trust and trust in management), commitment to change, and change-related behavior. Senior management from a non-profit social service organization implemented an MBO type goal setting system in an effort to improve their current performance management system. Participants (N = 96) were front-line employees who were required to set annual performance goals with their supervisor. Control group participants (n = 48) attended a presentation by the CEO and COO regarding the specifics of the change. Experimental group participants (n = 48) attended the same type of presentation followed by a facilitated discussion, by this researcher, where they identified personal and organizational benefits to the change initiative. Overall, this study found that participants increased their change-related behaviors (i.e., championing, cooperative, and compliance) between pre- and post-test one. However, this increase was not sustained on post-test two. No significant difference was found for commitment type. Supervisory trust and trust in management were significantly and positively correlated with affective and normative commitment as well as all three change-related behaviors. Implications of these findings for change management consultants are discussed along with areas for future research. |
