The rate of organizational changes such as downsizings, technological changes, outsourcing, and mergers and acquisitions has been increasing and each of these changes have been linked to increased levels of employee job insecurity. Job insecurity has been linked to increased levels of workplace stress and decreased levels of employee creativity. The paradox of organizational change is that it often requires the same employees who are being threatened by organizational change to assist their organizations in creative and innovate ways to make organizational change initiatives successful. Job insecurity may represent be the missing link in explaining why so few organizational change initiatives are successful. Research has shown that organizational justice can decrease employee resistance to change while increasing commitment but to date, no research has been done examining the influence of job insecurity and change leadership strategies on employee resistance and commitment to change. The goal of this research study is to determine how job insecurity and change leadership strategies lead to employee resistance and commitment to change.
Author(s)/Presenter(s): Robert E. Smith