Value congruence and commitment to change in healthcare organizations

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dc.citation.epage333en_US
dc.citation.issueNumber3en_US
dc.citation.spage316en_US
dc.citation.volumeNumber13en_US
dc.contributor.authorErkutlu, H.en_US
dc.contributor.authorChafra, J.en_US
dc.date.accessioned2019-02-06T11:40:52Z
dc.date.available2019-02-06T11:40:52Z
dc.date.issued2016en_US
dc.departmentTourism and Hotel Managementen_US
dc.description.abstractPurpose – 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 paperen_US
dc.identifier.doi10.1108/JAMR-11-2015-0078en_US
dc.identifier.eissn2049-3207
dc.identifier.issn0972-7981
dc.identifier.urihttp://hdl.handle.net/11693/48951
dc.language.isoEnglishen_US
dc.publisherEmerald Publishing Limiteden_US
dc.relation.isversionofhttps://doi.org/10.1108/JAMR-11-2015-0078en_US
dc.source.titleJournal of Advances in Management Researchen_US
dc.subjectCommitment to changeen_US
dc.subjectPsychological contract breachen_US
dc.titleValue congruence and commitment to change in healthcare organizationsen_US
dc.typeArticleen_US

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