An Empirical Research On The Relationship Between Organizational Change Recognition And Job Involvement

With the rapid development of technology and information in today’s word, enterprises have to face an increasingly complex and uncertain external environment. Therefore, in order to adapt to this change, it is vital important for enterprises to enhance organizational flexibility in terms of the operation and organizational change is necessary. So, how to timely seize the opportunity and successfully carry on organizational change is an important and persistent challenge for them. However, although many enterprises have realized that organizational change is a necessary condition for their survival and development and these enterprises are also engaged in efforts to reform the organization, most ended in failure. So, what are the factors to determine or influence the success or failure of organizational change? Many research shows that employees can play a vital role in the success of organizational change. Employees might show different degrees of job involvement due to their different cognitions about organizational change. If the employees have relatively low organizational change recognition, they may reduce their job involvement, such as they may have lower job’s enthusiasm or boycott work, which will directly affect the organizational performance and thereby affect the smooth completion of the organizational change. At the same time, in the relationship between organizational change recognition and job involvement, the degree of employees’organizational trust is a factor that can not be ignored for the organization. Therefore, it is extremely important theoretical and practical value for enterprises to understand the mechanism of between organizational change recognition and job involvement. Through this, enterprises can improve or at least not reduce the employee’s level of commitment in the organizational change.Based on the summary of domestic and foreign literatures, this paper takes organizational change recognition as independent variable, organizational trust as an intermediary variable and job involvement as the dependent variable to study their relationship among the three variables and their specific role in the process. In order to make the results more accurate and scientific, this paper adopts the method of questionnaire to collect relevant data and uses SPSS19.0software to analyze data, the methods mainly include Descriptive Statistical Analysis, Factor Analysis,, Correlation Analysis and Regression Analysis.This paper consists of five parts. Firstly, the first part is the introduction. This section mainly elaborates the selected topic background, research’s significance, research’s framework and the research’s methods and innovation of this paper. Secondly, the second part is related to the literature review. This section mainly reviews and analyzes relevant research literature on organizational change recognition, organizational trust, job involvement and the relationship between the three. Thirdly, the part is the design of the study. This section not only puts forward to research’s model and hypotheses but also provides an explanation the research’s tools, sample selection and data analysis methods. Fourthly, this section is an empirical analysis. This part firstly analyzes the validity and reliability of organizational change recognition scale, organizational trust scale and job involvement scale and then analyzes data through the methods of descriptive analysis, factor analysis, correlation analysis and regression analysis. Lastly, this section is the research conclusions and suggestions. This part not only summarizes the main conclusions of this paper and puts forward some management suggestions for enterprise managers but also points out the limitations of the research and conducts prospects on future relevant research.Through the research above, this research mainly draws four conclusions: firstly, the organizational change recognition has a significant positive predictive effect on the job involvement and the its dimensions; secondly, the organizational change recognition has a significant positive predictive effect on the organizational trust; thirdly, the organizational trust has a significant positive predictive effect on the job involvement and the its dimensions; fourthly, the organizational trust has a partial mediating effect on the relationship of between organizational change recognition and job involvement.There are two innovative points in this paper. The first is that it reveals the specific mechanism of organizational trust in the relationship between the organizational change recognition and the job involvement. This paper reveals the specific mechanism of between organizational change recognition and job involvement. Through pulling into the organizational trust, this paper has discussed the specific impact of between employee’ organizational change recognition and job involvement. The biggest innovation of this paper is that organizational trust plays the role of mediates in in the relationship between organizational change recognition and job involvement. The second is that it clarifies the relationship between the organization trust and the in the context of organizational change. Most previous research on attaches importance to organizational justice and role stress while related researches is quite scarce on whether the degree of employee’s organizational trust has an impact on job involvement in the context of organizational change. Therefore, the second innovation is that this paper puts in the organizational trust to study job involvement.