Empirical Study Of Employee Commitment To Change In The Context Of Organizational Change

Facing a constantly changing market environment，organizational change not onlyprovide enterprises with chances to grasp future opportunities, but also poses a challenge tothe enterprises themselves. The challenge mainly comes from the employees’ attitude towardthe change，that is, their commitment to change. The concept of commitment to change basedon the organizational commitment and organizational change is actually a description of theemployees’ attitude and behavior toward the change. This study aims to explore the factorsand mechanism that influence the employee’s commitment toward change and to furtherdiscuss the impact of employees’ commitment level upon their behaviors.Based on the related research theories of the past scholars, the author, through a methodof questionnaire, conducts a survey to530employees from10domestic enterprises andadopts a variety of statistical techniques, such as exploratory factor analysis, confirmatoryfactor analysis, regression analysis, hierarchical regression analysis, independent samples ttest, as well as single-factor analysis of variance to draw the following conclusions:First, the study of the commitment scale to change in the confirmatory factor analysisshowed that the employees’ commitment to change includes three dimensions, which areaffective commitment to change, continuance commitment to change and normativecommitment to change. The item-adjusted commitment scale had a better reliability andvalidity, so it conformed to the requirements of psychological measurement.Second, in the exploration of the influencing factors of commitment to change, thestudy results indicated that the role’s ambiguity dimension of the role’s stress wouldnegatively predict the every dimension of the commitment to change. While, the role’sconflict dimension of the role’s stress had a positive prediction towards the continuancecommitment to change of the commitment to change. In the research of job insecurity’smoderating effect on the relationship between the role stress and commitment to change, theresults embodied that job insecurity played a regulatory role in the relationship of roleambiguity and continuance commitment to change and job insecurity also played a regulatoryrole in the relationship of role ambiguity and normative commitment to change.Third, the study of the effect of the employees’ commitment to change to theirinnovation behavior showed that the dimensions of the affective commitment to change andthe normative commitment to change of the commitment to change both had a positiveprediction towards the innovative behavior. Fourth, in the study of different demographic researches/histologic variables researches,the author found that employees of different ages, different education backgrounds, anddifferent years of working can have more obvious differences in the level of their commitmentto change.Finally, the end of the article, current limitations and future prospects of the researchwere also introduced.