The Relationship between Employee Psychological Capital and Change-Supportive Behavior—Mediating Effect of Cognitive of Change
Author(s)
Lingjuan Wang*
ABSTRACT
For the transition period of Chinese enterprises, change has become an important part of corporate life, and employees’ support for change is the key to successful business change. Psychological capital, as a core positive psychological element of employee, plays an important role in organizational change. Drawing upon the existing literature and using a sample of employees, this study investigated the relationship of employee psychological capital, cognitive of change, and change-supportive behavior. Results revealed that employee psychological capital was positively related to change-supportive behavior, with this relationship mediated by cognitive of change.
For the transition period of Chinese enterprises, change has become an important part of corporate life, and employees’ support for change is the key to successful business change. Psychological capital, as a core positive psychological element of employee, plays an important role in organizational change. Drawing upon the existing literature and using a sample of employees, this study investigated the relationship of employee psychological capital, cognitive of change, and change-supportive behavior. Results revealed that employee psychological capital was positively related to change-supportive behavior, with this relationship mediated by cognitive of change.
KEYWORDS
Organizational Change, Employee Psychological Capital, Cognitive of Change, Change-Supportive Behavior
Organizational Change, Employee Psychological Capital, Cognitive of Change, Change-Supportive Behavior
Cite this paper
Wang, L. (2015) The Relationship between Employee Psychological Capital and Change-Supportive Behavior—Mediating Effect of Cognitive of Change. Open Journal of Social Sciences, 3, 125-133. doi: 10.4236/jss.2015.34015.
Wang, L. (2015) The Relationship between Employee Psychological Capital and Change-Supportive Behavior—Mediating Effect of Cognitive of Change. Open Journal of Social Sciences, 3, 125-133. doi: 10.4236/jss.2015.34015.
References
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[1] Herscovitch, L. and Meyer, J.P. (2002) Commitment to Organizational Change: Extension of a Three-Component Model. Journal of Applied Psychology, 87, 474-487. http://dx.doi.org/10.1037/0021-9010.87.3.474 [2] Wanberg, C.R. and Banas, J.T. (2000) Predictors and Outcomes of Openness to Changes in a Reorganizing Workplace. Journal of Applied Psychology, 85, 132-142. http://dx.doi.org/10.1037/0021-9010.85.1.132 [3] Kotter, J.P. and Cohen, D.S. (2002) The Heart of Change: Real-Life Stories of How People Change Their Organizations. Harvard Business Press, Harvard. [4] Van Knippenberg, B., Martin, L. and Tyler, T. (2006) Process-Orientation versus Outcome-Orientation during Organizational Change: The Role of Organizational Identification. Journal of Organizational Behavior, 27, 685-704. http://dx.doi.org/10.1002/job.391 [5] Luthans, F.B., Avolio, B.J., Avey, J.B. and Norman, S.M. (2007) Positive Psychological Capital: Measurement and Relationship with Performance and Satisfaction. Personnel Psychology, 60, 541-572. http://dx.doi.org/10.1111/j.1744-6570.2007.00083.x [6] Kim, T.G., Hornung, S. and Rousseau, D.M. (2011) Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time. Journal of Management, 37, 1664-1693. http://dx.doi.org/10.1177/0149206310364243 [7] Herold, D.M., Fedor, D.B. and Caldwell, S. (2008) The Effects of Transformational and Change Leadership on Employees’ Commitment to a Change: A Multilevel Study. Journal of Applied Psychology, 93, 346-357. http://dx.doi.org/10.1037/0021-9010.93.2.346 [8] Lin, W.J. (2010) A Study of Relationship between Organizational Change Perception, Psychological Ownership and Job Performance. Sun Yat-sen University, Guangzhou. [9] Oreg, S. (2006) Personality, Context, and Resistance to Organizational Change. European Journal of Work and Organizational Psychology, 15, 73-101. http://dx.doi.org/10.1080/13594320500451247 [10] Bartunek, J.M., Rousseau, D.M. and Rudolph, J.W. (2006) On the Receiving End Sensemaking, Emotion, and Assessments of an Organizational Change Initiated by Others. The Journal of Applied Behavioral Science, 42, 182-206. http://dx.doi.org/10.1177/0021886305285455 [11] Caldwell, S.D., Herold, D.M. and Fedor, D.B. (2004) Toward an Understanding of the Relationships among Organizational Change, Individual Differences, and Changes in Person-Environment Fit: A Cross-Level Study. Journal of Applied Psychology, 89, 868-882. http://dx.doi.org/10.1037/0021-9010.89.5.868 [12] Avey, J.B., Wernsing, T.S. and Luthans, F. (2008) Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors. The Journal of Applied Behavioral Science, 44, 48-70. http://dx.doi.org/10.1177/0021886307311470 [13] Wen, L., Qi, S.S. and Zhang, Y.Z. (2009) A Preliminary Revision of Luthans Psychological Capital Questionnaire. Chinese Journal of Clinical Psychology, 17, 148-150. [14] Wu, Y.T. (2010) The Study on the Relationship among Employees’ Cognition of Change, Resistance to Change and Organizational Commitment in Organizational Change. Zhejiang University, Hangzhou. [15] Du, J.L. (2014) Relationship between Cognition of Change and Behavior Intention: The Moderating Effect of Faultline in Organizational Change. Zhejiang University, Hangzhou. [16] Zhang, Q.H. (2011) The Binary Choice Mechanism of Employee Resistance and Support towards Organizational Change: Base on Different Effect of Emotion. Zhejiang University, Hangzhou. [17] Wen, Z.L., Chang, L., Hau, K.T. and Liu, H.Y. (2004) Testing and Application of the Mediating Effects. Acta Psychologica Sinica, 36, 614-620.