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      Value congruence and commitment to change in healthcare organizations

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      Author(s)
      Erkutlu, H.
      Chafra, J.
      Date
      2016
      Source Title
      Journal of Advances in Management Research
      Print ISSN
      0972-7981
      Electronic ISSN
      2049-3207
      Publisher
      Emerald Publishing Limited
      Volume
      13
      Issue
      3
      Pages
      316 - 333
      Language
      English
      Type
      Article
      Item Usage Stats
      200
      views
      444
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      Abstract
      Purpose – The purpose of this paper is to examine the relationship between value congruence and affective commitment to change as well as to test the moderating roles of psychological contract breach and workplace ostracism on that very relationship. Design/methodology/approach – Data were collected from 13 university hospitals in Turkey. The sample included 1,113 randomly chosen certified nurses and head nurses of their units. The moderating roles of psychological contract breach and workplace ostracism on the value congruence and affective commitment to change relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results revealed a significant positive relationship between value congruence and employees’ commitment to change. In addition, this very relation was weaker when both psychological contract breach and workplace ostracism were higher than when they were lower. Practical implications – This study showed that employee perception of value congruence increased employee’s affective commitment to change. Organizations can enhance employees’ affective commit by recruiting individuals who fit well within their organizations’ characteristics and by encouraging supervisors to develop close, supportive relationships with subordinates. Moreover, recognizing that employees are likely to experience concern and discomfort about a change initiative along with the fact that such psychological states (psychological contract breach or workplace ostracism) can dramatically impact the effectiveness of change efforts can help organizations to better plan change-related strategies geared towards managing properly such potentially harmful reactions. Originality/value – The study provides new insights into the influence that value congruence may have on affective commitment to change and the moderating roles of psychological contract breach and workplace ostracism in the link between value congruence and change commitment. The paper also offers a practical assistance to employees in healthcare management and their leaders interested in building trust, increasing person-organization fit and change commitment, and lowering workplace ostracism. Keywords Psychological contract breach, Commitment to change, Value congruence, Workplace ostracism Paper type Research paper
      Keywords
      Commitment to change
      Psychological contract breach
      Permalink
      http://hdl.handle.net/11693/48951
      Published Version (Please cite this version)
      https://doi.org/10.1108/JAMR-11-2015-0078
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