Validation of the Herscovitch-Meyer three-component model of commitment to change in Pakistan
2007 (English)Conference paper (Refereed)
Along with an increasing frequency of organizational change efforts, research has highlighted employees’ attitudes towards change as a prerequisite for successful change implementation. This paper presents the findings from an investigation conducted in Pakistan to validate the Herscovitch-Meyer three component model of commitment to change. Results of confirmatory factor analysis, based on data from 172 managers in a recently restructured public sector organization, showed that commitment to organizational change could be represented by three dimensions of affective, continuance and normative commitment to change, even if some items were found to be problematic. As expected, affective commitment, which is based on the realization of the inherent benefits of change, was negatively related to job insecurity and all role stressors, while continuance commitment, which reflects the avoidance of the cost of non-compliance towards change, displayed positive correlations with all stressors. However, normative commitment, an obligation based commitment, was unrelated to all correlates. In conclusion, the present findings provide some evidence for the generalizability of the commitment to change model in a non-western setting, but also suggest that the normative commitment items may need some adjustment to the particular cultural setting of Pakistan.
Place, publisher, year, edition, pages
IdentifiersURN: urn:nbn:se:su:diva-22022OAI: oai:DiVA.org:su-22022DiVA: diva2:188549
21st Annual Conference of the Australian and New Zealand Academy of Management (ANZAM), Sydney, Australia, 4-7 December, 2007
Paper presented at the 21st Annual Conference of the Australian and New Zealand Academy of Management (ANZAM), Sydney, Australia, 4-7 December, 20072007-12-182007-12-182011-07-04Bibliographically approved