The Effect of Work Relations on Commitment to Change A study on small companies in the Pune Area
Research has shown that when managers are unable to get employees’ commitment to a new Leader member exchange, commitment to change, dyadic influences idea the implementation of the change fails. In an extension to the work by Jones 2007 , this study attempts to understand the role of dyadic influences on gaining employee commitment. The purpose of this paper is to understand the roles that work relations i.e. relationship with the manager and relationship with co workers play in the employees’ commitment to change. The leader member exchange LMX theory is used to understand the dynamics of the relationship between the manager and the employee. The LMX theory and the change management are integrated to understand the interaction between the two. To understand the impact the co workers have, their opinion on the change as well as the influence of quality of the relationship with the co worker was measured. Commitment to change was divided into affective, continuance, and normative commitment to change. Responses were collected from 150 respondents who has recently experienced significant changes in their workplace. The results have shown that the employees’ relationship with the manager has a significant influence on the affective and normative commitment to change but not on the normative commitment of the employees. On the other hand, the quality of the relation with the co worker and commitment to change are positively related and when the relationship is good the opinion of the co worker is related to commitment to change. Thus, this paper shows the importance of relationships in the workplace on gaining employee commitment to change.
Leader member exchange, commitment to change, dyadic influences
Dr. Natashaa Kaul | Prof. Amruta Deshpande