Resistance to Organizational Change: Values and Organizational Perspective
DOI:
https://doi.org/10.15448/1980-8623.2014.4.16220Keywords:
Change, Performance, Organizational climate, Human values.Abstract
This study aimed to identify which values and organizational aspects are correlated with resistance to organizational change, proposing an explanatory model which has the self-perceived performance as a criterion variable. A non-probabilistic sample of 227 employees from a public company of João Pessoa was considered, most of them male (83.3%), with a mean age of 40 years. Participants answered the Resistance to Organizational Change Scale, Organizational Climate Scale, Basic Values Survey, Self-Assessment of Performance Scale and demographic questions. Results indicated that the idealistic values and organizational climate explained the resistance to organizational change, which predicted self-perceived performance. In conclusion, this model may be useful for understanding the acceptation of changes in the organizational context, favoring management practices that take into account psychological and organizational variables of workers.Downloads
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