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The Effect of Work Relations on Commitment to Change-A study on small companies in the Pune Area

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The Effect of Work Relations on Commitment to Change-A study on small companies in the Pune Area


Dr. Natashaa Kaul | Prof. Amruta Deshpande

https://doi.org/10.31142/ijtsrd7162



Dr. Natashaa Kaul | Prof. Amruta Deshpande "The Effect of Work Relations on Commitment to Change-A study on small companies in the Pune Area" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-1, December 2017, pp.1124-1131, URL: https://www.ijtsrd.com/papers/ijtsrd7162.pdf

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


IJTSRD7162
Volume-2 | Issue-1, December 2017
1124-1131
IJTSRD | www.ijtsrd.com | E-ISSN 2456-6470
Copyright © 2019 by author(s) and International Journal of Trend in Scientific Research and Development Journal. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (CC BY 4.0) (http://creativecommons.org/licenses/by/4.0)

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