Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization

This study examines 1) the direct effects of job-related, organization and managerial practice variables on trust in management; 2) the direct effects of organizational and managerial practice variables on commitment to change; 3) the indirect effects of these three variables on commitment to change...

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Main Author:	Ghazali, Ruziah
Format:	Thesis
Language:	English English
Published:	2007
Subjects:	Management Trust Change
Online Access:	http://psasir.upm.edu.my/id/eprint/4835/1/FPP_2007_14.pdf
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id	my-upm-ir.4835
record_format	uketd_dc
spelling	my-upm-ir.48352013-05-27T07:18:34Z Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization 2007 Ghazali, Ruziah This study examines 1) the direct effects of job-related, organization and managerial practice variables on trust in management; 2) the direct effects of organizational and managerial practice variables on commitment to change; 3) the indirect effects of these three variables on commitment to change through trust in management. The job-related variables consist of feedback, job autonomy, employee participation and goal clarity. The organizational variables studied include procedural justice, perceived organizational support, transformational leadership, and shared values. The managerial practice variables consist of opportunistic behavior and communication. Data were gathered from 294 managers in a service provider organization in Malaysia using self-administered questionnaires. The study used structural equation modeling (SEM) analysis to determine the direct and indirect effects of determinant variables on trust in management and commitment to change. The results of structural equation modeling analysis indicated the need for a revised version of the model. It was found that job related variables had direct effects on trust in management and commitment to change. However, organizational and managerial practice variables had no significant direct effects on trust in management and commitment to change. The effects of determinant variables on commitment to change were not mediated by trust in management. In conclusion, this study found that the determinants of trust in management and commitment to change strongly related to the way job-related variables among the managers in Organization X were managed. Hence, it is highly pertinent for the management team to pay close attention to feedback, job autonomy, employee participation, and goal clarity in order to gain greater trust and commitment to change in the organization. The management in Organization X has to ensure that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Theoretically, this study contributes to the expansion of the commitment and trust model. The dynamic relationships among the variables involved in the organizational change commitment model might result in other probable competing or rival models that could be studied in the future. Management Trust Change 2007 Thesis http://psasir.upm.edu.my/id/eprint/4835/ http://psasir.upm.edu.my/id/eprint/4835/1/FPP_2007_14.pdf application/pdf en public phd doctoral Universiti Putra Malaysia Management Trust Change Faculty of Educational Studies English
institution	Universiti Putra Malaysia
collection	PSAS Institutional Repository
language	English English
topic	Management Trust Change
spellingShingle	Management Trust Change Ghazali, Ruziah Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization
description	This study examines 1) the direct effects of job-related, organization and managerial practice variables on trust in management; 2) the direct effects of organizational and managerial practice variables on commitment to change; 3) the indirect effects of these three variables on commitment to change through trust in management. The job-related variables consist of feedback, job autonomy, employee participation and goal clarity. The organizational variables studied include procedural justice, perceived organizational support, transformational leadership, and shared values. The managerial practice variables consist of opportunistic behavior and communication. Data were gathered from 294 managers in a service provider organization in Malaysia using self-administered questionnaires. The study used structural equation modeling (SEM) analysis to determine the direct and indirect effects of determinant variables on trust in management and commitment to change. The results of structural equation modeling analysis indicated the need for a revised version of the model. It was found that job related variables had direct effects on trust in management and commitment to change. However, organizational and managerial practice variables had no significant direct effects on trust in management and commitment to change. The effects of determinant variables on commitment to change were not mediated by trust in management. In conclusion, this study found that the determinants of trust in management and commitment to change strongly related to the way job-related variables among the managers in Organization X were managed. Hence, it is highly pertinent for the management team to pay close attention to feedback, job autonomy, employee participation, and goal clarity in order to gain greater trust and commitment to change in the organization. The management in Organization X has to ensure that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Theoretically, this study contributes to the expansion of the commitment and trust model. The dynamic relationships among the variables involved in the organizational change commitment model might result in other probable competing or rival models that could be studied in the future.
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Ghazali, Ruziah
author_facet	Ghazali, Ruziah
author_sort	Ghazali, Ruziah
title	Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization
title_short	Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization
title_full	Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization
title_fullStr	Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization
title_full_unstemmed	Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization
title_sort	determinants of commitment to change among managers and the mediating role of trust in management in a service provider organization
granting_institution	Universiti Putra Malaysia
granting_department	Faculty of Educational Studies
publishDate	2007
url	http://psasir.upm.edu.my/id/eprint/4835/1/FPP_2007_14.pdf
_version_	1747810294214688768

Determinants of Commitment to Change among Managers and the Mediating Role of Trust in Management in a Service Provider Organization

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