Fairness matters for change: A multilevel study on organizational change fairness, proactive motivation, and change-oriented OCB.


Journal

PloS one
ISSN: 1932-6203
Titre abrégé: PLoS One
Pays: United States
ID NLM: 101285081

Informations de publication

Date de publication:
2024
Historique:
received: 16 06 2024
accepted: 13 10 2024
medline: 1 11 2024
pubmed: 1 11 2024
entrez: 31 10 2024
Statut: epublish

Résumé

The success of organizational change often hinges on the perception of fairness within a change unit. This group-level organizational change fairness is crucial for enhancing proactive motivation states and fostering positive change-oriented organizational citizenship behavior (OCB). Rooted in the proactive motivation model, this study establishes a comprehensive multilevel framework to investigate the influence of group-level organizational change fairness on employees' change-oriented OCB. It explores the mediating role of three proactive motivational states and the moderating impact of perceived change impact. Analyzing data collected from 597 employees within 107 teams across 43 Chinese companies, our findings indicate that group-level perceived organizational change fairness significantly predicts employees' change-oriented OCB through organizational change self-efficacy, involvement, and positive emotional experiences. Furthermore, the study reveals that group-level perceived change impact moderates the relationship between group-level fairness perception and both change self-efficacy and positive emotional experiences, with stronger associations observed under conditions of low perceived change impact. These insights notably advance our understanding of the cross-level determinants influencing change-oriented OCB through perceived fairness and proactive motivation. Managers should focus on developing fairness perceptions to stimulate OCB by fostering employees' proactive motivation states, particularly during low-impact organizational changes. Our findings provide valuable implications for organizational change management practices.

Identifiants

pubmed: 39480783
doi: 10.1371/journal.pone.0312886
pii: PONE-D-24-21250
doi:

Types de publication

Journal Article

Langues

eng

Sous-ensembles de citation

IM

Pagination

e0312886

Informations de copyright

Copyright: © 2024 Ling et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Déclaration de conflit d'intérêts

The authors have declared that no competing interests exist.

Auteurs

Bin Ling (B)

Business School, Hohai University, Nanjing, China.

Qu Yao (Q)

Business School, Hohai University, Nanjing, China.

Yutong Liu (Y)

Business School, Hohai University, Nanjing, China.
Department of Psychology, Harbin Normal University, Harbin, China.

Dusheng Chen (D)

Hangzhou Hikvision Digital Technology Co., Ltd., Hangzhou, China.

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Classifications MeSH